High Ticket Solutions: Über die 5-Millionen-Marke wachsen

0:00Unternehmer/Gast My name is Julian. I own High Ticket Solutions. We help founders scale their uh high ticket offer online. We take over sales and marketing. Twothirds of the business, all they have to do is fulfill on the clients that we u you know sell to. >> Do you find the influencers or they come to you? >> Um a lot of our clients are organic for the founders that we work with. They've come to us organically, >> but uh we we scale their offers. The biggest problem that we've noticed is fulfillment on their side. So we sell a lot, but they cannot fulfill sometimes on the amount of people that we're sending them. Mhm.

0:29>> Um, and the other thing is that we want to scale uh past 5 million in revenue, which is what we're currently doing for for us. >> How many people do you have that you're doing the stuff for? >> Uh, right now we have about six clients. >> Okay. >> Yeah. And we want to scale to like uh you know 50 clients plus. We have a lot of uh closers on different sales teams for different offers. >> What's the What's the delivery?

0:53>> The delivery. So um for our >> No, I know you sell [ __ ] but what do they do? What do they do? Yeah. So, they're u financial services. Uh they could be in the e-commerce space, coaching space, uh real estate space. >> So, coaches, >> coaches and also people that do done for you services >> for customers >> and the done for you service like what's the split between those two?

1:18Alex >> Uh the split between us and >> no coaches versus done for you services. >> Uh what split are you >> revenue? You have six people. What percentage are >> done for you? >> Oh, so I would say 80%'s done for you. >> Okay. So you have one or two people who are coaches. >> Yeah. >> And the other four are >> uh in the done for you space. >> I don't really know what that means. So like

1:43>> so basically it's more like um so if people want to grow a business and they don't want to do the business on their own, they have somebody that can build the business for them and they get a revenue share off of that uh off of the business that was built by the founder on their behalf. So they buy in. So for example, if they have a uh for example uh if the offer is like let's say $50,000 to get started.

2:08>> So this is bizop when you say done for you. tough. Super regulated, man. Um, dude, why don't you just sell franchises? They're legit. You'll make way more money. Like, I'm guessing you have the skill of marketing and sales. That's what you've acquired. You haven't really acquired the delivery skill set. That's okay.

2:34>> And I just like because I'll just tell you where this is going to go. So there's there's kind of like version one is let's say that your dreams come true and you have 50 customers. You don't want 50 customers. That sounds horrible. >> And you have 50 minnows. So you're going to realize from 50 that you really only have four that are 70% of your revenue. And then you're like, why am I even doing this when these four are the major people? And you know what? I I've made these guys so much money I should have equity in these businesses. Um but there's no value in the equity because they're bisop.

3:05So, it's it's it's tough because the underlying businesses that you're selling for are sketchy. It's gray, arguably illegal. Um, just not enforced when it's >> So, when you're saying franchises, can you tell me a little bit more about that? >> Yeah, like you could like done for you totally is legal when it's under regulated stuff. Like franchises have regulations and that's it. But it protects both sides. You know, you can sell a 10-year franchise and get 150,000 upfront. And the guy who does this franchise sale makes 150 of that. So, like super profitable businesses. And a lot of times they do get [snorts] 10 20 30% stakes in the franchiseor, sorry, the uh yeah, the franchiseor's uh parent co and those do have enterprise value.

3:54>> And what about the coaching space? Like uh >> I think it's a great place to learn skills. It's not. What do you want to have happen? Do you want to sell this business? You just want to make more money. Like, what do you want to have happen? >> I don't want to sell it. I want to grow it because I think that's a little bit, you know, >> you just want to make more money. >> Yeah. >> Okay. I mean, you can grow this business. I think that you'll quickly find that you should just find better partners and that's how you'll grow it rather than taking on the people that you have. You said they come to you, which means they probably need to have some function of getting them. Um,

4:27>> well, we already have like, you know, we do we help for ads and marketing and sales, so we already have our own funnels. >> Yeah, but you only have six customers. >> Yeah, I understand. But we want to we want to scale correctly. Like for example, operation side, you know, we already know the constraints. >> I'm not trying to beat you up on this. I'm just saying like if the models like >> name me one big business that does this,

