If I Wanted To Scale A Service Business In 2026, Here's What I'd Do

This is Kyle and Ariel, a couple who

runs a business that helps other couples

who run businesses. They currently do

about $480,000 per year, but they're

stressed because it costs too much money

to acquire to customers and they're

maxed out on time. I'm Alexi. I own

acquisition.com. It's a portfolio of

companies that generate $250 million in

[music] aggre revenue per year. And I

just happen to know a little bit about

the coupreneur scenario since I started

acquisition.com and gym launch with my

wife Leila. So, I figured they got to

fix their offer to make it more valuable

to their customers and make it more

scalable. so that they're not responding

to individual text messages 24 hours a

day.

>> Dum dum dum dum.

>> Hi sharks. [laughter]

[gasps]

>> What's up?

>> Hi, my name is Kyle.

>> I'm Ariel.

>> And we are the founders of Couple

Prreneurs. Over the last 12 months,

we've generated about 480K in revenue,

206K in profit, which takes us to about

43% profit margins.

>> Okay. So, who do you help?

>> We help entrepreneur couples. So these

are couples who either run businesses

together or couples where each partner

owns their own individual business.

Typically the businesses we work with do

about 150k annually minimum and their

primary desires are to make more money

in business to work better together as a

couple and to free up more time for each

other and their family.

>> Do you know who's the one who tends to

be attracted to the message? Is it the

female or the male?

>> Usually the woman. Yes,

>> for sure.

>> Interesting.

>> Oh yeah.

>> I figured.

>> So how do you help them? So, we help the

couple grow businesses as a couple as

efficiently as possible. So, we do this

with two offers. The first is what we

call the Rise Together mentorship. It's

a 12-month program that consists of

weekly group coaching calls. And this

program is really focused on helping the

couple work better together and just

improve their working dynamic. Our

second offer is called the Coupleneur

Accelerator. This is also a 12-month

program, but it's much higher touch. And

the main focus of that program is

developing a business growth plan for

the couple that's based on their

business model, their strengths

together, as well as their schedule. and

then helping them and coaching them

through the implementation process. We

do also have annual live inerson events.

Our next one's actually coming up on

April 10th and 11th of this year.

>> What's that included with?

>> So, we invite all of our clients to

that, but we also sell tickets to it as

well.

>> Interesting. [laughter]

>> And you use that as one of the bonuses

for both levels.

>> 100%. Yeah. It's a fast incentive. Yep.

>> Interesting. Okay.

>> For offer number two, the couplereneur

accelerator, we customize an action plan

based on the couple's schedule, the

business model that they want to

approach as a couple. So, we're heavily

customizing an action plan on the front

end for offer two.

>> How long does that take? It's

>> about a total of 4 to 6 hours to go

through everything and then do a call

with them.

>> Yeah. And then the other time constraint

in offer number two is the fact that

they have access to us in Slack like

periodically throughout the week.

>> Yeah.

>> Periodically. What does that mean?

>> Uh that means at any point they can ask

questions. [laughter]

>> Make sure that we were clear on that.

>> We respond. We tell them we'll respond

within 24 to 48 hours, but they do have

daily access to us. So,

>> you're slacking all day.

>> Yeah,

>> pretty much. Yeah.

>> Ding ding ding. We have problem number

one, which is that they have given

unlimited, unfettered, unrestrained

access to them personally, which makes

it very hard to actually run a business.

So maybe we might be able to sell people

something they still find just as

valuable that they're not going to use

all day all the time. How do you make

money?

>> The Rise Together mentorship is $5,000

if paid in full or 12 installments of

$500 a month. For that, the couples get

weekly group coaching calls with Ariel

and myself and the rest of the

community.

>> What's the split? Oh, it's about 50/50.

We also record those calls as well. So,

we'll take the call recordings, we'll

upload them into a training portal where

the couples can watch a replay and they

can get access to other templates and

cheat sheets as well. We have a private

Facebook group for accountability based

on the steps that we give the couples

per week. And we also do these fun

things called quarterly date night

challenges. This is where we incentivize

the couple to go on at least one date

night per week.

>> Do people like that?

>> Oh, they love it. It's like their

favorite part of the

>> date night challenge is probably like

the number one thing that keeps people

buying from us.

>> Yeah, we're going to we're going to talk

about that. So with this cheaper one,

basically it's just a weekly call.

>> Yeah.

>> Yes.

>> That's what they get.

>> Yeah.

>> The Facebook group's mostly community

and then our customer service person

holds them accountable.

>> Okay. Let's start with the the second

one.

>> We do the quarterly date night

challenges in both programs, but we also

do a lot more in the coupler

accelerator. So that's 25K paid in full,

$2,500 a month if they choose the

payment plan over 12 months. And that

includes quarterly two on two private

strategy calls where we map out their

action plan. Um, it also includes weekly

small group coaching calls which are

mostly just Q&A based. And we also hold

them accountable to their weekly

priorities inside of Slack. This is also

where they could ask us questions.

>> If you eliminated Slack, how much time

would you get back?

>> Probably what, 40% of our time.

>> Jesus. It's also the cost of disruption.

>> I will say though, Slack is usually

people's favorite thing cuz it's like

>> having us in their back pocket.

>> I like where you're going with this

though.

>> We're going to take some axes out. It'll

be good. music to my ears.

>> They made the mistake of running out of

time on their hight touch thing and then

making a low touch thing. And the cost

of car customers for the low touch thing

was the same as the high touch thing

which made all their economics of the

business stop working. And so the real

constraint they had originally in the

business was that they were supply

constrained. And so rather than solve

the supply constraint, they basically

just built a whole another product. What

they probably should have done is just

say, I wonder if we could sell the same

thing without all of the demand on the

backside for our time. If we did that,

we could sell three times as many

people. So cool, do that. If you were to

talk to my team, you would know that the

number one question I ask when they just

vomit a whole bunch of information on me

is I just say like, what problem are we

solving? When they decided to start this

other product, they might not have been

clear about the problem they were

solving or ask the second question,

which is, can we just solve this problem

in another way that doesn't include us

starting an entirely new business, an

entirely new acquisition strategy, and

making another product? And the answer

is yes.

>> So, how do you get customers?

>> So, we use a challenge funnel, which

means we use Facebook ads. We run to a

5-day free virtual challenge that we

host inside of a Facebook group and then

we on that challenge we do teaching,

training, Q&A and then we lead to a

sales group.

>> How long's each of the sessions?

>> How long?

>> One hour.

>> And what's the drop off between day one

and day two?

>> On average we go from about 9% down to

four to 5% on.

>> So you lose half between day one and day

two. Okay.

>> And you're getting only 9% of people to

show up to day one.

>> Yes.

>> Okay.

>> So we'll do about six of those

challenges per year. And our average ad

spend per challenge is about 19,440.

We do also get some occasional sales

from some other places, one of which is

guesting on other people's podcasts. We

also have a setter on our team who will

reach out to people via social media

messenger and book calls for us. And

then we host our annual Inerson events,

which some sales can come from.

>> What percentage come from top versus

bottom?

>> I'd say 90 to 95%.

>> We really would love to get Alex's

feedback on this challenge funnel

because we spend a lot of money on these

challenges. Sometimes they make money

but other times we'll lose money and

have to spend months recouping the

costs.

>> Okay, so what are the problems?

>> So we have three primary problems. Our

first is our cash flow cycle which means

it can sometimes take months for us to

make back the money that we spend on new

customer acquisition.

>> Our second big problem is just improving

overall conversion. We've recently

noticed some drop off in attendees for

our 5-day challenges which are our main

way of generating new leads and new

sales. Our last big problem is just our

own time constraint. We are almost at

max capacity for delivering on our

services just due to the amount of

customization that's involved. Fixing

these problems matters a lot to us

because we went through what we call the

anti-honeymoon stage when we first got

married, which is where we were trying

to figure out how to be business owners

but also still a married couple at the

same time. So being able to reach other

couples and help them sidestep some of

the issues that we went through is

really important to us.

