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Product eClass 5.0 Session #1 Transcript

Jason Fladlien here. Welcome to Product eClass session one, Five Figure Info Products: How to
Create One Problem, One Solution, One Sitting Info Products. If you saw the webinar, which
made you sign up for this training program, this is the deep cut version of that webinar without
any sales shenanigans or any ad. Problem, agitate, solve, attention, interest, desire, none of that
kind of stuff. We just get into mostly training here today. I'm going to use other persuasion to put
you in the strongest state of mind in being in emotional resonance so you can feel as
comfortable and confident as possible to follow this material through to fruition and to be
successful with it. Now here's what to expect. Session one, here is the most in-depth session of
all of our sessions. There's a couple reasons why. One is because most of you will not complete
this course, and I do not want you to complete this course, quote unquote, "if completion means
consuming everything." Right?

This is not a thing where you should feel at all, like you have to listen to every session and watch
every single thing. I know most of you will not follow through for all of the sessions. I don't
necessarily need you to. You could skip around, but if you only attended one session and got
more than your money's worth, it would be this session here. This session is the micro that
proves the macro. So everything you learn here can be applied at a higher level later, deeper.
So it's a refinement. You build a foundation, then you build a second story, then you build a third
story. But there is a ton to cover here. This is a session in itself that I used to sell, standalone,
and people paid a lot of money just for this one session. It's that powerful, and I've optimized it
further since the last time I did the session, which was basically three years ago. So this is going
to be extremely in depth, probably the longest training that we have. But we can all get through
this together, right?

You will be overwhelmed. That is the most likely outcome as you go through this training.
It's a lot. It's a synthesis of several years of thinking consciously and unconsciously on my
part. And while I build models that allow you to shortcut the process so you don't have to go
down the same routes that I went down and fight the battles I fought to get the insights I got, I
can just give them to you.

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This will be a lot to you at first. This will even intimidate you most likely. And guess what?
Congratulations. That makes you a human being. That is the most natural response. That is the
best response because out of confusion comes what? Understanding. There will be an
orchestrated amount of confusion given to you to allow you to create the aha moments that will
allow you to be successful. And speaking of that, what does success look like?

Success looks like this. A lot of you forget this. Most people don't teach it to you. But success in
the real world is you crawl before you walk and you walk before you run. So to put it in the
inverse, before you can run, you must walk. Before you walk, you have to stand, before you
stand, you crawl. The challenge is you'll want to compare my end product to your beginning
journey, and that's unfair to you. Where I started was from the same humble beginnings that you
will start from. And what I did was learn one tactic and applied it in one way to allow me to be
somewhat successful in some way that created momentum and then I added to it. This is how
you've learned everything in your life. And so if you are looking to get a result that is so far
ahead of where you're currently at right now, the only thing that can lead to is disappointment.

And so I'm going to give you the lever to start really creating the momentum, which will then
allow you to look back one day and realize, "I don't have to work hard and I can still make a lot of
money, because I have momentum. I'm slowly chilling, rolling down the hill as opposed to
grinding up the hill." Now, the reason I bring this up mostly is because many people at perfect be
the enemy at done. And as a result, they're guaranteed to fail. Done is always better than
perfect. And actually the reality is always better than better. I'd rather it be done and mediocre
than be amazing but half complete. Done and mediocre for most people is good enough for
them to give you money and be happy with it.

In fact, it's the best way to make mediocre good and then great is by putting it in front of people
and even in its mediocre state, allowing them to see an improvement and then coming back to
you with feedback. I mean, it's the greatest insight of all of how we can be successful is iterate
our way towards success and do so out of the heart of service, if you will. So to keep the

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context, before there was this $10 million in eight days promoting somebody else's product, a
record that has now stood for eight plus years and counting, nobody's even made it halfway to
that point. And before there were these big launches, like the record sending internet marketing
launch, $57 million launch. I've seen people like Tony Robbins try to come into this space, put
500,000 people on a live stream and still not be able to sell this much. So these are real serious
high level records.

I'm the Ohtani of this game, meaning I can pitch really well and hit really well. I have taken this
to a heights previously unseen. Yet despite that, or maybe because of that, before all there was
this fanfare and all the record sending stuff. There was this, the fateful day, November 12th,
2007, where I made my first sell for $4 and I net profited after the fees $3.58. Now, the fees are
not as big anymore as they were back then, but it didn't matter. This was the win that allowed all
other wins to occur. This was the thing that stretched me just enough to make me better without
killing me or without overwhelming me so I never start it, right? My first product, How to Write an
Article in 7 Minutes or Less, Including Proofreading and Research. It was just seven pages long,
less than a thousand words, typo in the first sentence.

Hundreds of raving testimonials resulting in tens of thousands of dollars in free word of mouth
sales. And it just showed me what was possible. More than anything I said, "Wow, I can do
more things wrong than right as long as they get done and they have sincerity and they lead to
insights that allow people to act upon things that previously they couldn't act on. That's good
enough." And that was really powerful for me. Now, here's one of the things I didn't know at the
time that I realized was such a value to me as a business person. And later on when I was
consciously aware of it, I forced myself to build a system to take advantage of it. This product
was so well received, this first product, because of the following reason. Customers could buy it,
go through it and consume it in its entirety in just a few minutes, immediately put it to action the
next time they needed to write an article.

And the very first time they put it into action, a majority of these customers saw an improvement
the first time they used it. This is not normal. In fact, it's hard for me to do this in higher ticket
products like Product eClass for example. Because I'm going to give you multiple sessions and

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I'm going to go deep into the well. It has its advantages and disadvantages like everything in life.
Every strength has its weakness. Every weakness has its strength. But most products, I don't
care what the product is, they don't allow the customer to get a quick and immediate win the first
time they go through it. In my instance, people were paying me money for an information
product and 20 minutes later were reporting back with a significant improvement. If that is the
only thing you take from this class and that is the only thing you end up doing, you will be rich,
my friend.

There's no two ways about it because that's as rare as a unicorn in the business world. And it's
especially valuable to you if you're at the beginning of your journey because now I make it more
complicated. Now I have a payroll. Now I know too many ways in order to do something. So it's
complicated. It's more complicated now. But back in those early days, it was really, really simple.
That's all I had to do. It also allowed me the foundation of true communication of like, "Okay,
now I see what makes the difference. So now I can apply it in a cell situation. Now I can apply it
to email copy. Now I can apply it to here, here, here, here. Now I can add to it. Now I can build
onto it." But that is the original point that still stands to this day that nobody will teach you and
nobody really thinks about. Could I just create products that the first time somebody consumed
it, nearly effortless consumption, immediate desire to act upon it, upon acting on it, seeing an
obvious result the first time?

And that's what I did the first really 13 months I was in business. These were some of the
products that I ended up creating once I stumbled upon this concept and just said, "I'm going to
go monomaniacal on it and just do it over and over again." So some of the many products I
created included How to Write a Near World Class Sales Letter in Three Hours or Less. How to
Create an Info Product in 48 Hours or Less From Scratch on the Topic You Know Nothing
About. How to Set Up a Fully Functional Membership Site in 6 Minutes or Less with Free
Software. Do you see the pattern? I'll break it down more specifically later, but it's basically how
to do something very narrow in a certain very specific period of time with an additional benefit or
without a normal constraint. I created so many of these products and they were so easy to
create because I just had to hunt for things that people were complaining about and then finding
a very specific step-by-step application that I could teach them.

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So how to do something incredible in a very tight timeframe without a normal constraint or with
additional benefits. That's the formula. That's the bumper sticker. This is the north star, the true
north. So no matter what else I teach you, if you always fall back on that principle and you
create products with that in mind, you will only win. Now here's why this works. This works so
well because it focuses on instant gratification. Easiest thing to sell, instant gratification. There
was a period in time where you had to cook a potato and it took 55 minutes and then all of a
sudden one day somebody realized you could do it in a microwave and now they're impatient.
Five minutes seems too long for a potato. Instant gratification. Time is money. If you can reduce
the time it already takes someone to do something, the value is obvious.

It can easily be stated and it can easily be accepted. What I like about saving people time is you
don't have to make them better. You just make them faster. Think about that. You know how
much harder it is to try to improve somebody's existing skill sets? That's very challenging,
compared to just allowing them to be the same but do it quicker. So there are an almost infinite
variety of things that you can solve where people would be happy to pay you just to save time
on them, especially repetitive tasks, especially repetitive task. We're going to see this a lot in the
AI revolution. AI is slow. I don't know about you, I think it's slow. Some people think it's fast
because the output is fast, but the quality isn't very good. And so the thing is, if we can teach
people how to use AI and not necessarily make it better, but just make it quicker for them, that's
a winner.

That's a winner right there. And it's just on and on and on. So it's harder to improve someone's
skill level than it is to shortcut their time and effort on the task. I don't want to make people
better, I just want to make them quicker. That's what I think very often when I'm looking at
creating info products. I like to do both. But if I cannot make them better, at least I can make
them quicker. Now, excuse me. Here's what's really cool about this. Often quicker is better for
most products because the quickness allows them to take action. The action allows them to
gain experience. And from experience comes wisdom. So instant gratification, very important.
The other real powerful lesson here is a narrow focus. The more specific you are, the easier it is
to be perceived as the best. Perception is more important than reality in the information product
business.

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Customers need to have shortcuts in order to make decisions on who they focus on and where
they spend their money. And so they always look at who's the best? Who's the best? Who's the
best? If you can't be the best in an existing category, create a new category that you can be the
best in. Narrow is often neglected and overlooked by other product and content creators,
especially people like me. I don't want to go down to the level of only a hundred thousand
dollars for the effort. I'm focused on millions these days. And so I'm overlooking opportunities
that are valuable because they're, quote unquote, "too small" for me because it's all relative, but
for you, they would be as big and juicy. They would be as much as you could buy it off and they
would be more money than you've ever made in your life.

Now, what's cool about this is most people, they model success. And that's dangerous. It's
useful, but it's dangerous because if you model the approach from other people that have skill
sets you don't have yet, you're not going to win. And so beginners come into markets and they
model their product ideas after existing products, but they don't have the ability to execute on
creating those products effectively. So all the beginners are modeling all the experts. All the
experts are going after these big huge slices and everybody's overlooking all the hundreds of
thousands of dollars here, there, and everywhere else, and the tens of thousands of dollars
here, there, and everywhere else. The other cool thing about being specific, it's more believable.
If I said, "Listen, I made a million dollars last year." You might believe me, but if I said I made
$1,116,000.19, then you would be more likely to believe me.

And so when we say how to write an article in seven minutes or less, including proofreading and
research, that sounds more specific, that's better than just how to write articles faster. But even
better than that, how to write a 400-word article in seven minutes or less, including proofreading
and research. It's more specific still. Now, here's the other cool thing about this. It's hard to help
somebody if you haven't defined win or lose. So fuzzy targets don't get hit, but giant bright red
targets get hit easily. So two people benefit from this. Your customers benefit because they have
a benchmark, they have a goal to aspire to. Their goal is, "Can I write this article in seven
minutes?" Now, you also benefit, you better teach it in a way that there can be compliance
towards it. So your goal is not how to write an article, which is too open-ended.

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This is a closed-ended solution. And if it's very closed ended and defined, it's more likely to get
done by you. It's easier because it removes all the noise and it makes you focus on what really
matters. A good example of this is The Vegan Stoner Cookbook: 100 Easy Vegan Recipes to
Munch. This is overlaying demographics. We'll talk more about this later. We take two separate
demographics, vegans and stoners, usually not the same person, but if we overlap them, there's
enough of them out there that's a much better cookbook than this go-to dinners kind of
cookbook. It's so much more specific. It narrows down what you should focus on and eliminates
everything else that you shouldn't focus on. It also helps you get attention. I want you to think
your potential buyers is in a gigantic crowd. So maybe they're at a stadium watching the Super
Bowl and there's a huge crowd there, but only a certain small percentage of them are your
buyers.

Now you're not the only one trying to get them to buy. It's you and every other solution provider.
You're standing outside the crowd screaming, "Hey, you. Hey you. Hey you. Hey you." At least
that's how most people try to get attention and hey, you doesn't really work. Not that well, does
it? They might say, "Hey, you with the blonde hair," and that's a little bit better. Or, "Hey, you with
the blonde hair and glasses," and that's a little bit better still. "Hey, you with the blue shirt,
blonde hair, and glasses," better still. But the best way to get attention is to call them out by
name. Hey, Sarah Thompson, or hey, whomever, right? So we can't do that in marketing
because marketing's to the masses. But if we have a very specific audience that we focus on
with a very specific appeal that activates what's called the reticular activating system, it's no
different than when you buy a car and all of a sudden everybody on the street owns that car,
where last week you never saw that car on the street.

It's not that everybody ended up buying it. It's what was once blind to you is now screamingly
obvious in front of you. These products help you get traffic much easier. They're very
magnetizing. The more specific your product, the easier buyers will find you. There's vegans out
there, there's stoners out there. There's an overlap of vegan stoners. Nobody's really targeting
them. You're the only one targeting them, that makes you the best by default. And at the same
time, it makes them easier to say, "Oh my god, this was made exactly for me." That's what we're
striving for at the end of the day. So what is an info product exactly? It could be so many things.
It could be just an e-book or an e-book could be part of an information product. It could be one

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component of it. Workshops, seminars, masterminds, email courses, challenges, memberships,

books.

I've written one of them right here. Newsletters, assessments, case studies, planners, blah,
blah, blah. An information product is just education presented in a way that helps somebody do
something they couldn't previously do. That's really all that it is. Now, most often when we talk
information products, we categorize them into things like e-books or things like video programs
or video trainings or group coaching, stuff like that. But really ultimately people are paying for
ideas that allow them to grow. That's what an information product is. It's good to think in boxes
at first. Where we've done well over time is to get outside of the box, mix and match and create
a combination of different things. And then by the way, once you get good at that, what you then
use is you supplement information with non-information solutions to make the offer even better.
But that's a conversation for another day.

If you look down this list and say, "Hey, if I could only use one of these modalities and I could
create it, what would be the best one for me?" For most people, it's going to be an e-book
because it's the least complicated way to present information. The whole thing is information.
Challenges have a lot more moving parts to them. Now, if you could create templates, maybe
that's even easier for you still. Maybe there's a real simple way you could build templates and
just sell the templates. Does that work? That works. That's some of the things that you can start
to think of in terms of people don't buy information products, they buy solutions. So the
information just has to present it in a way that allows a solution to occur. It's important we realize
that this is holistically how we would look at it, but really at the end of the day specifically, it's
almost always an e-book.

Sometimes it's an audio program, sometimes it's a video program. And then once you become
unconsciously competent at creating one, then you can start experimenting with others. Now,
here's what it takes to be successful. You can't just use the info product alone. It's not, if you
build it, they will come, scenario. You need an info product. That's your offer. You need leads,
that's your traffic. And then you need a pitch, which is your sales letter. So you need an offer,
you need an audience, and you need marketing communication. Offer, audience, and message

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is how I look at it if we're going to use first principle thinking. Your offer is your info product. Your
audience is the traffic, and your message is your sales pitch, your sales letter. Now here's a
hack to all of this because these are very separate and distinct skills. Creating an info product is
one skill, traffic is another skill, and conversion is another skill as well.

If you wanted to objectively get really good at all of these things, it could take you a whole
lifetime. And so we have to take actions that solve multiple problems simultaneously with one
action. These are hacks and shortcuts and things initially to allow you get off the ground and get
moving. What I attempt to do, especially if I'm new to a market, is I try to create an info product
so focused on the underserved or the not served at all audience that just the topic of the product
alone becomes magnetizing towards that audience. I'll still have to go out there and fish. I'll still
have to have the bait. The bait would be the sales letter in this analogy, and the fish would be
the leads. I'll still have to go out there and throw that in there and see if I can catch fish.

But if I have the right bait, it's easier to catch the right fish. And if I'm fishing in the pond with the
most amount of fish that I'm fishing for, then that even helps still. Here's an easy way to
conceptualize this. This is the exact same set of chalk. It's Crayola white chalk, 12 pieces, exact
same thing, exact same skew, exact same barcode on the back of it, the literal exact same
product. At Walmart it sells for 99 cents. In a university campus, like this one over here on the
right, it sells for $11.98. Same product 10 times as expensive. Why? Well, it's who needs it and
when they need it and the accessibility of it, that would change the price of this. The demand for
your product is often related to who needs it. It's always contextual. Different people will ascribe
different values to something based on who they are and where they are.

The people who need it the most, this is who I obsess over when I create products, especially at
the beginner level. When I'm starting out or when I'm trying to enter a market, I ask myself,
"Who are okay with paying a lot for a little," because it sure beats getting nothing at all. So who
are the people that are currently not getting anything at all and even something mediocrely
produced will be good for them? There are all kinds of thirsty audiences out there where they
have no water and they're dying of thirst. So if you can bring them water, any kind of water,

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they'll thank you for it and they'll pay you for it. Even if your water is mediocre, even if it's just tap
water, even if it's served in a dirty glass, doesn't matter. They're dying of thirst.

Who's the audience out there that I can find that is being underserved right now who appears to
demonstrate the capacity to pay money for solutions, but for whatever reason, they're being
neglected, they're not being catered to specifically, their needs are being overlooked? There's
so many different products that you can do this for that are $10,000 a pop, and there're
incredibly narrow audiences. There's 8 billion people out there. If there's only a hundred
thousand that meet this criteria and you can only reach 10,000 of them, you could probably sell
20% of them if you could reach 10,000 of them, so 2000 people. If they only paid you $5 for the
solution, that's a $10,000 win. There you go. It's not just the money that you win, you win
customers that you could also sell other things to. You get success stories out of those which
bolsters your brand and your self-confidence. You've now associated positive results with
actions, which makes those actions easier to take in the future.

And you have proven and demonstrated that you're capable of doing this. So now you have
some proof elements. It's incredible, it's powerful. But most people don't think like that. They're
thinking too much about the million dollars over here and they're walking over smaller fortunes
that are easier to claim over here that if you claim them and added them all up, they would
equal more than a million dollars. So this is where we need to get our heads at. Now here's the
training step by step, what we're going to focus on here today. How to find the product topic,
how to research the product, how to outline the product, how to create the product, how to
create the sales letter for the product, how to get traffic to the sales letter that sells the product,
and then how to scale it up. That's a lot. But the good news is I've done this a few times, so I
think I can give you the models to make it easy for you to follow along the way.

Let's dive in. Step number one, find the product. There are many different ways you can find
product topics. In fact, one of the bonuses to this is already off the shelf done for you products
that I think would be good products to sell. In that bonus, there is also the ways in which I found
those product ideas. So I give you the fish and teach you how to fish. Those are separate from
what I'm going to teach you here, which is good for you to know. There's so many different ways

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to solve this problem. You just need to pick one of these ways and just go forward with it until
you get a result. Here's one of the ways in which you can do. This is the way I'm going to teach
you officially. Step number one, find the product topic. I practice this first level, second level, at
least third level, and then consider a demographic overlay. Here are all the first level info
products that you can create.

They're either health related, they're either money related, or they're connection related. If we
were to pick one, let's just pick health. A second level product could be something like this,
losing weight, sleeping better, becoming fitter, et cetera. This isn't an exact science, but
hopefully you get the idea. You don't have to be precise, but you just have to be aware. What's a
facet of health? Whatever you come up with is a level two, like a broad facet of health. So
weight is important towards health. Sleep is important towards health. Physical exercise is
important towards health. These days you could literally go to an AI and say, "What are the five
most important elements when it comes to health?" And it will tell you, and then you could go
with that if you want to. Doesn't matter to me. But for the sake of our example here, if we say,
"Okay, sleeping better," that is a facet of health.

So a level three would be, what's a specific component towards sleeping better? Well, falling
asleep faster is one, waking up earlier is another. Sleeping deeper is another one. Sleeping
longer is another one. You could again run this through an AI and saying, "Okay, what are all the
different important things to consider when it comes to getting a better night's sleep?" And then
whatever they spit out, there you go. Now, level three for most of you is not enough. You will
need to drill down even further. This is where we really start to cook. Once you reach level
three, you start to think to yourself the following, "Would this make a good one sitting info
product? One sitting info products or you could write the whole product out in one sitting or you
could push record and speak the product out in one sitting."

Those are what we're looking for. Can you find a solution that can be easily understood by your
customers and apply the first or second or third time they try it? Can you easily link this to
making or saving money? How painful is it for someone to keep this problem? These are how
we evaluate the commercial appeal of the products that you'll create. Because not every

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problem that you can solve, people will be willing to pay you for. This is the difference between
doing well and not doing well. And this is the ambiguity that scares you because you're like, "I
don't know if I picked the right product or not." So this is how we suss that out and figure it out. I
want to create products that I can create in one sitting that meet the following criteria. Can
somebody, who I show this solution to, easily understand and apply it the first or second or third
time?

Is it obvious to my customer that this can make or save them money? And that's true whether
it's financially related or not because people are always evaluating value often on money or
time. And how painful is it for someone to keep this problem? The more painful it is, the more
motivated they are to spend money to find a solution for that pain. And that's why those are
important. Now, I have this, this is really important for you to run through for all of your product
ideas you come up with until you start to make this second nature, it's the low ticket product
audit. You should score your product ideas with this audit. We're looking for immediate relief,
saving, or making of money and paying to keep the problem. Because the immediate relief is
that a customer could quickly understand the solution and get substantial immediate relief from
their problem the first time that they put your solution to work.

That would be an excellent, we'd give that a four. On the one side, the poor side, a customer
couldn't understand your solution without repeated attempts. And whatever relief they get, takes
a while and only after much trial and error. That would be a poor score and we'd give it a one or
there's a two or there's a three. We're looking for at least a seven to nine total score here. Like a
three, a three, and a two would be okay. Ideally I'm looking for a 10 score, something like a
three, a three, and a four. That's what I would really like. And that's what we aim for here. So
come up with your product idea, but before you do it, run it through this audit because otherwise
you run the risk of creating a product that people would say, "That's nice to have, but I probably
won't buy it."

Now, is that a loss? No. That's wonderful. If you create a product and that's the worst case
outcome, awesome. That creates an asset that allows you experience. That's the way you get
wisdom. You can go back and take 80% of that product and keep it and change 20% and take

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another crack at it. It orientates you in a forward moving position, which is critical to your
success, but really also it stacks the deck in your favor to get the results sooner rather than
later. And so these are the types of really good products that you should start with. If you were
confident you could immediately bring massive relief to a specific type of person who suffers
from this problem, and if they could see how it would cost them more money to keep the
problem than to just buy your product, and for each second that they delay on solving the
problem, they experience more and more pain.

Do you see how you could be incredibly successful regardless of how well written the product is
or how thoughtful you are in putting it together? This is what matters more so than anything
else. So if you could see yourself saying, "Wow, if I solved this problem, people could
understand it and use it immediately and get some sort of benefit from it." And they could also
see how much money and or time it would save them making the product essentially free to
them. Even though they're paying money for it, the money they pay is less than not buying the
product because they would lose more time or they would lose more money. And that's obvious
to them. And for each second they put this off, their problem gets worse, making them a hyper
motivated buyer. You get these three things, my friend, and the rest is just merely details.

This is like winning lottery ticket where the first three numbers have already been picked for you.
You just got to pick the rest of them. This is really powerful, especially when you overlay it with
the next tactic. And the next tactic is this, price the product impulsively until you know better. My
first product sold at four bucks. It accomplished all of those things. People could immediately
see themselves using it and applying it and getting a benefit right away with it. It would save
them time, which is money. And every time they sat down to write an article, it became more
torturous than the time before because it was slow, it was tedious, it was rough, and it just
continued to frustrate and eat away at them. It's not perfect, but I would score this maybe a 10
out of 12 on the low ticket product audit. And so they'll say, "Yeah, I'll gamble four bucks." This is
what you want your people thinking that you create the products for. They say, "Yeah, I'll gamble
X number of dollars. Yeah, I'll risk it."

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They say, yeah, I'll gamble X number of dollars. Yeah, I'll risk it, it probably won't work. But what
do I got to lose a couple bucks? Yeah, I'll take a chance on that. Sure, why not? This is what we
want our customers thinking. We want to position it almost like that. This is how we make this
out. Now it gets better when you use what we call demographic overlays. So my most popular
content on social media, isn't how to do X, it's how to do X if you're Y. So I can publish content
on being an entrepreneur and people are like, man, whatever. If I talk about being an
entrepreneur with a ADHD, Cha-Ching, way easier for people to get excited to want to watch
that content because they say I'm an entrepreneur and I have ADHD, I have PTSD too.

So if I created content around the traumatized entrepreneur that is even more attractive to that
audience because they say, oh, I relate to that, that's interesting because I also have that. So
you are more specifically able to serve me and help me. And so this is what we really like, is to
go at least three levels deep. You can always go more, so sleep better, how to sleep faster, fall
asleep faster, that you could break that down into three or four or five different ways somebody
could fall asleep faster. And then you could put a demographic overlay on that. So what are
demographic overlays? Here's the master list of 14. Age, race, gender, ethnicity, religion,
income, education, home ownership, sexual orientation, marital status, family size, disability
status, psychiatric diagnosis, occupation. So if I really want to get niched into something, take a
winning idea. Sometimes you can just do this, winning idea over here.

Add a demographic overlay to it over there. Brand new category, brand new product. Even
though 85% or 90% of the insights are still the same, the 10% that are different make all the
difference and allows you to have a blue ocean, so to speak, where you're the only one selling
that to that market. Now some of these will only work if you have personal experience with them.
You're not supposed to use all of them. This is for you to just merely consider. Some of these
are more sensitive in nature to certain topics, so you have to be aware of that, right? But let's
take our category of sleep and let me show you how we can say how to get a better sleep. And
now let's do some demographic overlays. Sleep better after 60 or how to help your child sleep.

So these are age related or the second one is really more family size or family related, right? So
would you agree with me that most of the techniques for good sleep are good no matter whether

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you're 18 or 88 or any age in between? But there are certain considerations as I'm getting up in
age, I'm learning, I get up and pee probably three a night and it's not a prostate issue. I went
down that route to try to figure that out. When I get anxious, I tend to pee more. That's really all
that it is. But it's different if you don't have to pee all night.

And as I get older, I've heard, although I'm taking it as a suggestion, I'm not taking it as hypnosis
that it may increase. It doesn't have to though, right? But the point of it is if we can calibrate and
focus more specifically on the micro needs and challenges of that demographic based on age,
we'll create a superior product and that product will call more people out by name. They'll be
more interested to invest in your product than all of the general how to sleep guides. How to
help your child sleep, there are certain very specific strategies as I've learned with children.

Cause I have a couple of them that I need to employ with them and they need more sleep and
there are more things that they're sensitive to and there are things that it's easier for them to fall
asleep with. So these are different ways in which we can slice up a market even further. Same
topic, let's take sleep, but let's look at gender, the woman's sleep secret. So we could zoom in
on the biological factors and other considerations that are unique to women in sleep. Might
make an interesting info product. Why men sleep different? We could do the same on the other
side. So we can design and create gender specific solutions. Now it's helpful if there are actual
differences, if it's not just lipstick that you're putting on a product and there is no difference
between one or the other. But if there is, these are exercises that I go through where I'm like,
can we carve the market up more?

Can we focus in on a more specific audience, even with income, better sleep for the uninsured.
And I don't know if this is a good idea or not. This is just an example. And so people at different
income classes have certain different specific limitations or certain different options available to
them. And so we can calibrate products to that. You can make the argument that hey, being
uninsured creates more stress, which makes it harder to sleep, which is kind of ironic because if
it's harder to sleep, you're more likely to need healthcare and you have less access to it.

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And in fact, some of the ways in which those that are insured are offered solutions, those
solutions aren't as easily available to you. So how do you sleep better without having to spend
money on solutions or going the normal route that the medical community would want you to
go? Well, that's what this guide is about, right? Marital status, sleep better even if your
husband's snores, tosses, and stretch. Now, some of these make good products simply
because the hook is there because that's a good headline. That person says, oh, okay, I'll take a
look at that because that's different than anything I've ever seen before. And I have that problem
that speaks to me. I want to know more.

Occupation. How swing shift workers can improve their sleep. A product specifically for that
audience who have different needs for sleep than anybody else does. And so this is just one
idea for one product that we can run through some of these demographic overlays and these
aren't an exhaustible list mind you, these are just 14 that I find that are very common. Just the
exercise of thinking and factoring it through taking the product and contextualizing it is a huge
secret to success in this business. Now I want to specifically focus on disability status because
this is probably the tactically easiest way to make money. And yes, it is sensitive, so be careful
with how you use it, be considerate of it. But nonetheless, I just want to show you the
effectiveness of it. So think how useful these products would be, teaching a specific budgeting
me method to somebody with dyslexia.

So traditional budgeting or spreadsheets or what have you probably wouldn't work as well to
people with dyslexia. So there are unique solutions that you'd want to consider providing in that
case. Creating a productivity system for someone who has memory problems due to a traumatic
brain injury. So I'm seeing this with my dad right now, not with productivity. That's a separate
issue. My dad is not the same person he used to be and it's sad and I'm processing it and it's
challenging, but I need to learn to communicate with him in a new way that for the first 60 plus
years of his life, I've communicated with him differently. And so this is really powerful stuff. It
means that there is a way to communicate, and I know that there is, and I'm just not equipped
for it yet. So I'm open to ideas on how to do that.

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So productivity, there are people that are successful and that want to be more successful, but
they have trouble remembering things due to a TBI. So you would want to design a different
productivity system for just those types of folks. Or what about a program for people to work out
who have arthritis for example? And so they might not want to do yoga when everybody's
recommending them to do yoga. That might not make sense for them. So there are different
specific outcomes for specific people who are hampered and limited by a disability, which is very
frustrating and challenging for them, and it's something that is they're marginalized for in most
instances. So these are clues to audiences. Now, again, it's more helpful if you have these as
well yourself. This is how you can turn an adversity into alchemy as I like to put it.

But nonetheless, these are just examples of how to carve markets up. Psychiatric diagnoses are
also really powerful too because it goes and speaks towards this pain that people are trying to
escape physically or psychically. Now this does work best if you have personal experience with
any of these. Unfortunately in the current society that we live in, most people have experience
directly or in relation to with somebody that they know. So they've had experience on the other
side of it, anxiety disorders, addictions, dementia, bipolar, PTSD, ADHD, autism and so on. And
so if you want to think about it, if you compare the two products, how to speak better in public or
how to be a better public speaker, how to be a better public speaker even if you've been
diagnosed with a social anxiety disorder, what do you think would grab more?

What do you think would hook more? What do you think have been done less? And so there are
absolutely a large number of people who want to speak publicly but are afraid to. And then there
are people that are afraid and clinically diagnosed with anxiety, which you could argue is maybe
they shouldn't let a label define who they are, but we're not here to argue, this is just the way
that it is. This is the end result and somebody can serve and try to help them or somebody could
pass them over. Serve and help them is my suggestion if it makes sense to you and you can
make money, how to sleep better or how to sleep better if you have PTSD. So me, for PTSD as
an example, I don't sleep very deeply. Any small noise wakes me up because I've been on high
alert because I had to be growing up to go through that environment that I lived.

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And so I need to retrain and rewire my ... Is it parasitic or parasympathetic or sympathetic

nervous system. My nervous system is all out of whack. And until that gets reset and it needs
reset often, sleep is hard for me and I can sleep eight hours, but I don't get into deep sleep as
easily. And so people that know that they have PTSD and are struggling sleeping, this is going
to call out to them as a product and it's going to be an easier product for you to create because
you can hone in specifically on their specific problems and you can focus on serving just them.
They're going to be easier to serve and find in the wild too. How to lose weight versus how to
lose weight if you have ADHD and suffer from poor impulse control, that will resonate with
people more.

And the strategies that you would design for those folks are going to be different than just
generalized off the shelf normal status quo ways of losing weight. How to teach your child to
study better, how to teach your high functioning autistic child to study better. Okay? You got to
tread carefully when it comes to demographics into these psychiatric things, but that's where a
lot of leverage is, a lot of value is because this is where a lot of pain is at and this is what people
are seeking relief from and willing to pay money for. And if we can price it initially at very low
amounts of money, then we can see how good we are.

And we can improve it over time. And even if we're not good, we can still probably make a lot of
people happy. So once you understand these different topics and how you can drill down to
them and specifically go in and focus on them from one aspect to serve one audience in one
way with one problem and provide one solution for them, right? Then you should consider
naming your product along one of these templates. So how to achieve some amazing result in
some specific time without some common obstacle. This is my go-to because it's both carrot
and stick. People are more motivated to escape from pain than they are to move towards
pleasure. So we should just use both. Here's how you simultaneously escape from this pain as
you move towards this pleasure. So how to achieve some amazing results in some specific
timeframe.

Now, the timeframe solves the issue of delayed gratification, which nobody wants. They want
instant gratification. So how to set up a fully functional membership site in seven minutes or less

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without paying for expensive software was of all my one tick, 1, 1, 1 products, one problem, one
solution, one setting problems. This was my most successful one. Now let me tell you why, I got
lucky. I got lucky because it just was the right appeal at the right time to the right market. Most of
my biggest successes have came from standing in the right place at the right time. Now, I
leveraged those successes more than most other people because I was capable. I had
cultivated the skillsets ahead of time for smaller amounts of money. So when I was at the right
place at the right time, I had more tools in the toolbox to extract the value.

And in this particular case, I got lucky. But you know what? You buy enough lottery tickets. If you
could buy lottery tickets for a penny, eventually you're going to win a jackpot. So if you could just
keep spitting out product after product after product, you will force luck to occur in your life and
you will be successful and lucky simultaneously. So this one hit, but the amazing result was how
to set up a membership very quickly and be fully functional. And then the timeframe, seven
minutes. And then the common obstacle was I had observed at the time that the market was
frustrated because they were paying $300 for these software to do membership sites and they
couldn't even get the software configured. So I'm going to show them how to do it for free. Now,
that one took me eight hours to figure out, real talk here with you.

I want to understand what's at stake here so you can calculate properly. I spent one day, I woke
up one morning and I said, I'm not going to go to sleep tonight until I figure this answer out. And
I spent eight hours on the internet churning over every rock, looking under every nook and
cranny, exploring every doghouse, outhouse, penthouse virtually on the internet that I could,
doing all sorts of searches and searches on searches and searches on searches. And
eventually after eight hours, I found it. I found a way to connect like duct tape a variety of
different free resources from here, there, and everywhere else together to create the solution.
And then I figured out how to do it as quickly as possible so I could just show it to somebody.
And that's how I came up with that. And that was really, really powerful.

Now notice I didn't teach them a whole bunch of other stuff like how to sell the membership, how
to create content for it, et cetera, et cetera, right? I added this stuff as bonus material later, but
this solved the one problem in one way with one solution. And after the research, I sat down and

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created the thing in one setting because I could, because I had removed all the noise and said,
boom, this is what matters. Let's go at it. Here's another one, how to achieve an amazing result
in a specific period of time, even if you have a common obstacle. So the one before that, just to
run it back here, the first one and the second one are the exact same thing with one word
removed, one word change. So before was without a common obstacle. The second framework
is even if you have this obstacle, so this is how to write a 700 word article in seven minutes or
less, including proofreading and research.

So the obstacle here is implied, right? The obstacle is, yeah, I could spit out an article, Jason,
but it would probably suck and it would look like it was written when I was drunk, right? Well, no.
And they're even thinking, okay, yeah, if it takes me an hour to do the research, I could write it in
seven minutes, but it's still one hour and seven minutes of effort. And I say, well, I solve all of
those excuses right there in the title. Here's another one, how to create an amazing Speech in
less than five days from scratch, even if you've been diagnosed with an anxiety disorder. So this
will work both to audiences that do or don't have it because they'll say, wow, if this works, even
for somebody that has anxiety and I'm just nervous speaking in public, but I haven't been
diagnosed with it, I better check this out and see what it's all about.

So how to achieve something in a specific time, even if you have some sort of excuse, sort of
limitation, real or otherwise. So here's another one. So this is another killer product template,
how to achieve some amazing result using some specific mechanism. So what is a mechanism?
Let's talk about that briefly. A mechanism is a proprietary process or what appears to be a
proprietary process because you've made it up and you've come up with some sort of name for
it or some sort of specific approach to it. So it's unique and it's incomparable to anything else.

So I'll give you an example. This is from a client of mine. He read my book, one to Many,
created a webinar and is doing very well with it, a guy named Deion. So Deion teaches people
how to increase their credit score and qualify for business credit by using metro to compliance.
So in his particular case, he didn't even invent the mechanism. He found some mechanism that
was out there and he built around it. So he hooked into an existing mechanism and that's really
powerful. Now, Deion does some other things that are really powerful. Deion is a Black speaker

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who speaks to a black audience. So he specifically serves an African American community. So

he has that demographic reciprocation there, and even further, he drills down and says, this
works even if you filed for bankruptcy in the last three years.

So that's an obstacle. So that's how to achieve some amazing result using some specific
mechanism if you're a specific demographic and if you've had this common obstacle. You can
amalgamate these things to your heart's content. They are building blocks, essential building
blocks that you can mix and match and match together in a variety of different interesting ways.
And so he is the only person last I check that is serving the Black community on credit score, an
increasing credit score using Metro two compliance. Even if you file for bankruptcy in the last
three years, the product practically creates itself. Now, this is a high ticket product that he sells,
and there's a lot more to it than just this.

But if you went the route that I went, which is you start with a low ticket product and you figure
out what people like and then you go deeper into it, and then you sell the higher ticket product,
you'd still come to the same conclusion. Here's another killer product template, how to quit, stop
or reduce something painful in a certain specific timeframe without a common obstacle. So you
see how I'm barely changing anything here. So how to stop your German Shepherd from pulling
on the leash in one weekend without using a prong collar or any collar. So I have German
Shepherds and I love them to death. I had two rescues and German Shepherds are very
specific types of dogs that are very challenging. So unfortunately the dog that is given away the
most to the pound is a German Shepherd because they're working dogs and they're higher to
deal with.

And the breeding on them unfortunately hasn't been very good. So the genetics have declined
and the problems have increased. And so this is calling out just German shepherd owners, not
working dogs, which German shepherds are a class of, not large dogs, which are a class of and
not just dogs, a specific type of dog. Now a specific problem that that dog has, pulling on the
leash. So the timeframe is to solve it quickly and then without, because certain people have
certain feelings about using tools like prong callers or callers. Whether that's true or not doesn't
matter. So we can either try to force them to say, well, you should use a prong caller anyway. Or

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we can find a solution that doesn't require a prong caller. And you can get even more specific
than this if you wish to, how to achieve some amazing result with or using some specific
program app or product.

So this is mechanism taken up even a further level, how to build killer productivity workflows and
Notion. So notion is I think the Evernote killer, I'm moving towards it now. I'm slowly migrating
over to using Notion for everything. It was so cool the other day, my daughter showed me her
phone and I saw the Notion app. I'm like, you use Notion. I got all excited. I'm like, I use Notion
too. And she's like, yeah, dad, who cares? Everybody uses Notion because I'm like damn these
kids are tied in. I'm working on something right now on how to use Notions to deliver checklist
and templates as a superior way of delivering them than anything I've ever seen before. So
they're easy to create and they're easier to share the Notion. I haven't solved that problem yet,
but that's really exciting to me. So how to get paid $500 or more per client using Canva, that
should say stupid auto correct, right?

And these three templates. And so this would be a really, because there's name recognition to
Canva or it's a third party site or a third party thing. We're seeing this with Chat GPT right now in
the current iteration of what I'm creating. And I say that because I don't think that Chat GPT is
going to be the one that lasts. If you look at market cycles, usually the ones that are the
pioneers come home full of the arrows, they break the trail and then they die before they can
enjoy the trail, and then the rest of us walk down it. So whatever they are or whatever they may
become, everybody right now is hooking into a third party app or program. So this might see an
oh duh moment, but that's atypical and that's one of many programs. So you should consider all
of the programs that you use or all the apps or all the products, and think about the ways in
which you could optimize them slightly more and then sell the result to the audience, you have
built-in users.

People who already use a major thing over here are always looking for ways to get more out of
it. How to use an adverse event to do something amazing. How to turn your most tragic story
into a keynote speech that commands a huge speaking fee. So we take what people think is a
negative experience towards them and reframe it into a positive experience. And here's why

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that's important, just so you know, is that's usually where all the growth comes. All the growth
comes out of something that was a major setback that you were able to somehow manage or
leverage. And you don't have to be the one that solves that by the way. You can find other
people who have solved it in document. We'll talk even more about that concept in the next
session, which it's very interesting because it takes these same elements, but it allows you to
find other people who can fulfill on them for you in terms of their knowledge and their
experience, their insight.

A lot of people out there have so many good ideas, but they're just unorganized or they're not
organized and presented in a way that is conducive for consumers to get excited about them.
But that's next session, right? Here's another killer product template, how to do something
absurd, attached to some major benefit. Here's why the absurdity is important. It's a pattern
interrupt to use an NLP term. We discount the familiar, we become blind to that which we see
over and over again and we get jerked out of that trance when we see something we've never
seen before. So one of my favorite ads I ever saw on the internet was something that said, how
to poop your way thin. I'm like, that is just ridiculous. I have to take a look at this. This is
ridiculous right. Now the one I taught in a product eClass webinar that sold product eClass was
how to make over $3,000 a month selling life roaches on the internet.

There's a million products out there that teach you how to make money online. There's not that
many that teach you how to do it selling live roaches on eBay to be even more specific if we
wanted to carve the market up even further. So these are good templates to consider. Now, here
are further considerations, hyper specificity. The more you can get somebody to say this was
made just for me, the better. As long as there is enough in the market and there almost always
is, right? You can carve it up too small. It's almost, I rarely see that happen, right? But if you say
left-handed Wilders from Ohio who drive a 1979 Buick and one two blank, probably too narrow.
But for most things you're not going to probably be too narrow. Number two, almost
unbelievable but not completely, that's the boundary you want to push up against, push the line
as far as you can.

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You want customers to think, I doubt I could get that result, but even if I got 10% of that, I would
be happy because I was writing articles in seven minutes. Most of my customers who bought
that product were not, but they were writing them in 15 minutes now when they used to write
them in an hour or they were writing them in 25 minutes now when they used to write them in an
hour. So they didn't care that they didn't get the result. They were happy with a small portion of
that result because they saw improvement. Most of you will not create a product in one sitting
yet, you will over time if you get used to the model and you just habituate it. But most of you will
be able to create a product now when you couldn't create a product before, and some of you will
create that product in a day or two before it would've took you a month or two or a year or two.

The number one way I see clients succeed initially with product D classes is they took a half
finished idea that was already in their head or on paper and they finished it off because I gave
them a framework to take the uncontained and make it contained. And then the second wave of
successful customers are those that go out there and put it to use who didn't have an idea, both
work, but harvesting the obvious easy wins, that's where it usually comes from. But we want to
push the envelope. We want to make life exciting because life is mostly boring for most people
most of the time. So we want to stretch it to the limit of what's almost unbelievable, but not quite.

Third superficially contradictive is really powerful if you can look at that and be like, okay, even
though these things don't appear to work together, if they can still work together, people will take
a look at them. I got to see what this is about. I love having customers or prospects say that to
themselves. So why Stutterers have a built-in sales advantage would be one of those types of
products. I got to see what this is about, right? Authority hijacking, attach your name to
something well-known that people identify and have attachment towards but are stuck in, ie how
to pitch jobs. People like Steve Jobs, he's a legend. And you know how to solve problems like
Elon Musk. So you're taking and hooking into an existing entity name and you're leveraging that
and you're giving insight. You got to be careful with this. So sometimes there's legal compliance
issues to consider, and I'm certainly not a lawyer.

I don't even know how to spell lawyer properly. So you'll have to do your due diligence on them.
But this is why it's great hooking into say, third party programs and using name recognition from

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existing entities. Things like Notion for example. Especially for brands that seem open to it and
aware of it, but there are ideas you can attach towards that are topical right now that nobody
owns. And that's your leverage to get attention. Now here's where to find ideas if nothing else.
So if nothing else works that I've taught you or why you're waiting for inspiration to strike, which I
never recommend doing, do it with a headache is always my suggestion to you. That's mostly
what success is. Feeling somewhat slightly miserable and just plotting forward. That's going to
be most of what your experience is going to be. But it's better to do that than to not feel slightly
miserable and then one day feel completely miserable because you never did the things you
should have done.

You didn't plant the trees before you needed the shade, you didn't dig the well before you were
thirsty. And then over time what'll happen is slightly miserable will just become natural to you
and then you'll get insights and then it will become exciting and exhilarating to you most of the
time. Right now, here's how it starts for you just so you know, you get excited and then you burn
out quickly. What will eventually happen if you stick to this is you'll start, nah, and then you'll get
excited as you go on. It's like a runner's high, product creator's high if you will. But if nothing
else, if you want to make this rope and break this down to just do this in case of emergency
break glass, here's a way that just doesn't quit, always will give you a definitive answer and that
you go over to Amazon bestsellers and then you look at one of these categories, you select a
category, self-help, business and money, parenting and relationship help, fitness and dieting,
sports and outdoors.

And then you look through those best sellers. But what you do before you look through those
best sellers is you drill down further. So just in self-help alone, the category of self-help, there's
abuse, anger management, anxieties and phobias, art therapy and relaxation, et cetera, et
cetera. So if we were to select one of those, for example, eating disorder self-help, now we can
start to really get into it. So the best seller when I took the screenshot was intuitive eating a
revolutionary program. We want to look inside books for detailed table of contents. So most
books on Amazon have that look inside function that you can click on it without having to buy it
and it will give you the table of contents. And if we scan down that table of contents and we say,
what one of these chapters would make its own really great product, something might leap out
to us.

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For me, when I did this exercise, here's what leapt out at me, cope with your emotions without
using food. I'm like, Ooh, that's good, because we can focus on those that are emotional eaters
and we can design solutions just for them. So the high level of this product is how to
immediately reduce emotional overeating. Now, we would run it back through that template
framework that I showed you earlier. So we would use one of those models to really tighten it up
further. But how to immediately reduce emotional overeating just at the high level. Does it score
well on our low ticket product audit? Could we provide immediately relief? Well, yeah, how to
immediately reduce emotional overeating. That's specifically what we're trying to solve. Could
this save or make money? And the answer is absolutely, it could save money. It could save
money off of the normal different weight loss programs you would purchase after.

It could save health costs. It could save cost on groceries, right? It's not a huge one. I wouldn't
call that an excellent, but I label that as a fair or good. So excellent, I'd give it a four. Saving
money, I'd give it like a 2.5 and the pain to keep the problem, I would give it in at least three. So
this would score really well as a good product. Then we could take it a step further. We could
say, should we even consider a demographic overlay? Should we focus just on a specific
gender? Are there other considerations that we should think of? And this could make it even
tighter and even stronger.

Now, there are other methods that if these come naturally to you, you should consider exploring
your own area of expertise. Some of you have areas of expertise that you could leverage in
information and some of you don't. This is the way that it is, right? But if you have areas of
expertise, then you should consider tapping into them. I say consider, doesn't mean you should.
My friend Joe Polish says there's no relationship between being good and getting paid. So
doesn't matter how good you are at something, you also have to know how to sell it and
package it and position it. So your expertise plus this formula that I'm teaching equals getting
paid. So you want to drill down onto a very specific aspect of your expertise and go in and start
there. Get your foot in the door, so to speak. Your passions can be a great source for info
product as long as they score high enough on the product audit. Passions are intoxicating and
they short circuit your ability to think clearly. So the upside of passion is.

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Leap. So the upside of passion is it is very potent from a take action standpoint, it's a fire that
propels you forward. But sometimes, it could propel you forward right off a cliff. So we have to
right size your passion with cold hard logic. If they don't want it, I don't care how passionate you
are about it. If you don't have some sort of edge to turn that passion into profit, I would rather
you do something that you're not passionate about specifically, because you can still be
passionate about the success of the thing. You can still be passionate about the money it
produces for you. You can still be passionate about who it serves. So it's a double-edged sword.
So tread lightly with passion.

Work backwards, proof before product. That that's my MO most of the time these days. Now,
that's a position I can take that most of you can't take yet. So now, I have work backwards. I
don't create a product first unless I have the right proof elements for it, but I didn't start there of
course, right? Your own proof elements, if you have them, because the easiest products are
how I did X in Y number of time without Z number of constraints. Even small proof elements can
produce big opportunities.

Believe it or not, right? Products that say, "Here's how I made $300 a month doing something."
And they're from brand new people. And you look at it and say, "Huh, if that person can do that,
I can do that." They're more relatable to the audience than guys like me that says, "Oh, we did a
$57 million launch." Right? There's advantage in both, but there's massive discounted value
towards these small wins. If you're on step two and your audience is on step one, you're more
relatable to them.

They can see more of themselves in you. You can talk to them because you were just like them.
I can't talk to them the same way that you can. So there's advantage to you with small proof
elements, and this is true regardless of what niche you're in, right? If you just won something the
other day, you should consider documenting it today so you can sell it tomorrow. Another thing
to consider is where you know the lay of the land. So it's obvious to you to separate the wheat
from the chaff, so you can look at something right away and where the dead bodies are buried,
so to speak. What matters versus what doesn't matter. You have some sort of in on that, right?
Or you have some other advantage. You know somebody, you have a connection, you're

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partisan group, you don't have to work as hard at it as most people do, etc., etc. These are also
other factors to consider. All right?

But if none of those leap out at you, then just do it the old-fashioned way that I showed you
before where you go to Amazon, you drill down into a subject matter, you look into a book, you
find one chapter in that book, and then you dress it up with the product templates that I just
gave you previous to that. I will, for the sake of thoroughness and completeness, give you
another strategy on how to create info products. Now, this strategy is valuable because it kind of
does the selling for you as well. It's harder in other ways because you're kind of trying to fit a
square peg into a round hole. But sometimes, you find the round peg when you do this method.

So what you do is you find successful sales letters that are filled with what we call curiosity
bullet points, where when you buy this product, you'll discover how to do bullet point, bullet
point, bullet point, bullet point. But these bullet points are blind in the sense of they tell you the
outcome, but they leave how to get the outcome vague and incomplete. So would any of the
following make compelling standalone products?

So I pulled this out of one single advertisement because this advertisement, and you can
download it from the link on this slide here yourself, has a bunch of these bullet points. So
here's one of them. How to clean out disease arteries permanently and make them flow free
again without surgery, diet, or any drugs at all. Now, legally compliant, I don't know if that is or
isn't in this day and age, right, and I wouldn't recommend you take a bullet point wholesale and
copy it over here and paste it into your Word document and then go to town with it, right? But
just see how you could change this slightly, alter this slightly, and perhaps have a product just
out of that.

I love this one. How to do half the exercise and get twice the benefits. It's just a straight-up bullet
point, because these copywriters who get paid tons of money, they write these bullet points that
in themselves for these low ticket info products, these one, one, one, one problem, one solution,
one sitting products, they're like, "Perfect, I'm just going to make the product around that one
bullet point." Not this is a bullet point amongst 100 or 200 for a larger product, right? And here's

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another of the many bullet points in this sale side are the quickest, easiest, healthiest ways to
lose a spare tire or thin down your thighs without really trying.

I'm like, "Oh, the spare tire or the thin down the thighs." That's a very specific focus on a very
specific problem. Okay, maybe that works as well. So the way I use these, these are all options
to me. So when I'm out doing something else and I see something like this, I stop for a second
and say, "Well, hold on. Before I do anything else, let me just audit this real quickly. Is there
potentially a future product in here for me?" And that's it. So a lot of this stuff, I'm doing other
things and then I see opportunities. So I pause for a second and say, "Now that I know this,
maybe something leaps out at me." And then I go and I put it into notion. Now that's what I
usually use Evernote before.

Product ideas, and then I just have a list of them. Over time, what's going to happen is you won't
need to rely on Amazon or other research techniques to generate ideas. You'll get an intuitive
feeling for when you hear certain complaints in the market being voiced over and over again.
You could say, "Wow, that's a great product." And then it's your choice if you want to create that
product or not.

Now, no product is ever done. Every product is a work in progress. Great products can and
should evolve over time. So this should make you feel good about just getting a product finished
for now, because it will never be done, it will never be perfect. And even if it's perfect today, it
will be imperfect tomorrow because something will change. So we don't make products that are
done, we make products that are done enough so people can purchase them and get a benefit.
So, I'll give you an example. I could have five more slides of examples, but here's three
examples.

So Three Hour Ad was the product I first created, which was how to create near world-class
sales copy in three hours or less, and it was an ebook I originally sold for $7. I eventually sold it
for $17 and then $27 later because I could increase the price over time as I saw how good it
was, people loved it. So I just kept increasing the price because I'm like, "I know it's good." This
was the first high ticket product I ever sold was Three Hour Ad. It became Copy eClass.

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So Copy eClass came before Product eClass. I'm going to do a new Copy eClass sometime
soon. If you're really interested in that, you should write into support@rapidcrush.com. It would
make me more likely to create it sooner if people are like, "Yeah, yeah, I really want a Copy
eClass." But the original Copy eClass that I did was $297. And from that, or because of that, or
in addition to that, it became a calling card where clients would purchase it and then they would
reach out to me and say, "Listen, even though I could do the copy exactly as you laid it out and
you showed me your magic tricks, I'd still rather hire the magician." And they would pay me
$20,000 or more to write sales letters for them, all based out of a $7 ebook initially.

Product eClass came as a result of 48 Hour Report, which was how to create an info product in
48 hours or less, and that was originally sold as a $17 ebook. Later, the price increased, etc.,
etc., right? And that became the eClass that I first launched in 2008 that we're still doing beyond
2008. And we've done five versions of it. And every so often, we'll do more. We turned this into
Product eClass Brazil because we had these two young strapping Brazilians approach us and
say, "Hey, listen, we'd like to take your product and localize it for the Portuguese-speaking
market in Brazil." And we did that in 2020 and that was a huge hit over there as well. So we've
localized it to a different language. That's an advanced strategy, but nonetheless, a genius
webinar started off in reverse, so it works both ways.

I did that in person, sold the audience out $5,000 per person in the seminar room. From that, we
turned it into a $1,500 product. And then from that product is where I wrote the book One to
Many. The book is literally the same content that is in the $5,000 seminar and the $1,500
product. It's just not full motion, it's just not done as much depth, but the framework that's taught
is exactly the same. And these are just derivatives of the same product. What to speak of lead
gen derivatives, like things that you can pull from the product and use to build an email list, or
cross sells, because people that buy products generally also then want to buy... People that buy
Product eClass generally then want to buy things like Copy eClass and things like how to do
webinars. And I'm going to teach you how to write copy in this and I'm going to teach you how to
do webinars in Product eClass, and it will be sufficient for you to do them without investing in
any of those other programs.

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However, some percentage of people will always want to go further, and by demonstrating
upfront that you have the goods to help them, it's the best sales letter that exists as a great
product. A great product is the best sales letter that ever could exist for you in the long-term.
The hard thing is they got to buy that product and consume it first, right? So the good news is if
you can put more products out there, you can find where people want to go further and they will
beg you to give you money to go further. It's the easiest ever motivator to create an info product.
So here's why, just on a slide, to tie it all in. Why low ticket begs high ticket? Some people
always want more. For some, the littlest hinges swing the biggest doors. For others, your low
ticket was merely an audition to see if you have the goods or not.

So some of the best people on their markets, they're buying everybody's product, and they're
looking for the people that are good, not the people that are just good at selling it. And those are
some of my best clients I ever got. They weren't ever planning to use the product. They were
buying it because they know that they could learn more about me and if they should do
business with me based on the product, not based on the sales pitch. Some people always
need more. So either you give it to them and get paid or they go to somebody else, and that
somebody else gets paid.

Here's a lesson I learned early on. If I allow you to go to my competition, I have no control over
the experience you're going to get, and that scares me because I've seen my competition. And I
don't believe they care as much as I care and I don't believe they're as competent as I am. So I
either run the risk of you leaving empty-handed and quitting, going to somebody else and
spending money on who knows what experience you're going to get, or I could save you the
trouble which you don't want to embark on, keep you in-house, right, and offer you something so
you don't have to shop for somebody else or give up on it.

There's always more you can offer because no product is ever done. You can always go deeper,
you can always go wider, you can always update it, you can always modernized it. It's just now
that it's obvious what will bring the most value to your audience, because you will see things that
you can otherwise never see if you didn't first put the product in somebody else's hands and
allowed them to use it. The best products I ever created were iterations of existing, because I

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say, "Wow, we nailed it really well over here, here and here." So people were happy with their
investment. But here were the things we didn't anticipate where we could have made it even
easier, better, smoother, etc., etc. And so that's step one. We'll get faster on these other steps
because the first step is always the most critical, right?

Step two is product research. Important considerations with research. Less is more. People
would rather pay half as much for one-tenth of the information as long as it's the most important
information. I was literally thinking that this morning. I'm like, "Product eClass is going to end up
being 16 hours of content probably." And that's not a benefit I would use to sell Product eClass.
That is not even a benefit I want to tell you right now. I'm like, "Damn, because it's going to be
so thorough and it's going to be so in depth." I'm like, "But people don't want 16 hours of
learning anything." They want 16 minutes to learn the thing that's going to make them more
money tomorrow. Nobody wants any product, they want the outcome of the product. And so this
helps calibrate me. Now, there's a way to do both, and I'm doing both, and you eventually will do
both too, but people would rather pay one-tenth, would pay half as much for one-tenth of the
information as long as it's the most important information.

This is the foundation of how I built the business that I built. I started there. Outcomes over
education. People don't want to learn, they want to change limiting behaviors into empowering
behaviors. They don't even care how electricity works. They just want to be able to flip a light
switch on. So this is how we research. I research, how do I find the vital few pieces of
information? How do I prioritize the information that helps empower or unlimit behavior? Not that
teaches people things. Desperation, the more desperate someone is for a solution, the better
the chances that they'll buy any solution, even if they think the solution won't work. This is
dangerous because people take advantage of desperate people, and that's not what I'm
advocating here. We can serve desperate people though, and we don't have to take advantage
of them. But because they are so desperate, they are willing to buy a lot of things that most
other people wouldn't buy.

So I want to help the desperate because, A, they're easier to sell and they're easier to serve.
Everybody else is focusing on to take advantage of them, we're focusing on serving them. Man,

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you help a desperate customer no longer become desperate, they'll become the best customer
you ever had. They'll refer the most people to you out of everybody. They'll talk about you the
most, and they'll open up more doors for you than anybody. And lastly, feelings. The better you
can make someone feel about following your solution, the more likely they are to actually get a
benefit. So there are certain things that I can teach you on certain topics that I know objectively
are the best strategies, and I generally don't teach them because while they're the best
strategies, you look at them and say, "Man, that's a hill I don't want to climb."

So there are many instances where I will teach second and third and fourth best strategies, or
lead with them at least, because you'll look at them and feel so damn excited about using them
that you'll get a better result with them because of the feeling attached to it. Now, I generally will
teach all the strategies, and this is why it's important to put them in a certain order and do
certain different things, right? The whole crawl, walk, run concept. But here's the major
advantage you can have in this business that most people will never realize. The true value of
information is 20% what you know and 80% how you feel about it. When I sold you Product
eClass, I did a lot of emotional state management. I didn't really teach too much in that sales
pitch to sell. Even though I didn't teach much to sell product, you probably walked away with
more insight than you did on most other webinars, because I've focused on the feeling related to
the information more than the information itself.

And I still do that even in these trainings as you'll notice. Everything that I teach you is calibrated
towards feelings. And if I can't mitigate that overwhelm or that uncertainty, then I at least
acknowledge it and let you know that that's okay to feel that way, but not allow that to stop you
from moving forward. And so, whenever we're looking through research, I'm looking for what are
the things that, what are important and what are the feelings that my audience is likely to relate
to this information? So when you're selling low ticket products, you should prioritize tactics.
What are tactics? These are things that can immediately be applied and change somebody's
results for the better. Little tactical things. So setting up a membership site was a tactical thing.
Writing articles very quick using the method I taught was a tactical thing. Very tactical.

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I like tactics for lower ticket products because people can get an immediate result with them and
they're easier to teach. Now, they're not strategy, right? So in chess, the difference between
tactics and strategies would be as follows. A tactic would be, here's a way in which you can...
Here are the common patterns in which people make mistakes, where you can win material
quickly. So, hey, knight's fork things. So if you can fork a king and a queen simultaneously,
they'll either have to part with the queen or lose the game. They'll have to forfeit because they
got to move their king out of check. So you start to spot these patterns. Is there a fork here? Is
there a fork there? Is there a fork here? Is there a fork there? Right? That's a tactic. So you can
take a completely lost position, but if somebody is unaware of a fork, you could win the game.

Now, a strategy in chess would be something like long-term planning. How do I move into
positions where I'm more likely to be effective and have things that are advantageous to me? Or
like end games, here are certain end games that if I can get towards them, I have an advantage
towards. That's high level stuff, right? And for more advanced chess players, that makes more
sense. But tactically speaking, you can make a chess player better if you just sit down and drill
them on a few tactics, because they'll win material. And then it doesn't matter if they strategically
understand chess or not, they'll just have a larger army at the end of the day so they can't not
lose. So I look for that too when I'm teaching people any sort of information, what are little
tactical things that they can immediately understand, use, and see a benefit from?

