Online-Coaching: Das Angebot neu zuschneiden

0:00Unternehmer/Gast So using your delivery cube as an example and LTV to CAC ratio, when you're thinking about modifying components of your offer that are maybe fairly performance intensive, where you have maybe a unicorn or key man risk, how are you massaging that or how are you thinking about this problem knowing that, okay, I can't have the unicorn and key man risk. I want to increase LTV for my customers, but my customers really like this thing. So think like one-on-one support,

0:27>> Sure. You have to So whenever you get into key man risk in general, just for everybody, you it's What makes things rare is combinations. So what makes them commoditized is breaking into chunks. And so if someone's an exceptional painter, it's because they can combine color and movement and whatever, I you know, like I don't know painting, but I'm sure there's other components of painting. And so And so within the support component, there's probably three or four things that this person does very well. And so you just chunk it down. It's kind of like the example I gave yesterday. It's like, how do you replace Alex in this business for delivery? Like I was key man. Well, I wasn't going to expect somebody to be better at being Alex than me. So I was like, but I can find somebody who's really good at phone sales, who's really good at phone sales and they're just as good as I am.

1:14Now they're not going to be also as good at retention and strategy and ads, but they can be just as good at that. And then I find somebody else who's really good at ads. I'm like, he's just as good as me at ads. He's just not as good at all the other stuff. And so fundamentally, look, when you scale in a company, that is how you replace key man and risk. It's chopping the unicorn's horn off and saying, okay, I can find a rhinoceros. Then you're like, okay, now I just need a horse and I need some, you know, fireflies to get the glitter and there we go. It took three people to, you know, replace my unicorn with things that are more readily available. And so you just chunk down what the skills that this one person has into component parts and then you can teach those component parts much more easily. So it takes the mysticism out of it. Does that make sense?

1:52Yeah, I was thinking in terms of the So let's say you have like Zoom community learning management. >> Sure. And the community is becoming the intensive part. I'm not doing the performance. I have a director of education who does. >> Sure. Still could parse out the unicorn, uh but we need to eventually for scalability purposes, one thing I talked about with Neil is maybe moving people on to like more of a We already do Zooms, but doing more Zooms instead of one-on-one community interaction or something along those lines.

2:17Alex So more of the So you need to change the offer from one-on-one to semi-private? It is semi-private already, but there tends to be a time intensive component of like reviewing specific case studies. Does that make sense? So either So here's Okay. So I'm going to I will tell you story to answer hopefully answer your question. So I had So my first ever gym model, um I tweaked a couple times and then I got it right. And [clears throat] I had this setup where people would do six weeks of weight loss and kind of like more high intensity training.

2:46There's a point to this. And six weeks of like weights to tone. So it was like burn and tone. I This is commercialized for mass market for those of you who are in the fitness space. Just breathe. All right. And so what ended up happening is that my sessions got so full that I was like, shoot, I should change how I'm doing delivery because I can't fit any more people in my gym, which was the wrong solution. I had found something that everyone actually [ __ ] liked.

3:14And so what I should have done was just more of that. And so you're in a situation where you're like, how do I scale delivery more? I don't think your delivery is unscalable. You just need more people to do that thing that people like. And so either do you have margin to support it? I could probably swing that in terms of just reallocating some of our expenses. Well, if the answer is not really, then it's you're mispriced. Not necessarily need to change what you're doing. Like so basically

3:42>> Or be either where I can either charge more to increase LTV and continue the service I'm doing >> Yeah. or adjust the service. Yes. I will say it's harder to find something that everyone really likes than it is to just change the price. So if you have something that everyone really loves, then you can probably can support a price change. And so I want to make sure you're solving the right problem. Like sure, you can go from semi-private to group, but that might lose all of the value. And then if you charge the same thing, now you have your price to value discrepancies out of whack.

4:14So what I did, this was the mistake, is I took my sessions and I shortened them so I could fit more sessions in. And by doing that, I destroyed the thing that worked. So don't do that. >> [clears throat] >> Product market fit is much harder to find than pricing. So 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.