>> Okay. So what's sales I say? So how many

sell a month?

>> So we do these challenges every two

months. And this is what a typical

challenge will look like. will generate

about 511 leads and or registrants for

the challenge. And the average challenge

attendees are 26. So 26 out of the 511

will actually show up to the live

sessions each day. Out of that we will

typically book 12 sales calls. We'll

hold 10 and we'll close six sales. And

currently right now between both of our

programs, we're working with 42 couples

and we've only had four clients turn

over the last 12 months. And that's

really just due to payment issues.

>> So right now the company is Y'all

>> Yep.

>> Yes.

>> Zuck.

>> Yeah. You have a CS person on the back

and you have a setter on the front.

>> Exactly. Yep.

>> What other stuff you got? Anything else?

>> Because we just used Facebook ads to

generate leads and sales in 2024, here

are the total numbers for the Facebook

ads. There's obviously a lot of numbers

here, but some of the numbers that

really stand out to us is the extremely

high cost per average attendee at $815

and our average attendee show up rate of

5.25%. That being said, on the plus

side, if people show up, they have a 49%

chance of booking a sales call with us.

That's why the average attendee to sales

call book ratio is 49%.

>> I just I feel like we're going to be

able to fix this and I think it's going

to be really elegant and it'll probably

grow the company a lot and make you a

lot more money. There's a version of the

business that I like that I think would

make this [music] great. The fact that

you like the date night and everybody

likes the date night. Instead of doing a

5day challenge, just do it a 4-hour date

night and crush the full five four hours

in one pitch. You get twice as many

people there. In fact, even more will

show cuz it's a date night and you can

still provide all the value you normally

do and then just close.

>> [music]

>> So frame it like couples are coming

together for date night. We actually

probably break a record around that too.

Like in the ads say we're going to do

the world's biggest date night. Okay,

cool. I like it.

>> But the thing is that like I we actually

have to solve this back to front. So I

do think that's a better way to convert

and I'll get into the tactics around

that. But like it's kind of a blah

offer. Now the way that you guys deliver

and all that stuff, fine. People like

it. But I'm just looking at like what am

I getting here? I'm not like super

stoked about it. I'd rather solve for

like we have this other thing that makes

us a ton of money. How can we [music]

pair that down so that we can still sell

that at that price point but have five

or 10 times the capacity? We're going to

go deep dive on the offer. So the

backend high ticket offer. So right now

we have Slack the calls,

>> right? Two on two.

>> Yeah. Quarterly two and two.

>> Quarterly. Okay. And how long is that?

>> The first one is 90 minutes. Every other

one is 1 hour.

>> Okay. Got it. What else is there?

>> Weekly group calls.

>> Weekly group. Okay. That's not that bad.

All right. What else is there?

>> I would say whatever. Yeah.

>> Some modules etc.

>> Yeah. Online modules and then in

addition to the two on two quarterly

calls, the first one we do a deep dive

looking at their

>> four to six hour thing.

>> Yes.

>> So we'll go deep dive. It feels like a

separate deliverable to me.

>> Yeah. So the first quarterly call is

longer and it takes more prep time.

>> So I'll just say this times three and

then that one times one. Okay. [music]

This is current.

>> Yep.

>> There's also this other piece cuz you

have this bonus of in person, right?

Yes.

>> Yeah. So what I'm doing here is before I

dive into recreating an offer, I'm

actually going through the process live

with them, which is I want to understand

all the resources and assets that we

have at our disposal. In the offer book,

I cover this in creating your grand slam

offer part two, the trim and stack. The

first part is listing out all the stuff

out. And then the second part is, okay,

now we have all these list of things.

How are we going to cut it and combine

it and package it so that it's the

leanest and the most valuable? because

fundamentally we don't want to just like

offer a ton of stuff. We want to offer

the few things that people really want

and then just remove everything else. So

this is the $100 million scaling road

map and they are at stage three

stabiliz. So they have a very small team

one to four and let me read some of the

constraint they're probably dealing

with. People aren't buying fast enough.

Remember she said the cash conversion

cycle. So they're not getting paid fast

enough. They're wasting time with bad

leads. They don't have enough time to

talk to good leads. They're not sure

what to fix. Everything's going wrong.

Right? And customers feel lost. Now,

this one, maybe they don't feel as much

on the customer service side, but

they've made up for that by just

providing full-time Slack access at all

times to them. So, really, it's they're

feeling lost. We can fix the thing that

they complain about most from a product

perspective, which is this is partially

[music] they're complaining about it,

but it's also from a customer angle of

what are all the things that we provide

the most value and then recombining

those to make the most valuable offer.

Decide on basic qualifications, right?

So, they had this cheaper thing. It's

like, well, who do we really want to

serve? Let's make a product for them,

not a product for everyone, which then

ends up serving for no one. By the way,

if you want to know where you're at on

this scaling road map goes from zero

employees all the way to 500 plus. And

we break it down by eight functions of

product, marketing, sales, customer

service, IT, recruiting, human

resources, and finance. Where people get

stuck there and how to get through it.

This is my gift to you. It's absolutely

free. You can go to

acquisition.com/roadmap.

And if you want my team to actually help

you with this for your business, you can

schedule a call with them and they'll

dive into the business. and if it makes

sense to invite you out, we will. And

maybe we'll see you here in Vegas.

>> I think you're messing this one up.

>> I think this is one of the most valuable

things to do. You could functionally

charge $25,000 a year and have two

getaways a year, guaranteed. And so you

could say like, think about this as

marriage insurance. We're going to do

all the other stuff, but you guarantee

yourself that you're going to have two

amazing times per year. And when you

look back on your life, most of the

months kind of blend together. It's just

the little spikes that are the moments

that you remember. That's what we're

going to help you build.

>> Okay? I think we do 2x per year in

person and I think you should position

it like getaway rather than conference.

>> Yeah. Okay.

>> And it also you guys will have a great

time to get away too. So like it'll be

fun for you. So I would what I would do

if I were you guys is I would go do the

whole experience with them whatever 2

days and then stay 2 days after for you

[music] guys and unwind. We won

vacation.

>> And what do you think you're going to do

at the inerson event when they're all

there

>> at the moment? Just planning on [music]

doing renewal sales.

>> Yes.

>> Good. That's what I [laughter]

rear.

>> That's how we're going to do it. And so

basically we have two inerson events.

We're eliminating Slack. That's for

sure. Screw Slack.

>> Feels so good. Thank you.

>> Yeah. You're welcome. I feel you feel

lighter. I would almost rather you get

rid of this.

>> The weekly group calls.

>> Yeah.

>> Cuz I don't think anyone's like, I'm

staying for the [music] group calls.

>> They probably stay for this.

>> You're right. Absolutely. Because when

we survey our clients, the weekly group

calls are usually the least favorite.

>> Let me tell you a secret. What a lot of

people do is that they will try and add

as much as they possibly can. The goal

is [music] value per bonus. Basically,

the way that I think about it is each

thing we add on its own should be worth

the price of the whole thing. Simplicity

is the [music] ultimate in business.

Simplicity makes for simpler marketing.

It makes for [music] simpler selling. It

makes for simpler delivery. But the

problem is that complexity always rears

its head. People want to over complicate

things. You want to have four or five

benefits in one ad [music] because you

think they're all important, but the

reality is that you weren't able to

prioritize the one that mattered most

for the specific avatar that you're

trying to advertise to. We could include

a hundred things, but there's typically

only one thing that gets someone over

the hump. People decide to buy because

they [music] hear something like, "Oh,

that's the one." And then they're in.

And so, we just want to make sure that

we make those details as compelling

[music] as humanly possible and then

limit the details that we choose to talk

about. To quote Jack Dorsey, founder of

Twitter, "Make all the details perfect.

Limit the number of details." The main

value ads are, "We're going to meet with

you. We're going to do a deep dive.

You're going to come out twice a year."