I'm also calibrating towards what's easy to accept. So in my business, most of what you're
seeing here is the conclusion of much critical analysis. So my critical analysis has went into
studying things like confirmation bias and other cognitive biases, and studying logic and logical
fallacies such as sunk cost fallacy. And then, I'm translating these biases and fallacies into
models that you can follow, that bypass the biases and fallacies, and that lean into getting
results based on critical analysis without you having to know the critical analysis. So I'm not
going to teach you cognitive thinking skills. You don't want to learn them anyway. It takes a long
time to teach them, and they're very hard to apply, even if you know them. I'm teaching you
some conclusions that I've learned from them, and then you can easily accept those. So if
people are scared to try something new out, they would rather stay the same and suffer.

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So the number one thing that we try to teach people is to eliminate fear as they move forward
and do something. The biggest, best secret I could ever give you in this business: focus on
eliminating fear more than anything. Because if somebody feels like no matter what, they can try
something out and be okay, they're so much more likely to try it out. They're so much more likely
to invest in the thing to try it out. And so that's what we ultimately do. Now, it's a little hard to see
that, I will grant you, because most of the advertising and marketing is focused on a very
powerful big end result, so that needs to be there as well. But that is a little bit of what we do.
Underneath it all, the undertone is this, I got to remove fear, I got to remove hesitation, I got to
remove doubt.

And so this is why we try to educate, especially at the beginning of a customer relationship,
things that people would immediately accept. Immediately accept and just say, "That sounds
good, I will do that." So I prioritize that in my research. Easy to explain. Certain insights, no
matter how important, must be omitted if it takes too much effort or time to grasp them. So
presenting them in ways that are easy to understand, easy to explain, and then focusing on
what matters. Don't tell someone how to build a clock when all they want to know is what time of
day it is. So then when I'm doing research, I'm constantly thinking in my mind, "What are the
tactical things? Oh, those get high priority. What are the things that are easy to accept?" So
somebody says, "I can do that," right away when they hear it.

Put that in there, right? Easy to explain. What are the things that are easy to explain so I don't
have to kill myself to try to figure out what the insight is? And then what do people really want,
calibrating back to that. So these are, and I don't expect you to get all these right away, but
these are the things that I try to hone in on my information. What are the things that I can teach
them to help them reduce embarrassment, shame, fear, risk, confusion, guilt, alienation,
helplessness, loneliness, overwhelm, rejection and lack of self-worth? These are the friction
points that will stop people from moving forward with your information products, and these are
ultimately what stops people from buying those information products. And if you can remove
these things, these are the things that people then get very excited about when it comes to
purchasing your products.

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So these are what I mostly look at when I do research. What I pay some attention to, but not as
much attention to is the increasing, improving, or bettering of hope, confidence, connection,
clarity, acceptance, relief, understanding, fulfillment, security, peace, purpose and support. So
we can add those things in there, but they're not required, believe it or not. Because the
conclusion is, if I can just do something I couldn't do before, I'm okay. That's what people are
really mostly okay with. They're excited enough to do that. So we focus mostly on the removal of
obstacles as opposed to the addition of new things in the future that don't exist in the present.
Your job is to spot the type of information that helps remove negative emotions and optionally
enhance positive emotions, but mostly remove negative emotions. The problem with research is
there's more of it that you can do than ever before.

There's more to research and there's always more you can research. So Parkinson's law should
become one of your best buddies. Parkinson's law states that the task at hand expands to fill
the time allotted. So if you don't put a deadline on it, the time allotted is infinity. This is why you
don't get stuff done. Research done right has solid time limits that are not suggestions, they're
mandates. I generally will spend two solid straight hours at most to find the best source material
to draw from in my research. You can do more, you can do less, I don't care, as long as you sit
and adhere to a very specific deadline. During this time, you're going to find several dozen
different articles, videos, reports, and other information on the subject. And what you'll discover
is no matter what, this is a mathematical certainty, only a few of your resultant research of
articles, videos, reports, etc., will stand head and shoulders above everything else, and those
are the ones that you should focus in on.

Your goal is to find these diamonds in the rough, and then once you find them, I'll show you
what to do with them here in a second. Here's where you go to look to find them. Some of the
places you go are YouTube videos, especially those that almost get the user there but are
incomplete. They didn't get into specific details, didn't make it step by step, they made incorrect
assumptions of what the user already knew, etc. So you see these YouTube videos, and then
you look in the comments and you can see the people saying, "Oh, this was great, but..." Or,
"Wow, this is amazing. However..." It's so close, we want to get them over the finish line. I love
those types of research pieces when I find them. I love long-form articles. 2,000, 3,000, 4,000

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word articles. If you want to look at what ranks the highest on Google, it's prejudiced towards
long-form content.

People like long form content as long as it's good. So I try to find that end all, be all long-form
piece of content related to the topic. SlideShare is a wonderful resource that most people don't
look at because it allows you to shortcut the research considerably because you can just glance
at slides. People will upload whole slide presentations. And so at a glance, you can cover a lot
of ground really quickly. Podcasts are also really good. The only challenge with them is they're
not so structured, so it's hard to zoom through them. I try to listen to them at 2x speed and I am
brutal at what I'm skipping over. And sometimes I will just spot check them. I'll just drop the
scroll bar at random locations, listen for 30 seconds at 2x speed, and if nothing grabs me, I'm
just dropping it somewhere else, and I'm blitzing through them very quickly like that.

If they provide transcripts for them, then I skip the podcast and just skim through the transcripts.
I'm ruthless about the research though. It's like, you better do something for me quick, otherwise
I'm moving on. My favorite place of all is Reddit. As long as, and I caveat this, as long as you
can sift through its biases, and you can find a great subreddit. So Reddit has biases, it's
generally younger, it's more liberal in its thinking, and there's certain echo chambers for it that
are not approximate of the market at large, but nothing's perfect. It's once you calibrate a little bit
to that, what's really cool is when you go to sites like Redditlist.com, just make sure safe for
work is turned on.

You can start to look at and see all the different, most active subreddits. So here's an example
of a subreddit. This is a literal whole different kind of forum basically on Reddit. It's called Eat
Cheap and Healthy. So if you went to Reddit, this is a subreddit here, the whole concept of this
Reddit is how do I eat healthy and cheap at the same time? Now, a lot of people aren't aware of
this on Reddit, but Reddit has these, you can either sort by top all-time posts or you can look at
the Wiki. Some of them have wikis, but all of them you can sort with top all-time post.

So what are the most popular things when I last looked at this subreddit, related to eating
healthy and cheap? Here's just a sampling of them. So one of these posts, which had 68,000 up
votes, "From a professional chef to you, the tricks that anyone should know when they buy

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food." What a hell of a great product that you could create just off that title alone. Here's a
second one. "I grew up poor, now I am comfortably middle class, but still love some struggle
meals. What were some of your favorites?" Okay, that's interesting to me. I can start to have
some good research gleaned from that if I was creating a product on this topic. Here's a third
one. "Make your own salad dressing is usually cheaper and healthier than the bottle version."

Oh, I didn't know that. Okay, that's good to know. And then they say, "Here's some how-tos on
how to make your own recipe." I'm like, okay, that's good research. I don't know if I'll use that on
the product or not, but that's something I would highlight. "My guide defeating yourself when
your mental health is garbage." I'm like, "Oh, that's good." That speaks to the emotion we talked
about earlier, right? Roast broccoli, cauliflower and butternut squash with a spicy barbecue
chicken, lunch is around $2.50 each." My favorite hook there is lunches around $2.50 each. I'm
like, "Damn, that could be a good product." And then the last one here, "It's okay if your journey
evolves. I started with smoothie bags and melted peanut butter on chicken, but I kept the same
goals. Breakfast, lunches, snacks, all week $20 or less." I'm like, "Damn, $20 or less."

I'm like, these are hooks, these are angles. So that's an example. So here's another example
from a different subreddit that has a Wiki. Not all of them do, but a lot of them that are active do.
So here's /parenting, which is one of many parenting subreddits. And then they have Wikis for
early years, Wikis for older kids, Wikis for discussions, crises and additional resources. If you
look at just the early years alone, look at these different table of contents, right? The handbook
or just the different resources, family planning, pregnancy, giving birth, postpartum care,
importance of play, all of these things. So this is, somebody's done the research for you. So
you're researching the research, and then searching through and looking at different top posts
on that subreddit. "Being the hangout house for teenagers is better than I ever imagined." I'm
like, "Oh, that's interesting."

That would be good research into parenting if I was creating anything around parenting. "Why is
the world so unfriendly to single dads?" What grabbed me the most there that was interesting is
the single dad's demographic per research, right? :I don't enjoy being a father." What grabbed
me there is the emotional, the negative emotional force behind it. Last one. "Does anyone else

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go to sleep really late because they feel the whole day was about your children, and this is the
only time you get to be yourself?" Again, another emotional consideration for my research when
I'm doing research. Now, here's a hack. If you can find a stone-cold expert who isn't monetizing
their expertise, ask to interview them and get permission to turn that interview into a product,
then your research is them. That's it.

I suggest you offer to pay them for one hour of their time, and then you even say in your product
that you create, you'll plug something of theirs, book, podcast, whatever, if they have one. Or, if
they don't, or if you prefer, you can offer to donate to charity for them in their name. Just get
permission from them to use the material in your marketing as you see fit. We will go into a
whole collaboration. That's the next session on how to do this collaboratively. But the hack is if
you just want to pay somebody for research. So yeah, it is literally could be, I'm creating a
product on this. I found you, you seem like an expert. As part of my research, can I interview
you? The result of that interview I am going to use in my product. So I need permission that
that's okay from you. But would you like me to pay you for an hour of your time where I can just
figure out and learn more about this product that I'm going to create?" The topics, the
information, you know what I mean, right?

So I'll break this down more in the second session. But I did a whole product with Ed Viesturs,
who was the first American to ever climb the 14 tallest mountains on the planet, they're all over
8,000 meters. And then we turned that into an info product because I've never climbed a
mountain in my life. Well, I have, but they're like 1,000 feet, not even meters. So this was a way
of being able to hook into existing experts and doing research and things like that. Now, here's
some of the ways procedurally in how you can accomplish research. Use a single place to store
all potentially useful information. I use Notion Now, I used to use Evernote or Google Docs,
doesn't really matter to me. During your research, make notes of anything you think might be
potentially useful. So copy paste here, screenshot there, reference note here.

Once you're done with the research, eliminate at least half of your notes. I duplicate it, so I
always have a copy of it, and then I say, "Okay, I need to make it half as long." And then once
I'm done with that, I go back and say, "I need to make it half as long still." So I'm left with 25% of

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the research that I documented that I thought was important enough to grab and put into a
location. And then what's left, I puzzle piece together. Organize what's left in a cohesive, logical
process.

So in Evernote, I was copying YouTube videos, copying links to things that I found was
interesting. If I saw other people's frameworks, I was putting it in there, right? And facts and
other stuff. And then I would just whittle away, whittle away, whittle away, whittle away. So here's
some great questions to ask to eliminate the non-essential research. If I only had six pages to
present my best solution, would this be part of it? If I only had 10 minutes to change this
person's life, would this information be essential to help change their life? If I only had two hours
to create this info product, would this find its way into the product?

In the grand scheme of things, does this really matter if somebody knows this or not? This is
how I whittle down my research into the few things that are left that I'm going to then create my
info product around. Now, here's the 80/20 rule in action. If there are 100 pieces of information
that contribute to the result, 80 pieces of those information combined might at most influence
one to-

... key pieces of those information combined might, at most, influence one to 3% of the
outcome. Of the 20 pieces remaining, 15 of those pieces combined will maybe influence five to
10% of the outcome. And, almost always, there's just a few pieces, about five pieces of
information, that will almost always influence a majority of the outcome. My goal is to hone in on
those five pieces out of 100 that matter the most.

Now, when it comes to info products, there are a vital few pieces of information somebody
needs, yet those vital few pieces are lost amongst the trivial many pieces of information that are
included in most products. That's why you can sell an ebook that's 10% as long as a regular
book for half the price, yet get 400% better results for your customers. This is truly a less is
more, and the secret is in the research. That's why, at first, when I'm doing research, grab
anything and everything I think is interesting, especially as it relates to instant gratification,
eliminating or reducing strong negative emotions, potentially increasing positive emotions and

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things that can be easily explained and understood and act upon in the first time somebody
encounters them. That's the research.

Once research is collected, then we start to outline the product. Every time, I don't create an
outline for a product, I regret it later. There is no easier way to create a product faster and more
enjoyably than doing the outline, but I have talked myself out of creating outlines too many times
to feel comfortable sharing with you publicly, and every time, I've regretted it, every time I said,
"Damn it, I should have created an outline." Outlining the product is so important, and what it
starts with is organizing the outline. And it's good to know the following insight was a game
changer for me. There's only two ways you can effectively teach anybody anything. You can
either teach it to them step by step or you can give them the factors.

Step by step, seven-minute article example, the step-by-step for it went like this, here are the
three research sites. You're going to find the different main points of the article. The way I taught
was three main points per article. You're going to get one point from one site, one point from
another site, one point from another site. `Here are the three different sites you can go to, main
0.1 from site one, main 0.2 from site two, main 0.3 from site three. How you find these main
points is using the skim-and-grab technique, and I teach them that. I say, once you identify a
main point, go back to the research and find two subpoints to support the main point. Do that for
each of the three main points. Step four, use the fill-in-the-blank opening paragraph template for
your introduction.

All the introductions are exactly the same with a few word changes. Step five, introduce your
main point, explain why it's important, support it with your two main points. You do that for each
main point. And then, once you're done with your main points, use the fill-in-the-blank
conclusion paragraph template for your conclusion, and then proofread your article. You can see
how easy this is now, right? You can see how insane and tight and focused that this outline is.
This is why people could follow it. They're like, "Oh, I don't really have to write an intro and
conclusion anymore because Jason gave me a fill-in-the-blank template where I just change a
few things. Oh, I can easily find a main 0.2 subpoints and then introduce each. That usually runs

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four to six sentences. I do that three times, I got 20 sentences. When I combine that with the
intro and the outro, there you go, got a product," got an article, I should say.

I taught how to write an article in a step-by-step fashion. First do this, then do that, then do this,
then do that. Now, Genius Webinars, that's a different product that I sell. I didn't teach
everything in a step-by-step fashion. One of the factors of a webinar is the introduction. For that,
I didn't teach step by step, first say this, then say that, then say this, then say that. I taught that
using what we call factors. I said, "Here are all the factors involved. There's authority,
commitment, objections, hope, and intrigue. Your introduction needs to have some or all of
these." With authority, here are the ways you get authority, results, positioning, celebrity
testimonial. To some degree, consider, for your authority, your results, other people's results,
how you position yourself, if there's celebrities you can attach to, and other testimonies, right?

Commitment, your introduction needs to have a commitment. Here's how you gain commitment.
Generally, if I show you blank, will you agree to blank? Objections, you should address four to
six in the intro that would stop somebody from taking action, and here's how you can address
them. Hope, you should create five to 10 bullet points that do this, and then intrigue, this is how
you do this. I gave them examples and say, "Consider having as much of these elements in as
you possibly can in this timeframe," and that's how I taught that. I gave them a variety of factors
to consider so they could focus on a few things that make the difference, and then help them
show how they can take some of those things and easily apply and put them in place.

It wasn't step by step because my feelings were, and I don't know if this is true or not, just you
make a gut call. I thought it would be easier to teach introductions with, "Here's a variety of
things to consider, now use what you can from these and put it together," as opposed to step by
steps. It just see more organic that way. I don't know though. Best practices, when in doubt, you
go step by step. Most content can be taught either way. Rarely is content made so it can only be
taught one way. Sometimes it lends itself better to one way or another. If it lends itself better to
factors, you do factors. If unsure, teach everything step by step. First two years I was in
business, I taught every single thing ever just step by step. I built a step-by-step model for
everything. If you do step by step, try to keep it to less than 11 steps. If it's more, then you drilled

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down too far. You have too many pieces of information in there that are not vital. If it's steps,
keep it to 11 or less.

If it's factors, try to keep it to less than six major points and then have each major 0.3 to five
considerations. You can say authority is a factor in a webinar introduction. Here are the four
considerations of how to develop authority. That's it. For something that, say, you have five
factors related to X and each of those have four supporting points, you have 20 points you're
going to make in that product, so you try to make the best 20 points possible, so people are
going to say, "Oh, I can grab some of this, I can grab some of that, I can grab some of this."

Now here's where it gets really good, and this is a formula that if you apply this with AI, it's
incredible. It's a complete game changer. The formula goes like this, for each step or factor, you
say, step one, here's what it is, so step one, blah, blah, blah. Here's why this step is important in
a few sentences, here's what's involved when you go and use this step or this factor, here's how
you specifically use it, and then here's what can happen when you use it. I do this for every
possible thing as a default. Everything I do, why it's important, what's involved, how to do it,
what can happen. Example, seven-minute article, step one, open these three specific research
sites define three different articles on the topic. Each article's going to have a point in it, right?
That's why. Why is it important? Because sourcing from three different unique articles will make
your content unique.

I'm teaching people how to do SEO articles. If we take all of our content from one article, it's not
unique, it's plagiarism. We do it from three so it's not plagiarism. That's why it's important.
What's involved, here are the actual three research sites that you should use. That's what's
involved. How to do it, I show them the skim technique, skim through the first article until
something unique leaps out at you, then make a note of it. There you go, that's your first main
point. Repeat it with the second and third article. That's how you actually do it. What can
happen, if you can't find a point, open up a second article from that site and skim it again. If it
feels right, it probably is. Over time, you'll get better at this. Here's what can happen, so why it's
important, what's involved, how to do it, what can happen.

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For Genius Webinars, with authority, which is one component of a good introduction, why it's
important. who you're perceived as is even more important than what you say. I make that point.
Here's what's involved, results, positioning, celebrity, and testimonials. Here's how to do it.
Okay. I say, "With your own results, ideally, you show your best result ever, you show your first
result ever, and then you show a recent result, and this is important because then you get a full
360 view," blah, blah, blah. Here's what can happen, when you use the authority properly,
everything else you say will have more impact and be more likely to be followed. And so that's
what we do for that first factor. If the factor is authority, why it's important, what's involved, how
to do it, what can happen.

Then, and I'm going to put this all on a place mat for you here shortly, so I'm breaking down the
components, the puzzle pieces, and then I'll show you the box. When you're creating your info
product, your introduction should be very short and straight to the point. Mostly, it goes like this,
here's what you should be able to do the first time you go through this product, here's what it
can lead to over time if you continue to do it, here are the steps or factors involved at a high
view, here's why these steps are important, or factors are important, and here's why I chose
them and here's why I put them in this order. The introduction should be short. I'm talking a
page, if it's an ebook, super short for a low ticket product.

The conclusion, same thing, slightly longer maybe than your introduction, here's how this can
empower you, here's how this can improve relationships with others around you, here's what
you can achieve now that you might not been able to before, and here's how, the more you do it,
the better and easier it will become, and here's encouragement for you to do it right now. Putting
it all together, if you do nothing else, this is the slide that you should print out and focus on. This
is the thing that you can put into a ChatGPT or any other AI program to help shortcut it even
further for you. But, without the framework, I don't care, AI or not, you are limited. This is the
magic right here.

An info product, especially these low-ticket 111 type of products, they should go like this. The
introduction to your product, here's what you should be able to do the first time you go through
this product and put it into action. Here's what it can lead to over time if you continue to use it.

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Here are the steps or factors involved. Here's why each step or factor is important. Here's why I
chose them and put them in this order. Now let's look at step one, or now let's focus on the first
factor. Now, for each factor, we run the same process through. Here's why it's important, briefly
describe that in a few sentence to provide context. Here's what's involved, briefly describe the
critical components associated with the step or the factor. Here's how to do it, the specific
advice on what actions to take for that separate factor. Here's what can happen, here are some
of the outcomes to occur from taking actions and here are some things to consider.

I do that for step one, I do that for step two, I do it for step three, et cetera. After I do each step,
then we summarize it, and the conclusion, here's how applying this will empower you, here's
how this can improve your relationships with others around you, here's what it allows you to
achieve now that you might not have been able to before, and here's how the more you do it,
the better and easier it will become, and here's your encouragement to go and do it now. When I
do the research, I build the outline around this. That's the whole outline. The whole outline is
that. If you think about it, here's an easy way to think about your products, especially the
low-ticket products that you're first creating, the intro's one page, the outro's one page, each
step is two to three pages.

If I have four steps and they're three pages apiece, that's 12 pages, plus one page for the intro,
one page for the outro. That's 14 pages done. You're done. That's it. You're styling. You can do it
even faster than that. Each step could be two pages, got four steps, two pages, eight pages
plus an intro. That's one page plus an outro, that's another page, 10 pages, following that
formula. Step four, create your product, one, setting product types. You can do an ebook. You
can do an audiobook. You can do a video product. I recommend a PDF for most of you. For
most of you, it should be your first product, unless your writing's so bad, you never get it done,
and you're a rockstar at speaking, which is not most of you. Speaking is not an easy skill when
you're doing it formally.

Creating a PDF ebook, so I recommend you create a document like this. I have this document. I
haven't prepared it to share it with Product eClass members yet. I haven't told my team. If
somebody on the team reminds me, then I'll allow them to be able to share it with you. Sorry

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about that, I didn't have a chance yet, but it will be in there. I try to make it even easier for you
still. Nobody's ever seen this before, but I've started to even create Google Docs like this where
I have the introduction, I have the headlines to make it even easier still, and then I've made a
table of outline there for you on a Google Doc. If you're waiting for me to give this to you, don't,
create your own, but, eventually, I'm going to get this into your hands, and so just just create a
document so it already has the prompts in place for you. Whether you're putting those prompts
into AI or not, it doesn't matter to me. The prompts are for you to know where you're at
structurally in the product.

The only other thing you have to do with an ebook is add a header with the name of the product,
add a footer with your name at the bottom of it and a page number, add your table of contents,
and all of that, for a Google doc, is really easy. They're all in there in the top of the menu, and
then, when you're done, you can file and then download it as a PDF. Go file, download PDF
document. The most important thing, when you sit down to write your ebook, aim to write it
completely from start to finish in one sitting. Set it up so that's a possibility. Make sure you have
all the material in a solid outline before you write your ebook because, if you don't do it in one
sitting, chances are it doesn't get done.

Now some of you will start to do this, and even if it's not one sitting, you'll be so inspired, you'll
continue to work it through it. That's fantastic. I hope that happens to you. But, if you find two or
three or four times that you try to do it and that you couldn't do it in one sitting and then you
never got around to finishing it, then just be more militant on the next attempt to do it in one
sitting.

Audio products, they're great to create when there's no visuals needed. If you're good at
speaking on an outline, this is the fastest type of product that you can create. You need a
stronger outline for it though. It's okay, with audio products, to make errors. You just pause for a
few seconds, say it again, and then, when you're looking through the audio editor later on and
you see those long pauses, that's when you know, oh, that's an edit point, that's an edit point,
that's an edit point. If you don't know what software to use, use Audacity, it's free audio editing
software, and then you can save whatever your final product is as an MP3.

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For video products. From the technical perspective, it's the hardest to do. It's true it has a higher
perceived value, but we don't need this for low-ticket info products, and in some ways, people
don't want to do video products because they're harder to skim than a PDF would be.
Customers, right? They're really good for products that lend themselves to visuals. In other
words, if something's easier to show than to write about, maybe a video product makes sense.
You can create slides based around the outline. That's how I like to do it, google Slides or
PowerPoint or Keynote. Take one sitting to create the slides and then take one sitting to record
the product. That's how I do it for these low-ticket products that are video products. To record
video products, you need screen capture software. Some computers can do it automatically or
they have software on board. You can Google to find free software. There's a ton of it out there.

If nothing else, just get really, really good at creating products that work well in written PDF
ebook format. Once you can do this easily as riding a bike, then you can branch out to other
types of products like audio and video products, and then you can even get deeper, more in
depth, and you can sell at higher prices. Step five, creating your sales letter, this is going to be
super easy. This is the most templated step of all. The ideal sales letter for low-ticket products is
short and to the point, it's simple and it's straightforward, and you create the sales letter in one
sitting.

I couldn't find the exact sales letter I used to sell my first product, but it went along these lines,
"How to write a 400-word article in seven minutes or less, including research and proofreading.
Dear article writer, for just X number of dollars," it was originally four, "for just X dollars. I'm
confident I can cut your current article writing time in half without sacrificing any writing quality.
I'm also sure you can enjoy that benefit the first time you go through this report, which you can
download instantly. If I can't deliver on this promise, I'll give you all your money back. When you
invest in this report, you'll discover a couple bullet points. Here's what you need to do now, sign
up below by tapping on the button, filling out your information, and then, as soon as that's
complete on the other side, you'll be able to instantly download this, so sign up now," something
like that.

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My original one was even simpler than that. I basically said, "I'm confident I could cut your article
writing time in half the first time you use my product, even though I'm only charging four bucks.
If I can't do that, I'll give you your four measly bucks back. Here's what the product's about,"
straight to the point. That's where you want to start with these low-ticket products. Basically, it's
a headline, it's a lead, it's bullet points, a call to action, and then, optionally, scarcity. If it's not
hard scarcity, like, "The price will go up on this date," then it's like, "I anticipate that I will
increase the price in the future for this, so I can't guarantee you this price will always stay the
same. Get in now because I guarantee you the price will only go up in the future. It will not go
down. It'll be the best deal you could ever get it."

But you can just use the formula here, how to benefit in time without pain point or how to benefit
in time with additional specifics. And I gave you the product name templates earlier. Those are
your headlines. It's beautiful the way I design these. Your titles become your headlines. The
lead, for just X dollars. I'm 100% confident you'll be able to achieve some sort of outcome
immediately after consuming this product. Because I'm so confident, if you don't immediately
feel you're going to get X the value for Y the investment, then I'll give you your money back if
you don't. When you sign up, here's what you'll discover."

Now the bullet points usually promise an outcome or benefit without revealing how to get it. I
write a whole bunch of them and I keep the few that remain. I'm going to give you templates, as
a bonus, that are fill in the blank bullets. Here's just a few of them as an example for you to use,
the truth about blank, how in minutes you can go from blank to blank, how to protect yourself
from blank. It's all you want to do for now, just make them fill-in-the-blanks. And then the call to
action, sign by clicking or tapping the button below, you'll be taken to a form where you can
input your payment details. As soon as you fill out and submit the form, you'll be taken to a page
where you can instantly download product name.

And then scarcity can be the price right now is just X as an introductory special offer. In the near
future, the price will increase, or you can say, in the near future, the price will likely increase to
reflect the true value, so sign up now or you'll have to pay more for this later, just straight up.
Just be straight and direct and to the point. Now you don't need proof to sell these products

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because your products are priced low, your sales letter is designed to create an impulsive
purchase, and your outcome is so specific, that, in and of itself, makes it believable. However, if
you wish, you can borrow proof. You can quote or give examples from thought leaders or results
from the process from other people not specifically related to your product, or statistics. If you
want to use proof, put it after the lead, so headline, lead proof.

Here's some more best practices. Remember the goal is one sitting. You can optimize or
improve the sales letter over time, add testimonials, put a story in later, use a countdown timer,
et cetera, et cetera. Design doesn't matter, just make it readable. If you don't know how to do
any of this, use Kartra. We're going to have a bonus training specifically on how to use Kartra
for our members in Product eClass. But, if you're comfortable using whatever, then use
whatever. The technical aspects don't really matter too much for now. Now I'm going to zoom
through this last thing. There's two more steps, but the last one is really easy. This one I'm going
to zoom through because we're going to do two other sessions on traffic. This is just to wet the
whistle, to give the taste.

Here are just a few of the places of the many that you can get traffic from. The reality is you
can't use all of these strategies at the same time. The reality is some strategies work better for
some people than others, some strategies work better for some products than others, some
strategies take longer to pay off than others, and every strategy has its own plus and minuses.
You're trying to calibrate what's the strategy that I'm most comfortable with that seems to lend
itself to this product, and I want at least one short-term strategy and one long-term strategy.

For example, Facebook groups, this is a valid strategy. The way I like to do it is I go to the owner
and try to work a deal to get them to endorse my product, or at the very least, mention it. The
alternative is you join a group, actively participated over time, build up friends and followers who
you can then send privately your offer to or who may ask for your help, and then, when they ask
for your help, you can provide the resource. That's trickier because I see a lot of people do it
wrong. I see very few people do it right. They get too greedy too soon, and then they look like
they're spamming the group. There's a smart and intelligent way to do it. But that's just an
example of how to get traffic.

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Another one is fiver. This is really easy. All of you should consider this. You create a gig, and the
gig is, "I'll send you a PDF that shows you how to do blank for five bucks." If you're selling a
product for five bucks, there you go. It's an inbuilt traffic center, it won't give you a whole bunch
of traffic, but free money is free money. SlideShare is also a good place for you to take your
product, turn it into a slideshow with some teaser content from your product, link to your sales
letter to get the full product, and then just jam it full of keywords and your titles and your tags.
It's a very long-term strategy that can produce some sales over time.

You can consider third-party marketplaces such as Udemy and Kindle. I'm not a huge fan of
them, but it may make sense for you to explore them. List your info product on these course
marketplaces. Use tons of keywords, use as much hard-hitting sales copy as makes sense. But
the idea is these can be found in a variety of places that people can search and they trust these
third-party sites and there's less barrier of entry for you initially. If it makes sense, consider
them.

Guest blogging is a great strategy, and not just for blogs, it can be for any place that has a
community that they're already used to getting information from. Find blogs that are read by
people who your product would help or find whatevers, not just blogs, but anything. Offer to
create content for that blog in exchange for a resource box that links to your product. It's like an
author bio at the bottom that says, "For more information about this author, visit blank," or, "For
more on this topic, visit blank," something like that. Believe it or not, right now, YouTube
community tabs offer a lot of opportunity. You can approach a YouTuber that has some good
following and engagement that's related but not competitive to your offer and start to
communicate to them the possibility that you may be open to paying for the ability to post stuff
or have them post stuff on the community tab of their YouTube, especially if they're not using it,
free money.

A really valuable strategy, but it takes some of your time, is to do podcasting. Reach out and ask
to be considered as a guest on any podcast that might be relevant to your information product. If
extra ambitious, start your own podcast, but, for now, you might want to consider being a guest

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on other people's podcasts. There's no better way to improve your ability to communicate your
solutions than to do a lot of podcasts on the topic with a variety of different people that are
interviewing you. Joint ventures, ask someone with a targeted relevant email list to promote
your product. If it's a low-ticket product, you probably got to give them 100% commission,
although there are other ways in which you can split profits with them. Consider instant
commission platforms so they don't have to trust that you'll pay them and they can get the
payment sooner rather than later.

Instagram shout-outs is another huge opportunity I'm seeing right now, one of the most efficient
paid methods out there. You reach out to Instagram pages that share the target audience. You
offer to pay them to shout-out your page. When they shout-out your page. You have a post
where people can DM you for a special deal and then you give them a private special link just to
the people that DM you with a discount for your product. Like I said, we'll break down a hell of a
lot more traffic strategies. I'm just giving you a taste, high level, so you have a complete picture.

My favorite tactic is built-in traffic, and it goes like this. Outline your product, but don't create it.
Contact many influencers that already have audiences who would be perfect for your product.
Offer to give the person co-author credits and 50% of the profits on that product. You'll create
the whole product and all the promotional materials. They just have to promote it to their list in
the audience. Someone big enough will eventually say yes to this offer, and then you create the
product once they say yes, once you get a hard commit, because, by the way, even if they back
out, or even if it doesn't work out, it doesn't sell well, what better way to create a product
because you already know that there's a potential for an audience there, versus now where
you're creating a product and you don't know if there's an audience or not.

Step seven, execute until you reach your goal. All products have a shelf life. There will come a
point where it's better to create a new product than to try to get more out of an existing product.
Also, fuzzy targets don't get hit, so you should consider specific financial goals for each product
that you create. If you want to generate 10 grand, you have to sell 1,250 products at eight bucks
a piece. If you gave yourself 12 months to do that, that's less than four products a day. If you
wanted to do it in a single month, that's 40 to 42 products a day. Both are doable, but the

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strategy and effort involved is different depending on which one you pick, or if you pick
something in between that, but you should do some math. You should work backwards from
some goal, and then go out there once you have a goal you feel comfortable with.

Remember, the plane's off course 99% of the time, but it reaches its destination. Because you
put so little effort into creating these products up front, you only stand to win. The real question
is by how much? And know this, the first time is the worst time. The more you do this, the better
you'll get at it. But, even at your worst, you're still better than almost everybody else who isn't
willing to learn what you learned today. And, most important, once you get good at this, it opens
up all sorts of other ways to make even more money, which we're going to be exploring in this
Product eClass, but we got to crawl before we walk. We got to walk before we run.

The easiest way to make money is not to sell new things to new customers, it's to sell new
things to existing customers. Why? Well, they paid you money. They got a good result. They're
happy. Naturally, they expect that, if they pay you more money again, they'll get another result.
It's less of a guess or risk on their part, and you can automatically already reach them. Plus, you
did your job right, they feel like they owe you something because they got the better end of the
deal.

And, like I said, if you add each buyer to your email list, you can reach out to your audience
whenever you want, for free, with a click of a button. It's the easiest way to test new products in
front of new audiences. Even if you create a product and fail to sell it, you can always give it
away for free in exchange for an email address and you can build your list that way. The goal is
the more products you create, the better you get, the more proof you start to develop, and the
more assets you create. Get at it. And that, my friend, is the conclusion to the first session of
Product eClass version 5.0.

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Product eClass 5.0 Session 2 Transcript

Jason Fladlien here, session two of Product eClass third party profit model. I think this is the
easiest way to six figures with info products. At least that's been my experience with a lot of the
clientele that have went through Product eClass. If there ever was like shortcut or a hack, if you
will, to quick money, this is it. Now temporary, easy in, easy out kind of a situation here so don't
let it get in the way of long-term values that create long-term wealth. We can do all of the above.
We can win in the short term and then parlay that momentum into win for the longer term. Little
bit of housekeeping before we go any further. Membersareas@rapidcrush.training/login, that's
where the previous session is housed. That's where this and further sessions will go, as well as
reference material and bonuses and downloads. If you ever need anything from us,
support.rapidcrush.com. We love to hear from people.

We made a competitive decision in 2011 when Will and I formed the company of Rapid Crush
and we had to make a decision where we would spend $19,000 to use a support desk and to
put the amount of agents that we wanted to. So literally just for the support desk alone, it cost us
$19,000 for the amount of entitlements that we are purchasing. And nobody in our business at
the time had ever done anything like that and Will and I made that decision because we felt that
we would get our money back with superior customer service and then we went and we fulfilled
on that. So for anything, for any reason whatsoever, when in doubt, reach out.
Support@rapidcrush.com. Now I will reset expectations. I set them in the first thing, but the
conscious mind forgets most of what it hears when it hears it. So being reminded is just as
important as being instructed.

We're covering a lot. We covered five figure info products and that framework, module one. This
module third party profit, and then we're going to talk about backend profits, more traffic. We're
going to do two different sessions on traffic. We're going to talk about high ticket products. That
is the thing that really can catapult you from six to seven figures and beyond. I am supposedly
the best webinar presenter and teacher on the planet. Everybody says it, so I agree with them.
I'm going to show you a very clever way of applying these in webinars that I think a lot of people
miss. Because one of the main ways I got really good at webinars was getting really good at

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session one and then shifting session one from being a paid product that I sell to being the
content or the guts of the webinar to sell something else. But really, if you take any of these
modules and put them to use, you're going to get more than your money's worth. I want to
reemphasize that again just so it lands. If you get 10% of each lesson the first time we cover it,
you're winning. More important than thinking is doing. So do preferably to think even if you're
unsure of what to do.

You will get better over time, but I'm trying to make it so your first time is good enough. The
person with one eye rules in the land of the blind is a saying that I'm very favorable towards. So
we want to find situations where you can apply these frameworks where nobody else is applying
them, where people need them. And so even if they're done in terms of not perfectly and
precisely, it doesn't matter because the value is there and that's what we're looking for. If I had
to give you one key differentiation between those that I see that succeed and those that fail, it's
this: being comfortable taking action with mostly incomplete information. And the flip side of that,
what I was going to say but I wanted to match the slides, is being uncomfortable collecting large
amounts of information and doing nothing with it.

So we really want to say, okay, I kind of got it just enough to go out there and attempt it. That's
where the sweet spot is. You're like, listen, I don't understand it. I don't get it. I don't know it, but
I kind of get just enough of it to be generally pointed in the proximal direction of where I think
success is at. So being comfortable taking action with mostly incomplete information, that is
what separates millionaires from everyone else because what happens is you learn more
through experience than you ever will in a classroom. So the goal of the classroom is to put you
in the safest environment to gain the experience, and then when you reflect upon that
experience, the reflection gives you further insight to reinvest. And then you circle back each
time you reinvest and take action by going through a little bit of the material again as it relates to
the context that you're in.

Now, I've said it before but it bears repeating. Product eClass, each training is connected to
every other training. It can also stand on its own. So you can always reference trainings later
independent of each other and do stuff out of order. It doesn't have to follow the letter of the

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training, it should follow the spirit of the training. The essence of it, not necessarily the
preciseness of it. So you can always reference things later, and the best way to reference
something is to go out, do it, come back and compare what you did with what I taught and make
adjustments. Because inevitably you'll say, oh, I forgot that. Oh, I overlooked that. Oh, I
misunderstood that.

But that insight you get from I did this and now I'm reflecting upon what I did. That's where the
real learning occurs. That's where the huge ahas come from. So I give you enough to push you
out there to move forward. You move forward, you see what happens. You circle back here, you
compare what happens with what was taught. You make adjustments and then you go back out
there again. I'll give you one last quick tip before we roll up our sleeves and get to work. It's this:
consistent application over an extended period of time is far better than start, stop, start, stop,
start, stop. Now, start, stop, start, stop is better than not starting at all, but the real hope is a
consistent application over an extended period of time. So a person who has only an hour a day
to work but takes action on that consistently five or six days a week, they will beat the person
who only works 10 hours at a time here, 10 hours at a time there, 10 hours at a time here.

It's ironic because even if that person worked 10 hours at once per week versus the person who
works one hour a day, six days a week, so the raw number of hours worked would favor the
person who does it in 10 hour blocks. So they were literally 10 to six. I went really hard once for
10 hours. This other person over here just did an hour a day for six days. So less time worked,
six hours versus 10. I'm going to bet on the person that's working an hour a day, six days a
week if I had to bet on somebody who's going to succeed. Because the consistency creates the
momentum. At the same time, there's a little bit of behavioralism going on here. If you
overwhelm yourself every single time you sit down to create, you're not going to create anymore
because you'll link it to feeling overwhelmed.

But if you make it manageable enough, it'll be easy to come back the next day and the next day
and the next day and the next day. Now with that said, let's get down to business. The real key,
if we had to break this down to first principles to selling information products is three things. It's
demand, it's believability, and its awareness. So you have to have demand for the thing that you

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sell. If you don't have demand, everything else you could do right and you're still going to lose.
So we work backwards. We find where there's already massive demand for something and
there's a limited amount of supply for that, and we try to enter into those markets. Now
believability that you can deliver on that solution. So even if somebody is ravenously demanding
something and you say I got it, but they don't trust you, they won't spend money with you, so we
need believability.

And then awareness. If you have the perfect solution to their problem, but they don't know you
exist, it's like a tree falling in the woods. Does it make a sound or does it not? Well, I don't know
about that, but in the business world, a solution that exists but nobody knows about it makes $0.
So we have to have some sort of overlap of a certain amount of demand, a certain amount of
believability, and a certain amount of awareness if we're going to be successful in this business.
Now for low ticket products, believability is circumnavigated. The price is so low and the sales
pitch is so direct that your confidence in specificity is enough to make the sells we talked about.
You're so specific so you're the only one that basically sells it. It's positioned to be purchased at
an impulsive price point. Well, that's alliterative isn't it? That's pretty cool.

It's positioned to be purchased at an impulsive price point. Oh, that's going to be a tweet one
day. That's enough to make the sale because people don't even have believability to the degree
other than that if I pay you money I'm going to get something. That's all that needs to be
satisfied in that situation. And this is how you crawl before you walk and this is how you walk
before you run. So we want to make money while we're getting started versus not making
money and then we want to make money while we're getting started so we can make even more
money after we do this a few times. You have to remember, my first 13 months in this business
was solely just around this one concept of selling really low ticket products on very specific
things. I didn't just do it once, win, and then say, cool, let me climb a taller mountain, right?

I went back and climbed the same mountain several times. And that was really great because
then I locked in lessons and it became second nature so then I could climb taller mountains later
on. Here's a strange truth in the world, and it goes like this. Joe Polish said it best. There's no
relationship between being good and getting paid. One doesn't automatically make the other

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true. Being really good and broke is more common than getting paid and not being very good. A
lot of people who are not very good get paid very well and a lot of people who are very good
don't get paid at all. And here's why, it's important to understand this insight because it'll drive
you mad if you don't get it. So think about time spent on your expertise, cultivating your
expertise, versus time spent on marketing, marketing of the expertise.

So the hardest core expert out there is going to spend almost all of their time, if not all of their
time, on being better at what they do, being a better expert, learning more, there's always more
to learn, studying more, trying new stuff, and they're going to spend so little time on their
marketing and nobody's going to know they exist. On the flip side, the marketer is going to
spend all their time on marketing and they're going to spend the minimum amount of time
needed to get a D- to pass the test. The doctor that gets a D- still gets an MD. So they're going
to spend the least amount of time on the craft and the most amount of time on the marketing.
The metaphor I give is they spend more time on the gift wrap and the packaging than what's
inside the box.

And this is an issue. This is a problem, and we have to square these up. I run into this all the
time when I'm trying to become an expert. Like in social media right now, I'm making a push, I'm
trying to grow a social media channel. And I want to learn everything. I want to learn how to use
more humor when I speak. I want to want to learn how to be more direct and I want to not say
ums and ahs and so's so much, that kind of stuff. Less connectors. And I can make you a list of
50, 70 different specific skill sets that I want to get better at that I feel very deficient on right now.
And that's a challenge because if I just spend all my time doing that, I don't spend any of my
time getting the content out there and I lose.

On the other side, I don't want to go the marketing route either with the social media where if I
just trended on the most topical subjects out there and started being some sort of political
commentary kind of person and being very controversial, I don't necessarily have to be better at
an expert. That's marketing, if you will, in this situation. I could do that. I don't want that either,
right? So there's always this balance of the two. But the model that I'm about to show you is kind
of the cheat code, where you can take world-class expertise and attach it to world-class

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marketing. You can take somebody who's the best in the world that doesn't have to do anything
marketing related. You can focus 100% on the marketing and then that's a win-win. This is one
of the reasons why we became so successful in the industry because early on we promoted a
product called Amazing Selling Machine.

We were not the Amazon experts, not at first. We found somebody who was, and we partnered
with them. We do this with the wholesale formula as well. We provide the marketing, they
provide the expertise, and we combine the two together in a way that's multiplicative, not
additive. So here's how you can do this starting right away. I'll give you a case study. So Ed
Viesturs, who I think is one of the most finest human beings that you could know, just an
incredible specimen in high altitude mountain climbing. He's the first, and I believe still to this
day, the only American to climb all 14 8,000+ meter mountains that exist. So Everest is the
tallest, but there's also K2, there's Annapurna, and there's a couple other ones.

He's the fifth person in history of all of humanity to do it without supplemental oxygen, and he
was the focus on the highest grossing IMAX documentary shot of all time. While they were
shooting that documentary, it was the great tragedy of '96 of Everest. And he pulled off of that
documentary for a period of time, jeopardizing the whole project to go over and save people's
lives. And then they came back and they shot it and they finished it afterwards. Just an
incredible genius. And like most experts, Ed would rather do what he loves than have to work
and earn money. Ed is passionate about what he does, and he loves to talk about it and he
loves to write about it. Ed has a price for his time and it doesn't have to be paid up front. And
this is true for a majority of experts in a majority of fields. So I approached Ed and I told Ed, I
say, "Hey, if we created a product together," and I was very conservative with him, I said, "I think
it could sell like 10K over its lifetime. I'd split the profits after expenses 50/50. It would only take
about two hours of your time. I'll just interview you."

This was before Zoom was even popular. Worst case, he's out two hours and makes nothing.
Best case he makes $2,500 an hour. That's kind of how it's just presented. And I even told him, I
go, "Listen, I'll promote your books inside the course." Because Ed wrote a lot of books. So I
said, "We'll make mention of the books in the course." But here's what's really interesting is I

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could take Ed's expertise in mountaineering and apply it in the business world. So we were
teaching entrepreneurs about goal setting from the guy who set the goal to climb these
mountains and was the first ever to do it, first ever American. We talked to him about risk
analysis. Because he's the only guide on Mount Everest, a professional guide, who somebody
hasn't died under his watch. And so how do you do risk analysis? So I was able to take his
expertise from over here and find a new angle, a new flavor, a new hook, and put it over there.
Really, really powerful stuff.

Now think about this for a second. There are thousands of YouTube videos, podcasts, and other
kinds of content that are free to anyone to watch with an internet connection. So why would
somebody buy an interview when there's so much free stuff out there? I kind of jumped ahead to
the punchline, didn't I? Because I found a unique application or twist or framework or structure
that would make somebody to buy it. I made it unique, I made it specific, but that's advanced.
There are simpler ways to do it, especially at lower stakes. People will buy stuff even though
there's the equivalent of the free version of it somewhere out there for the following reasons.
Reason one: convenience. You go to them instead of hoping they find you. So you save them
time. Time is greater than money.

Two: communication. You focus more on the outcome, not just on the education. By focusing
from step one of the collaboration on how do we make somebody better at the end of this,
you're going to create a superior experience. The joke I heard once upon a time from a speaker
is he said free information is usually worth what you pay for it. It's not worth very much. And
then structure. I'm going to train you on how to structure things in a way that facilitates results.
Everybody else is in the information business, you're going to be in the transformation business.
Most of information is irrelevant. It's really 10% about the information and it's 90% how you feel
about the information. And as you saw in the previous session, if you watched it, our whole
design is to create a situation where somebody feels confident moving forward with the
information. That's more important than the information itself. So you will learn the framework
that could take the same information from over here that's presented and given away for free,
but doesn't quite get most people there as much as it could. We can repackage that over here in
a way that does facilitate more transformative behaviors, and you win. And people are happy to
pay for that.

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The process looks like this. You come up with a topic, you find an expert to interview, you
conduct the interview, you turn the interview into a product, you write the pitch for the product,
and then you market the product. So of these six steps, the number one step, come up with a
topic, is the most important step. It is where you have some sort of angle or hook or some sort
of intriguing differential or some sort of hyper specificity related to it that makes it irresistible or
as close to irresistible as possible. Everything I taught you in the first session applies here. I'm
going to teach you a couple more strategies here today and those also can apply to every other
type of information product that you use as well.

So I love things where you can learn them once and you can apply them in many situations. So
the first one is the one that we taught in session one. So if you want to go to that session and go
further into it and break it down even further there, you can. First level, second level, third level
with an optional demographic overlay. So the first level is really just it's money, it's health, and
it's relationships. And then you pick one of those categories, of those, which is second level
thing in terms of health. Could it be, well, you could get fitter, you could sleep better, you could
weigh less. Okay, sleep better is the second level. We can pick that one. From sleeping better,
what are four or five different ways to sleep better? It's 1, 2, 3, 4, or 5. Fall asleep sooner, sleep
deeper, et cetera, et cetera. That's the third level. And then now do we put an optional
demographic overlay on that? So that's always a go-to. When in doubt, go there.

That can be very helpful to you to come up with topics that have interesting hooks and angles
towards them that pull people in that are willing to pay for the solutions. Another strategy is to
use the bonus. I know that's obvious, but people forget some of these resources are there so I
like to remind them. 101 killer product topics. If you haven't looked at the bonus when it's
available for you to look at it, don't discount it as a list. It's not just 101 product titles. I show you
by category and then I show you how I found the product titles for those categories. There's a
really powerful way to use Pinterest of all things, and I don't see other people teach this, to
come up with these different really good product topics. So check that out there and use that as
inspiration.

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And then I also taught a couple other strategies in session one as well for coming up with
different topics with bullet points and sales letters and things like that that's also really effective.
And then you can do the brain-dead approach where you just model existing winning products
and you say, okay, this was a winner over there and it wasn't an interview product. Can we take
the same concept for the product that we know is a winner and create an interview product on
the same topic that somebody created like a written guide for or a video program towards, or
some sort of other information product? And this is very attractive to a lot of people. The
challenge with creating a Xerox version of something else is it's not as likely to succeed as
some of these other techniques are, but it's so easy and it's so effortless, so that's the trade-off
there. We're analyzing the ups and downs of some of these things.

You really kind of want to play at all of these. You want to come up with a whole bunch of
different topics and then whittle it down to a few topics. And then of those few topics, whoever
you can get an expert to work with is the topic that you move with. I'll give you some principles
now on these topics. The more specific the better. The more desperate the audience you're
reaching the better. The more painful it is to keep the problem the better. The more you focus on
the outcome the better. So it's not the drill, it's the hole that it makes. That's what's important. So
these are the filters that I always run through when I come up with a topic. So this would be
important for you to come to this slide and say, okay, now I come up with a topic, is it specific
enough? Am I marketing to people who are desperate to get rid of this? Are people in a lot of
pain and will it continue to be painful for them and will the pain increase if they keep holding
onto this problem? Am I focusing on an outcome?

So I'm going to give you a couple examples of compare and contrast. It's a good way to learn
something. So compare these two different topics. The one on the left says "I hear you, the
surprisingly simple skills behind extraordinary relationships", and the one on the right is "never
chase men again, 38 dating secrets to get the guy, keep him interested, and prevent dead end
relationships". And the one on the right is better than the one on the left for a variety of reasons.
It is more specific, so "never chase men again", it's for women, whereas "I hear you" is anybody
who wants a relationship. There's more desperation towards not having to chase men again
versus building an extraordinary relationship. The pain to continue to chase men increases each

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time you do it. And one is focused on an outcome, literally never chase men again. The other
one is somewhat focused on the outcome, but not as much.

So let's look at a second example. "Boundaries, when to say yes, how to say no to take control
of your life". That's okay. Good is "setting boundaries with difficult people". That's better. "Six
steps to sanity for challenging relationships". So this has the six steps, that's outcome focused.
Setting boundaries with difficult people, that's much more specific than just boundaries. Now
what's interesting is yeah, boundaries has sold over 2 million copies. And that's important we
look at this, and I'll talk a little bit more about this in a bit, the distinction. Even bad topics and
bad titles can do well despite themselves. And there's a variety of reasons for that. Usually
these come because somebody like a Dr. Henry Cloud or a Dr. John Townsend had a lot of
other successes in a lot of other areas in their life, so they can leverage those and this is the
natural progression from that.

So what would be very dangerous in sports is to say, let me train like Michael Jordan. Well, you
ain't ready to train like Michael Jordan yet. So there's a thousand better training programs you
could follow than trying to train like the guy that's all the way up here. When you're starting out,
you have to be much more tactical. And so things can succeed because of bad topics, or in
spite of them, not because of them. And in other instances too, there's always a certain segment
of products that will win that are palatable to mass consumption. Where people feel much more
comfortable in general to buy a book that says Boundaries in public and from a talk show that
somebody says than something more hard hitting.

Nobody likes marketing. They don't like hard hitting, what really makes the cash register ring
type of marketing. It's kind of uncomfortable. If you look at some of the topics that we discuss
here, we open up the darker parts of the human psychology that most people like to pretend
don't exist, and we analyze them and we look at them and we accept them. So these are much
more likely to be successful if the topics are much more specific and follow the framework that I
teach you. Then when you go and get successful, you can write books that say like One to
Many, like the book I'm holding up right now, which is not a hard hitting title and doesn't meet the
criteria of everything that I just discussed there for you, but this was a $10-

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It is discussed there for you, but this was a $10 book that I'm selling as a strategic byproduct of
something else that originally sold for $5,000. So you can create derivatives and all sorts of stuff
later on, but let's make the money today. So I just want to make sure that that distinction is clear
because it's not contradictive. It's paradoxical, of course. But if we want to tip the scales in our
favor, we follow the formula that I just described. Now, where do you go to get ideas? Now this
is what gets very interesting, and you can do this for any sort of product, but it works really well
for these interview style products. As you look at a book that has a topic similar to a topic that
you want to create or that you've uncovered, so setting boundaries with difficult people is an
example I showed you.

If we look at a section on Amazon that says customers who bought this item also bought, and I
look at all of these topics, look at that page one of 12, and I go through all these titles and I try to
pull interesting elements out from each of these titles. And then I try to take the most interesting
of those elements and reconfigure them to have my own supercharged title. So let's just look at
some of them. Sitting Boundaries with Negative Thoughts and Painful Memories, so even words
like painful, I like, oh, that's a good one. That's a power word, as we call it. Dealing with the
Crazy Makers in Your Life, crazy makers, that's a power word. Right? Setting Boundaries with
Your Adult Children, so that's a specific audience. Oh interesting, adult children. So I might put
that in a category, if I'm putting this on a spreadsheet. I don't have to do this, I can run it in my
mind now, but back in the day I would put it into different categories.

So I would take all, you know, setting boundaries for women, setting boundaries with food,
where to draw the line, setting boundaries with your aging parents, et cetera, et cetera, right?
I'm looking for all of these different building blocks related to boundaries, and I'm trying to find
the most powerful, most aggressive, strongest ones and the biggest clues on how I can tweak
and twist based on other things that exist out there so I'm not starting with a blank slate. And so
it's amazing what you can do when you pack in and you try to make every word stand alone as
strong and effective, and you don't do this from scratch. You do this by looking through 12 pages
of books on your topic or a topic that is tangentially related or it's adjacent to the topic that you're
in.

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Important when writing a book for mass consumption, so this is what I was talking about earlier.
I'm going to reiterate though, you have to make a title catchy and general enough so that way
somebody would feel comfortable putting it on a bookshelf. Okay? For every author that sells a
whole bunch of books, there are a million book authors out there that sell less than 100 books. If
you write a book for the masses, there's a good chance you'll sell less than 20 copies of it. Like
95% of authors that publish a book like that sell 20 copies of it. So we don't want to do that.
We're not modeling that. We're not trying that type of game today. Your product title's going to
be much more powerful and effective because you're not trying to become a famous author.
You're trying to make money. Those are two very different things. And by the way, I even work
with famous authors.

Some of them you would know, I'm not going to say their names, that have sold hundreds of
thousands of books and they're broke and they're broke, and I've been richer than they have
ever been 10 years ago, even though nobody knows who I am in the public. Right? They're
broke. So we write to get paid. We don't have the right to become famous. If we become famous
along the way, so be it. But we write to help people specifically, and we go to where they're at
and we get very specific towards them. So one last example on this, the Good Life Lessons
from the World's Longest Scientific Study of Happiness, this might make a good coffee table
book or the higher brows of society might read this for intellectual stimulation. But if we are
trying to sell to the same audience, I'd prefer you sell something like the following, How to Stop
Pleasing Others at the Expense of Your Own Wellbeing.

That speaks more to what we're going after here. So if I'm belaboring this point, it's because of
just how important the title is or the hook. So this is, it's good to bring this up. I take some of this
for granted because I've been doing this so long. I try to do things that if I do one thing, it solves
many problems. And so I'm coming up with a title that's also pretty much the headline and the
hook and the sales pitch, the lead of the sales pitch for the product simultaneously. So I want to
create products that are also, they're sales vehicles in and of themselves just from the title. So
we really we're creating the headline at the same time we're creating the title. A good product
title promises a specific result or outcome with an additional benefit and or with removing a
typical obstacle like we talked about in session one. We try to both put benefits as well as pain
points, but we generally lead with pain points.

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The pain points, what's interesting is there's not a topic alive that can't be flipped from one to the
other, positive to negative. So How to Win Friends and Influence People is a real book. It's done
really well. How to Escape Toxic Friendships quote unquote is the flip side of that. So instead of
winning friends, how do you not win toxic friends? How to not win toxic friends and influence
bad people away from ever interacting with you? The Eight Rules of Love is a real name of a
book. Love Is Not Enough, is also a name of a book. Both of them can work. Whole Again
versus No Longer Empty, Set Boundaries Find Peace versus Stop Walking on Eggshells. I have
the book around here, I don't know, it's not in arm's reach. Stop Walking on Eggshells. What a
great title for a book.

Fantastic book on dealing with people with borderline personality disorders. So again, if we're
stacking the deck in our favor, we're going after the negatives more so than the positives. We do
both. We combine both. And the more successful you get, the more you can lead with the
positive and also have the negative kind of underpinning it. But when starting out, we try to
focus on the pain and on mitigating it, and we're meeting people where they're at mentally. So
once we come up with a topic, now we got to find an expert on the thing. What we want, if we
can have our cake and eat it too, you're not always going to get this, but this is what I strive for.
We want an expert that is not only knowledgeable on their topic, but they're also very well
spoken. They're personable. They're passionate, and most importantly, they have a massive
amount of obvious proof.

I have met some interesting experts in my day. Ray Kurzweil was one that comes to mind. He
might be one of the smartest human beings on the planet right now, especially in the field of AI,
which is interesting because it's kind of coming in fashion these days. Right? And Ray is just
absolutely brilliant, but his brilliance, it makes it hard for him to relate to the public. And so one
time I remember we were in a mastermind and Ray said something and I had read his book in
advance of his book before it was published. And then Joe Polish says to me, he says, Jason,
you read his book, can you explain what he just said? And then I stood up and explained it, and
then Ray was like, that's a really good explanation. And everybody's also is like, oh, I get it now.

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So he needed to translate it, if you will. And so Ray, he's great in other ways because of proof
and all these other things. And for the right environments, his name rings out. Just saying his
name is impressive. So you got to calibrate to your audience. But I'm looking for people in
general who can speak very engagingly. I don't know if that's a good word or not. And people
like them. They seem like good people to be around and they're interesting to hear from. They
just haven't decided to be a guru, if you will, or they just really are not, being in the information
space is not important to them, even though they have really good information because they
use their expertise in other areas and in other ways. Right? Now, again, out of all of these, I'll
take proof over everything else. The importance of proof when who you are is more important
than what you say, you're unstoppable in the marketplace.

Also, the more believable your claims, the more you can charge. The more compelling your
proof, the easier people will believe your claims. And so I went into the deal with Ed knowing he
had some of the greatest proof. Remember this proof? Right? How could you not effectively
market such proof? So I knew this was going to be exciting because I could take his proof and
point it at the business world and saying, yeah, you're learning goal setting from these personal
help people, these personal development, self-help folks. Right? I'm like, if I want to learn goal
setting, I want to learn from the guy who dies if he doesn't set the goal correctly. That's who I
want to learn it from. Do you want to learn it from him? Yeah. Yeah. Okay. Cool. You know, so
it's like that was the appeal. That was the angle. Massive proof though is where it came from.

I can make those claims because of the proof that I had. Now, let me give you a little mini class
on proof. I think it's completely misunderstood in this space. I was just talking, I wish I could
reveal his name right now, but the information is sensitive. His last book sold 400,000 copies in
less than a year, I think it is, and he is getting ready to launch his new book, and he has not sold
anything to his audience at all, and he has intentionally not sold it. So the demand for him to
actually actively market something is pent up. It's outrageous. It's going to explode. And we
were on a call running through some ideas of positioning the other day and he says, we kept
going back and forth. I'm like, if it's not believable, it doesn't matter if it's true. And he is like,
yeah, I learned that from you.

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I'm like, nice. And so he got it and he's one of the smartest business minds in business I think
today, but he gets it. Very few people get this related to proof, and we spent like 45 minutes just
on the proof, even though he's also just already a force of nature to make sure that it's as
presented correctly and palatable in a way people could easily understand it and get excited
about it. So here are the three biggest principles to understand about proof. It's got to be
impressive at a glance. You don't have to unpack it. You just look at it and say, whoa, that's
impressive. Ideally, it's easily visual, so you could show it to somebody, not just tell it to them,
and it focuses on the outcome. Right? So here's another guy. He sold 400,000 copies of his
books, his name's Alex Hormozi.

His book's called A Hundred Million Dollar Offers. He credits me, and I have the testimony, I've
shown it before. He credits me as the number one expert on offer creation. So what's more
impressive to the marketplace? The guy who is the number one according to Alex or Alex
himself? Alex himself is because if you go to Amazon, Alex's book has 14,000 reviews or
something preposterous like that. His YouTube channel has over a million subscribers on it, et
cetera, et cetera. And I just have a testimonial from him as a text message saying that I'm the
best he's ever studied on how to do offer creation. So his proof is better than my proof. And
that's important to realize that. Objectively you could say, well, you would be better to study from
perhaps, Jason. Maybe, maybe not. Right? But people are going to make snap decisions based
on these cursory glances that they can look at to determine whether they should do something
or not.

