???? My reading notes for 100 million dollar offers by Alex Hormozi. Chapter 10. Value offer. Creating your Grand Slam offer part 2. Trim and stack. You want them to think, I get all of that, for only this? Learn The goal is to have something that you sell very well that is also easy to fulfill. Create flow greater than monetize flow greater than create friction.

Create friction, offer new things, charge more new products. Create your solutions delivery vehicle. This is what you are actually going to do for money. Create something that makes people say all of that. Seriously, I’m in. Use your entrepreneurial creativity. For example, a personal trainer, a food guide versus a custom list of food per week versus a video explaining how to shop versus a video of you at grocery story versus an Instacart suggestions list.

V is going to the store with them. All many ways to solve the same problem. Do this for all perceived problems your clients will encounter before, during, and after doing business with you. Cheat code. What level of personal attention do I want to provide? B what level of effort is required from them? C.

What environment or mediums are we using? Online, in person, chatbot, team, Zoom D. How do I want them to consume it? Audio, visual, written, E. How quickly do we want to reply? On what days? During what hours? SLA’s F. The ten times to one tenth test. What would I need to provide if I wanted to charge ten times as much?

Could only charge one tenth as much. You must solve every perceived problem. Don’t get romantic about how you solve problems. Solve every problem and obstacle. Trim and stack, look at all of the solutions, cut the ones that are high cost, low value, then remove low cost, low value, create high value one to many solutions.

Alex spent over 100 hours building an Excel spreadsheet where he entered goals and variables and it created macro goals and a hundred recipes with shopping lists charge quite a bit for them, but took him 15 minutes to generate, require more work upfront, but pay off many times over the final high value deliverable bundle of a bunch of products and services targeted to their needs.

One solves all of their perceived problems, not just one to give you the conviction that what you are selling is one of a kind. Very important. Three makes it impossible to compare or shop you for someone down the street. Offer creation tools at acquisition. com slash training slash offers dot section of four enhancing your offer.

People want what they can’t have. People want what other people want. People want things that other people can’t have. People want things they can’t have. Use scarcity, urgency, bonuses, and guarantees. These are the ones to highlight in the offer the most. We want to increase demand and lower perceived supply.

Hormuzism. The longer you delay the ask, the bigger the ask you make. The longer the runway, the bigger the jet. Keep supply under demand. You want the ravenous prospect, not the merely aroused. Chapter 11. Enhancing the offer. Scarcity. Often there are two components to value. One, how rare the sources are. Two, the actual value of being provided.

There is little that substitutes for incredible demand. You can’t fake, don’t give a fuck as well as someone who really doesn’t. Creating scarcity, publicly state that you can only take a certain number of clients. Fear of loss is greater than thought of gain. Three types of scarcity. One, limited supply of seats.

Two, limited supply of bonuses. Three, never available again, but do it without being phony. When you are sold out, you have to post that you are sold out. Makes others want it more. Makes the people who bought more happy. Total business caps say we only take XX clients at any point. Overtime can increase prices and squeeze out lower performing clients.

But always leave some demand unmet. Growth rate cap only accept X clients per week going forward. We only have X clients we can take per week. Two have said yes and I have five sales calls. That’s the way it is. Cohort cap same as above, but some other bucket. Grouping in some other way that makes sense.

Quarterly, or when previous group is done, works better for higher ticket prices. Always have less seats than you think you can fill. Also gets people to be more engaged because it seems more valuable. Another scarcity. Once you are out, you can never come back. Chapter 12. Enhancing the offer. Urgency.

Scarcity is a function of quantity. Urgency is a function of time. Limiting when. A deadline. Cohort based rolling urgency. We have a group starting on Monday. I had a client dropout nudging people that you know you are going to do this anyway so might as well now. So you don’t miss out on the benefit in the time you are waiting.

50 minus 60 percent of the sales are done in the last four hours of an offer window can offer an early bird bonus. Or they will have more time to review materials or longer payment window rolling seasonal urgency. You have to stick to your dates for this to work right, but you can start a new one up right away.

Holidays. Season. Pricing or bonus based urgency give discount at start or tie it to something else. Can do with a bonus too if you want. Never raise your prices without letting people know exploding opportunity at ticking time clock. Something other than price that is a clock. Teaching you a pricing arbitrage on eBay that will go away when people start using it.

Bitcoin hacks that will move the market. Chapter 13. Enhancing the offer. Bonuses. A single offer is less valuable than the same offer, broken into components and stacked on top of each other. We anchor the price that we tell them to the core offer. Establish that the core offer is worth that. Now, each incremental addition is a value add.

Add bonuses whenever possible instead of cutting prices. When negotiating the deal, never discount your main offer. It teaches the client that your prices are negotiable. In one selling, only offer the bonuses after asking for the sale. So, ask for the sale greater than if they say no. Add a bonus tied to their objection greater than ask again.

Invokes reciprocity. Give the bonuses a special name that has the benefit in the title. Tell them a, how it relates to their issues. Be what it is. See how you discovered it and how you created it. D how it will specifically improve their life or experience. E how it will make things easier, faster, or less sacrifice.

Provide some proof can use past clients, stat, or personal experience, paint a vivid mental picture of what their life will look like. Assuming they have already used the product and seeing the benefits tools and checklists are better than additional trainings. Each bonus should address a concern within the client’s mind of why they can’t or won’t be successful.

This can also be what they logically think they will need next. The value of the bonuses should eclipse the main offer. Psychologically, as you add offers, it builds the price to value discrepancy because it says, wow, if the bonuses are this valuable, the main offer must be way more valuable than I thought.

Add scarcity and urgency to the bonuses. Put time constraints advanced. At other businesses and services, you can get other businesses to give you their products and services for free to get access to your customers. Then could negotiate a commission from the other businesses for your clients that do buy reversing risk.

The biggest objection can improve an offer to four times, four types of guarantees. One unconditional where they pay first and see if they like it to conditional include terms and conditions want to make them better than money back guarantee. If you know the key aspects it takes to have a great experience, make them part of the guarantee.

Three, anti guarantee all sales are final. You must explain and be creative. Customer must immediately be yes, that makes sense. Things that massively diminish in value when used. Four, implied guarantee any offer that is performance based. Performance sharing. Revenue sharing. Ratchets. If I don’t do well, I don’t get paid, but if I do very well, I will be very well compensated.

You must hit your guarantee hard, even if you don’t have one. You must say it bold and give the reason why. Realistically, even if you make a crazy guarantee, most people won’t take advantage of it. Plus, if you close 130 percent more people and your refund doubles from 5 percent to 10%, you still make 23 percent more.

And that all goes to bottom line. If you have a product that requires their effort, tie the guarantee to their efforts. Can stack them to name it something cool, paint a unique and fun picture. The only thing guaranteed to not help you is walking out of here today. Bigger, broader guarantees work better with lower ticket B to C businesses.

People won’t bother to come use it.

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