>> Yeah. love it.

>> If you want to have the group, I would

say this is like for y'all, but like

this is not support. This is not like

you tag me in every single post kind of

thing. This is if you want to connect

each other, then this is the way

basically you're more curating the

experience.

>> Then you are doing a whole bunch of

stuff in there.

>> Okay. So I think we go deep dive which

is fundamentally just on boarding. So

you'd want to do that anyways, right?

Two and two quarterly times three and

then you have the group which is not

going to be a lot. Okay. So if we're

looking at the total delivery time, this

is 60. So this is 3 hours, right? Let's

just call this six. So it's 9 hours. And

then you have the two events a year. So

basically, let's just call it 10 plus

this is quickest between everybody. 10

hours per couple is the cost. You make

25,000. And so realistically, the cap is

going to be these two. This is now the

new cap of the business, not all this

other stuff.

>> So how many quarterly halls can you

take? The first initial strategy session

does take you know considerable amount

of time but after that I think we could

do five per day.

>> You wouldn't do five per day. You

wouldn't do it

>> like you can do it physically. I'm

saying what are you willing to do? I

know what you can do physically.

>> I'd say probably two per week.

>> He's at five a day. [laughter] Two a

week. I'm like okay. So we have a 12x

differential between you guys.

>> Maybe five per week.

>> Yeah. Five per week and you do one day

where you just do five.

>> Exactly. Yeah. We try to match them. So

that means that you'd max out at 60

because you're doing 12 weeks, one a

quarter times five,

>> right?

>> So that max out to 60 clients. I don't

love that.

>> Yeah.

>> I'd love to be higher than that. How do

we get you to 150 clients? That's what

I'd like to reverse engineer because if

we get you to 150 at 25, let's call it

30 cuz a lot of people are going to be

on payment plans. Then that takes you to

4 and a2 which is 10 times what you're

currently making or 11, which feels

chill.

>> That feel on my scale of chill, it's

chill.

>> Yeah, I mean it's pretty chill. So 12

weeks if we could get to 15 a week. Now

again, this is what we have to deliver

on. We could do a smaller group of four

and have it be 90 minutes cuz then in on

Monday you could do 490s.

>> Mhm.

>> 6 hours and see 24 and 24 * 12 is even

more than that.

>> Yeah. When you are supply constrained,

you can either raise the [music] price

so fewer people buy and the people who

buy you get paid more for or you change

the ratio of delivery, meaning you go

from one-on-one to one on four to one on

six to one to many or you productize

[music] or you hire people. So, we have

a lot of different ways that we can

solve a supply constraint. We're going

to change what we deliver and make it

into a product. We're going to change

what we deliver slightly by delivering

it to more people at once. We're going

to keep it to the same number of people,

but we're going to raise the price so we

make more per person or we're just going

to hire somebody else to do it. All of

these are potential solutions, but I'm

going back and forth with them to figure

out which one makes the most sense. They

were a little bit cash constrained and I

didn't get the impression they wanted to

have a big team. The next one is the

price. Now, they were already struggling

to sell the higher ticket thing and so

like I don't think we have room to go

three or four times as high because

that's what we would need to do in order

to make a pricing move that would make

sense. So, this one's out. And then we

have the productizing. Now, they already

did a productized version, but they

can't sell it at the price that they're

selling their expensive thing. So, this

one's out. Now, this is basically the

only thing that's left on the map that I

see as a high likelihood solution for

where they're at right now, which is why

I recommend it.

>> The other factor, I guess, to consider

is our dream state of this business

wouldn't necessarily involve us being so

heavily involved in

>> one day a week.

>> True. That's true. Yeah.

>> Yeah.

>> I'm working on one day a week here.

>> Yeah. Yeah. No, I I like

>> I want millions of dollars and work one

day. I'm like, "Okay, well, that's fair.

That's fair."

>> Yeah. Our goal is eventually to be able

to have coaches that can deliver on it

as well.

>> Yeah.

>> I will be super candid with you.

>> Most coaching businesses fail at scale.

And it's because if you have some unique

skill set or your personality, whatever

it is, like your X factor, if it's easy

to teach, it's not valuable. And in

order to have coaches who come in who

can deliver the same level of value,

it's going to be hard to teach. So

either you're going to have the issue of

like I'm going to bring someone in and

they can walk with the customers

>> or more likely you'll bring someone in,

train them up in a weekend and they be

like this is now the person doing

delivery. Now then you're going to claim

it's your system and all the other

stuff. I've never seen really anyone get

above 30-ish million a year in that

space.

>> Okay?

>> And so the people who get above that

typically have a more distributed model.

>> Okay?

>> So what I mean is this is y'all's X

factor. So let's say we have all these

little shot glasses here and on the

other side we have full full same size

bottles. Okay.

>> Scenario one, I just pour this into the

shot glasses.

Okay. Scenario two, I pour it into the

big glasses. Then I take this and fill

it up to the top so that it's the same

same amount.

>> Yeah. [clears throat]

>> What you end up having this is the

coaching model. You're going to get the

same amount of time you're going to with

this person. They're not as good as me.

it's going to be really diluted X factor

>> Y

>> versus would you rather just have a

little bit less but you have the full me

the full X factor

>> and in my opinion this model still is

better because then you just keep

getting better

>> now if you're like okay well we don't

want to be keyman I'd rather get you to

4 million a year

>> and then we can deal with that problem

>> when he did the whole Gatorade analogy

that was very powerful because we don't

want to dilute the value of what we

offer and for many coaching businesses

you feel like you have to just by hiring

other coaches to coach for you. So that

was a really powerful paradigm shift.

>> Every one of these solutions that I just

outlined have businesses that have

succeeded with them. [music] The

question is which problem would you

rather solve? If you decide to do the

hiring path, then you're going to build

basically a firm of partners to do this

service for other people. The problem is

most people who are in this world who

are influencers or creators, whatever,

they have some sort of X factor and

people come for them. And so when they

try and hire staff, they just say, "Oh,

here's my buddy. I spent a day with him

to try and teach him my method and now

he's going to deliver it." If this is

such a complex method, if you can train

somebody up on it in a day or two, it's

probably not that complex. Or it is that

complex and you're just saying it's not

that complex and just putting [music]

them in front of customers because you

don't want to do it anymore, which is

laziness. And also, you're probably not

paying them what would be required to

get somebody who's [music] actually as

good as you or better. And so the

business you build here is a recruiting,

training, and culture business. [music]

If you want to have a productized

version of this, then you're going to be

leaning heavier into marketing and sales

because the delivery is going to be more

or less automated or productized.

[music] This allows you to scale more

easily from an acquisition perspective,

but then you got to learn how to market

and sell at even higher level. Then we

have these two. So if you're a pricing,

then what you're really going to get

into is the branding business, right?

Because in order for them to command

[music]

super premium prices, let's imagine they

only have 100 customers. They say, "We

never want to get over 100 customers and

we want to grow this business." It's

like, "Well, then the only thing we can

do is just keep jacking [music] price in

this scenario, but the only way we're

going to get people to continue to buy

is that we have to reinforce this brand

loop [music] where every time we have

these 100 customers, their lives improve

by so much. They create these amazing

stories for us. They bring their friends

and then over time because we have

supply and demand, right, as a as a nice

little X factor here, the price would

continue to go up as demand increased,

right? But we're keeping supply fixed.

Now, the ratio, which is what I

recommended for them, I want to say it

kicks the can down the road. [music] And

what I mean by that is they're just

going to get better and better just

because you get more practice if [music]

you're the person who's got the X

factor. And so, they're going to get

more practice. So, even though people

are going to get shot glasses of them,

it's going to be more and more

concentrated shot glasses, which means

they can keep [music] dividing it over

and over again as they get better and

better. And so, the value per person

actually can stay fixed as they improve.

