SFR 169: Good Cash, Bad Cash...

Boom what's going on everyone? This is Steve Larsen.

 

This is Sales Funnel Radio, and today we're gonna talk about the difference between good cash and bad cash from your business and why you should never accept bad cash.

 

I've spent the last four years learning from the most brilliant marketers today, and now I've left my nine to five to take the plunge and build my million dollar business.

 

The real question is how will I do it without VC funding or debt completely from scratch? This podcast is here to give you the answer.

 

Join me and follow along as I learn, apply, and share marketing strategies to grow my online business. Using only today's best internet sales funnels.

 

My name is Steve Larsen and welcome to Sales Funnel Radio. What's up, guys.

 

Hey, I actually, I love funnel building live in front of a lot of people and for some reason. I don't know why, but usually eight hours into it I start...

 

I don't know if I get a little chip on the shoulder attitude, or if I get a little, I don't know what it is, but for me, that's where I usually have the most prolific things coming out my brain. Luckily, I screen record all of them.

 

I want to share with you guys my strategy for when to take on cash and when to not.

 

I know right now how to go make 100 grand in the next month. Even far more than that, that's not a hard thing for me to do anymore, that's an easy thing for me to do now. That's not to showboat, but the reason why I don't go grab it is the thing I want to explain to you guys in this episode.

 

Now that might sound crazy to you. I know I'm gonna get some backlash for this episode, but you need to understand the difference between good cash and bad cash. My business works for me, okay. I don't work for my business, you understand.

 

Now obviously, I go set stuff up, I go put things together, but as quickly as humanly possible my whole goal is to set up systems that replace me as the operator in my company.

 

So what I'm gonna do is I wanna be able to walk through and share with you guys why...

 

Okay, one of the major reasons I'm doing this right now is because several times in the last two or three months,  I've been offered a lot of money to go and do a funnel for somebody, and I've said no. It's gotten out that I said no, and  I wanna address that.

 

I want you to know why I said no to certain scenarios. I want you to know why I say no to certain cash even though it's easy cash, even though I know, and they're like begging, but I still say no.

 

We're gonna flip over here in just a moment, and this is the fifth segment of a seven-part series that I did I think about a month ago where I went through, and I was building a funnel live. Not just the funnel though, literally from the ground up. I designed and wrote the actual sales message, I actually wrote the actual message live, screen recorded in front of like 75 people, okay.

 

What you're seeing in this next piece, I'm building out, and I'm finishing the last few pieces of the funnel, and I'm building what I call, I don't know anyone else who's made it, I call it a waiting list funnel. It's literally its own funnel on the side when someone doesn't take action.

 

Somebody is asking me, "Steven why do you have a waiting list funnel and why do you remove the option for somebody even to purchase?"

 

That might sound crazy, but please listen to my answer here. This might be a little bit of a longer episode, but I think it's gonna really, really help you as you see what I see as I do this.

 

Remember I brought 1800 people through this process now. Paying people, okay you understand? Who paid to specifically learn that thing. That's just not like episode listeners, okay. They specifically came for that, and what I want you to see is...

 

I got a unique position looking down and seeing all these different funnels that are out there. Which ones make and which ones don't, okay. And I want you to understand how powerful of a concept this is.

 

If you're like, "Oh my gosh, Stephen, there's so much opportunity out there," I completely get it. Please know this is how I handle that, and how I don't get distracted. The answer to all that is in this next episode. I'm very excited for you guys to be here.

 

So again guys, thank you so much. This is good cash, bad cash, please keep that in your mind when you have opportunities come to you. They will only increase as you increase in your success.

 

You have got to get good at identifying good cash versus bad cash. Cash that is progressive versus cash that is a distraction to you.

 

Anyway, this is gonna help you see how I go through that process, and how I know whether or not I should accept cash from this opportunity or from that opportunity.

 

If I should say no to it,  how should I say no to it, and why and what things, you know what I wish I could say yes to - but what should I do to get my business ready for it? All those answers are inside this episode.

 

Guys thank you so much for listening. If you like this, please, please like and share and subscribe to this. It really means a lot to me. I have a ton of fun reading reviews, they keep me motivated. You pump me up, and I really wanna keep doing that.

