$100M Money Models by Alex Hormozi (Full Audiobook)

Acquisition.com Publishing is proud to

present 100 million-dollar money models,

how to make money, written and performed

by Alex Herozi. Dedication: What people

have said about Alex Herozi. Alex is my

husband, Leila Horosi. I have known many

people. Alex is one of them. People who

know Alex. Alex has said things people

have heard. Friends, Alex is better at

some things than others. Alex's favorite

teacher. Alex wrote a book. I have read

many books. magazine critic.

Guiding principles. Risk comes from not

knowing what you're doing. Warren

Buffett. More important than the will to

win is the will to prepare. Charlie Mer.

A quick word. Ila. I wrote this

dedication 6 years ago. I want to thank

my partner, my ride or die, Ila. You

found me at my absolute worst, and you

have fought beside me

shoulderto-shoulder ever since. You said

you would sleep with me under a bridge

if it came to that. And I have not

forgotten. You stood tall when

everything was crumbling around me. I

would go to war with you. I would die

for you. If the world were a hurricane,

standing with you is like being in the

eye, calmly observing the storm raging

around us. There's no one else I'd want

by my side to fight the battles that

come. Being with you makes the stars

look within reach. Here's to a life

filled with the impossible. And 6 years

later, nothing's changed.

Trevor, as iron sharpens iron, so one

person sharpens another. Proverbs 27:17.

It's a rare and wonderful thing to have

the smartest man you've met call you a

friend. If ignorance is the only true

evil and knowledge the only true good,

you, my brother, are a force of good.

The world is better with you in it. And

I will fight to keep it that way. My

life wouldn't be the same without you. I

wouldn't be the same without you. I

doubt I will ever be able to repay the

favor that you have given me by being in

my life, but I'll live trying. Thank you

for giving me a gift far more than a

paragraph at the beginning of a book can

ever repay. We will put our brick in the

wall. Here's to a once in a generation

friendship. Filia

start here. The world breaks everyone

and afterward many are strong at the

broken places. Ernest Hemingway. The

first picture you see inside my book is

a picture of me standing in front of my

gym and a picture of where I used to

sleep on the gym floor. I stared at the

ceiling in the dark alone. I had no one

to go to. It sounds cool when you tell

the story later, but it didn't feel that

way. I was terrified. I went against my

father's wishes. I skipped out on

business school. I spent all my savings.

Everyone I cared about told me not to do

it. I was the idiot that gave up on a

good career. I thought I would look

forward to the struggle. But it got real

fast. Kids partied all night in the

parking garage above me. They'd race

over the steel dividers. It sounded like

gunshots echoing in my concrete bedroom.

And as soon as I started to pass out,

I'd get jolted awake by another bang,

bang, bang, bang. I finally gave up

trying to sleep at night. I settled for

midday naps in the utility closet. Then

in the dead of night, I worked. I had to

make money. My gym sat across the street

from a large storage unit business. The

owner became one of my few members, only

out of convenience. A few weeks after he

joined, he pulled me aside after his

workout. I've been doing a little math,

he said. It looks like you're

struggling. I tried to hide my

embarrassment, but I failed. All right,

kid. Let's grab breakfast tomorrow. I

hesitated thinking about my bank

account. Before I could answer, he said,

"Don't worry. My treat relief." The next

morning, we met at the local diner

around 5:00 a.m. As the waitress brought

our coffee, he asked, "How much time you

got left to live?" Huh? How much cash

you got saved up? About 5 grand. How

much time does that give you before you

run out? I thought about it for a

moment. About a month. Tough. How you

getting customers? I have a $39 six week

special on a discount site. How many

customers have you gotten? Four.

Looks like you've got a problem that you

need to solve fast. He let the statement

sink in. Then I saw a grin spread across

his face. Let me ask you a question. How

much does a free month of storage cost?

I shrugged. Uh, nothing. He took note of

my confusion and said, "All right, let's

go for a ride. I'll explain it at my

facility. As soon as we walked in, the

girl at the front desk greeted us. Good

morning, gentlemen. Good morning, Judy.

How much does a free month of storage

cost? He asked. 127, sir, she replied

cheerfully. He smiled and he turned to

me. Want to know how? I nodded. He took

me through the office and down one of

the rows of freshly painted units. So,

we advertised the first month is free,

and it is. But what's the first thing

you need after you get a storage unit? I

don't know, I shrugged. Exactly. Nobody

really does, but I do and I help him

out. So, let me give you a hint. He

pointed towards the lock on the door.

Right. A lock. Yeah. And not one of

those flimsy locks that kids use on

their lockers. Those won't fit here

anyways. Besides, any goon with bolt

cutters can get through those in a

second. But not one of these bad boys,

he tapped the lock to emphasize his

point.

Yesesh, it looks like it. Where do you

even get one of those? I asked. Funny

you should ask. I've got a whole storage

unit full of these. Yours today for just

47 bucks. Okay, okay, I get it. They

come in for the free month, but what

good is the storage unit unless you can

lock it? Exactly, he said. I get it. So,

where does the other 80 bucks come from?

Great memory. So, what else are you

going to want? I shrugged. Well, if you

have stuff to store, you're going to

need boxes to store it in. But never

fear, we've got boxes with tons of

different shapes and sizes to fit all

your storage needs. We also offer tape,

labels, and heavy duty markers to make

sure you know exactly what's in every

box and where you put it. Super handy.

Oh, duh. That makes perfect sense, I

said. What else are you going to need?

He asked. I don't know. Uh, help moving

it. Yes. Now, we don't actually offer

in-house moving services, but we have an

affiliate relationship with a local

moving business and make a kickback. And

if you want to move all your stuff

yourself, that's fine, too. We have

dollies, hand truck, straps, and other

useful tools available for a fee. After

all, why buy a bunch of stuff you only

use once? What a waste. Oh, yeah. I

didn't think of that, I said. What else

are you going to want? He asked. Uh, I

really don't know. Well, what you store

is valuable, right? At least valuable to

you in some way. I mean, if it wasn't,

you'd send it all to the dump. So,

you're going to want some insurance in

case something bad happens. Now, I

already give $500 of free insurance to

all customers. But if you have one of

the special locks only I offer, I'll

bump it to $100,000 for only an extra

$10 a month. He puffed with pride. Dang.

And all that adds up to 127 bucks. Yep.

But we're not done yet. You know what

always seems to happen. Onto his game

now. I played along. Beats me. What

happens?

Everyone has way more stuff than they

think. And they always rent too small of

a unit. In fact, it happens so often we

always offer one size up. They get the

space they need and we make a few extra

bucks. It works out for everyone. Wow,

this is pretty cool. I didn't know any

of this stuff. Of course not, he said.

Why would you? Fair enough. But how do I

use this to grow my gym? I asked. Yeah,

I've been playing this game as long as

you've been alive. And when you figure

out how to make money in one business, I

mean, really figure it out. You see ways

to make money in any business. And one

thing's for sure, the longer you play,

the more you learn. Wow. So, you've had

this place for 23 years. This place? No.

This is just one of my newer locations.

You have more than one? I asked. I have

27. Oh crap. I felt 2 in tall. Anyways,

I got to get to work. You know your way

out? He pointed to the door. Yeah. I

chuckled. I think I could make it across

the street.

2 and 1/2 years later. I now had six

gyms. I had leveled up. I wanted to

level up again. So, I paid $25,000 for

an hour of time with a famous marketer.

I had never spoken to him, but I knew

his stuff like the back of my hand. I

had one goal for this call, for him to

help me scale my gyms. After brief

introductions, we dove in. So, yeah. And

that's how I open my gyms at full

capacity on day one. I put $3,000 down

for a lease and then run a few days

worth of ads. I sell customers in the

empty building. Then the cash from those

signups goes towards more ads,

equipment paint flooring furniture

signage, and whatever else the location

needs. Doing it this way, I've opened up

a new location every 6 months with no

debt. Wow, so cool. Explain it to me in

a bit more detail, would you? His

business was making millions of bucks a

month. Those numbers blew my mind. And

he wants to hear how I advertise. I

beamed with pride. I advertise a free

sixe challenge until I get about 20

leads a day. Got it. Keep going. He said

about half the lead show up for

appointments. I sell half of those who

show into a $600 program. So about 25%

of my leads become paying customers. I

also get about another 80 bucks in

profit per customer from supplement

sales. Not too shabby. Agreed, he

grunted. So, you make like 680 bucks per

customer before you even open your

doors. Pretty dang good, but you left

something out. What did I leave out? How

much you paying per lead? Oh, five

bucks. If a deafening silence ever

happened in my life, this was it. He

stuttered a bit. So, you put $1 in and

get $34 out in 48 hours? Yeah. Is that

good? I asked. It's amazing, he said. Do

you have anything happening on the back

end? I grinned ear to ear. Yeah. A few

weeks later, I tell them that they can

get their $600 back as credit if they

choose to sign up for a year. Twothirds

of signups convert into memberships. So,

I end up with a full gym and $20,000 a

month of recurring memberships for

$3,000 down. Then, I rinse and repeat.