Ultimate version of this is look at Tony

Robbins [music] business, right? We got

one guy and he's on stage in front of

10,000 people and they all pay $5,000 to

be there because he can command that

price because he's so good on stage that

people are still thrilled even though

they're in an auditorium of a zillion

people. In the ratio business, the

business that you're really building

there is they're just continuing to do

what they're doing and they're just

going to be able to drive more and more

profit in the business. [music]

>> And we personally enjoy the events

probably the most out of everything else

we do in the business.

>> This would probably be my V1. My V2

would be can we [music] just sell three

a year? And then I would just basically

position it as listen right now you're

not spending the money because and

[music] you know you should. Yeah.

>> This will guarantee that you have it and

also you split up the day so it's 50/50.

So it's like we're going to be doing

some stuff together but like it's also

y'all's vacation. So take the day. But

the thing is is like it's okay because

you block [music] the like the value is

you made them block the time

>> and come out and do it and make a cool

experience. When Alex said, "Don't worry

about key man risk," we felt a sense of

relief because we felt like we had to

just take what we do and go multiply it

with other people. But realizing that we

can just not have to worry about that

right now and focus on what it is that

we [music] do best and grow the business

in that way makes it feel a lot more

simple and allows us to again just do

what we love to do and serve the people

that we love to serve. So

>> I think this is V1, but let's solve the

money thing here. If you're willing to

do 2 days a week, then that would get

you to 120. So that gets you to 3-ish

million. It's better than 5 days a week

at where we're currently at.

>> Yeah.

>> Yeah. Love that for you. Yeah. Okay. So,

this to me is this is no longer the

backend offer. This is just the offer.

>> Mhm.

>> That's thing one.

>> And by the way, for the record, we do

like serving our clients. So, it's not

like [laughter] they're bothering us.

>> Of course. Of course. Oh, of course.

>> Clients, they're very happy to to

deliver and they're very grateful. And

congratulations for everybody who got

the $5,000 thing. it will never be sold

again.

Okay, so you guys are doing the 5day

challenge. So if I wanted to make the

lowest risk bet,

>> yeah,

>> my lowest risk bet would be run the

playback again and now sell the thing

that you should have been selling this

whole time.

>> Okay.

>> Okay. [music]

>> If I wanted to be spicy, which why not?

>> My spicy version of this is you run date

night and you make it 2 to 4 hours and

then you just pitch right at the end. So

the reason that I'm a big believer in

this is that there's a certain amount of

information that someone is that is

required for someone to make a decision.

We can spread that in 5 hours over 5

days or we can do one 5 hour session. If

I had to pick between the two, I'd

rather do the 5 hour session.

>> And main reason is cuz like I can weave

a lot more things in. I could like

you're kind of like in state, you're in

flow. It's top of mind. You're like

there rather than having to remember

each time to come back to this thing.

And so you'd also have twice as many

people that you'd be pitching to. If

your position is a date night, no one's,

oh, I'm going to do this date night for

60 minutes. It's not date night. So I

think having it be extended, you already

have permission based on the nature of

what a date night normally is. So this

all makes sense. This is your activity

for the evening. We got you covered.

This has already been demonstrated

across lots of industries that just

super long single day or half-day events

can be incredibly compelling for selling

very high ticket things. When someone

gets 3 or 4 hours with you in person,

they get a pretty decent vibe about you

and your expertise and whether they want

to make a buying decision. So they would

actually do a real date night and just

zoom in and we're just talking through

different

>> I think you do it on like this would be

like break all the internet marketing

rules but you do like a Friday night.

>> Yeah.

>> You know if that's hard then it's like

you could test it and be like it's

Thursday night but from all the math

that I've seen doesn't really matter

what day you run it.

>> Okay. [laughter]

>> So you can believe whatever narrative

you want but at the end of the day I

don't think it's going to matter.

>> Okay.

>> If we had to do it tomorrow I would say

just run the play you already know. It's

already built out and then just offer

the better offer. So what we need to do

here and this is actually super common

in a lot of businesses. So you have to

pull cash flow before it. So number one,

one of my preferred methods is you can

do layaway, right? Which is you can pay

on whatever plan you want, but you won't

get delivery until you pay X amount.

Like until you pay a third, we don't

start, but you can pay you can make it

as flexible as you want. But a lot of

people like, I'll just pay a third now

and then start the payments.

>> Okay?

>> And then that way you can pull out more

of that cash up front.

>> So we wouldn't even start the service

until they get to that point. Got it.

But they can still at least put their

>> Yes. You could do an onboarding call or

something like that if you want to just

to be like, "Hey, congratulations. We're

excited to have you. You know, we'll

glad to this community." But we're not

going to start doing the deep dives and

all that stuff until until you until you

pay. The way that that would help solve

the cash flow issue is the idea is that

most people would be like, "Screw it.

I'll just prepay the first quarter."

>> Okay.

>> Now, that's kind of option A. And I

would just recommend doing ask for the

quarter upfront, which is basically the

way it works is it's 9K down. And the

reason we do this is because the deep

dive we do is really intense and it

costs us the most out of everything that

we're going to provide for you. All

right? in terms of our time. Basically,

you sell that and then I would just

immediately start the payments, whatever

it is, $2,500 or $3,000 per month after

that. But I would start immediately.

It's not like you pay 9, don't have to

pay, and then you have the next thing

cuz then you're going to have a churn.

>> True.

>> Okay. The thing here is then you downell

layaway. So, if they're like, I can't

pay the 9K now. No worries. Just make

three payments and then we'll kick you

off.

>> Okay.

>> Okay.

>> And that's cool because you're also

probably going to come up soon to one of

the event dates. Cool. You're prepaying

this. You're going to be doing a

vacation anyways. Might as well just

like think about like a savings report.

I don't think we need to complicate this

any more than that. Basically, the fast

action bonus is you start now

>> and we do the deep dive immediately and

you'll qualify to come to our event. So,

if we have an event in 2 months,

everybody who prepays can attend and

gets the deep dive

>> and you're always going to have one

within 4 months anyways if you're doing

three a year.

>> Okay? So, the only way they come to the

event or get the deep dive at least is

pay. Got it. Okay.

>> Next thing is we're going to go

acquisition. All right. Let's do ads.

Right. What I want you to do is also

offer a $2,500 rebate as soon as they

sign on and do their first date night.

They make a video of them doing the date

night and what the experience was like.

And so then you can use all those for

ads on the front end.

>> Oh, I love that.

>> So you give them a rebate. So it's like

it's 325, but you get $2,500 back as

soon as you send us the video. And it's

just and it's and you obviously give us

permission to use it. Don't talk about

money. Just talk about the experience.

Talk about what [music] it's like.

>> Okay. And you would add the rebate cost

on top of the And then you take

>> Got it. I got it. All right. I'm a big

believer in making ad machines in every

business, [music] which is like I want

to have the normal function of the

business create the marketing for the

business. I want a fusion reactor. I

want something that can just self-

sustain. I don't want to have inputs

that's always me to drive the business

[music] forward. And so whenever I can,

wherever I can in a business, I want to

create some way of documenting stories,

narratives, emotions, outcomes from

customers. [music]

Think about how it works in sequence.

One person advertises, that's me. That

starts the engine. Customer comes in,

customer has a great experience, that

experience gets documented, that

experience gets advertised, that

experience from that customer gets the

next customer. So the only thing that's

really required to get the business

started is me just doing one big

marketing push and then after that the

snowball rolls on its own. Okay. So if

we're looking at these ads, do you guys

ever run video?

>> We've tried, but it hasn't performed as

well for us.

>> Yeah. So I'll tell you a secret about

video. Video has higher volatility than

images do. But your best ads will be

video and your worst ads will be video.

>> Oh, fascinating.

>> So video outperforms images if they're

good videos.

>> Images outperform videos if they're bad.

[laughter]

>> You guys make content, right?

>> Yes.

>> Okay. So, can you pull up their

Instagram real quick? What's your best

one recently?

>> The one to the top right was

>> Okay, there we go. To any man who's

married to a strong woman, here's a new

lesson I've learned about masculinity.