So I'll give you another example. So if I had to use one of these two elements, I'm going to use
the one on the left because if I just do an interview, this is my friend Allison here, and she did an
interview for me for a podcast, Webinar Sales Seekers from the Hundred Million Dollar Webinar
Man with Jason Fladlien. That's okay proof. She said it so it's kind of true, maybe perhaps if she
was the one saying it versus me saying it, but me showing that screenshot on the left of that
leaderboard better proof. That's proof that people are more readily to believe, talk about,
circulate, and I can use it, and I have used it on as many marketing things as I possibly can. I
used to do this thing, I don't do it anymore, so don't think that I'm trying to solicit business here.

In fact, I've kind of moved on from it, but I still teach it to illustrate the point because people used
to hire me to interview me and they'd pay me money at my consulting rate and interview me and

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then use that as a bonus in their own product. This is a really clever hack for them. Right? And
most of them would just say, I paid Jason Fladlien $3,125 for his time to interview him on this
thing. Compare that to this. Imagine if they put this on their offer, special bonus Secrets of a
Hundred Million Dollar Webinars, and then look at the clip on the right, How to Make Millions of
Dollars From the Best Webinar Trainer in the World. It was an article written by a PhD, Benjamin
Hardy for Inc. Magazine, and then showing the actual payment.

You could see it here, kind of zooms past you, but see at the bottom there, October 16th 2019,
payment to Jason Fladlien $3,125, and then showing my proof element on their sales page,
Secrets of the 9.7 or 9.8, it should say Million Dollar Week, and then selling it from that
perspective, using my testimonials on their sales page, making it obvious at a glance what the
retail value is. So we have media there. We have the actual retail value established because
they're showing the receipts. We have results of the experts. We have testimonials related to the
expert. These are all things that you can use when you interview somebody else. Now, a lot of
people don't even realize that. Not only do we realize it, we sell it. We market it. Here's the irony
of all ironies. Most experts who are selling their own stuff do a poor job of it. They're better at
selling other people than they are of selling themselves. I won't go and collect my own
testimonials. I don't know why. It's just like, eh, whatever. Right?

Other people though, when I'm selling them, I'm finding every testimonial I can under the sun. I
have so few things that I collect and use for myself, but when I'm looking at other people, I'm
collecting everything I can about them to sell them. You know, it's the whole thing of the
cobbler's kids have no shoes. I'm so busy doing marketing for other people that I don't have any
time left over to do it for myself. That's kind of how it feels. Right? And it's easier to market
somebody else than to market yourself because you don't have the baggage and friction that
goes into it. It's like, well, are you bragging about yourself too much, you know, the inner voice
that gets in your head, that gets in the way. Right? It's somebody else. You don't have any of
that friction. So this is what's really powerful about this. Ideally, over periods of time, you actually
start to work this attitude that I've developed over the years, which is proof before product.
That's where you should skate to eventually.

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Over time as you get better, you should look for opportunities to make products from your own
proof elements as well as other people's instead of creating products and then trying to find
proof to validate them. I'll give you examples, and these are all great examples because these
are partnership products as we're talking about here today. The third party model, finding other
people who are experts in partnering with them. So my state change was a product I published
many years ago. It precedes Rapid Crush, so this was around 2009 or 2010. And it's a product I
created with a hypnotist who had hypnotized famous actor, Ashton Kutcher, when he was 16,
and he asked him, what do you want? He said, I want to be a famous movie star. And then he
hypnotized him, and then later on, Ashton became a movie star. Now, I don't think it was causal.
It was correlative. Right? But it was still a testimonial. It was still something we could use that
was very interesting. And he had a variety of other amazing results.

And by the way, we sold the product was very clever. We got him on a webinar and he would
hypnotize people for 45 minutes and then we'd ask them what they wanted to buy. Oh man,
what I used to do on my younger days, that stuff was killer. I'm not as hungry and as innovative
as I used to be, so to speak. So you should leverage what I've learned in my journeys and that
makes me prouder. It's like a father with his sons and daughters out there taking what I did there
and making it in into your own, but then it worked very effectively. So Mobile Success Formula in
like 2010 when nobody was really sure if the web was going to go mobile or not, was by a guy
named Dan Hollings. Now you might know of him later because we partnered with him on a
thing called The Plan, which was the biggest launch in the internet marketing space, but the first
time we ever partnered with him, this is why partnerships are powerful.

They can compound over time and they can grow and grow and grow. The first time we
partnered with Dan was for Mobile Success Formula, and he had just come off of the heels of
being the marketing director for the book, The Secret, which sold millions and millions of copies,
was on Oprah, was everywhere, was made into a movie and all that fun stuff. And so Dan came
to us after that, but we were able to market him as the strategist behind The Secrets. And that
went a long ways to selling people on this new idea that mobile was going to take over the
internet. A lot of people didn't think it was true that that was going to happen back in the day,
and we knew that was going to be a resistance point and towards the believability of the offer.
So we could counteract that with the massive proof that Dan had.

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And then Ramp Engine was another product that we partnered on with Trey Lewellen, and I
found Trey because I was in a, Russell Brunson had us come to this thing called Pirate's Cove.
It's a little small mastermind. There's like eight or nine people there, and Trey was one of those
people. And Russell said at that event that Trey had processed more orders through
ClickFunnels than anybody, any other user in ClickFunnels, including Russell himself. So I
immediately said I want to do a product with Trey so I can use the proof element, and Trey
never had any product, so Trey wasn't using the claim to sell anything even. I wanted the claim,
so I had to make sure he could teach. I had to make sure his stuff was good and all that stuff. Of
course I had to do that. Right?

But I was super eager to make a product with him, and I was hoping those things would work
out because I had the proof elements. The proof was the best thing. So if you can hunt and
shop for proof elements along the way as you look for these experts, that can be the difference.
That's really, really powerful. I saw something silly the other day on YouTube where it was like,
ex-mafia guy now sells $500 million in real estate or something like that, Ben, I can't remember
his last name, but the hook was the mafia guy, ex-mafia, and he played the part, and I'm like,
yeah, that's interesting. There's a lot of fodder to be said for stuff like that. So those interesting
story types are also a proof in some sort of way, shape, or form. So these are just some of the
best practices for you to consider.

When I look for experts, and what I recommend you do is have they written a book? That's a
great sign because remember that theory I talked about in session one where we could throw
away 80% of the book, sell it for half the price, make people 10 times as happy. Yeah, none of
us want to read the book. Right? I'm looking at some books that are in front of me right now.
Like I got this book. It's a great book on, it's called Freedom from Obsessive Compulsive
Disorder, a Personalized Recovery Program for Living With Uncertainty. And this book is dense.
There's 300 and some odd pages, and there's actually 347 pages now into the appendix, and
there's all these different worksheets in here, all kinds of great stuff. This is intense. This is a
book that takes several weeks to read. I've read it a few times.

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If you could take the bare essence of that, drill it down into something that somebody could
consume in one sitting, what would it look like? And how would you interview to create a
situation that could do something like that? So I love that because people have all this expertise
in them, it makes it easier for you to organize and come up with questions to ask them. And
most people want their book to sell more. Why do you think guys like me go on podcast all the
time? I get on some weird podcasts, I will tell you, and not just me, I see so many high stature
authors go on all these podcasts because the easiest thing to sell off a podcast is a book. It's a
lot of work to make like 50 bucks.

But that's what these guys want to do, and these gals want to do. They want to sell more books.
So when you work with them, your product can help sell their book. And that's very interesting to
them. So do they write a book? Have they written a book? Do they do a lot of guest podcasting?
Because if they're already open to the idea of interviewing, then they're more open to the idea of
being interviewed in a slightly different way. Do they have a popular blogger website? There's a
lot of reasons I like that. One of the reasons is because they have an inbuilt audience, perhaps
that is easier for me to reach after the product is created. Do they do seminars? This shows that
they love to train and they love to teach. A lot of trainers and teachers do not like to market. So
again, we have the raw ingredients already laid out to them. If they're on TV, that's the best of
all.

There's still this power of media to this very day of being on television and having some sort of
clout related to that. People can understand that. You talk about proof at a glance. Right? I
interviewed Pace Morby, who's probably going to be become a billionaire here in the next year
or two. I'm going to break that case study down in a little bit, but he's also got a TV show on
A&E, and I didn't even know that, but that's what everybody seemed to know him for. That was
easier than understanding all the other stuff that he was doing. So let's break down an example.
Like say you were searching out one day and you thought, man, I want to create a product
around this topic, when friendship hurts, how to deal with friends who betray, abandon or wound
you. I'm like, would this be a good expert if I wanted to create a product with them and leverage
their expertise, split the profits, any of that stuff?

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Well, here's some of the indicators that this could be a good product. The author's qualified.
She's a PhD. That's impressive. People like that. Books in 29 languages, that's impressive.
That's a good proof element. So then you would say, okay, let's go and search for more of who
this author could be so you Google her and you see something like this. Now I think that this is a
good sign. This is somebody who's attempting to market themselves but isn't up to date on the
latest practices. So you can see that there is a desire for them to want to get out more, but it
seems like they need a lot of help. That's what I look at here. Now, this can cut the other way
too. This could be this person tried once, gave up on it, and is no longer interested in it. This is
why they allowed their weeds to grow in their garden, so to speak.

So it could be a good sign. It could be a bad sign. I tend to err on the side of positivity and look
at it as a good sign. This is a person who's trying to push themselves out there more, but needs
some help. Okay? Now here's some more good stuff. She's been on Oprah. That's a proof
element. She runs workshops. That's a great indication she's going to be personable, she's
going to be knowledgeable, she's going to be well-spoken, and that there's a lot I could leverage
from that. Now, nothing is ever really clear cut and dry. If you ever get an expert that just falls
out of the skies and lands in your lap and everything is perfect, you should kiss yourself
because you just got almost the impossible. There's always going to be conflicts so there are
potential conflicts.

One of it is she's wrote a whole bunch of books, How to Publish Self-Publish Your Book, Time
Management, Business Writing, Publishing, and Other Topics. So she might think, well, why do I
need you? I could do it on my own. Or she might be resistant to you because she thinks she
knows what you're doing quote unquote, that kind of stuff. I don't know. I don't try to figure that
stuff out. I don't really care. Because to me, I'm like, does it matter? It only matters if you let it
stop you from reaching out. It's a numbers game. We don't know if Jan or whoever the expert is
will say until we ask them. So we ask them and we find out. If she says no, what are our
options? Well, experts are a dime a dozen. Marketers are not. The reason why marketers make
more money than experts is the rarity of the skillset.

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There are so few good marketers, and there are so many experts. So who's got the leverage
here, them or you? You do once you understand the marketing that I'm teaching you here. So if
we come up with a good topic and the first expert says, no, we go on to the next expert, and the
next one, and the next one, and the next one. Now, there are a lot of easy ways to contact these
authors. They're the Amazon pages. There's their websites, social media, all of the above.
What's more important is not how you contact them 'cause I think we can all-

What's more important is not how you contact them because I think we can all agree that it's
easier than ever to do that these days. It's what you say when you contact them. I'm going to
give you some specific language, but I don't want any of you to copy and paste and use it as is
because there's something about that. When you take an impersonal approach to a personal
strategy, it generally loses. So we don't want to take an impersonal approach to a personable
outcome where you're going to work with somebody. Those two things are incongruent with
each other. So I'm going to give you specific language only as an example, and I don't want you
to use it as this. I want you to modify it. But before I give you that, here is the foundation of what
I'm going to show you.

I want you to make the first content short. I want you to make it to the point, but add a little bit of
mystery towards it. So short because people can consume that very quickly, straight to the point
so it doesn't feel like you're doing anything slick and then add a bit of mystery to it so that way
they're more likely to respond back. And again, the idea is to be different than any other kind of
cold outreach that normally they would get.

So I'll give you an example. This is just an example. Modify this. Do not use this as is. "Dear
blank. I'd like to interview you and include that interview in a product I'm creating about blank. At
the very least, I'm willing to mention and strongly encourage people purchase your book blank.
If needed, I can also compensate you for the time of the interview. I have an interview approach
I think you'll find interesting and refreshing. Anyway, if interested, let me know and if not, kindly
hit reply and just type, 'No.' Thanks," your name. Okay?

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Let's analyze it again, "I'd like to interview you and include that interview in a product I'm
creating about blank." Straight to the point. Nothing fancy about that, nothing slick about that.
No marketing, if you will. And now we'd say, "I'm at the very least willing to," blah, blah, blah.
Mention your book that shows that you've paid attention to them and you know who they are
and you're speaking to their needs. What's in it for them? You also open up the door to
compensation, which people appreciate, even though they're likely to say "no" to that, but if they
say "yes," then that's fine. It's probably worth it. Most experts, you could pay 200 bucks or less
for their time and use that to create a product.

And then the little bit of mystery is, I think you'll find it interesting and refreshing, the interview
approach. Anyway, "If interested, let me know and if not kindly hit reply and just type, 'no.'" We
want them to respond even if the response is "no," because then we can just move on and it
doesn't have to be an open loop that plays in our mind. Now here's the possible outcomes when
you reach out to an expert. They'll say "yes," you move forward to the next step. They'll say
"no," and then you don't contact them again. If there's no response, you can contact others and
then recontact non-responders 48 hours later. So you can circle back with them to, I usually go
even longer than that. I go three or four or five days. If they say "maybe," then you escalate the
conversation. So most people will be interested, but they need to know more.

So we like to escalate conversations, if at all possible. Not always possible. Sometimes you
have to stay in the format, but if possible, bounce them from one format to another. So email to
messenger, email to Skype, email to phone, email to Zoom. So an example, and again, this is
an example. Don't copy and paste this as is. Example, "The easiest way for me to give you the
full scoop is if we can have a quick few minute conversation on the subject. I'm open to
whatever way you prefer for this phone, Zoom, et cetera. How should we proceed?"

Direct again, brief, straight to the point. When you get them on the phone, that's when you can
go a lot further and have back and forth and real conversation. So I like to keep it very sharp
and very pointed and very specific. Give a reason why for the bounce from one location to the
next location, but yet make it convenient for them. Once you get on a phone call or some sort of

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interaction, even if it's a back and forth texting like on WhatsApp or whatever platform you're
using, really what you're doing is communicating the following.

"I'd like to interview you for X number of minutes. I'll send you the questions in advance. I'll
record it. We can edit out anything later if you wish. I plan on selling this interview either on its
own or as part of a larger product. My goal is that everyone who buys my product ends up doing
business with you in some way, shape or form, either by buying your books, hiring you for
coaching or whatever else you'd like me to promote. Would you be opposed to any of this?"
That's a little Chris Vas special for you there.

Asking a no question as opposed to getting a yes question in there, it's a little extra flavor for
you. "Would you be opposed that this is a good way to move something forward, if you are
concerned that somebody's going to get stuck on something?" But that's what we mainly aim for
when we're doing these kind of deals is, "Hey, listen, this is how it's going to go, here's what's in
it for you. Here's what I plan on doing with it. Here's how your reputation can be protected so
your brand doesn't get damaged," so you don't look weird.

You look like an all star, you look fantastic. Do you have any objections with this? And then if
there are objections, you kind of work them out. So the more to the point, the more honest you
can be, the better. And I mean, honesty is a weird word to use here because it's like you're not
being deceptive, but there's different levels of how much you're revealing. I try to be as straight
up as I possibly can. The good, the bad, and the ugly. If you're interacting with these experts,
and these are edge cases, so I'm about ready to dive into edge cases. It's ironic because we'll
spend more time on these edge cases than on generally how it works out.

So you could run the risk of thinking that these edge cases are what you're most likely to
encounter, but you're not. These don't happen very often, but I want to prepare you for them in
advance if they do happen, which again, they don't happen a whole lot, but some of the
questions, some of these experts, especially those outside of marketing circles who don't
understand marketing, might ask you, "Well, what's your experience with this? Then you
answer, "I've never done this before, so here's I'm going to make sure that it's going to be

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awesome for you. Here's why this is going to be great because I haven't done this before. I'm
going to go the extra mile in the following ways so I make sure that it works." If they ask about
royalties or revenue sharing, with rev shares, if you give them half the profits, that's fine.

If you're going to pay them for their time for like, "I'm just going to pay you a flat fee, and that's
the end of it." And if they ask about rev, which again, most of them do not ask, they ask, you say
something along the lines of, "Hey, almost all of my expenses are going to be tied up in
marketing. A large part of my plan is to make money promoting other products to my customers
on the back of this product. As such, they don't have a direct way of paying you for your share of
revenue or royalties or whatever, but I am open to promoting you and again, just remember I
just need an hour of your time. It's not like I'm asking for a lot here or two hours of your time or
an hour and a half of your time or whatever amount of time.

Some of them will want to have approval of marketing and again, very extremely unlikely, but
happens occasionally, although rarely. And then you would answer it like this, "I know it's a lot to
ask to trust me to market this appropriately in a way that does you honor, but it puts me at too
great of a risk to do all the work only for someone to have to change their mind at the end when
the product is done. If this prevents us from working together, I totally understand. If you'd like to
know more about how I plan to market it in a way that will make you look amazing, I can tell you
more about my plan, if you want to. Is this really an issue?" That kind of stuff. The best answer
of all, usually when you encounter stuff like pushback, if you're doing this is, "I don't know. Is that
important to you or does it matter that much? I don't have the answer, but I'm open to coming up
with a solution together that works for both of us."

Again, I just reemphasize, these are edge cases. They don't happen very often. Most people,
they either say, "Yeah, that makes sense. I'm okay to that. Let's move forward," and then they
just need to know the logistics or they say, "No, not for me," or they don't respond. And then you
go on to the other 1,000 or 10,000 experts that exist and you'll find a deal and one deal will pay
for everything. Remember, there are so very few of you smart, intelligent info marketers
because you've learned from me and there are so many of them experts out there who truly
think that more information is better or going deeper into something intellectually is useful when
it almost always isn't.

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You're trying to help them regardless of whether they realize it or not. But the point of this is,
dynamically you have the power and you bring the most value to this situation. So you should
honor that and you should keep that in mind when you go out and do this. Now, there is one
thing that is critically important to do. Get in writing permission, the rights to sell the product that
you create without having to further compensate the expert beyond what you initially agreed to.
Now how pedantic you want to get with this, that's your choice. Some people do it with a simple
email to the expert and the expert then replies with consent to the email that they understand
and agree. Some do this by Googling and trying to figure out what the laws are and then
creating a letter of understanding that both parties agree to. Some hire a lawyer and draft it into
something formal.

These days we do the whole formal bring high-priced Orange County lawyers into the deal. We
have a document, an operational agreement that we've worked on for a decade and we just
made it better and better each and every time, but we're playing the game for millions, tens of
millions of dollars. When I started, and again, this isn't legal advice, this is just one small town
boy from Iowa's approach is we just did it on a handshake, essentially, and just put it in a simple
email that they responded with and says, "Yes, I agree to this," right? Is it perfect? No. Just, it's
a decision you will have to make that you feel makes the most sense for you and your business
in your situation. So come up with a topic, find the expert to interview.

Now, conducting the interview. This is valuable no matter what you sell and what you create and
man does it work so good if you really hone this in when you're interviewing. So people buy
information products, here's what they want. They want immediate relief or lessening of an
existing pain. They'll take an immediate relief that reduces it by 10% tomorrow over something
that reduces it by 50%, but takes 10 months. They want something instantaneously that they
can use and apply. People want simplicity and clarity. They want to focus on the few things that
matter the most at the expense of everything else. People need it calibrated to certain
constraints, time, resource, ability, limitations. So they don't want to know the best overall
approach. They want to know the best approach given the fact that they're limited in a multiple
different number of ways. So this is why people get really upset on social media when they see
billionaires giving advice.

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They're like, "Well, yeah, it's easy for you, but..." And you could say, "Well, that's really not
useful thinking," which isn't going to help them. Or you could say, "How do I put it into their
model of reality, not mine?" People want to put the least amount of effort possible to get the
most amount of progress, and we act like that's a bad thing. That's a sign of intelligence. So how
do we find those low effort insights, low effort outcomes to give somebody massive progress? I
always think of this as how do we pick a better poker table? How do we pick a poker table that
everybody else sucks so bad in that you can win money simply because you're just not as
terrible as they are versus how do we get better at poker? So I'm always thinking of those
strategically, regardless of whether I'm creating products or interviewing other people.

How do I distill the essence of their knowledge in a way so somebody could take the least
amount of effort on it and get the most progress related to the effort that they took? Risk
mitigation, no pain, but some gain is preferable to pain, but gain. I want to remove the risk as
much as possible, and I'll cap the upside in order to do that. I'll say, "Yeah, we'll get rid of 50% of
the upside if we can remove 99% of the downside." But generally, most people that have
already succeeded at something are experts on something. What is not risky to them is risky to
you, but they discount that risk and they don't value it. Think about it this way, running $100 an
ad campaign a day for 30 days to test out a new offer, that's not risky at all to me. $100 a day I
wouldn't even think about, but that's $3,000 in 30 days.

That's a lot of money. It's $1,000 every 10 days. To most people, that's a significant amount of
money. So that strategy would not be applicable to a majority of people, even though that's what
a majority of experts do. They do more than that actually. So you have to find ways to calibrate.
So we have to help the experts assess risks for the individual that they're putting it in front of. So
guiding them to those constraints are really powerful steps. Audience members want steps, is
why I teach as much things as I possibly can in a step-by-step format. They want steps, they
want rules, they want guidelines, they want procedures, they want checklists. They don't want
an alma nap, they don't want a dictionary, they don't want an encyclopedia and they want
guardrails to stay on track.

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When you screw this up, here's what you should do. We have to prepare them for the missteps
that they'll take along the way to help them get back on track. And so when you're interviewing
other people and you're running it through these filters of trying to help take their information,
their global information and localize it to what are the things that could give people immediate
relief?

What are the things that could give people clarity? What are the constraints that the audience is
working with that we could focus on specifically to give us the most bang for our buck? What are
the least effort involved type of activities to yield the most return for the effort involved? How do
we remove risk as much as possible for people? What are the risks that they have that normally
this expert wouldn't even be aware of? How do we make them aware of it and how do we help
them? Can we on an interview, churn what they're teaching into steps or could we prep steps
ahead of time for them to follow? How do we help them roll back around so people whose
excuses, "Yeah, I can try that, but then this might happen." How do we address those buts?
Because if we don't, people won't even start that kind of stuff.

I mean the real magic trick here is you take the formula I taught you in the first session of
product eClass, that whole like, "Here's why this is important. Here's what's involved, here's how
to do it, here's what can happen." If you just take a general interview and put it into a framework
and coach the expert through that, okay, we're talking about X, right? Why is that important?
How does this help you? What stops you from suffering from and how does this empower you?
Okay, this is it. All right with X, what all is involved? What are the three to five major factors
involved for X? Well, it's this one. Okay, well let's talk about the first one. How would I go about
using that? Okay, let's talk about the second one. How would I go about using that? How would I
go about using that, and the third and fourth one?

And it's like, okay, what are some of the challenges that would occur if we were to put this in
place and what would you recommend we do when we encounter those challenges? You're
going to have a better interview than 99% of these professional podcasters out there who are
just eliciting information for no end or no real purpose and hoping they get lucky and it turns out
good. Now, a little advanced strategy for you is question answer follow-up. Ask a question, get
an answer, do one follow-up, then ask a new question, get an answer, do a follow-up. Just
practice that. I'm going to ask a question. I'm going to get an answer, and then I'm going to ask

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one follow up question to it. Then I'm going to move on to a separate question. Now I have
personally sat down and studied and distilled what I feel are the best questions, templates, and
different fill in the blank questions that you can use to help you with this process.

So as a bonus, you're going to get this reference guide, a list of universal questions that can
easily be adapted and used for each interview. Your goal is on an interview is to identify the best
10 to 15 questions from this list and tweak them to make them specific to the topic or the expert.
So if you look at a few of these, "How much time should I budget if I want to," blank? This
focuses on the time problem that a lot of people have that experts don't consider. "What are the
rules that every blank should live by?" So this is an identity question and it also has rules in it
because people want rules. "How do I know what to focus on with blank distills the clarity down,
specifically, and these are very general, I had to write them general so you could use them in a
variety of different situations.

Like, "If you only had an hour a day to do blank, where would you start?" That kind of stuff. But
all of these questions are designed to do everything that I've just discussed with you. Now, if you
wanted to, you could even follow up even further with some of these topics if you wish to. You
can say, "Why is that important? What's involved, how to do it, what can get in the way?" That's
that framework that I teach you, right? So if somebody comes up, if you ask them, "What are the
four most critical elements when it comes to," blank? Or, "What are the four most important
things when it comes to," blank? And they give you the four. Okay, let's talk about the first one.
Why is it important? These reasons? Well, what's involved with it, these things. How do I use
those things? We use them this way.

When I use them these ways, what should I be aware of or what could go wrong when I use
them these ways? Got it. Let's move on to the second thing. Why is that important? That is the
hack of all hacks. That is the one thing that you can pull from this session here today that will
make you very powerful, if nothing else. Just follow that. I'll give you an example. So a master
question on the template is, "What do most people ignore about blank that they shouldn't?" It's a
great question. I wouldn't use that out of the box exactly as it is in this context, but I might
modify it to something on, "What are blind spots that open you up to being manipulated and

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used by your so-called friends?" And then they could give me three or four or five blind spots
and then I could say for each blind spot, "Why is this important?" Or I could do it generally too,
"Why do you think so many of us have these blind spots?"

Are there other blind spots and how can I uncover those blind spots? What should I do once I
become aware of my blind spots? What if I'm still manipulated even after I go to work on my
blind spots? Is there something more I need to be aware of? Stuff like that. For all the questions
that you have in the fill in the blanks templates, it's better to understand the spirit of the question
than to memorize the exact words. Over time, what happens is you get a feel for what questions
to ask, when to ask them and how to phrase them. But even if you're just starting out, if you do
nothing more than read the questions and fill in the blanks, you'll already be a rockstar.

Okay, so this is a case study. So I run a mastermind called Driven with Casa Maslam and Perry
Belcher. It's $25,000 per person to be there and you got to have at least a $1,000,000 business.
Most people have more. We recently did one in Scottsdale and I invited Pace Morby who my
friend Steve Harward introduced me to to come and speak. And it was so funny because I
thought Pace was just going to show up and present, but Pace shows up and he's like, "Well,
what should I speak on?" And I'm like, "Well, you can speak on anything you want. Here's the
group, here's what they'd get the most out of, or do you prefer for me to interview you?" He's
like, "Interview me. Cool."

So I thought this was really fascinating because Pace is normally speaking to people that are
doing creative financing for real estate, especially at the beginner level, and he doesn't do a lot
of speaking to business people on business principles. So that's when I thought it was really
cool. Instead of having him come up and kind of give some ideas, I would interview him. So
literally five minutes before we're getting on stage, we decide to do an interview and I have zero
prep for it, but I know the spirit of everything that I just discussed with you.

And so I was able to go in there literally not knowing at all what to do, and we performed an
interview that was so damn good, you could hear a pin drop in that room for an hour and a half.
People were just on the edge of their seats. Stunned silence. You knew it was good because the

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air in the room changed. It was that good. We have all members can bring a guest. We had 10
people who signed up that converted from guest into paid members of the Driven Mastermind.
And I think mainly off of that interview alone. That's how transformative it was because I
understood I could ask him a question and then from that, take it somewhere if it needed to be
taken. But the cool thing was his pace was already doing everything that I would normally have
to guide an interviewer through.

So I spoke only a few words for the hour and a half time that we were doing an interview. The
best thing is when somebody gets on a roll and you can ping into the things that I talked about
and if they're already doing them, the best thing you can do is continue to let them do just that,
which is what I learned studying Larry King. So once upon a time I had to write questions for
Larry King to use for an interview, and that was an exciting period of time in my life because this
is a guy who has interviewed presidents and world leaders and the most famous people on the
planet. And my instructions that were given to me was, "Send Larry the questions you want him
to ask. And he might change them, he might not, but give us the question so Larry can ask them
on the interview."

And I thought, "Well, this is freaking perfect because I'm going to write sales questions for Larry
to ask, but I'm going to disguise them so they don't appear like sales questions. But I'm like, "I
got to write them in his voice if I'm going to have the best hope of getting him to use them as is.
So I went and I studied a whole bunch of Larry King interviews, and that will also help me
interviewing Pace. And this is what I discovered studying Larry King interviews so I could write
the questions and Larry asked all the questions that I wrote, and then he asked a lot of other
questions too. It was amazing. We shot two hours of footage or something like that, I can't
remember how much, and then we clipped it into 20 minutes. It was unbelievable when it was all
said and done.

So it's better to ask too many questions and edit it down later. We'll talk about that here in a
second. But what I discovered that Larry is really good is his questions were short, they were
brief, they were straight to the point. He rarely, if ever, adds commentary over the top. People
tend to do that. I'm annoyed when I'm being interviewed and then in an interview says, "Yeah,

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that reminds me of this time the other week when I was fishing with my uncle." I'm like, "Dude,
shut up, man. This ain't about you right now," right?

So don't add your own commentary over the top as much as you possibly can. Learn how to be
fascinated by the person you're interviewing. I would use NLP to become fascinated. I would
say to myself, "What's a period of time in my life where I was absolutely spellbound and
fascinated by something?" And then I would go into my inner modalities. So the internal
representation of the emotional states, we encode them with certain visuals, certain auditorial
and certain kinesthetics. They call them modalities. So if you think about a time when you were
the most fascinated by someone ever, do you see it as a picture or do you see it as a movie?
Are you in it or are you seeing it as a third person? Is it close to you or is it farther away? If you
could point to it, is it over here? Is it over there? Is it behind you? Is it to the side of you? Is the
picture movie big? Or is it small? Does it change location? Does it have a border around it?
What are the colors of it? That kind of stuff, right?

Do you hear something? What does the sound sound like? Is it loud? Is it soft? Does it pulsate?
Does it have a rhythm to it? Does it have a direction to it? When you think about that time when
you were spell bound, where did the first feeling appear in your body locationally? Is it appear
here? Do you feel it here? Do you feel it here? Where does it move to? Does it move in this
direction? Does it move in this direction? Right? That kind of stuff. So we elicit the modalities,
the sub modalities of a state when we-

... the modalities, the sub modalities of a state when we were most enraptured or spellbound by
somebody else. And now we know what that feels like emotionally, we know how we encode it
internally. And so then you take the next person you're going to interview and you see
yourselves interviewing them and you match the modalities. So you adjust the picture or the
movie. You start to filter in the sound and then you can amplify that too. What happens if you
make the picture bigger? Does that make it better if you take the sound and churn it up, if you
mess with the colors?

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So I would do this until I could get into an excited state to interview somebody. And then that's
how I could step into that role and be able to interview and be spellbound and be enraptured.
And then if you do that a few times, it's like Pavlovian conditioning. It just happens automatically
every time you sit down to interview somebody as much as possible. So those are just, that's a
little bonus class in N:P for you.

Better to ask too many questions and then out edit out the filler than it is to ask too few
questions and wish you had more material later. That's why I said we shot two hours of Larry
King and we edited it down to 20 minutes. It's okay to make mistakes. So if you mess up a
question just say, "Let me ask that again. Sorry, I flubbed it." Just ask your question again. If
they give you an answer that you don't like, ask the same question again in a slightly different
way to get a better answer. And most importantly, when somebody gets on a roll, let them keep
going. The way I approach this is I have a loose plan or an outline, but I don't let it suck the soul
out of the interview. I'm sure you've seen and heard interviews where it just feels like the person
is checking off a list of questions that they want to ask and it's not like they're even there with
the person that they're interviewing. What to record with, I recommend you use Zoom or Google
Meets or really what the other person prefers.

Zoom seems to be the best. The most important thing is the audio quality. I have, this is like the
Sure SM seven or whatever it's called. The problem with this is it's not a USB mic, so I have to
have this, I run it through this thing over here called a focus Scarlet. It's like a scarlet something
or other. And because they have this fancy video, both of those are run through something else
called a black magic. I had to pay a guy and he flew in, I had to buy him a plane ticket to come
fly in and set all this stuff up for me. And the stuff was super expensive, only to give a slightly
marginal improvement maybe in the audio quality over a Blue Yeti mic like this one that I bought
in 2013 and used for seven years, eight years. And this is a hundred bucks, you plug it directly
into your computer.

So you can eventually get insane. But it took me 15 years to get insane after a while and I spent
a lot of money. You should consider sending your interviewer best practices in advance because
it amazes me how few people realize that this is kind of important that they have good sound

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quality. So we want to prepare for that by giving them kind of the experience. So you can use
this exactly as it is or use this as inspiration. So once you're done with the interview, now it's
time to turn it into a product. So the editing is more important than the actual recording. And if
you're doing video because you're on Zoom, the audio is still more important than anything else.
You can use pay programs if you want to, such as Audition by Adobe or you can use Audacity,
which is 100% free.

I recommend you use Audacity because it's easier to use and it's free. Now if you have some
experience with Adobe Audition or some other audio editing program or video audio editing
program, you can certainly use that. I even like going to Fiber best of all. We don't have to, just
full disclosure because we have people in-house that have these capabilities and they've been
trained and they're excellent and they're really good at what they do. They edit all these product
classes for example. But until you have staff, you can use Fiber. Now these are the things if
you're going to sweeten your own audio, cause again, the audio's more important than the video
because the content, the information is spoken more so than it is shown visually. So that's why
the audio's most important. So if you have some background noise like a hum or a hiss or a little
bit of white noise, you can use noise reduction. And the algorithms are really good at getting rid
of it today. Most important thing to learn is compression.

This isn't like file size compression. This predates the concept of compressing a file. This is
audio compression. What audio compression does is it levels out the audio. So the really loud
parts versus the really quiet parts. If you don't level that out, then the whole thing's going to
sound quiet or it's going to hurt people's ears if it goes from really loud to really soft because it's
going to be too jarring. So compressing the audio, I would say after it reaches a certain level of
decibel, then compress the audio at a ratio of two to one or four to one or eight to one or
whatever you want to set it to. So anything over this threshold becomes four times quieter than
what it actually is, or eight times quieter or two times quieter. And what that does is it allows you
to smooth out the audio so the highs aren't so high and the lows sound louder.

And then what you do at the end is you normalize it. So normalization says whatever the loudest
point is, let's increase everything up by that amount to what hits 0.1 in terms of that point where

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audio distorts when you record it. So we want to get it to the point where it's as loud as it can
possibly be so then everything is louder. So if after compression the loudest it is, leaves like 3.4
decimals before it would distort, everything then gets increased in sound by 3.4 decibels. And
so this will make it easier for people to listen to you. Have you ever listened to audio on your
phone and you turned it all the way up on your phone and it was still too quiet? It's because it
wasn't normalized. Because the loudest point before distortion was so loud that that was as big
as they could get it. So compress, then normalize. If you're like, "Jason, I have no idea what the
hell you're talking about right now," just go to Fiber.

I've never used anybody here specifically, I can't endorse anybody here. But editing and
mastering audio and video, AI is now doing a pretty good job. Depending on when you're
listening to this, AI in my opinion, isn't quite there yet. A lot of these Fiber gigs, full disclosure,
what they're doing is using AI, but there's a human operating the AI. The combination of those
two things is very effective, but those are your options. Now when it comes to delivering the
product, you can make it as simple as first as an audio program. You don't need the video from
Zoom or Google Meet or any of that stuff. Just edit it, sweeten it, export it as an mp3, put it on a
download page. That's crawling. Walking could be you shoot the video, you edit it into video
segments, you write up descriptions and cool titles for each of those segments.

You put the product in a member's area that's protected by a username and a password.
Whereas in crawl, you just threw it up on a download page and you made it an obscure link that
isn't indexed in Google that only people who had the URL could find it. Walk would be more
password protected members, areas type stuff. Run is you get the product transcribed as well
as putting it into segments and descriptions, you put it in that members area. And then you also
create derivatives, checklists, worksheets, and other deliverables from the source material. You
dress it up, you add additional things to it. You don't really add new material, you just take the
existing material and you put it in different modalities. And then that's the run part. But I
recommend you start with the crawl until you crawl and then you walk and then you run.

Now the process after that, once we've come up with the topic, interviewed the expert, found the
expert, interviewed them, turned it into a product, we got to pitch it, we got to sell it. So let me

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give you some very basic sales letter techniques. Most important thing is use as much proof as
you possibly can. So the two elements of these expert type of products or these interview
products is you can use proof and you can tell the story. So tell the story about how it came to
be and use as much of their proof as you possibly can. The other thing you want to do is master
the art of writing bullet points. So this is the big difference between this style of sales letter and
the style of sales letter that you use to sell products created in the first session. Now what's cool
is once you do these things, you can now use those in any other low ticket product if you wish
to.

So this is why I like teaching you multiple different models because you can use the least
amount of things over here to be successful, the least amount of things over there to be
successful. And then over time you can pull more from here over there and more from there
over here. Again, that's another crawl, walk, run scenario for you. Let me give you an example.
So the product that I created with Ed went like this. So the subject line or headline is to imagine
if a wrong decision in your online business meant death. How would your approach be different?
That's a pretty damn compelling headline. Revealed on this page, how I, Jason Fladlien and
was able to uncover unknown secrets of success, only known by 0.00000000214% of the
world's population. So I'm already hooking into Ed's proof. I came up with that 0.00 whatever
percentage of population, I took the number of people at that time who had climbed and
summited all 14, 8,000 meter peaks. And I divided them against the population of humanity at
the time that was alive, and that was the number. Pretty damn compelling, huh? Different than
anything anybody else said.

And then I started on a story. It started innocently enough, I was browsing Reddit one day when
I saw the post about the dead bodies on Mount Everest. These are climbers who died
attempting to climb the tallest mountain in the world because they climbed too high to be able to
get down. Year after year, aspiring summiteers pass these dead bodies, which serve as a stark
reminder of how dangerous high altitude climbing can be. Curiosity pique. I started reading up
on Mount Everest. So the hook of telling the story is very interesting. And then I go on and I tell
the story about how I read Into Thin Air by Jon Krakauer, that's where I first heard of Ed. I
thought Ed was amazing so I looked up Ed and I started reading Ed's book. And then from that I
had somebody introduce us, blah, blah, blah.

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But now I'm able to hook into Ed's proof along the way. By a twist of fate, I was introduced to Ed,
so I tell the whole story. And then once I set the stage after the story's been told, and then I said
I was able to interview them or create this product or whatever. Here's what you'll discover when
you invest in this product. And then the rest of this is bullet points, bullet points, bullet points,
bullet points. And then there's a call to action here and you could take a look at this later. I'm
going to break down the formula for you, but you'll get all these slides. But that's the sales pitch.
The formula is headline, story plus proof, bullet points, call to action, scarcity. The first time we
launched this, by the way, special offer, you can always do that. You sign up before X day or
before Y number of units, you're going to get it at a lower price than anybody else, that kind of
stuff.

I've showed you headline templates, how to benefit in time without pain point plus proof, or how
to benefit in time in a certain timeframe with additional specifics plus proof. Every headline
formula I showed you, every product topic I showed you from session one can apply here.
Notice I didn't follow the formula because once you get good enough you can decide to break
the rules. We get success with the rules and then we try to transcend the rules. Telling a
persuasive story, high level looks like this. Here's how it came to be. Here's the best pitch you
can do for you. I searched high and low to find the very best expert I could on the topic of blank.
And here's who I found.

Here's why I think that they're amazing. Here's who they are and here's why I think they're
amazing. And because of their amazingness in my approach, it allows me to offer you
something that has never been offered before. That's the best story you could use. I went on a
quest to find the very best when it came to blank. Here's where my quest led me to. Here's who
I found, here's why I determined they were the best, and here's what I was able to do with the
best to provide you something that's never been offered before. That's the story of stories. From
a marketing perspective, best story you could tell. And then the bullet points, if you look at them,
the sales letter I showed you had 25 bullet points. I wrote about 50 or 70 and then I threw away
all but the 25 that I liked the most.

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Just writing bullet points, the way you do it is you listen to the product when it's done and
anytime you see something interesting, you try to write a bullet point. A bullet point the way I'm
talking about is fill in the blanks. These ones that you get as a resource in the members area,
you can twist them and adjust them, but I'll give you an example. Should you blank? The answer
will shock you. So the idea is to introduce something interesting but not tell the answer. What
really matters and what doesn't when you blank. The X number of major mistakes people make
when trying to blank. What you should never do if you want blank. How to protect yourself from
blank. So these give you the answer, but they don't tell you how to do it. So they tell you what's
at stake, but you have to buy the product to find out how to benefit from this or how not to be
hurt by this.

That's what makes a bullet point really good. So I'll give you all the fill in the blanks. You're going
to get that as a reference guide inside product eClass. The only other thing I would consider to
teach you is that it's important because you're not supposed to be professional copywriters, I
don't want you to be. Most copywriters I know are insane. I want you to write good enough copy
in your business to sell your own eBooks in your own info products. So the only other thing I'd
recommend other than using these fill in the blank templates is mastering the art of power
words.

So was it an animal or was it a beast? Was it a plant or was it weed? Is it an insect or is it a

pest? Was she innocent or was she not guilty? Did you walk past it or did you zoom past it?
Were you embarrassed or were you humiliated? Did you earn praise or do you have bragging
rights? Is there uncertainty or are we opening up Pandora's box? Are you depleted right now or
have you been bled dry? Was the audience entertained or were they seduced? Did it happen
briefly or did it happen within a nanosecond? Was it splendid or was it breathtaking?

So the art of power words. How I do these with bullet points is I write the bullet point and then I
go back and say, "Can I infuse it?" Can I take a verb? Usually it's a verb, not always, a verb or a
word. And can I find a more powerful version of that that is as accurate if not more accurate? If
you listen to enough of my webinars, you'll discover that I've learned to speak in power words
too. And those are what make really good bullet points. And then call to action can be the same

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thing I taught you last time. It's on the slide there. You can reference that in the me members
area if you want it. Same thing with scarcity, same kind of concept there. Of course you can
dress it up, you can tweak it, you can change it if you wish to. But it's important you have these
elements in there where there's a direct call to action and there's scarcity attached to it.

Optimize your sales letter over time. Later on, you can add testimonials, later on you can tweak
the headline, later on you can add a countdown timer to it. You keep the look and feel as simple
as possible. This is exactly the same advice I gave you in session one. And we have a bonus. If
you don't know how to set all this stuff up, we have a bonus of how to use Kartra, which is going
to be in the members area for you and release at the time that's appropriate depending on when
you signed up. That'll walk you through exactly how to configure the bells and whistles for the
information business that you're running. And that's honestly in this day and age, it's about the
easiest as it can be. Now when it comes to marketing the product, let's wrap up here. I'm going
to deep dive even further on other ways to market info products. But I want to give you some
general advice today that will help you to immediately get some usage out of these products you
create and set you up for long-term success as well.

Don't count on this, but sometimes it happens. The interviewer can help you promote the
product. Maybe they have their own audience. Email list, social media followers, et cetera. So
we try to do things that make them want to talk about the product. So for example, sending them
brownies in the mail and saying, "Thank you so much for being part of this product. I'm so
excited and I appreciate the opportunity that we had together. And the product came out
amazing." And that's a handwritten note. And the hopes is they take a picture of that and they
put it on their social media with the note. And then you can reply to that post with it and say,
"Man, the product came out fantastic, amazing." And then somebody will say, "What product are
you talking about?" And then you can mention it. Things like that.

The interviewer can connect you to other experts who can promote the product or also be
interviewed for future products. That's really powerful stuff as well. Is just one expert can lead to
the next, can lead to the next can lead to the next. Advertising is much easier. If you're ever
looking to advertise anything, you want to advertise stuff that's known, known entity stuff.

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Because you can target their audience who are already familiar with them and advertise to
them. It does make it easier. Of course, the economics still don't generally work with low ticket
products when you're doing traditional advertising, but there's other types of advertising you can
do such as Instagram shoutouts like we talked about before. So if you know that they're hot on
Instagram, but they've never monetized their own Instagram, doing Instagram shouts out from
pages where their name is going to get popularity from it.

And then you get a shout out from that page that you know loves that person or loves people
like that person, sends it back to your page. Your page is I did a product with this person. If you
want to know the details, DM me and I'll give you a special link to a special discount. And that
can pop off massively. So those are some of the different unique ways you can advertise based
on known names or statuses or entities that you know are hyper responsive to those known
names or entities. The real value in this, by the way, over time, this is how you make some
serious money, is once you do a one-off interview, consider doing an interview product where
you interview several different experts on specific topics and then bundle those interviews into a
single product. So Jay Boyer and Karen McDonough who were success stories of product
eClass, they both met with large amounts of success because they interviewed 10 or 12 experts
on a single theme.

And the theme went essentially like this. If you lost everything and had to start over from scratch
and needed to make $10,000 in the next 30 days, what would you do? Now that's old hat today.
I don't think that would work anymore. Although who knows? Maybe it would. But it worked back
then. But today, for example, interviewing 12 experts on an AI subject that's very specific to a
sub niche. 12 of the world's experts on AI said, "If you had to make money only using five free
AI tools or less in the next 30 days and you had to do so to an audience that you didn't have
today, how would you go about doing that?" Something like that would be super killer. Even to
this day. I was part of a docu-series called Money Revealed.

So I was interviewed. Also in this product, John Mackey, who was the founder of Whole Foods,
was interviewed. So I've been interviewed and included in a product with the guy who created

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Whole Foods. And this was this product Money Revealed. Now this was really interesting, and
my friend Patrick there was the one that really came up with [inaudible 01:39:02] and another
friend of mine, Jeff Hayes. Recently, I just talked to the company that acquired them and they
went through their whole IP of everything that they had. And they've interviewed hundreds and
hundreds and hundreds of experts. And I was on a short list of a handful of experts, I think it
was between four and eight experts at this new company that acquired them. This is a big
company, multiple hundreds of millions of dollars I think this is company is currently valued at.
They're a public company. And I was on call with them, their staff the other day, and they were
asking me some stuff about ... Because I was handpicked because Patrick and Jeff are like,
"These are the experts I recommend you follow up with."

And so we were now talking about how I could be some sort of contributor to their thing, which I
would be very happy to do. So what's really cool about this is when you create the right types of
interview products, it's amazing the strategic byproducts that can come out of them. But these
docu-series that Patrick and Jeff pioneered kind of went like this. So what happened was you
could watch all of the interviews, they were free to stream. So you would opt in and you could
watch the interview freely on the internet. You couldn't download it, you could only stream it.
Each interview was only available for a short period of time. 24 hours or 48 hours or something
like that. Once it was gone, you couldn't access the interview again. However, if you bought the
bundle, the on-demand access as they called it, not only could you unlock all the interviews, you
would also get all sorts of bonuses, transcriptions, physical product, they end up turning it into a
physical product, additional interviews that didn't make the product, Q and A's, that kind of stuff,
masterclass and so on and so forth.

So once you have expert knowledge, there's a ton of different ways to leverage it. And it's
continually being leveraged even to this very day. Now, a little short story for you here is I'm
wearing that damn ... I had a nice Tom Ford shirt on and I went to the interview, we're in San
Diego at an event. We both were there. That's when they got me to interview me. By the way.
Great way to interview experts, go to events, see if you can work out deals with people there.
And they had rented an Airbnb to shoot the whole thing in. And I get there and they're like, "Oh,
your thing has a pattern. We can't shoot the video with your pattern." So the Airbnb that we were
recording in, I shouldn't be telling this story, they went into the closet and the person they were

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renting it from found that sweatshirt and put it on. Just so happened to fit. And that's what they
interviewed me in. And did they put the sweatshirt back when they were done.

Oh man, the stories I could tell you. What you think success looks like on the outside looking in
and what it actually looks like, it looks more similar to your day-to-day life. It's not that much that
separates the multimillionaires from the people just starting out. It's less than you think. And
here's one more example. A case study, Webinar Blueprints, a product I created with Russell
Brunson. And I wrote most of the copy for this. They tweaked it and then they put some design
on it. But what was cool about this is we took two different experts on the topic that could
interview each other, put that together, and we were able to leverage so much proof, as you can
see here. And again, I put together a lot of this sales letter myself. There's the price tag for the
event that I sold over here for this much money.

There's my testimonials. We use some of Russell's testimonials, there's some more of my proof
here, there's some more of my proof here, and then there's more of my proof here. This is why I
wrote it by the way I wrote it, so I could put as much of my proof here as possible. Now we did
something interesting in this offer. And again, this is advanced stuff. I don't recommend you start
here. But we did this whole thing, you could pay a small amount of money now and then we'll
charge the rest of the money in five days. And only if you thought the product was unbelievable
and amazing, or you could prepay now and get a discount. And then I think maybe you unlock
something else too. I'm not sure. And then there was a one click up sales. Give me the
PowerPoint and keynote files too.

And that was Russell's thing. He threw that in there and then we made this product and we
created it, split the money on the deal, and it was done. And it was an innovative way. There's
so many different innovative ways that you can do with interview products and with leveraging
the expertise of others to create transformative products, not just informative products. And
there's a lot of them out there that are not using their expertise who would benefit greatly from
you. So use these secrets and more. Let me know how it goes. That's session two, it's in the
books. I'll see you in the next session.

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Product eClass 5.0 Session 3 Transcript

Jason Fladlien here. We are into session three of product eClass 5.0 Backend Profits: Getting
Customers to Buy From You Over and Over Again. And I have noticed here, because we do
these live when we record these and put them in the members' areas, I have some customers
here that go back with me longer than my children have been alive.

So, that makes me feel good to teach you this session today because I'm a product of that.
More specifically, I think this is the most misunderstood leverage in the information product
business, and is the reason why I teach the first session of these five-figure info products, these
one-on-one style products. Because until you have customers, you don't have a backend. So,
I'd rather you get customers that pay you small amounts of money for very simple solutions
because that will always create more demand for the backend.

Just as a roadmap, here's where we're at. We've done the first two sessions, five-figure info
products, third-party profit model. Now, we're going to talk about backend profits. Module four,
we're going to really go deep into traffic generation. Module five, we're going to talk about
high-ticket products. Which they're more backend friendly, but you can put them on the front end
eventually. Number six, I am the best in the world supposedly at webinars.

I'm going to teach you a model of webinars that I think is useful but only applicable if you
understand product eClass. So, what an advantage for you over other people who attempt and
try to do webinars and they don't have the additional insights that we give in product eClass.
And then we'll go back on module seven for more traffic, more profit.

There's this concept of first-principle thinking. In first principle thinking says, can we reduce this
down to the bare minimum? Quick aside here, I think the greatest example of first principle
thinking is e equals mc square. Where I believe Einstein took the most complicated concept that
you could reduce down to the least amount of parts.

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I think that is the paradigm example, e equals mc square. So, when I'm looking at
communicating things, I try to practice first principle thinking, what are the things that are
absolutely true. And we can remove everything and only be left with these things.

And I first heard this from Jay Abraham, who's since become a friend of mine and actually a
consulting client of mine. I've done some paid consulting. He's paid me money to consult with
him over the years. He was the first one who introduced me. He says, "Jason, there's three
ways to grow a business."

"You either get more customers. You either increase the purchase size on a customer
acquisition or you increase the purchase frequency." Now what's interesting is most people
focus on just more customers. And they don't focus too much on purchase size and purchase
frequency.

But these are literally the only three ways to grow a business. You get more customers and or
you get a higher purchase per product on average. And or you get more repeated purchases of
products on average. So, just to make it the least boring as possible using math because math
is not very fun.

Let's say you have 100 customers who on average spend $10 with you once. The revenue in
your business is $1,000. If you doubled your customers, you doubled your revenue. This is
where everybody goes to. It's usually the least effective way to grow a business is more
customers.

Which is ironic because it's the most focused on. Interesting, we'll get back to that. Another way
we can double the business though is we can have 100 customers who on average spend $10
with you once. We can take them and get two $20 from the same 100 customers.
So, just a question for you to think about philosophically here. What's easier? Is it easier to get
200 customers to spend $10 with you or is it easier to get a hundred customers to spend $20
with you? Well, depends where you're at.

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When you're starting, it's probably easier to get 200 customers to spend $10 with you. But after
you do it a couple times, it's probably easier to get 100 customers to spend $20 with you as
opposed to 200 customers to spend $10 with you. And then there's purchase frequency.

You have a hundred customers who on average spend $10 with you once. That's the same
scenario, a thousand bucks. If you can get half of those customers to buy one more thing for
you for $20, then you double your revenue. Now here's a key insight for you.

Getting new customers is the hardest, least profitable, but easiest thing to conceptualize.
Increasing purchase size and purchase frequency is actually the easiest thing to do. It's the
most profitable thing, but it's the hardest to conceptualize. So, I'm going to get a little academic
on you here for a second.

Forgive me, but I want to define for you a cognitive bias. I've made a study of cognitive biases
and logical fallacies. Because I realize that the way I can grow is to quit being my own worst
enemy. So, if I stop doing dumb things, then as an automatic byproduct, I tend to do better.

Most people focus on trying to do better things, but then they have blind spots that keep them
stuck. So, processing fluency, that's what this is. Processing fluency is a cognitive bias in which
our liking of something is directly linked to how easily our brains find it to think about mentally
process and understand it.

We tend to prefer things that are simple to understand. So, this is processing frequency. Every
business owner understands if I want to make more money, I put more people through the door.
That's easy to understand.

It's harder to understand that if I can slightly increase percentages of price and slightly increase
repeat business that compounds and that has an exponential return, even though the effort is
largely the same. And in most instances, it's actually easier. Now I want you to think about this
concept for a second in action, very specifically.

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Forget cognitive biases and all that jazz. The easiest way to sell at a higher price is to sell to
people who already bought from you at lower prices. Why do you think that is? I mean, it's
obvious, isn't it?

If they got some result from you at a lower price, then they are more likely to give you the
benefit of a doubt that they can get another result from you even if the price is higher. If you
exceeded their expectation at a lower price, then they know that they got a better deal from you
than what you charged.

So, even if they don't give you as good of deal this time, it's still advantageous for you to invest
because you'll probably get a better deal than the money you spent at a higher price point. Then
there's trust involved and there's all sorts of stuff, reciprocity, etc. The easiest way to sell at a
higher price is to sell to people initially at a lower price.

It's harder "to sell at higher prices to a complete stranger", at least it fills that way. So, I don't
want you to fight that at first. After a while you'll discover that it's just as easy to sell out a higher
price to a stranger as it is to somebody who is a customer of yours. Or it's almost as easy I
should say. But for now, let's just assume that it's true.

That it is harder to sell at a higher price to a complete stranger. So, we get them to buy at a
lower price and then we graduate them to a higher price. The other thing about this is you can't
sell something else to someone unless you first sell them something. So, I'm bringing these
things up because two thirds of that ways of growing your business involve the backend.

Selling at higher prices and selling more often to the same customers. So, the focus is on the
backend. Now I get it depends where you're at. When you're starting out and you have no
existing customers, then there is no focus on the backend. The whole focus is on the frontend.

But here's the weird thing about humanity is we tend to start something and continue in the
same direction without change. We're creatures of habit. So, when you start a business and
you're just generating new customers, it's hard for you to stop that once you get in the groove of
it.

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So, I always look at it like this. Once you're starting out, your focus should be mostly on new
customers. 80% of your attention on new customers and 20% of your attention on existing
customers. So, setting it up so when you have new customers, there's a path for them becoming
existing customers.

Even if it's not another product yet on the backend, there's at least something that you're
anticipating some sort of graduation path if you will. But most of your time will be spent on new
customers. But once you start getting new customers, then you should flip this. Where 80% of
your focus should be first and foremost on existing customers and then on new customers.

For the first couple of years I was in business, I would create products only for my email list. And
then after I successfully launched them to my email list, would I then roll them out in public to
get new customers. What a wonderful model. Because if I didn't win with my existing customers,
I knew I would lose for sure with new customers.

If I won with existing customers, it didn't guarantee I'd win with new customers. But it didn't
matter because the product was already done and I already got paid for it. And in most cases, I
would win with existing customers and then see new ways in which I could improve the product
for the masses or for strangers.

So, I would use my existing customer base to inform me where to go to get new customers. And
that's the beauty of it. Now let's talk about incremental versus exponential growth. Incremental
growth looks like this. You focus only on one of the three ways to make money. New customers
increase transaction size or increase purchase frequency.

One thing, you work on it really hard, you probably get a small increase. However, if you can
slightly increase two or more areas simultaneously, it's amazing how you can exponentially your
returns. So, I was talking with my friend Dr. Allen Bernard who pretty much is the point now for
what's the theory of constraints.

Theory of constraints, there was a book written called The Goal that sold millions of copies. And
then Dr. Allen became really good friends with the author. And then when the author passed

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away, Dr. Allen kind of took it over. And Dr. Allen was telling me the story one day when he was
working with a major publisher.

We're talking a multi-billion dollar per year publishing company. One of the big five at the time. I
think there's like two or three now. And this new CEO was aboard and he needed to increase
revenue by $1,000,000,000, from 1 billion to 2 billion. And Dr. Allen asked him how he is going
to do that.

And he says, "We're just going to get twice as many customers." And then Dr. Allen kind of had
to explain to him that there wasn't that many people in the market to exist. And so, what he'd
actually done was he told them, "If we can increase two things, what all's he had to do was
increase ever so slightly the price per purchase of a book by 10%.

So, a $22 book became a $24 book. And he says, "Then all's we have to do is decrease the
incentive that we give to these places like Barnes and Noble and such, and we could peel back
6% over there." He showed him just on increasing those two small things, they could double
their business. It was crazy.

And he didn't believe it until you broke out the numbers and sharpened them up. So, if we can
get only just a few more customers and we can get them to increase the purchase size by a few
percentages. And then we can get a few percentage of those customers to buy other stuff on
the backend.

It's amazing how slight adjustments can create a massive result in terms of increased revenue.
So, I'll give you an example. Say you have 100 customers who on average spend 10 bucks with
you once, revenue's $1,000. If you can get one third of those customers to buy one more thing
for you at $50, you've just made $2,650 in revenue.

So, we would just need 33 more customers out of the 100 on the frontend to buy something at
$50 and we've almost tripled the business. In other words, a new customer, a $10 customer is
now a $26.50 customer. Every customer that you once got for $10 is now worth $26.50 to you.

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So, any effort you put into getting new customers is also going to result in you getting three
times the value nearly per any new customer you get. So, you can either get three times as
many customers or you can get one customer and get three times the value nearly. Existing
customers, here's what I love about them.

They're the easiest to reach because you should be automatically adding them to your email list
when they purchase from you. They're also most receptive to your emails because they don't
want to miss product updates they just bought. Easiest to serve further because you know what
they now want based on what they previously paid for.

They're also the easiest to refer. So, existing customers can be leveraged to get new customers.
The best way to get new customers is often through existing customers, through referrals with
some of them becoming your affiliates, through them opening up opportunities and doors for
you, making connections, etc. Our attitude has to be get it going then get it right.

Story time for you. In 2007, when I started in this business, digital marketing technology sucked.
It was terrible. There was no AI. There was artificial stupidity if there was anything. I had no idea
how to protect my downloads or automatically add buyers to my email list. And thank God I
didn't let that stop me because I probably would've never gotten anything out the door.

I did understand at the time that money loves speed. So, here's what I did with the first product
that I ever published. I created the product. I had them buy it through PayPal. After they
completed their purchase in PayPal, I had PayPal redirect them to an unprotected webpage.

That anybody who copied that URL and pasted it anywhere in the wild would allow anybody to
have access to my product. It was not protected. The only protection it had was a weird URL
that you probably couldn't guess. That was it. But on that webpage, on that download page for
the first product that I ever created, I did something that ended up making me hundreds of
thousands if not millions of dollars.

I put an email opt-in form on that download page with a message that went something like this.
If you'd like to get future updates for this product for free, put your name and email in below.
That was it. That's all I put in there. Nothing more to it.

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Now here were the results of that. My product, while I'm protected, still made me money. My
product, while not automatically adding people to my email list, still added a decent chunk of
them. I would guess 50 to 60% of the people who purchased my product actively opted in to my
email list on the download page.

But here's the best part about this whole process. The product was launched, it made me
money. It put a bunch of people on my list. And then I could go to that list and sell more stuff and
serve more people. So, I didn't let some of the things that were imperfect get in the way of me
being done.

Done is better than perfect. And you can swing back later and improve those things than I did.
But here's what's really great about this. The next product that I ever created with one email and
a push of a button, I made several thousand dollars because I already had an audience for my
second product.

The first $30,000 month I ever had in this business, I only "had 3,000 subscribers" on my email
list. That was it. It just so happened all 3,000 of those subscribers were buyers. Now, most of
them had only bought small ticket products. I mean, all of them at that time only bought small
ticket products from me.

You don't need much. You get 3,000 people to pay you $4. You can launch a couple more
products to those same audiences. And pretty soon that stacks the paper quicker than you can
imagine. And of course, again, you can raise the price and you can be more specific just to your
audience. And you can do event-based marketing.

We'll talk about that here in a little bit. My first affiliates who promoted my products all came from
my customer list. We are largely considered the best affiliate managers in this space. We know
how to manage affiliates and get them to produce massive results promoting our offers.