Wait a second. You do all this in 30

days? Yeah, pretty cool, right? He

rubbed his eyes. You shouldn't be

running gyms. Oh, God. I thought he was

going to compliment me, but he told me I

should quit. My mind raced. Alex, he

said, snapping me back into reality. You

have a level 10 skill set and a level

two opportunity. Okay. Well, what should

I do? I asked. You shouldn't be running

gyms. You should be showing other gym

owners how to do what you just showed

me. I hated the idea of giving up on

what took years to build. But he made a

lot more money than I did. I figured if

I ignored his advice, I may as well burn

my money. So, I took his advice. Over

the next 9 months, I closed down my

newest gym and sold my other five. That

gave me all the time to go all in on my

new company, Gym Launch. Over the next

two years, I flew around the country

turning gyms around. Then, after 30 plus

turnarounds, I switched to a licensing

model. I no longer flew out in person.

Instead, I helped them follow our proven

model to fill their gyms and increase

profits. A small market to be sure, but

they were starving, some literally. But

once they filled their gym in 30 days,

they told their friends. Gym Launch took

off like a rocket. It was wild. Over the

next 5 years, I took over $43 million in

owner distributions. Then, I sold 66% of

the company at 46.2 2 million in an

allcash deal. With that deal, I crossed

$100 million in net worth at age 31. And

to be clear, no one was more surprised

than me. From there, my wife and I

founded our family office,

Acquisition.com, to invest in businesses

we know how to grow. Our portfolio, at

the time of this writing, does over $200

million per year in annual revenue. It

spans brick and mortar chains, software,

services, and e-commerce. And even

though we worked in many different

niches, our companies have all grown

using the same principles I share in

this book. So, what's in it for you? In

a few pages, I took you from sleeping on

the floor to crossing $100 million in

net worth. So, the natural question is

how? Answer: by making more money from

customers than it costs to get them. And

that's what this book, 100 million Money

Models, is all about. Since I've been in

business, the landscape has changed more

than once, and it'll keep changing. The

good news is sound principles help you

print money no matter what. I've learned

a lot of money models. I cover my

favorites here. $100 million Money

Models shows already proven offers that

you can use today and the instructions

to make them happen. Think of $100

million Money Models as a book of

winning lottery tickets. All you have to

do is cash them in. Also, I want to make

something clear. These are my private

notes. If it's here, I've made money

with it. These chapters contain my

observations and experiences with

different businesses from local chains

to physical products to services to

education to software and so on. And

they were scattered everywhere over the

years until now.

This is my cookbook for making money.

How this book is structured. This book

teaches you one insanely profitable

thing. How to build a $100 million money

model. With a $100 million money model,

you make so much money in the first 30

days that the cost of getting more

customers will never be a problem again.

With so many customers, you'll be forced

to work on everything else in your

business just to keep up. A problem for

another book to solve. Winky face.

Here's the book outline.

Start here and problem this book solves.

You just finished it. Section one.

What's a money model? Coming up next.

Section two, attraction offers. Section

three, upsell offers. Section four,

downell offers. Section five, continuity

offers. Section six, make your money

model. That's it. Easy peasy. Pro tip.

Faster, deeper learning by reading and

listening at the same time. Here's a

life hack I stumbled on years ago. If

you listen to an audio book and read the

physical book or ebook at the same time,

you read faster and remember more. You

store the content in more places in your

brain. Nifty stuff. This is how I read

books worth reading. I also do both

because I struggle to stay focused. If I

listen to the audio while reading it, it

helps me avoid zoning out. It took me

two days to record this book out loud. I

did it. So, if you struggle like me, you

don't have to anymore. If you want to

give it a try, go ahead and grab the

audio version and see for yourself. I've

made my books as cheap as the platforms

let me, so this isn't a ploy to make

some extra coin. I promise. I hope

you'll find it as valuable as I have. I

figured I'd put this hack early on. This

way, you'd have a chance to do it if you

found the first chapter valuable enough

to earn your attention. Pro tip: hack

for finishing books. I get distracted

easily, so I need little tricks to keep

my attention. This one helps me a lot.

Finish chapters. Don't stop in the

middle. Completing a chapter gives you

positive reinforcement. It keeps you

going. So, if you meet a tough chapter,

finish it so you can start fresh on the

next one. Section one, what's a money

model?

Hermosi has the highest return on

advertising of any business using our

advertising tracking platform by a mile.

He has the biggest discrepancy between

dollars spent and dollars earned and we

only work with businesses spending at

least 250,000 per year on marketing or

more. So these are the cream of the crop

marketers and his numbers are in the

stratosphere by comparison. Alex Becker

CEO Hyros December 2019. Hello sir, can

I have your ID so I can look up your

reservation? The car rental agent said

smiling. I already had my ID in hand

ready, so I slid it across the counter.

H, it looks like we don't have your car

reserved. We have an equivalent car,

though, and you're a big guy. Would you

prefer a roomier pickup instead,

blinking a few times?

Yeah, that sounds nice, I said.

I've got you down here for 3 days. She

cocked her head to the side a bit. Would

you like to have a late return so you

can turn in the vehicle at any time

during the day without worrying about

late fees? I pulled up my schedule on my

phone. Yeah, we have an evening flight,

so that sounds good. Great. Give me a

second. Just putting that in. So, would

you like better insurance to cover any

bumps and scratches on the car? It

covers any and all damage to the vehicle

during your time. Nope, I'm good. No

plans on drag racing while I'm here? I

joked. So, only the minimum insurance

then? Yeah, that's all I need. Okay,

then. I'll have your keys in a second.

Did you want us to take care of fuel so

you don't have to worry about filling it

up? You can return it on empty and not

worrying about paying a fee. We do it

for $3.75 a gallon. What's gas cost

around here? I asked. About 350 a

gallon. She replied cheerfully. Sure,

why not? I hate filling it up when I'm

rushing to catch a flight. All righty

then. Here's your receipt. Just go

around the corner and your truck should

be halfway down to the left. Enjoy your

trip.

As I walked, I glanced at the receipt.

It stopped me in my tracks. I could only

laugh at myself. I came for a $19 a day

car and I left paying $100 a day. a 5x

difference. And that's the power of a

well-designed money model. They knew

everything I wanted before I asked. And

when they asked to solve problems I

didn't even know I would have, I

accepted. A money model happened. A

money model is a sequence of offers. At

their core, we find every opportunity to

solve a customer's problems and then

offer to solve it. For that reason,

money models tend to have many offers in

a specific order. If you offer the right

thing when customers realize they need

it, you can make as many offers as you

like. This is the rental car company's

money model stated plainly. Offer one,

vehicle upgrade. Offer two, late return.

Offer three, premium insurance. Offer

four, minimum insurance downell. Offer

five, prepaid gas. So, yeah, I paid

more, but it also solved more problems.

Let's break down the problem she solved.

First, she solved my big man in small

car problem by offering a vehicle that

had more space. Then, she solved my late

checkout problem by offering the

flexibility to keep vehicle longer. Then

she solved my worries about dinging the

car problem by offering insurance to

protect against it. Then she solved my

risk of missing my flight problem by

offering a way to prepay for the gas

ahead of time so I wouldn't have to do

it on my ride back. And all of those

things cost money that I was happy to

pay. The rental car company thought out

every nuance. They thought about every

problem then made their solution

available to me. They offer solutions

for higher fees and hassles I might have

had later for smaller fees in total

right now. As a result, my $19 rental

became a $100 rental. I paid more money

faster. And now we can see why rental

car industry brings in billions in the

United States alone per month. A

successful money model. Beware. Bad

money models kill businesses. It costs

many businesses more to get somebody to

buy a thing than they make in profit off

the thing. In other words, they lose

money getting new customers. That's a

big problem. And here's what happens.

They spend money to get customers. At

the end of the month, they realize they

spent more than they made. They cut back

on advertising. They get fewer customers

than they can handle because they can't

afford them. Then cut advertising

altogether. Float the business with

personal cash, loans, credit, and then

pray for profit. Sell percentages of

their business just to keep the lights

on. Wait months or years to make their

money back, if ever. Fall further and

further behind until finally they lose

it all. But it doesn't have to be that

way. There's plenty of money. You just

have to go get it. In traditional

business, the slow drip of profits from

lots of customers eventually pays for a

single customer. This drip starves the

business of cash. It means they can only

get customers through advertising if

they already have lots of customers. Big

companies or small companies with

investors can do this because they have

the money to burn. Think about it this

way. If you spend $100 in advertising to

get a customer and make $500 in profit

from them, that's a great deal. You

should take it all day. But what if it

takes you two years to make your cash

back? It's a great business if you

already have tons of cash in the bank.

Otherwise, you're going to run out of

money. That leaves you with two options.

Option one, wait two years to get paid

and pray you don't run out of money.

Option two, get paid fast and grow as

much as you darn well please. A good

money model is option two. Author note,

make enough profit to cover your cost in

30 days or less. I like to cover my cost

of getting a customer within 30 days.

Main reason any business can get

interest free money for 30 days in the

form of a credit card. If you clear your

balance before the end of the month, it

works just like normal money. So you can

use credit to get a customer, pay it

back, and then use it again to get the

next customer. And if you can pay it off

before 30 days, you can do it again.

Rinse and repeat. Good money models make

millionaires.

If you make more offers and people buy

them, you make more money. If you make

more money, you can use it to get more

customers. If they pay you that money

faster, the faster you can get those

customers and stay profitable.