 

So anyways let go over the episode, and please enjoy.

 

Comment to Steve on FB: "Your waiting list is just filtering BS and creates agony or something?"

 

Steve Speaking:  Yeah, quite literally. The two tools that you have, two tools that you have as a marketer, you've got scarcity and urgency, right.

 

So I know my product's amazing and you guys all know your products are amazing, so what keeps people from acting? What keeps people from acting and actually buying even though you know your product's amazing and you know that it can help them?

 

What keeps people from buying is that people don't close. So I'm trying to close them;" buy it, buy it, buy it," you know what I mean? I'm trying to close them. If I don't close them, my system literally cookies their IP address, not their email, does that make sense?

 

They can't just even go get in with another email address. They will not get there. It actually auto forces the entire session to go the waiting list. It says:

 

"Sorry, I work with action takers. Get on the waiting list. We open up to people in my own list anywhere from... Sometimes, it's twice a year, usually once a year, so pay attention to your email. I'll let you know when a few seats open up."

 

How long do I make them wait, depends. I mean sometimes I literally do make them wait six months to a year, man. Like I'm serious. If I'm gonna have scarcity and urgency, it's gonna be real scarcity and urgency. I don't pull fake scarcity and urgency on people.

 

I'm like if it's open, then it's open. If it is closed, they cannot purchase. I don't even care if they want to. I make it that way because I'm training my buyers. I'm training my audience and when I say it's time to jump...

 

And this part, you gotta understand:

 

I know exactly how to pull another 100 grand. I know exactly how to pull even much more than that, but my business works for me. Does that make sense?

 

These are all little things that I do to make the business work for me. I do not work for the business, does that make sense? It fits my lifestyle.

 

So my job then is not constantly just, like I'm closing. I'm closing all the time, I'm bringing people in, but I'm mostly building systems that close. I'm building systems that bring people in. I'm building.

 

If I'm the only one 24/7 bringing in cash, if I'm the only one 24/7 that's going in and servicing and doing the fulfillment, my business dies when I do - or my business dies on the Saturday I decide not to work. That's not a business.

 

A business is a series of systems in place that works when you don't.

 

So it is not my job to constantly be bringing people in just because it's there. Not all business is good business. In fact, I'd say the majority of business is bad business for your business. There's bad cash, I don't want bad cash.

 

So I go in, and I grab cash that is good when I am good and ready to grab it and when they are good and ready to pay for it. The scarcity and urgency are real. I make them real. They cannot buy, it's not a fake thing.

 

I have had people reach out and tell me, "Crap I waited too long." "Yep - that's the answer. Watch your freaking email." That's the answer, so it is real because my business works for me. Does that make sense?

I have done the game many times though, many times where it's been the other way, and I'm like, you end up...

 

Here comes a little, where's a freaking soapbox. This is where I'm gonna drop some gold here. I dropped it. Check this out...

 

Many times I have equated deals with value - meaning look at all these deals I have; therefore I must be of value. That's crap, it's garbage, it is not true. Do not believe it.

 

"The number of deals I have coming in, I must be so valuable, I have all this cash coming in." It feels good, and it strokes your ego a little bit, but man it is not true!

 

Deals don't equal cash, deals don't equal value, and deals do not equal lifestyle.

 

After lots of experience, years of sprinting my face off, sleeping a few hours a night... I swear I've trained my body to have energy, I think that's part of it.

 

Years, years and years and years and years of being in the army, married, have kids, full time in school and doing all this, but like aggressively. Years of actively taking every single little deal that came my way, "Oh my gosh, you have cash to give me. Okay, I'll take it."  It ends up making me a slave to my business. That is not why I'm doing this.

 

My role, it is the reason I don't study ad spend.  I study the stuff that is the highest leverage activities. What are the things, what are the systems I can build? Funnels that I can build in place of me? So that when I'm not there, it's still going on.

 

You know it's so cool to see how many sales came in yesterday while I was talking to you.

 

I didn't close them, the systems did. I didn't fulfill on them, the systems did.