[music]

Your wife's strength does not have to

compete with your strength. It actually

complements your strength. The strength

of your wife does not threaten your

manhood at all. In fact, the more you

encourage her to flourish in the areas

that God has gifted her in, [music] the

healthier your relationship will become.

So, when you lead from this place, a

place of collaboration rather than a

place of competition, you [music]

actually become the strong man that you

and she wanted you to be in the first

place.

>> Love this. So, now all we do is take

that, run as an ad, and then put a

5-second CTA at the end. My wife and I

have been working together for this many

years. If you're a couple and

entrepreneur and this resonated with

you, come attend. We're doing a 4-hour

date night. It's going to be awesome.

Like, we're trying to do the world's

biggest night. Either way, it's going to

be a blast. It's absolutely free. Just

put in your information. We'll send you

a couple texts to remind you, and we'll

see you there.

>> Perfect.

>> Love it.

>> Love that.

>> That's great.

>> What I want you to do is, cuz you guys

are cash constrained right now, is how

many pieces of content you're putting

out a week? [clears throat]

>> Like two.

>> Okay. So, what I want you to do is get

to at least one a day.

>> Okay.

>> You're going to use that as your free

testing ground. You're going to take

your highest performing clips and then

run those ads and just slice a CTA at

the end. [music]

>> Got it.

>> Okay.

>> Okay. Okay. Perfect. So, we're going to

we're going to repurpose best

performers. Did you get any business

from that?

>> No.

>> Is there any post that you've made that

has gotten you business?

>> The closest we got to that was a podcast

interview that we did where the podcast

hosts themselves loved us so much they

hired us to coach them.

>> Okay. Got it. So, what I would also do

is I [music] want you to take that

podcast and slice it up and run the

moments as both organic and [music] ads.

I love that. Cool. That's the ad side

that I would do. Now, obviously, I think

you should also make normal ads

following the standard advertising

[music] process that we outlined in our

lovely leads book. You could still do

the images. I would just run a ton more

of them. Like, how many images were you

[music] running for this?

>> Normal campaigns, we do probably like 12

to 16.

>> So, I would probably bump the end on

that to like 100 on images. [music]

>> Okay.

>> Just cuz like you just have no idea.

Literally just open up your iPhone. You

have probably a gazillion images of each

other and hanging out. Literally run all

of them.

>> Okay.

>> Okay.

>> Just all of them on the image side. And

then [music] this with the organic that

will give you a good amount on camera

roll. There we go.

>> Okay. So, I think if we just did that,

you'll probably be good to go.

>> Same copy. That is pretty.

>> Yeah. Your highest perform like copy

usually needs to change very little.

I'll tell you a secret. For school last

year, we spent tens of millions of

dollars on ads and we never changed the

copy once. Wow.

>> Okay.

>> Once the copy's right, you just keep

changing the [music] creative cuz it's

like this is the message that resonates.

Now, we just need to get it in front of

different people in different ways,

different hooks in terms of the

creative, but like the actual words on

the copy more or less say, let's do

funnel, which is not really existing.

Okay. So, I do think that part of the

reason that y'all's show up rate is so

low is because you don't actually have a

page.

>> Yeah.

>> So, lead form opt-ins tend to be the

lowest quality overall. I would [music]

bet that you could probably get

somewhere in the neighbor of 25% if you

ran them to a funnel. Now, that being

said, you'll get cheaper optins here,

but you won't necessarily get cheaper

sales because you track CPA, right? Have

you ever done it to a funnel or no?

>> Yeah, actually that the reason why we

currently run lead form ads is because

when we track [music] the CPA all the

way to the back end, the leads that

opted in through the lead form were the

lower CPA. Okay.

>> And higher qualified, too, which is

weird. Like even our agencies like we've

never seen this, but okay.

>> I It's not common. Was that one campaign

that you did that on?

>> No, we split tested for a year. What?

>> Cuz I even thought I was like, "This

makes no sense.

>> It doesn't make any sense."

>> Well, then I'm not going to mess with

it. At the end of the day, the actual

percentage shows and things like that

don't actually matter. Only thing that

matters is cost to acquire. And would we

be okay with a $1,500 CAC on a $2,500

thing? Yes. Would we be cool with a

$2,500 CAC on a $2500? Yeah, sure. And

now that we have the 9K, we're going to

get way more of those up front.

>> Yeah. So here the common theme between

probably a lot of these different kind

of episodes that I run with business

owners is that there's many things they

could potentially improve in the

business, but there's usually one or two

that are the big levers on growth. And

for Kyle and Ariel, it's the offer and

the creative. So make a better offer,

make better creative. Better creative

gets us better leads. Better offer gets

more of them to buy. We sing happily

ever after as Butterworth draws my

breath. For now, I I'll say this. I

don't want you to change it. I want you

to stick with what we have. Make better

ads. [music] Have a superior offer. The

main test that we have to basically make

the decision on, which we will by the

end of this, is do we want to run the

same play again or do we want to run the

4-hour date night?

>> It's hard cuz we've been just following

here's what works. Let's just keep doing

what works until it stops working. And

now we're like, well, shoot.

>> Well, what has stopped working right

now? I'll bet you that the messaging of

the 5 days probably converts cuz because

your conversion has been fine. It's been

it's been like attendance and [music]

stuff,

>> right? And so for me, I'm like, okay,

well, I do think that there's probably

way more people running 5day challenge

stuff. And so that's fairly typical. If

you were to run it as a date night, I

think that's a unique angle that is

unique to your business.

>> You can still do the same amount of kind

of presentation time as you normally

would, you probably slice some stuff

out, too, cuz you don't have to do intro

outro every time.

>> So probably is 3 hours of quality

content out of five.

>> So that's like great. And then you can

just do a wrap-up pitch at the end. If

you change nothing, you'd have twice as

many people there for the pitch. If the

date night converts better than the

challenge, then it'd be even more.

>> How much of this is like a date night

fun activity versus like what we do

during the challenge, which is very like

tactical, heavy, objection handling,

sales, you know, all that kind of stuff.

>> Well, you still provide value in the

>> course, right? So, just do that.

>> Okay.

>> And you can probably reframe the front a

little bit. Literally, just the

introduction and the rest of it can

probably be the same. If I started, I

was like, "Hey, everybody, welcome to

date night." If you're anything like us,

date night is not business or fun. It's

both. And so, we're going to do that

together. All right. So, let's start and

then you're in, right? So, it's I think

there you go. We've just merged it. Now,

we're in. Perfect. Okay. That's a great

frame.

>> You just need a frame. That's it.

>> So, what's your upsell percentage from

the inerson events that you have now?

>> So, our inperson events, we've held two

so far. Last year was the first time we

had the lower ticket offer.

>> We focused way too much on production

and providing value and like barely

pitched. So, we weren't that

intentional. So, therefore, I think we

only sold one of the higher tier program

at our last event, which covered the

cost, but it' be great to like do a lot

more. How many people did you close in

general out of the people who attended?

>> I mean, it would be like one out of 50.

>> No, but what about to renew on the lower

ticket thing?

>> We didn't.

>> Oh, only one person total. [laughter]

>> Yeah. No, it was

>> okay. You definitely didn't pitch. Okay.

Got it. We didn't pitch. Yeah. It was We

went too soft. And I know you say if

you're going to pitch, pitch. If you're

not, don't. We screwed that up.

>> Yeah.

>> So, how many days is the event?

>> Two.

>> Okay. So, number five is me renewable.

So, this is me just planning ahead. If

you just do the stuff we were talking

about, like the business will probably

already triple or more. Not triple.

Sorry. If it's 3 million, then it would

be more than that, like seven or eight

x. Okay. So, you've got day one, you got

day two. Intro is going to matter a lot.

It's one of the most important things of

an event. It's just blowing people away.

Be on top of it. It's a lot of little

details.

>> Yeah.