But what if you make your customers

twice as valuable? You get twice as many

of them, and you get those customers at

twice the speed. Your business grows

eight times faster. And if you triple

them, your business grows 27 times

faster. See where I'm going with this?

You can get really big, really

profitable, really fast with just a few

changes. And that's exactly what I'm

going to show you how to do. Next up,

money models are a sequence of offers.

Different offers solve different

problems. So, if you want to win, you

have to figure out what to offer next.

To figure that out, you've got to

understand the four types of offers. The

four types of offers that make money

models. Stop being poor. Paris Seldon.

The limit does not exist. Lindseay Lohan

as Katy Herren in Mean Girls.

Making one offer works better than

making none. And making more offers

works better than making one. Combining

offers in a sequence makes a money

model. My money models combine four

different types of offers. Four types of

offers. Here are four types of offers.

Attraction offers, upsell offers,

downell offers, and continuity offers.

all improve our money model, but they do

it differently. They work great on their

own, but together they make your

business unstoppable. If you look at a

great business, you'll see different

versions of these offers as core

components of their money-making

machine. You can use one, two, multiples

of one, or all four together. You can

combine them however you want. But when

I look at my most profitable businesses,

I use all four. Here's why. If you don't

have an offer for getting customers, you

won't get as many. But let's say you do.

If you only have that one thing to

offer, you won't make nearly as much

money as you could. So, if you have

something to offer next, an upsell,

you'll finally get some cash, but you

still won't make as much money as you

could because lots of people still say

no. So, you turn those nos into yeses

with downells, and that works fine. But,

it would be even better if we get that

extra cash guaranteed to come in month

after month. So, you make a continuity

offer to top it off. That's how I like

to do it. So, that's how I structure

these sections. I start with attraction

offers because if you're not getting

customers, you need one of those first.

Then we cover upsell offers followed by

downell offers. Then to finish the four

types, I show you my favorite continuity

offers exactly how I learned them. How

each chapter is structured. Here's how

the rest of the book reads. One, the

story of how I first learned this money

model. Two, a description of how the

money model works. Three, a few examples

of how this money model works in

different industries. Think of how you

could use money model in your business.

Four, important notes and tactics that

make the money model work. These tidbits

help you execute the play like it's your

hundth time doing it on your first try.

Five, a summary. All the important

points about the money model, plus some

extra thoughts sprinkled in about how to

make the money model work even more

profitably.

Important notes. All right, before I

release this pile of golden nuggets, I

need to make a few things clear. Number

one, all businesses have money models.

It makes a business a business. Switch

the poor person mantra of this won't

work for my business to the rich person

mantra of how will I make this work for

my business. They all work. Be creative.

Two, some money models work better in

some businesses than others. They're

just different ways to offer stuff. If

you just try and copy what they do,

you'll be disappointed. To make it work

for your business, you have to design

your own. But don't worry, I'll show you

how. Three, if a customer asks for their

money back, give it back. Avoid the

headache. And if you made a goof, fix

the goof. Don't be a silly goose. Treat

customers well. Spend the time and

resources getting a customer better fit

for your business. Four, hard selling is

for weak products. If someone doesn't

want something, that's okay. Don't

convince someone against their will.

Make offers available at the time your

customer has a problem, and you'll be

ahead of the competition. If they don't

want it, no sweat. Find somebody who

does. It's a numbers game.

Five, obey the law. I learned these

plays in different situations from

different people using it on different

platforms in different times in

different places following different

rules. Advertising laws change all the

time and they tend to only get tighter,

especially when it comes to the word

free. Check with lawyers to see if an

offer you want to make is legal or not.

This book is intended to be money's

inspiration, so use it that way. Six, be

transparent. State the facts, and if the

facts aren't compelling, change reality

to make them compelling or learn to

frame them in a way that is. Don't lie.

You'll short change yourself long term.

And unlike credit card debt, you can't

file bankruptcy to erase a bad

reputation. Once you have a bad one, it

sticks for life. Number seven, any offer

can be used on its own at any time in

any order. A business works as long as

it makes a profit. Most offers in this

book could meet the minimum requirement

on their own. When used in the right

sequence, and at the right time, they

make a $100 million money model. I've

got big dreams, and I bet you do, too.

So, we're going to use them all. With

that said, let's go for a ride. First

up, attraction offers. Most businesses

spend too much to get customers and make

too little from them. They are cash

constraint. But you use cash to get more

customers, and I like more customers.

So, I always solve this first with an

attraction offer.

Free gift bonus tutorial on the four

types of offers. If you want a more

in-depth look at how we think through

layering different offers, go to

acquisition.com/training/money.

It's free and publicly available. My

goal is to earn your trust, and trust is

built brick by brick. Allow this

training to be the first of many bricks.

Enjoy. Section two, attraction offers.

How to turn eyeballs into money.

Attraction offers generate leads and

convert them into customers. They turn

advertising into money by offering

something free or at a discount. We do

this because everyone wants a great

deal. In a great deal, customers get far

more value than the price they pay.

Strangers can only take your word on the

value, but they absolutely understand

the price. For that reason, discounts

make anything a great deal to just about

anyone. And the greater the discount,

the better the deal. The greatest

discount of all being free. Free and

discount work interchangeably. First

off, anytime I say free, you can use

discount or $1. Anytime I use discount,

you can also use free or $1 and so on.

They all discount a product to some

level. Even if you discount 100%. If you

can imagine a way to use a discount or a

free offer, then you can do it. After

that, I'll let you use your noggin to

exchange them as you see fit. So, how do

you make money by offering free stuff?

Think about it this way. People look for

one thing and then buy another by

accident all the time. Attraction offers

get them to do it on purpose. But what's

a better deal than free stuff? More and

better free stuff. One free thing is

awesome. Two free things are awesomeer.

And maybe to get those two free things,

they have to buy one. That's how we make

money on free stuff. In this section, I

go over my five favorite ways to make

money by offering free stuff. Number

one, win your money back. Number two,

giveaways. Number three, decoy offer.

Number four, buy X, get Y free. Number

five, pay less now or pay more later.

Let's make some money. Free gift bonus

tutorial on attraction offers. I made a

free video for you on how to attraction

offers work. If you want it, just go to

acquisition.com/training/money.

There's no opt-in required. Enjoy. Win

your money back. If you do X or achieve

Y within Z days, you can get it free.

June 2013.

I was in a room full of experienced gym

owners and I was the new guy. We all

took turns talking about what was

working well. That's when Danny piped

up. Yeah. So, as you guys know, I've

been struggling with sales and I think I

got it figured out. I had this pain in

the butt guy who wouldn't buy anything.

He knew he needed it, but he also said

he needed more accountability. So, we

were going back and forth and he finally

came up to me with this idea. He said,

"How about this? I'll give you $500. You

train me for 8 weeks and if I hit my

goal, I get my money back, but in

return, you can use my results to market

your business." Fair enough. I figured,

what the heck? He wasn't going to buy

anyways, so I said, "Sure." "So what

happened?" I asked. "He hit the goal."

So did he give him his money back?

"Yeah," Danny said. I cut in. "So what

then?" He just left. "That's what you'd

think, but he ended up using the money

to buy more time." "Huh, seems decent

enough. What about marketing his

results?" Dude, making his workouts

public and posting his before and after

pictures brought 13 referrals. Oh,

that's insane. Now we're talking. Yeah,

I know. I offer this to everyone now.

The results are way better. People love

the offer. and all the free advertising

they do gets us their friends and family

to join, too. I'm making more money than

ever. This was the first time I ever saw

an offer like this. I updated it over

time, but the course stayed the same.

Pay now with a chance to get your money

back later. I used it for private

training, group training, private

nutrition coaching, and group nutrition

coaching. And once I saw how well it

worked with my customers, I started

putting the offer in my ads for new

customers. My cost of getting customers

went way down and my leads exploded.

Description: A win your money back offer

works like this. You set a goal for the

customer and tell them how to reach it.

If they reach it, then they qualify to

get their money back or get it back as

store credit. This offer grew my gyms

better than any other. It was also the

first grand slam offer Gym Launch taught

to gym owners. It has tons of

flexibility. So, if you want to get more

cash, get more customers, and get them

better results, nothing beats it. To win

your money back, the person has three

options. Get results, take actions, or

both. And to make this work, you have to

make the results and actions simple to

track. Results here. No matter what they

do, if the customer gets the result,

they win their money back. For example,

making X dollars a month, getting Y

customers, losing Z pounds, etc.

Basically, they bet on their ability to

reach the goal. Actions. Here, you hold

them accountable for doing actions

instead of getting results. No matter

what results they get, if the customer

does what you ask, they win their money

back. For example, attend all sessions,

calls, meeting, log progress, take

pictures, do assigned homework, etc.

Here, they bet on their ability to

follow instructions, actions, and

results. Here you hold the customers

accountable to following directions and

getting results. If they do both, they

win their money back. Often people

wanting to achieve a goal have too few

skills to do it. Even if they did bet on

themselves, they'd fail. By setting a

good goal for them and showing them how

to reach it, they have a fighting

chance. Here, they bet on their ability

to follow directions and that your

directions will get them the result.

Bottom line, customers put money down.

If they do the stuff or get the result

or both, they get it back as cash or

store credit. Examples:

business to consumer offer. Free 28-day

blueprint. Deposit X dollars and get it

all back if you one, attend all the

consulting calls. Two, post your

progress in the group once per week.

