Helping a YouTuber With 2.3M Subs Find His Real Business

0:00Unternehmer/Gast Just talking to it. >> Yep. >> Yes, I have a I've got a motorcycle YouTube channel. >> Cool. >> Um 2.3 million subscribers. Uh top line is 3.7. >> Sweet. >> Most of my money comes from ad revenue. >> Interesting. Okay. >> sell uh a couple hundred thousand dollars comes from products. I'm just wanting to know uh I feel like I'm leaving something on the table, something big. >> Are you doing a lot of sponsorships in addition to your ad revenue? Like it's not just YouTube ad revenue, it's

0:24>> Most of it's YouTube ad revenue. We just started ramping up sponsorship. >> That's amazing. That's crazy. What's your What are your RPMs? >> 30. >> Interesting. And then you get a ton of You just get a crazy amount of views. What a How many views do you get a month? >> 10 to 15 million long form. >> Something doesn't add up there. Um >> Well, the automotive gets much gets pretty good uh I see our uh RPMs. >> Well, yeah, 30 but like I'm I'm just doing the math there. So, if it's like 10 million views a month times So, that's mill. So, that's uh 10,000 times 30.

1:00>> I guess no, that's right. It's It's long form. >> Long form. >> Oh, got it. Okay, that makes sense. Got it. Got it. Got it. Okay, cool. So, um super cool. That's great. So, uh that's the main ad ad revenue. What are the What are the people on your channel selling? What are the advertisers who advertise on your channel sell to your customers? >> I don't know. >> Okay. So, literally to part today after in 5 seconds make a community post and say, "Hey, what are the ads that you see on my channel? Comment below."

1:30Alex And you will get Because fundamentally, the people who are advertising on your channel are the ones who are getting the highest return. They're the ones who are paying you three and a half million dollars a year, not YouTube. And so, it's like if it's worth three and a half million to them, then it's got to be probably Sorry. If they're willing to pay me three and a half, they're probably making at least 10, probably 20 off of that. Now, you would be able to get even more than that because they trust you rather than just some random uh slice. And so, then I would look at uh the product mix of what things are being sold, and I look at which of these ones is uh one that either you could go directly to them and say, "Hey, I know you're advertising on my channel. Why don't we Why don't we figure a little deal out here?"

2:06Uh so, Okay. Oops, shoot. So, paths for you, right? So, you've got You can have products that you own. Uh you can have sponsorships. Um or you can just run affiliate, which is similar to these, but just kind of different in terms of the the character characteristics. So, um Oh, shoot, and then partnerships.

2:40Alex So, if somebody has like a really expensive thing that's very hard to do, like let's say somebody's, you know, got they've figured out how to build mini motorcycles or something, whatever. It's like I might say like, "How can How can we partner on this so that I can push you traffic and promote and endorse and whatever?" And then you have some element of cash flow, but a huge, you know, a huge chunk of equity of that business. Basically, you would pitch them, this is how I'd position it. I would say, "And you've got some cash, too. So, I would the the the magic here is putting money and brand buying something." So, it's like you have three people in your in your marketing department. I am the marketing department of a business that's 20 times bigger than yours. And so, I'm going to bring my entire marketing department. It's like a reverse aqua-hire. I'm like letting you aqua-hire me, but I'll put some cash in the deal, too, and let's split this or whatever, and we can go to whatever this next level is.

3:32Alex So, that would be like This would be maybe the most complex, but the biggest bet for you that you could get like crazy crazy returns. These things are all, I would say, smaller bets. Like if you're not selling sponsorships, you probably should just from a media company. So, it's like, do you want to optimize for how much profit you make? Cuz you could just become If you're just motorcycle media, then you just sell ad space. So not only do you get ad revenue, you just also sell ad space. And I'm guessing you could probably do probably double the revenue that you have right now, maybe more, just by selling ad space. And that would just all drop to the bottom line. That would be it. And but the first step of still getting who are all the people advertising is a great first like that's my leads list of hitting those people up. And the nice thing is it's like really warm reach outs. You're like, "You already advertise on my channel."

4:16Alex So let's make this official, right? Um the affiliates is like if they're not like willing to trust you that you can get a percentage of the revenue that you send. I'm not as big of a fan. I'd rather you do sponsorships. But if you need to like prove it out earlier or something, you can do that. And then this last category is just like if you were to develop a product, what would you sell? Um but if you're like, "I don't If that's not your space, then I would rather you just find what's the thing that makes the most money on my channel, and then how do I make a deal with them that makes sense? That's probably what I would do.

4:50Cuz like I don't want to go build school. I was like, "I'll just bring a bunch of money and then buy it." Like it just that made more sense. But I'm not going to start another software company. That's a huge distraction for me. But I have all these people who want to start a business and I should put them somewhere. >> Thank you. >> Cool. That help? >> Yes. >> Okay, cool. Whoever's got it just talk into it.