4:51Alex >> right? because it sucks at scale and you can't control too many of the things that you are liable for. >> Like it would be very easy for me to just like be like, "All right, here's I mean like I can tell you the things to do to grow this business. I just don't think what it grows into is something you'll want." >> So you say franchiser >> I would switch what you're selling your high ticket stuff for. >> Yeah. I would go find the same people who are paying $50,000 for some e-commerce coach to say, "Here's an Amazon store," which for no way are they going to get the $50,000 back to selling a legitimate franchise that has earnings disclosures. It has actual, you know, typical returns um that someone can expect that has, you know, you know, like the ideal space is finding a a franchiseor who has a good business model, doesn't know how to promote, and those are those are actually fairly common. Um, so it's a very small percentage of franchisors gets to even 100 locations. It's like 5%. It's a tiny amount. But a lot of people make being a franchiseor their like dream. So they go do the franchise thing. They spend 250,500 grand to get all the legal [ __ ] done. They sell their friends and family. They have 10, 15 locations that get open and then the franchise stalls because they don't know how to attract customers, but they're not willing to pay franchise salespeople an arm and a leg, which is what it costs. But if you get to be the arm and the leg, then that sounds lovely. Uh so like I've uh obviously I've come from a world that was very heavy in franchising. So like I have multiple friends who like gave 30% of their business away that are selling for nine figures to franchise sales orgs. So like I think you have a valuable skill set and I think you are applying it to the wrong opportunity.

6:29And I think that the the coaches are going to fizzle and pop and the fact that you talk about things in terms of offers is hardcore direct response world. I think that world is also dying. Um, I think CAC is going up. Trust is only going down. I don't think it's sustainable long-term thing. So, didn't mean to [ __ ] your [ __ ] up, but like I just think that that's like for real. I think that you're like, "Okay, but now what do I do when I go home, right? I mean, if I'm you, I'd be thinking that.

6:56I'd be thinking like I'm going to reach out to franchises >> and I'm going to do the same things, but I'm going to market compliantly because right now, I'm sure if you had a have you have FTC attorney like audit all your funnels?" >> Yeah. So we have a lawyers stuff that >> lawyers. No, but I understand what you're saying. But the thing is that obviously, you know, u we we are already like, you know, compliant on those things. I it's just that we want >> I think what you brought up is something I've already thought about already. So

7:24>> sell a better thing. >> Yeah. Because it doesn't matter what we can sell. It's just the thing. It's the fulfillment >> on on any [ __ ] sucks. >> Yeah. Yeah. [laughter] So, so >> like you sell a dream, they do not fulfill that dream. That sucks. >> No, I understand. I understand. >> It's like you're using your powers for evil right now. Like, use them for good. >> For real. >> Yeah. So, we we were looking It's funny you mentioned that because I actually was that was uh one of the past. So, besides franchisers, do you have any other

7:53>> uh >> Oh, I mean, do if if you know how to do turnkey sales, there's a ton of different businesses that you could that can that can benefit from that. You just need to use your powers for things that are legit. >> Thanks. [laughter] >> No, but for sure I I understand what you're saying and that's definitely what how we feel about it as well. So >> well then great. So like that's what we should do. We should not be thinking how do we go from six to 15. >> No, no, but I was just saying abstract like just >> I wasn't saying like

8:20Alex >> so I would say like in the next 12 months we go from six to six except we replace the six we have with six legit ones. And if we do a really good job, what we'll find out is that we could just have one that can really [ __ ] scale and then we just do that. We become true partners. Then we just grow the because there's nothing that like it will be easier for you to grow one thing that's a really legit product or service to 100 million a year than it will be for you to try and grow 20 to >> No, but that that's what I'm saying.

8:45It's always in the legit space that I was always speaking of. The only thing is that operations wise you know as you scale like what would you say like for for us it's like more on our operation side like how would we uh scale with more clients let's say in the franchise space how do we do it efficiently without having any bottlenecks on our operation side

9:10Alex >> well you're running ads and you're selling >> what are the what are your operational bottlenecks >> well I would say It's high turnover of salespeople, you know, obviously not performing to quotas. >> Okay. But once you get people who stick, do they stick? >> Yeah. >> Okay. I mean, it's a high turn. >> It's you have to think about it in cohorts. So, if it's like you hire three and you keep one, but then that one stays for three years, then it's just like >> it's just cohort turnurn and then after that it sticks.

9:38>> But sales is a is traditionally a higher churn area. My guess though, again, like you're saying it's not this, but everything you're saying is this. Is that you're selling high ticket bisop [ __ ] and you have mercenaries in your team and mercenaries just are they they jump down as soon as they get 1% more somewhere else. They're not loyal. And I think if they were really passionate about the business and the people they were helping, they wouldn't care as much.

10:06Alex >> Okay. Super. Thank you. [laughter] >> Thanks, man. I want you to win long term. That's why I'm trying to say it. Real quick, I'm going to show you the exact 10 stage road map from zero to 100 million plus that less than 1% of companies finish. I've now done multiple times. And so I can say with a lot of confidence that these are the stages as headcount increases that you need to get through. And I broke each of these down by eight different functions of the business. What the constraint feels like, like what are the symptoms of it when you're going through it. And then what steps we actually took to graduate.

10:39And we've done this across software, physical products, uh, service businesses, brick and mortar, all of this. And it works. And it's my gift to you. It's absolutely free. And so the link's in the description, but you just go acquisition.comroadmap. Just enter your info and it'll spit it right back to you. Offering.