Three, journal daily in our app. Four,

attend your feedback session and your

transformation session. Hint, calls and

meetings become opportunities to make

more offers. Next example, businessto

business offer. Five customers in 5 days

free challenge. deposit X dollars and

get it all back if you one send 100

messages a day. Two, report stats on

messages sent. Three, attend daily

trainings. Four, postfinished homework

in group. Five, attend 5day consulting

call. Hint, here you offer more, better,

or new products and services.

Example number three, physical product

offer. Put 1 million miles on your car

and get a free car. So, you get a free

car if you one buy a new car from us.

Two, drive the car a million miles.

Three, turn it in. Four, take pictures,

and be in a press release. Five, we'll

credit all your original purchase

towards your next car. This was an

actual offer by Volvo years ago.

Important notes, this offer has

generated $1 billion in sales. It works.

I have made a lot of money with it. You

can too.

One-year Money Back works with new,

current, and previous customers. I like

to use it with new customers because it

offers the steepest discount possible,

100%. I like it with current customers

because it mixes them in with new

customers. And I like to use it to get

previous customers back because bigger

incentives get them to come back. It

works well with stuff that people start

and quit like starting a business,

learning new skills, losing weight,

building fitness, beauty regimes,

self-care, time management, mental

health management, etc. It keeps

motivation during the early pains of

learning. To this day, I've never seen a

better way of setting up a program for

results. A true win-win.

Don't worry, this offer makes some

money. If you did give all the money

back, this offer wouldn't make money.

But it does. First, many won't qualify

even with realistic conditions. Second,

those who do qualify often stay as

customers, but they can only stay

customers if they have something else to

buy. So, have an upsell ready to apply

their winnings to, which I'll cover in

section four, even more. Only offer when

your money back if you feel okay with

giving money back. Refunds are a part of

doing business. However, when advertised

well, the win your money back offer gets

tons of extra customers. And when you

give satisfied customers a great

follow-up offer, you make plenty of

profit. This more than outweighs the

refunds. From the data we've collected

from thousands of gyms, about 10% of all

customers will ask for their money back.

If you can't stomach that, don't do

this.

Offer store credit instead of cash. If

you don't want to offer cash back, you

can offer store credit instead. My

testing showed offering store credit and

cash back got the same number of

customers, so you might as well offer

store credit. But if you still want to

advertise free, pair it with an

unconditional satisfaction guarantee.

Adding the unconditional guarantee never

materially affected the people who

wanted their money back. Check with

legal counsel in your area. Of course,

don't take blood money. If someone

doesn't want me to have their money, I

want it even less than they do. As a

personal rule, if a customer asks for a

refund, entitled or not, I give it to

them. Just focus on getting the next

customer. How to create your win your

money back criteria. These criteria make

or break this offer. Good criteria have

three characteristics. One, they're easy

to track, so train them on exactly what

they need to do or they will mess it up.

Bonus points if people already do it.

Example, phones already track steps.

Word processors already track word

count. Cameras automatically date

photos, etc. Get customers results.

Make criteria likely to get them to

their desired results. Realistic

criteria do just fine. If you think the

criteria looks too easy, you've probably

gotten close to realistic. They may take

a few tries to get it right, but so does

anything worth making. Examples: Attend

meetings, workouts, watch videos, etc.

Whatever the best customers do to get

the best results, make everyone do it,

and they'll get great results, too.

Three, advertise the business. Make

advertising the business part of your

criteria. For example, posting about

their participation, tagging in social

media, referring or leaving reviews and

testimonials. How you apply store

credit. This is important. When

customers win their money back, offer to

apply it over a longer period or a bulk

package. Just offer to apply it to

something that costs more than their

winnings. In my experience, this keeps

customers engaged and makes you more

money. So, here's what it looks like.

You have a product or service that costs

$200 a month. A customer wins $600 of

credit. Avoid giving them three months

free upfront. Instead, apply the $600

over 12 months. So, $600 divided by 12

months is a $50 per month credit. Now,

they pay $200 per month minus the $50

credit for a total of $150 a month. To

be clear, they can use the credit

however they want, but I recommend that

you present this first. If they ask to

use it upfront, you can share my

perspective, which is that people fall

off if they don't pay something. A

discount over the long haul keeps them

engaged over the long haul. So, it's in

the customer's best interest to keep

some skin in the game. In-depth details

on this upsell offer in the rollover

upsell chapter in section 4. All

meetings and calls provide opportunities

to make more offers. Make check-in

meetings part of your money back

criteria whenever you can and make all

meetings required to win their money

back. Beyond helping them succeed, they

are the best opportunities to make

upsell offers. So, after you've checked

in, offer what makes sense based on

their feedback. The win your money back

offer and my gyms had three

appointments. Nutrition orientation,

which is before pictures, where I'd make

a supplement offer. Progress check-in,

where I'd make a membership offer. And

transformation feedback, which was after

pictures, where I'd make a membership

offer again. And if they bought the

membership at the last meeting, I

offered a discount if they prepaid the

year.

Make everyone a winner. Promote and sell

the program as though they will only get

it back if they meet the criteria, but

about halfway through, make your next

offer as if they've already won. You

lower the customer's anxiety about

failing, and you keep them longer.

They'll also love you that much more. It

goes something like this. I know you're

trying to hit this short-term goal, but

what's your long-term goal? Okay, that's

great to hear. You get that it's not

about this short-term program, but about

your long-term results. So, I'll tell

you what, to show you how much I want

you to hit your long-term goal, I'll

credit this program towards the next

one. whether you hit the short-term goal

or not. How's that sound? And then you

sign them up right there for the

long-term thing before they even finish.

At the end of the program, let the

losers win. If someone refuses your

first upsell and fails the challenge,

you can still upsell them again. Here's

how. Act like they won. I say something

like this. Don't worry about it. You

started. That's the biggest victory of

all. And even though you didn't hit your

short-term goal, you met ours, which was

finishing what you started. to show you

that we're in this for the long haul.

We'll credit your entire deposit towards

staying with us long term. That way, you

get your money back and you can still

hit your goal. How does that sound?

You'll turn that frown upside down and

they'll love you for it. Remember, we

don't get customers to make a sale. We

make sales to get customers. The

one-year money back offer has a simple

structure with lots of flexibility. At

its heart, you offer a product or

service and a way for customers to get

their money back if they actually use

it. Then, if they use it the way you

suggest, they will get good enough

results and stay open to more offers

and/or longerterm commitments. Summary

points. Win your money back is magical

for businesses that require customers to

put in continuous effort to get their

ideal outcome. The win your money back

offer rocks because you get loads of

upfront cash. You get more customers to

say yes to you since it's lower risk.

You get massive results for customers.

You get more long-term customers. They

advertise your offers to get you even

more customers. Making some meetings a

part of getting the deposit back give

great opportunities to check in with

your customers and make more offers

specific to their needs. Everyone thinks

businesses make money on people who fail

this program. No. The real money comes

from people who succeed with it and you

have something else to offer them. Trust

me on this one. The more results you

deliver, the more money you'll make.

Think long. Make the refund criteria

easy to track, aligned with the

customer's goals, and helpful to the

business. Only use a win your money back

offer if your refund rate is currently

below 5%. Otherwise, fix your product

before doing this. You'll risk getting

too many refunds.

Put the store credit towards another,

preferably more expensive offer. You

want them to stay customers, so give

them the opportunity. You never want

people to stop paying you. To make more

sales and keep more customers, make

everyone a winner in private. That way,

everyone stays surprised and grateful

when you make your upsell offer. Free

gift. Win your money back offer training

video. I've made a tremendous amount of

money with this offer, and I have more

details and stories I couldn't

reasonably fit in this book. If you want

that, I made a free video for you. No

opt-in required. To watch it, just go to

acquisition.com/training/money.

Author note, send me cool money models

you find or use. Submit any really cool

money models you see and I'll feature

them on my channel and in upcoming

versions of this book. I want this book

and the online training that's free to

expand over time to encompass every type

of money model. And I need your help to

do it. I will only live one life, but

together we can scour the earth for the

best money models in existence. Everyone

wins. So if you find a cool one, just

send it to valuacquisition.com.

Follow the same five-step format listed

above and you can send any links to it

if you can. Make sure to check out

acquisition.com/training

for updates on new ones. Giveaways. Many

will enter many will win.

Disclaimer: sweep stakes and giveaways

are heavily regulated. Main reason

they're exceptionally powerful and when

done wrong can become illegal

lotteryies. We don't want that. Jail

time. No bueno. Make sure you follow all

the local advertising laws. This

description is no way a guarantee of

lawfulness. I take no responsibility for

anything you do or don't do as a result

of reading this chapter. Oo, okay. Got

that out of the way. August 2020, I

hopped on the phone with the owner of a

fitness certification business to talk

shop. In a few minutes, he gave me the

rundown about how they certify fitness

enthusiasts and help them find clients.

Interesting business you've got, I said.

How do you get leads?

Well, it's pretty simple. We advertise a

full ride scholarship for our entire

program. People apply with their contact

information and then answer a few

questions. We ask stuff like, "Why

should we pick you for the full ride

scholarship? The best answer gets a full

ride." But we also do something more.