 

There's been some people that are like, "Steven you built almost one funnel a day at click funnels! How come you've only built a few on your own?"

 

Well, I don't have a giant team like Russell does, that's fine. He's got deep, multi-million dollar pockets that just like "bam, bam!" He does not waste money at all, but he can activate this crazy amount of team around the world. He's got all this stuff.

 

The foolish thing for me to do is to compare myself to someone like Russell. The foolish thing for you to do is to compare me to Russell. I am not him, I am Steven Larson. I do not have the assets he has. I do not have the backing he has, and that's fine.

 

I've studied my face off, I've gotten where I have, you know. It's been awesome, but you gotta understand, what I'm building, it's from a different sphere than what he's doing, it's from a different...

 

That's why I'm publishing so much so you can follow me while I take a leap which is frankly, it was a little bit ludicrous.  But I want to show you how I knew it'd be safe, and take you on the journey while I do this.

 

Systems are businesses, people are not businesses.

 

People can be in parts of the system, but they are still not the business. So when I go through, and I build a system, that's all a business is. If I'm the only one operating it, I don't have a business.

 

If I can't match numbers, if I can't look at numbers and be like: I know my conversion rates,  I know this, I know this, I know this, that's not a business. If I don't KNOW my numbers, I have no business.

 

That's one of my quotes on my wall. It's "know": K-N-O-W. It's, " If you KNOW your numbers then you KNOW business." If you have N-O, if you have no numbers, you have no business.

 

Here's the issue, every support ticket that came into me for a while, I handled it differently. That's not a business. Every fulfillment, I handled it differently. Every close, I handled it differently. Every deal, I handled it differently. That is not a business. It is a terrible way to run into extreme burnout very quickly.

 

That's like the fastest way I see entrepreneurs get depressed. Just like "There's so much opportunity out there."

 

There's been multiple times I've had to catch myself, I'm like "There's so much opportunity out there." Yeah, there is. There's tons of it, but not all of it is the best fit for number one my business, and not all of it is the best fit for the systems I've built.

 

Maybe that means I need to go build more systems to handle the opportunities coming in, that's great. That's great, that's a good place to be, but not all of it is a good fit for my lifestyle.

 

I am not here to die in my chair behind a desk.

 

My goal is to build systems and processes so that every one of my leads, every one of my closes, every one of my sales, the fulfillment, every piece is systemized so that I know exactly what is broken, I know exactly where to tweak stuff, and I know exactly where I can look at it.  so I can emotionally say, "Let's go on a vacation, the system will deal with it."

 

There was a time in college, this is a good rant...

 

There was in college... In one of the semesters, you don't do anything but run a business. You start a business. It's one of the cool things that  I actually really did like about where I went to college.

 

There's only three programs like it in the country, at that time anyway. I don't know if more people do it, but one semester you do nothing... You don't have any classes, you do nothing but run a business from scratch.

 

They put you with a group of random people, and they give you an assignment. They put me in the food business. Guys, I am not a cook, they put me in the food business.

 

We went on a three-day retreat, and at the end of it you're supposed to have a business, and then you gotta build it for real, and actually go collect cash from people.

 

We were doing two to three grand a week selling to poor college students. I got voted to be the first CEO, and I was excited about it, it was really cool. I've always been a bit aggressive, I think they saw that. So I got voted to be CEO and it was super cool. Now, this is what I did.

 

I created a marketing department, which was slightly foolish... I think everyone's in marketing, but anyways. So it was a marketing department which at the time I still thought meant logos and crap.

 

I created a finance team because we needed to measure the numbers - that's the lifeblood of the business, so always know the numbers.

 

I created a supply chain because we were in a supply chain intensive business. We were selling empanadas.

 

We did a bunch of research, and we found out what people wanted. We literally created what they wanted. They told us what they wanted to give us money for. It's actually really fascinating, anyway, different lesson.

 

So there were three branches; here's how the business worked for a while. You don't build one this way, you don't build a funnel this way, I don't care if you're working on your own.

 

So anyway the first thing that I did is, the first way I handled everything:

 

We went, and we launched. We started doing one and a half to two grand a week. I was like okay this is not bad. Selling to poor college kids on campus - that wasn't bad.