And we know a lot of smart stuff now. We know how to recruit affiliates. We know how to get
affiliates to be engaged. But when it started, here's what happened. One of my buyers emailed

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me one day and he said, "I really like your product, Jason. I also have an email list of
customers."

"I noticed you didn't have an affiliate program. Do you actually have one? Because I can't find
one. If you don't, would you consider setting one up? I want to promote you." And that day I set
up an affiliate program. I said, "Hold on a second, let me get right back to you."

And I got back to him and I said, "Here you go." One of my first affiliates was named David
Thompson. I wonder what ever happened to David. But David promoted my product and he sold
so many copies of the thing. It was insane. And I'm like, "Wow." The first year I was in business,
I never actively recruited an affiliate.

I would just occasionally get a customer who purchased from me who would become my
affiliate. And that just kept compounding. Now, you may be in an industry where there is no
affiliates. You're not going to get that. I totally get that.

There's other ways you can stimulate it on email follow-ups where you can say, "Hey, listen, did
you know about this concept where you refer somebody and I pay you? Here's what it's about."
You can do all sorts of stuff like that to stimulate it. It's amazing what your customer base can do
for you once you serve them and help them out.

But my approach is really simple. Create a product specifically made for my existing customers.
Sell it to them and make a bunch of money. And then if it did well, I would roll it out to the rest of
the world and try to get new customers. That was it. That changed my whole life.

First 13 months I was in business that's all I did. I obsessed over my email list. What's a new
product that they would want? Let me launch it to them first and then I'll figure out how to market
it to everybody else after that. The biggest trap when you're starting out is you have to focus
completely on new customer, new customer, new customer.

Most marketers go far too long before they make the switch to first serving existing customers
and then using that to get new customers. So, a big concept that we're going to talk about in
today's session is digging your well before you're thirsty. I know I'm going to teach you things

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today that most of you, it's not applicable for you right now currently in your journey and in your
business.

But my hope is that you will now see what's beyond the horizon, so you know what to work
towards. And use this as an incentive to get there sooner rather than later. Or at least not
overlook the opportunity if you happen to arrive at it. Because I see that happening all the time.

There's four factors that really make the difference for backend success. It's email marketing,
event-based marketing, strategic leverage and premium pricing. These are the four things that
you have to focus on if you really want to be successful. The good news is these also lend
themselves very well to frontend too.

So, there's more than one use for them. But a majority of our training here today is going to be
focused on these four concepts. E-mail marketing is not dead. In 2023 as I record this right now,
email marketing still gets the biggest ROI both on money spent and time spent as a marketing
activity. Doubly so in the information business.

There's nothing better than email by a long stretch. And I could trot out stat and I could cite
reference to prove it to you, but you either get it or you don't get it. There's something valuable
about email that still is the most personal form of mass communication that doesn't have
limitation based on the media.

So, text messaging is more personal, but it's got a limitation. You can't do much with the media.
It's small. It's bite-sized. E-mail, you can go long form, but it's still very personal. And people are
very receptive towards being marketed via email. They're not as receptive via text.

And social media is like a noisy nightclub. Yeah, you can market there, but it's not personal.
Even if it's to a person who knows you, it's still not as personal as the email inbox. Now let's talk
real briefly of why customers quit, why they quit buying from you. Death, that happens.

The more I do this, the longer I do this, the more I've unfortunately have customers who've
passed on to the next world. I think about them very often. We all have a certain limited time in

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this plane and then we move on. And that's a small percentage of your customers, a very small
percentage of your customers that happens to them.

Some of them switch to a competitor, although very, very, very few of them do. Most often they
don't switch directly. They will buy from you and a competitor. Consumers are not monogamous
and I like that. If I'm one of 10 people that they buy on the subject to try to get an answer and
they don't care which of the 10 give them the answer, fine with me.

I prefer customers be promiscuous and buy from a multitude of sources and then compare them
because I feel like I win. The more that they buy for my competition, the more I win. Because
the more they can compare the value they get from them and the value they get from me. I also
win if they are of the state of mine to buy multiple things.

Because then I don't have to be the one and only thing that they buy. That's too hard. I want to
be one of seven or eight things that they buy. That's a lot easier. And so, it doesn't very often
happen where somebody switches to a competitor and quit doing business with you. No further
need. This will happen over a long period of time.

It's a customer lifetime value cycle. So, it can happen, but it takes often time, months or years.
Now there are exceptions. There are a few products like how to determine the sex of your baby.
Once the baby's born, there's no need for that product anymore. So, we try to avoid those types
of niches eventually.

At the start, I don't care. Get paid and learn the model. Learn and earn at the same time. But a
lot of the businesses you end up being in, I mean ask a billionaire if they need more money and
the answer is yes. Sometimes customers will quit because they're dissatisfied with you.

And that happens, but it's very small. If you combine all of these together, it's a fraction of why
customers actually quit. And that's perceived indifference. I didn't even say actual indifference. I
say perceived in indifference. Customers will leave you because they think you've left them first.
Oh, he doesn't care about me anymore, so why would I give him my attention?

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It's very much like a relationship. So, perceived indifference is everything. And this is why email
marketing is also so effective because the most important email marketing principle is consistent
frequent communication. That's how you counteract perceived indifference with consistent and
frequent communication.

Here's the sweet spot for email list. You want your email list thinking all's he does is obsess day
and night on what I need and how he can help me get it or how she can help me get it. That's
what you want your list thinking. Now, I've done this really well for years.

I've also been at the game for 15 years. So, sometimes you burn out after a while and you
screw it up and then you go back and fix it. I've had to go through that cycle and that journey
more than once. But this is when I have done the best work ever.

And helped the most people and made the most money is when my audience was like, "Whoa,
he's really thinking about what my challenges are. And he's doing everything he can to help me
get over my challenges." So, part of that is being frequent. At the very least, once you get a
customer list that you have on an email, you should be mailing them at least one time per week.

Much better as two to three times a week. If your emails are good, you should be sending four
to seven a week. It's easier now to create email than ever before with the assistance of AI.
Notice the emphasis on the word assistance. The AI can give you the 80% of your email that
only matters 20%.

But at least from a content perspective, it fills in 80%. So, you still need the big ideas. You still
need the insights. You still need to know your audiences. You still need to put your personal
stories in there or ways in which you can create connection.

But a lot of the in between content, the heavy lifting is done for you now if you use AI. I would
love to email every single day. I used to, but it's hard. So, at the very minimum, one time per
week. Ideally two to three times a week once you get good communication. Here's the challenge
people have with this.

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They say, "Well gee, that's going to be annoying." And I agree. It's annoying if it's not useful. But
if it's incredibly useful to you and I deprive you of it, how would that help you? It wouldn't, would
it? And so, as long as it's useful, you can never be too annoying to the masses.

Now there's always an idiot. I mean, 3% of people in a random sample of a population are going
to be anti-social. They're looking for a reason to get mad at somebody. It's eventually going to
be you. But the other 90% by and large, they're going to be grateful that you are there to give
them insights and value.

And as long as it's good, there can't be too much of it. So, at the very least, once per week,
much better is two to three times a week. When you have a promotion, you should email every
single day until the promotion is over. So, if there ever was a time to email consistently, it's
during a promotion.

And I know that that sounds ironic. Because you're like, "Wait a second, Jason, you're telling me
that when I'm selling something, that's when I should absolutely email the most?" And I'm like,
"Yeah, of course." And I'm telling you as customers. So, I'm teaching you this thing.

It's like teaching you how to do surgery while I'm performing surgery on you. But I'm telling you,
here's why this is great. Why do you think people get on your list in the first place? They get on
your list to get solutions to improve their life. Most people understand that they need to pay
money for the best solutions.

So, people get on your list fundamentally to find ways to give you money. That's my belief. For
the same reason that once you go shopping for clothes, they don't say, "Okay, well we need to
build value and nurture our relationship before I sell you this t-shirt of these pants." People are
looking for ways to spend money to get better results than the money in their pocket would allow
them to keep.

That's what they want. They want a better result. So, when you're promoting it, you should allow
them to understand that if this is right for you, you got to pay attention for it. Now we use
event-based marketing, which we'll talk about in a bit, to help people understand the importance
and value of what you're offering and really focus their attention.

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Otherwise, the average customer is ADD out their ears. They're looking at 15 different things
simultaneously and they're highly distractible. So, we want to safe proof them from getting
distracted from the things that can truly help them. This is why we want promotions that are solid
and consistent.

See, the problem with infrequency and infrequent communication is when you do have
something powerful to sell. If your audience is only hearing from you once in a while, you got a
problem. If your communication has been infrequent and then you decide to become frequent
when you have something to sell, there's only one or two outcomes.

You either have to them off to make money or you have to make them happy and lose a bunch
of money. That's not preferable. Neither one of those results are good. But if you are used to
consistent frequent communication with an email provider, it's not that weird when that is
frequent communication via a promotion.

You're like, "Yeah, they email me all the time. Sometimes they have stuff for sale, sometimes
they don't. But they're always showing up." And so, that's not weird. And so, they're more
receptive and open to that. So, if your list is used to hearing from you frequently, this issue is
moot when it comes to promotion.

So, think about that. Here are the email components that will allow you to create really good
emails that foster deeper connection with your audience and also are persuasive that make you
more money. The components involved in email, the most important is the from name. People
determine what emails they open first by who it's from, more so than any other factor.

So, we have to keep that in mind. The idea is if you create good products that people purchase
from you. And they have these aha moments and these transformative experiences, than for at
least a short period of time until otherwise proven wrong, they're going to want to open your
emails. So, who you are is the most important thing related to their customers and whether or
not they will open your emails.

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Second thing is the subject line. This helps somebody make a snap decision to open an email
instead of skipping it. I generally like to write subject lines that are conversational. And they look
like the subject lines that your friends and family would send to you, more so than marketer
subject lines.

And we'll talk more about that. The body copy is, I'm a fan of more words instead of less.
Because it's hard to make a point in 50 words or of 100 words even. It's really incredibly
challenging to gain insight and be pithy at the same time. If you're making an offer, then you can
have multiple calls to action.

And you should tend to lean towards longer emails as opposed to shorter emails. And then calls
to action, you should always have a call to action in your email. Whether it's, go here to buy this
thing, or whether it's think on this idea or whether it's write this down in your journal or
something like that.

There should always be specific instruction to tell the reader what to do after finishing reading
your email. If you're on a lot of different marketers' lists, and I know most of you are, what you're
going to discover very often is a pattern. So, in any niche, most marketers are going to use the
same examples. They're going to tell the same general clichés.

Tell me if you've ever heard this one. Before Roger Banister, everybody thought the four-minute
mile was impossible. And then after he did it, all of a sudden everybody noticed they could run
the four-minute mile. It's like, Jesus, if I have to hear that as another cliché example to prove a
point again, I'm going to punch a hole in the wall.

So, blah, most of the emails are of similar links. They mostly promote the same way. They
mostly use the same language. We win an email mostly by being different than everybody else.
So, we want different examples. We want different links. We want to vary our links.

We want to promote different things than what they're normally used to seeing. And oftentimes,
in slightly different ways. And if we can use our own language instead of using everybody else's
language better still. Unique equals you. You are the X factor of success and email and you
being your personality as long as your personality can show through.

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But most people when they write emails, they leave their personality at the door and they copy
each other. And they say, "Well, this is good email marketing principles. And so, I will adhere to
them at the expense of putting any personality whatsoever my emails." And then they lose. See,
people don't want a stranger in their email inbox.

See, what you want to do more than anything else is infuse your personality into your emails.
This is why you can take AI and just crush everybody else with it. Because AI will give you the
filler content, the actual specifics or the actual instruction. And all's you do is in between the
procedural stuff, you use your personal stories to frame the lessons.

You take strong stances based on personal beliefs on issues. You talk about your weaknesses
too. It humanizes you. It makes you more relatable. The reality is with email, you don't downplay
who you are. If anything, you tend to exaggerate it a little bit for effect.

To take your 3D personality and put it in a 2D media, which is email, you have to exaggerate it
for effect a little bit. So, I'm pretty ADHD, but I try to exaggerate it for effect so you can truly
understand how absolutely insane I am in my own head. I've talked more about it for the years
and it's only benefited me.

Some of the struggles that I've went through and some of the traumas that have occurred to me,
especially in my childhood when I was a Hari Krishna Monk and all of that stuff as a result of the
trauma. And the more I talk about that, the deeper the relationship I have with my audience. And
then I tell a lot of personal stories. And I don't apologize for who I am.

I try not to deliberately offend because I think that's a poor long-term strategy. Some people use
that. Not my cup of tea. But if I believe in something, I believe in it and I let you know about it.
And the rest of it I could teach you the same thing everybody else teaches you. Easy to do,
especially with AI.

This is the difference though. It's not the content, it's the person and who they are that's giving
you the content. In most markets, you can run circles around everybody else with email

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marketing, just understanding these few basic principles. Now, when you combine email with
event-based marketing, this is game over.

This is gas, meat, fire equals explosion. Event-based promos, an event is something that is
occurring in real time where your audience feels active in its participation. Let me break the
fourth wall for a second. Hopefully, you appreciate that I'm using the same format and structure
on you that I teach you in product eClass.

If you've noticed, we define the four critical elements of backend, haven't we? E-mails one of
them. Event-based promotions are another one. There's two more components left. So, those
are the four critical elements. Notice how I define each element before I teach you how to use it.

So, this is a definition right here. And then I will give you specific how to and what if. On your
second pass through this content, just observe that. So, I use what I teach. So, event-based
promos are an event. An event is something that's occurring in real time where your audience
feels active in its participation.

The word new is the greatest angle you can put in your marketing. Something new that is
occurring. This is why they call it the news, not the olds. So, a new event with a new product is
so powerful from a marketing perspective that it's hard to overstate the value of it.

It's the double new. It's new squared. Not only this is a new event that nobody's experienced
before that's going to unfold in real-time, but it's for a new product. Wow. This is why when
Apple launches these keynotes on the new iPhones or whatever the case may be, that's why
they're so incredibly powerful.

Now, let me give you the simplest effective event that you can use via email. It looks something
like this. Day one, something new you're launching tomorrow. There's going to be a special
introductory price. Day two, you reveal what it is that you're offering, where to get it and why
acting before the end of tomorrow gets you the best deal.

Day three, the offer expires by the end of today. This is the last time that you'll be able to get it at
this special deal. And oh, by the way, here's some of the people who've already gotten the deal

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and what they've talked about. And or this is what I've noticed in between sending you the email
yesterday and sending you the email today.

Some new insight or some new wrinkle or something that occurred or popped up in between
that really brings home the value and the point of what you're talking about. Three emails. One
to set up the promotion and two that are promotional. That's how I started back in the day.

Tomorrow I got this really awesome product that's going to be released on blank. Because
you're an email subscriber of mine, you get the absolute best deal before I show it to anybody
else. However, it's not a good deal if it's always available. So, it has to be limited in time.

I'll talk to you more about it tomorrow. But I'm giving you the heads up today just so you're
prepared for it. And then you could put whatever else you wanted in there about why it's
amazing, why it's awesome, why you created the product. And then the next day you can launch
it.

You can say, "Remember yesterday when I talked to you about blank? Well, I'm so excited and
proud to finally debut it in front of you. And just so you know, you can go get it here. But it's only
available for a special time. Here's what it's about." This is such a simple sequence, but it's so
effective.

It's the first sequence that you should master. And there's a lot of psychology behind this. The
day one, people want most what they can't have. That's an important persuasive principle for
you to understand. And so, we tap into some of that.

Here's this product, you can't buy it. Here's why it's amazing. But it's done under the service of
I'm giving you a heads up because it's going to be a special deal. And then there's scarcity. And
scarcity is the most important persuasive tactic that you can use with some good reason why
because I told you, you're customer of mine, you're previous customer, you're on my email list.

That's the simplest reason you need. And then it's just two emails. So, it's not overwhelming to
you to manage and to perform. So, you can start there. And then if you want to experiment it, it's
your business, your rules. You can make it a four-day event.

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You can make it a five-day event. You could do a flash launch and not even give him a heads-up
that it's launching tomorrow. You can play with this. And it's good that you vary and mix it up
over time so you don't become predictable in your marketing, which is a sin in all of marketing is
to be predictable. My hope is when you do this over time and you get more competency towards
this style of marketing, then you tap into what I consider the most effective event that I could
teach in mass to you.

The most effective event-based marketing is a promotional sequence that promotes a webinar
on the internet. So, day one, day two, day three, one hour before the webinar starts, send them
to a registration page. So, actually, we usually send four emails. So, say the webinar's occurring
on a Wednesday.

Monday, I'm going to send an email. Tuesday I'm going to send an email. Wednesday morning,
I'm going to send an email. And Wednesday, right before the webinar starts, I'm going to send
an email. And we're sending them all to a registration page. And again, nothing for sale yet.

And people are learning about an event. I want somebody, even if they opted in day one to the
webinar, to still see day two and day three. Because I'm giving unique and different reasons,
both from a negative and positive aspect as well as from a curiosity mindset of why they should
attend this event. And then day four, I send them to the replay.

Day five, replay. Day six, one in the morning, one at night, sending to the replay of the webinar
and then close the offer on day seven so nobody can buy it. Boom, just like that. Now you can
fancy this up. You can do more with this. Get complicated if you wish.

We do that when we're in big promotions and there's a lot on the line. But in general, something
like this is really eight emails because you would mail twice on day three. So, one, two, three,
four, five, six, seven, eight. One email a day, one email a day, two emails. One email a day, one
email a day, two emails on the final day.

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And this is the easiest way to do webinar promotions. I always laugh because so many people
email me big names and they're like, "How do you promote your emails, Jason, or your
webinars?" This is how we do it. Something like this. Now this has a lot of moving parts in it.

So, I don't expect most of you to leap and jump to this yet because you know still got to do the
webinar. There's more than one page involved in. This isn't just a sales page. This is a sales
page, a replay page, a registration page, and a thank you page for a registration for the webinar.
But this is what you should move towards over time is an event like this.

But don't start there. Start with the first event where you just email three days. Day before the
launch starts, day of the launch, day after saying the launch is closing tonight. And then add
another one in there. And if you want to add some more steps in there in between, go for it.

Now, from a technical standpoint, if you need help with how to do email marketing, we'll have a
bonus on how to use Kartra in the members' area for you for product eClass. We use Kartra as
our interface to send out all of our emails. And so, it's pretty easy these days. It used to be a lot
more complicated than it is.

Now let me give you a couple case studies. So, the first webinar I actually ever did, and the
webinar's less important than the idea of you understanding what's going on here from an
event-based marketing perspective. I created this product called the Internet Marketers Guide to
Time Management.

Now, let me give you a little insight just on that alone. I hit this stride early on in 2008 in my
career where I was a productivity machine. And my email list would write to me occasionally.
People on my list saying, "Jason, how do you get so much done? What's your secret?"

So, this right alone shows you the power of existing customers is they will ask you and they will
inquire and they'll want to pay you. And they'll try to get you to create things so they can pay
you. And that's where this product came out. Internet Marketers Guide to Time Management
was because my audience had just seen me be super productive repeatedly for a long period of
time.

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And so, what better credibility to launch to a list than a list that has seen me be productive. So, I
don't have to convince them that I know a thing or two about time management. So, the first
email goes like this. I'm doing a webinar tomorrow. This is the first webinar I ever did by the way.

I'm doing a webinar tomorrow. If you show up, you're going to get the recording for free.
Otherwise, you'll pay $37 later. I basically told my email list, I said, "I want to try a webinar out.
I've never done it before. But I think it'll be super valuable. So, the next product that I'm going to
create, I'm going to do it live on this webinar."

"If you show up, I will give you that product for free. If you don't show up, you'll pay $37 for that
product later." So, I send this to my email list. And then I email them one more time the day of
the webinar saying, "I'm doing the webinar live today. It's your last chance, sign up and show up
and you get it for free."

"Otherwise, you'll have to pay for the recording later $37." Then I do the webinar that night. Day
three, I come back to the email list and I say, "Here's how the training went. It was amazing.
These people said it was fantastic. It was great. They showed up, they got the product for free.
Unfortunately, you weren't there. Now I'm going to sell it for 37 as I said I will. But I'm going to
give you a second chance discount, 27 bucks, but you got to buy before the end of tomorrow
night."

And then day four, same thing. Last chance to get in before the price goes up to 37 at midnight.
Now here's fascinating about this. This was the biggest aha moment I had in my business at the
time. More people bought the product than got it for free. Wow. Why do you think that is?

This was one of the lessons that I learned that people want to pay for things. If it's just merely
free, there's often not an incentive for them to pay attention to it. But I also learned that when
you roll out campaigns like these where you're directly feeding it back to the audience in
real-time, what's happening. There's a leverage here that you can't get with any other
marketing.

I told my audience that I was going to create this product in real-time, and I did. I told my
audience that they'd have to pay for it later if they didn't get it for free, and they did. Then I gave

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them a second chance because I loved them. It wasn't as good as the first chance. They didn't
want to miss again.

You miss something once, meh. You miss it twice, God, you got to really question your
seriousness. And that's when I got this, aha, how powerful events were. Because I can't do that
to a cold audience. Because A, I'm not showing them how good I am at a thing by
demonstrating on a daily basis, which I did here with the productivity.

And B, I can't feed back to the results in real-time what's going on with my market. So, I'm
feeding them. These people that showed up, they said they loved it. You didn't show up. You
missed it, sorry. However, I will give you the second-best deal. Do you want to miss that again?

And they were like, "No, no, no, no, no, no, no. You were serious, Jason. You're right. I'm sorry I
screwed up. Here's my money." So, this is you interacting with an audience over a certain
specific period of time where you're feeding the output back into the next input. This is why this
type of marketing cannot be matched.

Now it takes a little bit more energy. I'll absolutely grant you that. But the results are so
phenomenal, it's worth a little bit of extra energy here. And then you can rest longer when it's
said and done than you would normally have to rest. And that's kind of how it went.

Now it didn't work exactly. I'm giving you the high-level view. The map isn't the territory. I don't
think I mailed it. Because I pulled these emails up recently. We went all the way back and found
them. And I noticed that there was not exactly a preciseness of day one, day two, day three, day
four.

I did the event and it took me two days before I emailed the list again. I'm not perfect. You don't
have to be perfect either. As long as you don't have precise deadlines specifically mentioned
from the onset, there's a little bit of this that you can finagle. But more important than the
specifics is this general guide that you see here.

How in real time you're unfolding something that they're co-creating with you as an experience
versus most marketing, which is unilateral. You tell them what to do and either they do it or they

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don't do it. This is so important, so powerful. Here's another case study for you, copy eClass. I
say day one, my first email I sent out.

I said, "I'm thinking of trying something new, teaching via series of webinars. I'm going to start
with just 14 people. It's my most expensive training yet. You interested?" Day two, oh my god,
yeah, a lot of you were interested. So, I decided to do it and I'm going to open it up tomorrow.

I'm only taking on 14 people. So, remember, if this is something at all you're interested in, be
ready. Day three, oh, huh, I sold out so fast. I let you know about it and it's already sold out. So,
I'm not going to talk about it again. I thought I'd have to mention it more often, but nope, I didn't.

So, it's closed. So, when it's finished, I'll have some recordings for you. I'll let you know about it.
But for now, I'm just going to focus on teaching my students. So, then I went later on and sold
the recordings for pretty much the same price. Had tons of proof because I had existing
customers with results.

And my audience had already missed out on once, so I had leverage. But what I'm doing here is
something I see happen so very rarely that I hope you pick up on. Oftentimes for these
campaigns, especially when you're starting out, they can be as simple as I'm thinking about
doing X. If I were to do X, would you be interested in all in it?

Let me know. And then if they're not interested, I move on. If I don't care if they're interested or
not, I can still do it. If they're super interested, then it moves up the timeline for me to want to do
it immediately. But I'm feeding it back to the audience as fast as I possibly can.

I'll give you one more. This one was fascinating. I got paid $125,000 by Joe Polish. He hired me
for five days of consulting. And then he wanted me to do that five days of consulting on sales
calls that were recorded that he could train his team with. That was the whole premise of why
we did this.

Now, I proved that to you with this linked article that was written about this whole campaign. But
here's the campaign, and I wrote a majority of this. I ghost wrote for Joe and it went like this. So,

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the email, we send an email out to all of his lists that he has. And the subject is, I've never done
this before.

I'm emailing you because you are not signed up for the Genius Network annual event. So, more
context for you. We were selling a $10,000 ticket to a seminar. So, Joe has this thing called
Genius Network annual event, and it costs $10,000 a person to attend the seminar. So, he says,
"I'm emailing you because you're not signed up for the Genius Network annual event this year."

"And I'm thinking you might want to come. And in order to see if it makes sense for you, I first
want you to read the article I just co-wrote with Jason Fladlien talking about how to serve the
best, most profitable customers in your business link. What I haven't done before is what you'll
see at the end of the article"

There you'll have the opportunity if you qualify to get on the phone with Jason and I for a sales
call. The purpose though isn't just to sell you on the live event. Even if you don't sign up for the
live event, it'll be valuable for all involved. It'll still be valuable for all involved."

"Again, the proper context is first needed when you read this article here, link. No, we are only
doing 60 of these calls, so check it out right now, right here." So, lots of stuff in that email. We
don't need to break down the finer points of it because it's probably not important that you
understand that.

Like me using a lot of curiosity, as I talked about before, creating that conversational tone. I'm
not hard selling here, not at the beginning. Just kind of like, "Hey, listen, I think you might be
interested in this. We got something new that's never been done before kind of a deal." So, we
sent them to an article that goes like this.

Now, in the slides, you'll get the whole article. I'm not going to read it for you. But I'll give you
some of the highlights. So, the article is called Producers and Parasites. In business, you run
across two types, producers and parasite. Then we describe what a producer is, then we talk
about what a parasite is.

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And then we talk about the difference between the two and why they're so important. And why
you should attract customers that are producers and repel customers that are parasites. And
then if you're a producer, the best place you can be is surrounded by other producers. And so,
the best way you can also attract customers that are producers is being a producer yourself, a
specific type of producer.

And then you still have to know how to sell for producers. And so, we talked about that. We
positioned that and then we talked. We basically made people say, "I'm a producer. I want to
hang out with other producers because I know how powerful that is."

"And I want to understand how I can take the insights and then send that to my own customers
to get more producers from them." And then we have them book a phone call. Phone call asks
these questions. Do you or your business generate more than half a million per year?

Do you currently invest more than 10,000 per year in training info products? Are you available
on this specific date, the date of the seminar? Are you open with sharing your own wisdom to
help other entrepreneurs at the annual event feels right to you? Would you be in a position to
sign up by the end of our phone call?

So, that was the thing, and then they scheduled it. The close rate on this was stupid, and
insane. I can't remember what it was. Something like 70%, 80%. And we got on the call and we
sold these people $10,000 tickets to an annual event. It was fascinating. But the whole thing
was a campaign.

Hopefully, you understand that. And we were able to work with the audience. And we sent out a
couple of other emails. And we could talk about what we were learning when we were on these
calls. But most of the people that showed up, they were already sold before the call. They spent
the call just wanting to talk to us.

That was the majority of our "sales calls." I'm already in. Can I ask you a couple of questions
since I got you? Of course, you can. Sign up first and then we ask your questions. That's kind of
how that went. The other beautiful thing about having an email list is you have strategic
leverage.

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So, an easy way to make a deal with somebody in the future is to use some of the other
strategies we've taught thus far in product eClass and will teach. When you go to somebody, I'd
like to create a product with you. When the product is finished, we'll immediately promote it to
our 40,000-person email list.

There's something about that, can't you see, that makes it very powerful. And the other beauty
about email is it allows cross-promotion. So, you can send email subscribers to your other social
media properties. On those other social media properties, you can have ways in which people
can join your email list. So, I'll give you an example of this.

I don't think we send out this email anymore, but we used to. This would go out to first-time
customers. So, we would set it up, so anytime somebody purchased something from us for the
first time and they were not in our system previously, it would trigger this email out. We're
currently working on a new email.

But the email that we used to use was this, "Hey there, in the preview of the email was a special
message for first-time buyers. You're getting this email because based on our records, this is
your first time buying something from us. Woohoo, welcome to my family."

"My name's Jason Fladlien. My business partner Wilson Mathis and I co-founded blah, blah,
blah. Today I just want you to know a few things about how I'd like to interact and serve you
going forward. First, email is my preferred method of communication. I like to email often. I air
on the side of giving too much, not too little."

"This doesn't mean I like quantity over quality. I do both quality and quantity. On average, expect
about three to four emails a week from me. If that's too much for you or it becomes too much,
you can always unsubscribe here or at the link at the bottom of all my emails. I believe I have to
earn the right to stay in your email inbox."

"I plan on doing that by providing you more value when you open up my emails than you're used
to getting from any or even every other marketer whose list you're on. In fact, I suggest you

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save my emails. Because a great way you can learn about email marketing is to observe how I
do email marketing."

"Hint, it's different than most up to the minute. I love marketing automation. Technology's pretty
cool as well. However, I don't do much of it when it comes to email. Knowledge is power and
change happens often in our business. I like to break the news and give you first mover
advantage."

"Consider me your eyes and ears on what's going on in this ever-changing landscape of the
internet. On rare occasions, the email you'll receive will not come from me, but from my
business partner Wilson Matos. Here's why." And then we explain that.

And then I say, "Our support is your new best friend." And then I sell the support and then I say,
"Do you YouTube? From time to time I post some really killer stuff for free on YouTube. I hardly
email about it, but there are videos there from $30,000 mastermind groups and other powerful
trainings."

"If you don't mess with YouTube, don't sweat it. But if you're on there anyway, subscribe to my
channel. Just click here. That's all for now. Stay tuned. I got more cool stuff in store." So, this is
like that welcome email.

It sets the expectation right up front. It differentiates and it cross promotes other media
properties. So, you can do things like that. You can stimulate word of mouth. So, when I first
launched the book One to Many, I published it on Kindle and I did a little promotion to my email
list.

And one of the things that I did was buy one for others get a free bonus. Because there's a thing
that you can do where you can say, buy for others, give as a gift, or purchase for a team or
group when you're purchasing Kindle. So, I taught my audience on that. The idea was I was
getting my audience to buy to stimulate Amazon's search engine.

So, the more Amazon buyers you have, the more you're going to get. Because they start to
make your book more prominent to other users on Amazon who are like the users who've

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bought your stuff. So, I sent an email out. This is one small section of the whole email, but
campaign. It was a multiple-day email campaign.

But one of the emails says, "So, here's the deal. If you buy a single copy and write into support
with proof of purchase, I've got a bonus for you on how to get traffic to your webinars. If you buy
more than one copy using the buy for others button, then on top of the webinar traffic bonus, I'll
also give you the transcription to the close of a pitch I recently did that generated over $3
million."

"I believe it has the best closes I've ever used. Closes you can copy and use as well. Grab the
book on Amazon now before the price goes up tomorrow." So, what we did originally on the
Kindle version of this book is we launched it for $1.99, which is the cheapest we could sell the
book on Amazon.

We told people to go and buy it. If they bought it, would they get a bonus from us that was
exclusive. If they bought it for themselves and then they bought another copy for somebody
else, then we would give them two bonuses. And then what's cool about this is in the book,
you'll see this if you have the book.

I have from time to time these little sections that say no, I've put together several resources to
help assist you with getting the most out of the book to access these resources. Go here,
webinarextras.com. And the book builds the email list. It's not as good as selling it on your own.

Because you'll get like 5% of Kindle purchasers to opt into your email list or some abysmally
small number. The reason why my book is 4.7 stars on Amazon at this recording is because I
got a few one stars from people complaining that I did this. Some people, whatever. Anything
that looks like mar marketing, they get very angry about.

But it's an acceptable tradeoff for me to take a small hit on my overall rating on Amazon to get
like 5% of people on my email list too by the book. And so, this is the tradeoff that I accept. Your
mileage may vary. But I like to put a couple different calls to actions in there to get people from
Kindle to my email list and vice versa. So, everything is cross-pollinating each other.

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And then we're promoting affiliate offers too from time to time. And you can do the same. Most
products, they offer 50% of the revenue. These days it's 40 to 50% depending on the offer. If
you refer a buyer through a special link, your affiliate link.

So, the easiest way to get somebody to promote your product, by the way, as an affiliate is to
first promote their product. So, you send them sales and then you ask them if they're interested
in sending you sales. And more people will be more open to that than any other strategy you
can do to approach people to get to promote as an affiliate.

I don't do reciprocation full disclosure in my business. But I know that's the harder way to the top
of the mountain. So, this is something you can consider using. The best way to promote an
affiliate product, by the way, is to create a bonus for it and make it exclusive to that offer.

So, every product creation strategy that I teach you and every content creation strategy you
learn from me can be applied to create bonuses. Which can be used to really crush affiliate
promotions. And so, if you look at some of these bonuses, not all of them are info product
bonuses. But bonus number one is the fastest path to profit.

So, promoting somebody else's product and creating a bonus, taking their product and creating
a guide to make it happen faster as a result. Bonus to immediate top Amazon search results.
So, zooming in on one concept of somebody else's product and doing a deep dive on it makes a
wonderful bonus.

Bonus number three, the two months of coaching with Ben Cummings. Taking the information
and putting it in a group coaching format as opposed to a static format is another great bonus.
Bonus number five was another one, the virtual boardroom. Bonus number six was a different
method of selling on Amazon that was complimentary, but that was informational. So, you can
see how half of these bonuses are basically different versions of information products applied in
a very specific context. And I think that's fascinating.

And so, these are all the ways in which you can leverage an email list to serve and to sell for
profit. Key takeaway here that I want you to notice is people will pay a massive premium for
traffic. That's what I mean by a 50% referral fee. People will pay you 50% if you can make a

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sale. And you should pay other people 50% on digital products, generally, if they refer sales to
you.

Also, the other key takeaway is many authorities will offer you a paid product for free for a
chance to upsell. So, I don't know if you've noticed this, but one of the bonuses in product
e-classes is from Rachel Miller. And she's such a sweetheart. She gave me the whole product
for free and says, "I don't even need anything in return." She says, "Just the exposure to your
thousands of product e-class customers. That's enough for me." Other people like Ben
Cummins, they say, "I'll do group coaching training inside of your product as a bonus if I can
then sell them something else. "And we say, "Yeah, as long as you give us a cut on anything
you sell."

So, it's amazing how you can beef up an info product if you can start selling it successfully by
using other people's information that they agree to put in your information product, and vice
versa. You should seek to be included in other people's paid products, and you should try to
work deals in order to get that. It's one of the easiest ways to get traffic.

So, that's event-based marketing. That's email marketing. Now, let's talk about premium pricing.
Premium pricing, two ways to get to $1 million. Way number one, sell 10,000 people a $100
product, or way number two, sell 100 people a $10,000 product. Which way do you think is
easier? If you could remove the psychological component of you being freaked out selling a
$10,000 thing, then it's easier to find 100 people to sell a $10,000 product than it is to get
10,000 people to buy a $100 product.

The real sweet spot is 1,000 people at $1,000. It's the easiest way to understand and follow to
make a million. I just need 1,000 people to pay me $1,000. $1 million right there. No, is that net?
No, it's probably not net, but it's $1 million, nonetheless.

But here's something that you have to understand about pricing, is it's fractal. So, if you could
sell $10,000, or sorry, 10,000 people a $10 product, I know for a fact 10% of them will buy a
slightly and I mean ever so slightly enhanced version for $100, and then 10% of those 1,000
would buy just a slightly more enhanced version for $1,000. And then, 10% more of that would
buy a slightly enhanced version for $10,000. So, if you can sell 10,000 people, I guarantee you

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just mathematically there will be 10 people out of those 10,000 people who will pay four times,
five times as much for something that's slightly enhanced, just the way that it is, just the way
that it works.

The question is, how do we find the 10 who spend the 10,000? That's a great question. This is
why I love selling low tickets on the front end to get 10,000 people. If I can get 10,000 people to
pay me $4 on the front end, I guarantee you 10 or 20, or 30 of them will pay me 5,000, 6,000, or
$8,000 on the back end if I just have the right offer. So, we find them through, most often,
self-selection. We just give them the opportunity to self-select.

Now, in order to understand that, we have to understand the relationship to price that most
consumers have. A percentage of consumers have zero consideration for price, practically
speaking. They're looking at it, but price is way down on the list for consideration, so far down
on the list that it barely registers in their mind. I've had customers who said, "Jason, I don't care
what the price is. Bill me later. Just give me the product now." And if you get enough customers,
you'll have them as well. For some, price is only a very minor consideration at best.

So, for me, for a majority of things that I purchase, price is such a small consideration. Let's take
ChatGPT, right now at the time of this recording, I think it's $20 a month. That thing could be
$200 a month. I don't care. I'd buy it for 20 or 200 a month. I don't care. I wouldn't buy it if it was
$2 a month if I didn't have a use for it, though, if it took in a waste of my time. So, for some, for
certain things, price is a minor consideration.

Now, this is always contextually dependent. I am very cheap in many things in my life, but
there's also things that I am not cheap at all in. And in fact, I don't want to be cheap on those
things. So, for the things that are the major issues in my life that are pressing, I'm not cheap. I
don't say, let me find a therapist that's the cheapest therapist for me to talk to. I don't want a
cheap therapist. And I have the means, so I can spend money on this therapist that I think is
more appropriate for me.

So, for some, price is not really a consideration. For others, price is a small consideration. For
some still, as I'm mentioning now, price is a hindrance. Low price is a hindrance. They don't
want to spend, even if it's the best solution, it just doesn't feel right if they spend a little amount

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of money for it. Just they're not going to be able to reconcile that. For others, a low price is just
to test.

One of my first big-ticket clients, I'll never forget this. His name was Scott. Wonder what Scott's
up to these days. Scott cold-called me one day. I'm in a conference in Dallas, Texas that I'm
about ready to go and speak at. And it's the morning of the conference. Scott either lived in the
UK or Australia. The reason I mixed those two up is because Scott was born in one and lived in
the other. So, he was either from the UK and spoke with the UK accent and lived in Australia, or
he was born in Australia, and lived in the UK, but spoke with an Australian accent. I don't know
why. I don't know the difference between the two. I just know UK and Australia were involved.
And Scott calls me up in the morning and he says, "Jason, I've bought some of your products. I
really like them. Two questions for you. Question one, can I license them because I want to use
them over here? And question two, can I hire you to create products specifically for me?"

And I said, yes. And he says, "I would like to license these products." And I said, "Scott, I got to
go speak right now at this..." This was in 2009, I think it is. This is the year. This is why once
upon a time. I said, "I'm in a rush, so I'm just going to be blunt with you here. If you pay me
$20,000, I'll license all of the products that you talk to, and we'll work out the details later." And
he says, "Done." And I said, "Secondly, I can't figure this out right now, but I'm open to creating
content for you as long as I can also sell it, so I can maintain the right to sell it." And he says,
"Done." Because Scott wanted to take these products and sell them off the internet, not on the
internet. This is 2009, mind you. So, he had a direct mail business.

And so, one phone call in the morning that lasted 10 minutes made me $20,000, which was
mind-blowing at the time. And that was from low-ticket products. Scott bought them because he
was looking for talent to hire and license from. So, he is one of those 10 people that will spend
$10,000.

Some of you might know this. I'm going to pull the chat up for a second here. I created a product
called the Profit Equation, and it was traffic plus conversion equals profit. And I published that
product, I think it was 2009. And it was a handful of conversion methods and a handful of traffic
methods. The product ended up selling well, because one of my affiliates, or more than one
affiliate actually, I taught them a technique in the traffic equation or the profit equation that

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showed them how you could go after gurus like me and write Jason Fladlien products, Ryan
Dice products, fill in the blank products, create a little WordPress site, and just write reviews for
all those products. And so, those could rank very easy in SEO at the time, because these were
people that nobody knew about that were launching lots of products.

So, I was paying some affiliates 5,000, 10,000, and $20,000 because they followed that
strategy. The only reason I created that product was because Scott licensed it. He says, "I want
to create a product called the Profit Equation. I wanted to do X, Y, and Z, one, two, and three."
And I said, "Great, Scott. I'll create the product for you. I get to sell it, too." He says, "Done."

So, I got paid. I can't remember how much I got paid specifically to create that product, but I got
paid to create that product. I maintained a co-license to it. I launched it, and it sold well, and it
actually got me affiliates who then perpetrated even more sales for me. And so, that's amazing.
But for me it was a test. He paid me money. He paid me money for me to create product and
license a product.

So, you've got to remember this. This is not everybody. The way I like to think about it is this. In
the whole state of Iowa, there are three Whole Foods. You know the store, Whole Foods where
people pay an unreasonable amount of money to get stuff that is not even that healthy
anymore? Where I live right now in Southern California, within a driving distance of 15 miles
from me, there are 22 Whole Foods. So, 15 miles away from where I'm sitting right now talking
to you, there are 22 Whole Foods. In the whole state of Iowa, last time I checked there were
three Whole Foods. That's the difference. The difference is contextual. Difference is contextual.
So, most people will not pay those prices, but enough of them will make it all worthwhile.

So, let's talk a little bit about high-priced buyers. High-price buyers want the following. They
want value. Now, to convince a stranger to buy at a high price is harder. I don't think it really is
because whether they take their credit card out to buy a $5 thing or a $500 thing, there are a lot
of the same boxes that need to be checked. Now, maybe it's different degrees of depth. But I
will say to you that to convince a stranger to buy a high price is harder than someone who's
already spent money with you.

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For most people, they're like, "Cool, you're not a stranger anymore. Last time I gave you money,
you gave me something in return. So, at least that is going to happen again." High-price buyers,
they like to buy based on value, and they're more comfortable assessing value with somebody
who they bought something from in the past. So, that's the first thing.

Second thing is trigger events. Someone who bought your low-price solution and realized they
needed more is a perfect candidate for a high-price solution. Tell me, this hasn't happened to
you. I know it's happened to you. You think you can get by buying something cheap, and only
after you buy it do you realize that you were cutting corners just to try to half it to get it done,
and now you realize you need something more.

Now, I could never convince you of that on the front end without that experience, or it would be
very hard to, at least, right? You now are convincing yourself. So, we all try to take the path of
least resistance at first, and then the very thing that we purchase helps us understand that we
need more. This is where the product is your best friend when it comes to marketing. So,
someone buys a low price from you and then they say, "Wow, this is necessary but not
sufficient. What else do you have for me to buy?"

So, the people that I most sold Copy eClass to were the people that first bought a product that I
had called Three-Hour Ad. And Three-Hour Ad taught them the exact same stuff. I even told
them when I pitched it. I said, "I have 12 lessons. I have 12 steps in my copywriting process.
And I've already taught them all to you in that $17 e-book you bought from me called Three
Hour Ad. However, some of you want to go further with it. You want more depth to it. You want
more examples around it. You want more specifics. So, that's why I'm creating Copy eClass."
The 12 steps are the same, and all the people that bought Three-Hour Ad were the people that
bought Copy eClass. So, trigger events, right?

Education is another thing to consider. The more time someone spends listening, learning, and
following your advice, the more educated they are to buy from you based on value, not on price.
Will and I were talking about this the other day. We had a few customers, but one, his name was
Mark, comes to mind. Mark had his credit card on file, and he had his other payment information
on file, like ACH, that kind of stuff. And when he wanted to buy something from us, he just
emailed our CFO, and he'd say, "Charge me."

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Your best customer should never have to fill out your order forms, ideally. Mark was out of this
event once, and I was selling something from the stage. It was a $3,000 product from the stage.
And Mark sees a line at the table at the back of the room to sign up for this product I was
selling. And he walks by and he catches my CFO's eyes, and he just gives her the thumbs-up.
And he does one of these like, "Bill me." And she says, "Done." He didn't have to stand in line.

Because Mark knew and understood what we stood for and the value we provided. And he only
knew that because of the amount of time he had spent consuming the product, which far
exceeded the amount of time he spent listening to the marketing. So, a little bit of marketing to
sell him initially, and then a lot of fulfillment, which sold him even better. So, these are some of
the values of why you could go higher priced once you start at a lower price.

Point is higher prices tend to lead to better results. The main reasons are these. You can invest
resources to create superior solutions unmatched by others who don't dare to price as high. So,
the more margin you have, the more you can invest in the quality of the product. Number two,
the more people pay, the more they tend to pay attention. It's not a certainty, but it certainly
helps. They prioritize. They say, "I'm going to listen to the thing that I just spent money with
more so than the thing that I didn't." And then third, the more profit margin you have, the more
you can pay to acquire new customers and also to invest in things like support for existing
customers as well.

So, here's a case study for you. Once upon a time, when we used to sell a product called
Search, Find, and Buy, the front end was 9.97. The backend was they got two months of
coaching with Ben Cummins, and then if they liked it, they could continue paying $299 a month.
And a lot of them did. And that was a good program. It was called Fast Track. And then, on Fast
Track, we launched a service called the White Glove Services. So, the front end taught them
how to do Amazon.

The upsell was, if you'd like more hands-on coaching and like to stay up-to-date, most currently,
because we're only going to redo the course every year or two, but we're going to have group
coaching on the latest, greatest stuff every other week. So, say, "That makes sense, I'll pay for
that." And then, when we had this new service that we were testing out called the White Glove

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Service, we went only to Fast Track members and say, "We are testing this out originally with
Fast Track members because you are our best customers and you're the ones that we think
would make the most sense. It's $3,000 a month. We're only going to take on a handful of you
now to see if it works or doesn't work. Are you in?" And they said, "Done, I'm in."

Man, we had so much cool stuff that we could do to those customers. It was much higher in
price point, but the results were much more effective and incomparable to anybody else. And
you couldn't even know about these services unless you were a customer here who then bought
this thing over there. So, there was massive exclusivity as well. And we could tailor the solutions
very specifically to a universe of 1,000 customers or less.

I'm making up numbers here just to illustrate the point. Let's say we sold 5,000 customers on
Search, Find, and Buy. We sold a lot more than that, but let's just say it's 5,000 customers. And
let's just say, of those, only 100 customers bought Fast Track. And it was a lot more than that,
but let's just say it's only 100, which is cool because that's a nice income stream every single
month on continuity. And then, of those 100, let's say 20 of them bought the White Glove
Service. That's 3,000 a month. That's $60,000 a month. Pretty good, huh? Of 10 customers or
20 customers or 30 customers, you can do numbers like these.

You don't do it overnight. You get the first piece going, then you add the second piece, then you
add the third piece. But that's just an example. And the progression was natural based on the
fractals that I talked about earlier.

Here's some final thoughts, as we wrap up this session. Most of you cannot immediately apply
this, but it's important for you to understand this is beyond the horizon that you can currently
see. So, for a few of this, you can immediately apply it. And that's going to be valuable for you.
But those of you who can't apply it yet, don't discount the value. Because the reality is I'd
probably be 10 million richer if I understood this sooner, and I caught on quicker than most do.
But I was still too slow to catch on as I'd like to be. But at least I was fortunate enough not to do
the things early or not to do things early on that would make it 10 times harder to undo later.

So, that's what most people do. They paint themselves in a corner that they can't get out of. I've
seen it too many times to count, where people, they start on low ticket and they tell their

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audience, "Hey, buy it from me because I'm cheaper," essentially. Or they start to communicate
to their audience that, "My only value to you is purely based on price." We use price as a way to
get our foot in the door to gain leverage initially, but we never position ourselves as we're good
because we're cheap, stuff like that.

We position ourselves so we can be frequent with our communication. We position ourselves so

the communication is centered around, "I'm trying to find the best solutions for you. So, you can
expect me to find the best solutions, and I can expect you to invest in them if it makes sense for
you." And we try to set it up that way.

The bottom line is this. E-mail marketing is still king. The best email is a customer list, the best
email list. The relationship you develop with that list will be the most valuable thing you could
ever have in the info business. And you can create a situation where the more you sell stuff, the
more your customers love you. That's what the aim of this is. So, there you go. Take from that
what you will. Backend Profits: Getting Customers to Buy From You Over and Over Again, and
having a lot of them love you for that process, too. That's session three. I'll see you in the next
session.

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Product eClass 5.0 Session 4 Transcript

Hey, Jason Fladlien here. Traffic deep dive today. Most effective way to get qualified traffic to
your offers. It's very creative in its approach. Very different than what you're used to seeing
here. This is module four. We are at the tent pole, the halfway mark of this journey together. Of
course, the journey doesn't have to end after product eClass, but to put the goalpost around this
particular training and product, we are here at module four. I appreciate you being with me thus
far. That is no small feat in and of itself. Business is a game one through attrition, meaning quit
last and then you win. So the fact that you are continuing with me here, very good sign to your
future when it comes to being successful in this business. I want to give you one phrase that
really encapsulates this whole training here today. It's something I've thought about for years
and I always still even try to live it.

It's the best way to make deals, and if you make deals with people who have the traffic you
want, then you don't need to generate the traffic. And here's the one single sentence that can be
life if you allow it. It goes like this. I do all the work. We split half the profits. That's the
oversimplification of the focus on the training here today. People either have more time or
money, they can't have both of each though. So your deal is to find people that have more
money and less time. You provide the time and then an exchange for that, you create more
money for both of you. So the way we want to start this out is Genius Webinars. It was a course
that I only created it because I had a way to make a deal to where I felt I could launch the
product and reach the audience that currently I couldn't reach and get enough of them to create
traction momentum to create revenue and incentive to design the product. This was around
2017 or 2018, I believe it was 2018.

Now, the way Genius Webinars was created is originally sold as a live workshop for $5,000 per
person. Sold out to 63 people. I think we even crammed in a few more people than that, but it
was over $300,000 before I ever had to deliver the product. Then we took the recordings, sold it
for around 1500 ish dollars, which they still sell at genius-webinars.com. And like I said, "Oh,
before the product was ever created, we sold over 300,000." In fact, my book One to Many right
here is a derivative of the recordings of the live event. So it also laid the foundation for me to
create the book, and all of these things have opened up so much more business for me. It's

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amazing. And the way I... I would've never done it though if I didn't figure out the answer to who
has the audience that I could best serve and then create a model to make that work. So that's
the secret question. Who already has access to the audience that is perfect for the product that
I'd like to create?

So at the time in 2018, I wasn't really well known for webinars because I did webinars, but I
never taught really how to do webinars. It wasn't really a main thing, and it wasn't the audience
that I reached after, but I had this urge to want to teach the way I did webinars and I was part of
a program called Genius Network that was actually part of 100K, which is like the higher level of
Genius Networks, 100X they call it. And you paid a hundred thousand dollars a year to be part
of it. And I thought, "Man, the people in this audience would be perfect to learn how to do
webinars." Because they don't quite get it, but they are successful businesses and they're not
quite up to snuff that marketing is digital marketing these days. Digital marketing is seemingly
non-different from marketing. At that point in time, there was that crossroads.

And so I started thinking, how could I make a deal like this with Joe Polish, who was the founder
and pretty much the controller, the gatekeeper if you will, to the audience that was Genius
Network and anybody else within his circle of influence. And so to create this product, just so
you can understand the stakes here of the work involved on the party, so I partnered with Joe
Polish on this. My work to create this product was I delivered 16 hours of live training. And so I
had to create even more to... There was more time involved to create the product. I wrote the
pitch webinar, I delivered the pitch webinar, I wrote all the emails to promote it. The team and I
created the funnel together. We did all the customer support, we created all the downloads, we
created all the hand the handouts, and we would promote Genius Webinars after it was done.
So Joe wouldn't even have to do any work after the event was done.

Joe's work was essentially just to promote it to his audience and host the live training. So hosted
in person at his headquarters for Genius Networks in Phoenix, Arizona. And for his amount of
work compared to my amount of work, the profit split was still 50/50 and I thought that was fair. I
thought that was fair. Now I maintain the rights to the IP and at any point in time if I want to, I
could close Genius Webinars down and recreate the exact same course under a new brand and
a new name, and I could keep 100% of the royalties. That was part of the contract. But

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nonetheless... And I haven't. Five, six years later, one day I plan on updating the course and
creating a new one with some of those things that I've learned now. But the whole idea was I did
almost all of the work, but yet we split the money 50/50.

And there's always a person out there that that deal would be favorable to you where if you did
99% or 95% of the work and you can even give them more than half the profits in many
instances, there's many deals out there that would make a lot of sense for you to create such a
thing. However, there's a few ways to do it right, there's a lot of ways to screw it up. So I'm going
to help you do it right, or at least put this in your toolkit so you can consider it as a traffic strategy
moving forward. The greatest sales technique of all time that I know of applied to traffic
generation specifically looks like this service in advance of sales. So the greatest persuasion
method you could ever master is give value in advance of a asking for something in return. So
make somebody's life better first, then ask them for something second, single greatest
technique that's ever exists for making a sale.

So when we apply this to traffic generation, we say, "Who can we serve that controls the traffic
we wish to reach?" If we serve them, there may be a chance then that they will open up a trickle
or even a flood of that traffic to us. So we have to tap into an existing high quality lead source.
This is the first thing you have to do high level. You say, "Okay, who has the high quality existing
lead source? How do we create a near risk-free opportunity to engage with the leader of that
lead source? And then how do we use in shape and create an approach to test it out?" What I
like to call a primary secondary benefit approach, and that's the main focus on the training here
today. Now, what's good about being new is when you're starting out, you got nothing to lose.
So anything you do is a plus. So any material you create, whether it gets used or not, any
interaction is a learning experience. Everything can only help you.

The challenge is the more known you become, the riskier it is to do anything. And in fact, this
really hurts a lot of successful businesses because they get afraid to do anything, then they
don't innovate, then they die. So this is really a challenge, which is an opportunity for you to help
them out of the corner that they've painted themselves in. But this can happen to you as well.
The more known you become, the more weight every decision you make has. So when you're
working with people that have more than you so to speak when it comes to assets in their

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business, reputation, standing traffic, etcetera, etcetera, the more you can eliminate the
downside for them, the more successful you will be. People have this misunderstanding thinking
that entrepreneurs are great risk-takers and they're generally risk taking only at first, and then
when they become successful, they become ultra-conservative and they become some of the
least risk-takers that you'll ever imagine. And so we have to appeal to that elimination of risk if
you want to be successful doing the, I'm going to teach you today.

Now when you're approaching what I refer to as the lead source, meaning the leader of the
audience, the gatekeeper to the traffic that they could send just like that to you, if you make the
right kind of deal, if you go to them and say, "Hey, listen, this can make you a whole bunch of
money." That appeal is almost never good enough on its own. And in fact, it's not the lead way
in which I approach opportunities like this. There's sometimes when I do, depending on the
personality involved in my read on that person of what is going to speak their language of
motivation, but usually it's a primary secondary approach. The primary approach is it solves this
problem that even if you don't make them more money, they're happy because a problem got
solved in and of itself. So a problem being solved for that person is fantastic because even if the
money doesn't work, which can be out of their control, at the end of the day, every marketing
campaign is just an educated guess. They still say, "Well, it was worth doing."

So the money would be great, but at least my life is better now that you've come into it. That's
the attitude that we have to have. So in order for us to even begin to entertain this notion of
reaching out to somebody who has the best audience that we could serve, we have to gain
trust. How can you get someone who has built up a massive following to trust it in the hands of
you, a complete stranger? This is where the challenge comes into place. The best way to work
against this or work towards this, I should say, knowing that this is an issue or a limitation or a
constraint, is you start small with an option to go bigger. So the biggest deals I've ever made in
my life first started with very small deals, and then I used the momentum of those small deals to
trade up into larger deals. So very safe ways to test things out at a small scale and then if all
looked well, try it again on a slightly larger stage and then a slightly larger stage and a slightly
larger stage.

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Now here's a very tactical example of what I'm talking about. Approaching somebody and say...
Saying something along the lines of," Hey, I think a bonus training on blank would go great with
what you sell. If you're open to it, I'll develop it for free and give you co-writing credits. Only if
that is well received, then all I ask is for you to entertain an idea on a collaboration where I do all
the work and you make half the money." So this is value in advance, right? "Hey, I'm going to do
this thing for you completely unattached with no strings to it. After I do this thing for you, if and
only if it works and it blows your mind, then can we even entertain the notion of doing a formal
deal where money can get exchanged? Are you interested?" It's an appeal that just can't quit.
Very powerful.

Now, there's ways you can structure these where if you do the work until they use it, you still get
the rights to it or you get the rights to it in addition to them using it. And I like those deals the
best of all, because you're already creating something. You need to create things anyway. So
you create something with the hope that this person can use it over there and their thing, but if
they don't, you revert it back to you and you can still use it. The dirty little secret to information is
90% of it's all the same on any topic. It's the 10% difference that's pointed at a specific audience
that makes all the difference. So you could create content and when it's done very easily
massage it, tweak it, change it, and it can feel completely new and have a completely new value
to a completely new audience as a result of that.

I'll give you another example. "If I wrote a free training to deliver to your audience that would
help you sell more of blank, would you be up for testing it out? If you could first review the
training for quality purposes?" So this is another example. So one of the ways that I first really
made some headway in this business is I would say to people, I call this the Statue of Liberty
close. Give me your poor, give me your sick, give me your huddled masses and I will sell them.
That was the joke. But I mean in very specific realities, I'd say, "Give me all the leads you've
given up on. That you got nothing to lose. You've tried everything you can to make them... To
make them pay you money, and they haven't yet because if they don't pay you money now
that's money you weren't counting on anyway, but if I can get a small fraction and then pay you
something, that's called free money, you got nothing to lose. You got everything to gain. Are you
interested?" And so we would do this with product launches.

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Product launches were all the flavor once upon a time. And after our product launch was done,
the people had all these leads, 80 to 90 to 95% of them who didn't buy. And we would ask them,
"Hey, can we follow up with those leads with a webinar selling the exact same product, just new
media, you got nothing to lose. These people already said no to you. You weren't planning on
doing anything for them. In the webinars of value first vehicle, we're going to train and educate
first and then we'll sell second." And we closed so many deals that way. Here's another one. "Do
you do any coaching at all? If not, I'd like to make you an offer to coach 10 people for free for
you, and then only if all 10 people give me five star ratings, would I like to move forward with
being your coach where I do all the coaching on behalf of you And we split the profits." These
are just tactical examples of what I'm talking about here today.

There was a period in time where we were paying coaches $40,000 a month to coach some of
our members. This is about 2015. We had a big product launch on the Amazon space, and then
we brought coaches in to help coach the clientele and we'd pay the coaches on a per session
basis. And we happily paid these coaches $40,000 because the value they added to our user
base not only increased upsells and cross-sells in the backend, so they made them more
valuable customers. But we could go on the front end when we sold these products and say,
"We're going to give you four coaching sessions with our coaches," and we could point to these
coaches and show all of the testimonials of how good these coaches were. Okay? One of those
coaches, his name was Ben Cummings, we ended up doing a business with a couple business
deals with that made millions and millions and millions of dollars. And he used the same
technique on me that I was... I'm teaching you today that I've used as well.

He says, "Listen, you already got these people coming in. The problem with Amazon is it
changes. You're selling a static course. I'll sell group coaching on Amazon." And he already
proved himself as a good coach individually, and we went on to make millions and millions of
dollars with Ben as a result of that. The favorite pitch that I make to people that I sit down with to
try to do deals with essentially is this, "If I make you a dollar in profit, you otherwise would never
see, would you be okay with giving me x cents out of it? 10 cents for every dollar, 15, 20, 30, 40,
50 cents out of every dollar." That's the pitch. I've used that pitch on billionaires, no joke. And it's
funny because I've used this on one pretty high profile billionaire who's known in the space for

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being a sales trainer. And I was shocked that he didn't even pick up on the tactic. He didn't even
acknowledge it. He was like a customer. He is like, "Oh yeah, I'll do that. Totally."

When I said to him, I said, "My goal is to make you a dollar and then you give me 50 cents out
of it." And he is like, "Okay." I'm like, "Dude, this is sales technique 101, and you're a sales
trader. How do you doubt but the fees?" But they don't. They don't care because the deal is so
good, they don't even notice those types of things. Now again, there are a lot of ways in which
this can go wrong. So I'm going to help you with the finer points of this, but high level, that's the
appeal that won't quit. Our goal is to do this in a way where you minimize your own risk as much
as possible. So even if this specific deal doesn't go through, because there's a lot of ways it can
fall apart or there's a lot of ways where you can get it 99% done and they still psychologically
can't move forward on it, and a variety of other ways in which it can get muddy. But we can
always do this in a way that makes you better, and that's the aim.

Now, here's a shortcut on trust. So we want to start with where we do the least amount of work
and can get the most amount of impact. That's always the smartest thing to do in business. So
who are you already a customer of? Who are you already a fan of? Who is already a hero who
you think is a best kept secret? Who has influence who already knows you? Not just you know
them, but does anybody know you? Because now you don't have to do all of the other stuff
involved. So when you're an avid customer and fan of somebody, their materials so well, so you
don't have to research on what they're about and you don't have to do the due diligence to
figure out how to present it in their terms. You don't have to know what things that they're not
interested in, what things they are interested. You already know that stuff automatically that's
valuable and you already possess that. And then if they already know you, you're not cold when
you reach out to them.