Nice. Keep going. I said, "We give out

partial scholarships." "What do you

mean? How's that work?" "Well, we often

have a clear winner for the full ride,

but tons of people have inspiring

stories, so I want to make sure they get

scholarships, too." Now, I can only give

away one full ride, but I can give away

as many partial scholarships as I want.

And then it hit me. Oh, so lots of

people apply for the grand prize and

only one person gets that, but the other

applicants qualify for smaller prizes,

right? So, I make a big deal out of the

person who wins the full ride

scholarship, but then I call everyone

else to let them know they got the

partial scholarship. When I talk to

them, they're thrilled. Most of them

join our program on the spot. So, they

don't know the actual price of your

thing when they hop on the call. Nope.

But they know the value of the full ride

scholarship. And then when you present

the discounted price of your program

with the partial scholarship, it's still

a huge savings. Exactly. So, not only do

you get tons of engaged leads, but you

also get more customers with your

surprise discount. Genius. It works

really well. We actually have to cap it

to make sure we can service all the new

signups. Believe it or not, we teach the

same play to trainers that we certify.

It works just as well to get fitness

customers and sometimes even better.

Man, I love it. He presented this as an

education offer and as a fitness offer,

but it's so much more. I'm going to show

you how to use it in any business. Free

giveaways generate many leads who show

interest in your most expensive product.

What could be better? Description.

Giveaway offers advertise a chance to

win a big prize in exchange for your

content information and whatever else

you want. Then after picking a winner,

you offer everyone else the big prize at

a discounted price. Giveaways also go by

names like scholarship, sweep stake, and

raffles. They all mean enter for a

chance to win. To run a giveaway offer,

you pick a grand prize, pick your

promotional offer, ask for contact

information and other eligibility

criteria, pick what actions you want

entrance to take to qualify for the big

prize, put the giveaway on a deadline to

add urgency, announce the grand prize

winner, and contact everyone else. Let's

go into each with more detail. Pick a

grand prize. Make your grand prize the

thing you want everyone to buy. Make

sure you assign a monetary value to your

grand prize to serve as a price anchor.

For instance, if you sell $5,000 worth

of value for $2,000, then advertise the

$5,000 value. Next, pick your

promotional offer. Your promotional

offer takes the place of the partial

scholarship in the story. You create it

by enhancing your core offer with a

discount, a bonus, or by minorly

changing it from the grand prize in

order to ethically justify a price

reduction using the grand prize as a

price anchor. And the bigger the

discount, the more compelling the offer.

So, the bigger the value you ascribe

your grand prize, the better. Remember,

leads entered the giveaway because they

found the grand prize interesting. It

gets you qualified leads because you

offer what they already showed interest

in at a discount. Call your promotional

offer, the thing you sell, to everyone

else, whatever you want for your

giveaway. Scholarship, gift card,

dollars off, store credit, vouchers,

etc.

Next, ask for contact information. In

exchange for a chance to win, ask for

permission to contact them in any way

you please for follow-up promotions.

Beyond that, I survey for prize

eligibility and then ask them to take

qualifying actions. So, what's

eligibility? If I ask them if they're a

fit for my products, like, "Do you own a

vet clinic?" or more character/nebased

questions like, "Why should you be

selected?" Ask for qualifying actions.

Those are other stuff entrance do to

qualify to win. I also use these to get

them to promote my giveaway more or

demonstrate higher levels of interest.

Example, attending a call or event,

making a post, entering a group, etc.

Put the giveaway on a deadline to add

urgency. Set a date for the grand prize

drawing. Make your giveaway more urgent

by only making it available for a

limited time. I like 3 to 7 days from

the day I start promoting it. As soon as

leads enter the giveaway, update them

daily. First, let them know how long

they have left until you announce the

winner. You can do this with email,

direct messages, text, social media

posts, and so on. Do as many times as

reasonable. Once a day across all

platform works fine. Second, provide

value along with your countdown. Show

everyone the benefits of the grand

prize, how excited they should be, and

refer everyone to social proof. Keep the

hype alive. Pro tip: Whisper Tea Shop.

Once people enter the free giveaway, it

may help to think of the countdown like

a mini product launch. So, check out the

affiliates and partners chapter of $100

million leads for a detailed look on

launches. Announce the grand prize

winner and start contacting everyone

else. Announce the grand prize winner

publicly, then message everyone else who

qualifies for your core offer privately.

The beauty is everybody else qualifies

for a promotional offer. Notify them by

text, email, and direct messages. In

that message, ask them to schedule a

call up because they qualified for

something. If you need a reason, just

say that you found their answers or

story so compelling you felt obligated

to give them something just for

entering. Think of your promotional

offer like a participation trophy. To

make sure they redeem, add another

deadline. Make claiming your promotional

offer. The scholarship, gift card,

dollars off, store credit, vouchers

expire in 7 days. The second content

works like the first. Show the benefits,

more social proof, and more valuable

stuff about your offer. Give them a way

to book a call to claim their

promotional offer. Explain the cost to

value using their discount. My rule of

thumb, make your core offer discount

equal to 10 to 30% of your gross

margins. Say we advertise a grand prize

with a $5,000 value and a $2,000 retail

price tag. Everyone else gets it for

$1,800, a 10% discount off retail. When

we let them know they qualified for

something, we explain they get $5,000

value for an $1,800 price tag. By

comparing the value of the thing to what

they pay, a 10% discount becomes a 64%

difference in cost of value. Bottom

line, remember, everyone that entered

the giveaway showed interest in your

thing. And if somebody shows interest in

a thing that you have to offer, offer it

to them. Example, free giveaways.

Dentist offer, free Perfect Smile

giveaway, grand prize, a free set of

invisible braces, $6,000 retail price.

Promotional offer, $2,000 gift card for

braces. Physical products offer, free

year of organic dog food. Grand prize,

free year of organic dog food, $1,000

retail price. Promotional offer, $300

gift card for dog food, usable only with

a one-year subscription. Services offer,

free ultimate giveaway. Grand prize,

free one-year package, $5,000 retail

price. Promotional offer, $2,000 voucher

redeemable towards one year of service

agreement. Consulting offer, free 16we

turnaround giveaway. Grand prize, 16we

turnaround. Retail price, $12,000.

Promotional offer, $6,000 partial

scholarship. Important notes. Consult

legal counsel about how to structure

your giveaway. I'm not legal counsel,

but I do consider these no-brainers

because of the way that I like to do

business. Somebody actually has to win

the grand prize. Make the grand prize

and qualifications to win clear in the

rules. Make clear that more than one

person can win a prize. Ask your legal

counsel about the rest. Eligibility

criteria get more customers to buy your

core offer. More people will take your

core offer if you can make the value

specific to them. I ask questions like

this to get ammo. Why should we pick

you? Why this program? Why now? Why does

this matter to you? Why is this

important to you? What's your goal? Etc.

That being said, the more work you make

it to enter, the fewer people will

enter, but the more qualified they'll

be. So, find your sweet spot. If your

giveaway doesn't work, it means your

grand prize wasn't grand enough. One of

my portfolio companies ran a giveaway.

They barely got interest. Their grand

prize, tickets to their event, not

compelling. I told them grand prizes

only work if they're grand. They tried

it again with a $50,000 bundle of

equipment from a well-known supplier in

the gym space, plus their core product

for a year, and this time it crushed.

Surprise. When you have an awesome thing

to give away and you advertise it

properly, the leads flood in. And

giveaway kind of explains itself. So, if

nobody bites, then I suggest you give

away something better or at least better

for the audience. Give away two prizes

for twice the leads.

If you give away one prize, that's fine.

But if you give away two grand prizes,

you can get twice the leads or more.

Here's how. Just tell everyone that if

someone they refer wins the grand prize,

they win one, too. That way, they get

endless entries into the contest by

referring their friends. This gets more

people to refer and work together. This

also provides a sneaky benefit.

Referrers are invested in the success of

their referrals. This keeps quality

high. Here's an example I did for

school.com, a platform I own for people

to build and monetize communities. Refer

a winner and you win, too. Many of you

are inviting friends to play the games

with you. And that's the point, to make

business fun. To encourage this even

more, we're adding a new incentive. If a

person that you refer gets in the top

10, you get to come, too. Aka, if they

win, you win. Beyond that, as a

reminder, anyone you refer to school

earns you a lifetime 40% commission.

Everyone's going to come to school

eventually, and people can only be

referred once. And since you're all

early, you have a bigger opportunity to

refer. So, I'd encourage you to refer

them before someone else does or they

come on their own. Imagine referring all

your friends to Facebook before everyone

was on it. Like that, but cooler because

you're actually helping them learn and

grow and getting a commission, too. To

refer somebody to share your referral

link, go here. P.S. You'll have a higher

likelihood to win the games if the

people you refer already have an

audience to give their group an

immediate boost. Scarcity. Scarcity.

Scarcity. Limit your giveaway by time,

number of entries, or both. You can run

giveaways for a specific amount of time.

Example, 7 days. A specific number of

entries, example, 5,000 entries, or

both. I like both. I match how many

people I let enter. I match how many

people I let enter the giveaway with the

number of people I have the time and

resources to connect with inside 7 days.

Any more would be a waste. Urgency.