 

They told us what they wanted us to make. I didn't even know what an empanada was. They told us what they wanted the price to be, things like that. It was fascinating, it was very, very fascinating. The issue was every single decision that had to be made came to me. I was literally the bottleneck of every decision, every single thing inside of my business.

 

There was no aspect of it where autonomy was for those individuals, there was no piece where they could actually go and actually make decisions on their own - which meant I was 24/7 on the phone, 24/7 on call, 24/7, "What do you want? What do you want? Okay yeah, do that. Okay yes, do that. Marketing, okay, you do this. Okay, supply chain, do this. Finance, do this. Okay, bam, bam, bam, bam bam bam, bam, bam, bam."

 

There was no, absolutely zero autonomy for anybody else.

 

I didn't mean to do it that way, but that's how most entrepreneurs operate. And so instead, I remember I was thinking one night....

 

In fact, I've got the journal entry. They made us journal every day about what we were learning.  I've got the journal entry right down there actually.

 

I realized that, so okay let's make a head of marketing, and 80% of decisions are gonna flow to that person in charge of marketing. Which now I believe should be the actual entrepreneur, the actual CEO.

 

80% of decisions flowed to the person now in charge of finance, 80% of decisions that had to do with supply chain flowed to that person, and they just came to me once a week and said: "Here's the other 20%, what should we do. What do you wanna do?"

 

When I actually built those systems and put them in place our revenue increased. Isn't that funny?! We actually started selling more when I was no longer the bottleneck of my own company.

 

The second thing that I did, once I had those systems in place, the second thing that I did is I went, and I started, right, we started fine-tuning:

 

Okay, that's that system, boom that's that system, boom that's that system. I put systems in place which meant, "Whoa I can  take a break."

 

So what I started doing is I started stressing the system, and this is gonna ludicrous and kinda nuts, but I purposely started disappearing in the middle of the busiest parts of the day. I would just disappear because I was watching them. I wanted to see what they would do. Will they follow the system, right? Are the people still the system or have we created an external thing that they follow?

 

If the people are still the system, they're not gonna follow it because we got emotions. You gotta take emotion out of system building. It should be emotionless - that's why we do Trello so much, that's why we teach so much about systems in 2 Comma Club X.

 

Ah, I can feel a rant!

 

So I started purposefully disappearing, to stress the system. And they'd be like, "Where did you go? We needed to make this decision." I'd be like, "Oh, what happened?"

 

Sometimes, I'd be like hiding, and I'd still be watching them. And they'd be having all these customers coming in, all these customers coming in. I'd be like, "What are they doing? What are they doing? What are they doing? What are they doing? what are they doing?"

 

I'd see them running back and forth, they're cooking these empanadas, supply chains going nuts. Finance is like, "Ahhh" - they're freaking out. "Do we have enough money to get that supply?" I would watch them.

 

There was quite a few of us, there's a lot of us. So I was watching them, I was watching everybody. And I would just disappear. And then I would stress the system. I'd be like "oh!" And what I was mentally doing, what I was actually doing, is I was trying to see where the holes were in the system I've built. And I go back, and I patch it up, and I was there for a while, maybe I was the bottleneck again, to just get everyone back on their feet and train them back to the system. Train them back to the system, train them back to the system. And I would disappear again.

 

I would do that over, and over, and over again. Until finally, the thing freaking ran on its own. And that's when they rotated the CEOs, and that's when I finally got kicked out. And they're like, "Okay hey that's awesome." I set up the whole business and then left. That's like, crap! Anyway, just a lot of fun.

 

The reason this is important is because about the same time I was starting building funnels for this company in Florida. Very fascinating thing happened here. Very fascinating, as soon as this rant is over, I promise we'll get back to this, okay. We've got 44 of us on, thank you so much for being here.

 

Anyway, so about the same time I started building these funnels for this company in Florida. I purposefully chose a company that was, they had a mid-tiered product, because I only needed to sell an extra few a month, to make me look like a rockstar, to make the funnel numbers work really, really well.