I was just doing a deal with another famous guy or trying to do a deal. It didn't work out. We had
talked a couple of years ago because they had entertained the idea of working with us to help
their backend. Very famous guy. They made a whole movie on his life in Hollywood. And I
reached out to him 'cause I wanted him to speak at an event that I'm running later this year for
our driven mastermind, $25,000 per year mastermind. And I reached out to him to speak
because it's in his backyard. It's here in LA. And he was like, "Who is this?" And I'm like, "Oh

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God, this probably isn't going to work." So I went back and forth with him a couple of times and I
just gave up on the deal. I'm like, "This isn't worth the effort." Even if I closed the deal, it's just
doesn't feel good to me. And there's other people that I could reach out and try to get to speak
instead, but I just laugh at that because it's a very tough uphill battle if they have no clue on who
you are.

Now, sometimes that's all you got to do. If that's the dog you bring to the show, that's the dog
you bring to the show. But we don't want to start there. If we can start at a better position, if we
can start halfway up the mountain, that's better than starting at the base level of the mountain.
Now let's talk about setting expectations. I've done these types of deals for millions of dollars,
like Genius Webinars as an example, but only after several years. So I'm showing you some
examples of the creme day la creme, but I started the same way that you're going to start doing
a massive amount of work over a short period of time for what I would consider a worthwhile
financial result. So it depends on where you're at economically right now that helps you
determine what is a worthwhile financial result. So a lead source, so somebody who controls a
lead, that's the nomenclature there. So somebody who has spent 10 years building a customer
base has already done their part. In my opinion, they've already put the work in so they don't
need to put in any more work.

Now if you spend one hundred hours of your time, so if you worked eight hours a day for two
and a half weeks, five days a week, that's a hundred hours of your time. So you put a hundred
hours of time in, they put one hour of time in. The deal that you put together makes $25,000,
you split that in half. Your take is $12,500. Is that a fair deal? And the answer is, it is only a fair
deal if you like making $125 an hour. For some of you $125 an hour is a staggering pay
increase. For others of you. $125 an hour is a huge pay cut. So we have to calibrate. So for
some of you, that deal would be unbelievably good, and for others that deal would be terrible.
So you have to calibrate what makes it a worthwhile and what makes it a fair deal for you. When
I was painting houses for $12 an hour, that would be an unbelievable deal for me. When I was
ghost riding for 40 bucks an hour essentially is what it averaged out to. This would be an
unbelievable upgrade.

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It would make me three times more economically efficient. So this is how you have to cater it
and it's going to be different for you or me, but what I've discovered is so many people are so
ego driven in this business. They would rather be right than rich. I would rather take 1% of a
million dollar deal than 99% of a hundred dollars deal. I would rather work 10 times as much as
the next guy if I can leverage assets that will make both of us far more money than I can make
any other way. So this is how we have to factor these things in place here. This is why it's
challenging, why a lot of people don't even think this way because it just feels wrong. If I do a
hundred hours of work and you do one hour of work and we split the money, but that's just
you're looking at it incorrectly. You're not looking at underneath the tip of the iceberg of all the
work that they did up until that point to acquire the opportunity for you to step in and leverage it
further.

And by the way, every business from the smallest business to the largest business has
leverageable assets that you can step into and help leverage. So here's the steps that we're
going to train on. We got to start with the in and work backwards. What's your income goal?
Who's the targets that can satisfy that? What's the offer that needs to be made to those targets
to satisfy that goal? How do you contact to them? How do you contact them? What deal
structure do you propose? What the implementation looks like? And then how you trade up?
How do you leverage and expand? Because small deals lead to large deals and large deals
lead to even larger deals. Now here's the scoop on goals. 90% of all of the studies on the
subject to goal setting conclude that productivity is greatly enhanced by well-defined challenging
goals. Now, it makes good clickbait on YouTube to say, "Goal setting sucks. Goal setting doesn't
work." Right?

It works pretty good 90% of the time. It's not the end all be all. It doesn't work about 10% of the
time, but it tends to work better than not. So generally, I recommend that you work under goals
knowing that they're no magic elixir, but they tend to work better than not having them. I always
think of the Alice in Wonderland quote, "If you don't know where you're going, any road will get
you there." So for these types of deals, it's even more important to have a well-defined goal.
Now, here's the income factors on a first level principle examination of what makes a deal work
or doesn't. The price point of the offer, the number of units sold in the share of profits. So let me
give to you four ways that you can make $5,000 on a deal way. Way number one is you can sell

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a hundred dollars offer only sell a hundred units of it, split the profit 50/50 and the total revenue
is $5,000 to you.

That's your total money made because a hundred times a hundred is 10,000 divided by half,
5,000 to you. So another way to $5,000, and this is net to you in your pocket, right? You sell 40
units of a $250 product and you keep 50% of it. Okay? Here's a third way, $500 price point. You
sell 40 units, but you only take a 25% profit share and they take a 75% profit share. And then
lastly, a thousand dollars, 20 units sold. You take 25% of it's $5,000. See, once you turn the
invisible visible, it becomes a lot easier to see what you do. Meaning see the plan that you
create, see the people that you contact, see the deals that you propose, see the products that
you make, that kind of a thing. I was just on a call with our driven mastermind folks and I was
working with somebody who sells a lot of products and is very successful in a niche, multiple
millions of dollars per year, but he's got this price selling limitation. He just can't get above $500.

So I'm doing a hot seat in front of everybody. There's like 25 people on this call and I'm working
with this business to help them unblock themselves on this limitation for this. They can't get past
the $500 price point.

Block themselves on this limitation for this. They can't get past the 500 price point. They sell to
therapists and they think therapists won't pay beyond $500. That somehow their audience is
different. I said to him, I said, "How many people are on your list?" He says, "90,000." I said to
him, "Don't you believe that 90 of them make over... Would it be fair to say that over 90 of them
make a half a million dollars a year or more?" He goes, "Yeah, probably double that." I go,
"That's fine. Let's just call it 90 though. So 90 out of 90,000, that's nine out of 9,000, right?
That's one out of 1,000. That's 0.1% of your audience probably that you reach in here right now
of your 90,000 people, 0.1% of them make over a half a million dollars a year. Would you
agree?" He goes, "Yes, I'd agree." I said, "Now we can't get all 90, but what if we got 20 of
them? What could you design and sell them right now for $10,000 that would completely change
their life?" He says... He sees it immediately.

"Well, we would do X, we'd do Y, we'd do Z, we'd do A, we'd do B." I said, "Well, why don't you
do those already right now?" He says, "We can't because it's not cost-effective to us. It would

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cost us too much to create those things." I go, "Yeah, of course, at 500 it would. So let me get
this straight though. At $500, you can't serve this audience, so you choose not to serve this
audience. They don't get better and you don't get paid. Is that the lay of the land?" He goes, "I
get what you're saying." I said, "So all we need is 10 of them to pay you $10,000 and that's
$100,000." Then I say, "Then we take the strategic byproducts of that, put it into a group course,
and now we can charge 2,000 for it because it's not four times more what you normally charge,
which is 500 times four. It's five times less than what you charged this other group over here,
which was $10,000."

Now all of a sudden this guy had been blocked for years on price point limitations saw a
different viewpoint because we made it real. We made visible by breaking down the numbers
and then working backwards. So here's an example in the real world of what this looks like, you
can't manage what you don't measure. So we got to measure something. What's good about
this, and this is the fear that most people have when they set goals is what if I miss? I'm telling
you, even if you don't hit your goal, you'll know how far off you were, which is fantastic because
you can recalibrate and do it again. So we should start with the goals, and I recommend you set
an absolutely realistic "goal". Maybe it's more money than you've made in a short period of time,
but it's realistic, meaning I think I want to do this project and I want to make 10,000 net from it.
So how would I do that? Here are four or five different ways I could do that. Okay, of these four
or five different ways that I can do that this way seems the most likely.

So let me move out there and see what happens. Shoot for the moon and land on the stars is
kind of a deal. Yeah, maybe, but don't make the deal so big that you never take action on it
though. Make it simple enough so you can move forward and have something to shoot for. So
when you structure these deals and when you calibrate who you're going to approach and how
you're going to communicate to them, everything else becomes easier. So we determine our
income goal first and then we identify our targets. Who you approach will more than any other
factor determine your success, who specifically you decide to approach. So you could have the
perfect offer, opportunity and the perfect approach and still not get the deal. In fact, this is the
most likely outcome. The best offer with the best opportunity with the approach will still get less
than a 50% deal closure, probably closer to a 10% deal closure.

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So a lot of people get depressed when they see that I'm doing everything right Jason, and I'm
still getting told, "No." I know, but there's a lot of them out there and there's only one of you. So
eventually you'll find one that says yes and it will make up for all those other ones that say, "No."
You don't need to do a lot of these deals, you just need to do one here, one there. So most
people are going to say no because most people don't understand the value of this. It's sad, but
it's true. Most people just don't get it. They lack the imagination. So we're not going to try to
convince them. We're going to open up and communicate with them, and if it doesn't work, we
have to just accept that and then try it with somebody else. Eventually we'll get one though. This
is why I love deal tension. The worst number for deal potential is one, because it's an all or
nothing situation.

So if you go out there and you reach out to a business and you think, I got to have this one, this
one has to close, you put yourself, even if you get the deal, it's not good for you. You'll probably
make a deal in a way that will harm you if you get it. So whether you get it or not, this is not an
ideal position to be in. Preferable, is several targets who are interchangeable to your plan. So
you can say, here's my list. I got these seven people that would be perfect for this, I'm going to
start with the first one. If it doesn't go my way and if I don't feel like it's playing out good, I got
another one in the backup. I got a backup for the backup and I got a backup for the backup. The
trick is creating something in advance that can easily be adapted to any particular person.

So if Joe didn't do the deal for Genius Network, I had three or four or five or six or seven or eight
different targets that I could continue to prospect on the list. Eventually I felt I was going to get
one of them. Now, here's traits of good deal makers. This is important for you to see because
you can two ways. One way is you should start to adapt these traits as much as possible to you.
But the other one is you should look for people to do deals with that have these traits because it
makes the deal process so much easier. So the first trait is the innovation factor. So when I'm
prospecting and I'm looking to put deals in, I say, "Do these people typically innovate? What's
their position on innovation?" Status quo types are tough sales. I don't really like to do deals with
the status quo types because they don't value innovation very much. Often these deals that we
make are innovative by nature. So I prefer that you approach businesses that mix things up, that
are early adopters of technology and seem to take smart chances often.

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That's my number one criteria when it comes to the quality to look for and the deals I'm going to
make. If this person is constantly willing to innovate because they've demonstrated it through
historical patterns of behavior, then yeah, that's the person I want to do the deal with. Quick to
trust. Certain people, just trust other people naturally. There's generally three types of people.
They're those that will give you the benefit of the doubt until proven otherwise. So I trust you
until you prove me wrong. That's one type. The second type is they're 50/50. They trust what
they verify, they're cautiously optimistic. They're small detail pessimistic, they're large picture
optimistic. Then they're a third. I don't trust you until you give me a reason to trust you. Those
are personality more than anything. They're just personality traits. So some people view the
whole world as evil until proven otherwise. Other people view the whole world as good until
proven otherwise.

Other people look at somebody as both good and evil simultaneously and they say, "How do we
make sure we get the good and how do we eliminate the evil?" But a lot of people tend to go to
two extremes. They're either too trustworthy or they're not trustworthy at all. So I like to look at
businesses that are quick to trust. How do we measure that? They have or have had many
business partners in the past. So they're open to the idea of collaboration because look at how
many people they collaborate with. Now this can be dangerous because they can be
over-extended too many collaborations, right? Too many chefs in the kitchen, that kind of a deal.
So there's a sweet spot to this, but it's something to look for. They tend to do collaborations
more than once in a while. So they collaborate with multiple people and their collaborations are
frequent. They're not episodic. They have or have had integrated other businesses into their
business. So integration of business.

My friend Steve Harward does this really well. We're actually talking, trying to get him in to do
this for product D class. His company helps people set up business entities and tax preparation.
His whole business is ran on other people's businesses. He's integrated into other businesses.
So these businesses that bring in a large amount of customers to start with some sort of
business model, this one or that one, he's integrated into their products. So as a result of that,
leads automatically gets sent to his business and some of those businesses close to him and he
makes money and he serves those clients. So he's integrated in other people's businesses.
Now, I like those that go both ways, if they integrate and have been integrated. So I do both. I

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integrate myself in other people's ecosystems of business, often time for free training in
exchange for the ability for them to point back to me. I also integrate other people into my
business. So those are the best of all.

Other personality traits, people that are big picture and less detail oriented are easier to do
deals with. Now they're easier to have issues with later because there's ambiguity involved and
the details didn't get worked out. So who owns what or what's the rights and all this kind of stuff.
Yeah, that's an issue. However, with that said, upfront to get the deal going, I like the big picture
types. They don't need to know about the labor pains. They just need to be shown the baby.
Mastermind, networking groups, seminar attenders, they're much more open to these deals
because by nature they're more social as businesses. Those that have similar traits, beliefs and
backgrounds to you are easy to do deals with because of shared affinity. You could like it or not
like it, but that's the way it is. Hey, you wrestled. I wrestled. Hey, we're cool. I can't tell you how
many times I've made connections with people just because they wrestled and I wrestled.

We could talk about how cutting weight sucks and how hard the sport is from a training
perspective, and it feels like you don't get as much respect as some of these other sports do,
although that's kind of changing these days. Or the fact that I used to rap, it amazes me how
many people used to have a career as a rapper or attempted to rap at some point in time. You
just instantly have rapport that you don't on any other thing. So you want to consider perhaps
where you start at is where you work with people that have similar backgrounds, traits, beliefs,
value systems than you. I don't recommend you stay there. The world is very boring if you live in
a vacuum. It's not stimulating for you in terms of the insights that you can create and the new
perspectives you can provide to your customer base, but it's a good place to start. The best
thing you can leverage once you have deals that have these traits to them, the deal makers, is
we want to look at undervalued assets.

What do they not value properly that should be valued properly? That's going to give you the
best opportunities for making deals. So what are things that you know are more valuable than
they give them credit for? That's the answer. So a lot of people devalue an email list. So
oftentimes we would work with companies to use their email list more efficiently, and even if we
just help them use their email list more effectively, we're 10 steps closer to them putting our

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thing in their email list marketing our thing. The download pages, the members area, woefully
neglected asset. Check boxes on order forms, order bumps, woefully neglected asset. We could
just go on and on and on. The pitch webinar that I call it is a woefully neglected asset. Some
people will do regular webinars, the normal song in pony dance that I teach. Intro, content,
transition, close, lots of education in advance of the cell, et cetera, et cetera. I find few
businesses do what we call pitch webinars though.

Where they say, "Hey, listen, we got to determine if you should buy this thing or not. Come here
and we'll figure out if you should say yes to this or no to this." Almost no business does that.
Neglected assets, they neglect the desire of their customer base to want to buy things. It's
amazing to me, but they do. So we can tap into that. Those are kinds of things as just examples,
and there's many, many, many other examples. So people that create content in one form but
don't leverage in another form. So they create video content, but no written content, neglected
asset. We can take the video and turn it into written and vice versa. Many businesses have a
great customer list to reach out to and produce revenue, but they don't. Businesses often get
trapped by tactics and forget to take a strategic look at their own business. This is why you're so
valuable is the strategic insight that you can provide to an objective third party business. So
these are in a nutshell, the neglected assets, customer list, customer segments.

As I talked to you earlier when I was talking to the guy about the 90 therapist who make over a
half a million dollars a year, not the 90,000 therapists that are on the list. Exit pops, they're less
relevant these days due to technology and mobile, but they should still be considered. When
you go to leave the page and something pops up and it says, "Wait." Free traffic, free traffic, if
only five out of 100 say yes to that. Now they can be annoying of course, so you balance that,
but that's an example of a neglected asset. A really simple one, order bumps, members area,
retargeting. So people just aren't retargeting. It's the freest, it's nearly free. It's the cheapest
traffic you could ever get. So if you could be the retargeter for another business and take all of
that traffic and do something with it, free money for everybody involved. Phone, direct mail is a
big one. Taking list where you have records that are fully intact, but nobody's ever sent them
something in the mail. Oh my God, it's amazing what you can do with that.

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Proof elements. I do this all the time. I don't use my proof elements nearly as much as I should. I
had a client once, she had a testimonial from the former Prime Minister of the United Kingdom,
Tony Blair, saying she was the top most expert in her field. That testimonial was not used
anywhere that I could find. I'm like, "What? Why isn't this thing being used every single time you
have any communication with anybody?" Well, for her, it is just one of many amazing
testimonials that she got. So she discounted the value of it. So past marketing, we were on a
call with a partner last week and we talked about the scholarship model that we used to run. We
hadn't used it in six years and we're like, "Oh my God, we forgot about this innovation that we
did once upon a time." So reusing old innovation, super easy way to help somebody out in their
business. Custom audiences, direct messaging, all that kind of stuff. Chatbots, blah, blah, blah.

So here's some tricks that you can consider using, same pitch new media. So they only use the
email and we take them to the phone. They only use a written sales letter, so we create a video
sales letter. They only use a product launch formula, so we add in a webinar. So these are ways
that we can add value to an existing business. If they communicate in one way, we can take that
communication and turn it into another way. Now, you can do this as a service provider, not
even sell your own stuff. Just be like, "Hey, I'm going to help you grow your own business, and I
get a cut of that." I much prefer the hybrid approach. I'm going to go in there and help you get
more out of it. While I'm there, I'm going to insert some of what I do into your thing, into your
ecosystem. So I'm going to churn your normal pitch over here into a different pitch, and I'm
going to add my thing as a bonus. So it's never usually just one thing.

You've got to do multiple things typically to make something like this work, but you can make a
lot of money doing this faster than any other way I know of. So is it worth it? I think it's worth it.
Something for you to understand about marketing in general is every buyer has a preferable
media. Has a media in which they're most likely to be influenced in. So written, some people,
they're going to be more influenced by the written word than anything. Other people are going to
be more influenced by video, other people still by audio, other people by text messaging, other
people by email, other people by webinar, other people by messenger. Now this is different for
price points for different offers. Some of them will buy under any media if the offer is strong
enough, but we absolutely know we lose customers who don't want to do webinars anymore.

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We predominantly use webinars in our business and we don't use the phone at all. We know we
could reach far more customers if we use the phone.

So all businesses are going to have weak spots. It's just inevitable because they're going to get
really good at a thing and they're going to optimize for that thing. They're going to create all
these strategic byproducts that are cast off of that thing that they just can't use. Hopefully it's
communicating to you the billions of dollars in potential that is being cast off right now in other
businesses that you can help unlock. If you help unlock it, man, you get so close to so many
buyers, how can you not make money that way? So after our product launch, I mentioned this
earlier, every customer that bought there are 10 to 50 customers who didn't buy. What's it cost
to take another shot at the non-buyers using a different pitch vehicle than the product launch?
New information presented in a new media can create an exponential sales result. New
information, new decision. That's the shorthand of that. If I can provide new information for a
prospect, then they can create a new decision.

A no can turn into a yes. So a case study in that with Genius Webinars is at the time, Joe rarely
pitched his list. He still rarely pitches his list, at least he mails them more frequently now, but at
the time, he barely mailed them at all. Joe had also never done a webinar before, and Joe also
had a hole in his business. He typically only sold people a $10,000 thing and a $25,000 thing,
and then a $100,000 thing. So there's a gap below $10,000. So there was a price point gap that
neglected a certain portion of the audience, there was a media gap because he wasn't using
this media before. Then there was another communication gap, which was the email. Now, this
is a perfect case study, right? You're never going to get them handed to you just like this.
There's other reasons that make this perfect, which I'll get into for a little bit. This is just giving
you an example of how to spot these opportunities in the wild. He also had what I call a
tremendous amount of unharvested goodwill.

This is the thing that can make you the most money, the quickness I feel in this business. If
you're doing partnerships, if you're doing deals like these integration deals or other types of
deals where you can get in front of the audience that they already have created. Most subject
matter experts, most businesses they hate to sell, especially in personality driven businesses,
they hate to sell themselves. Which is a tragedy because then they lose to people who will sell

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themselves. So a superior product with inferior marketing will be bought less than an inferior
product with superior marketing. It's a tragedy. This is why mediocrity rises to the top in this
industry because the mediocrity of the product doesn't stop them from selling it because they
have the superiority of the marketing. So most people hate to sell themselves. So I like to find
people who hate to sell themselves so I can sell them. I can sell on their behalf. Most people
who hate to sell themselves, they built up this insane amount of goodwill with their audience,
and these audience members are now feeling guilty.

I've got to pay this guy or this gal something soon, I'm not feeling right because they're giving
me so much and they're asking for nothing in return. This doesn't feel comfortable to me. Please
give me an opportunity to give you money. I'm not joking. This is how it plays out in some
instances. So if you can sell on their behalf, it's no longer bragging, it's an endorsement. First of
all, it's always easier to sell somebody else than it is to sell yourself. So if you can sell
somebody else and add yourself into the equation along the way, you can get a percentage of
the audience that you get in front of. Greatest way I know to get traffic. It's out of the box, I get it.
It's not a straight line, it's not linear, it's abstract. This is the innovation part of this business. This
is where all the money gets made. So these are some things for you to consider when you're
looking for opportunities out there where you can bolt on. Where you can be the flea on a big
dog, just a well-paid flea on a big dog.

Now, this metaphor doesn't hold true because the flea can become the dog and it's not parasitic
either. Let's be very clear about that. You're not taking for something from someone. This is
more like in the water where the wells have these different animals that eat off the belly of the
well. So they're biting the well all the time, but what they're doing is they're eating the food off
the well. So to them it's food, to the well it's getting cleaned at the same time. This is a
synergistic relationship, right? When selling becomes easy is because you're not selling
yourself. Selling yourself, your own ego is on the line. Selling someone else bypasses the ego
trap for both parties. You're selling somebody else so it's not as hard for you. Somebody is
selling them, so it's not as hard for them. Customers don't really care who is selling who as long
as there is trust and a great deal to be had. Like that's a really good product and I trust you.
That's really how they care about. Who pitches it is inconsequential.

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Is it a really good deal and can I trust you? Well, there's a lot of trust by proxy because if
somebody else is willing to let you pitch them, then the trust is almost immediately transferrable
or at least a large portion of it is. Now, here's another clue for you. Desire without action. So
when you listen to influencers talk and you hear them repeatedly mention what they want to do,
what they plan on doing, what they're thinking about doing, but what they inevitably never end
up doing. That's opportunity knocking because if you can show up as the vehicle to get it done,
you can hit it big. Now, there still will be resistance here. There's a reason they haven't done it,
and usually it's often psychological. So sometimes that's a barrier you can't overcome. But
again, law of large numbers, there's a lot of them out there. You only need one of these deals to
make it work. So this is your antenna to clue in on. What can I relieve them of the burden of
having to carry along that they wish could be done, but never seems to get done?

So these are some of the considerations that you want to have on identifying your targets. Now,
let's talk about creating the offer. Most entrepreneurs that are successful quit taking risk. In fact,
they become very conservative because they now start to look at all of these actions can undo
things quicker than do new things. So when we work deals with people, we try to focus on
minimizing the downside. From a reputational perspective, whatever deal you should do should
always make them look good, but can never make them look bad. So this is one of the reasons
why I like showing up with completed material or halfway completed material or something to
show them so they can assess value, not out of thin air or idea, but out of a specific resource
given to them or some sort of asset that's created. There's opportunity cost. Will promoting what
you create come at the expense of promoting something else? Is there a way you can sidestep
this?

So I like to do deals initially with people that are not using the media or the avenue at all
because then there's no cost to them. They don't lose anything by using it. It's not mail me
instead of mail you because that's a cost. We either mail this thing or we don't mail anything.
That's not a cost. There's no opportunity...

... or we don't mail anything. That's not a cost. There's no opportunity cost there. Resource
impact. Even if you remove all of the deal makers time from the project, do they still need to
make things available to you, resources, technology, staff? The less internal resources you

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need, internal meaning from their perspective, the better. You'll almost eliminate something from
them, but if you can eliminate most of the stuff from them, all the better. I find, by the way,
because I've done these deals so much, most of the time they will not give you half of what you
asked for anyway, and you'll go out and find it on your own, easier than it is to ask for them. So I
can't tell you how many times I've found success stories, case studies, and testimonials that I
asked for that they didn't give me, but I refuse to only be limited by what they would offer to me.

Oftentimes, I will go out and find things. And the things that I find in the wild or through research
are more valuable than the things they give me anyway. I never wait or rely on what they can
provide to me to make the deal work. If they get, it's bonus points. Now, later on as the deal
matures, you can get more stronger in your ask and your expectations, and you can... You have
all the leverage at that point in time, but not upfront, you don't. And then positioning. How does it
fit within their goals, ideals, and how they want to be known. So we are always factoring it
through that. How does this make them look better to their constituents? Creating a deal
proposal. I'm going to give you an actual deal structure with Joe. And we're going to examine
what I did. Most of this, you will not be able to do yet, but strategic implications are still the
same.

The values input are still the same. So these are levers that you can consider pulling. So this is
actual language as part of the communication in the deal that we made. So here's some of it. I
said my goal is to design a marketing plan that requires as little of Joe's thought, effort, and time
is humanly possible. The rationale behind this is simple. There's a large portion of your
audience who is desperate for this information, and they are not being served it at all. So I'm
communicating with Joe and his team. So I'm immediately putting the frame out there of this is
how this is going to help you without requiring any of your effort or time. Your audience needs
this. They're not getting it. They're not being helped. And I know that that's a value to Joe.

I know that that's very important to Joe. Then I speak his language. I say, think of it as similar to
Genius X, which is the a hundred thousand dollars group. With the softest of marketing, you
oversold it. And many people who signed up were like, finally, me included. I can tell you 100K
alone has revolutionized my business in my personal life already, and I've only been to one
meeting, the first of many, the guinea pig meeting. So I'm showing him something in a way that's

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consistent with his model of reality, because there was so many people that were waiting for him
to open up a hundred thousand dollars mastermind, not just a 25,000. And when he did, they all
paid him money, and they were thankful that they could pay him. It was his own limitation that
got in the way. So I'm showing him how this is similar to something else that he's experienced,
that he got a positive result with, very powerful technique.

Okay? And then there was a whole bunch of other stuff. I'm going to skip down to later in the
communication and where we start to explain some more of the specifics. I said as for the
webinar content itself... So now I'm explaining about how we're going to sell this thing. So we
use the webinar to sell genius webinars. Makes sense, doesn't it? As for the webinar content
itself, it's simple. We walk through the same case study that I did in 100K. In fact, the whole
thing is similar to what I did in 100K, only with slides more condensed and with the pitch at the
end. Nobody will leave that webinar without being thrilled to have spent their time there, unless
they are an asshole. Putting a little bit of humor in your deals can go a long ways. It makes you
personable and relatable, right?

Now, let's talk about this for a second. I was able to first demonstrate my competency to Joe in
an environment where there was no risk involved, not really. I did a free training to his a hundred
thousand dollars per year clients. And there was no pitch at the end. There was no offer. It was
pure value add. So I had demonstrated in advance of the ask that I could provide value. So
important. This is the most important step probably of all. And you have to think, how am I going
to do that? And you can do that at any shape of your journey of where you're at in business. So
the value could be, I created a report. Here's what it looks like. Do you want to add your name to
it? Right? Or oftentimes it's like, here's how I can help your audience. Would you be willing to
risk it? Here's what it would look like if I were to help them. And here's all the material created.
So you just have to copy and paste it and we can try it out.

So one way or another, I had demonstrated in advance of the ask the value that I had. Okay?
And then this is how I ended it. I said, "I can take care of all the copy and the setup. I can write
the emails in your voice if you want me to. I'll build the signup pages, the thank you pages, the
order form pages, et cetera. I can process the money and pay you out. Or if you prefer, we can
run it through your merchant account and then you pay me out. Either way is fine with me." So

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this is the whole, look at all the stuff I'm going to do for you. This is where quantity takes on its
own quality.

I'm going to do this, this, this and that, this, this, and that, this, this, and that. You're going to do
17 things. That's what really impressive. Okay. Even though most of those things are just a
function of a larger thing, breaking it down, factor, that also helps. But here's some takeaways
on a slide. It wasn't thin air. You saw me do a training on webinar, so he had a basis of
expectation. I was flexible. Most details don't affect the deal one way or another, not really. So
present it with options and allow them to choose so you empower them. And in this particular
instance, I win no matter what. If I write the pitch and [inaudible 00:53:50] doesn't like it, I can
use it myself. If we can't make the deal work, I can shop it to somebody else if I wish to.

So this is how we make deals. Here's another example. Now, unfortunately this didn't play out. I
laugh because I typo the facts that I sent to Dan. What had happened was 12 years ago, I had
my mom take me to a magnetic... She took me to a Peter Lowe event for my birthday. And my
birthday present was for her to buy magnetic marketing for me. So one of the first information
products that I spent a large amount of money on, it was like 300 bucks or 200 bucks, I can't
remember what. That was all I got for birthday that year, was magnetic marketing. You want to
talk about being dedicated, right? This is like, of course [inaudible 00:54:38] was going to
succeed all along. Why? Because for his birthday, he wanted his parents to buy them
information products, but that's [inaudible 00:54:46] here nor there.

Anyway, that was supposed to be what I said to him, but I screwed it up. It just goes to show you
don't have to be perfect with this. I faxed Dan one day, because Dan had originally faxed me.
Dan saw my book somewhere. I have no idea where. Picked it up, read it, liked it. And he faxed
me and asked me if he could write it up, a mention of it, in his newsletter and talk about it. Of
course, right? So I faxed him back then I said, "Dan, 12 years ago, I had my mom buy me your
magnetic marketing product. You sold up to Peter Lowe events for my birthday," is what it was
supposed to say there. "Though not my birthday. Today I consider your letter a gift of equal
value. Thank you. If your newsletter hasn't gone to print, [inaudible 00:55:26].com is the website
you can plug. If you're up for it, I'd like to send you a box of 100 hardback books that you can
distribute to Titan, Platinum Plus, or any group or person you wish."

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So I'm speaking his language there, and I'm offering service. I'm offering value in advance of an
of anything. So I'm going above and beyond what he requested from me. And then I say, this is
the best of all. This next paragraph, I said, I'm not sure where your marketing focus is these
days, but I know you've done collaborative products in the past. I have a few project ideas I
think would interest you. My philosophy and collaborations is I do 95% of the work, but split 50%
of the profits. Like I told Joe Polish when we launched Genius Webinars, you've already put in
20 years of effort to create the pen up value that I will now put forth the effort to unlock. Let me
know if you're interested. You can fax me here. Thank you. So I'm speaking his language. I'm
letting him know that I know who he is, I know what he does, even though he didn't offer
anything up to me to explain that. I know he has a platinum group. I know he has a Titanium
group, right?

I know he knows Joe Polish. So I'm saying a lot of things without saying them. They're implied,
but I'm showing him that I'm smart enough to do a deal with, right? Now, here's his response.
He said, "Jason, Vicky will follow up. If possible, I'd like to book you for the September diamond
members call." Hell yeah. So I'm already getting somewhere, right? Hell yeah. "She'll also give
you a ship address for the books. No rush. I'll give them at October and November Titanium.
And Titanium brick and mortar meetings. 15 out a hundred will do it." And then he says this, and
I like this a lot.

He says, "I'm open to hearing ideas for collaboration leverage projects, why I no longer have
contractual non-compete restrictions I still have informal and political considerations related to
my contract and working relationships with no BS inner circle advantage, and its official vendors,
sponsors, exhibitors and to a lesser extension entrepreneur media and certain private clients of
mine, which may or may not prohibit a particular project, product, et cetera. A number of things I
might say yes to get nixed for these reasons. And you should know this in advance, my life is
complicated. However, the 95% of work, yours, 50% profit mine formula has appeal, as I am
slowly in the winding down phase of my business life."

So I love that he specifically say the 95% of work yours, 50% profit mind formula has appealed.
Now, we never got to do any deals together, unfortunately, because Dan got really sick

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afterwards and thought he was going to die. And he made an incredible recovery, and I'm so
glad. And I recently saw... I guess Joe Polish was speaking at an event he's running, and then
Russell Brunson ended up buying his business and all this other stuff. But he got really sick, so
we never got to see anything further on that deal. But here's a guy who was already completely
at... He was ready to retire. As he said, his life is very complicated, but he responded back to
me in a way. Now again, it wasn't a blank slate. I had done something in advance with the book
that somehow he got that got him interested.

This is why it's important to always be putting things out there, because you never know who
gets their hands on them. So you can't just live on only these deals, but these deals, plus other
things you do are significant. And these are... And I could show you many, many examples of
this in action. Okay? When creating deals initially, you may have to do what I call risk-free
validation, where you say you can mail a portion of the email to start, then roll it out if it makes
sense, or even you can start it with a survey. If I had someone create a blank, a webinar,
whatever, a PDF guide, et cetera, if I had someone create blank detailing step by steps on how
to do some sort of thing, would you be interested in attending or interested in reading it,
interested in downloading it, watching it, et cetera, et cetera. If so, what would you like to learn
during it?

So oftentimes I've made deals where I said, Listen, let's just dip the toe in the water. Let's just
see it all. If they're interested. If they're not, you'll never hear from me again. If they are, then we
can cautiously proceed to the next step." So risk-free validation. If possible, you can even float
that idea out here. We're going to start with the smallest audience that has the least going for it.
And if it works there, then we can expand. I am a huge fan of massive customization with these
offers as well. The more you can focus the material specifically to a certain group, the better you
will convert, and the more comfortable people will be with doing deals with you. So I'm going to
show you three different landing pages that we use on three different audiences, all selling them
the same product on the same webinar where 95% of the webinar was the same. So 5% of the
webinar was changed, but a majority of the change occurred from the invitation. And this
allowed us to get affiliates to promote this offer that other people probably wouldn't get. Okay?

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Now everybody was getting the digital marketers. So this was an offer made in 2015, I think it
was, and it was on Amazon. So everybody was selling Amazon to your internet marketer types,
your digital marketer types. And this is what the landing page was. It's essentially announcing a
new opportunity backed by a legal guarantee of profit. Hell of a headline, by the way. And then I
say, "The claim is bold. I, Jason Fladlien, believe this is a powerful opportunity to create wealth
from scratch that I've ever seen." Absolutely true at the time. For the people that got on it, it was
insane, right? And then I talk about... So I'm all about the opportunity here. Here's what people
have been doing with this. And I'm getting, I'm really excited about showing up. So I'm speaking
the language of the digital marketer. Okay? But if that was the only audience I limited myself to,
we wouldn't have set the record for the biggest promotion of all time in the affiliate marketing
space. I also made deals with other people outside of the industry, like my friend John Carter
here.

We made a deal to his list to promote this offer, and his list is mainly option traders. Now, here's
the difference. Same offer, webinar is 95% the same, but I say, from a headline perspective,
weird but highly predictable, special situation, ideal for traders. And then I wrote the copy in
John's voice. "As you know, I'm always interested in giving you an advantage. And sometimes
we as traders have to consider going just a little bit outside our trading to get that edge. I don't
do this often because I value our relationship, but I've discovered something that is a trader's
dream come true. My guest has created a particular situation that's tremendous upside breakout
potential with extremely low risk. It's very rare to get access to training in a system," and blah,
blah, blah.

So see how I'm speaking the language of the marketer, or not the marketer, but the trader now.
And this was part of the way that we got this deal from him. Now, we did another deal with
people who focused on, a company that focused on personal finance, so entrepreneurial for
personal finance. And then this is same webinar, The Single Greatest New Economy First
Generation Wealth Vehicle. And then he talks about a wealth shift, and the focus is more on
managing wealth and what wealth shift opportunities are occurring, which is an interesting. So
this webinar was done Wednesday, April 29th, 2015. This woman was done Thursday, April
30th at 2015, and this was done April 22nd. So in the span of eight days, I did the same
webinar, almost exactly the same webinar to three different audiences, but all the emails that

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went out were customized to those individual audiences. The landing pages to register were
customized to those additional audiences, or to those specific audiences, I should say. Very
powerful stuff. It's a little bit of work for a lot more result.

If you can make deals where the other person only gains but never loses, you will win so big in
this business. And I've done this with the very platform that we're talking about or that we're
using today, Zoom. So we did a deal with Zoom one time, and this is essentially the appeal to
them. If somebody signs up for Zoom video webinar, so the webinar portion of Zoom, there's
one of two outcomes. They pay Zoom money to use their webinar platform, and either they do a
webinar or they don't do a webinar. Now, if that user who signs up to Zoom webinars doesn't do
a webinar, guess what happens? They cancel their membership. And if that person signs up to
do Zoom and does a successful webinar, guess what happens? They continue their
membership. Obvious, right? So knowing that this is how we structure to deal with them.

We say, "Hey, listen, zoom, why don't we come in and train on how to do a great webinar?
Because if we help more people know what a great webinar looks like and make it easier for
them to do a webinar, then they're more likely to stay. Also, if we sell them stuff, such as the
Genius webinar course, webinar critiques, and even do webinars for them, they also stay." So
we got Zoom to do a deal where not only could I train and get in front of their audience, which is
good in and of itself, but they let us sell on the webinar to their audience. They let us pitch their
audience because the logic was sound. Hey, whether they do the webinar or their owner, they
pay us money to do the webinar, there's still going to be a better customer to you. They said,
okay, that makes sense. And that's how on Tuesday, February 12th, two months before they
IPO'd and were worth billions of dollars, they sent out this email, Join us to discover the webinar
formula," yada, yada, yada, blah, blah, blah. Yeah, baby, let's go.

This works all the way up the food chain, my friend. So when you're thinking that person, that's
that's a smaller fish for you that you're starting with, know that that's where I started with. So if
Zoom will make a deal like this, small fish will make deals like this. Sometimes small fish right
now can produce some big results for you and then you trade up. Now, let's talk a little bit about
contacting your targets. There's three types of business relationships you have right now. You
have cold warming and you have hot. If at all possible. You want to start with the hottest

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relationship. So what does hot look like? They don't just know you. They know you well. You've
had interactions in the past, they enjoy your communications. Many of my clients starting out,
they claim, well, I don't have any hot prospects, Jason. Oftentimes, we find that they're wrong.
You probably have more than you think when it comes to these types of integration deals,
especially if we consider the following questions. Have you spent a lot of money with as a
customer?

If you come to me and say, "Jason, I've spent a lot of money with you. I bought these courses.
Hear me out," I will hear you out if you spend a lot of money with me, because I love customers
who spend money from me. So that helps. Not the only thing, but you need to think, who do I do
I frequent? Who have I done a lot of business with? That gives you an in. Who do you have
frequent correspondence with? Review your past text, email, messenger, WhatsApp, et cetera.
Do you see anybody who can communicate with a regular basis who also has influence and
neglected assets? There's your hot list. Who have you seen in person that has an offer and an
audience and an opportunity? Who have you seen recently in person or contacted with? And
you might say, well, "Jason, I'm not in that business." Well, maybe not yet, but maybe you
should consider being in that business. So that's your hot leads, your warm leads. These are
people who aren't complete strangers, but you have limited AC interactions with.

They're not friends but their acquaintances, or maybe they're barely acquaintances. They may
or may not recognize your name, but you have some sort of shared history together. So start
with your hot prospects and once you've done that work, your warm prospects next. If the deal
doesn't work, it still brings you one step closer. Because that warming up of the prospect can
turn today's warm prospect into tomorrow's hot prospect. So even if this deal doesn't work or
this interaction doesn't come to fruition, it still increases the relationship through the interaction.
They're now more likely to know you again on the next interaction. And then there's your cold
audience. They're the hardest to make the immediate deal with, it's possible though. You usually
have to warm them up first. And the best way to do this is to show up with a result. I'll give you
an example. You hear an influencer talk about wanting to transcribe some older training. You do
it for him and offer it as a thanks for all he does for you and your community.

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And then you say, "Hey, listen, I can make this even better and I can do other things to
implement this on your behalf. If you're interested, let me know." You've earned the right, once
you do something for somebody in advance to say things. And I just kind of gave it away the last
slide, but I'll say it again here. "Oh, and if you're open to it, I think there's a way we can go
deeper with this that could be well received by your audience and generate some good money. I
would manage the whole thing. If interested, let me know and I'll send you more info." Our goal
is to always try to get them to ask us for more. "Yes, I'd like to know more. Yes, send me more.
Yes, I'm interested." So we're never really pushing it on people. Excuse me.

We're never really pushing it on people, but we are gently allowing them to ask us to tell them
what we're up to. And that's just an example of language. Language is not so important.
Strategy's important here. Now again, I'm going to remind you, you can do everything right and
more than half the time, it will lead to nothing. It's like exercising your muscles, your deal making
muscles. Even if it only works out one out of 10 times, it pays for itself. So it's still worthwhile to
create without asking, a valuable asset you could hand over to somebody you'd love to do a
deal with. And sooner rather than later, you'll strike a big, or you might find after you created the
asset that you can use it yourself or you can adjust it slightly and have it be something you can
use.

Showing up with results. Here's another easy way of doing this, create a bonus for their product.
This makes their product more valuable. It's easier to sell to future prospects, and ideally would
help you more easily sell their product if you got a chance to pitch it. So if you say, Listen, I want
to sell your product for you. I've also included my thing in as a bonus. That makes it easier for
you to sell, and that gives you exposure. Now, what you create for their bonus is often can be a
derivative and of an existing part of the offer or something you've created.

So think about that. What have you already created or could create that not only could you
leverage for yourself, you could slightly adjust, make a derivative of, and make it complimentary
to their product, the salt to their pepper or the pepper to their salt, creating a new sales vehicle.
So if they only had a video sales letter, turned it into a written sales letter and a PDF that they
can distribute however they want. If they only have a simplistic funnel to sell their product, build
some follow up and other funnel elements. So you might say, "Jason, I don't want to just sell

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their stuff. I want to sell my stuff." So sometimes the way you give value in advance is you help
them better do something in their business, and then that opens the door for them to promote
you. So don't be close-minded to that.

Be open to it. And I'm telling you, this thing pays for itself twice. You get better at the part of the
info business that isn't info products, but the selling of info products. So this is a way to earn and
learn simultaneously. So often, entrepreneurs are good at selling something in a promotion
phase, but then they don't build assets to sell it long term. The idea is to listen and see what
they've expressed an interest in doing but haven't done yet. And if it's simple and easy, do it for
them. These are all door openers. "Hey, I noticed this over here, so my team did that over
there," or "I noticed you wanted this over there, so I got this for you." You can use it however
you want. If you want me to help you implement it, we can have that discussion and see if it
makes sense.

That's kind of the shorthand of the communication. And then you insert yourself in there
strategically. So you either have your own exposure to who you are as a personality tacked onto
that. You either have them, give you a percentage of sales so you can make money from the
results of that, or ideally you put some of your product in their product and now people can opt
in to get your product, or they can reach out to you and you can build relationship with those
clients. So another one, writing up a case study. Make them look like a start of their audience in
public. And I had somebody do this for me. So Robert Adams used to write for Entrepreneur
Magazine, and he wrote an article for me in 2017. He interviewed me, wrote an article,
published it in an entrepreneur magazine, 12 Steps for Creating the Perfect Webinar. And then
what happened after he did that for me, I gave him probably $25,000 worth of free consulting. I
sat down there and helped him write his own webinar. This was way cheaper...

... and helped him write his own webinar. This was way cheaper for him than paying me and
hiring me. I did way more for him than I would ever do for anybody for free, value in advance.
He wrote an article on me because he was a writer and entrepreneur, and I've had other people
do this too, where they've wrote articles on me, published them in media, and then followed up
and asked me to help them with their thing. Have people of great power be in debt to you. That's
the conclusion.

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Pitching somebody that has that deal flow. Once somebody responds back to your initial pitch
with interest, then you send over the proposal. So you start at high level getting them interested,
"Hey, listen, if I were to do this, would you be open to it?" "Yes, I would be open to it." "Okay,
great."

The proposal anatomy looks like this. This is the deal you flow. Brief description, enticing
benefit, financial projection with justification, high-level planning and defining roles, items to
consider next steps. So this is how we follow this. I'll take your written sales letter. I'll turn it into
a video sales letter. We can test this to the very people who've already seen your sales letter,
haven't bought. So think of it as free money.

Then the second portion, "I'm confident we can get X percent of people who see the video sales
letter to buy. This product sells for Y. That means if these number of people see it, this is this
amount of money. Since we're starting out, I'll take the smaller cut. So in this scenario, I'll take
home this much, you take home that much, and then you define the roles involved.
The plan is to take your existing thing, update it, make it a video sales letter. I'll find the
testimonials and all this other stuff. If you want, you can send me these things, too. You don't
have to. I just need a commitment from you that you will do X on this date. In this case, sending
the email or whatever." Then I said, "You don't even have to write the email. I'll do it for you. If
the date above doesn't work for you, I'm sure we can figure out one that does." So don't follow
this exactly. Understand the strategic implications on this.

Then items to consider. "Here are the things that we still need to figure out. And so, these are
the lesser things that you need to iron out the kinks, but don't let the small things stop the big
deal." Then the next steps. "The next steps is for us to set up a call. If you're interested in going
further with this, I can fill you in more specifically on the details, how we would use this. If this is
good, let me know what time works best for you. We can move forward on that," something like
that.

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It doesn't have to be precisely that, but essentially you float the idea high level. If they respond
packed and they're interested, then you unpack it a little bit more with this formula. Here's what
it looks like. Here's the potential of revenue. Here's who's doing what, me doing most of it.
Here's some things we got to figure out still. Here's the next step if you are interested. It's
always very, very super low pressure.

Important. I'm not going to give you cookie-cutter copy and paste. I don't want you to copy and
paste anything that I've shown you here today. Here's why. A, you can't copy and paste your
way to success. B, all info products need sales pitches anyway. So it's worth doing anything for
someone else that can make you money, because it will make you better at selling your own info
products. So I want you to go through the process of figuring out the words yourself, because
that will make you better, and see small wins lead to big wins. Once you do a successful project,
this is the first person you can go back to from promoting your own products to their audience
and doing collaborations with.

So even if you copied and pasted phase one, you would be a fish out of water when it came to
trading that deal up, making that deal bigger with the phased approach than I'm about to show
you. Phased approach looks like this.

Value. You provide value, then ask if they're interested in an idea you have, so the value will
change. So you can't copy and paste that. So you provide value, then ask if they're interested in
an idea you have. If they are, you send over that high-level proposal, only if they're interested,
and then you go back and forth to adjust it, to close and deliver the deal, and then you level up.
You go back after the deal successfully concluded and say, "Here's how we can do the next
deal. Here's how we can make this even bigger. Here are other things we can do together."

Nine out of 10 interactions in business do not end very well, because most people are just ...
They are not enjoyable to work with. So if you can be that one out of 10, man, that changes
everything for you. I'm giving you the clues of the innovative thinkings and how you're proactive.
I'm showing you what that looks like.

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Number five, propose your deal structure. So this is really great. So say somebody got
interested, they say, "Yeah, what can we do together?" and they're interested in your deal. What
do you say initially when they say, "Yeah, I'm interested in the deal. What does it look like?" At
first I try to give as little specific information as possible, because I need to ask questions and
gather information before I can create a true win-win. So the open-ended question so far, "Given
everything you know now, what do you think of it?" getting them to expand on that. That will give
you clues on what the deal ideally will look like.

So oftentimes when we go say, "High level, here's what I'm thinking. What are your thoughts on
this?" really listen, because oftentimes you're not going to close the deal on one interaction.
You'll have to go back and forth a few times. So on that first call, you get more info to create a
more specific deal. You go back and forth on the finer points. You address and eliminate
obstacles. You finally have a meeting of minds and an agreement is reached.

This can take three to 10 back and forth. The bigger the deal, the more back and forth it typically
creates. We just closed a deal right now. I'm not kidding you, probably 25 back and forth. But a
part of the deal was we get equity on an exit that could be worth tens of millions of dollars. So
higher stakes, more back and forth, lower stakes, less back and forth.

But that's why at first I don't get too specific on the deal percentages and structures. I get more
understanding of what they're looking for, and then work backwards to help get them that and
get me what I want, too. I'm going to give you some different ways of proposing deals, though,
some different deal archetypes specifically. So it's good for you to know the different types of
deal structures that are available to you.

By the way, one of the biggest ahas I had early on in my business was you can make a deal
look like anything. Everything is negotiable, and you can be creative on any and everything you
want to. So these are just different things you can leverage and you can put them together in all
sorts of beautiful different ways. It's like notes on a piano, right? There's only really 12 notes on
a piano, but they can create an infinite number of songs in music.

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So here's just some of the common deal structures that I've seen high level. There's a straight
royalties deal. You get paid nothing upfront, you just get a percentage of the revenue generated
from the project. The percentage can be based on top line, bottom line. We could talk about
revenue, gross revenue, net revenue, profit, net profit. They're all just different names. You've
got to specifically say what are the expenses? What are not the expenses? What do we split?
That's really it, some sort of gross/net-defined number, i.e., top line minus merchant fees or
what have you. That's generally how straight royalties are made.

There's royalties with an advance. So you say, "Listen, you pay me X number upfront and then
you pay me no more until the royalties reach that number, and then start paying me royalties
after that number has been reached. So you pay me $2,000 up upfront and 15% royalties, but
you don't have to pay me 15% of the sales until I first exceeded $2,000 on my end." Hopefully
that makes sense. I didn't do the great …

So let's just do a 10% deal. So you say, "Listen, let's do this deal. I think this deal can generate
$50,000. You pay me 10% of the $50,000. So that's five ... If it does more, you pay me 10%, too.
But let's just say it only does $50,000. You pay me 10%, that's $5,000. Here's how that works. I
need $2,000 upfront, and then the remaining money will be paid after I exceed the royalties. So
you pay me $2,000 upfront and you never pay me another dime until we sell $20,000 to your
product."

I've just gotten my first $2,000 upfront of the 10% of royalties, an advance in royalties. That's a
deal you can do once you get some sort of reputation. Generally, you can't do those deals
upfront, where you require them to pay you money.

Then there's the third deal is trade. You share the leads, you get integrated into their marketing,
they promote you, et cetera. So no money gets exchanged, but something else in lieu of money
gets exchanged. Often these are the best deals. I'll do training for your audience. I'll do all this
support for your product. I'll add all my value into your thing. In exchange, I just need a resource
box where they can go and they can join my email list.

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Oftentimes not only do we to the training, we give something away for free to those audiences,
too. I can't tell you how many times I've given my book away for free, like the PDF version of my
book, to somebody else's audience. Even the hard cover of my book. What a great way to get in
front of another audience.

So I do all the training for free and then I give away stuff that costs me money for free, but it
leads back to a few high-value clients that end up paying me hundreds of thousands of dollars.
So trade is another way to do the deal. You can do a combination of these things. So you can
do a fee in lieu of royalties. So you say, "You pay me X number of dollars upfront just to cover
my cost. You also pay me a percentage. I also get these things, these non-revenue-based
things." Again, you can make it up any number of ways you want to.

At first you're probably not going to get much in terms of ... You're not going to get an advance
at all, probably, unless you get lucky, or unless you have some other relationship aspect going
for you. You'll probably get royalties, it'll probably be a small number, and you'll probably get
more on trade than anything else, but the trade can be very valuable.

There's also things that you can do such as capped royalties. So once a certain number is
reached, you don't have to pay me any more royalties. So 15% of the first half million, and then
after that it's all yours. So you can do capped royalty deals. You can do performance milestones.
You give me a smaller percentage on the first $10,000, then a larger percentage on the next,
and then after that in perpetuity.

You can do flat fees. Once you make X number in sales, then you pay me Y number of dollars,
or once X happens, then you pay me Y, and then there's no percentages. Again, it can be a
combination of all of these things. I am super open on how to make deals work. I don't really put
any structure or confinement around it.

Again, I work backwards. How do we get to where I get what I want, you get what you want, and
nobody gets hurt? Then we just figure out a vehicle in order to make that work and we draw it
up. We try to keep it simple so that way we don't overcomplicate things, make it overwhelming

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and confusing. Be creative, though. Every deal is different. There are an infinite number of ways
you can structure a win-win deal.

Royalties are the easiest to make, but it's the worst deal to make. So that's okay at first. We
don't want to end there, but we can start there.

Always look to add in non-financial options, i.e., your access to the list, that you share the list,
you get to speak at their event, you can interview them for a product, blah, blah, blah. Additional
deal parts are when and how you get paid. At some point in time, you'll need to define those,
what can and can be done with the intellectual property that you'll create, who owns the rights to
what, what each party is expected to deliver, what can and cannot be shared with third parties.
So can they give away your thing for free, or do they have to pay you a fee if they give it away?
All that kind of stuff. At first, be super liberal with it, but over time learn where you have some
exposure and when you do further deals you can eliminate them.

Then implementation. The main focus on this step is to help you bypass the issues that can
prevent success. So if you get out of the way of these issues, you'll naturally implement and do
well. So I want you to think of each deal as 100% on you and anything that they may do or
provide is a bonus beyond letting you get in front of their audience.

So learn Google tricks. So you can go to their different web properties and type in
site;whatever.com and Google will return every indexable webpage for that website. I have
found so many things with partners just doing the site;whatever.com.

I've also find different ways to get PDFs from them in other types of formats like this, file
type;pdf and then put the person's name or put the company's name. It returns all different types
of people's names. I'm not sure what Google does and doesn't support at this point in time, but
file type PPT and file type DOCX used to also work. I don't know if they still are supported by
Google. They change from time-to-time.

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Web archives are my best friend. I can find stuff in assets from pages that have changed over
time from businesses. So I go and I scout and I look at those as well.

I ask, but I don't assume. So if they have things that will help you with implementation, ask for
them. But never just sit there and twiddle your thumbs and wait for those things. While waiting
for them to give you those things, start to build a plan B and move forward with it anyway,
because there's a good chance you won't get 10% of what you asked for. But they'll want to give
you, they just don't.

Figure out a way to make the deal work without getting a single asset from your integration
partner, especially at the beginning. If you're unsure if they'll sign off on anything, do it anyway.
Then say, "I thought this worked best, but I realize it's outside the norm. So I'm okay with dialing
it back to something more traditional even though I think that this will work better. What are your
thoughts?"

So this is the whole thing, you just do it anyway. You show up with the thing and then say, "Is
this okay or should we adjust it? I think this is the best approach, but I can totally understand if
this makes you squeamish." Usually they'll give you the benefit of the doubt. They'll say, "Okay,
fine. It's already done. I'm not going to mess with it." But in the ideation days, if you say, "I'm
thinking about doing this," then they will get very censored, very conservative.

Control the feedback process by telling them what to focus on instead of making it open-ended.
Here's an example for an email for a client I wrote recently. So I created something for them and
I said, "Here it is. I need you to go through it and check for the following." Factual accuracy that
everything I said was presented correctly. Tone and content. "Does this represent your brand
properly?" Enhancement. "Anything I missed that you think is important to add to it?"

I did not want them to comment on the look, the feel. I didn't want them to comment on the
hook. I didn't want to comment on the lead. I didn't want to comment on the sales or persuasion
mechanisms I was using. So you direct the focus to the things that they can look at, and then
you're more likely to get the ability to move forward without this constant iterativeness or this

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constant looking over your shoulder kind of stuff. Most stuff they'll want change will have little
effect on the outcome.

So I love allowing the client to change a whole bunch of stuff that I know won't matter. So then
they feel like they're doing something useful, but they're not getting in the way of actually making
the deal happen. If it's something that has massive impact, then you can say something along
these lines, "Hey, listen, I'm okay with proceeding with this, but here is how it might limit the
success of this project," and then explain it. "Knowing this, do you still want to proceed with this
change? Or perhaps I can propose a different option that gets the essence of your suggestion,
as well as maximize sales in a way that you're comfortable with." So it's always the client at the
end of the day that's in the driver's seat, but we help them drive more safely, if you will.

Then proactive problem solving, mailing conflicts, for example. They say, "Oh, dang it. We're
also doing this other thing at the same time. I forgot to tell you about that. Oops. Well, we can't
do both." So then you can propose alternatives. "Okay, well, how about this? The people that
don't open the first email, would you be open to sending them a second email that day? I know
you normally don't send two emails on the same day, but this is a way that we can figure it out
and move forward. Or can we put this over here then instead of through email? Would that
work?"

Again, with broadcast issues, I'll give you a great example. One time we were working with a
client. Right before they were to mail, their server crashed. And so, we found another service
provider for them who could send out emails and we got the mailings done.

So we didn't allow a setback to stop the thing from happening, even though that was outside of
the realm of the deal that we made. Because it was affecting us, we figured out a proactive
solution. So you're going to have to think this way from time-to-time.

By the way, sometimes deals just happen and they work and it's smooth sailing. So I'm talking
here about some of the edge cases and challenges you may incur. I don't want you to think that
every deal is just fraught with peril and insane. I'm just giving you, I'm preparing you for

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sometimes things will not go the way as planned. And so, these are the plans for when things
don't go as planned.

Merchant account issues, hosting account issues, support blows up. These are all issues that
can occur. So be prepared in advance for here's how things could go wrong and here's how I
would handle them when they go wrong. That's good to build that list up over time.

There are plenty of deals where none of this happens, just to be clear, but always expect it to
maybe happen. Then you'll be ready for it. So you'll end up having to solve other problems for
them that fall outside your deal, have nothing to do with you. But guess what? It's still worth it.
This is where people kill themselves in terms of the money that they could make, because they
say, "Well, it shouldn't be that way." Well, it is, and you can profit from it or you can complain
about it, but it's hard to do both.

Then leverage and expand. Once you help them inside their business, you're only steps away
from having them help you with your business. After a deal is done, you have the hot prospects
you could ever hope to have. So it's time to be strategic about it.

There's three ways to expand a deal. Do more deals with the same company. So not only are
you banking off a fresh success, which has opened up opportunity, you have less onboarding
with the client now for the next deal and you have momentum. Another way, referrals and
introductions. Someone else's hot connection automatically can become your warm connection
with a single simple intro.

You can also create incentives to refer, including being part of the deal as a referral, a brokerage
fee, if you will. It works in some industries, other industries, you can't do it for legal concerns, but
there's always referrals and door-opening opportunities.

Promote your results. Contact others you can do the same for and show what you just did. Each
deal becomes easier to sell than the previous with this approach. "Hey, I was working with
company X and we did this. Would you also like us to do that for you?"

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As you gain reputation, the more you can embed yourself into other people's products, the
better. So your products can become their bonuses, or parts of your products can become their
bonuses. You can train their audiences based on your expertise, and then their audience can
become your audience. You can be in their followups. This is one of my favorite places to be in
business, in somebody else's email autoresponder follow-ups, because they typically don't
change them once they put them in place.

You can be the guide or the maestro of some of their stuff, and you get attached to that. You can
be a partner of their products, meaning that when somebody buys their product, you get some
percentage of it because you've enhanced it.

So much power once you get your foot in the door. Bottom line is someone has the perfect
audience for you to get in front of. They might have spent years and thousands of hours
amassing that audience, and you can spend a few additional hours with some creative problem
solving, leveraging that most valuable asset, which is a customer list that has a positive
relationship with the list owner. As a result, you can get more quality traffic than anywhere else
or anyone else, period.

That's the traffic deep dive. That's what I have for you today. The next time we'll talk about
traffic, we'll talk something that's more scalable. This isn't quite as scalable, but you can't have
your cake and eat it too. But, nonetheless, this is a valuable insight for you regardless of
whether you use this for traffic or any other strategic initiative in your business. There you go. I'll
see you in the next ...

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Product eClass 5.0 Session 5 Transcript

Jason Fladlien here today, we're going to talk about high-ticket products. The best way to sell
info products. Some of you are already ready for it, so if you've already been an expert, if you've
had some success, especially one-to-one through coaching, consulting, or what have you, you
can start right at the top. I think that's a valid position to enter any market in. For the rest of you,
you're going to want to build up to a high ticket. You want to get there as fast as you possibly
can. I'm going to argue a very strong case why, and for some reasons, many of the reasons I'm
going to argue are reasons you wouldn't think of. Regardless, what I'm going to teach you today
is useful at any portion of your journey. You can take some of this thinking and put it into
lower-ticket or mid-ticket products, and it will serve you well as well.

Here's where we're at in the journey. If you're keeping score at home, we are in module five
now, high-ticket products. We've done four modules, locked them in, put them in the books. I'm
pretty proud of it. Hopefully, you got a lot out of it. I know a lot of people have. Then we got three
more to go. We're on the downslope. We're on the descent of the summit of the mountain. That
is Product eClass. I'm going to talk about high-ticket products. I'm going to talk about the
webinar method next module, module seven. We're going to dive more into traffic. Again, I
specifically give you a whole new approach to traffic. If module four wasn't your flavor or it was
too abstract and you're wrapping your head around it still, I think this will be good as an
alternative to it, but it's also a good compliment towards it.

Now, I want you to chew on this very quickly. There are 5.3 million millionaires, 5.3 million
millionaires and 770 billionaires living in the United States alone. The United States is a country.
Sometimes they think they're the only country, but it's just a country. We have many countries
that make up this world. Millionaires make up about 2% of the adult population, so 2% of the
adult population. If it were a random sample, and it never is a random distribution of the
population when you're going out and marketing and selling info products, but let's pretend for a
second that it was a truly random distribution of the population. That means for every 100
people you put on an email list, two of them would be worth $1 million. Again, that's not a

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random distribution, of course, because if you're targeting, "Hey, you that needs credit repair."
Probably not one out of 1000 would be a millionaire or even one out of 1 million.