Urgency. Urgency. I add urgency in three

places. To enter, to claim, to use. Make

how long they have to enter clear in the

advertisements. Once you announce the

winners, let them know how long they

have to claim it. When they do, schedule

their call the same day or the next day

if you can. Once you let people know

they won, tell them how long they have

to use it. I like hours, but I have gone

up to 5 days. In short, always have

deadlines. Have downells available. Some

won't or can't buy your promotional

offer, even with the discount or bonus.

And that's okay. Here's how I approach

it. At the start of the call, let them

know they qualified for two prizes and

that you'll help them figure out which

way makes the most sense for them. Then

present your promotional offer, aka the

discount on the grand prize thing. If

they take it, great. If not, then offer

the same discount by percentage on any

other product you have that makes sense

for them. If you have a recurring

revenue business, apply their discount

over the longest period of time they'll

agree to. Then set up their monthly

subscription to bill automatically at

normal rates after the discounted period

ends. Summary points. At their core,

giveaways ask an audience to apply to

get a high value thing of yours for

free. Many will enter, one wins. The

rest qualify for discounts on your core

offer. Pick a grand prize people want.

Give two prizes away if you want more

people to refer. Tell them if Tell them

if someone they refer wins, they win the

other prize. Offer a chance to win the

grand prize to anyone who enters and

qualifies. You can get great information

from every lead because you can make it

part of the entry process. Get

information that indicates how your

offer will provide them value. This

becomes important for making offers

later. Advertise your giveaway for 7

days or until the number of leads

surpasses the number that you can manage

to call in 7 days, whichever comes

first. Book appointments with everyone

else to claim your promotional offer.

Use whatever reason why feels good for

you. Put an expiration date on people

claiming their prizes to make them more

likely to claim them. If somebody says

no to your core offer, have another

product or service to discount. It may

suit the lead better. Free gift.

Giveaways bonus training. Giveaways are

one of the strongest attraction offers

on earth. They're so good they need to

be regulated. I mean, who doesn't want

something for nothing, right? I made a

free video training that covered the

topic in depth. If you love this stuff

as much as me, you can check it out at

acquisition.com/training/money.

As always, you can scan the QR code if

you hate typing. Enjoy. Decoy offer.

Which one do you think will get you the

best results?

June 2014.

John, my second mentor, retired early.

He spent his retirement raising his

girls, playing golf, and hanging out at

his lake house. He was a man who had

lived. Once in a while, he'd invite me

to his lake house. And on those long

drives, he taught me things about life

and business I use to this day, like the

difference between price and value, the

pros and cons of low lowcost offers,

high volume, low price business models,

differences between recurring

subscriptions and one-time transactions,

and the art of keeping things simple in

business and life. John was great

company. I often wish we would drive

forever so I could soak everything in.

To him, this was just another story to

pass the time. But to me, it was a

lesson I would never forget. The 5-day,

$5 VIP tanning pass. You see, the beauty

of the $5, 5day pass is everyone thinks

they can get tan in 5 days. And they

can, but it's never as tan as they want

to get. And if they try to speed things

up, they'll burn. So, when someone comes

in with a pass, we ask them how tan they

want to get. And as soon as they say

they want to get a few shades darker,

we'll give them the turkey talk. What's

the turkey talk? John smiled and

continued, "Say a Thanksgiving turkey

takes 3 hours to cook. We all know what

happens if you double the temperature to

cook it in half the time. You burn it.

It takes at least 5 to 10 sessions to

get the color you want without burning.

And since they got to take some time

between sessions, it always takes more

than 5 days. And once they realize that,

we say, "Let's just credit your VIP pass

towards your first month. Why buy so

many $25 day passes when members get

unlimited access for just $19.99 a

month?" They immediately see the value

and think to membership. Easy as that. 5

years later. "Hey boss, we've got a

problem." "Oh boy, what's up?" I said,

"Our fitness leads have gotten way too

expensive. The guys who can sell are

still making it work, but most of them

are barely breaking even. Dang. So, it

finally happened, I said. I pressed my

hands to my forehead. I knew this was

coming. And the truth is, I was dreading

it. I tried for weeks to put a spin on

our previous offer. A new or interesting

twist that would buy us time. But our

test had failed so far. You got any

offers up your sleeve? He asked. I

racked my brain, then remembered the $5

VIP tanning pass. That might just work.

Why don't we offer something super cheap

to get leads, but when they come in,

make them a crazy offer that costs more,

but is 100 times better? They can still

take the cheap thing, but we'll just

explain that they'll get way better

results with the extra accountability,

nutrition, etc., "Yeah, I can run

something like that," he said a few

weeks later. "Alex, I think we cracked

it." "Awesome. Walk me through it." So,

we give two options. The first option is

free. I give one session per week. The

second option is an ultimate version for

$3.99. It comes with unlimited sessions,

one-on-one coaching, more personalized

stuff, and a guarantee they'll get

results or they repeat the program for

free. Oh man, that guarantee is solid.

What's the take rate? We got 70 to 80%

taking the 3.99 option. We're crushing

it. Awesome. Let's scale it. John was a

brilliant salesman and patient teacher.

His philosophy of giving customers what

they want now so you can give them what

they need later shaped many ways I do

business. He also inspired the offer

that saved my gyms. But the most

valuable thing I learned from him was

this. You have to know what gets results

for customers better than they do. This

makes our premium offer the clear

solution. And making our premium the

clear solution is what decoy offers are

all about. Description. Decoy offers

advertise something free or discounted.

Then when the lead asks to learn more,

you also present a more valuable premium

offer. The premium offer provides more

features benefits bonuses guarantees

and so on. By putting your decoy offers

and premium offer side by side, leads

can see how much more valuable your

premium offer is. I like decoy offers

because they get more customers overall.

They either take the decoy version or

the premium version. If they take the

premium version, great. If they take the

decoy, also great. It gives you time to

upgrade them rather than just losing

them immediately. But either way, you

can close everyone. This makes it cheap

and profitable. Get new customers and

any business can do it. Here are the

steps to make a decoy offer. Advertise a

lesser, smaller, or simpler version of

your premium offer as a decoy. Then when

leads engage, offer both options, but

emphasize the premium one.

Examples:

lemonade stand offer, physical products.

Attraction offer, free week of lemonade,

or $1 week of lemonade. That would be

the attraction offer. Decoy option, you

can have this water and powdered lemon

and corn syrup. or premium option, the

organic all-natural vegan gluten-free

imported Italian lemons, which are cold

pressed and shipped straight to your

door. You'll never need to waste time

coming to the store again. It'll have

you feeling like a Labrador puppy

chasing butterflies all day. It also

comes with other flavors like our

sparkling rosewater lemonade float tank

center example service attraction offer

free six week stress release or a $6e

stress release decoy option

one float per month with at home

do-it-yourself stress release exercises

premium option two times per week floats

for 6 weeks one-on-one consulting

journal sleep routine satisfaction

guaranteed

gym offer local business attraction

offer

free 21-day transformation or $21 21-day

transformation decoy option when they

walk in the door. Workouts done in a

school.com group once a day. A general

nutrition plan. Can watch recordings. No

support. No guarantee. Premium option.

Unlimited workouts. A personalized

nutrition plan. One-on-one

accountability. Results guarantee. Or

you get another 21 days free.

Important notes. How to make your decoy

offer. Offer fewer components, older

models, or less personalized versions of

your premium offer. Also, remove any

guarantees. Your attraction offer only

has to get leads to engage, nothing

more. Advertise benefits, not the

features. We want to sell them on the

dream outcome. We advertise a

transformation in 21 days, not workouts

and meal plans. Leads get specific

product details in the sales

presentation, not the advertising.

Private jets and rowboats can both get

you to an exotic island, but the premium

option is certainly more enjoyable.

You can advertise discounts in four

ways. So, let's say you have a year-long

thing that costs $100 a month. If you

wanted to have them pay $900 for the

year, you could say, one, percentage

off, 25% off. Two, an absolute amount

off, $300 off. Three, a free portion, so

three months free. Or four, total

package, one year for $900, but you

cross out $1,200 above it. They all mean

the same thing. It's worth testing to

see which one converts better in your

market. Make the contrast huge. The

value of the premium option comes from

the huge difference between it with the

decoy option. So, make the decoy option

as basic as reasonable. Then, make the

premium option as awesome as possible.

The bigger the contrast, the better the

deal. The more customers will take it.

Discount offers have higher show up

rates than free offers. In my

experience, if you run a free attraction

offer, you'll get more leads. If you run

a discount offer, you'll get fewer

leads, but a higher percentage will show

up. So if you have low show up rates for

appointments, try a discount offer

instead. This is especially important

for businesses where you have high cost

of someone not showing up. Think

doctors, lawyers, dentists, etc. If

possible, present the premium offer

first. In a perfect world, they take the

premium offer immediately. The decoy

offer stays in your back pocket. If they

come in specifically asking for the

decoy option upfront, then get them to

give you permission to sell to them. If

they ask to hear about your decoy, you

are legally required to present it. or

if you prefer to present it first,

here's how I like to do it. I ask them

this simple question. Are you here for

free stuff or lasting results? And as

soon as they say results, which most

people do, skip to your premium offer.

If they say free stuff, present the

decoy offer. Then immediately contrast

it with your premium offer. Then only

after presenting both, ask them which do

you think will get you to your goal

faster? Or which would you prefer, the

less valuable thing or why y more

valuable thing? Benefit one, two, three.