 

Which is why I tell everybody, start with a mid-tier product, don't start with something that's cheap, start with something that's like a grand. Way easier, way easier to make it work.

 

Anyway, I chose a product, a company that had a product that was already existing. I hate working with startups. Meaning, I'll consult with them, but I don't build for them anymore, because they don't have a business yet. They don't any of those systems.

 

So when the funnel has issues, because I said "when" not "if", when the funnel has issues, right. They're gonna be like, "oh, it's the funnel's fault." And I'm like, "No, you don't have a business. You're treating every support ticket different. You're treating every fulfillment you ship differently, for every single person. There is no consistency in the way you sell. There's no script, you have no consistent script. You don't have a business." That was the problem with working with startups for so long. They didn't have those things.

 

Anyway, so I looked purposefully for a company who had a mid-tiered ticket product. I looked for a company that was already existing, who had a buyer's list. I looked for something where there was a potential for repeat purchases. And those are some of the criteria. So I went, and I found a company.

 

They had no idea what funnels were. But I told them, "Hey I'm gonna build you a funnel. For free, I know you don't know what it is. But if it works, let's talk about me getting paid, does that sound good?" And they said, sure! They said, "Sure!" And I said, "Cool!" So I went, and I started building it.

 

I ran an ask campaign to their existing buyers and learned some interesting things, it was really emotional. It was in the health industry, and these people were like, "Hey, I'm sitting next to my dying spouse, we just really want a product that will help X, Y, and Z." I was like, "Whoa."

 

I got 157 responses. It took me three sessions to read them all, because these were like emotionally dripping responses from these people. And it taught me exactly what it was that these people were wanting. And how to craft the message for the product we already had. Does that make sense? How do I craft a message for the products I already have.

 

That's why we do session one as session one. That's what I mean by design marketing. Has nothing to do with freaking colors or logos. Has everything to do with storytelling, and the message and the sales message behind it. It's fascinating.

 

So I went through, and I ran the ask campaign, found what they wanted, built the funnel and launched it. And made them an extra, there was like 50-ish grand that came into that in like six weeks. With just launching to their own list. And I was like, crap that's freaking cool!  Let's turn it up!"

 

Shortly after, they started calling me. I was in Idaho, still going to college, they were in Florida. They started calling me, "Dude turn it off!" I was like, "What are you talking about? We're selling like hotcakes. "They're like, "I know!" "So why would I turn it off, that's a good thing, right? You got a bunch of sales coming in, this is awesome." Sale, sale, sale, sale, sale, sale, sale! They're like, "No turn it off!"  I was like, "Ah, whatever," and I stopped answering their calls for a little while. Til finally the CEO came to me, and he was like, "Dude, turn off the funnel!"

 

I was like, "What are you talking about?" He goes, "You are going to bankrupt us." I said... "What?" He said, "It's selling too fast. You're gonna kill my business."

 

I had never considered until that moment, that the funnel was not the business.

 

Funnels aren't businesses you guys. Here is the funnel, here is the business. They are two separate things.

 

Once you have an idea and the market has voted with their wallets that it's a good idea, it is not enough to just go scale a funnel. You gotta scale the business at the same time, or you kill the business. You have to. Otherwise, you literally outpace the business.

 

It's the reason why, in my own business, at the beginning of this year, man we brought in like 200 grand real fast, bam! And I was like, I can't keep up with the revenue. And I realized that I was a victim of my very own teachings; I did not have... There was no support ticketing system. The fulfillment was different every time. There was a lot of consistency in the way things sold, because I'm a funnel builder, right. But there were some things in the way that I was handling some objections, and I was like, "Crap I gotta... " So I literally, and you guys might've seen the podcast episode where I talked about this.

 

My revenue was like whoosh! My business was like, "eh! I gotta slow it down." So I slowed the revenue down on purpose to build the business, build the systems, get consistency, that frees up your mental shelf space. So that you can operate.

 

Otherwise, by default, if you have revenue up here, and your business is right here. You have to work in your business, rather than on your business. And that's what I started finding myself doing.

 

So I slowed the revenue down so I could build the business. I needed to stop working in my business and start working on the business again - and build both together. That's exactly what I'm doing.