5:17If you've got the box, just >> All right. >> Yeah, I got it. >> I got one for you. So uh It's more Iron View 360. Uh we are a technology company. We collect 360 photos. >> What are you company? >> Uh uh 360 documentation. Taking 360 photos. >> What'd you say before that? >> Technology company. >> Technology company. Got it. Okay. So you take 360 pictures like a camera? >> Yeah. >> Okay. >> Yeah.

5:43>> Hardware? >> Hardware. >> Okay. >> And uh we're at the right place at the right time before every wall gets insulated and drywalled. >> Okay. >> So we create a perfect digital twin of the structure. >> Okay, cool. >> And we're turning all that data, stitching it together, into a maintenance tool. >> Okay. >> So in the future, for the next 40 years, anyone can come up to a wall, point an iPhone at it, and you'll see what's inside it.

6:11>> Okay, because you were there earlier. >> Yes. >> Okay. Okay. So frustration or >> [sighs] >> you know, not to position myself the wrong way, >> Sure. >> how do I sell this, right? >> The business or the product? >> The product, the software, right? >> So who's the avatar? >> Sorry, the avatar? >> Who are you selling to? >> That's that's where I want to kind of question put frame the question.

6:35>> So have you already done this or this so that what you just described is a vision of the future that you would like to create. That's not current reality. >> We we have we have a client that's partnering with us. >> Okay. >> telling us how they want it to look like. >> Okay. Are you pre-revenue right now? >> Uh no. >> Okay. >> No. >> So how many units have you sold? >> How many buildings do I have? >> Uh sure. >> 214.

7:01>> And how many cameras have you sold? >> Uh well, we we've collected data on 214 buildings. >> Who bought the camera? >> We did. >> Okay, so it's a service. >> Yes. >> Got it. >> Yeah. >> So it's not hardware. Got it. So you have hardware and you deliver a service. >> Ah. >> Okay, got it. Cuz I'm like, he's a GoPro. What are we talking about? Yeah, okay. Um okay. >> So So right now, I don't want to underprice myself

7:27>> Sure. >> because issues don't arise in a building in the first 5 years. It's still under warranty. >> Yeah. >> And so how how do I how do I get in there and not underprice myself? You You do I >> the market will tell you pretty quickly what the price is. Cuz there's a lot like I I feel like I feel confident saying this like I know some of the most brilliant pricing people in the world.

7:51That's all they've done for 45 years. And I can consolidate the vast majority of it into like test and try and keep going up until people say no. >> The the sometimes a problem is fixed, but we don't know that problem was fixed and we don't know how much that problem could have cost the customer. >> Uh-huh. >> And so then it's like >> Well, you know all problems that occur in buildings in general and we can assume that those problems always occur eventually in all buildings. And so I feel like that part actually matters.

8:25The fact that you don't know that it [clears throat] happened I don't think matters at all. We know that all problems that happen in buildings and they have various levels of cost and yours prevents what percentage of them? And then you can make an extrapolated down cost of savings. Basically cost of fixing rather than letting it letting it get messed up. But at the end of the day that is still a discount on a very future very future problem that may not even be the problem of the building owner.

8:56And so the value proposition is going to end up to be how much extra can I sell this building for because you have to get involved when they're building the building, right? Right. So your deals have to be with builders. And the value proposition is how much more they can sell the building for with this stuff. >> Good. Yeah. >> And so that to me it's like all this other stuff doesn't really matter because they're the buyer.

9:22They're not the ultimate buyer, but they're the ones who are the ones who are going to get the value from it. And they're going to realize the value at point of sale. Now where it be interesting for you and so this is what this is your sales pitch. So like I can tell you. So what you have to do is be able to demonstrate, and that's the keyword here is that you have to be able to demonstrate that the buildings, the 214 buildings, whatever it is that you have, their maintenance costs compared to you can take national average, you can find another another another benchmark, are 30% less.

9:57And then you take the average cost of maintaining a building, and then that allows them to price that into the premium that they can charge for the building knowing that that's going to get a better return for the investor who's buying it because they're not going to have to uh have these these costs. That makes sense. If you are a business owner and you are not growing as fast as you'd like, I'd like to give you a free gift. So my team and I put together the $100 million scaling roadmap, which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through and more importantly where they got stuck and how they got past it. And so we broke it into these 10 stages and we made this little kind of quiz thing where if you put in your business information, it'll tell you where you're at and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources and finance. And so no matter what you're struggling with, someone else has already struggled with it and solved it. And so I'd like to give you this thing absolutely free. You can go to acquisition.com/roadmap, plug in your business information and if you want us to actually help you deconstruct the business and you're trying to scale, we'd love to help you out. On the thank you page, you can just book a call with my team and we will look at the business, see if we can help and if we can, we'll invite you out to Vegas and we'll do this in person live.