Coaching-Business mit 50 Prozent Kündigungsquote reparieren

0:00Unternehmer/Gast Thank you for uh taking me out for dinner last time. That conversation that we had literally changed my life and changed my business. So um yeah, appreciate that. Um Can I tell the story of what happened? For sure. We had an event that was scheduled. It had to get moved. The memo got passed down and everyone found out except for uh one sales guy and he sold six people into an event that didn't exist. On like a random Monday, we had six people showing up.

0:28Came from Israel. And he was like, "Hey, I'm here for the workshop." And I was like, "This looks awesome for us. I'm really happy I'm really happy that we that we're in this situation. We've always tried to come from the perspective of like when you when you have something that gets messed up, like you can't just like refund somebody cuz you they're still net negative, right? Like he still flew from Israel. If I'd said, "Hey, my bad. Here's the money back." he'd still be like, "Screw this guy." Right? And so we had the team spend the day with the the six and then we took them out to dinner. And I I bring that up just because it was a great like example um of like something that took me too long to learn was that like you can't just make it right. You have to make it more than right um in order to actually make it right. You know, that was obviously a super unfortunate situation and you know, every business, if you have humans, you make mistakes, right? And so that was a mistake that we had made. I remember hearing the stat from Disney, which is that it takes 37 magical moments to overcome one tragic moment. And so the moral of that statistic is not, "Let's do 37 magic moments." It's avoid the tragic moments if at all possible. But if you do find yourself in a tragic situation, here's an interesting thing that Layla taught me, which is that believe it or not, the people that you wrong and then super compensate to make it super right become your biggest ambassadors.

1:43He flew back out and he gave such a heartfelt, you know, you know, story that like it took somebody who was negative and I think, you know, from at least what it sounded like, he was super positive towards us. And I think that that's in some ways as terrible as it is when you do have one of those tragic moments, just see it as an opportunity to flip someone from a hater into an ambassador. Rather than being like, "Ah, we got to give these people refunds." It's like, "No, like we actually get to build our reputation and decide what kind of company we want to be." Where we're stuck at right now, so we're selling the back end offer 195 a month Yeah. um for semi-private Okay. um or 4 months for 595. Our churn for both of those is 50%, so weighted it's 30% churn. And the reason why we've got such terrible churn is nobody shows up. Like 7% of our student body actually shows up to the calls and actually gets the value from the thing they purchased. What's the onboarding look like? So we have the closer um get them to see the calendar of we have eight sessions a week that they can join. So they show them the calendar. They say, "Okay, which one of these do you think you can come to?" And then they get them to say, "Okay, this one." And then the closer says, "Okay, I'm going to tell Jenny, who's the coach on that call, she's going to be expecting you." There's two There's two kind of like different angles to attack this. One is the kind of like logistics side, which I'm going to cover first cuz it's easy and just process stuff. And the other is kind of like the bigger more amorphous stuff, which is like, "How do I make our thing easier uh in easier and more enjoyable for people to kind of experience?"

3:18Um on the logistics side, I'm sure that you're on my email list. We had dinner, you better be on my email list. Uh By the way, if you got anyone here read the Mosey Minute? Anyone? I think it's the best like I think it's some of the best stuff I put out. Anyways, it's really good. I think it's really good. I spend like my Sundays on it. Um anyways, so bam fam is a way of life. So book a meeting from a meeting, right? And so the sales guy should obviously book to the onboarding call, right? Or the whatever. I do think that you probably need to add one onboarding call that's specific to the person, not just have them drop in. How much do you want this to work? Really bad.

3:50Alex >> Okay. So this is what I would recommend doing. You'll probably want to do something in the neighborhood of four to six sessions that are one-on-one. I'm just being like, now if you need to adjust price in order to do it, fine. But it's four to six sessions of one-on-one before they kind of like qualify to go into the kind of the group setting. And so it's like you you will personally onboard them so that they have this way better buy-in. They're way like they don't feel like they're just like in no man's land and just getting tossed into the middle of a conversation. Like you kind of like on-ramp them.

4:18Alex After you have the onboarding, which should be and you can you can cut the I mean at the very beginning just do two. You know what I mean? Like to just to start and then you can kind of see how it goes. Um from there, you basically want to keep bam famming um per session. So all the people are showing up, the last 5 minutes I would say, "Okay, everybody, let's pull up the calendars. When are you guys showing up again? Great." And I'll book it with everybody so that I'm keeping people forward. And you have to back that up with probably the reminder sequence that they're going to get because it's actually a scheduled session. So they should get automated reminders and they should probably get a manual reach out from the person who's running the session of the people who are supposed to who are supposed to attend. At the very least do the automated one and that would probably get a huge amount of like that will probably do a lot. And so this is actually, believe it or not, this is an onboarding process for a gym. So if you have large group training, if you take people and just toss them into the group, it's much harder than having kind of a more dedicated onboarding experience. The ideal is you do like six one-on-one sessions with someone. They feel more comfortable in the gym. They understand people. They understand how the kind of vibe, the culture is. And then they kind of graduate into the group sessions. And so what happens also is that the group sessions are now on a pedestal. It's like, "You're not You're not ready for that yet." Right? It's like you got to earn that. And all of a sudden it becomes the prize right and that they earned and now they got on board. Does that make sense? Can you see how that would work?

5:31>> For sure. Yeah. So this would probably be the >> that up as like a big head long tail sort of pricing system? And the question that you'd ask um if you want to give an AB close for this is you would say, "Would you rather train uh you know, start your start your thing in a group or one-on-one with me?" Now that's if you're selling. If it's somebody else or one-on-one with John. And they're a lot of times they're going to be like, "I'd rather do it with John." You're like, "Great. So this is the price for that." And then you just go for that sale. If it's not, it's like, "No worries. We can just start you here. Not a big deal."

6:00And then if you want, if normally you sell six, you can say, "You know what? I'm still going to give you one if you do that cuz it's going to be way better for the experience for you." So then it feels like a gift and it doesn't feel like they're like, "Well, now Well, now I don't want the group thing, right?" So just give them one or two if you if you sell the six, for example. Does that make sense? So um he presented obviously with a a low consumption issue, which then probably translated into low renewal and probably low high churn. And so the the the issue that typically precedes that is low consumption. Right? And so in order to first get consumption, you know, figured out, I like to get attribution in place.

6:38And so I don't know what kind of tracking he had, but I think he said like 7% or something like that. Um and so he had some level of tracking, which allowed him to even take action on the problem. But most times when I ask more questions, I'd say nine times out of 10 the entrepreneur has a problem, but doesn't collect any data that precedes the problem. And so then the first step is to just go collect the data. And once you have the data, typically the solutions become obvious. And so a lot of time is wasted in this space of like trying to ideate and figure out this hypothetical solution without any data. And you're like, "I don't know. Is it this or this or this that we could do?" It's like, "Well, you have no data, so you have no idea." And so you just keep circling. And so when you don't know what to do, get data first and then it makes the path easy.

7:19So if you've hit a revenue ceiling or your entire business relies on you to grow, then I'd love to invite you out to our headquarters here in Vegas to learn how we scale. It's a my team spends two days with you to identify the thing that's holding your business back. And so if that sounds interesting, click book a call and if you're a fit, we'd love to potentially see you out here in Vegas.