>> Greet them by name. Have specific facts

about their business, about their

marriage that you bring up to each

person. I would try and have a list of

people that you can tag so that Do you

have help for these events?

>> Yes.

>> Take the list of people who are going to

be there. Break them into different

rosters. Be like, "You're on A, you're

on B, you're on C, you're on D." You can

give different lanyard colors so that

they can basically know, oh, this is

green, this is blue, this is yellow,

this is orange. And then you're in

charge of yellows, you're in charge of

reds, you're in charge of oranges. Make

sure that you tag all. They have a

little list and they have the two facts

they're going to bring up to them.

They're like, damn, these people are on

top of it.

>> And so that's the in between. So you'll

have your intro, you'll have meet one,

meet two, and then you have your break,

M3, M4, and then you'll probably have

your pitch, and then you'll have another

intro again. Sorry, M1, M2, and then

you'll have lunch. And then I think here

is where you do a soft repitch and then

[music] you do M3 M4 and then [snorts]

wrap.

>> Does that make sense?

>> Makes a lot of sense.

>> Yeah. I would say here I would do a

dinner of some sort. People who buy get

to go to dinner with you guys. So

reserve a nice place.

>> So that gives them a media reason. And

then here this can typically be shorter.

So this can usually be like 15 to 30

minutes. That's just, hey, my team tells

me X, Y, and Z from yesterday. So I

wanted to handle some of those things up

front for you, but I'm going to try and

frame this in a way that's still

valuable. And so it'll help you with

your business too.

>> Okay. Yeah, I like that.

>> Yeah.

>> So teach while simultaneously overcoming

objections. Got it. And that's what the

re pitch is. Now for this pitch, would

you do like the full hour?

>> You don't typically need to.

>> Oh, okay. I

>> I'm a big believer in like just provide

value. I think stories and narratives

are really powerful here, frameworks,

things like that. And then basically at

the end, I think just having like if

today was valuable, do you mind if I

just tell you a little bit more about

what we do?

>> Sure. And then you're talking 15 minutes

>> stack and close.

>> Okay.

>> That's it. Got you.

>> You basically just make the offer, let

them know how to get it,

>> call to action,

>> and then come to dinner with us for

everybody that does it. Yep.

>> That's a huge relief because in my mind,

I'm like, every single thing we do from

start to finish, we have to structure in

a way to like lead to it.

>> But for right now, you haven't sold

anyone. And so, we're going to start

with

>> just selling and having a clear offer.

>> And then just asking again [laughter]

>> and we're going to leave it there for

now. Of course, if you weave in some

like in the examples that you use in

each of the media sessions, you're like,

"Hey, like you want to weave in the

different avatars, both psychographic in

terms of what are the belief systems

that these people have." And then also

what are the typical problems that

they're dealing with cuz that'll be

different too. And I'll bet you of the

three, if I had to pick for diversity,

that would be the one I would want to

make sure I had the most diversity in.

The biggest one is going to be the

diversity of objections. These ones

where their business was crushing it,

but the marriage wasn't. The other ones,

their marriage was crushing it, but

their business was actually causing

problems because if they just had that

right, they'd be good to go. other ones.

Let's talk about kids. Basically,

hitting the different things that

someone's going to bring up.

>> Okay.

>> We all have unspoken limiting beliefs

and the [music] difficulty is

recognizing them. I think this is in my

book. My favorite quote of all time that

will likely be on my my tombstone is the

value equation, which is we question all

of our beliefs except for the ones that

we really believe in and those we never

think to question. And so, I think it's

such a powerful statement because we are

limited by invisible chains of our own

making. And so many times in my life,

I've been living inside of a cage that I

didn't even know existed. [music] And so

they are enslaved to this business right

now because of their beliefs about the

fact that it must be this way or that

there is no possible alternative reality

in which they could sell people and help

them in a non1 scenario. And all I

wanted to do was just bring in evidence

from other scenarios where people get

more help from being in larger groups,

not one-on-one, so that people could not

be ashamed. But these blocks exist all

over the business. It could just be from

the price or no one's going to like

these ads or no one's going to want to

buy this offer. It's like you don't know

until [music] you try it. And if you're

not sure, just look around because if

you're in a tremendous amount of pain,

then you should be incredibly motivated

to disprove the belief that you [music]

have that there's a way to solve this

problem. Now, when you say renewal, are

we renewing into the lower tier offer or

should we

>> I think you should only ascend as

>> for the existing and I would just let

them know, hey, we're sunsetting this

and so you guys bought a year or

whatever it is.

>> And so, [music] the nice thing is that

it's super light on delivery for you

guys anyway, so it's not a huge deal.

And I would sunset it. So, those are the

big five. Cool. So, I'm going to recap

them for you and then we'll put this in

a bow.

>> Quick question, too, on the renewals.

Like, would you do a specific incentive

for renewal?

>> Would I have an incentive for immediate

renewal? Yes. So, I'll give you a couple

different ones that you could think of

that you might think is more compelling

or less. You could say, "Hey, for

everyone who renews today, we'll buy you

first class tickets to the next event or

all three events next year."

>> Love that.

>> I actually like it because the

experience really does start when you

leave home. And so it's like you got

champagne on the plane, you're getting

wine set. And so what's the total net

cost on that? It's like six grand maybe.

So you can keep the price the same

[music] and you can add that in. Or you

could say a very classic fast action

bonus or something like that. Just knock

five grand off the price

>> for immediate renewals. Okay. So

renewals for the high ticket and then

lower tickets is for sunsetting would

just be ascension.

>> Okay.

>> In between right now add in the

quarterly and the deep dive.

>> Okay. Okay.

>> For now.

>> And people will pay 25K for that

>> for sure. I mean the only other things

are modules they're not using and calls

they don't care about.

>> They do love the Slack though. You know

they can ask us a question.

>> Well the thing is is that there's things

that people might love after they buy

and then there's things that people will

love before they buy. I'll give you an

example. So at Plant Fitness they have

like a pizza night once a week. I think

it's Tuesday or whatever. It's like you

can get pizza. [music] The reason they

do it is because they're like, "Listen,

at the very least you can come get pizza

here and it's going to be cheaper than

this membership. You get free pizza."

So, it gives people to buy, but then

people don't even eat the pizza because

they don't go to the gym cuz they feel

guilty. [laughter]

>> But the thing is, this is a great little

stick. The reason someone buys isn't

always necessarily the reason someone

stays. Now, if people haven't been

ascending, then the slack is takes up

your time, but it's not causing them to

buy again. [music]

>> True.

>> Yeah.

>> True.

>> It's just a time suck. So from the

outside looking into Slack isn't

necessarily a selling point as much as

it is a something people like

afterwards.

>> The reality of it is that you have

reinforced them messaging you all day.

>> True.

>> Yeah.

>> So they message you and then the latency

between you responding then reinforces

them doing that which means the group's

probably not super active. Your Slack

messages are super active.

>> And so it's like we want to redirect all

of that activity to the community

because think about all the value that

lives in all your Slacks. Right now it's

to no one. So if someone's going to ask

you a question, I'll answer for

everybody cuz that question is not one

of a kind. Now, the other piece that I

would break that you pierce the veil on

is we set this up with oneonone two days

a week. You guys are Christian, right?

Okay. The amount of church relationship

communities where it's 10 people in a

room, 20 people, 20 couples in a room

and they get up and they talk.

>> You have a super personal people get up

in front.

>> I think it's a belief that you have, but

like couples problems are couples

problems. So, here I was hitting her

from behind. They're not going

[laughter] to they're just going to be

like we're having trouble in bed. And

everyone knows what it means. The flip

side of how I would sell it is listen,

[music] one of the hardest parts of

being a couplereneur is it's lonely. And

so wouldn't it be nice to know that the

struggles that you have are struggles

that other people share too?

>> And to be clear, I would use the exact

examples. I'm not going to be saying

like what are the positions you're

rotating through? Like have you brought

a friend in? I'm kidding. I'm saying

like like you're it's like all right

well she threw her wig on. Ah, you know,

>> but like no one's like

>> clutch my pearls. They're married. Do

whatever you want.

