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Key takeaways
- And so, it's like if I sell time management, like what everyone's missing here is they think that they can get more customers, but what you're missing is how much you can charge, how much more you can charge per customer when you're niched.
- Right now, if I sell an uh a system for uh time management for outbound sales reps who do gardening and uh thank you.
- And then over time, you're like, you know what, I think I can just help all sales guys.
- Like I help people lose weight locally and then I help people lose weight remotely and then I started the gym and then I had people who asked me how to run gyms and so I started running gyms and then I had enough people who were like, "Hey, how do you scale a a service business to this level nationally?" And so I answered that and then once we had a portfolio of different types of companies, people were like, "How do you grow my business?" And so it just keeps going.
Chapters
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0:00
Abschnitt 1 I've been in real estate investing for 23 years.
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0:53
Abschnitt 2 for B2B power tools then for that guy like I know what a sale is worth to that dude and I say like my system because I can very clearly map my messaging to the value for that avata
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1:39
Abschnitt 3 And then over time, you're like, you know what?
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2:14
Abschnitt 4 >> Right.
Full transcript
Locally archived YouTube transcript with timecodes. Speakers are assigned heuristically and may be corrected editorially.
0:00I've been in real estate investing for 23 years. Such a wide range of possibilities. How to approach niching down. Definitely a pattern here. >> Yeah. Okay. So, in the offers book, I talk about kind of like four levels of of niching down. And so, it's like if I sell time management, like what everyone's missing here is they think that they can get more customers, but what you're missing is how much you can charge, how much more you can charge per customer when you're niched. And so level one is I sell a course on time management for 19 bucks, right? Level two is I sell a course on time management for salespeople, which is maybe a $100 thing. If I sell a course on time management for outbound salespeople, then that might be a $2,000 thing. Right now, if I sell an uh a system for uh time management for outbound sales reps who do gardening and uh thank you. Wow, you found it. Amazing. Um yeah, perfect.
0:53for B2B power tools then for that guy like I know what a sale is worth to that dude and I say like my system because I can very clearly map my messaging to the value for that avatar and so time management even if the fundamentals of all four of these systems are the same the difference in price is 100x between these things and so I think people miss this and the thing is you're not going to get a hundred times the volume in your time management because you're undifferiated And unless you are the guy for time management, which by the way, you start by being the guy for outbound gardening reps and then eventually say, you know what, I think I can help all outbound reps because you've developed enough of a reputation. And then over time, you're like, you know what, I think I can just help all sales guys.
1:39And then over time, you're like, you know what? I think I can just help anyone. Right? Like if you look at um gosh, I'm trying to think of somebody who doesn't have a a bad reputation. Um, most educators start with a niche and then they expand outwards. So just start with what you know you can master and crush and then move on. Maybe one example is Sam Ovens. He started by teaching SAS companies how to get local agency clients and then expanded out and out till consulting.com and now school which is super broad.
2:14>> Right. Exactly. I mean I I mean I could use my story. You already know my story. Like I help people lose weight locally and then I help people lose weight remotely and then I started the gym and then I had people who asked me how to run gyms and so I started running gyms and then I had enough people who were like, "Hey, how do you scale a a service business to this level nationally?" And so I answered that and then once we had a portfolio of different types of companies, people were like, "How do you grow my business?" And so it just keeps going. like you can look at the types of questions that you're getting to see how broad you can go and you don't really want to go broader until you have so much demand that the opportunity of making the expansion more than nets you your current revenue. So, it's not like you don't want to make an adjacent move for a double.