 

So, side rant, I know that's a huge, crazy side rant. Dimitrios, what you're asking. But... if they don't buy in that closing time, I do not sell them. Even if they're willing to give me their cash. Because I am building a system, I'm building a business. I'm not just trying to collect cash. There's a system that I've got in place to handle that stuff.

 

I know you guys have seen the posts on Facebook, where someone's like, "He said no to Tony Robbins. That's freaking..." Why? That's not my business to do that right now.

 

I pitched to Tony Robbins. I constantly ask myself, "What can I do to have larger cajones?" If I'm in some scenario, and I'm talking to some major influencer, I'm like, "What can I do to have large cajones in this very moment? Oh, I can pitch them, yeah!" And so I pitched Tony, and we're talking face to face, and he's wearing this brand of hat. That's why I'm wearing this hat, it's a nice hat. I like the hat anyway. But it's Tony's team, so yeah, come on.

 

And I was like," hey," and he said "yes." But I don't have a system in place. I didn't have systems at the time, I do now. I didn't have systems enough in place at that time, to handle all the other aspects that were going on. All the other revenue streams that were going on in my business. So it would've killed those other businesses for me to take on someone like Tony. Does that make sense?

 

Multiple people have asked me, I have been offered obscene amounts of cash to build funnels for people. But if you don't have systems in place, you will literally kill your existing revenue streams. It means you are the business, you are working in your own company, which is a huge mistake,. There's not enough autonomy in the systems you've built to handle the flexibility.

 

Case in point, okay. I don't just love the book, The 4-Hour Workweek. I love how he wrote it. There's one lesson inside The 4-Hour Workweek that was very, very key. He said:

 

For the first month or two, after launching a product he said, I personally handle every support ticket on my own. Which I was doing. And I do it for the explicit reason of writing down every single question they're asking. And logging every single answer I'm giving.

 

And when I do that for 30 to 60 days, I literally am creating a training manual. And I duplicate me. So then I can bring somebody in for 15 bucks an hour, and say, hey, if they got questions, 99% of the questions they've asked, are already gonna be right here. And here's your copy/paste answer to that individual. Bam... system!

 

When there wasn't a question to answer that he had already documented, what he would do, is he started giving them authority to make decisions in his name, up to a certain dollar amount.

 

So he would say, “hey you have decisions to make.” Because he'd start to get questions like, “hey the customer said it didn't show up, do I have authority to reship blank, blank, blank? It's gonna cost the company this much money.”

 

And enough of those would start coming in, or enough scenarios like that, and he'd be like, why do I even, yeah, we're gonna do it anyway, we're gonna take care of the customer.

 

Customer's not always right, but I do take care of the customer. Customer's not always right. But I do take care of the customer.

 

I hate whoever said "customer's always right." That is freaking crap. That is the worst garbage on the planet. That's terrible. That person got straight A's in school and never ran a business.

 

Anyway, so he said, I'm gonna give autonomy to my system to make decisions in my name up to a certain dollar amount.

 

So once a week, he would go and see all the emails back from this team on all the decisions he needed to make, and within two hours he would say, yes, no, good, bad, do this, do that, tweak this. Don't do that at all. And after a while, the majority of those questions coming in had to do with this certain area. So he was like, well let's just add to the system.

 

Hey, everyone, you may now make decisions in my name up to a dollar amount of $50. Killed 80% of the tickets back to him from his own system. He just buffed it up.

 

Anyway, so hopefully you guys understand more about what this really is.

 

The funnels, you are creating are a system to bring in, that's why I do my sales script, my webinar script, the same every time. That's the reason I write it out on every single slide. Because if it's not consistent, I don't know what to switch. If it's not consistent, it means it's not a system. These, that's a consistent sales system. That's what a funnel is. That's all it is. But it's not a business.

 

You still gotta go, probably have support and fulfillment. Those are probably the two areas, right. The two spots you probably gotta build. You got those two, you got a sales machine, you can step away for a minute? That's a business, okay.

 

Nothing is sellable at all, meaning the company itself, nothing in the company's sellable until you got that anyway.