And so I think it's a belief thing and

it's like you're not talking erectile

dysfunction. You're just talking about

the relationship and those are going to

be commonalities and I think that

longterm they'll probably feel more

kinship the idea like they're suffering

from the same business [music] issues

and the business advice you give helps

everybody. The relationship advice you

give helps everybody. Now there is a

ratio where it stops being small group

and becomes one to many.

>> Yeah.

>> So basically after like I would say

sevenish it's now not enough individual

time. I think if you guys did one on

four [music] and you did the four

90minute sessions,

>> yeah,

>> I think you'd be fine. It's harder to go

from one-on-one to one to many. So, if

you're going to change it, I would just

change it.

>> Okay.

>> What do you think?

>> If we are currently doing like weekly

group calls and Slack, there's almost a

constant flow of question answering and

things like that. If we're just going to

quarterly calls and the events, there is

none of that. It's almost just the

experience of coming together at the

events and then getting the strategy

each quarter. Do you think there would

be any push back from people not being

able to ask questions on the strategy

that we map out every quarter?

>> Maybe.

>> Okay.

>> How much does it matter? And so I think

again a lot of this comes down to

framing.

>> Yeah.

>> And so if I'm going to work with

someone, for example, I'm not going to

be like, "Hey, hit me up whenever."

Because the thing is is that doesn't

serve you because that means that I'm

making all your decisions for you, which

means that you never learn, right? You

also never learn how to prioritize. if

every single thing you just outsource

your decision-m to me which is not a

good life for me or you

>> and that has happened of

>> course it is and so the thinking process

that I would have is by doing it this

way you'll be fully focused on the

fewest things that matter most anyone

can give you more things to do it's

about doing the fewest things that make

the most impact just as much as it is

for the relationship as much as it is

for the business

>> cuz like your wife you could I could

probably give this list of 10 things but

if you just said thank you for doing the

dishes every single day and maybe pick

up the kids once a week get her some

hours. If you just do those three

things, the marriage is fixed. Let's

just think about how do we remove

everything that's preventing you from

doing them. So, I think a lot of it will

shift subtly in terms of how you're

presenting it in the pitch. But

>> I would call that out. If you're the

type of person who's like, "Hey, I want

someone to tell me exactly what to say

to my wife every single day.

>> Here's the thing. I'm not married to

your wife.

>> You married your wife." And so, if I

were to do that, I would be doing you a

disservice because you're never going to

learn.

>> I'm just going to be chat GPT for you

for relationships. And you know what?

You should use chat if you because he's

not bad. [laughter]

These day-to-day things, what we're here

for is for the big decisions.

>> Yeah.

>> That's where we provide the most value.

>> Okay.

>> Because if you look back on your life,

there's a handful of decisions that

created the life you have.

>> And we want to make the next handful of

decisions exactly what they should be to

get you the life you want.

>> And that's fantastic framing cuz I've

even told her too that my brain feels

like chat GBT because I'm basically

answering questions all day long.

>> I want to live.

>> Yeah, it absolutely is. Along the same

lines of that though, the best case

studies we've had of couples, and we're

very blessed to say that we have 20

videos of just amazing case studies of

people making more money going on date

nights.

>> I don't know if that would have been

possible had we not held them

accountable to taking the steps and stay

focused cuz between one quarter to the

next, I mean, you know, how much can

shift and people shift priorities,

people get distracted, whatever. So, how

do we mitigate that part?

>> So, I'll give you escape valve and then

another frame.

>> Okay? So escape alphant want which is

who here has seen or heard of who wants

to be a millionaire. So everybody had

three lifelines right? One of them was

call a friend one was move the

statistical. So for us you've got four

911 calls or two. [laughter]

>> If it's a 911 emergency then by all

means let us know and we'll figure it

out. But that way it's on an escalation

basis. Again the goal here isn't for

them to be dependent on you. The goal is

for them to learn the skills so that

they can get to where they want to go.

Anyone can give you a lot of things to

do, but that assumes unlimited

resources, which you do not have. And

so, realistically, all of you guys here,

let's just be honest, you're going to

dedicate maybe 5% of your time to this.

>> So, we want to crush that 5% so we get

the 80% 180% benefit from it.

>> Yeah.

>> That's the value of strategy.

>> Yeah.

>> Yeah.

>> And that makes 100% sense, too, as to

why people aren't renewing because they

feel like they haven't used all of the

resources.

>> So, it's actually hurting us from both

angles. Yeah.

>> Of course, Planet Fitness figured this

out. But there was this huge amount of

big health clubs, right? And they had

raball courts, they had swimming,

swimming, they had basketball, they had

weights, they had cardio. But when they

did their research, they found out that

80% of people just use the cardio mostly

and then a little bit of weights. And so

they said, "Cool, we'll just cater to

the 80% and we'll dramatically be able

to reduce our cost to open and be able

to reduce the price and transfer that to

the customer." And so what happens is

when health clubs were charging $59 a

month, $89 a month, people are still

only using those two things for the most

part. And so we think, "Oh, I'm going to

add more stuff to provide more value."

But all you do is create a larger

discrepancy between consumption and lack

of consumption. Look at all the stuff

I'm not using, which means I'm not

getting my money's worth. Rather than

thinking, I'm getting all this for $59.

They're just thinking I'm only using 20%

of my $59.

>> And so it doesn't matter what the price

point is, people still cancel because

they just think that they're not using

as much as they should.

>> So that's why when I went back to the

bonuses, we want to make sure that the

things that we're putting there are

absolutely going to be used because

they're valuable.

>> Yes.

>> Yeah.

>> Okay.

Anyone who's watching this who has a

product, you need to pay attention to

this. [music]

So, let's say that you have some sort of

mini stack. I like the gym membership

because it's the simplest example,

right? You've got a spa and you've got a

pool and you've got basketball court,

you've got tennis, [music] you've got

weights, you've got cardio, right?

There's all these things that we have

for one low price of $29.99, whatever it

is, right? The problem is most people

are only going to use one of these

things throughout their entire career.

And so you might think, "Oh, I'm giving

them all this value for $29." But what

they're seeing is that they're not using

this.

And so this is now waste instead of even

added value. And so it's much better to

just give somebody 100% of what the only

thing they want and charge them

appropriately for it because now they're

getting 100% of what they desire. I know

this obviously doesn't fix the strength

problem of our delivery, but what do you

think about doing like small group

monthly instead of quarterly? So that

way it's like setting the plan for the

month, they execute on it and doing it

every month [clears throat] with four

couples.

>> You would have the same exact thing as

the one-on-one situation.

>> Yeah,

>> it's easier to change a cadence than it

is to change a ratio.

>> Okay.

>> So if you wanted to start with we do

monthly and it's one-on-one jealous

call, but

>> you wouldn't do it though.

>> I just prefer to think what like it

forces you and it forces them to

prioritize. [music]

Yeah, I do like that.

>> Yeah.

>> And for them to make decisions not rely

upon us.

>> Yeah. Come to us with the big [music]

decisions that are going to affect your

marriage and business.

>> And our deep dive in the beginning that

we start with is we're going to be

identifying what those levers are.

>> That's what we want to talk about. What

you're having for dinner on Tuesday,

what cool date idea that you're going to

have. We've got resources for that

stuff. You don't need me to tell you she

should do clay pottery or wine and paint

night or whatever the hell you want to

do.

>> You don't need me for that. You could

Google her.

>> Oh yeah.

>> The things that I can actually help you

with are going to be the rare things

that will have the bigger biggest

[music] impact on my life in your life.

Yeah.

>> And that's the highest leverage you

>> for everybody.

>> And it be like cuz listen, if we were to

do it where it was one-on-one and it was

every single week, we'd have to charge

$200,000 for it. It wouldn't make sense.