For others of you who are targeting, here's how to get a yacht to tow your yacht because they
do that. Did you know that? Certain people get a yacht to comb along as a sister yacht to carry
the other stuff, to put it to the main yacht. Then you probably have like 95% of your list would be
millionaires in that particular instance. But from a random distribution of the population, 2% of
the US population is worth $1 million, which, by the way, again is very complicated. What it's
worth is that liquid is that non-liquid. There's a lot of farmers that are millionaires, but they don't
have a lot of money on hand. There's levels to this, as there always is. But I just wanted to
impress upon you that there's a lot more money in the pockets, in the bank accounts of your
prospects than you realize, significantly more.

I was doing this training in Brazil in 2020. We did a whole Product eClass Brazil edition in 2020.
We're looking at doing something like that again. I was even telling the Brazilian population,
"Even though X percentage of the population makes over the equivalent of 100,000, if we put it
in raw numbers..." I gave them the exact amount of people. And then I said, "Don't you think
that's a lot of people?" And they all agreed it was. Even in other countries that are perhaps not
as economically positioned as the United States, there's always lots of money to be moved
around in any country that you can reach where people are spending money on problems to be
solved. Now, I bring all this up just to hopefully increase your awareness of all the money that's
out there. The reality is, high-ticket is not really only for the wealthy.

You shouldn't think, "High-ticket means I'm only selling to rich people." In fact, a majority of
people who purchase high-ticket products in the information space are squarely middle-class or
working-class. I bought my first high-ticket product myself when I was making the year before I
made $25,000. The second year I made about $40,000 because just at the end, so that was
November of 2017, excuse me, I end up making, or sorry, 27, 2007, when I launched my first
info product, as you've seen in November, I ended up that year making about $40,000 because
just those last two months alone, from what I learned in this info business plus what I was
picking up doing article writing, I made $40,000 really in my first year in business. The year

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before, I made $25,000 painting houses, for the most part. But even when I was making
$25,000 a year, I bought a $2,000 course.

When I was making $40-some thousand, I had bought more than one $2,000 course on credit.
But nonetheless, I remember when I brought Product Launch Formula back in 2007, I didn't
have a credit card that I could charge it on, and they didn't take PayPal. I didn't know how to
spread it across, so I convinced the guy I was painting houses for at the time to charge it to his
credit card, and then I would write him a check and pay him back because that's the only way
that I could afford it and actually purchase it. So the high ticket isn't for only the wealthy. It's for
the people that are most desirous for ownership. That's a writer down there. Who is the most
desirous of ownership? How can I target them? That's really the answer. Here's the great price
misunderstanding. Almost everybody gets wrong about price.

For about 90% of people, price is not the primary factor for making a purchase in the information
business. Most people don't say, "Let me find the cheapest way to solve my problem." They
don't say, "Let me find the best way to solve my problem." And then they say, "Of all of the
factors that would go into whether I purchased this thing or not, price being one of them, price
would be further down on the list." Or almost sometimes very far down on the list.

My assertion is that for about half of the people in your market, price is maybe sixth or seventh
on the list of reasons why they would or wouldn't buy from you. 6th, 7th, 8th, 9th, or 10th even,
way down on the list. For me, I put it so far down the list that I don't even consider it when I'm
creating something. The price, I'm like, "Nah." There's going to be about 17 things that are more
important for this prospect to determine whether they should buy this product or not than price.
But here's why everybody gets it twisted. Price is the easiest excuse a customer can give you
for not buying. So therefore it's what most people assume is the most important thing when it
comes to selling a product.

The thing about price is this, price is a number you can put in a small box. Value is an abstract
concept, and you can't put it in a large box. You can't define value very easily, but you can
define price precisely. So that's why people overvalue it. Price is also a great cop-out for

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somebody who doesn't want to get better with their problem in terms of commitment. I do a
close. It's called the hobbyist versus the professional. I said, "If you're a hobbyist, then yeah, of
course you don't want to spend this kind of money, but are you taking this problem seriously yet
or are you in the mere hobbyist stage of dealing with this problem?" That's kind of how the close
goes. The short version of the close, the rawest version I can give you.

Certain people, they are not committed yet to invest in themselves, both in time and money, to
solve the problem. But they will tell you, "Oh, it's a money issue." Because it's a cop-out. It
doesn't allow them to focus on the deeper friction point between them and the problem they
would like to solve. I will tell you, out of all the issues, number one on the list is always the
reason why people won't buy from you once you get past the impulse purchasing prices is fear.
They're afraid. They're not afraid of failure, by the way. That's part of it. They're also afraid of
success. What if I lose all the weight? Will people treat me differently? Yes, they will. Will some
of that be negative? Yes, it will be. Then what if I don't lose the weight? Then I paid money and I
put in effort, and I'm still miserable.

Either way, there's fear involved in that. It's that fear of lack of capability, that fear of worthiness.
It's often the fear of self-masquerading in some way, shape, or form. Or it's the fear of the other
person. This person's going to hurt me, harm me, take something from me, break me down,
destroy me. That's going to be painful. Belief is always the number-one reason people don't buy
from you. Number two is the loss of time, which is unrecoverable, whereas the loss of money is
recoverable. So people are afraid to try something out because what if I put all this time, I'd end
up worse off than I was if I didn't put in any time, and so it's better to not put in any time and
save some money. But it's mostly a time issue.

For me, it's always belief. Belief rooted in fear is number one, time and all of its variations are
number two. Number three are specifics. Would it work for me in this scenario? Would it work
for me in that scenario? I always think of it as Green Eggs and Ham, the book by Dr. Seuss.
Can you eat it in a car? Can you eat it near and far in a tree? Whatever the case may be, then
fourth is price, but there's categories of the above three. That's why it pushes prices very far
down. But price is the number one thing people will tell you why they didn't buy something.

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Your goal should not be focused on how low can I make the price? Your goal when creating
products eventually is, "How can I better show value?" The more value that I can show, the
easier it is to charge, and I would argue that you owe it to your customers to charge more.
Here's why. The more you charge, the more you can invest in a superior solution. I can't give
you world-class support for Walmart prices. I can't provide you hands-on access to certain
things at McDonald's prices. I just can't do it. The more you invest in a superior solution, you can
charge more because you have more margin to work with. You can invest in a superior solution,
therefore, outvalue everybody else in the market, which allows you to better serve the customer
better than anybody else in the market.

The more margin you have, the more you can advertise your solution to find the people who,
otherwise, you would never be able to find, who need your product the most. You tend to get
better results when you charge more because the more they pay, the more they pay attention.
It's not a guarantee, but it certainly helps. I think price point is a placebo in the information
business, just like the sugar pill. They give half the group a sugar pill. They don't know if they're
getting real medicine or not. Then they measure it, and they discover that oftentimes the
placebo is as effective as the actual medicine because people believe taking medicine will make
them feel better. It's not the medicine itself. It's the belief. People believe that it's a higher-ticket
product, therefore it's going to be better, and they show up more.

These are some of the many factors that make me argue the case for getting to the premium
pricing situation of info products sooner rather than later. Now, here's the constraint to higher
pricing, it's mostly psychological. You will be attacked by competitors. They will say, "Look at
how much they charge you over there. What a ripoff. My stuff is just as good and it's only $10."
Yeah, sure it is, buddy. I used to use a close all the time where somebody would say, "What
about so-and-so's product?" I'd go, "Just buy both. My product's 300 bucks, theirs is $10. Just
get both, $310. What's the difference?"

Even in marketing, you might not be able to use this close for what you sell, but I'd say you've
got to wonder what you're going to learn from in business from a person who hasn't figured out

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how to charge you more than $10 for their stuff. You've got to wonder what they're going to
teach you when they themselves haven't learned some basic fundamentals of the very thing
they're supposed to be teaching you. But nonetheless, you will be attacked. You will be attacked
by your competitors. There's no doubt about it. You will stick out because you will be so much
more expensive than them, quote, unquote, "expensive." People, whether they're customers or
not, often, they're not your customers, will call you greedy. Who are you to charge so much?

ChatGPT launches their $20-a-month program, and everybody's all upset all of a sudden, "How
dare you charge for it?" Come on, dude. It's AI, it's revolutionary, and you're all bent out of
shape at 20 bucks a month? Come on, son. It doesn't even make any sense. But that's how
people look at it. They're like, "That thing that took billions of dollars of money to invest in, and
it's still losing hundreds of millions of dollars every single quarter." There are people that are
upset that somebody has the audacity to charge 20 measly dollars a month for it, and it's always
going to be that way. It's just the way that it is. That's the loud majority of people who spend a
small minority of money on things. When Netflix raises its price by a small amount of money, I
remember when it went to something like from $9 to $10, there was a revolt. Come on, I'm only
giving you hundreds of thousands of streaming titles, and I'm asking for $1 more now. Geez,
you would've thought that they were asking you for your kidney. That's how people are reactive.

These are things you have to deal with psychologically. They don't feel very good, especially if
you're not ready for them. You yourself will feel uncomfortable at first, especially if you had some
of these limitations. Any limitation you place on somebody else is often first a limitation you've
placed on yourself. If you've had issues with money in the past, you're more likely to protect
those issues on to other people. It will feel uncomfortable for you at first when you significantly
increase your prices. You're going to have to deal with that. You're going to have to lay it on the
table.

Yes, this feels uncomfortable. Here's why I should consider doing it even if it feels
uncomfortable. Your clients will absolutely expect more, so you will take on more responsibility.
I've discovered that the responsibility is not symmetric, meaning that if you charge 10 times as
much, it doesn't mean you have 10 times the responsibilities. Oftentimes, what happens is, if

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you charge 10 times as much, you have 1.5 times the amount of responsibilities. It's a small
increase in your responsibilities, but it's a large increase in the amount of addition of price that
you can charge.

Now let's put things in proper context. When I started, my first product was four bucks.
Sometimes the easiest way to get to higher prices is to sell at lower prices first and then see
firsthand and learn for yourself some of the insights that I've just given you. How many support
agents do you think I had when I was selling a $4 product? The answer was one, and it was me,
and I'm the worst support agent you could ever hope to have. I wasn't incentivized to create
updates to the product. I did create some updates to the product, but I didn't need to, and I
wasn't incentivized to provide those updates, and it was really hard for me to want to continue to
serve that customer base. Now, I did it, but I saw the problems with it. I was like, "Okay, these
are huge constraints that will limit me in the future." And after a while of hearing another
customer saying they can't believe I was selling this thing for so cheap, it really upset me. It
really frustrated me.

By experiencing it firsthand, I learned better than if I could have sat on a seminar like you're
sitting on here today with me. I got paid, though, and I got experience. That's more important
than anything else, especially at the beginning of your career when you're getting kicked off. I
started off with a low ticket, but think of where I came from. This is where I'm going to show you.
This is where I launched my first business. In Coralville, Iowa, in this tiny little shed out back
behind this already tiny house. That little thing, that's where I launched my business. I was poor,
so who was I to think that I could sell expensive stuff if I myself didn't have any money? And
that's fine. That makes sense. Make some money and then charge higher prices. That was the
attitude, and it worked out that way.

Now think about it from a different perspective. This is very interesting. This is where it gets
exciting. This is an easy way that I can teach you a very high-level lesson that, if you capture
the lesson, it will serve you only for the rest of your life. I'm going to give you the lower-level
version of this lesson first, and then we're going to zoom out. I live in California now, in Los

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Angeles County. Before, I lived in Johnson County, in Iowa. I want you to compare the
difference.

I couldn't find the cost of living index for Johnson, so I went to Des Moines, which is even higher.
In Des Moines, Iowa's capital, what is the cost of living versus Los Angeles? The overall index,
113.4% more. This is a little dated. I think this is five years ago, so it's probably increased even
further since then. But it is literally twice as much to live in California than in Iowa. Food and
groceries are 10% more expensive about, housing is 400% more expensive, the mansion that I
lived in in Iowa for $500,000 is bigger than the house I live in now that's worth $2 million.

Crazy, huh? And you pay more for utilities. You pay 121% more for transportation. You pay 22%
less for health, which is interesting, but 15.9% more miscellaneous for different kinds of things.
You could be rich in Iowa and you'd be poor in California. My whole insight to you on this is,
price is relative. Now, that's a very simplistic view of the relativity of price, where literally the cost
of toilet paper in Los Angeles is higher than the cost of toilet paper in Iowa. But different people
will pay different things depending on just geographic location alone. What? To speak of all of
the other reasons that would make price relative. To somebody who's super busy because
they're working all the time, making a whole bunch of money, saving just a couple of minutes for
them may be worth thousands of dollars, where saving a couple of minutes to a college student
who's just starting out in the work field is not worth more than $100 or $10 even.

Price is extremely relative, depending on who you are, what you want, and what you value. We
want to sell to the people where price is very relative, and we want to give them offers that are
specifically designed for them. We want to find the people that are like, "Oh my God, I'll pay you
a whole bunch of money for this little tiny thing over there." And I'm getting the better deal.
That's what I'm always obsessive over. Now, here's some little-known truths when it comes to
higher pricing. A high price in and of itself is intrinsically valuable.

You can sort through products on Amazon in one of two ways. You can sort low to high, or you
can sort high to low. You can't sort the middle out. All of these companies make a sorting feature
on their websites to sort high to low because people shop that way. Certain percentage of

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people, they want to know what the most expensive thing is and then work their way down.
There's a status to the high price. I've mentioned this many times, but it's easy to forget. Money
is cheaper than time. We always look at how can we save somebody time and then
demonstrate, the money they pay to save that time is insignificant compared to the time saved.

Where can we win back time? Any price, by the way, can be made into a bargain provided you
put enough bonuses in. We'll talk about bonuses in a little bit. You can give me anything, and I
can make it a deal. You can give me a number two pencil that you could buy for 50 cents, or I
don't even know what they charge, and I could turn it into a deal at $500 because I would go out
there and put bonuses around it, and I would make it a deal at $500. A pencil that most people
couldn't sell for $5, I could sell for $500. Any price can be made a bargain relative to the value
that you create from it or around it and who you point it at. Mathematically speaking, 7% of
customers will spend 70% of the money in any given business, and it's even deeper than that.

The real truth is, 2% of customers will spend 49% of money in any marketplace. But the point of
it is, a small amount of customers are the ones that'll spend a large amount of money in any
given scenario. Who are those small amount of customers? What's unique about them? What's
different from them based on everybody else? And how can we find them? And one of the ways
you can find them is having them find you. They will tend to gravitate towards the higher-end
prices, naturally. They're predisposed to find it. You just offering a high price will attract them. It's
a big secret, right there. It makes it so it's easier for them to find you because they sort through
the marketplace and they look for higher-end solutions automatically by default. People will pay
a lot more for a slightly better experience.

You don't have to... I'll give you a great example of this. There's a book written by Rory
Sutherland, it's called Alchemy. He talks about how they noticed customers were happier if the
trains were delayed, but they could expect the delay. If they knew the trains would be delayed
by exactly four minutes, they were happier than if the trains had a variable timeframe where
they often came in on time, but there was these unknown periods of time where they could be
eight minutes later, six minutes later, or even two minutes late. If you actually calculate scenario
A versus scenario B, scenario A says, "I don't know if it's going to be late, and I don't know when

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it's going to be late, and I don't know how long it's going to be late." But overall, statistically
speaking, the train gets here faster. It's on time, quicker. That's scenario A. Scenario B is, it's
always late, but it's always precisely four minutes late. People are happier, and therefore they
will pay more money to know precisely because that's a better experience for them. It's unlikely
they can fix the trains not being on time and-

So it's unlikely they can fix the trains not being on time exactly, but it's more likely that they can
deal with expectations and manage expectations. So you would focus there on building a better
experience, therefore than making a faster train. Everybody's trying to make a faster train. Let's
keep the train the same speed, but let's build a better experience around it. We're going to talk a
lot more about experience.

Charging more has very little to do with the product itself. So the thing you are selling is
oftentimes the least important part of the price that you charge for your offer. I'll give you a very
specific case study. This isn't in the info product business, but it might as well be. It's pretty
much same concept no matter where you go. But early on in the Rapid Crush career in 2011,
we actually started as a software company. And one of the ways in which we were successful is
we would find this software that was sold for $7. They did these launch models back then, they
still do them not as much as they used to. They do these product launches where they sell
these really low ticket products on places like the Warrior Forum, JV Zoo, WSO, the Day, or
Warrior Plus or whatever it's called. And these different models would get a whole bunch of
people hyped up about this launch.

So they'd often launch a software that on the front end was like $7, and this software would be a
cheap knockoff of some other very popular software that was out there in this space. And they'd
go out and they'd sell like 4,000, 5,000, 6,000 copies of the software. Then they'd walk away
with a nice big list, which was cool. They made a decent amount of money and then they would
move on to the next project. So what Will and I would do is we would look for these launches
and if a software looked really promising, we would approach them and we would try to acquire
the rights. Now, oftentimes we could get the rights for the software, the source code of the
software for a couple thousand bucks. I can't tell you how many times I had this conversation. I'd

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say, listen, you charge let's just say it's $10 bucks for the software to make the numbers easy.
I'd say you charge $10 bucks for the software. So if you were to sell 500 more units of the
software to the end customer, that would be $5,000.

Now, we all know that buying bulk gets you a discount. So I'd be happy to pay you $2,500. You
can still sell the software all damn day long, but I'm essentially giving you a big fat lump of
money up front that you'd otherwise have to acquire by selling a couple hundred or even a
thousand customers once you factor in cost. Because I would even argue with them, listen,
you're paying the affiliate this, you got the overhead that. So you'd either have to go out and find
5,000 customers, or I could just cut you a check for $2,500 today, and we would acquire all
kinds of software for next to nothing because the software was sold for so cheap. That's the
problem with cheap. So we would go out there and we'd acquire for a few thousand bucks, and
oftentimes we discovered that the seller was happy to give it to us because they had no plans
on relaunching it anyway.

They couldn't really support it without losing money or upsetting customers. So it was free
money to them. But here's what we would do with this software once we got it. The first thing we
would do is remove as many features from the software as possible. So software would be like
a Swiss Army knife. It would do 20, 30, 40, 50 things. It would do none of them well, but it would
do most of them okay. So we would say, this software really should only do this thing or maybe
this thing and two other things. So let's remove the other 35 things that it has no business
needing to be done. And now that we're left with these three remaining things, let's make them
the best ever for these three things. Let's really optimize the heck out of those key essential
functions. And then the other thing that we would focus on wasn't a software improvement, it
was an interface improvement.

When you remove the 50 non-essential elements and you only had three things left, first of all,
naturally the interface looks more inviting, it looks more welcoming. It looks more exciting. It's
easier for a customer to feel confident to use it. So we made sure to look at the design. Now,
some of this is obvious today because of people like me who beat the case over and over for
many years, but Apple understood this immediately when nobody else in the technology space

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did. They made it look nice, not just function well. So maybe their software wasn't even as good,
but it felt better when you touched it. So therefore they won/ has nothing to do with the product,
you feel me on this one? So we would gut the software out, we'd ship it and sell it with less
features, and we'd focus more on the design to make it more intuitive for the user to use. So
they'd have to use less effort of thinking in order to figure the thing out.

Now, here's what else we would do. We would then take this software and sell it differently. We'd
sell it via long form educational webinars. The basic pitch on these webinars is let me show you
something really powerful and how to do it manually. Then we'd show them the manual process
and then we say, now here's how you can automate it. Then we'd show them the software. And
we'd say, if you want to do it manually, you now know how and you could save all your money. If
you want to automate it, you can pay us this much money and you can buy our software. Now,
we would often sell this software for $200 to $500. So we would take a software that retailed for
$10 bucks or $7 bucks or $9, we would remove 90% of what the software could do, and then we
would sell it for 20 times as much, even though it had 90% less in the software than before.

And maybe we wouldn't get 5,000, 7,000 customers. We'd get less customers, but we could
focus on them more. They were already happier before we took them in. They got better results
because the software was optimized more for a better experience, and then they came back
and bought lots of other stuff from us. Better model, better model. It's amazing what you can do
when you can roll up a whole bunch of little things that are cheap and then figure out the
experience, the design, and the packaging and the thinking and the communication of value
around them. And you could charge again 20 times as much for 90% less. This is a premise
you've seen me use repeatedly throughout Product E class. My friend Joe Polish, he hired a
price expert many years ago to come in and analyze this carpet cleaning business because he
used to be a carpet cleaner.

And what they discovered in the carpet cleaning business, which is universally true in all
businesses, if you raised your prices by just 10% and lost 40% of your customers, you'd make
exactly the same amount of money. Crazy, huh? So a lot of people are afraid at going at higher
prices because they'll lose customers and you will lose customers, but you'll gain money

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because you need a much smaller amount of customers and you'll make a much larger amount
of money and it's easier for you to target, communicate, and serve those customers because
you're narrowly focusing on them, but you're not limiting yourself based on price anymore.
That's the difference. So here's the factors involved. The four core critical factors of high pricing
is specificity, experience, status, and time. So at a high level, specificity looks like this.

General medical doctors are the least paid. You have the widest range of knowledge, so you'd
be a cardiologist and you make a lot more money than your general MD by being specialized
and focused. The highest price business seminar I've ever seen was in the pest control
business. So here's how to run your pest control business. Most expensive seminar ever seen
ever sold. Not a general marketing seminar, not a general business seminar, a pest control
business. On the other end, I've been to those Peter Lowe events that had Zig Ziglar speaking
at them and other big names, and they were like $50 bucks for an unlimited number of tickets.
Bring your whole office, $50 bucks, cheapest tickets. And they had people like Joe Montana
there. They had presidents there. I think Donald Trump spoke there before, just on and on and
on. $50 bucks. The more specific something feels tailor made for someone, the more likely they
are to pay a higher price.

So we talk about specificity from a niche marketing perspective, which is important, but it's also
important from a pricing perspective. By focusing more on other people that need something
very specific and optimizing for some of these variables we're talking about here today, this is
how we can charge higher prices and get them and have people happier to pay us higher
prices. So the first one is specificity.

Experience we've already talked about, but let's just break it down. Think about this. Most of you
go to a dentist, me included, who have a receptionist who almost looks upset when you walk
into the office like, ah. And they're like, life would be better if there were less customers. That's
kind of their attitude. You know how much it would cost you if you were a dentist and you were
training your staff that hey, when somebody walks in, you stand up, you walk around the
receptionist desk and you walk out in front of them and you greet them like a normal human
being. That would cost zero extra dollars to do that.

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The only thing it would cost would be a little time for you to do that if you were the receptionist
and a little time to train the receptionist in order to do that. But that's an experience. And so if
you do things like that, I love creating and looking at experiences that cost no actual money to
implement. Just a little bit of ingenuity. And then I try to add up as many of those as I possibly
can. Now, think about it again, for most of us, including me, the dentist that I go to right now is I'll
listen to whatever they're playing on the radio and I'm like, "Ugh."

Imagine if they specifically had a playlist just for you that you could either tailor ahead of time or
they could set up for you, or they could have multiple different options at least for you to listen
to. Now, that might cost a little bit, but not much. It sure would make an unpleasant experience a
little less unpleasant. So my point is, for mere pennies per customer, you could create such a
better wow experience that you could double your prices and end up with more business, not
less business. More business, not less business. So once upon a time when we were selling the
amazing selling machine back in about 2015, January that year, they flew us all out to the
Cayman Islands and they brought the top 10 or 15 affiliates out, and they were whining and
dining us, dazzling us and wowing us to get us to promote again.

But they also one day said, "Hey, listen, how can we serve you better?" Is what they had asked.
As affiliates, how can we help you more? Now, this was going to be the fifth time they've ever
launched this product. So the first four times they launched this product, it was $3,500, which is
already the highest end that you could possibly get the price to the market at that time. And all
these other affiliates were given suggestions. Now, we had won the affiliate contest. We'd sold
more units than anybody else every single time. So we were number one the first four times this
product launched and now it's number five, and we want to be number one again. And so I told
them, I said, "Here's the thing." I go, "Here's what would make us all more money if you did it."

I said, "You need to increase your price from $3,500 to $5,000." That's what I had suggested to
them. And I remember they responded back. At first, I saw the gears churn and they say, "Okay,
I get it. So we'll sell less overall units, but we'll net more profit." And I said, "No, no, no, no, no,
no, no." I said, "The probability is likely that you will sell more units at a higher price. Here's

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why." And then I explained to them, I said, "You can't tell the audience that you're making the
product better for four consecutive launches when you've always said, we've made it better,
we've made it better, we've made it better, and the price stays the same." I said to the audience,
"That makes no sense. It can't be better if the price always stays the same." I said, "It's logically
inconsistent." And they had made the product significantly better.

So I said, you are likely losing sales because you've kept the price the same and it doesn't
reflect at all the increase in value that you've made. Doesn't reflect that at all because they had
erroneously assumed just like everybody else, that if we raise the price, we'll have less
customers, not more customers. And oftentimes we've discovered increasing the price can give
us more customers. So quantitatively and qualitatively we're better off. We sell more people as a
percentage, as a conversion, and we make more money, period.

There's only three things that can happen. If you raise your price, one conversion goes down,
two conversion goes up, or three conversion stays exactly the same. I have discovered many
times that when we raise prices, conversion either stays the same or goes up. So going down
often is the least seen result for increases in prices. But my whole point is it's less about the
price, it's more about the experience around it. So in that particular instance, I had explained to
them the experience around it, the experience of the customer and how they would look at the
value because everybody's focused on price. I'm the only one I feel like that's focused on value.
So experience is very important. So we're very, very aware of it and how it impacts the
customer.

Status. The less people think others can afford it, the more valuable it becomes to the people
who can afford it. It's a nice supply demand kind of thing. You like it better because other people
can't have it. It's a darker truth to the psychology of consumers than we'd like to admit. But
nonetheless, there it is. Many people will value something simply because of its scarcity and it's
a demonstration that they can afford or they can get something other people can't get, or they're
smart enough to have something other people can't have, et cetera, et cetera. So you can't help
those customers if you're mid-priced for or if you're low priced. It's harder to help those
customers. Apple arguably may not have superior machines. I don't know if they really do or not.

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I don't know if their phones are the best. I don't know if their tablets are the best. I don't know if
their computers are the best, but they are the coolest brand by far.

Nobody makes fun of you if you're using Apple products, but man, they can make fun of you if
you're using anybody else's products. Apple products can help younger people get laid more
often. Think about it from that perspective. It's a designer where masquerading is technology.
They understood the concept of status. How do we create status when we sell something?
Anytime somebody pulls out an Amex black card, everybody around the table's impressed. It's
silly and it's goofy, but nonetheless, it's status issue. A higher price conveys more status
because of its higher price in and of itself.

And so when we sell information, some of the way that you can create status around it is simply
because you're focusing on people who are already successful with it and only those people
would qualify for what you're doing. So they've had to have X, Y, and Z and 1, 2, 3 achieve
before they can buy your products. That's status, and we've done that all the time. I'm messing
around with the idea right now of launching a webinar mastermind and it's going to be $50K a
person if I do it. We're going to eventually get a percentage of the growth involved too, but I
haven't figured out that piece yet. But $50,000 upfront, and I'm not going to take everybody. Like
you got to have at least a six figure business, ideally a seven figure business.

And you got to have consistent traffic being generated on a weekly basis. You got to already
have this in place, that in place, this in place, that in place, that's how it's going to be sold. And
the status is you have to earn the right to be able to even pay the money. And some of you
might feel like that's so unobtainable for you now to even consider and think. And it's sad
because don't close that door off even if you're not there yet. Think about how you could get
there sooner rather than later. And all of you can start to craft consideration because by the way
I started was I worked backwards. Who could I help 100% of the time that if I got this person, I
could absolutely get a result for them? Okay, now that I know who that is, let me carve the
marketing out and tell people, if you're not this person, don't spend money with me.

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And then that becomes a status. Time. This is the easiest way to increase your prices
immediately to save people time. I've paid $5,000 or more. I think it was more to do Disney
private tours. It was kind of cool. The kids and I, we're down in Disney and the lady that was our
private tour guide that would get us to the front of the line everywhere. We go on the Cars ride
at the time, I don't know if it's still at Disneyland or not, but she was telling us on the Cars ride
that the week before that she did a private tour for Larry the Cable Guy who was the voice of
one of the cars in the movie, the Cars, something like that. And I was like, that's pretty cool.
That's pretty neat.

So that's an experience thing there, and they book you different things, you get the front of the
parade, yada, yada, yada. But I'm like, man, I'm going to save four hours from standing in line.
And that to me was a deal, like a private tour gets you up to 10 people and we are like four of
us, five of us. I didn't even care about the... I didn't need the other five. I just didn't want to
spend four hours in a line. And I had the money and it made sense.

We've said it before, but we'll say it again. It's harder to sell a $10 book that's over 200,000
words than it is to sell a $500 video training course that's only four hours long. Saving time by
going through the product is time saved, making the product more efficient. So cutting out the
extra stuff that's unneeded or not necessary and charging more for the fact that you're giving
them less is a valid position. I've done it many times. I know many of these things on the surface
seem illogical, but they're not once the deeper truth is revealed. The people with the least
amount of time will pay the highest prices. If you provide a solution that takes far less time than
any other possible option that they may have, that's the conclusion. So you say in my audience,
who has the least amount of time and how do I cater a solution specifically for them?

And then even if you don't charge a high price, fantastic, but oftentimes you save them time by
charging a higher price so you can invest more resources or you can secure more wins for them
than the other person can because they don't think like that way. Let me give you something to
think about from an arbitrage perspective. Most of business, by the way, is arbitrage. You find
something of over here of lesser value and you figure out ways to elevate it over there to greater
value. That's essentially arbitrage. So let's say one day you find a book at a used bookstore and

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it costs you $1. It's some weird obscure book that you wouldn't think anybody would ever buy it.
But then you go on Amazon anyway and you see that that book sells for $200 on Amazon and
every time somebody lists that book for sale, it sells out immediately.

My question to you is this, would you pay $1 at a local bookstore and be okay with selling that
same exact book that you paid a dollar for over there to these people over here for $200, a 200
times markup? How does that sit with you ethically and morally? It's a good question to ask,
right? Because you could argue, well, why don't you paid $1, you greedy bastard? Why don't
you just sell it for $10? And maybe you should, I don't know. But if people over there who don't
ever seem to have access to it otherwise because they didn't have the favor and the benefit of
being in that bookstore like you did and you paid $1 and you sold it for $200 and you netted
$199 profit in your pocket, you got to know how to answer that question ethically speaking
because that's the answer then that will help you determine maybe you don't sell it for $200,
maybe you sell it for $100, maybe you sell it for $150.

Either way I can make an argument both ways that you're a greedy, dirty capitalist because
what you paid $1 for, you charge somebody, even if it was $50, 50 times as much, how dare
you? Who do you think you are to charge somebody 50 times as much as what you paid for it?
Okay? Now I think most of us were smart enough to realize that again, this is the flexibility of
price and the value that we had was recognizing the deal and taking advantage of it. And then
of course, we can set a price. If we want to charge $100 and save them $100 and we still make
$100, fantastic. That's the kind of business model I like. But if you think about it is if you don't
sell the book at all, they don't get it. And it seems like they want it and they're in short supply of it
over there.

If you sell the book, you can determine at what markup you sell it at, but any market you sell it at
is going to be significant. So is that okay? Is that right so to speak? And I think that it is. I think
the whole premise of entrepreneurism is to take lower level things and raise them to higher level
things. And that's a lot of what we're doing here when it talks to how do we increase the price a
little bit more and add a little bit more value or a lot more value, and how do we continue to do
that all the way up the chain? A fortune can be made if you only follow these two strategic

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concepts. So once you understand these two things, it can completely revolutionize your
business. The first thing is digital information costs next to nothing to deliver.

And the second thing is what could cost you pennies to add in value that's worth dollars to your
customers? Because information is free to deliver, I can acquire some of the most powerful
information out there and send it to you for nothing. So I just got to figure out how to procure,
create, or synthesize value over here that's either freely given away or discounted and bring it
over to my thing and reconfigure it and build it up. So the sum of the whole is greater than each
of the parts.

I'll give you a very specific example of this. Say you hire a coach and you say, listen, I'm going
to pay you $150 per hour for coaching. And in most industries, would you agree with me that
you could hire one of the best coaches for $150? And most industries, really good coaches get
paid $50 bucks an hour. That's just the fact. So think of what a great dog trainer you could hire
for $150 an hour. In a lot of places, think of how great of a tutor you could have, a language
tutor for $150 an hour, et cetera, et cetera? Okay? So you hire a coach for $150 an hour. Now
you don't pay them upfront. You say, when I deliver clients to you, then I will pay you after you
fulfill on your coaching. So you're providing them a huge value, you're going to feed their
pipeline for them.

Now you take this coach, which is an asset, and you use this coach to offer a free 20-minute
coaching session for each person who buys your product. So if you think about it, your net
fulfillment cost on this is whatever 150 is divided by three, $50. So you've-

50 is divided by three, $50, so you've increased your fulfillment cost by $50, because that's a
20-minute session, three 20 minute sessions is $150 an hour. Now, if you were to add this as a
bonus, this one bonus alone could take a product that you sell right now for 200 bucks and
easily turn it into a $500 product. So what cost you 50 bucks to fulfill allowed you to increase the
price by $300 and everybody wins. Let me reemphasize why everybody wins in this scenario,
okay. The coach wins because most coaches would rather coach than market and do business,
so they're happy. You win because you're making more money, but here's why the customer

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wins, because you can go out and find the best coach for them. So you can either say, "Give
them no coaching." That's scenario one. Scenario number two, hope they find a good coach on
their own if they need it, or scenario number three, proactively go and find the best coach for
them and hand deliver it to them.

This situation, you charge more and everybody wins. That's what I'm obsessive about and that's
just an example, one of many, many different examples. Example number two, we've done this
in a product that we sold, so we didn't create the software, but we know software makes a good
compliment to information, it provides an interface for information to be played around with. And
this isn't even the actual pricing plans, they say, "Starts at $19.97." The ManageByStats bonus
that we shipped out for years as a free bonus to a training program on how to do Amazon was
$624 of retail value. And we negotiated with Philip Jepsen here, who is the creator of the
software and owner at the time, we negotiated a deal to give what he charges other people
$624 to our users for free. And he happily took that deal. Why? Because all of the customers we
were giving him were really prime qualified leads, and if they went to the next level of that
software, that's how he would make his money.

He reasoned that it was cheaper for him to get leads through me than it was for him to advertise
and get leads, and that's right, it was. So it's a benefit to Philip, it's a benefit to the end user
because we're giving them free software they otherwise wouldn't get access to. And it's a
benefit for us because it allows us to sell more product, it increases our conversion rates, so
everybody wins, and that's what's really powerful. Code is just information, so whether it's the
software, whether it's an info product, we say, "How do we get things over here that normally
they would have to pay for? Get them in a way that cost us next to nothing and then provide
super good value for them, and can we do it for free or for nothing? Can we barely increase the
cost of our own overhead, get it to them at a better deal than if they'd have to pay for it on their
own and make everybody happy all along the way?" Something I obsess over.

The obvious benefit to doing what I'm talking about is you're giving something additional to the
customer without having to require them to pay for it, that's my favorite thing to do. How can I
acquire a bonus that they would normally have to pay for? Give it to them for free. It's also

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beneficial to them because you're finding it for them and hand delivering it to them as opposed
to them going out and finding it because most people won't go out and find it. Those who do go
out and find it, they're likely to find an inferior version. And this is something people also neglect
is this, you're showing your customers you care because you went further, you said, "Listen,
you're going to probably need this anyway, so I went out and found you the best." So it actually
increases your sales argument, the persuasiveness in which you can sell the product.

So your higher price point with this bonus included that otherwise you couldn't include if you had
a lower price point. Your higher price point creates a stronger argument for your purchase of the
product. Crazy, huh? This is why increasing your prices often can increase your conversion rate.

Now, I'm going to give you some tactics, mostly we've been hanging out in the strategical
landscape of pricing, but let's talk a bit about tactical things, scarcity, following up, positioning
and risk reversal. So there is some finesse in the ways of delivering on high prices, so if nothing
else, this is some easy stuff that you can plop into any marketing and probably see an increase.
Positioning, if you want to sell somebody a $1,000 suit, start by showing them a $3,000 suit. So
then when you show them the $1,000 suit, they don't look at the cost anymore, they look at the
savings. So oftentimes what you have to do is show them no matter what the price is going to
be, even if the price is much higher than everybody else, you have to get them to focus on the
value, not the price.

And we do this by positioning it and juxtaposing it of what the true value is first, and then
showing how price is insignificant compared to the value. So we have to lead with value and
then show how the price is insignificant compared to that. You got to remember, price is always
relative, so the better you can link what you have to something much higher in price that's
similar to what you're selling, the better the value will appear. Yeah, there's a book called
Predictably Irrational, and in that book, one of the examples, they said, "If you want to appear
more attractive, it's relative, find somebody who looks similar to you but is uglier than you, and
people will rate you more attractive." Because they have a relative comparison in order to
understand the value of something, it's not an objective thing, it's a relative thing.

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And so we're always trying to position, here's what it should be. I don't care what the price is,
price could be 10 times higher than the next person's, doesn't matter. Here's what it should be,
because we're always making good deals, you're in the business of making good deals. So as
long as you're always obsessive on what the good deal can be, price is insignificant, for the right
person, it's got to be a good deal. And then price doesn't really matter as long as the deal is
good and you can demonstrate it, and we demonstrate that with positioning. Positioning it so
they know and understand as easy as possible what the real true value is. So if you want to sell
a weight loss info product, don't compare it to the other weight loss info products that are out
there, compare it to the cost of a personal trainer, $6,000 a year. Compare that to the cost of
weight loss surgery, not only that's expensive, but it takes you out. Compare that to the exercise
equipment that most people purchase, and now you have a better understanding of value.

Now, this is what I would call kindergarten stuff, I do more advanced methodologies than this,
and quite frankly, I feel that these things are kind of hokey, they're not very logical by the way.
But for those of you who don't do this, you should [inaudible 00:54:57], this is the easiest way to
do this. You position what you have not compared to other info products, but compared to the
value. And if you can articulate and if you can actually demonstrate that your value is more
useful than your average personal trainer off the street, or some of the different methods that
people go to solve their problem that don't work, that are expensive, now people can better
appreciate your value. If you sell a relationship product, don't compare it to the cost of other
relationships info products out there, compared it to the cost of divorce and divorce lawyers,
compare it to the cost of a couple's counseling, compare it to the cost of depression and all the
financial constraints that depression brings upon it.

Because you got to sell what's at real stake here, what the end result is if they follow versus the
end result if they don't follow. Again, I could fill up a whole class, many classes on some of the
finer points of what we call price anchoring. The challenge is always, we know the value is
incredible, how do we demonstrate the incredible value to somebody so they get it
instantaneously? And so that's why we're always doing price anchoring. This is why, by the way,
we don't usually give $10 books out as bonuses because you have an anchor to price that an
actual book like this One to Many book that you could buy for $10 on Kindle. I can't give this
away as a bonus to a webinar course, because the positioning of the value that's linked to it is

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so insignificant that even if it's the greatest book in the world, I can't use it as a bonus to
increase the conversion rate.

On the flip side, what I did when I created this book, this book was a derivative of the $1,500
recordings called Genius Webinars, which was a derivative of a $5,000 in-person event that I
first did, so the positioning for the $1,500 Genius Webinar course is solid. You don't pay $1,500,
you save $3,500 off of what other people paid to learn the same thing you're going to learn.
That's powerful positioning, that's where we roll out the whole creation and delivery of the
product in advance by thinking of how do we position pricing? When we did Murder The
Objection, which I still haven't done anything with, but last year in 2022 of September, I took 10
or 15 people, I think it was 15 people. They paid five grand a piece to be in a room with me for
two days in Valencia and for two solid days of training, all's I did was teach dealing with
objections for two days straight, called the product Murder The Objection.

And then we're going to create... we've created the course, we haven't built the marketing
around it yet, but now I can sell that course for 1500 bucks again because other people paid five
grand. One dude and that guy, Mark Anthony Bates paid me $10,000. After two sessions, he'd
already paid $5,000, he says, "I want to send you $5,000 more because I got so much value out
of this." Now I have a story, think about that. How easy is this to sell once you have that story?
And then we want to create a book from that as well or a lower ticket product at a $300 price
point perhaps, but it's the same derivative of information that other people paid $5,000. So that's
advanced positioning, but you got to be very aware of how can I demonstrate the true value of
this as easily as possible, so when they see the price, they realize what a good deal it is?

And even if the price is $2,000, and everybody else is selling for $200. If you've done what I said
prior to that, still would be an incredible deal. This is why bonuses are the most important part of
any offer that you can make at a high ticket offer. So when it comes to information, there is no
easier lever to help you sell more than bonuses. Early on in my career, what I would do for my
products that made them easy bonuses is I'd take the info product and I would re-record it as an
audio with slight deviation and re-record it as a video. So I'd give them three products for the
price of one, essentially. It's a video training program, it's an audio program and it's a written

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program, but it was all the same material. But by giving them three different things instead of
one thing, which is what my competition was doing back then, very powerful. So even the same
thing delivered in two different ways or three different ways creates a lot more value compared
to everybody else.

And again, bonuses that are information bonuses are practically free to deliver, they don't cost
you anything to deliver, that's why bonuses are so powerful. Now, here's the psychological
reason why bonuses are the most important thing of a high ticket offer, conceptually. People are
going to link your cost to the product, so you say, "I'm selling this product, Jason, here's the
product." You're going to say, "My product is X, it costs Y number of dollars." And people are
going to focus more on the cost and less on the value. "Okay, I get it, your product is this, here's
how much it costs." Now I'm looking at price, now I'm looking at price. And then when you say,
"Oh, and by the way, when you invest in this product, you're also going to get this bonus, and
this bonus, and this bonus, and this bonus."

And so we start on price and end on value, everybody else who's selling a product, they start on
value, "Here's the product." And then they end on price, "Here's how much it cost." So we like to
link price to the core product being offered and then spend more time on the free bonuses
somebody's going to get because that's pure value, 100%. And so people are like, "Oh my God,
look at all this value." When they're starting out though, they're like, "Oh man, look at all this, it
cost." So, cost, then, "Ooh, ooh, ooh, ooh, wow, now I want it." That's why we focus so much
more on the bonuses than we do on the core offer itself. In fact, if you get really good at this,
you leave the best stuff for the bonus, not in the product, but that's a lesson for you to chew on
and think about, and then one day it'll present the opportunity for you to use it.

You will get objections at higher prices that you need to be more qualified to deal with. You don't
get more objections, by the way, that's a mistake, you just get less margin of error with
objections. At a low price, somebody can say, "Eh, I don't really know, but what the hell? I'll
gamble a couple of dollars on it." At a higher price if somebody says, "I don't really know." And
you don't answer it sufficiently, then they won't buy from you, so this is where your objection
game needs to step up a little bit. I'm going to give you a basic formula to follow that will cover

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80 to 90% of objections, it will instantaneously make you better at dealing with objections than
almost anybody else in this business with a very basic simple formula, here it is, okay.

The formula goes like this, acknowledge and soften, that's the first thing you do. So if somebody
says, and this is just one objection of many you can get, but this is a price objection. Somebody
says something about, "Man, that's a lot of money." You can say, "I understand it's important for
you to get the most out of your investments." So we've acknowledged the concern, notice, by
the way, how I shifted objection to concern, that's automatically softening it, right? So if they say,
"Man, it costs a lot of money." We say, "I understand it's important for you to get the most out of
your investment." So we acknowledge the problem that they have, we don't minimize it, we don't
pretend it doesn't exist, but we restate it in softer terms that are not so dark. So this is an
investment, it's not a cost, right? So acknowledge and soften is the first step.

Step number two is validate and reframe, that's smart because it shows that money isn't as
much of a concern as getting the right solution for your problem, which is by the way, true, your
customer just doesn't know how to articulate it like that. So if we look back again, I'll run it back
for you. "I understand it's important for you to get the most out of your investments, that's smart
because it shows that money isn't as much a concern as getting the right solution for your
problem." So if somebody brought up the issue of price, we acknowledge it and we soften it,
then we turn it into an advantage, "That's really smart for you to be focused on this." But notice
how we change the target subtly, we change it to a better target, not just for us, but for
everybody, for the customer too, because otherwise customers will default back into these lower
levels of decision making.

If you think about a logically, if I were to look at every article of clothing that you're wearing right
now, I bet you we could absolutely with 100% certainty point and show that none of them are
the cheapest thing. That's not the cheapest hat, that's not the cheapest shirt, that's not the
cheapest pair of socks, that's not the cheapest pair of underwear that you could buy, not the
cheapest pair of shoes. They made decisions where price was a consideration, but it was truly a
lesser consideration, so we're helping them understand that for their own benefit. Otherwise,

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people will tend to catastrophize and then they'll lock up and then not do anything, which is not
good for them, not good for you, okay.

So the first thing we do, acknowledge and soften. Second thing we do is validate and reframe,
and then the third thing we do is present a target. So this is when we say, "Hey, that's really
smart, blah, blah, blah, and when you sign up today, if you don't immediately feel like you got
your money's worth, even in the first 30 minutes, I request you take full advantage of our no
questions asked money back guarantee." Let's go even further and then we dress it up, yada,
yada, yada, right? So there are many different ways in which I handle objections, they say I'm
one of the best at it, maybe the best, right? But this is the first way that I really got good at this.
So we can do this with anything, acknowledge and soften.

So if somebody's concerned with the time commitment, we say, "I understand how important
you value your time, so what you really want to know..." And this is how we validate and reframe
it, right? "What you really want to know is, is this worth the time I'm going to put in? And if so,
how would I be aware of if I made a right decision or not?" And then you present a target,
"Here's how you know you made a decision that's good for you, yada, yada, yada, go here and
sign up." Works with any objection. So you are already now better once you've applied this
framework to any concern that you know your customers are going to have from a friction point
to address it, whether that's in the email copy, whether that's in person, whether that's on a
webinar, whether that's at an event, whether it's on the phone, there you go.

Now, the biggest portion of a higher priced product you'll have to really focus on is the risk
reversal. So how do we remove risk? The higher prices you go up, the more you have to be
aware of what the risk is and how to remove it. Here's another great insight for you when it
comes to premium pricing, it's this, everybody wants to buy the premium product, everybody
wants to buy the premium option, and there's only two things that stop somebody from buying
the premium option. The first is not enough actual money on hand, and that's rare, that's rarer
than you think. That's why I have a close that goes, "Unless you live in Bangladesh, I don't think
this is outside your price, I think that the real challenge is here is with the limited funds you

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have, you want to get the most out of them." So it's rare that they literally don't have enough
money to buy most things.

And by the way, there's a function that something is wrong in your marketing if a majority of your
customers get to your offer, they see your price and they are not physically capable of paying it.
That's a problem with your marketing, it's not a problem with the product or the price itself, but
far more often why people don't buy premium options is not because they don't have the money
on hand, it's because there's too much risk that comes involved with spending that money.
That's the real issue, you're making it too risky for them to part with the money. It's not the
amount of money, it's the risk of parting with the money, that is the key crucial element you have
to deal with. This is why guarantees are super-duper powerful, super important at removing
risks as much as possible.

Because it costs so little to fulfill digital products, it costs you practically nothing to give the
money back. Psychologically, some of you are going to have the issue, "It's my money." It's not
your money, okay? It's money that comes to you and it will run through you, and it wasn't your
money in the first place, you get it for a little bit, then you pass it on to the next person, right?
Sometimes you got to give it back, that's okay, because it costs nothing almost to give
somebody their money back if they're unhappy, you should be very liberal with it, you should
even dramatize your guarantee.

So people think this conclusion, so when I'm creating offers at a higher price point, I'm always
obsessive on this conclusion. "I can only win, but I can't lose." That's what I want all of my
customers to think as much as possible. "I can only win, but I cannot lose. Even if I don't win, I
can't lose, so if I can't lose, then I can only win." And one of the easiest ways to do that is with a
dramatic guarantee, which has these four elements to it, reason why, terms, audacity, I like that,
and redemption. Let's break them all down, let's start with audacity. I want you to state it as
audaciously as possible, "I'm so confident that you can achieve a certain result that if you can't, I
insist you ask for your money back." That's an audacious way of demonstrating a money back
guarantee. Not that, You can get your money back." Ah, that's limp-wristed, right? It's, "I insist

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you get your money back." You might even say things, "I'm putting my own money and my own
reputation on the line."

You may say things like, "I'm not going to ask you to bet on me without me betting on you, so let
me bet on you first, let me take the risk on your behalf." The more dramatic, the better. So look
at your guarantee and say, "How can we dramatize this?" Now at lower price points, you don't
need to go this far with it. In fact, perhaps it's overkill, it's like a machine gun when you're trying
to kill a fly, but the higher the price go, the more you want to focus on the emphasis of risk being
deescalated, and drama helps them understand that, remember that, and have impact.

Terms, so one of the ways I like to state the terms is if it's a 30-day guarantee, it would go like
this, "Whether it's 29 minutes from now or 29 days from now, you can no questions asked or
reasons given request your money back and it will be given to you promptly, quietly, and
unconditionally." So a lot of people make guarantees, but they don't feel real because they don't
dimensionalize them, they don't tell you how to get the money back, because they secretly don't
want you to get the money back. So this is how we state it, so they make it real. Make it real for
the user so they understand specifically how they would go about getting their money back. And
you even tell them the specifics, exactly, "Just email whatever.com with the word guarantee in
the subject line, and I'll process your claim so you can get your money back."

This [inaudible 01:09:46] is really powerful, and then provide a reason why you're willing to
make such a bold guarantee. One of the reasons is, "I only want you to be my customer if you
want to be my customer." If you followed me at all, you've heard me say that. "Listen, I don't
want your money if you don't want to give it to me." I say that one all the time too. Another
reason why is, "I want to help you, so I'm willing to take the risk on your behalf." Another reason
why is, "Once I help you with this, I know you're going to be a lifelong customer of mine, so I can
continue to help you, that's why I'm willing to take the risk on your behalf." You can always use
this in almost every offer that has a guarantee attached to it, what we call the fully informed
decision close.

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Will and I use this a lot, Will likes this more than I do, but we use it. He says, "I'm not asking you
to make a final decision of yes or no today, I'm asking you to take one step..." I'm going to go off
script a little bit because this is how I say it personally. So we can read the script, but I'll just do it
off the top of my head because I get in state and I like to flow in state, right?

So well, I basically say, "I'm not asking you to make a yes or no decision today, that's too much
finality to you. I'm asking you to make a fully informed decision, which means you have to take
one step forward and view this from the inside out, not the outside in. Question to you, have you
ever bought a car without first test-driving it? Or have you ever bought a home without seeing
the inside of it? The answer to that is probably, unlikely. So you don't really know if this is the
right thing for you or not until you try it out. So the only thing I'm asking you today is to take one
step closer to decide whether this is something you need or it's something you don't need. And
you do that by going to whatever.com/yes and signing up and then you get the full 30 days to
determine if it's for you or not. And in fact, 30 minutes from now, after you see the inside, if you
know it's not for you, that's fine, that's okay, that's encouraged. Just reach out to us at
whatever.com, blah, blah, blah."

You get it, right? Okay, some of this is procedural, the hard part is figuring out the words and the
language and the sequence. I did that for you, that's what you're paying me for. The easiest part
then now is knowing the mechanics behind it and where to place it and how to place it. And so
these are some of the ways that you can mitigate risk. Now, you might not always have
guarantees, we had a better than money back guarantee for this offer, that's the extra level.
When you do a better than money back guarantee, which we made for...

Level when you do a better than money back guarantee, which we made for Product D class. I
also offered my own consulting as a guarantee. So you're seeing how we're stacking the value.
And Product D class is not a high ticket product. In this market, $500 is a mid ticket product. It's
not even a high ticket product. So look at what we do to stack value, even on mid ticket prices,
and then you can use some of that and how you sell your products.

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Scarcity. Scarcity is the most important persuasion element of all of them when it comes to
selling information product. And the reason for that is because the worst word in sales is maybe.
The close that I use is I say, "There's only really three decisions you can make. One of them I
hate. One of them I like and one of them I love." Okay, I like a no. I love a yes. But I hate a
maybe. Because A maybe gets you stuck in that disease of indecision where you don't know
what to do, that's uncomfortable for you. It doesn't help you. It doesn't help me. So we got to
figure out if the answer is yes or if the answer is no. That's kind of a close that I use often. But
the point of that is, and it's true, maybe is the worst decision. We don't help people by getting
them stuck in a maybe. And scarcity is the catalyst to help somebody determine whether they
should say yes to something or no to something.

The higher you charge for your price, the more somebody has the tendency to want quote
unquote think it over. By the way, they never really think it over. This is why I use another close
that I say, "Okay, let's think it over. How will you know when you've thought it over enough?" And
then they go, "Oh." They don't know the answer. Okay? You say, "Well, what are you looking to
think over that would help you make a decision yes or no?" And then you get to the heart of it.
Think it over is, man, I want this thing, but I'm not sure if I should have it. That's overwhelming
me right now and I'm getting scared, so I'm just going to shut down. That's what the code words
think it over means. And again, we do not help people if we allow them to retreat and go back
and settle and settle and settle, right?

Scarcity is essential at higher prices. So I'm going to break down the mechanics of scarcity for
you now. Really simple actually. There's only four things you ever have to do with scarcity. You
can combine these four things in various different makeups, but really the four elements of
scarcity are this. The price will go up. If you act fast enough, it's X. However, if you wait, then it's
y. A bonus or multiple bonuses will go away either by a certain date when it's reached or a
certain quantity that's sold. The opportunity itself goes away, the product goes offline for a
period of time, indeterminate it or forever. So you can't buy it at any price after a while. And then
the combination, that's the fourth one. And oftentimes you'll see us do the following, the price
will double, the bonuses will go away. Or in some instances the offer goes offline and then it
comes back online. But the next time it comes online, these bonuses won't be a part of it. So
these are some combinations of different things.

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Now it's good to practice this, looking at scarcity from both a positive reinforcement and
negative reinforcement position. So if the price goes up, do you save money by acting fast or do
you pay a penalty for inaction? And the answer is yes. You want to emphasize both. The sooner
you act, the better the deal you get. The longer you wait, the more you'll pay later. So we want
to hit them from both the positive reinforcement side and the negative reinforcement side. Same
thing with bonuses. You're going to get the best bonuses if you sign up today. If you wait, you're
going to miss, you're going to miss out. So you're rewarded for acting soon and you're penalized
for inaction. So I'm always framing it in both ways when I'm articulating the scarcity.

Now, here's the thing about scarcity that most people overlook. This is what stops them from
using scarcity effectively. They'll do everything else that I've said and the scarcity still won't have
teeth and then they wonder why. It's because you don't provide a reason why. If you do not
provide a reason why for your scarcity, then people will just inherently distrust you and they can't
put their thumb on it. It'll feel manipulative. And they'll say, "I don't know why but something
doesn't feel right." And something that doesn't feel right is you never justified the scarcity.

So I'll give you a couple of universal scarcity reason whys that you can use anytime you do
scarcity. One of them is to encourage action. I said, "Listen, we've made this scarce to
encourage you to take action. Because taking action on things that's good for you is a positive
character trait. And I want to reinforce that positive character trait. So when you get in the
course, you will continue to take action. We're going to build momentum together and one action
will lead to another, which will lead to another, yada, yada, yada." You get it, right? That's a
simple reason why, but it works. The people say, "Oh, that makes sense. Yep." I've used this
other one a lot, it's, "Otherwise it ain't special. If I put this out anybody could buy it whenever
they want it, wherever they want it, then it wouldn't make it a special offer anymore and I want to
make this special to you. Therefore, in order to make it special, I had to limit it." People say, "Oh,
that makes sense." It's not that you have to really justify it too hard, right? You just got to give
some reason why.

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My favorite scarcity is it's out of my hands. I was only able to negotiate the limited rights to this,
or I was only able to because of this other party give X number of units away, et cetera, et
cetera. I love that position. It's the most believable, most impactful form of scarcity. In some
instances. I say, "If it was up to me, I'd give it to everybody and their brother, but I can't because
it ain't up to me. But I had to make a decision. Do I give this to nobody or do I only give this to
150 people because that's all I can negotiate from this third party over there? And I'd prefer to
give it to 150 of you than to give it to none of you. But that means if you're 151, you ain't going
to get this." So that's a powerful reason for scarcity.

Another reason why is to maintain integrity. You say, "Listen, we want to focus very deeply on
just these amount of customers for now to give them our full attention. So to maintain the
integrity of this offer and its value, we've chosen to limit it just to this amount of people for now
so we can give them our full attention."

I've even used this last one. This is more flavorful for certain personalities than others. But it's
like I say, "Listen, I put a deadline on this thing because I know then you'll give it the attention it
deserves. If I left this open for you, then you would never look at it and you'd never sit down and
seriously consider it. So I had to put a deadline on it five days from now or less so you will really
focus on should I do this or not?" And I've used that one a lot.

What's great is most of you who have followed me, you've seen me use these on all of you. And
I have no problem sharing with you the techniques I'm using on you because, A, they're all
ethical. And B, it's cool that I can teach them to you because now you've seen them
demonstrated. I've shown you and now I've told you them as well. And you have a model that
you can go out and use based on how I've done them.

Now, a big part of higher tickets is the follow up. It's not the initial sell. Selling isn't a one and
done kind of a deal. No is very rarely final. No is short for K-N-O-W-O, which is I need to know
more. A dirty secret in this business is most people you sell to would've paid you more if you just
asked them to. The only reason you didn't get more money is because you failed to ask for it.
But most people don't ask for more money because they don't even ask for the money. They
don't get the offer in front of somebody soon enough, 65% of all sales opportunities end without

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a direct call to action to purchase. Isn't that crazy? And so many people make this mistake that I
got to have like a 15 step sequence in follow up and I got to give all this content and value
upfront before I ever ask for a sale. Now, it doesn't have to be a direct hardcore buy now, buy
now, buy now. It could be softer. It could say, "Hey listen, we got this product over here. If you're
interested, here's where you can go for more information." It can be a soft one like that, but a
majority, two out of three times that you could sell somebody you don't. The statistics of the
average business that has leads in front of them that are qualified. Okay?

So here's the details even further, 65% of all sales situations end without being asked for a
purchase. Only 18% are asked once. Only 8% are asked twice. Only 5% are asked three times.
Only 4% are asked four times. But over half of the sales happen after the fifth ask. If you
counted my average webinar that I did, you would see that I asked maybe 20 or 30 or 40 times
on the webinar itself what to speak of all the follows. I'm asking. I'm like that little kid, are we
there yet? Are we there yet? Are we there yet? Are we there yet? Are we there yet? No, I'm not
quite as annoying because I can't get away with being annoying like that little kid because you
don't love me like you love that little kid.

So I'm trying to do it in the least annoying way possible, but I would error on the side of
continually asking you and I'll tell you why. Because there's a single phrase that I've came up
with that I've used to make millions and I think about it all the time. New information, new
decision. You make a yes or no decision based upon the information you have currently. But if
you get new information that is useful to you, it'll allow you to make a new decision. And so this
is what we got to work with clients. So there's more follow up on higher ticket selling on info
products. There's more follow up. And so I want to create multiple situations where I can follow
up.

I've heard the statistics, they vary all over the place, but the statistic I trust the most is
somebody needs to be asked 26 times on average before they say yes. So my goal is how can I
engineer situations where it's always valuable, but I can ask. And let me just do that 26 times
since statistically speaking, I'm good enough. 26 times, isn't that insane? It's crazy, right? And
so with higher ticket products, we got to ask repeatedly. And so each time if we come, we give

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them new information and then we make a new decision. We help them reevaluate the decision
they've already made or allow them to make a decision when previously they were stuck in
maybe and they couldn't make a decision.

At higher prices, people are more likely to say no the first time. They're just going to, it's a big
ask. People are most likely to say, no. Okay? This is the way it is. Your best customers are
going to say no to you the first time you ask. It's too much. So this is true, even if the product is
the perfect thing for them and they have the funds and a desire to purchase this, the default
position of the human being is to say no to everything. You say no to the very things you know
should say yes to. You know this. I don't have to tell you this, right? I say no to the very things
that I say yes to. Wake up in the morning, I know I need to get outside, get some sunlight, get
some fresh air. I say no to that and I doom scroll on my phone for 25 minutes. I'm saying no to
the very best thing that's for me. I need help to say yes to that and I know and I want to say yes
to that. So this is how we have to view it.

People also, they don't want you to sell them, they want it to be their idea to buy. So we're trying
to engineer situations as much as possible where we're helping them and giving them
information so they can determine when to buy. But here's a fact that if you master this, your life
will be better in every single way. If you can always show up with value in an offer, you can
crush it at higher prices even if you do nothing else. Here's the real secret. Create an
emotionally safe environment that you can lead with value in. And then once you do that, you
can always make an offer at the end. Lead with value and sincerity in an emotionally safe
environment and you could always get the permission and safety to make an offer at the end.
Every single time.