 

For the first year, if Russell was to leave Clickfunnels, Clickfunnels would've probably dwindled to nothing. But he set up so many internal processes now.

 

When I left, they created an internal agency to replace what Russell and I were doing. Because we realized... duplication is not in finding another expert who replaces you. Duplication is in creating a system that replaces you.

 

When you go in, and you wanna start removing yourself from the business, right. That's exactly what you're doing, is you go bam, bam, bam, bam, bam. And you can start building out the stuff like that. And remove yourself from it.

 

It's not that you're trying to remove yourself from the customer. I still over deliver, I know I do. I still go and I do Q&As, I still do all that stuff. But when it comes to the purchasing process, fulfilling on what they bought. It's an exchange.

 

I'm gonna exchange the product for their money, it's gonna be worth their time, but I'm also going to over deliver through several other things. But I'm also going to make sure that it's, like 99% of the time, the exact same scenario for every fulfillment, every buy, every support. Everything. Anything in supply chain, everything.

 

The easiest way to build those systems, and put them in place, which is what I'm doing. Which you guys have watched me do, that's really what I'm doing. Mentally, in my head, that's what I'm doing.

 

I did not go build a second revenue funnel, without having the support, and the fulfillment in place. To support it.

 

The first funnel, I didn't care about any of that. I just cared about revenue. That's all you should care about, too. And that's all I still care about. But in the order of launching a business like this:

 

I made sure I did, is first of all:

 

Who freaking cares about fulfillment or support if you can't fund it?

 

So I don't care about those systems for a while. I just need to go make sure that that sells. That my script sells, that the funnels awesome.

 

As soon as revenue's coming in, and I know I start to document, personally, all the support tickets coming in. What are things that people are having questions with? Is this a question about the product? Is it something about fulfillment? Is there a shipment that they didn't get that they should've? Okay, let's go put that in that category. Is this question about the actual product itself? Maybe I don't have enough things in it, right?

 

This game's about being a detective, not about being a prolific genius, "Waah! I gotta be this crazy creative to be successful." That's crap. Don't believe that, that's garbage.

 

So when you think through, and you start actually going in, and you start building this stuff, you have to understand. First, revenue, revenue's always first. But I don't think about support, or fulfillment, until I know that revenue thing is consistent, and it just churns, baby.

 

Then I go and I build the support to handle it. But I do it in a way that outperforms the revenue. So then I can go start putting on another funnel. That's when I go build a second revenue funnel, okay. Which is what I'm doing. Why? Because I've got the systems in place with support.

 

We got the systems in place, right. And we're still building those things out. And we will always be building them out. But the 80%,, oh my gosh, takes so much mental shelf space. That's gone. Which means I now have mental capital to go invest in something like a brand new revenue stream.

 

It's the reason why I don't take on more revenue than I can handle. Because I've done that multiple times, and suddenly, you can't think about anything else.

 

That's why I hate the agency models. I take the money, and I still have all this work to do. Whereas with products, I do... I do the work and then when they pay me the work's done.

 

Anyway, hopefully... Man, that was a rant. I'm probably gonna rip that and make that a podcast, that was good.

 

But anyways, hopefully that makes sense though.

 

That's why I'm so forceful on what I said before. This is a 48-hour funnel, if they do not buy, I do not allow them to buy. It pushes them over to a waiting list. Sometimes it's within a week, I might open it up for them again. Sometimes it's when, six months to a year. I know that might sound nuts.

 

I'm building a business for me, I'm not for the business. And it's because of the systems in place.

 

Boom, if you're just starting out, you're probably studying a lot. That's good. You're probably geeking out on all the strategies, right. That's also good. But the hardest part is figuring out what the market wants to buy and how you should sell it to them, right.

 

That's also what I struggled with for a while, until I learned the formula. So I created a special mastermind, called The Offermind, to get you on track with the right offer, and more importantly, the right sales script to get it off the ground and sell it. Wanna come?

 

The small groups I'm purposefully gonna answer your direct questions, in person, for two straight days. You can hold your spot by going to offermind.com. Again, that's offermind.com.

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