At this point, they'll have to say the

premium offer. Then you can move forward

in the sale, mutually agreeing it's the

best for them. When making your premium

offer, get excited about it. Present it

as superior to the decoy offer because

it is. And assuming it is, how it fits

the customer better. Your excitement

motivates people to take the option that

will get them the best value. From a

selling perspective, you want to talk to

the lead as if you already know they

will accept your offer. Many sales

people refer to this as an assumed

close. You operate from a position of

this is what everyone does. This is just

a formality. Let me get your ID and

credit card so you can get your value.

No hype, just friendly disposition.

Almost bored of how regularly people

buy.

Surprise benefit optional. To take this

a step further, if someone takes the

decoy option, you can choose to surprise

them with a few or low to zero cost

features from your premium offer. Just

say something like, "Hey, I'm going to

throw this in even though it's part of

our premium offer just because I want

you to get great results. This bills

goodwill, overdelivers, and increases

the chances they take your upsells

later." Remember, they're still leads.

Summary points.

Decoy offers advertise something free or

discounted. Then when leads ask to learn

more, you also present a more valuable

premium offer. Two, make the premium

offer far more valuable than the decoy

option by adding more features,

benefits, bonuses, and guarantees. Strip

down your decoy offer as much as

reasonable. When leads ask about your

decoy offer, present your premium offer

right next to it. Ask, "Are you here for

free stuff or lasting results?" for

permission to offer the premium offer

first.

You can still make money from leads who

pick the decoy option. You'll learn the

best way to deliver your decoy product

and maximize the upsells from it. Expect

to make money fast and if you're not,

then make the contrast between offers

larger. Free gift, no opt-in required.

Decoy offers training. Decoy offers one

of the most flexible attraction offers

in any business. You just need to know

more about your customers problems than

they do. They're also easy to train

people to sell. I've run them in a

number of different industries. If you

want to nerd out on the topic, I made a

full video breakdown for you. You can

check it out at

acquisition.com/training/money.

Buy X, get Y free. Buy one puppy, get

two puppies free. Downtown Nashville

2020. Bars and shops at this popular

tourist destination went in and out of

business all the time, but one store

reigned supreme. Boot Factory. Their

neon sign cut through the visual clutter

of the street like a hot knife through

butter. A cowboy boot directed me to the

front door. There was no mistaking what

they wanted me to do. So, of course, I

obeyed. And as I got closer, I could

make out their offer. Buy one pair, get

two pair free.

A decade passed since I'd been to

Nashville, but I remember the sign and

buy one get two free offer like it was

yesterday. As a kid on bar crawls, I

thought the offer was dumb. How could

they give away so much stuff and stay in

business? But now with some offer making

under my belt, I could appreciate it. I

went straight to the men's section and

grabbed a boot. Curious, the price was

marked down twice to a final offer of

$600 for the pair, but these were normal

looking boots. The young me would have

scoffed, but the business me realized

that I had missed something. The store

got much bigger since the last time I

saw it, so the offer clearly worked.

Then it clicked. They charged three

times the price for a single pair of

boots because they came with two more

pairs. So rather than saying come to

Boot Factory and buy boots at a fair

price, they managed to create a free

offer. Even in the few minutes I checked

out the store, bachelorettes filled in

getting matching pairs of boots. And

since the Boot Factory sat in the middle

of a street full of cowboy themed bars,

this happened a lot. It was brilliant.

description in buy X get Y free offers

when customers buy something they get

other stuff free. The more free stuff

they get and the higher its value, the

better it works. Free offers get way

more attention than discount offers. But

if you have one thing to sell and you

give it away, you go hungry. In

situations like this, businesses tend to

lean on discounts. They run sales,

relying on holidays, seasonal changes,

or whatever as reasons to temporarily

lower their prices and get more

customers. But by selling more than one

thing at once, you can turn discount

offers into even stronger free offers.

When you have more than one item, you

can make the discount value large enough

that it covers the price of the more

stuff. For example, I could sell three

t-shirts for $10 each for a total of

$30. Or I could sell one t-shirt for $30

and give away two for free. It's the

same price, but way more free stuff.

And if I wanted to offer a discount

rather than only reframe the price, I

could do this. I could sell three

t-shirts for $6.67

each for a total of $20, which is a 33%

discount. or keeping the same discount,

I could sell one shirt for 20 and give

away two free. It's the same price, but

way more free stuff. Again,

Boot Factory took the first option. They

tripled the price of one pair of boots

and added value in more boots. And an

expensive pair of boots with two free

gets Boot Factory more customers than

selling one pair at a fair price. Plus,

if you can include free, then it

attracts even more customers. Examples:

Buy one, get two free physical products

offer, the boot factory offer. One pair

of boots, $200. Buy X, get Y, free

offer. Buy one for $600, get two pairs

free. End result, they still buy three

pairs of $200 boots for a total of $600.

Three versions. Now, here's three

different versions for an 18 months of

services agreement, aka three pairs of

boots. Here's a good version. Buy 12

months, get six months free. $1,800.

Here's a better version. Buy six months,

get six months free, $1,800. Here's the

best version. Buy six months, get 12

months free, $1,800. Everyone pays the

same price for the same amount of

service, but the third option is the

most compelling. Hint, it has the most

free stuff. Important notes. Buy X, get

Y free gets people to buy more stuff and

provides more value. It used to take a

whole year for some of my service

businesses to make their money. But buy

six, get six offer attracted far more

customers than the original

month-to-month offer. Even better, they

got paid up front for it.

Raise prices before giving away free

stuff to preserve profits. If you use

this to attract customers, it will work.

And since it will work, you need to make

money. So, permanently raise prices to

accommodate the discount. Don't lie.

Actually raise your prices. Since this

is what all new customers will be coming

in on, then it makes sense to change it

for a season at least. Plus, plenty of

people might still take your double

prices all cart and break your limiting

beliefs around prices. You're welcome.

Buy X get Y free works better if you

have more free stuff than paid stuff.

For example, buy 10 get two free is not

as strong as buy 2 get 10 free. This

seems obvious, but again, people don't

do it. To make it work better, give more

free stuff than you ask people to buy.

Just play with the pricing until it

makes sense for you. Buy one get two

instead of buy two get one. The free

things can be different from the paid

things. When people first start doing

offers like this, they match the free

and paid stuff, but you can mix and

match whatever you want. Just make sure

the value of different free stuff still

makes the offer compelling. Example,

let's say socks have a $10 value. If

they buy one shirt for $10 but get $20

of free socks, it may seem like a better

deal.

More cheaper things can work better than

fewer free expensive things. Revisiting

the t-shirt example, let's say I could

only afford to give away one shirt for

free. But for the same cost, I could

give them three pairs of socks. I'd

probably test buy one shirt, get one

shirt free against buy one shirt, get

three pairs of socks for free. Socks

cost less than a shirt, but people still

see buy one thing, get three things

free. Sometimes more cheaper things

works better than fewer expensive

things. Rather than offer a 33%

discount, try buy 1 get two free. Even

though it can be structured to

accomplish the same thing, free drives

more interest than a discount. More

people know the value of free than the

value of one shirt. For example, rather

than selling $10 shirts for $6.67 each,

33% off, you may get more interest and

make more money by offering buy one

shirt for $20, get two free. Just test

it. Do not make offers like this if you

can't manage money. While buy X get Y

free offers create massive cash flow for

a business, you need to deliver. So, if

you get a whole year's worth of payments

in a month, make sure you can deliver

for the whole year. Budget the correct

amount of money to service your

customers for the duration of your

agreement. Don't be a goon and buy

yourself a house with the cash meant for

servicing your customers. Selling stuff

you can't deliver on breaks the law and

ruins your reputation. Deliver on your

promises.

Make this offer to existing customers

for fast cash. If you have a recurring

business already and need fast cash, you

can make this offer to existing

customers. Many will happily buy 10 and

get two free at their current price.

Just cap how many can take the offer to

10% of your customer base. This gives

you a good cash pop and keeps recurring

cash flow healthy. Even if customers

prepay, then you can still upsell them

different stuff. Now, a lot of people

don't want to make more offers to

customers who prepay for stuff. This is

a mistake. Speaking from experience,

these are the people who spend the most

money. Give them other offers to buy and

they will. After all, they may have

prepaid months ago. Their wallets have

been refreshed with new money that is

dying to make it in your pocket. Don't

get in the way.

If customers only buy once, make the buy

as big as you can. The boot factory in

my story catered to tourists that want

to fit in at the local cowboy bars. This

means most of their customers made one

purchase ever. For that reason, it makes

sense to make that purchase as large as

possible. Just provide the value to back

it up. If you only have one shot, you

might as well make it count.

Summary points. In buy X, get Y free

offers. When customers buy something,

they get other stuff free. Buy X get Y

free works for stuff that makes sense to

buy more of or get longer access to.

Basic buy X get Y free offers reframe

pricing. Buy one gets two free costs the

same as buying three, except customers

see the free offer as more valuable.

Just look at the 18 months of service

example.

Always try to give more free things than

paid things. You can pair different free

things with your paid things. Some buy X

get Y free offers discount the price

where buying more things costs less per

thing than buying the same number of

things one at a time.

Buy X get Y free can lengthen the amount

of time customers stay. If normal

customers stay for 3 months, then buy

two get two free will keep them for 4

months or whatever you set it at. This

gives you more opportunities to make

more offers and provide more value.