And if you did that every single week for the next 52 weeks where you created an emotionally
safe environment that you sincerely showed up to with value first in your heart so you could lead
with value, and then at the end you asked for an order and you did that for 52 weeks, one time
per week, in then next year you would be a black belt in this business. You would be in the top
1%. And customers would love to have the opportunity to do that with you, even if it's just a few
at first. That's okay.

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See, this is why I believe the webinar funnel is the most valuable model that exists on the
internet because look at all the touch points. Look at all the different ways in which you can help
somebody. Registration, thank you, sign up, replay. Those are the four pages. The sequence
looks like this. We're sending them to a registration. We're sending emails to them. We're giving
them different perspectives and insights. Then we're sending the replays to them from long form
communication and content, and then the offer closes. So it has all the scarcity built into it. So it
has everything I just talked about here today in a micro model. And that's next week. We're
going to talk about the webinar model, how to shift education and information from the backend
where they pay you first and then they get it to the front end where you give it to them first for
free and then you sell a higher level of that on the backend. Okay?

Got a few more slides for you. I want to talk about some high ticket tactics. One of the easiest
ways to sell a high ticket is to offer multiple modalities. So again, how much can one information
be switched to multiple different modalities? So I can give it to you in a pdf, I can make it into an
audio product, a video product. We can partner with somebody to either create software around
it or we can find third party software and secure some sort of rights to it or partnership with it.
The same kind of coaching that I do is based on my information products. We can turn it into a
service where we take some of the education and implement it on your behalf. We can make it
an event and an experience, right? You can turn it into a challenge. You can build a community
around it. It can be a membership where it's dripped over a period of time. You can make it a
quiz. You can add accountability where people are checking in. You can use templates and case
studies. And I can go on and on here.

I think this is where AI is going to give you the best advantage short term. You take one strong
piece of information and you ask the AI to turn it into templates. And you ask the AI to turn it into
a quiz. And you take the information and you have the AI break it up into chunks that can be a
membership and you use the AI to help you with an event and on and on and on. Even with
software, you feel what I'm saying there? You could turn it into scripts and you can make it
create certification even, like all the different tests for certification. I think that's the real power of
the AI is it's not going to be able to make the source material at the highest level yet, but it's able

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to spin the source material so it has this dimensional effect which says, wow, look at all this
value here.

The other high ticket tactic is supply and demand. The less you have of something, the more
demand there will be for it. So finding and serving that small section of the market where you're
the only one that provides them the answer, the offer, inherently will make you more valuable.
Diamonds are not the most precious resource on earth, but people believe it is. And so they pay
more for it because they think it's scarce even though it's not scarce at all. Now, that's
manufactured scarcity, a manufactured supply and demand. I prefer organic supply and
demand. There's one of me, there's many of you. I'm going to be very choosy on who I first
serve and help, and that's how I want to sell when I'm starting out.

If I'm you, what is my information? That's another way AI can help you, by the way, is taking that
and niching that to a very specific audience. And then you say, "Listen, I'm the only one that's
sharing this and I'm only going to work with these types of people in these types of situations."
So you can either take a good low ticket product and cut it up that way, and that's really
powerful. Or the opposite is true. You can start with a high ticket product and then pull from that
and make general low ticket offers based on the high ticket specificity so you can reach the
masses and then graduate more of them up to the specific offer.

Another big thing is that lower prices, you need less testimonials or none at all. At higher prices,
it helps to show your work to prove that what you do has impact. How do you prove that? Well,
you got to have some sort of way to document it. And then once you do, put that into your
communication.

I'm not going to get into the dips of this one, but this is a killer offer checklist. If you really want to
run through this, I make this for very specific types of products, so it's not universally applicable
to all products, but it's a good thought exercise. It's like, okay, what's my core offer? Okay, I
need to be able to state it attractively in a way where people say, I want that when they just hear
a name and one sentence about it. So that's what I'm thinking about the core offer. I'm like,

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what's something where the name alone in one sentence around it makes people say, "Ooh, I
want that super bad."

And then what do I need to highlight? What are the four to seven most important parts of my
offer, the sexiest parts of my offer, the most exciting parts? And how can I show and explain
them with a couple of headlines? So thing number one becomes a really powerful headline with
a couple benefits attached to it. Thing number 2, 3, 4, 5, 6, and seven, how can I prove that
these are valuable things? Is there some way I can show that? Is there an article I can cite? Is
there a result I can point to that I've done or that somebody else is done? So it's not just me
telling how amazing it is, it's me showing it. And that's what we do for the core offer. And then
we reveal price.

So typically the flow is here's what it is, here's what it does, here's how you can get it, or here's
how it's delivered. And then here's what the price should be. Here's what it normally is. Here's
why it's a good deal for you, better than anywhere else you're going to get when you go to
wherever to sign up. So price is reveal the price before you show the bonuses, anchor the value
of your offer to something much higher priced. Have a clearer direct call to action of how to buy
the product, make the offer feel so good in favor of your customer, and that's what you do with
price. And then you introduce the bonuses. Make your bonuses more valuable than the product
itself. Link a price and value to each individual bonus. Use multiple media and modalities. Save
your best bonus for last because you want to end on the high note. Total up the full value of the
bonuses to make the price look even more attractive.

Now, you want to weave scarcity throughout, but you want to be specific to on why the pricing is
only a certain price for a certain amount of time or quantity sold, why the bonuses are exclusive,
or if they are exclusive and how they're not found available anywhere else, or how they would
be found available somewhere else if you were to pay for them, but you can get them free here.
That kind of stuff. Give a believable, compelling reason why. Emphasize both the pain and the
pleasure aspect of it, the benefit of acting early and the cost of acting late.

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And then risk. What's the worst case scenario for investing and why is it still better than not
investing at all? Can you offer a no questions asked money back guarantee? Can you present it
with impact? Can you go even above that with a conditional better than money back guarantee?
Besides money, what are other risks that you can mitigate or completely remove? And these are
the puzzle pieces on really constructing a high quality offer, a can't resist offer, even if it's the
highest priced offer in the market.

Final thoughts for you. Even if you use this stuff on low ticket or mid ticket offers, you will be
more effective, sell more and make more money, period. However, sooner rather than later, you
should focus on premium first types of products, especially as you get quicker at creating info
products, getting testimonials and gaining confidence. And there you have it. Fifth session in the
bag. High ticket products, the best way to sell information products that I know of.

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Product eClass 5.0 Session 6 Transcript

Jason Fladlien here. The Webinar Method, which is believe it or not, module six, session six,
whatever you want to call it, of the Product eClass. I am the most qualified person to teach
webinars supposedly, that's what everybody says. Certainly we have the best track record at it. I
have the number one bestselling book. It's this book right here, One to Many. If you haven't got
it, you should, and I'm really good at teaching it too, if I can be so humble.

I spent many years teaching this and doing it. More years doing it than teaching it, and you're in
for a real treat, I believe, hopefully here today. Because the way I got successful in webinars
was following the exact same method I taught you in module one, Five Figure Info Products and
also, using module two, The Third-Party Profit Model. Module three, The Backend, this is how
you shift a back into a frontend with webinars. It's really cool, you time travel if you will, so to
speak.

Module number four is the best way I know to do traffic, is to have a good webinar and then get
affiliates to promote it. You can sell high-ticket products on webinars. Even if it's the same
product done in print, it sells less than when it's done on a webinar. This ties it all together. It's
the model that on a micro level, can show you specifically how to put all these together. On a
macro level, again, the strategy is applicable across the board and it's rooted in product creation
strategies.

This is something that people study me purely from a webinar perspective don't get, they miss.
If your content on your webinar isn't good, it's 10 times harder to sell anything. If your content is
awesome, if it does the things that I teach you to do in Product eClass, then you could be very
average at webinars and get above average results. Here's how this can all fit into place. You
can send traffic or get traffic however you do to a low-priced offer.

You can be a one specific problem solver for a one specific solution to a customer that you
create in one setting and the customer can get an immediate result with it. That's a great model

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and now you have a customer. Now you never have to drive that traffic again really. You get a
bunch of customers, most of them will stick around for a long period of time. Right before the
session went live here today, I've had a customer since 2007 that's on this call here in 2023, as
we record this halfway through the year.

Great way to get a bunch of customers all together at once is just to sell them anything at
whatever price, and then you can do all the backend marketing to them, which is where the real
fortune is made. We talked about that in depth in session three. Now what's cool about a
webinar is you can start a customer relationship at a much higher price point, so you get a lot
more money upfront. You still can continue to market to that customer on the backend.

We have a lot of people that I see on webinars that have been on webinars with me for a
decade plus showing up on every single webinar or as many webinars as they can possibly
attend. They don't buy every single product, they don't buy most products. They buy a few
products here and there, but they always show up because the value that's in these webinars is
too irresistible to pass, even though they know it is a commercial message at the end of the day.

That's what's really powerful about webinars. Now, here's what's really cool. My hack, my
favorite approach, is to churn a low-priced offer into your webinar. You get money and you get
customers at first, and it's a lot less moving parts if you sell a low-ticket product. But then you
could say, "Okay. Listen, if I shifted what I used to charge over here for 4 or 5, 6, 7 bucks and I
put it into a presentation format to set up a sale of something else for $400 or $500."

I think that is the fastest, most efficient way you can immediately grab market share at a huge
profit and create some really great lifetime customers. In essence, we're shifting a paid product
to a free version of that. It's almost the same type of product, but it's shifted to a new model
where we give away what we once sold for free. Or once we once sold it, we now give it away
for free and we use that demonstration of value to sell something that's much greater.

For example, theoretically, let's just say I took my first product, How to Write an Article in Seven
Minutes or Less, which had sold between $4 and $17. Most of those sales occurred within those

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price ranges. Right now, that product or when that product was created, it was done in a way
with a very short sales letter designed to create an impulsive purchase. Somebody would
glance at it, within a few minutes they'd say, "I'd want that, it's really cheap. Here's my money,
let's see if it works."

Even if it doesn't work, it's worth the shot and you can do okay with that, but you can't buy traffic
from that. You can't get affiliates to promote that stuff. You got to do a lot of more guerilla
marketing style ways in order to get eyeballs on that. The profit margins are too low to do much
with it. But once you know you have a winning, low-ticket product, meaning winning in the sense
of people want it, they pay for it and they give you testimonials after they consume it, talking
about how useful it was, then you can shift it.

You can shift it, so it's hey, you invite people now to a webinar registration page that says, "I'm
going to show you on this webinar how to write an article in seven minutes or less for free."
Then you go through that process and at the end, your pitch is essentially that's just one of the
many things you can do with article marketing. If you want to know everything you can do with it,
here's my offer, $499. Go here and get it. I've done this repeatedly.

I didn't do this for my very first ever product, but I did this with Product eClass. Product eClass
was originally a product that was called 48 Hour Info Product: How to Create a Product from
Scratch in 48 Hours or Less. I shifted that to the saying of one problem, one solution, one sitting
product. I took what was a $7 product, turned it into a free webinar that sold a $500 Product
eClass. I did the same thing with Copy eClass.

Originally, it was a product called Three Hour Ad: How to Write Near World-Class Sales Copy in
Three Hours or Less. Sold that thing between $7 and $17. Then once that had proven to be a
winner, I shifted the majority of that content into a free webinar. Then I sold Copy eClass, which
was $499. We've done this with the book and this particular case, I did it backwards, but it works
both ways. The book can sell the eClass, the book can sell the webinar training program.

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The book can sell the more complete course. This is where you start to develop courses that will
take more than one sitting, of course, but they're more fully encompassing. You can press the
highest thresholds of pricing and mass marketing that can occur in your niche, in your industry.
There's two paths in order to do this. You can create your frontend product to start making
money. If it works, create your backend product and immediately start using it as an upsell or as
a follow-up in your marketing.

The second approach is to create your frontend product. If it works, immediately create the
webinar and sell the backend product fulfilling it initially in real time. Like how I sold you on
Product eClass, if you're amongst the first people that went through it and then fulfilled it live
one week after the next. Then when it's done, I have the recordings and now we can sell the
recordings in perpetuity. Those are the two ways of doing it. One is you create two products, you
use one upfront to sell the second one.

The second approach is you create a product and then initially you sell it to the people that
bought your first product. A living, breathing thing that you will co-create essentially together
over a span of multiple weeks. I mentioned Copy eClass earlier, just to put it on paper for you, it
looked like this. Initially, I made a product, I called it Three Hour Ad: How to Write a Near
World-Class, High-Converting Sales Letter in Three Hours or Less.

I sold it between $7 and $17. Then I created a product called Copy eClass. In this particular
case, it wasn't even more copy strategies. It was more in depth on the same copy strategies that
we taught, or I should say I taught back then in the ebook that they bought. Then I marketed to
my email list, which was a variety of different people who had bought one or more of my lower
ticket products, and I sold the product before it even existed.

But essentially, "Would you like to join me over the next X number of weeks where I teach each
step in my copywriting process?" My number one customers who bought the Copy eClass, by
the way, were the same people who bought my $17 ebook, same people. I told them, "We're not
doing anything different. The formula is exactly the same. We're just going to go in more depth
and give more examples and be more interactive, but it's the same essential content."

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Our best customers, and again, I should say my best customers because this is back then, it
was just me. Excuse me, my best customers were the people who bought the same product on
the frontend in an ebook, who wanted more in-depth, more hands holding, more example, more
interactivity on the backend. It's a great way to pitch a product because you don't have to create
it upfront. You're also selling it to people who've already demonstrated that they like to pay you
money.

You are selling it to the same people essentially who just bought the products. Most people just
want more and they're happy to pay for it, a percentage of them will, and that's great. The pitch
is essentially, "Over the next X weeks, I'll be doing one session per week on this topic. You can
attend live if you want. You don't have to attend it live, it will be recorded. We'll put the
recordings in a members' area and you get lifetime access to that members' area."

That's essentially the full pitch there. Again, you can teach high level what it looks like in your
webinar. I'm going to give you a whole map by the time we're done. Now, there's three core
elements to a webinar. The presentation is by far the most important one. But I've learned doing
this enough that if I start with teaching you the presentation, you get confused because you're
like, "Well, what about the audience? How do I get the audience?"

You think about, "Well, what does the promotion scheme look like in terms of what are the
pages used? How do these pages connect to each other? When do you start this and when do
you say that kind of thing?" What I'm going to do first before I get into the presentation, which is
by far the most important thing, is show you what the puzzle box looks like. Here's the whole
terrain and here's these other elements. Here's how you will promote a webinar. Here's the
ways you can promote it.

Best practices, here's how you attract the audiences. Let's start with audiences. There are three
audiences that are perfect for webinars. There's your own audience, which I highly recommend
you use when starting with webinars. Think, "Let me just sell low-ticket product if applicable, if it
makes sense based on my connections and who I am right now, which is for most of you. Let

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me get customers who have paid me money. Then let me invite those customers after a period
of time of acquiring those customers to a webinar."

Then I will sell to my own customers who have bought a lesser price product from me and I
could sell on the exact same topic. I don't have to do anything new, I just go more in depth. By
far, your own audience is great. It's the best way of doing webinars. If you don't have your own
audience or if you're in a position where this next strategy could make sense, then you can
pursue this first, which is somebody else's audience as an affiliate.

You go to somebody else, and we've talked at this at length, so this would be more of a
refresher and you say, "Listen, I got this webinar. I think it's pretty killer. It's really dialed in
exactly to the types of people that you serve. Here's how I don't compete with you. I actually
compliment you, and here's how I'm willing to do all the work and we'll split the money. All you
got to do is let your people know about this upcoming webinar here. Are you interested in this or
not?"

That's the high-level way that that conversation occurs. You make a deal with somebody else
who has the ideal audience you have, and you don't have to sell the audience. You just have to
sell the person in control of the audience. Then the third way is the paid traffic, which is
Facebook ads. The problem with paid traffic is you can't start there. You can only really use
responsibly paid traffic when you've proven it out with other methods first, and even then it's so
challenging to make work.

But if you're going to go down the paid traffic route, eventually what you want to do is you want
to keep it simple at first with the least moving parts involved. Run ads that focus on a free, live
web training with a link to a webinar registration page. Then follow-up daily and specifically for
those who register to increase their likeliness of attending. It's very hands-on at first, even if
you're doing paid traffic, because you're just feeling around in the dark and you're trying to figure
out what works.

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Where you would send them, whether it's Facebook advertising or whether it's your own
audience internally from an email list, or whether it's somebody else's audience that you put a
deal with, is you send them to the webinar registration page before the webinar occurs. Then
obviously after that, you send them contextually what makes sense. The webinar registration
before the webinar occurs, and then the webinar replay after the webinar recurs.

That's really the only two places that you send them. If you really want to put it on one single
slide, there's only four pages you really have to be focused on to create a successful webinar
campaign. You need a webinar registration page, you need a thank you page after they register
for the webinar. You need a signup page, meaning that after they watch your webinar and they
want to buy your offer, where do they go to buy it? That's what we call the signup page.

Then the replay, the webinar's been done, recorded, so watch the webinar recording, which will
then contain the pitch in it still so they can buy the product. I'm going to give you some very brief
best practices on these pages, what they look like how they should be run. This was the page
we used this time for Product eClass. What's really important about it are these elements make
it look like an event, create a compelling headline, use curiosity bullets, add account downtime
or an experiment.

Let me just break down those really quickly. Are you just two hours away from a six figure year?
How to bust open the soon to be $645 billion info product industry. The best types of headlines
to run for webinar registration pages are news headlines like this thing is just occurring or this
thing will occur, breaking news plus some big, fat benefit and that's it. Now, when I say make it
look like an event, what I mean by that is this shouldn't look like your standard, normal style
squeeze page or email opt-in page.

Or here's a free gift, give me your email address kind of thing. This should look more like an
event like you would see in the wild for something that was a communication event more so
than a marketing event. If you use a design similar to what I'm looking here, this doesn't scream
overtly marketing, it's not super polished and produced. It's just like here's an upcoming event.

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It's obvious that's an event because there's a calendar on it, there's a date on it, there's a time
on it. Then there's the countdown timer on it.

I think you should put a countdown timer on all of your webinar registration pages because it
has that urgency associated with it. People realize that there is a reason for them to act right
away and the reason's legit. It's not a fake scarcity kind of a reason. We had some lawyers that
we hired for like FTC, SEC compliance for one of the offers that we were running, and they were
puzzled, they were confused. These are smart lawyers and they're like, "You can't say that. You
can't use scarcity unless it's true."

We're like, "What do you mean?" They're like, "You can't do that." I'm like, "It is true." They're
like, "No, it's not." I said, "Okay, you tell me." I said this to Will. He doesn't pass this onto the
lawyers, thank God. I said, "You tell me then how we're going to get into a damn time machine
and go back and revisit that later on once it's said and done. It's a live event." But see, these
lawyers were so unaccustomed to people doing live webinars. What they were accustomed to is
people lying and saying webinars were live.

When in fact, they were just automated webinars, recordings. We're like, "Dude, that's not what
we're doing." The other issue they had with us is you can't say it's free. I'm like, "I can't?
Nobody's paying to show up for these webinars." They're like, "No, if you're charging for
something." I said, "We charge on the webinar at the end," and they couldn't get it. Don't take for
granted that people still in 2023 don't quite understand how this stuff works.

They can get confused because they're used to seeing a lot of other types of webpages and
they rarely see webinar type of web pages. That's why we make them look unique and
distinguished and different than what a standard marketing page would look like. We keep them
clean, we keep them simple, and especially if you're starting out, you want to keep them clean
and you want to keep them simple. The best thing you can do for your copy, for anything that if
you want to look at one really powerful copywriting skill, it's learning to write bullet points.

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Now I've given you fill-in-the-blank bullet points before, so you can use those to create these
types of landing pages. The exact three part formula, two info product creation riches, these
eight words will completely change your life. One problem, one solution, one sitting product
creation. I literally found a slide with that formula on it and I counted the words and that was the
bullet point. Why these fast-changing, uncertain times open the vault of massive new profit,
which anyone who is even slightly clued in can snap up and pocket profits from.

That is literally the fact that traditional education can't keep up with the demands of the
consumers these days. They need the info right there in real time as it changes, and so you can
benefit from that. It's opening up a huge opportunity. The info product cheat sheet, once you see
this making money, becomes a walk in the park. That was that one slide where I said
introduction, content and conclusion, and I had it all laid out.

That's all that that was, and then so on and so forth. As long as your info product checks these
four boxes, you're unstoppable and your success is inevitable. I had a slide on the webinar
talking about inevitable success. These are the four elements that make a product successful,
and so these are how we twist these into bullet points. Again, experiment so you can try
different things out and see what works. These are best practices.

I violate these rules sometimes and they work better. Sometimes things work in spite of
themselves and I can't understand why, but this is generally where I start on a reg page. On a
thank you page, these are some elements to consider. Most of them, the best, most important
thing to do on a thank you page is to say, "Congrats, you're registered. In a few moments, you're
going to get an email." The subject in the email will be blank and it will come from me, your
name here.

The purpose is to establish an email inbox relationship as fast as possible. From registration,
your goal is to get them to go check their email. Now, there's a delay between them registering
and their email going out. Some people get it instantaneously, some people it takes a minute or
two. That's why I put the rest of the copy in here. Since I have to do that anyway, I can leverage

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it and sell it. I like to differentiate important this will be a different webinar, and this is in a market
that is more aware of webinars.

But if they're not, I'm still going to differentiate, "Here's what you can expect. First, we're going to
do this. Second, we'll do this. Third, we'll do this." I want to really sell what I think I have that's
better than the next person's. Really state the case of why it's important for them to come to the
webinar. Then I like to create commitment. Commitment usually will go along the lines of, "I'm
going to do my A-level best to show you how to do X, Y, and Z."

All I ask in return is that if you see something you like that you find a way to put it in an action as
soon as possible. Does that sound good to you? Essentially, I like to create the frame of my
webinars that these are designed for action takers. That I don't want you to sit there and wash
yourself full of information and do nothing with it. My commitment is to help improve your life,
and I want you to commit to improving your life, and that's important.

Why we do that on the thank you page is because if I put you in an orientation towards action,
then you're more likely to invest in products than if you're just sitting there passively learning.
That's really important. Now once somebody registers, so they went through the registration
page and they've seen the thank you page. Then what we do is email them relentlessly for the
duration of the webinar campaign. Now the first email, whatever system you're using.

I don't care whatever one you use, use whatever one's easiest to you via be it Zoom,
WebinarJam, et cetera. All of these systems, though, they will have a first email that you can
automatically send out when somebody registers for your webinar. What it will do is it will usually
come from the system itself. It'll tell them where the webinar is, how to attend it, what to expect.
If you can modify the email, that's what you'd put in there.

I prefer you edit that first automatic email that goes out, and essentially reinforce what was on
the thank you page. Also, get them ready that you will send them other emails. Otherwise,
people freak out sometimes. They go from not being on your email list to getting daily emails
from you and that's too much for them. But if you soften it by saying, "I'm also going to be

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sending you other information related to the webinar that will be useful to you. Look for that in
the next coming days." Stuff like that.

Then basically, this is the only canned email you would ever send out in a webinar campaign,
especially when you're getting it off the ground. Now after you've proven it, you've been
successful with it, yada, yada, yada, then you can move towards automation. But we send these
out broadcast, means you wake up that morning, it's 8:00 AM, you say, "I'm going to send out
the email for the day." You sit down and you send it out. Then you wake up tomorrow, you slept
in a little bit.

It's 9:00 AM, you get your coffee, you sit down, you say, "Okay, now I got to send out today's
email." You're sending the emails out by hand in real time. Those are what broadcast emails.
Now you could schedule those, of course, but when I say broadcast, they're coming out almost
fresh out of the oven. I want to run through a scenario here of what this could look like. Say you
had a webinar on a Thursday, and you started promoting the webinar registration page on a
Monday.

Somebody has signed up for your webinar. They've gotten the automatic email that says this is
how you attend this webinar. It's on this time, it's on this date. Mark it on your calendar.
Remember on these webinars, we're really going to go after X, Y, and Z. This is how it's going to
be different and I'm going to send you more information related to this webinar in the upcoming
days. That's the initial email they get. Then they will get an email later on that day if you send it
out later that day or they wouldn't. They'd get tomorrow's email.

Let's just say somebody registers for your webinar early on Monday, and then later that day you
send your broadcast to everybody registered for the webinar. You say, "Here's why you're going
to love this training." You talk about all the reasons why this training is amazing. Tuesday, your
angle for an email could be, "Here's mistakes most people make when it comes to blank." Then
you go through the mistakes and you say, "On this webinar, I'm going to show you what to do
instead or how to counteract these mistakes."

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Wednesday, you're going to say, "Here are the most important secrets when it comes to acts,
secret one, two, and three. It just so happens we're going to be diving into those more in depth
on the webinar, which is here at this time and this date." Then Thursday, I usually do two emails,
one in the morning and then one right before it starts. Then the one right before it starts says,
"Hey, listen, it's starting really soon. You better get there." Now, here's how we do it. Not
everybody agrees with me, but I think they're wrong.

I don't send separate emails to people who have registered versus those who haven't
registered. I'm sending the same email out essentially to everybody. You're going to get that in
your inbox, the specific directions once you register, that one-time email that goes to you or
whatever the email. Sometimes these systems allow you like Zoom to send multiple emails out
from the system itself, but I'm broadcasting to my email list regardless of whether you've
registered or not.

I write the emails or in this day and age, mostly my team writes these emails. That will work
equally well to you whether you've registered for the webinar or not, because if you haven't
registered, I'm selling you to register. Now, if you have registered, I know you're probably not
going to attend. Attendance rates are between 15% and 20% usually. Even though you signed
up, I know there's a one in five shot you won't show up so I'm selling you.

Now, I just write the emails for the sake of efficiency so that way it doesn't matter whether you've
registered or not. I'm still just selling you on, "You got to be here on this time, you got to be here
on this time, you got to be on this time." Now, I'm sending everybody back to the registration
page to register. If you've already registered and you click that link, you're not going to register
again, I don't care. Just it's too many moving pieces if you try to segment the list, and you try to
email just to these people and those people.

You're more likely to screw something up and kill your show rate if you do that, so keep it
simple. Now, once you get the webinar going and it's live, at some point during the webinar
you're going to do a call to action to sign up for a course, and you'll send them to a page to sign

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up. Now eventually, once you get good at this, you'll have these very specific types of pages
designed only to send people to from your webinars. They will be their own unique sales page.

But when you're starting out, I'm telling you, minimize all the variables. Keep it simple, just send
them to an order form. You can send them to a Kartra order form, you can send them directly to
PayPal, however it makes sense for you. The webinar is the sales letter and then this is the
checkout process. Go to example.com/whatever and that will redirect them to your order form.
After you've gotten the hang of this thing and you got a winner, then you can optimize that
winner.

You can build out like what I did here for Genius Webinars, where you have a headline,
sub-headline, countdown timers. You got the bullet points for the offer, you show the bonuses,
you got all sorts of proof in here, you have all sorts of testimonials in here, et cetera, et cetera.
These pages are very hard to make. They take a long time, and if your webinar doesn't work
and your offer ain't hot, this page won't change anything about that.

But if you have a hot, converting webinar, then optimizing this page will get you a few more
percentage points, which over the lifetime of your product, could mean hundreds of thousands if
not millions of dollars. Again, I'm telling you, keep it simple at first. Now the replay page, I think
this is the most important page out of every page when it comes to conversion of your webinar.
We keep them really simple, we make them expire.

They expire when the offer expires. Whatever offer you're making on the webinar, should expire
in a certain period of time. Just time your webinar replay page to expire alongside of it. Then
use a catchy thumbnail or you can do video thumbnails, which I wish our team would do more of
from Wistia. I've pushed it on them, but I haven't really been too hands on with forcing the issue
on it. But if you use like a Wistia, they have a way to clip like five seconds of a webinar.

Those make the best thumbnails. Otherwise, find a point in the webinar that you want to use as
the thumbnail that's attractive and catchy, so people will click through it and watch it. Used to be
able to autoplay webinars back in the day, replays. No longer can you do that, that's where the

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thumbnail becomes important. Edit the video to start strong. I literally saw a webinar yesterday,
a replay, and this is a multimillionaire, a very successful marketer.

I know him personally. I trained him, started him first in his career in the business and he should
know better. I'm watching a webinar that he did with somebody else where he was the host, so
he's the affiliate and he invites the other person on to do the presentation. Four minutes and 54
seconds in before they change the slide from the first slide. I'm like, "This is going to kill your
replay, dude. You got to have that strong cut where you start right away."

My rule of thumb is edit it in such a way, where as soon as you start three seconds later, you
can change the slide. That's why we do these breathing exercises. I'm a lot less militant on the
thing when I'm doing training, but when I'm selling on a webinar and we use the webinar replay
to sell, I do that breathing exercise. If you've ever been on any of my live stuff, you know where I
said, "Okay, breathe in with me now, hold it, now breathe out." Then I do that little pause, that's
where I know I'm going to cut the recording.

Then if I'm doing a live webinar, I make sure those first three seconds, I say something really
interesting and then I change the slide. It makes a huge difference on the replay. Then we delay
the add to cart button, that special webinar offer, click here or whatever button you want to put
underneath of it, time it to when you make the offer in the webinar. Now some of you, it's going
to freak you out because maybe you don't make the offer 45 to 60 to 75 minutes into the
webinar.

Wait for the button to show up 45 to 60 to 70 minutes in the webinar. I'm telling you that's how
you do it, and that's what makes a really good, powerful replay page and we keep them super
simple. You can see the design is not very complicated. It's pretty much a headline. The
headline isn't even a sales headline. The headline, it's going to expire at this time. Then the
video underneath of it, and then a delayed add to cart button. Other than your footer
information, that's pretty much all we ever put on these pages.

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Most important thing to do is make sure it looks good on mobile, because over 50% of people
are going to watch the replay on a mobile device. Then the button is going to go to whatever
your offer page is. Then at first, if you don't have an offer page, you just send them in through a
straight-up checkout page just like that. That's how that looks. A full promotion would look
something like this. Then let's say that you start promoting the webinar on day one, the
webinar's going to occur on day three.

I recommend that as your cadence, by the way. I think people promote things way too early
when it comes to webinars. If you have an audience that you can reach with an email, or you
have an affiliate who can reach their audience with an email, or you know you can pay for traffic
and get a whole bunch of it all at once, then you're going to want to start promoting about two
days out. If the webinar's on a Wednesday, start promoting on a Monday. If it's on a Friday, start
promoting on a Wednesday.

Day one you say, "Hey, come to this webinar, register here." Essentially, that's the email. Day
two, you send out a different email with the same thing that you want them to register for the
webinar for. Day three, again, I send out generally two emails. I should update this, an email in
the morning and an email one hour before. The email in the morning is yet a third reason why
this webinar is awesome. That's unique and different from the other two emails I send out.

Then the one an hour before is just saying the webinar's starting soon and there's not much
more to that. Day four, you send out the replay, an email to watch the replay. Day five, you send
out an email to watch the replay, and then on day six, you send out two because you close the
cart on day seven. That's 80% of my webinars they follow that formula. It's a six-day promotional
cycle, with the webinar itself being on day three. Promote two days before, promote three days
after, make the offer expire.

Usually when the offer expires, the price goes up and/or the bonuses go away, and/or the
access to even signup at all goes away. That's how we do it. Now you can cater these, you can
adjust the times a little bit here and there as it makes sense or if you want to mess with it. But
high level, that's what a promotion sequence looks like for a webinar. Now, I'll give you some

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email best practices, because email's a big reason why webinars will or will not be successful
because look at all these emails.

There's 1, 2, 3, 4, 5, 6, 7, at least, probably eight, should be eight with the day three. That's
eight emails to write. The emails sell them on registering and they sell them on watching the
replay. That's why they're so important. I'm going to give you some general best practices. I
prefer longer emails over shorter emails. There are times and places where those exceptions
like webinar's starting soon. Or hey, the offer is expiring in three hours, so I don't got much time.

You got to go here and check this out. But generally, we like to state our case on the webinar. I
know people think that that's crazy because they're like, "Listen dude, you're going to do a
two-hour webinar replay. Who's going to watch it for two hours?" Only the best, qualified people
who are going to spend the most money, that's who. They're like, "But who's going to read a
long email to then watch a long video?" I'm just telling you that the people that are most qualified
will.

The more you tell them, the more you sell is a very, very accurate statement. Make the emails
feel fresh, up-to-the-minute. If I'm running an email campaign for an offer that I launched three
times a year, I'm rewriting the emails three times a year so they're still fresh and current.
Sometimes I'm updating the landing pages in terms of the registration pages three times a year.
Make them feel fresh and up-to-the-minute, and current. Use multiple, different modalities.

Not just talk about how great the thing is, talk about the pain of not having the thing. Use
curiosity in some instances. Use a personal slice of life story. Talk about a time when you had a
challenge and you overcome it, that kind of stuff. Make them different in terms of the
perspectives and the angles that you approach from the webinar or the emails. Don't just make
it the same email with slightly different details six different times. Approach it from multiple,
different angles.

Now, for the replays, my recommendation is email number one for the replay is 90% content,
10% offer. Meaning the content of the email talks about, "Oh my God, you got to watch this

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webinar. We broke this down. We talked about this and I gave you this insight over here. Also,
at the end of the webinar, we made a special offer. You can see it when you go here and watch
the replay." That first email barely mentions the offer, mostly talks about the content of the
webinar replay itself.

Then over time, you start to mention more of the offer, less of the content. By the last day,
essentially the email's like, "Listen, you can go there and watch the replay. Of course, there's a
lot of good stuff there, but the most important thing is the offer we made at the end of the
webinar, expires by the end of the night. Here's what the offer is. High level, here's why it's
incredible. Go here and get this before it expires." That's how it works where we adjust the
content and the focus on the content.

At first, it's like related to the replay with a little bit of mentioning of the offer. Then by the end, it's
the opposite. Little, if any, mention of the content, mostly the offer and how to get it, and that's
the high level. That takes care of how we market it. That takes care of the pages involved, the
funnel. That takes care of the glue or the content portions that happened before and after the
webinar takes place. Now, the bulk of what will make the campaign successful or not, we're
going to spend a majority of our time on the presentation.

This is not the presentation map that I teach right here. In general, like in Genius Webinars, that
course, or in my book or in the higher-end programs that I run, I don't teach this. This is a
modified version of that, because I think this version is more specific to those of you who've
taken my Product eClass. Because you have advantages that the general public doesn't have,
and you have frameworks that you can utilize based on being a Product eClass member.

This is optimized specifically to you as a customer of Product eClass. You will not see this
training anywhere else. There's some similarities to this in the general webinar model that I
teach, but I wanted to point that out. We do a lot of different stuff in the introduction. The most
differences that we do in these types of webinars that are for what I teach in Product eClass is in
the introduction, they're vastly changed. Now in the content section, it's much easier from the
content perspective if you're a Product eClass member.

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A lot of really good webinars, the webinar salespeople are not very good trainers. They're not
good at teaching, they're good at selling and I prefer you be good at both. But if I'm teaching
pure webinars stuff, I don't have time to teach them also how to be good communicators in
terms of content, and how to be informative and transformative. I just teach them more of the
mechanics to help optimize and convert sales, so this is a huge advantage to you as a Product
eClass member.

Now, when I create a webinar, I typically will start with the content first or the offer. I don't do it in
sequential order. I don't sit down and write the intro first, then the content, then the transition,
and then the close. I'll typically start with the content first. Then I'll create the offer second or the
close second, I should say. Then I'll put the transition in between the content and the close, and
then I'll finally circle back and then do the introduction last.

I don't recommend you try to create these sequentially. I recommend you start with the content,
so let's start with the content. Let me break down what I try to do in my content section of my
sales webinars. I define the outcome. What's the one thing they'll be able to do that they couldn't
before? I give them a step-by-step process in order to achieve that outcome. First do this, then
do that, then do this, et cetera. For each step, I give them the context, why it's important that
you learn this step.

I give them the vision of what the step looks like in action at a high level. I give them the
strategy, which is the specific thing to do related to that step. Then I get commitment. I get the
audience to say, "Yes, I will do that action as you've shown it." I repeat that for each and every
single step. If this sounds familiar, it's because it is because this is the same content framework
that I'm teaching you to create your low-ticket info products.

Hopefully, this is an aha for some of you because a lot of people that study my webinars, they
don't know that's what I'm doing. They don't get all of the ramifications behind how all of that's
designed. If you look at Alex Hormozi's stuff, he's one of the biggest names right now in all of
online business. You will see he follows this formula pretty much to a T when he's doing

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slideshow presentations. He told me personally when I was on the phone with him not too long
ago.

He says, "I just use your pitch webinar formula, Jason. I just cut off the pitch section because
the content is so good and that's different than how everybody else does it." They're either really
good at training and terrible at selling, or they're really good at selling and terrible at training. It's
hard to do both, this is how you do both. This is the shortcut for you, if you will. I'll give you a
very specific way of how you can easily morph a low-ticket product into a nice, powerful webinar.

Because your defined outcome is essentially the title from your info product. The webinar could
be how to create near world-class sales letter copy in three hours or less. It could be the info
product secrets of how to create a high-quality info product in a single setting. Could be how to
write a 400-word article in seven minutes or less, including proofreading or research. That could
be your defined outcome.

Your defined outcome when you're shifting these products to webinars, is whatever your defined
outcome was in the first place when you created the product. That's what makes it so powerful.
The step-by-steps could be whatever your step-by-steps were for your low-ticket product. The
seven-minute article example, the step-by-step process was here's the three websites you go to
do research. Here's a skim and grab technique to locate one main point per site.

You have your three main points in total. This is how you go back and find two subpoints for
each main point. Then this is the structure. Here's how you introduce the main point, here's how
it flows. Here's how you introduce the two subpoints, and then this is how you do that again for
each of these main points. Then to finalize the article, here's the intro template, here's the outro
template. Those are five steps. If this webinar was being designed, the five-step process I would
use on this webinar would be these five steps right here.

Now for each step, so we'll break down the first step. Step number one is the three best sites
you can use to find three different main points to create the best possible article in the quickest
time. That's step one. I would on the webinar say, "Let's start with step one. Step one, use these

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three best sites. Here's why we use these three best sites." Then you can talk about because
these three best sites tend to have the highest quality of information.

And allow you to find your main points faster and easier than any other sites that I've found. The
reason why we don't use one site is because we want uniqueness of the article content. Three
different sites allows us to get completely unique content because we're pulling them from
multiple, different sources. The reason also I like these three best sites is because of how
they're organized, you can get to the information sooner rather than later. That's the context.

For context in a nutshell, keeps it unique, it's quick, it's systematic. That's pretty much how I
would teach that. I explained it to you, but the bullet points of the context is we use three sites
because it keeps the content unique. We use three sites because it's quick, it's just the three
sites every single time. We use it because it's systematic, means here's how I use the first site,
find it here, find it here, find it here, and it's done. It's easy, rinse and repeat.

That's context. Now vision is what is involved. The vision or what's involved being successful
with this step, and I'll give you the highlight view of it. Think of an article in your mind that you
know if you wrote it, could help you get visitors that you could turn into money. Now, I want you
to see yourself bookmarking these three sites. Envision typing in the actual words you would
use to find the articles to get your main points from. This is how we put info into action.

I give them a vision in their head of them doing what I'm teaching, but I'm also showing them
what's involved. Here's the three sites so this is site number one, this is site number two, this is
site number three. Bookmark these sites right now. Now, I want you to see yourself using this
site, and all you got to do is type in just this thing right here. You push this button and out spits
multiple articles, and then here's how you would uncover the first article, that kind of stuff.

The vision is we're translating information into action, that's so important. In their mind, before
we give them specific exactly do this, do this, do this, we're creating this movie of them moving
through it and using it, even if they don't know specifically what lever to push or what knob to
tweak, and all that stuff. Then we give the strategy. The strategy would literally be so here's site

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number one. Here's how we find the first article. Here's site number two, here's how we find the
second article.

Here's site number three, here's how we find the third article, and we'll put these points over
here in this document. Then commitment, commitment is usually a question that you want to get
somebody to answer yes to. A commitment as an example, could be do you agree that following
this approach is going to make article writing easier, more enjoyable and more effective for you?
The types of commitments I use these days, they're more pointed.

I would say something along the lines of, "So are you going to absolutely now go and bookmark
these three sites and use them to write your next article?" And get them to say yes. If I get them
to agree to every single step in the process that they're going to say yes, it's going to be very
hard for them to say no when it comes time to make the offer. That's just step one, we would do
that again for step 2, 3, 4, and 5. The content section should be between 45 and 60 minutes in
general, and so you got to time it and pace it.

Generally, when I teach these things to people, they get way too specific and in depth for each
of these steps. If there's four things you have to do for each step and there's five steps in this
example here, that's 20 things you would have to do in the content section, 20. If each thing
took on average two minutes, that's 44 minutes. You can't get too crazy, you can't go too in the
weeds in any one of these things, so notice the pacing and notice the timing. That's very
important.

This will take you 45 to 60 minutes to do this. Here's the defined outcome, here's the
step-by-step process and how we achieve this. First step, number one, here's the context.
Here's the vision, here's the strategy, here's the commitment. For step two, here's the context,
here's the vision, here's the strategy, here's the commitment, et cetera, et cetera, until your
content portion is done. Now, there are other things you can do to flare it up even more and to
make it even fancier, but walk before you run.

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Once you figure this out, you can go back and you can get my book. You can study some of the
more techniques that I use for future pacing, tie downs and to get them to be okay with the
pricing at the end of the offer, even though I'm just teaching them the content. To use
testimonials throughout or other proof elements, et cetera, et cetera. But when you're starting
out, there's only so much you can take on at any given time, and this will be more than enough
for you to get going, get your first webinar out the door.

That's the content section. That's the hardest part of your offer, in the sense of the amount of
time and effort you're going to put in to create a webinar. Now, let's talk about the introduction.
Once you have the content, you can create the introduction. Again, I prefer content, pitch,
transition, and then introduction in that order, generally speaking. But most of you, I discovered
you're going to do better if you go content first, introduction second, because the offer's going to
be very different for you.

It's a separate, distinct communication than introduction, content. From an introduction, I've
made this as formulaic as possible. Link to benefits, link to pain on this webinar, qualifications,
and then are you committed? That's pretty much the flow. I've went through many iterations of
an introduction, and I think for most of you, this is the best place to start. It's slightly modified
from the introduction I teach in my general webinar trainings, because I think a more formulaic
approach out of the gate is easier these days.

That's why you're getting the latest training. For me, this is the freshest version of this. It's
basically, "If you'd like to do X, Y, and Z, this webinar's for you," and you repeat that three times.
"If you'd like to never experience a certain pain again, this webinar's for you," you repeat that
three times. Then you say, "On this webinar today," and you bullet point it. "You're going to
discover this, you're going to discover that, you're going to learn this."

You're going to learn that, you'll no longer have this issue. You'll no longer have that issue. It's
like the bullet points, you see how versatile this tool of bullet pointing is. You saw on the webinar
registration page, we talk about it on the sales page to create the info products that you sell.

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We're using bullet points again here in the beginning of our webinar to create curiosity. That's
why the bullet point is so powerful in marketing.

On this webinar today, bullet point, bullet point, bullet point, bullet point, and then qualifications.
"Here's why I'm uniquely qualified to share this with you." This positions you as separate and
distinct from everybody else, and it makes people feel like you are the authority on the subject.
Then we get commitment. Before I ever teach anything from a sales perspective, I get
commitment for people, "Are you willing to put the effort into learning this?" I get everybody to
say yes.

I don't want to teach a damn thing in a sales webinar, until I get people to agree that they want
to learn it. It makes a big difference. I'll give you some examples. This is something we wrote for
a client once upon a time as a stock trader. This is one of three benefit statements. If you'd like
to only have to follow a few stocks at any given time, just the gems most likely to dramatically
shoot up in value in the next day or two, this webinar is for you. Then we do it two more times.

If you want to discover how to do blah, blah, blah, this webinar is for you. If you want to know
how to do X, Y, and Z, this webinar is for you. If you want to know the secret to one, two, and
three, this webinar is for you. This speaks to essentially the three biggest desires that the
audience has that you can fulfill. Then the next three slides are essentially the pain version of
this. If you'd like to never, ever, ever experience the agonizing pain of a big loss in the market,
again, this webinar is for you.

If you want to avoid blah, blah, blah, this webinar is for you. If you want to say goodbye to this
massive, scary pain point as well, then this webinar is for you. It's a nice, little rhythmic thing.
Three slides related to benefits, the three biggest desires that the audience has that you can
solve. The next three slides are the three biggest issues that they have related to pain, agony,
anger and fear that you can alleviate.

Then the next slide is essentially on this webinar today, you'll discover, and this is an example of
this, why you should never buy and hold and what to do instead. The real reason why trading is

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so difficult for so many people and a solution so simple, are fear you'll write it off before giving it
a chance, even though it has been proven to work. Why the answer is not Forex futures or
crypto, and the hidden value of what the stock market really represents for the little guy.

Most technical indications like MACD and stochastics are nonsense and the only four things you
should look at. I might even roll off three or four or five more bullet points after that, but at least
one slide with three or four bullet points is powerful. Now they're hooked. In this particular case,
I don't have the next slide of the authority and the qualifications, but it's essentially the story is
like, "Here's why I'm uniquely qualified to give you these insights," which is essentially how I
discovered them.

How I put them to action, the results that I've got with them. That's the story pretty much. Then
the commitment in this particular case, using a poll. How committed are you to becoming a more
successful and profitable trader? Type in one to the chat. If you're 100% committed, type in two.
If it's not your main priority, if you like to get better at it, but it's not your main priority. Everybody
types in one, almost everybody does.

You can use interactive chat devices or polls if you wish to. I prefer just questions, it's easier for
me that way. But that's the introduction in a nutshell. You want to spend between five and 15
minutes on an introduction, probably closer to 15 minutes. If you think about it, your content's
going to go 45 to 60 minutes. You're going to be an hour in at the very least most of the time
when you start to transition to making the offer.

Now the most fill-in-the-blanks section of your webinar is the transition. You essentially quickly
recap everything that you taught up until that point. It's funny because it's not very different than
the bullet points that you wrote in the beginning of the webinar. "On this webinar today, you'll
discover this, you'll discover that, you'll discover this." The recap goes, "So far on this webinar
today, we've covered this, that, this." It's useful recycling.

We do a 60-second recap, then we build up what I call yes momentum, and then we leave the
user with two choices. I'll give you this, you could almost copy and paste this in any webinar

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presentation you want, and it will be better than what most people could produce. I don't always
follow this formula because I've made this up so I know I can do it even at a higher level than
this, but you don't need to be that good yet. Now, the reason why we recap is most people will
forget everything they've heard within 60 minutes of hearing it.

We remind them, we also remind ourselves so we can say, "Damn, that was really good. What I
did on that webinar was very useful for people." An example of an Amazon webinar that we did
would go like this. We'd say, "So far on this webinar, you've discovered while so many of the old
types of businesses are going bankrupt and many, many, many more struggle mightily, Amazon
just keeps getting bigger and bigger and bigger. You've also discovered that it doesn't matter
where you're located in the world, you can do this."

You've also seen firsthand that there are thousands and thousands of products that you can get
live, get going and make bank with, and the results can happen fast. Then I would show 10 or
15 more slides in that cadence, in that speed, in that rhythm, so 60 seconds. My bumper sticker
to you is 60 minutes and 60 seconds. How can you recap the last 60 minutes of the webinar and
give the highlights in 60 seconds? So far today, you've discovered boom and boom and boom,
and wow and wow and wow.

Yeah, yeah, yeah, man and man and man, and boom, and boom and boom. People are like,
"Damn, that was awesome," because they all forget how awesome it was unless you remind
them, and then you get into some yes momentum. The purpose is to get your audience
comfortable saying yes prior to you making the offer. Then it becomes easy for you to say yes
when you make the offer. Here's some very blase, general examples, but they're probably better
than what most people use.

I dress them up a little bit more than this, but when in doubt, just use these. You say, "So far
today on this webinar, you've discovered blah and blah, yeah, yeah, yeah." Then you transition
to this. You say, "Were you happy you came to the webinar today?" Yes. "Do you realize the
advantage you have by using these cutting-edge techniques?" Yes. "Can you see yourself

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applying what I showed you today?" Yes. "Even if you used just a tiny fraction of what you
discovered, would you say our time was well spent?" Yes.

"Would you like to spend even more time together going even in more depth and going further
on this?" Yes. I like to get five yeses, boom and boom, and boom and boom and boom, okay?
Now Chris Voss and I argue over this. Chris Voss is the bestselling author of all time on
negotiation. He wrote a book, Never Split the Difference. He says, "You don't want to ask yes
questions, Jason, you want to ask no questions." People are tired of yes questions.

I agree with him on a personal level, if you're working and negotiating with somebody
personally, no would probably be preferable. I think in mass, yes is better but I've thought about
it a lot over the years, more than I'd like to admit, this is my life. You think it's fun and flashy
being a multimillionaire? No, it's mostly thinking about weird, stupid stuff like this. I think just the
fact you're asking questions and creating interactivity is the most important example.

Because Chris would always give the example in his book and other examples like this of some
really cheesy, stupid yes questions. I'm like, "Ugh, these questions suck." I don't really think it
matters whether they're yes or no. What matters is you get people committed and you get them
committed by asking questions. I still prefer yes questions though because ultimately, we need
them to say yes to the offer at the end, I think, if you do it right. I think these are some examples
of that.

Now, I will tell you, if you do nothing else but use this close, what I call the two choices close, it'll
be so powerful for you in sales. I've seen many, many people use my close word-for-word exact
or some version of it. I always rewrite it. Just so you know, I don't go back and reference my old
material. When I'm creating this, I'm just writing whatever's on my mind that day because I don't
use scripts anymore. I understand the undercurrent of the script.

If you get my book and the script is slightly different than the script I'm going to give you on the
next slide. It really goes to show you once you understand the strategy underneath the
technique, the technique is secondary to the strategy. But this is an example of the two choices

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close and then we'll break down some of the strategy on it, okay? It could go like this. Now
here's what I know about you. Even if we had four hours together instead of just 63 minutes, it's
going to be hard, nay impossible for you to create lasting change.

One measly webinar one day isn't going to cut it. You need more than that. Well, what I've given
you today is incredibly valuable. It's just the tip of the iceberg. If you like what I've shared so far,
you'll love what I've got for you next. Before doing this webinar today, I was faced with one of
two choices. The first is I could share what I've shared thus far part ways with you, and then
hope and pray that somehow, some way on your own you could go and make a go of it.

Or my second option, I could take a more active role and have more responsibility to your
success, to your outcome. To create a situation where our relationship could evolve from a more
one-and-done type of deal to an ongoing, growing and mutually rewarding relationship. I chose
the second option. When you see what I have in store for you, you'll be glad that I did. It's with
great pleasure that I introduce to you, product name. Or an alternative version of that that I use
as well. I'm faced with one of two choices a day.

Choice number one is I can hope and pray that somehow, someway you on your own, left to
your own devices in the cold, harsh, lonely night, could go out and take advantage of this. If that
was your only option, it would be a worthy ideal to pursue, but there's a second option. A
second option is I could take every resource that I have at my disposal. I could take an active
responsibility to your outcome and arm you up with every advantage that I have.

Cheer alongside of you as you go and take action, and be successful and support you on this
journey. We could do it together. I decided to take this second option. It's with great pleasure
that I introduce to you, blah. Okay? What we're doing here is we're juxtaposing their choices.
Everybody's got to pay a cost. This is something people don't understand about business. You
got to pay a cost no matter what. You pay the cost of doing it on your own and saving some
money, or you pay the cost of investing and doing it together.

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That's the fundamental truth that everybody forgets about. Now when I create this and people
follow these scripts, it's amazing how even if you don't deliver it well, it still works. Because
people understand at the heart of it, what you're doing for them isn't something to them to harm
them, which is take money out of their pocket and sell them. What you're doing is giving them
an option, and now we've as much as we possibly can, favorably position our option.

But nonetheless, you're not doing anybody any favors if they want to pay you money and you
don't allow them to. This helps you as much as it helps them from a transitory standpoint. It
helps you put into perspective what you're doing so you can feel good about selling. When I
created these transitions and closes, I created them to simultaneously have you sell yourself on
what you're doing as well as the end user to say, "Okay, show me what you got. I'm interested,
let me take a look at it."

That's how we set it up, the favorable conditions to make the offer. Now, the offer flows like this.
Product, price, bonus is guarantee with scarcity laced throughout. Then once this is done, we
handle objections, which we'll talk about here in a little bit. This is extremely unique and I've
talked about this before in previous Product eClasses, but I do this differently than everybody
else. I put the price upfront, I don't put the price in the back. Everybody argues with me and they
say I'm wrong. They're wrong, I'm right.

I hate to put it as bluntly as that, but I just have too much proof to the contrary. They're saying
that gravity doesn't exist and I know gravity does exist. On a webinar specifically, it's very
formulaic. I'll show you exactly how we do this with this model here and it looks like this. When
you're introducing the product, it's essentially this, name, overview and then the content. Here's
the product, here's what it does, here's how it's delivered. That's pretty much it.

You want to do that in one to two minutes. I do consults for people, high-level businesses and
time and time again they hire me or they book a consultation. We get on a call to discuss their
webinar and I'll teach them what's on this slide essentially. Then they'll come back to me for the
next consultation and they'll say, "Jason, we haven't even updated our webinar yet, but we've
made a whole bunch of money because we've taught our sales team this."

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Or when we're communicating in other ways with customers, we now do this more often, et
cetera, et cetera because everybody wants to talk about how the car is made. No consumer
really cares how the car is made. They just want the damn vehicle. We spend so little time on
the ins and outs of what's specifically inside the product. We keep it straight up. Here's the most
important things. Just like when you buy a car, there's really only six or seven things you need to
know in order to buy a car.

A car's often way more expensive than these info products that we're selling. Here's what it is.
Here's what it does. Here's what's involved, here's how you access it. Go here and sign up.
That's pretty much it. When we sold Product eClass Brazil in 2020, we launched it in the
Brazilian market and we had it localized to Portuguese. This is how I'd pitch it. I'd say after the
transition, "It's with great pleasure that I introduce to you Product eClass Brazil."

Then I'd say, "What is Product eClass Brazil? It's part accountability, it's part support and it's part
encouragement. Accountability because now I'm accountable to empowering you to be the best.
You're accountable to me, to make sure you use what I create to empower you. Support
because going at it alone is the worst way possible to be successful. Encouragement because
I've been where you've been." Then the second part of the overview is this. Here's what I've
discovered.

Success is not an event, but the result of the right efforts applied consistently. That's why
Product eClass Brazil is a series of group coaching training spread over six weeks, with each
class jammed with the right tips, tricks, resources, tactics and strategies designed to get you to
your financial goals as quickly as impossible. Specifically, in week one we're going to discuss
blah, week two, duh, week three, yeah, week four, eh, week five, eh, and week six, this. I'd read
them off and that's the end of it.

My whole pitch up until the price point, is essentially 1, 2, 3, 4, 5 slides. Each slide, a couple
bullet points. I didn't talk about the intricacies of every single week. I could spend, how many
bullet points could we write for each week of Product eClass? Tons of them. We could wax

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poetic about how amazing and how fantastic, and how great and how wonderful. We don't need
to do that. We just get them to understand that, "Wow, this is amazing because it provides these
three key things. It's important because of these three reasons."

Here's specifically how it's delivered and what it is, and then we go to price. From the time I've
introduced the offer to the time I start talking about the price, it's almost a blink of an eye. It's just
a couple minutes. Here's the formula for selling on a webinar with price. You link it to a high
price, then link it to a slightly less high price, then show what the actual price is combined with
the scarcity, and then you do the call to action. Now it's better if you can be specific about it.

During when we were selling Product eClass, I use this close, I linked it to the high price. I said,
"Brazil's among the world's most expensive countries to buy an iPhone." I said, "We're going to
do the reverse of that. When things are imported, you're used to paying 4X as much. We're
going to flip that." We're going to flip that. Unlike you're used to paying so much more for the
same stuff everybody else pays a lot less for, we're going to give you a special deal.

Then we can say the last Product eClass, which at the time we did sell a Product eClass for
$2,000 when it wasn't a special offer. We let them know the general price for Product eClass is
$1,000, and then I translated it to YES I think that's how you say it. Then we show them the
actual pricing. It's easily $20,000 YES, I can't remember how to say it. Will would always have to
coach me. US customers pay this much, your investment if you act fast enough.

Now, in this particular case, we didn't put it on the slide, let me tell you why. Let me tell you why,
because we eventually automated this webinar. It would run every Thursday and we'd send
Facebook traffic to it Monday through Wednesday. Then they would come to the class on
Thursday. The class on Thursday would then sell them this. We didn't put the price on it so we
could price test later on and tweak it, change the price and so on and so forth.

Generally, I put the price on. The way that I typically would do it like if I was selling you Genius
Webinars, I'll give you an example. I would say, "Genius Webinars has been worth hundreds of
millions of dollars to me personally in terms of sales and results. To my clients, it's been worth

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millions and even tens of millions of dollars." I would show one or two clients where that success
was and that result was. When we trained it in person, it was $5,000 on the website.

You can get it for $2,000 on this webinar. If you act fast enough, it's just $1499. Notice that we
link it to high and then we drop it, then we drop it, then we drop it, then we drop it. Product
eClass today I could sell it. I could say, "Listen, this is an industry that's set to break $625 billion
by the year 2030. I've personally made millions of dollars myself selling info products. I've
helped other people also make millions of dollars. That's why it's an absolute unbelievable deal
at $1,000."

However, you can, as long as you act fast enough, get it for just $499 when you go here, okay?
That's how you could do it for Product eClass. There's a wide variety of different ways that you
can do it. You just have to link it to a high price, drop it to another price that's high. Show what
the normal price is to buy it from you, and why this is a special deal if they act fast enough to get
it on a webinar. Then in this particular case with Product eClass Brazil, go to this webpage right
here now to find out.

When you go to that webpage address below, you'll notice a countdown timer. Now, this is me
selling the scarcity related to the offer, and then you put the URL right on the page and that's
your call to action. Now, if you watch my webinars, you've noticed once I make a call to action, I
pretty much leave the URL in every single slide from there on out. At any point in time when
somebody knows they should sign up, they know how to sign up.

The most important part of your offer is the bonuses. What's really cool is everything I'm
showing you right now is on a micro application level of the webinar, but all this stuff is true
pretty much in any sales environment or any communication that you're using when you're
making an offer for an info product. The bonuses are the most important thing. You've heard me
talk about it before, but it bears repeating. I'll give you the specific application of it with webinars.

Looks like this, right? When you use bonuses on a webinar, your goal is to make them feel that
what they get for free is better than what they're paying for. They're like, "Damn, I want that thing

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for free so much, I will pay for this thing just to get that free stuff." Generally, it shakes out the
three to seven, about three to seven time-limited bonuses. Make them time limited. Ideally,
these are things that generally people don't get when they buy.

They only get if they buy through you on this webinar for a certain period of time. Three to seven
time-limited bonuses is nearly irresistible because the focus automatically shifts from price to
value and it has built in scarcity. That's why it's so powerful. I'm going to show you this visually,
and I think I showed you this before, right? If I haven't, what happens is by the time they've seen
your offer and they know what the price is, they're focused on the cost.

They're like, "There's not a whole lot of value compared to the cost because the value is just the
product." Then you say, "You get this bonus, then you get this bonus, then you get this bonus,
then you get this bonus." Okay. For Product eClass Brazil 2020, the bonuses went like this.
Bonus one, transcripts. Bonus two, the slides. Bonus three, digital membership portal, bonus
four, the million dollar webinar template, bonus five, audio MP3s of each session.

Bonus six, fill-in-the-blank sales templates. Bonus seven, copywriting for Facebook. This was
our partners over in Brazil, that's what they offered up. Bonus eight, how to set up and run your
digital product business. In the American market, this is why this is so interesting how value is
so contextual. In the American market, these aren't that great of bonuses, I wouldn't say.
They're okay, they're not fantastic.

In the Brazilian market, users are not used to getting bonuses this elaborate. For them, in the
context in which they could evaluate value, this was like an, "Oh my God, I got to get my hands
on this." This particular bonus was used on how to set up products in Hotmart. That's what they
use over there. Hotmart is like their version of ClickBank. They walked it through step by step
how to do that, our partners over there.

Now, if I could go back and do it again, I would've done better bonuses, but we had to launch
the product so fast to take advantage of the opportunity. Sometimes you will make concessions
based on external constraints, such as time and such as effort. If the opportunity is so juicy, you

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don't have to crush the bonuses as well. What you'll notice, and this is interesting is, the
bonuses that I offered for Product eClass, this version 5.0 as we're on, are very different than
what I offered over there in Product eClass Brazil.