>> Yep. [music]

>> So this still gets you the 8020 of that

>> and then you get all your time back. I'm

loving this.

>> Yeah, I do.

>> When Alex clarified exactly what we need

to do, I feel like that's going to lead

to even more bliss in our relationship

because I'm no [music] longer going to

be tied to a lot of client delivery.

Even though we love our clients, it's

going to free up more time for us and it

creates a much simpler path to hit our

goals as a couple.

>> Yeah. And it allows us to feel like we

can move lock and step in the same

direction towards the goal. And it's a

lot of what we help our clients do. So,

it's cool.

>> Yeah.

>> What would you do with the people that

are currently in that offer? Would you

continue to serve them the same way?

Would you tell them that we're making an

adjustment? Like, how would you

transition that?

>> Here's the great news. Because you

currently don't renew anyone. [laughter]

>> Just wait.

>> Well, the thing is is that like it

doesn't actually matter that much. So,

you can continue to see like always keep

your commitments. You made a promise,

you keep it. Done.

>> But in terms of, hey, this is what we're

doing going forward. Then that's it's a

new agreement.

>> Yep.

>> New terms, new agreement.

>> Believe it or not, we've actually got

completely stacked because we're good.

>> And so because of that, we still want to

help you. And we think this actually is.

And here's the thing, and this is where

I think people mess this up. They will

try. They will apologize essentially for

saying, "Hey, we're oneonone. Now we're

doing 14. It's hard. We're just No, this

is better.

>> Yes.

>> This isn't as good. It's better. It's

better cuz you're going to have other

people. You'll hear somebody else's

question be like, "Ooh, that's a good

one. I should have I should have thought

of that or I even think about because

the thing is is that somebody might have

already solved your problem and they're

on to the next problem. And this also is

why we don't need to meet as often

because you're going to hear a higher

variety of questions being answered so

that when you do have the next problem a

month later you're like, "Oh, Sandy, I

remember what you said to Sandy. I'm

just going to do that."

>> Yeah, that makes a lot of sense. Yeah.

>> All right, let's recap this. B number

one new backend/frontend

offer is going to be 25K/30K

if they do a payment plan. We're going

to do layaway as a downell with 3 months

which is 9K upfront. You can also do 10

if you feel like it. And that's going to

come with two times per year in person,

one on four quarterly. You can do one

deep dive one-on-one. That's fine. So

it's like we're going to do the deep

dive one-on-one with you and then you're

going to get in the group.

>> Okay,

>> got it. 101 deep dive and the group. All

right. Second thing is we're going to

test date night angle. So we're just

going to take your 5day, put it

vertical. Yep.

>> Eliminate the transitions and then crush

it. Number three, ads. So I'm going to

split this into two cuz I think so

basically more organic daily which goes

into ads

>> plus CTA at the end. 400

plus images from your camera roll. And

then for renewal, you're going to set it

up and actually make the offer. Let's

[laughter] go at inperson. And the

easiest way to do that is just ask them

when they're going to come back. That's

it. This is the next date. Let's do it.

So, I think that this is already a 5x on

your price cuz you're going to probably

convert about the same amount of people

because believe it or not, fun fact,

what matters more for the conversion is

the first payment. So, $5,000

this is $9,000. Really, you're going to

be positioning as 2500 to 3,000.

>> Yeah.

>> So, the cash up front is going to be

more or less the same. This is me just

trying to get you to believe. All right.

I like this angle. This is the big kind

of like unknown, this could be like a

one to 4x.

>> Okay.

>> Because if this crushes, which I really

feel like it would, like you might just

have a whole new way

>> of selling in the industry. If I were to

enter this industry, I would probably

enter this way.

>> Yeah. Okay.

>> Organic daily. This will just improve

your ads.

>> So, this could be an easy 1.5x, maybe 2x

if we're lucky in terms of decreasing

CAC. And then the renewal is just going

to extend out the LTV longterm. So,

that's going to be year two, year three

where this is going to matter.

>> Gotcha. Okay. And just to clarify, the

renewal since we're doing this event in

a month, it would be the renewal to the

new style offer. Okay, got it.

>> Yeah. All right.

>> This is a combination of couple couples

insurance and couples accelerator.

>> Downside, you do absolutely nothing and

you come twice a year, we could still

absolutely change your marriage and

it'll be the moments that you remember

most. On the upside, you actually do the

work with us. Again, use the examples I

gave. Hey, all been to church. The

problems that you have aren't [music]

unique. And so, one of the big things

about shame is it lives in darkness. It

makes you feel like you're alone.

>> Yeah. True. Yeah, I know. That was great

framing. [laughter] I love that. And you

also mentioned resources, too. If people

have questions, hey, we have resources

for that. Would you make that available?

>> Have you defined shame and guilt?

Because I think it's probably helpful.

>> So, shame is when you break other

people's rules that you respect

>> or care about.

>> Guilt is when you break your own rules.

So, sometimes if your rules are the same

as everyone else's, you'll feel guilt

and shame. If you don't think what

you're doing is wrong, but other people

do, you'll just feel ashamed.

>> Yeah. Yeah.

>> And if you do something that isn't

really wrong in other people's rules,

but is for yourself, you'll feel guilty.

>> Yeah.

>> And so I would explain that when

someone's like, I don't want to be in

these other people. I was like, let's

just nail this. Let's just hit this on

the head, which is that you're afraid of

being embarrassed.

>> Sure.

>> So why do you feel embarrassed? Because

you think you're the only person who

deals with that. And it's

self-fulfilling. So I think we've done a

lot of thought. [laughter]

>> We consulted our elders

>> and we actually think that we want to we

want to bring it to the light. We want

more people together so you realize that

this isn't something to be ashamed of if

you have an issue and it's normal. And

the only thing that's not normal is that

people think it's not normal.

>> Yeah.

>> Yeah. I love that reframe. [music]

>> Absolutely.

>> Even the definition of guilt versus

shame. I think it's perfect.

>> How do you feel about the spine?

>> I like it.

>> Love it.

>> You feel like you can do it?

>> Of course you can do it.

>> So coming into this, we had a thousand

different ideas of how we can grow our

business. And we were so excited to hear

from Alex because he has the perspective

of a bunch of different business models

and a bunch of different marketing

models. And now having got to sit with

him, we feel very clear on what is the

next best step. Out of the thousand

things that we could do, we feel very

clear that we could take the steps that

he gave, implement it, and actually have

more time in the process. So, even as a

couple, I think what Alex equipped us

with is going to allow us to be even

more aligned on where we're going, even

more fulfilled, and just allow us to

help and serve even more couples. So,

we're super excited about it.

>> To put a little bow on everything that

we're going to do with Kyle and Ariel's

business is number one, we're going to

have a new backend/frontend offer cuz

it's just going to combine it into one

offer. We're going to do a little deep

dive with one4. So, we're changing the

delivery ratio to just give them exactly

what they need and expand their supply

capacity. Number two is we're going to

test the date night angle. I think it's

going to crush. We'll see. But I feel

pretty bullish on it, especially when

they gave me their reaction that date

night was like people's most favorite

thing. I'm like, let's put that on the

front end. Number three is just being

more consistent with organic so that we

can actually create more testing for

free with ads cuz they're a kind of cash

constraint business. So the easiest way

to test ads is just post them, see how

they do for organic, and then just add

the CTA later. So anybody who's broke

like consider doing that. Number four is

running a ton of images as statics for

the ads because they had images that

were working better. That's fine. It's

usually because the videos they make

suck, not because images are more

compelling than videos. Videos are for

sure more compelling. But static images

are better because people's imaginations

fill in something that's compelling

rather than a video that they know

wasn't good. And then finally, we're

going to build more recurring revenue in

the business by having all the renewals

occur in person, which is the highest

likelihood of closing. And so with those

five changes within the business, I

think they're going to unlock a

tremendous amount of growth. And if you

liked this video, you're going to love

this next video where I break down a

different business so that you can use

the same tax they did, make all the

money, and then question the meaning of