Vertriebstraining-Business: Der Preis war das Problem

0:00Unternehmer/Gast I sell to 85 people to be high ticket closers. Okay. We did uh 250 revenue this year. We will be in 1 million revenue the other year. Yeah. I would like to uh um the thing we think is stopping us right now is the BSL is a stock. The front end is not dialed. Yeah. So, our price is 2K and the best month was from that line what seven uh people. Our CAC right now is 4:1 Okay.

0:27>> from that line. So, well, But you're selling a course? Yes, like a digital product course. Yeah, but you're selling over the phone? Yes. Uh BSL setter closer. Yeah. Um I think you're mispriced. So, typically typically phone sales products start at around $3,000. Uh if you're doing it like an automated sales machine, like you actually have a straight BSL to a checkout page is usually where you'll be in that sub 2,000 range. And so, you're right on that cusp where it probably makes more sense to be selling it like a five or a six K uh price point.

0:59And instead of selling the course, ask the question like, "What would I need to add to this thing to make it worth $6,000 or $8,000?" Um because you're already getting the people who want that help. And you're giving them something that's moderately valuable. Let's be real, 27% of them are even going to make a login. Uh and so, if we want them to actually like succeed, then basically adding in more perceived likelihood of achievement to lower the risk for them by adding the pieces that they will struggle the most with.

1:30And then once you have statistics or data on how successful they are, then you would include that in your VSL and your marketing. So, you want to track how well they do, and then you can state the facts and tell the truth that you actually have a good product, and then people can make an informed decision about how good the product is based on what has happened so far to people just like them. How can I track that? Like Who you talking to?

1:58Alex How can I I track them? That information, you know, like How do you track it? Yes. Like inside of like the experience. Yeah. So, I don't think you need to track for now. You don't need to track their experience much at all. You need to track the outcome that you promise cuz you're selling them something, right? I'm assuming you're selling them some opportunity of getting a job as a closer, correct? Yes. Right. And so, it's what percentage of people get placed, what's the average pay that they get, uh like those are probably the things that they care about.

2:32Alex And so, it's like what's the average success, what's the outcome of that success? That gives me a blended rate on risk. So, if I'm buying and I know that 80% of people get a $100,000 job remotely, I would be very excited to spend $2,000. I wouldn't give a [ __ ] if it was $10,000 if that was actually what was happening. And so, a lot of you guys can probably increase how much you pay by increasing the perceived likelihood of achievement by simply making the product better.

2:57That make sense? Thank you. Hey, you bet. And it's normal to start with lower pricing in the beginning. You also have lower CAC in the beginning, too. So, that's also normal. Like whenever you're launching your product, you're like, "We're going to kill it." And it's cuz you always have the cheap, you know, the the very easy customers that are 6-in putts uh that are, you know, already there to know you, they like you or whatever, they follow you for a little bit. And so, they just hop over the buy line. It's very easy. But when the guys are over there, there's a lot more work that has to get get put into it. And so, I'm a big advocate of sell like have low CAC, have a low price, get the early results with the, you know, halfway point results like I told you guys yesterday it was like, "It's going to be 65. I'm pricing it at 45 now." And as soon as I have like a full year or close to a full year data, I'll bump it. Because I already know that like I want to make sure that just my price to value discrepancy is wild.

3:45The first people who took a shot when I had zero, I was like, "Hey, this is going to go way up." But I I need really good data. So, just crush it for me, please. Please do what I tell you to do. Uh Uh don't start another business. >> [laughter] >> Um and so, does that make sense thematically? Yes? Okay. 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 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 de-constrain 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 your 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.