I'm constantly always fiddling with bonuses once an offer works. If there's anything I'm doing, I'm
trying to make the bonuses better. Once I got a winning offer, how can I improve this bonus?
How can I add that bonus? How can I juice this bonus up? How can I do this with this bonus?
How can I do that with that bonus? I'm constantly obsessing on the bonuses. First, I just do what
I can to get it out the door and say, "These bonuses look pretty good." Then I try to one up
myself over time.

The beautiful thing about that is if you're doing this on a product and you're not relaunching the
product like a version 2.0 or 3.0 or 4.0. For many years I would update bonuses and anybody
who bought... Oops, I knocked this over. Anybody who bought initially, they would get all the
other bonuses that we updated for free. For many years, that's how the business worked
because I was just like I'm just adding new bonuses. If you buy sooner, you get all the bonuses.

If you buy later, then you might miss some of the bonuses that I offered earlier for earlier
customers. Over time though, as we get more sophisticated and we do relaunches and all that
stuff, then certain bonus packages people miss out on. Other times, you get customers to
upgrade. They were a previous version of or a previous member of a different version of the
thing. They can upgrade, not at retail, they can upgrade for a couple 100 bucks, stuff like that.

Then you offer the guarantee. Of course, we're mentioning scarcity throughout the bonuses.
We're mentioning scarcity related to the price as well. For the guarantee, you can use the same
approach that I already taught you in the high-ticket products where you just got to remove risk
as much as you possibly can. We talked about that. We referenced that again when it comes to
guarantees. After that, you spend the remainder of your webinar dealing with objections.

That to me, is the most valuable part of your webinar for your own career. If you got 20 people
on, you see how I do Q&As at the end of these sessions here, sometimes the Q&As last for an

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hour or more. You think I only do that for your benefit? I'll tell you, I get the better end of the
deal. I love learning because it tells me what's going on inside of your mind, which gives me
clues in how I could better service you in the future. On a webinar specifically when we sell,
we're able to go through and work out the issues.

If I can't help you understand in the moment, at least it gives me the insight to improve the
webinar for the next time we do it. The issue people have with webinars is that they think they
can only go 90 minutes, or whatever some arbitrary time frame is that somebody's come up with
once upon a time. There is no ceiling of time on a webinar and it doesn't affect the webinar
replay, by the way. If you've got audience members on there that need your help deciding
whether they should or shouldn't do something, it is not helpful to them to leave them in a state
of uncertainty.

Nobody wins in that situation. I often tell my audiences this when I'm speaking on stage about
webinars. I say, "You can't say you care about your audience, then quit on them early." Either
you don't care and you quit on them early, or you do care and you stay. It's worth your time
though, I'm telling you, because you will learn more than you ever could learn anywhere else
directly in the wild with your customers going back and forth.

If you've given tremendous value previously on the webinar, which if you follow my formula in
the content section you have, then they will be very open to receiving this communication with
you. They will be grateful for it in many instances and guess what? They're grateful for it and
you get to help them decide if they should give you money or not. What a wonderful situation to
find yourself in.

Some of the greatest insights I've had on creating info products in the future have come from
webinars where I've been selling products and ran into a tough objection and said, "Damn, I
can't answer that objection as good as I'd like. I better create a bonus that could crush that
objection." Or I say, "Man, I need to create a new product because this product is insufficient for
the subsegment of my audience that has this issue." It's the best market research you could
ever hope to have.

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That's why if we do a webinar and it goes four hours, it's because I got audiences on there that
are eager and I'm happy to go four hours. If there's nobody on, then you can't go that long, I get
it. Totally understand that. It doesn't make sense for you to sit there. If you don't have a huge
audience, you should still put a section in your webinar saying and frame it like this. "These are
the questions you need answered to help you decide whether you should invest or not in my
product."

Question number one, boom. Question number two, boom. Then you answer those out loud,
and you could have have slides that have the answers on them and you could just read the
answers. I can't tell you how many times people have taken my closes that are in my book and
just printed them out and read them word for word. They just said, "Hey, I studied webinars after
Jason Fladlien and Jason has these answers on how he deals with these issues."

Instead of me trying to figure them out, I'm just going to read you what he would say to you.
When you say the price is too high, here's what Jason would say to that. I've had customers do
that. It doesn't really matter. What you're going to find is the way in which I structure and handle
some of these objections is universally applicable, whether you read them out loud word for
word, or whether you have some flare and some art to the delivery of it. You'll get the art of the
delivery over time.

If at first it's just wrote and you read it, go for it. You'll pick it up naturally over time through
repeated exposure, and that's the formula. My final thoughts are this when it comes to webinars,
it's always a work in progress. You're always seeing how I'm changing my webinars, adjusting
them over time if you watch them at all. Subbing in bonuses, subbing out bonuses, tightening
certain things up, unpacking other things. I'm a broken record when I say this, crawl, walk, and
run.

We start with the least amount of moving parts to get going. In fact, you may decide to not even
do a sales webinar first. You may just decide to do a webinar. Say you got an audience and say,
"Hey, I'm thinking of this idea. I've never trained on a webinar before. I want to try it." If you

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come and you show up, I'm going to give you the recording for free. If not, maybe I'll sell you the
recording later. Then you could work on just the content section, the introduction and the
content.

This is fun if you can pull this off. Do the transition too, and then say, "It's with great pleasure
that I introduce to you, well, I don't have a product to sell you today, unfortunately, but if you'd
like to, I'm open to the idea if you're interested, of creating a product to sell you, let me know."
You want to put yourself in a position where people are like, "Please create this product. As
soon as you do, I will give you money." If that's what it takes for you to start doing webinars,
fantastic.

When in doubt, simplify, most things don't matter. Few things matter. Just say, "Okay, this isn't
important now. My webinar registration page, I don't know how to build that, so I'm just going to
use Zoom's built-in page." Fine. You can try for the best thing and then you can go down to the
thing that gets it out the door. The most important thing is if you do what I'm teaching you on
these webinars here, you always will lead with value. If you always lead with value, you can
never lose. Okay?

The way I've thought about it recently, is if you can create an emotionally safe environment and
lead with value, then you can never lose. As long as the environment feels emotionally safe and
you come with authenticity and value, it's only a matter of time before you start to win big. Once
you have good converting webinars, it's infinitely easier to drive traffic. Affiliates will flock to you
and it's good for you, because you could do webinar launches where you get a whole bunch of
affiliates to promote a webinar.

You can start paying for traffic as well at that point in time. The world is your oyster, but
oftentimes it's won one customer at a time doing small webinars internally, or favors to other
people where you give them large chunks, if not all of the profit, to test it out. It seems like a lot
at first, and then you wake up one day and you say, "Man, it didn't seem that hard. Because look
at how much money's coming in and look how much impact is out there."

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There you go, that's module number six, The Webinar Method. Module seven, the last of the
Product eClass modules. Next week, we're going to talk about how to get even more traffic at
scale, the advertising component. There you go, talk soon.

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Product eClass 5.0 Session 7 Transcript

Hey, Jason Fladlien here. Session seven, Product eClass. We're talking about mostly
specifically paid traffic like the big boys and the big girls do. That's module seven here. We're
going to put it all into a bow and tie it all up together. Keep in mind I've designed this curriculum
so each session can stand alone in and of itself. You can combine different pieces of different
sessions together if you wish to. That works too. And you can use all of this eventually if you
want to. And I think good ideas applied tend to net good results regardless if they're done
imperfectly or if they're done in ways necessarily not intended. Something that's good that's
offered to the world in Ernst with enough follow through almost always wins. And the hardest
thing you'll ever do in this business is making paid traffic work at scale, one of the reasons why
save that for last.

And I'm going to give you the reality of it because oftentimes you are not told the reality of paid
traffic because you are often sold the concept of paid traffic by people who don't want you to
know what goes into it because they want you to buy their trainings on paid traffic. And I don't
have such an agenda. At a high level I always think in first principles, what are the least amount
of things you need to know in order to do something effectively? That's first principle thinking
and to make paid ads work, the three most important elements are audience, offer and
message. So, if you have a really great audience, think those dying of thirst in the desert and
you're selling them water, the audience is so powerful, even if your water isn't that good and
even if your sales pitch by my water isn't that good, you can still win.

So, the ideal thing that's going to make your paid ads work more than anything is the audience.
Now, on the other side is if you got an audience but you have an offer that is irresistible that
nobody can match, then you also can win significantly because you are giving them something
better than everybody else and they would rather give their money to you versus other people.
And so sometimes you can have an offer so good, it can be sold to audiences that normally
don't buy. Sometimes you can have an offer so good that again, the message doesn't have to
be that worked out, it doesn't have to be that dialed in. So, if I'm selling you a $10 bill for a dollar,
the message doesn't have to be that good. If I decided to become a minimalist and you are my

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friend and I say I'm tired of the burden of all these material possessions, please take them from
me. You might not even be in the market for what I'm giving away and my message might not
even be that effective.

But the offer is so incredible that you'll say, yeah, I'll come by and I'll pay you a small amount of
money to take them off your hands. And then the message, sometimes you can sell an average
offer to an average audience, but the message is so well done. The pitch is so good that you
can make paid ads work in that scenario as well. So, again, in order just to re-reference it from
another perspective, the more desperate the underserved yet willing to spend money on the
solution, the better. Think of it as somebody that's dying a thirst and you're selling water to them.
So, we look for audiences that are underserved, they're already spending money despite the
fact that what they're spending it on, they know isn't that good, but it's better than nothing and
they're desperate for something real that's specifically suited and tied to them. So, that's who
we're looking for. Now the offer is how do we sell a dollar bill for a dime? A killer offer is one
that's so good, it's more expensive not to buy it.

So, when I'm designing offers, how do I make this thing feel like it costs more to say no to it than
it does to say yes to it? And then the message is, what can I get attention for? And then how
can I use that attention to translate it into action? Meaning somebody pays money for something
at the end of it. So, we need to be different but in a meaningful way. Being different for different
sake might get attention, but it doesn't set up the sale. We need to be meaningfully different. So,
we stand out, we get attention, and that attention can be translated into desire, demand, and
purchase. We need to as much as possible, try to read the mind of our audience, know what
they're thinking right before they think it. And all of these are then components to some degree
or other of what will make your advertising successful.

Now, at the highest level, there's two basic ways to make advertising work, paid advertising at
scale. One is straight to purchase. You send them straight to a sales pitch of some sort that
says, spend money with me and I'll give you this in return for the money you've spent. So,
there's nothing that you are giving away for free and there's not anything that they're really
jumping through the hoops for. It's just a straight-up pitch. Or the second model is you give them

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something for free first and then through follow up, usually immediate follow up meaning the
thank you page after they opt in for the free thing, then you attempt to sell them something. And
both of these can work. Both of them have their pluses and both of them have their
disadvantages.

When we're talking straight to purchase, as I've said, prospect goes directly from an ad to a
sales pitch and then you'll know immediately how much it's going to cost you to get a customer.
Like instantaneously, that's what's beautiful about this is there's a lot more clarity. And then if
you're having them opt in and yeah, you could be selling them something on an upsell, but a
majority of them are not going to buy the thing because they want to consume what you just
gave away for free. So, I'll give you a good example. This is my favorite example. I don't think
Frank runs it anymore for whatever reason, but once upon a time, Frank used to give, he used
to sell a very low ticket ebook and it was all about consulting, how to get clients in the consulting
business if you're a consultant or you're a coach essentially. And his pitch was, now by the way,
this is interesting because even if you're selling something to somebody, oftentimes you still
have to work the free angle.

So, he would send them from an ad like you see on the left to something on the right. New book
reveals how to sell high ticket consulting services even if nobody's ever heard of you. And this is
a long form sales letter. And the whole angle of this was the book he used to give it away for
free in exchange for shipping. Then he realized that it would be better if you could skip the
shipping, just pay him and they'll send you the ebook. So, he was selling something from a
sales perspective that was $5 and 60 cents. And yeah, he added in a bonus or two along the
way. So, somebody would click the ad as soon as they clicked the ad, they were taken to a
sales pitch where they could buy a $5 and 60 cents ebook. And then when they go to purchase
the ebook, this is what's called an order bump by the way. You could add to the order with a
single checkbox, a $27 offer.

And this is all the copy that's required to sell the $27 offer. This is why order bumps are so
effective because you can put a paragraph or two of copy and a certain amount of people, if it's
just a good enough offer, will take it. They'll just check the box. Boom, done. Now once you

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purchase this, whether you purchase just the $5 and 60 cents ebook or you added this $27
thing to it, upsell number one was a $297 offer for a product called Subconscious Selling. Upsell
number two, either this was an upsell or a downsell. I think either way, whether you bought it or
not, you saw another offer in this case video black box, and then you saw a third offer after that,
whether you said yes or no, I believe for an offer called Legacy, which was another 997. And to
make matters even more complicated, Legacy I believe was like 23 of Frank's different products
that he created over the years that retailed when you bought them originally for a total of
$46,000 and you can get it for just 997.

So, the offer was insane. Plus, once you have somebody purchasing from you, you can one
click upsell them because they don't have to re enter their credit card information anymore. So,
these sells are as simple as them clicking another button, clicking another button, clicking
another button. So, he could start a conversation with this irresistible offer. Yeah, I'll impulsively
gamble $5 and 60 cents for this thing. But the only way that this funnel worked is he had three
upsells from a hundred to a thousand dollars plus an order bump, plus some really sophisticated
sales pitching to make the thing work. That's very challenging. This is why paid ads are tough
because you have to have a lot of assets to make them work. You have to have a lot of upsells,
downsells, cross-sells to make them work. And you got to be really good at copy to make these
things work.

And you probably have to have a tremendous amount of proof too. But it can be made to work.
And this is typically, if you look at most of these models at scale, they look kind of something like
that. So, that's why it's tough to do it in mass from a low ticket offer in hyper-competitive
markets. Now here's the reason I bring that up because fundamentally mostly not 100%, but in
large part ad cost is set by supply and demand. So, the more advertisers that are bidding for
your eyeballs, the more they're going to have to spend. The less advertisers are bidding for your
attention, the cheaper it is for the ad advertisers to get your attention. Now there are so many
advertisers that have shifted online and many of them are willing to spend a lot of money to get
a customer because they can.

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Sometimes they will spend three times the amount of money to get a customer as they get
back. Sometimes they'll spend six times as much money and they know by day 20 or by day 30
or by day 40 or by day 60, I'm back to break even. So, because they can pay more than you can
to get a customer, it drives the prices up making it infeasible for most people to ever even
acquire customers. On the flip side, customers also have a ton of choices. The more choices'
somebody has related to an offer, the less likely they are to buy any offer because of choice
fatigue, because they always think there's a better deal around the corner, because they feel
like there's too much supply. And so demand goes down when supply goes up. So, the trick in
again is to find something where the holy grail, if you will, you should seek to at first find the
audiences that aren't being advertised to as much and also don't have a lot of things being sold
to them related to the thing you can sell to them.

This kind of goes back to session one of Product eClass, but we want to create these hyper
niche, very focused, very specific types of solutions. Now in 2013, 10 years ago, we could run
Facebook ads in the United States and we could make an immediate profit with a single
straightforward offer with average coffee to an average audience in terms of targeting. Those
days are long gone. It used to be harder at first when these new markets popped up to lose
money with them and paid advertising than it was to make money with them. The only way you
can do something like that these days is to find untapped markets and or untapped ad
platforms. And I'll give you an example. The last time we launched Product eClass around 2020,
about three years ago we sold it in Brazil. So, we used Facebook advertising in Brazil and
localized everything from the sales pitch on.

And what we did was I had, this is interesting because I practiced what I preached. Remember
how I taught you the webinar model, if you can shift a front end product that you used to sell a
low ticket offer to the webinar and then sell a higher ticket thing. What we did in this case was a
slightly more complicated version of that model where I took what is now session one of Product
eClass 5.0 and we sold just session one, but we only delivered it if they showed up and watched
it via a livestream. So, for the equivalent of 25 US dollars, that's about the currency conversion.
They would be able to watch this upcoming training on Thursday, the training would go about
four hours, three of those hours were training and the fourth hour was the pitch and then it

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would sell Product eClass Brazil, and that's actually, it sold it for $499, which was the equivalent
of, it should say 1999 in the local currency.

And we could make money just off of the front end $25 offer, or the $99 [inaudible 00:13:21], I
think that's how you say the currency in Brazil. So, we were getting at some points a four to one
return, meaning that it would only cost us $6, six to $7 to produce a $25 sale. So, we were
making money before they even saw the real pitch, which was the backend offer there. And that
was awesome and we loved it and we did as much with it as we possibly could, but this is not
normal. I'm going to share with you a client that I do some consulting with, some of his statistics
that he sent me recently. This is what mostly paid advertising looks like these days if you are
super dialed in. So, this is a weak snapshot. So, in a seven-day period he spends $35,000 on
ads.

So, this would be what $150,000 a month he's spending on ads. And he acquires and generally
between 5,000 and 8,000 leads a week, and this particular week he acquired 6,290 leads. So,
the cost per lead is almost $6. Now he does an immediate thing, so when somebody opts in for
his upcoming webinar, he sells them something for I think 20 to $30. So, most people have to do
that. So, if you have a free thing that's coming in the future, they need to recoup some of their
ad spend up front right away. So, they sell you that thing. And in this particular case, out of the
6,290 leads who opted in 396 paid for something that was around 20 or $30 before the webinar
occurred. On the webinar in the follow-up to the webinar throughout that week they sold 75
units. They also had an upsell and I don't know, the upsell includes those who bought the front
end plus those who took the upsell.

I believe that that's how that works. I'm not sure exactly based on the data that he's giving me,
but here's what I know. Between the webinar, the upsell and the pre-sell offer before the webinar
occurs, the direct revenue that could be tied to that ad campaign was $47, 429. So, they spent
35,000 to produce $47,000 only, "only $12,000". Now because attribution is a very tricky thing in
this day and age, and this will drive you mad. This is why Alex Becker's company sold for like
$110 million recently because Alex created High Rose, which was an attribution company that
other marketers would use because Facebook couldn't quite tell them where all their ads came

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from or who clicked on what or who bought because of whatever reason. I'm friends with and
partners within the Driven Mastermind, $25,000 a year Mastermind with Charania Aslam who's
all about attribution.

And he's like, it's the biggest problem in the industry. You can't exactly attribute it. So, what they
know is between direct revenue and site-wide revenue, meaning just the exposure of the brand
of 6,290 people and all the different possible ways that sales could be increased that week
outside of other funnels, there's a miscellaneous $22,000 there. So, this is pretty good if he's
spending 35,000 on the front and getting 70,000 back within a week, the idea is you put a dollar
in and you get $2 out. It's not that simple. And you'll see why here in a little bit. But this is what
this looks like and this would mean that you would have to have a really good order bump
immediately. So, if somebody opts in, you have to have a really good webinar, you have to have
a really good offer, and you got to have upsell, at least upsell in place.

And you have to have other ways in which they can find and spend money from you through
branding alone because so many people see you here, there and everywhere and they end up
spending money with you in other ways too. And this is more typical, this is how most paid
advertising works. The more traditional approach looks like this, add to some sort of low ticket
thing either with a free offer in front of it or just straight up low ticket to a high ticket offer. So, my
friend Roland Frasier, who I've spoken to at many of his events in the past, runs this offer that
goes like this. One of the ads in the new book reveals how to quickly acquire businesses and
unlimited leads for zero money out of pocket, the result of over 30 years of tested improvement
strategies. And then the offer continues. If you clicked on those dots, dots, dots, you would see
more offers. But it's essentially a free book. So, when you would see this ad and you'd click on a
free book. Now remember earlier when I said free isn't often free?

So, with these offers they still use free even if they're not giving you something for free. In this
particular case, the free book you just pay shipping and handling on. So, you pay $7 and 95
cents, shipping and handling US only, and it's targeted to United States customers. Because
you can target based on geographic location. Now this is really powerful because free is the
hook. Free gets people's attention. It's technically not free though because you just pay shipping

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and handling. But it's important and he is not making any money, I guarantee you, off the
shipping and handling. Maybe just a marginal amount. It's important because it gets people to
pay you money. The number one reason why it's important for people pay you money is
because there's no better way to have Facebook or YouTube refined your audience because
that's what you want to depend on.

You want Facebook to help you by telling you who the best target is for your offer and the
easiest way you can help places like Facebook say, find more people like are if these people
you're pointing at are people who have paid you some amount of money. I can't overstate the
difference between somebody who pays you $0 and somebody who pays you a single penny.
The difference in quality of that lead is massive. From zero to one measly sent, the value of that
lead if done properly is so much higher because you can do so many more things when you
know that this person has demonstrated the capacity to pay you any amount of money. Because
whether they're going to pay you a penny, a dollar or 10 or $20, there's a certain amount of
cognitive effort that needs to take place and there's a certain amount of logistics required. They
actually have the capacity in the intelligence to know how to check out and purchase something.

And some people just fundamentally don't believe they should ever pay for anything when it
comes to whatever they want related specifically to a topic, an issue or what have you. And so
even the paid offers still generally lean on the hook and the angle of free. So, it's really an ad
with a free gift of value in an order bump, free of something with some sort of order bump either
on the front end with the shipping and handling or on the immediate next page after the opt in.
And then there's still a high ticket.

So, here's another funnel Roland uses. Consultants how many times have you been asked, can
I pick your brain? What if every time somebody said, can I pick your brain? You got excited
because blah, blah, blah. And then he tells you know ... So, he hooks into your biggest pain
point and then shows you how it's actually your greatest advantage, which is a really good hook.
And then he sends people to this thing which is completely free on the front end. Supposedly,
right? Join the Free Paid for Life challenge. This is a three-day challenge, register for free. The
next challenge takes place at this time. And then once you register for free, there's an

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immediate upsell, special limited time offer, get the VIP benefits and these bonuses of being a
VIP on this challenge, it's just X number of dollars. And I know most of these challenges that are
run, I know many people running these challenges on this model right now and they price test it.

So, they start at 27 and they say, can I bump it to 47? And the answer is sometimes yes,
sometimes no. Do I need to beef up the offer? So, it's a constant juggling act. Like I'm going
over here and tweaking this thing, but then this affects that thing. So, I'm going back over there
and tweaking that thing and then I'm coming back and checking this thing and this is how he
makes this work. And again, they're still losing a ton of money on the front end. They're not
making any money off of anybody who's, the number of free leads versus those who pay the
$47. Just clause back a little bit of that ad spend. And more importantly, it tells Facebook to find
more people like these people who are willing to spend $47. So, over time, Facebook can better
optimize for the audiences, YouTube could better optimize for the audiences.

Now this offer and its various forms that Roland runs, there's a 5K offer, there's a 15 K offer and
there's like a 55 K offer just straight up from the challenge alone. Plus over time, he has a
variety of other high ticket offers, not all, but just some that you can see here for 10,000, for
3000 for $5,000, several different Masterminds that he sells and he pushes them through at
different periods of time and you get the idea. So, he has a robust backend of multiple different
high tickets. Now let me let you in on the dirty little secret, and you're going to feel pretty
depressed when you discover all of this and nobody ever talks about it. I'm going to make you
feel sad for a little bit, but then I'm going to give you hope because it's not a hopeless situation,
although it may feel that way if it hasn't already.

The dirty secret in this business when you see people buying ads, paid ads at scale is this,
there's usually four principles involved. There's the creator, and this is somebody like a Roland
or somebody like me or a Frank Kern or whomever, and their primary job and focus is to create
the offers that are going to be sold. Then there is the ad buyer. So, this is usually a third party
team. So, earlier when I showed you that breakdown of that client spends 35,000 on one and
then gets 70,000 on the other side, he's paying a third party advertising advertising company to
run that. And I don't know what their numbers are exactly, but of the 35 that he's spending in ads

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and he's getting 70 back on, there's at least I think an additional 15 to $20,000 he's having to
spend on the company running the ads. So, all of a sudden spending 50 to get 70 is what he's
really spending or closer to 60 to get 70.

It is pretty good. Once you realize that the money isn't in the acquisition of new customers, but
it's the lifetime value of existing customers. But all of a sudden it's like, gee, he's spending 35 to
get 70. Well, not exactly, he's spending 60 or 65 to get 70. So, he's making 200 to $400,000 a
year up front, which is pretty good. But it's not as much as it seems when you thought, oh, I
thought he was making a million a year. Well, no, not really. He does get 6,000 new leads a
week. So, you can do more follow up with those leads. You can cross sell them other time, other
things in the future. So, eventually it nets out. But oftentimes when you're looking at people
selling millions of dollars through an advertising funnel and they're making not very much money
at the end of the day because they're paying somebody to run the ads, create the copy, they're
paying a phone room very often for these high ticket sales, most of them use call setters and
then they use people that can sell on the phone.

And they typically will take 15%, the salesperson will and somebody who's managing them is
going to take points at the top and there's usually a fee involved upfront to get the whole thing
rocket and rolling. And a lot of these businesses, if they're selling seven or 10,000, 15, $20,000
offers, they're also bringing in third party creditors who will open up a line of credit for the
consumer, not at a favorable rate, mind you, in order to get the deal and get the purchase. And
then there's fees involved and there's usually some combination of the following. Right now
we're running an ad campaign with a marketing partner of ours. We specialize in the pitch and
the copy, so we get a cut, they have the IP and the content. We hire a third party company to
run the ads. Now, we don't have phone rooms or creditors. I'm not a fan of the creditor model.

I'm not saying I'll never use it, but I haven't found a reason to use it yet where I felt good about
it, where I felt it made sense. And then we don't have a phone room at this point in time to sell it,
but we're probably getting to that point where we have to, otherwise we're just moving money
back and forth across the table. It's an exercise in futility after a while because it costs so much
to acquire customers. And we're like, man, there's easier ways for us, at least in the way our

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business is set up to make money. But this is what you're going to see when you see a lot of
people talking about how all of this stuff is so amazing and so great. So, when Frank Kern
shows you all the paid advertising they're doing, he's not doing it even if it appears that he's
doing it because he's the one talking about, I'm running these ads and I'm doing these things.
And maybe Frank's doing it now, but in every instance I know, because I've known several
companies that have run his ads.

And it's not just him. I don't want to single him out. Everybody's doing it because it's too much
for one company to be able to be good at all of these things, to create the offers, to create the
advertising, to manage the advertising, to have all the moving parts running in harmony and
updating them throughout and adjusting them and analyzing them and testing them and so on
and so forth. That's the dirty secret in this business. That's why most of you are going to fail
miserably if you try to do paid ads and you don't have a stack of offers and you don't have a lot
of experience and you don't have a lot of money already coming in over here that you can invest
over there to begin your ads. So, it kind of looks like this. Most ads run and offer that upfront
gets between $500 to $1,500 in the sale and there's an order bump in there somewhere, 27 to
$47 deal.

All of this combined doesn't make money. All of this, what it does is it acquires an audience that
you can tell Meta to optimize better for because these are the people that are paying me money,
so help me find more of those people. And then over a period of months they define that
targeting better and better and better for you. And then it starts to look really good. You start to
turn the corner and make money if you can sell a coaching program, usually the price points are
between 7,000 to $12,000 and these are sold via the phone. Oftentimes the coaching program
is not delivered by the same person creating the front end because it's too much. Oftentimes the
coaching is outsourced and managed. So, sometimes you even hire and pay a coaching team
to take care of this for you, which also takes more money off the top.

The sweet spot is if you can get your successful students, which you probably don't have right
now, to do the coaching for you and then you can pay them. That's my favorite model, if you get
a really good offer on the front end that works from various means. You've sold it often not with

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pay traffic, you've got a lot of success stories out of it. Some of those success stories you've
said, "Hey listen, if you do coaching for people, I'll pay you a rip on each person you coach, it
looks like this." And because they're so passionate about the program that they bought from you
and they're so in love with you and they like coaching, certain people like teaching more than
doing, and it's a great model and they will help you out a lot and produce more success stories
for you.

But somebody's got to manage them. And it's usually not you. It's usually a company that you
have that helps you implement the model and put it in place. And this is the most important
element for most programs that I see that end up working, they have something that they can
sell for even above 12,000, a 30 to $70,000 offer. Usually finance with a creditor, third party
accreditation or creditor, and that makes everything work. If you remove this last piece, then
there's no money really to make the effort involved worth it. And then still, even if you don't have
the 30 to 70 K, you seem to have to have a robust backend of some sort, Masterminds, other
courses, consulting, other opportunities, what we call slack adjusters, meaning if one out of a
thousand people pay for it's such a huge chunk of money that it offsets all these other smaller
costs to acquire customers.

So, the way that this almost always ends up working is you don't jump from the bottom of the
mountain and you go straight to the top. If you're wanting to climb Mount Everest, what they
typically do is they set up four camps. They have your base camp, they have camp one, camp
two, camp three, and camp four. So, they have actually five camps and then you have to
acclimatize. So, you climb up to camp number one and then you climb down and you climb up
to two and you climb down to become acclimated. So, the equivalent of that in the ad world is
you start to try to get that ringer offer at about $1,500 price point or a $2,000 price point that you
can work over here. That is probably too high when you go to cold traffic. So, you carve up that
offer, you sell it for $500 or what have you, or you carve it up into three points.

So, you can still have an order bump, you can have an upsell and you can have some sort of
$500 primary thing. And then you hopefully get a bunch of customers or you get a bunch of
experience selling that thing that you can shape a coaching program around it. And then over

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time, people that are happy with your programs will want other things by you and you start to
develop them over time and then you can start to tackle them as well. So, it's kind of like you
don't get to the paid ad games until you build up a lot of these other elements and they work
over here kind of disjointedly, and then you find a way to re-optimize them, refactor them, and
you plug them in here and you use third parties in order to help get it done so you don't take too
much on yourself.

Okay. Now I'm going to show you how to find all these different ad campaigns that are running
for inspiration. So, you can say, okay, these are hooks, these are angles, they're selling it. You
can poke around in their funnels, some stuff you'll never see if you don't buy it, but at least you
can get a good view and you can get into their systems and look at it. But the most important
thing that you have to learn when trying to funnel "hack". Which is the goofiest thing I've ever
heard of. Like you can copy somebody's pages all you want, but if you don't have their
programs, if you don't have their positioning, if you don't have their credibility, if you don't have
their testimony, you can't funnel hack that, right? My point is, when modeling campaigns, if you
don't have the full parts of their funnels, you probably will fail miserably.

So, you can't just model a campaign. It's not that easy. And even if you do have the parts, you
don't know what they have or haven't tested before, so you don't know why they're doing it this
way. And sometimes there's a very, very important reason why they're doing it that way that's
not obvious until it's too late. And like I said before, you also need proof elements. So, I had a
client once who tried to hire me that's running a beauty offer, and he says, "We got a better
cream than the competitor. I know more about marketing than the competitor. We got a better
team than them." And I said, "That's all fan fancy and good." I go, "But we can't beat them." And
he's like, "why not?" I go, "Because they have Cindy Crawford as their endorsement. Do you
have Cindy Crawford or somebody like her?"

"No, we don't." "Well then we can't beat them." I'm not going to try to take that on. Pass. Post
activity on an advertisement is really important. So, a lot of these Facebook ads, they work
because there's several hundred comments or thousand comments on them and there's a lot of
interactivity to them. It's the whole empty restaurant theory. I don't care how good your offer is. If

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you're running an ad and there's no activity on it's like an empty restaurant. Nobody wants to eat
there. There must be something wrong with it because nobody's there, it's the greatest food in
the world. So, these are all things that we have to build towards over time, generally doing other
things that are not paid advertising. Some of the other marketing activities I've taught you to get
traffic as best as you can, a little bit here, a little bit there.

And then you reuse these in new ways to start running paid ads. Now here's the value in doing
what I'm about to show you. Finding campaigns is really stimulating what a campaign could look
like eventually for you. It helps you see hooks and angles, it shows you what the models are.
You can spot patterns in these things and you can start to build out assets within those patterns.
Find ways to make money off those assets individually that are not cold paid outreach and then
come back and over time fill in the blanks. So, if we go to any fan page like Roland's here and
we go to about, and then under about we click on page transparency, something like this will
pop up, and at the very bottom there you can see, go to a ad library and then once you go to the
ad library, you can see for Roland at 99 ish results.

Oftentimes there are multiple different ads that are advertising the same thing. This is why you
typically will need a third party company eventually, because it's not just one ad, one time to one
market that works. It's several different types of ads and various forms to not only just different
markets, but also you have to counteract ad fatigue. You don't want to show the same ad 50
times to one person. I was watching a strategy the other day on YouTube. What a guy does is
he caps the frequency to one ad per person and then he has a campaign set up so every day
he has a new ad that runs to the same person. So, seven days a week he cycles through ads.
So, he has seven different ads that he's going to show to an individual, each individual, and the
next week he cycles back through the ads, but they only ever see one ad once in a seven-day
period of time. And then the next week he rolls back through and he cycles it out again. And
that's just for one type of offer to one type of audience.

It's tough. And you can see here some of these are video ads, but some of these are not video
ads. So, over time they have different types of creatives that they use as well. And you can look
at these and you can see what they're doing with these and it can give you inspiration. What I

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love about looking at Roland's thing is consultants, how many times have you been asked, can I
pick your brain? It seems like that appeal works at least for getting attention. And I look at that
and I try to spot the pattern. The appeal is what is something very annoying that happens to this
person that they're tired of, that they think is a bad thing, and how can we show them that it's the
best thing? How can we take a thing that they are afraid of and that they don't look forward to
and show them how they should look forward to it if they only knew X?

That's a hell of a hook. I'm like, okay, cool. Can I do anything similar like that in my marketing?
And then we work through that. It's tempting to want to look at people that are in your market
only and see what they're doing and then use that for ideas. I highly suggest instead you do,
what you do is you look at complimentary markets and take what they're doing over there that
nobody's doing in your market over here and try to bring that in that generally will work better for
you. So, don't look at what every other peanut butter advertiser's doing. Look at what the jelly
advertisers are doing. It's a compliment to peanut butter. Typically, if they have one, they have
the other and take the fresh ideas from P the jelly market and bring them into the peanut butter
market.

Otherwise, if you're xeroxing the Mona Lisa, it doesn't make it better. It only makes it worse. So,
you're not going to copy these people's funnels and make it better. You just won't. So, you will
from day one, knowingly accept a weaker position. So, instead, you have to use inspiration. And
again, I get inspiration because we still need to get a hook. We still need to grab somebody's
attention. We still need to get them to start spending money with us in some way. So, those are
the constants, you model that, but the specifics of how you achieve that is better if hey people
probably would respond to this appeal. They're just not giving it. So, let me pull it over here,
bring it over there and see what happens.

So, what I've just shown you is the big boys. This is the best of the best. This is how they played
the game. This is that holy grail paid traffic strategy that most of you in Product eClass have
been begging me to show you. And this is why I haven't because this is the 1% of the 1% who
would ever be ready to be put in a position. And there's ethical and moral considerations that
you have to weigh in because some of these things I'm like, I know I could do them and they

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would work, but I just don't feel comfortable selling like a $50,000 thing on the phone with
somebody I've never met before with 20% credit because their credit rating isn't very good.
Could I do that? Yeah. I don't know if it makes sense to do that or not. Your business, your
decision. I'm not passing judgment here, but ultimately I found it's better to be in a business you
feel good about than when you don't feel good about not only for your mental sanity, but also for
your bottom line.

Because over time it tends to grow better and last longer. Now I'm going to give you an
alternative paid strategy. So, this is another client of mine. His name is Justin Phillips, and I
really like Justin a lot. I think he's got something wonderful going on and he is one of the best
Instagram marketers I've ever met and he does something like this. So, he'll run an ad on
Instagram, but it's not your traditional ad. This is something where he'll pay shout-outs for other
influential types on Instagram. So, they'll approach other Instagram pages that have good reach
and they'll negotiate a deal with these people that I'm going to pay you X number of dollars, I'll
pay you $500, you shout me out. You say, yo, if you're into e-commerce at all, you got to check
out Justin Phillips. Here's his page here. And then they click on his page and then he has one of
these things posted on it.

So, this thing gets organic reach too, but it's designed specifically so that when people are
scrolling, they see it, they see it because they've interacted with his page, the way they've
interacted with his page, it's because they've paid other Instagram pages to shout him out. So,
this is the ad, and this ad's brilliant by the way. So, I'm going to play it for you. So, at first,
Justin's not saying anything. He's shaking his head and he's pointing up here. And then there's
some annoying voiceover like the TikTok voice. And now he starts to talk and he starts to
explain, listen, "I can show you how to find anybody's supplier. I don't care who it is, whether it's
Gucci, whether it's blah, blah, blah, this is exactly who they're using. You could use the same
thing as well to get your own stuff created. And his stuff is much better. And then he says,
"Common e-comm for an invite to my free training this Thursday." So, that's the end of it.

So, he's saying, "Listen, you can get exactly the same people who make Louis Vuitton, Gucci,
whatever that other brand is, your secret supplier behind your favorite luxury brand jeans." The

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whole reel here is designed to, it's so hyper specific to the media. So, this is how you can win
when you don't have the big boy guns like I showed earlier, you get hyper specific and hyper
contextualized. And so this is designed for people scrolling to stop them from scrolling. It's a
pattern interrupt. And then the way that he shows it is different. It has so much movement and
so much action, it keeps the person engaged because you don't have that much time. And by
the way, because it's social media, you kind of got to bury the offer because if it's like marketing
too directly on places like Instagram in these organic feeds, people get really upset at you.

So, this is why he makes people comment ecomm for an invite to a free training course because
now it feels exclusive and nobody sees the marketing on the front end who doesn't want to see
it, so nobody's critiquing it, complaining about it, blah, blah, blah. There's a little bit of
commitment and consistency there. So, high level looks like this video that's advertised or
shouted out or somehow or another boosted from just purely organic. But it also has organic
reach as well on these social media platforms. You get somebody to comment and then in
return you DM them, whatever the free thing is, the URL to a webinar, registration page or
whatever the case may be. And again, at first, you will do this on your own, but it's manageable
if you're doing it on your own. But then over time, you will even hire people to do this for you.
And then once they opt into your free thing, there's an offer at the end of or on the back of the
free thing.

So, in Justin's case, he gets people to comment on e-comm, which by the way increases the
social proof like we talked about earlier. And then you see Justin P is responding back to them
and then what he is doing is he's responding back to them and then he is going to give them the
invitation. The invitation is Live Masterclass, discovering the ultimate training for building a
sustainable product based e-commerce business, yada, yada, yada, yada. Now when you opt in
for that upcoming training, you get an order bump immediately. This is a webinar prep kit for just
$27. So, again, this whole concept is the clawback of the money that you just paid for
advertising to make sure you're advertising to the right audiences because even if this is not like
a Facebook algorithm optimized over time audience, at least he knows these shout-out pages
when I go to them, they don't produce any buyers ever on this offer, these shout-out pages over
here do. So, these types of shout-out pages are better than those types of pages.

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And then once they get on the webinar, he eventually sells them this offer that's $1,497. And the
webinar is incredibly good and a lot of the webinar has been designed and built upon principles
that I've taught him over several months of him consuming my material and buying my courses.
And he does very good with it and he ends up selling millions of dollars a year as a result of
that. But the difference here with what Justin's doing versus what I showed you earlier with
somebody like what Roland's doing is Justin is not taking the out of the box advertising
approach. He's having to innovate on it and he is hyper localizing his type of advertising. The
downside is it only works in a very certain specific capacity. The upside is it makes him millions
of dollars and all he's essentially needing is an offer and an order bump for the most part.

Now there's other things going on because Justin has the audience dialed in. So, Justin is his
whole brand is support black colleges and he's an African-American entrepreneur and he
targets other African-American folks who want to start an e-commerce brand. So, his niching is
so very specific and in that niche everything is tied to that positioning from top to bottom. And so
his offer's incredible. His targeting of his audience is so spot on on top of that, his messaging is
very powerful and then he's doing non-traditional type of advertising so he can get an edge.
Otherwise, you just have to pay too much money in general to advertise your offers the normal
route. So, that's the best approach. Now you can do a version of this. The version of this
thought is you got to go out there and say, what are ways I can pay companies or people money
for exposure that is not your normal, just go to Facebook and plug something in or go to
YouTube and type something in and run these cold ads to these cold people.

And then there's usually a lot of testing. How can I get very specific to this type of audience in
this very specific way with this very specific approach to this very specific media. Now this
appears like a lot all at once and I understand it and I know it is, and I've been thinking long and
deep about how I break this down and teach this to you. The idea is to build the puzzle pieces
before you put the puzzle together and don't focus too much on any particular piece. When
starting out because you're going to have to build a lot of stuff eventually, speed is more
important than anything. So, let's look closer at the Frank Kern funnel from earlier. Here's what I
like.

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I was reading his copy and studying it one day and literally in his copy he says, "Here's what to
do next. The cost of this book is $5 and 67 cents, and you get it instantly as a PDF download.
Why $5 and 60 cents? Well, I used to mail out physical copies. The printing and postage and
padding envelope cost exactly $5 and 60 cents. This is a typo. It's a typo." He didn't fix it though
because he was shipping it as fast as he could. It just goes to show you the minor things are
minor things, don't major in them, don't major in the minor things. He's shipping it as fast as he
can. He's getting stuff out there. And he's focusing on what really matters. What really matters is
a really killer offer. He can even screw up the price in the offer and it will still work because the
offer is really killer. And then things like this. So, the PS on his sales letter says, "I'm giving you
a 75-page book."

And then it turns out the book is 113 pages because he updated it, but he never went back and
fixed the copy on it. Because ultimately it didn't matter whether it was 75 or 113 pages. What
mattered was the offer was incredible. And so I know it's going to be very hard for you, but
putting things out with misspellings in them because you didn't have a chance to proofread them
long enough, having a lot of stuff that's broken because you're like, it doesn't really matter if this
thing is fixed right now or not, but we're just moving forward and we're building up momentum
and we're putting stuff out there to get feedback and interaction from so we can know what to
optimize over time with. That's the name of the game because if you try too much too soon,
you're going to die. It's going to be overwhelming to you. Over time you can and you will
optimize. This is where you can add things in like chatbots. This is where you can really tighten
up the retargeting. This is where you can do content pre-framing like my friend Ezra Firestone
does.

So, Ezra will run an advertisement to an article, not to a free opt-in page or not to a paid offer.
It'll be five makeup tips for women over the age of 55 by Cindy Joseph. And then once they read
those five tips, then he makes a special offer and then they go to his site. Very sophisticated
stuff and it's unique because it's different from anybody else advertising anything else. But he
didn't start there. He kept experimenting with it over time and it ended up working good for him.
You can test specifically serving one thing up to people on mobile versus another thing to
people on desktop. You could optimize at that level. You could split the test till you're blue in the

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face eventually, and you will eventually. But upfront it's unlikely you're even going to get enough
eyeballs to run an adequate split test.

So, you got to know when to be lean and mean and just ship versus when to circle back and
optimize and what to optimize for. So, you always want to focus on the audience, message, and
offer. Making sure the audience is solid as best as it could be, making sure your offer is as
incredible as it could be and making sure your messaging on the higher level points of why it's
such a good deal, what the risk is involved in it, what happens if they don't buy it, that kind of
stuff. Making sure that that is getting priority upfront. And then once that gets priority, then you
can keep adding things and tweaking things and doing things to it. Now earlier, remember when
I showed you this model where you have something as the ad, the ad gets them to comment.
The comment then allows you to privately follow up and give them something for free.

The free thing then creates demand for the paid thing. I'm going to help you out tremendously
here, and this will work in a variety of different ways. You should eventually seek to develop a
ton of different assets that can be given away in exchange for an email address. Email is the
most important asset that any information publisher could ever hope to create. It's better than
any sort of social media following, any sort of subscriber account or likes or thumbs ups or
whatever. It's the email lists we were after. Now, these are the different types of things you can
give away for free. On the left, I call them complicated. That doesn't mean it's bad, it just
typically isn't where you start. So, Justin's example where he's given away a free webinar
invitation, that's really powerful, but there's a lot of ways it can go wrong if you don't know what
you're doing.

There's many moving parts. So, you probably don't start with a webinar for paid traffic, but
they're really good lead magnets. That's why I like using webinars for affiliates and using
webinars and other vehicles because even if I don't sell them, they've opted in. So, I've gotten to
lead. You can do things like calculators and infographics and you can give courses away for free
and even free coaching sessions. They're complicated because they require a lot of upfront
work in order to develop them. Same thing with software or an app or a quiz or an assessment.
The quiz or assessment is there's software you can use for them, but there's a lot of moving

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parts involved. Challenges are typically the way I know most people right now are making paid
advertising work. They're running them to a free challenge or a paid challenge, but that's a very
complicated thing.

You have to orchestrate an event that typically lasts three to five days before you sell something
for free trials and membership sites. So, these are things that over time, you'll want to move
towards once you get really good and you feel really competent and you have success and you
want to take it to the next level. On the far right-hand side are boring. These are things that
usually don't work, but they're really easy to make. You should make them anyway for other
purposes. And then consider using them for paid advertising potentials. So, an ebook, nobody
wants an ebook, not really, not for free in general. But if you have one, you should create and
have them for those instances where you could test them out. And in other capacities ebooks
can work okay for free stuff. Audiobooks, same thing. Video training, tutorials, sample chapters,
transcripts, newsletters, inspirational quotes, coupons and discounts.

They can work, but they're boring. So, I typically don't start there. Overtime I create derivatives
from other things. So, I have these as assets and as lead magnets, but I'm really looking at the
optimal category up front if I'm making something specific to get a lead from paid advertising.
People love checklists. Here's why they like them, because the implication is I don't have to do
much work, but I can get a really good result. I don't have to read a bunch of stuff or listen to a
bunch of stuff. I just go down and check stuff off. Usually you ship them where the bonus is the
checklist, or sorry, the free gift is the checklist, and the bonus is some sort of training that
accompanies the checklist. So, the secondary thing is in the boring category, but the primary
thing is the optimal category. So, people like templates for the same reason. Cheat sheets,
scripts, resource lists, calendars, planners, worksheets, audits, case studies.

These are the sexiest things that are typically at that sweet spot where they don't take a whole
lot of effort to create, but they're really good types of things to offer up, especially if you're
starting off in the paid ad space. So, I could give away, if I was doing a webinar thing, I could
give away an ebook on webinars or I could give away a recording of me training you through
here's what you need to do to be successful on webinars that on the boring side, and that could

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work okay. On the left-hand side, I could run a challenge on, the challenge is over four days, I'm
going to help you get the four core components of your webinar up in place. That would
probably work pretty well, but that's a lot of moving parts involved. Or the optimal thing is I can
give you the planner or what we call the one sheet, the webinar one sheet where I show you on
one sheet everything you need to do, and then I would record a walkthrough of how to use that
one sheet.

But it's the one sheet, it's the place mat, the million dollar place mat. Everything you need to
know about webinars I can show you on one page that is cracked to the market. That is like, oh
my God, I gotta have that. That is the thing that gets people really excited. I have another lead
magnet called the 11 Sales Commandments, and so the concept there is like a checklist almost
or a cheat sheet where it's like, okay, what are the 11 sales commandments? I want to know
what they are so I can check them off. My million dollar slide deck. So, it's like use the same
slide deck I use to sell on webinars is a very sexy free gift because the implication is I'm giving
you a resource, like a template that you can fill out very easily or tweak very easily. So, the least
amount of effort on your part, the most amount of reward as a result, and it's visual or it's easy
to understand at a glance. Those are the best free gifts you can use.

And those work, regardless of whether they're the free thing, you're getting somebody to opt in
for and then you're upselling them or whether it's free in general because you're just trying to
build an email list whether you're paying for the ads or not. Because think about how logical this
would be. I'm going to give you the free cheat sheet and then I could immediately upsell you
something like I could upsell you the book and I could say, you could buy the book for $10 on
Amazon, or I can give you the book for $5 if you buy it directly from me. And if you buy the book,
I'm also going to give you X, Y, Z one, two, and three.

So, I can start with a free thing. I can upsell a low ticket thing, and from the low ticket thing, I
could say from that, "Hey, we did this thing called Genius Webinars once upon a time, it cost
$5,000 to attend. We sell every day for $1,500. I'm going to give you a really special deal on it,
997, and if you buy, I'll throw and Murder The Objection for free, which was another training
program we did for $5,000 in person." And now they're buying that. And then on top of that, we

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can say, Hey, listen, we work with companies in a group setting where we take them through
and we help train them all at once. We got 15 people, we're taking on the next journey with us
where we're going to help them hands on with their webinar and it's $15,000 a person, and now
maybe we got something right?

But it started with that free thing that tacked on this thing over here, free thing plus a secondary
thing with an upsell immediately, and then another upsell or another extended period of a
campaign that tries to get back to break even as fast as possible. Best practices for free gifts
are immediate high perception of value. The quicker someone can glance at your thing and say,
I want that, the better with the least amount of explanation and effort on your part. Ease of
creation. So, giving away free tickets to a live event is powerful, but man, that's a lot of effort
because you gotta throw the live event. Ease of consumption. Just because someone opts in
doesn't mean they're going to consume your lead magnet. You need them to consume your lead
magnet if you want ultimate success. So, consumption is key. So, we make things that are easy
to consume but are high value even though they are easy to consume.

And most important I think is the commercial potential. So, we want to give away free gifts that
automatically make people want to spend money as a result of consumption of the free thing.
Not free things that are cool and somebody says, "That was good to know." And then they move
on to the next thing. Okay, best practices with advertising. Advertising to Kohl's Prospects via
paid ads is its own unique beast. So, you can take general and you should upfront take general
rules of marketing and copywriting, but then over time, be willing to kill those sacred cows and
say, I know this doesn't make sense in any other capacity, but it seems to work specifically for
Facebook and YouTube, and I get it. Nobody teaches it this way. Everybody says this way is
wrong, but it's the only way I can make it work. So, oftentimes we find for cold advertising
specifically through Facebook and YouTube, there's rules to them that apply nowhere else in
any other context or in any other form of marketing.

And in fact, those same rules would be counterproductive if applied in your own promotions to
your own list or to affiliate offers with partnerships, et cetera, et cetera. It is maddening. I hate it,
but I either can get mad at it and lose or I can accept it and win. And so an offer we can sell for

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$3,000 to slightly warm traffic via webinars and convert at 15%, we can't convert at 1% at
$1,500 to pure cold audiences who look, seem and smell and feel almost exactly the same.
There seems to be length thresholds to a lot of cold offers. You got to find a way to make a
compelling sales message in a very short period of time, which is counterproductive in other
areas of business because usually the more you tell, the more you sell. So, instead you focus
more on these micro purchases that happen immediately and then you extend it, then you
extend it, then you extend it. That kind of stuff.

There's also this thing too where success in cold ads will lead to its own failure over time due to
fatigue and due to exposure and due to different changes externally. And due to the fact that if
you're running cold advertising and you do well, your very success will lead to so many copycats
that it can produce your failures. So, what worked last month, once you get it, you turn a corner
and you rock and roll it, you got to prepare for the eventuality that it's not going to work anymore
simply because people are going to copy it and water it down. So, you have to proactively
change things with paid advertising in order to make them work. It's not as beautiful as it
sounds. I know what you want. You want to set it and forget it. Trust me, I know all these guys
running all these ads, none of them are setting and forgetting anything.

They are not. Nobody has that luxury. So, it's a matter of if you're ready for it or not or when
you're ready for it. And my hope is that more than anything, this session will inspire you to do
two things. One is to be very conservative and cautious when running your advertising and start
off with a small toll hold into a market and see if you can expand on it. That's my first thing. My
second thing is that you see what the pieces are required to make this really work, and you start
building those pieces individually, finding ways to monetize them, and then over time you put
them together to run and reach these mass market types of audiences. Targeting the right
audiences. Now, two types of audience approaches you can go after. You can go very wide or
you can go very granular.

Both can work in any market by the way. More people I know are successful by doing a wide
type of targeting. And this is because Facebook does a great job if you have enough of a budget
of refining your targeting for you over time, provided you can feed them the right conversion

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events. So, you might be getting a really cheap cost per lead upfront, but you can't sell them.
So, if you optimize Facebook for cost per lead, you're going to get more of the same, whereas
you might have a very high cost per lead, but these people buy a lot. So, you tell Facebook, I
want more of these people that are buying from me and they'll be able to find them. It just takes
some time. It's a slow AI, if you will. So, this is why buyers are so important, because you tell
Facebook, these are the people I want, people like these people over here who have paid me
money, and Facebook will find them for you.

It will be slow and over time they will get them and they will dial them in for you. And that's the
power of wide. It gives a larger data set for Facebook to find that audience. If you don't have it
wide, Facebook could go forever and never find your audience, even if you're giving them the
right conversion events to optimize for. So, this is great, but you need to pick a wide audience at
first when starting out and you're probably going to lose money. Granular is powerful in the
senses, by the way, just because broad doesn't work, I mean specific doesn't also work. You
can run both of these at the same time. I've seen companies do both granular and wide
campaigns. I've seen companies that are more suited to do granular or because of their budget,
they have to start with granular and then eventually go wide.

One of the easiest things that you can start with to test that has a high probability of success for
you, it doesn't have as large of a runway of longevity, but it prioritizes your risk to be as minimal
as possible is to layer your type of targeting and you exclude audiences or you include, you
have multiple things that need to be included for the audience, and you also have multiple
things that need to be excluded. And of these things, the most effective types of advertising I've
ever seen work for people at the beginning of their paid ad career is overlapping desires.
Oftentimes desires that overlap that don't seem to make sense. And so entrepreneurs who've
suffered from addiction, that one does make sense, but a lot of people aren't going after both of
them. Women motorcyclists, because typically motorcyclists are thought of as that stereotypical
big scary men, dog owners and gun owners, a specific type of dog owner even. A certain type of
dog who also owns a gun.

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We used to run this in our paid advertising business, wine enthusiasts in Houston, Texas. So,
people that have a certain desire and a very specific geographic location, even though what we
were selling had nothing to do with Houston, Texas, calling the city out by name got attention.
So, the overlapping of desires is really powerful. My favorite one that I ever played around with
a client was people that were really into yoga who also owned guns. It's two things that seem
contradictory to each other. The crunchy granola yoga type and the hardcore right to bear arms
type. There is some overlap there and nobody else was targeting them. So, the affinity, the
attention you got from the hands like that were incredible and nothing said more like you
understand me than those types of advertising. Another example is when we used to have a
skincare brand and a makeup company, our best performing audiences were women who had
an affinity for Activia yogurt.

I still don't understand why today. My guess is because Jamie Lee Curtis at the time was the
spokesperson for this yogurt. And so for an older female demographic that she probably
personified, it worked. It worked better than any skincare targeting we could go after. It worked
better than any other thing that we could find. Yogurt, Activia yogurt. And again, goes back to
supply and demand. Other people who were targeting this audience who had this affinity, none
of them were selling them skincare products. We were the only ones. So, when you're starting
off, that is your white whale, that's what you have to look at. How can I find a place where I can
be the only one? And nine times out of 10, there's a reason why being the only one won't work
is because the market won't support it because it's weird.

It's out there, it doesn't make sense. So, you got to find a way to get through the nine out of 10
that won't work to pay for the one out of 10 that will work. So small, very risky, less risk as
possible setups to feel around in the dark till you find that light switch that says this is the one. It
doesn't make sense. This is the yogurt targeted audience that likes to buy skincare products,
and you're the only one advertising to them. And then that's the supply and demand. Now you
can buy ads cheap enough, and guess what? By the time anybody else figures this up, you're
successful because of all the revenue you generated from that, and you've been able to add on
and build out further because you are incentivized. If I add this to it, I'm going to make more. I'm
going to make more.

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I'm going to make more. So, by the time people catch on and the pond that you're fishing in,
other fishermen start showing up to it and they have similar bait that you have, you can now
outspend them. You now have more assets than they do. You have become the big monolith
that you once feared. That's how it works. Remember making paid ad works: its audience, its
offer and its message. You should have some sort of massive advantage in one of these three
things before you ever run a paid ad. You either got some incredible insight to an audience, you
either got some unbelievable offer or you have some sort of messaging for that offer that is
super compelling and unique from everybody else. Now, you can always run ads as long as
you're only spending a few bucks a day. And there's something to be said about that no matter
what, that you're always doing something to put something in front of somebody new.

And as a long-term strategy, you're well before your thirsty type approach. That's really effective
too. But when you really want to spend some serious money, you should have some sort of
massive advantage. I always run this rule 975. What does 975 mean? I got to be at least a nine
in one of these areas out of 10, I should be a seven in another area, and I'm okay with being just
a five out of 10 in one of these areas. So, from the audience perspective, if I have a nine
audience, meaning man, I really dialed into this audience. I only need a seven offer, seven out
of 10 offer good but not great, and then an average message. Or if I have an incredible
message in a better than average audience than I can have an average offer. That's how I like
to think of these things.

We start there and then over time we try to get them all to tens. How do I continue to improve
the audience to get it from a five out of 10 to a 10 out of 10? How can I take this message,
which is already pretty good, it's a nine out of 10, but make it a 10 out of 10, so on and so forth.
Now, I'll give you some other places to play around with that are probably going to be more
fruitful to you. Pinterest ads for some offers right now, and it can change. But right now, very
fertile grounds for advertising. Why? Because nobody's really advertising there. Now it's
overwhelmingly female as a demographic to Pinterest. So, there's certain offers that just don't
work there, and it lends itself more to offers that are visual due to the nature of the media of
Pinterest.

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But most people aren't playing around with Pinterest. I saw a guy killing it on Pinterest the other
day, and what he did was so simple. He took all of these AI generated trash ebooks, they're not
very good, but you could make them very quickly in ChatGPT. He created five different books on
productivity or something like that. I can't remember the specific topic. And he sold five books
for $25. Get these five different books on these five different subjects of productivity for just $25.
And he ran that through Pinterest. And I'm like, ah, sly devil. His offer is a five out of, I mean, his
offer is a 10 out of 10 because he stacked together five different books that you would never
expect to get. Now the quality wasn't very good, but the perception of the offer was incredible.
And the audience is really good too, because nobody else is marketing to them.

The message was okay, but I'm like, ah, yeah, he found an audience that had low supply for
high demand because he was using Pinterest. And the same thing goes with being in Yahoo.
They produce a small amount of traffic in relation to Google, but they still produce a large
amount of traffic period. And the cost is less. Same thing with Reddit advertising. The problem
with Reddit advertising is they're not a sophisticated enough platform to know how to do really
good targeting. So, because people aren't using it, the cost can be low, but it's challenging in
other ways. YouTube community shout-outs. Justin was telling me about this because he was
helping me understand how the game on YouTube was played. He's like, "Jason, dudes are
going out to other people and saying, hey, you don't use your YouTube community tab. I'll pay
you if you just give me a shout-out in your YouTube community tab."

And he says, "Guys are now building their YouTube channels, paying small amounts of money
to other people on YouTube in a non-traditional method." I'm like, "Okay. That's always what I
keep going back to." Who has audiences and what are some unconventional ways I can get
them to expose me to their audience, whether it's paid or I put in time or I put in money.
Newsletter drops. I'm always on the lookout of people who are willing to take advertisers for
their newsletters, either as a full message to their email list or as a mention in their newsletter. In
my younger hungrier days, I would proactively seek them out. Hey listen, I'm just new and I'm
getting started and I'm looking at unconventional ways to get my product out there. Because I
think it's one of the best. I see you send out an email all the time.

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I know you don't typically promote offers in that email, but if you ever would, I would like to be
open for consideration and I'd be more than happy to pay you a fair amount if you would
mention me. And then mostly won't, but you keep coming back, you keep asking them, you
keep showing up, and eventually some of them will. Some of the best leads I've ever gotten
have come because I paid 200 bucks in this person's newsletter to run an ad, and the ad only
picked up 50 people, but one of those people spent $10,000 within me within 30 days, stuff like
that. Sponsorships too, you can sponsor people. These are not your typical big brand
sponsorships you see on social media. These are more like, hey listen, I want to sponsor what
you're doing over here. Here's how I'd like to sponsor it.

You just mentioned this free gift that I'm giving away and I'll pay you X number of dollars for it.
That kind of stuff. Paid organic. I've mentioned it before, but I'll repeat it. So, the YouTube
community is an example of a paid organic. You take something that's used organically and you
pay people for it to boost the organic side. And this is gasoline to fire because if you can boost
... See why Justin's stuff works so good and they have problems with attribution is because he's
boosting his reach of his reels through the interaction. So, while he's paying advertising for
some of it's also then being put in places that are free. And we see this a lot with organic. So,
this is a hybrid approach. And so these are some of the ways in which you want to look at paid
advertising, but this is why I am a huge proponent of also doing what I discussed in module four
of Product eClass 5.0, which is the traffic deep dive.

Hopefully this gives you a comparison. They're both going to be challenging for you. They're
both going to require some hard work upfront to create the snowball effect. That's why I think
you should do both. Try to do one in a way that feeds the other. And usually this is the first place
you start, which is why I taught it first. But nonetheless, how do you eat an elephant? One bite
at a time. The journey of a thousand miles begins with a single step. How do you make a million
dollars? You make it $1 at a time. How do you get a hundred thousand buyers? You start with
one buyer and you work your way up. That's how the game's played. And if you have the right
types of products and are positioned in the ways that I've shown, you are at a significant
advantage over everybody else. And thus concludes Product eClass 5.0.

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