If you use buy X get Y free to generate

lots of cash fast, make sure you manage

it well and deliver on your promises. If

you need fast cash, you can make this

offer to existing recurring customers.

Just cap how many you sell to so you

still have cash flow. Keep selling

customers who prepay long durations.

They are the most likely customers to

buy again. Free gift. Buy X get Y free

video course. Buy X get Y free gets lots

of cash and lots of customers. You just

need to know your math. I made a free

video for you giving you a few more

creative ways to use it. You can watch

the video for free at

acquisition.com/training/money.

Pay less now or pay more later. Time is

money. Benjamin Franklin. June 2016. A

headline caught my attention. Double

your reading speed in 3 hours or it's

free. I opened and scanned the text.

Inside, the world's fastest reader

offered a free training to double my

reading speed in 3 hours. So, I

registered. Why not? The registration

page said, "You can put your credit card

down for $0 and get build $297

tomorrow." And if your reading speed

doesn't double, just email us before

then and we'll cancel the charge, but

you must attend in order to be eligible.

Or you can just pay $97 right now and as

a free bonus, get the recordings, which

won't be for sale anywhere else.

I decided on the first option. I wanted

to see if my reading speed doubled

before paying anything. The whole

training, I expected him to sell me more

stuff, but he simply provided value.

After 2 hours using his tactics, my

reading speed doubled. Impressive. The

training had been true to the promise.

He earned his $297. After that, he

talked about how I could learn to read

even faster with his 8week training

program. I was satisfied with my

results, so I chose not to stake the

upsell. He taught me a skill I still use

to this day. But the true value came

from learning a brand new attraction

offer.

description. In pay less now or pay more

later, you give people a choice to pay

full price later or pay a discounted

price now. This play works so well

because remove all risk from the

customer. They pay later and only if

they like it. So, it combines the

benefits of a delayed payment and a

satisfaction guaranteed. Anyone can sell

this. Almost anyone will agree to pay

later if they're satisfied. But once

they agree to pay later, you can get

them to pay now with hefty discounts and

valuable bonuses. The pay later option

allows you to advertise free since they

can choose to pay or not. This gets lots

of engaged leads, but this free offer

has an added benefit. We get their card

on file. So, if they choose this option

and hate the product, then they can

cancel at any time before the charge

goes through. If they accept the pay

later option, we make a follow-up offer

to pay now. And pay now options provide

a 20 to 50% discount and greater

bonuses. And since we already have their

card on file, make it easy for them to

pay. Whether they choose to pay now or

pay later, you've got customers and

likely some profit. But to take full

advantage of this offer, you want

something else to sell. So have

something more, better, or newer to

offer when the time is right. And don't

worry, we'll go deep on upsells in the

next section.

Examples: Find your first real estate

deal. Free 3-day workshop. Pay later

option. $0 for 3-day workshop. Get build

$500 at the end unless you cancel. Pay

now option. $2.99 for 3-day workshop

plus recordings, one-on-one call with

certified distressed property expert,

plus printed materials to use delivered

at the workshop. Upsell offer from the

workshop $30,000 take you through every

other step of closing your first deal

within 6 months, plus legal templates,

advisors to vet the investment,

inspection checklist, etc. Local

business service. Trim your hedges for

free. Pay later option. $0 lawn cut plus

hedges. Then 600 bucks after if

satisfied. Pay now option. $369

lawn cut and hedges and lawn treatment.

Upsell $199 per month lawn care

services. The rep comes to the house,

makes the estimate, and offers both

options. Then upsells after the work is

done. Physical products 14-day clothing

trial. Pay later, $0 now. Get it, then

get build 149 in 14 days. Pay now, $97

for the clothing, plus an accessory that

goes with it. Upsell. The dress comes

with an offer for a monthly subscription

to more clothes like this. Customers

must return the product in like new

condition before billing to qualify for

the guarantee. Important notes. Promise

a clear yes no result. First, make your

promise a clear yes or no result.

Second, make sure you can deliver on it

within your time frame. If you don't,

they will ask not to be built. Duh. For

example, if you promise to decrease

someone's shoulder pain, have them rate

their pain 1 to 10 before you do your

magic. Then ask them to rate it after.

If it went down, you've succeeded, and

you can sell them something else. Keep

the promise simple, clear, and

measurable. This avoids unnecessary

cancellations.

Make a conditional satisfaction

guarantee. People can only cancel the

billing if they qualify. For example, I

had to show up to the reading training

to qualify to cancel the charge. After

all, they can't say that you suck if

they never tried it. So, be sure to

track the conditions necessary to

qualify. Think attendance, showing up to

an appointment, turning in data, etc.

Make the criteria what people do to get

the most value out of the product.

Win-win.

Bonuses for your pay now option. I hate

when people repeat content and call it

new. So, I didn't want to be like that.

I dedicated an entire chapter and $100

million offers bonuses.

You can grab a copy of that book or

watch the video training on my site for

free at acquisition.com/training/offers.

Optimizing your pay now and pay later

offer. If too many people take your pay

later option, discount the pay now

option more. Add better bonuses or both.

If too many people take your pay now

option, do the opposite. If more than

10% of pay later people cancel their

payment, you promise too much, the

guaranteed conditions are too low, or

the price is too high. Note, no matter

how well you deliver, some people will

cancel the payment, and that's okay.

Factored into your cost of doing

business and keep living your life. This

works for recurring revenue businesses,

too. You just give them the option to

pay a higher ongoing rate 30 days later,

or they pay less today and keep the

lower rate for good. Plus, add in some

bonuses. C. Section six, continuity

chapter onetime bonuses for more

details. Pro tip, if you run events,

workshops, presentations, hint at your

next offer early. If the reading guru

had said, "Everyone wants to know what

my next reading intensive starts because

they sell out so fast." I'll get to it

at the end, but please pay attention. I

want to deliver on my promise to make

sure you guys double your reading speed.

By hinting about his next offer earlier,

he would have sold more of it. Let me

explain. I used to do a lot of nutrition

consultations. People would interrupt me

all the time to ask about supplements.

It annoyed me. So, one day I spouted,

"Everyone wants to know what supplements

to buy. We'll get there, I promise. But

please pay attention to the nutrition

section. It matters more." By accident,

I applied everyone bought supplements

without offering them. And all the head

nods I got showed that they actually did

want more products. And all these

factors got more people to buy when I

did offer it to them. Summary points.

Pay less now or pay more later offers

give people a choice to pay full price

later or pay a discounted price with

additional bonuses if they pay now. The

pay later option has a delayed payment

with a conditional guarantee. Have clear

criteria to qualify for the guarantee

and easy ways to measure it. If you can

align the criteria with what gets people

the most value from the product. The pay

now option offers 20 to 50% discount and

bonuses if they pay now. Offer customers

the pay now option after they accept the

pay later option. If they choose pay

now, they get the discount and bonuses

instead of the guarantee. Make sure you

promise easy to track, difficult to

refute, and clear yes no results. If you

have more than 10% cancelling, you

promise too much, the guarantee

conditions are too low, or the price is

too high. Also, give extra attention to

those who claim they haven't received

what was promised before the

cancellation deadline. It may help

reverse them. Free gift. Pay less now,

pay more later training. No optin. This

is one of the most creative offers I've

ever seen or used. It does exceptionally

well with digital products and short

duration services. These can be scary

effective and also feel good. It's super

easy to teach salesmen as well. If you

want to learn more about them, I made a

deeper training for you at for free

atacquisition.com/training/money.

Free goodwill offer. He who said money

can't buy happiness hasn't given enough

away.

I became a quadripollegic in 2018 and

was living on welfare until I found your

content and book. I made $50,000 the

following 12 months as a freelancer.

Danny W.

I have a question for you. Would you

help someone you've never met if it cost

you nothing, but you didn't get credit?

Most people do, in fact, judge a book by

its cover. So, here is my ask on behalf

of a struggling entrepreneur you've

never met. Please help that entrepreneur

by leaving this book a review. Your

review helps one more small business

like Bills provide for their community.

In Bill's own words, I opened a pizzeria

in early 2020, shortly after finding the

$100 million offers book. Sales started

slow, but we did it. After I read $100

million leads, we implemented many

things like having customers donate to

the local food bank for a chance to win

free prizes for a year. I've lost count

of how many new customers we've gotten

after doing these things for the

community. This absolutely proves the

stuff works for any type of business.

Thank you, Bill.

Your review helps one entrepreneur like

Thomas support their family. In Thomas's

own words, "After 10 years, I got laid

off from my 9 toive job, but I found

your book and opened a tour guide

business in Colorado. Fast forward two

years later, and we have five employees.

I literally took what I learned and

built my dream. Now my kids and wife are

happier than ever." Your review will

help one more employee like Miguel have

more meaningful work. In Miguel's own

words, I received the book as a gift and

decided to pass it on to my six

employees. Since then, our business has

undergone a remarkable transformation

and continues to grow on a monthly

basis. Not only that, but I also give it

to my independent contractor trainers.

Thank you. Your review helps one more

entrepreneur like Simon transform their

life. Here's Simon's own words. I'm just

normal guy from Germany and I couldn't

get a client to save my life. Then I

bought $100 million leads. After reading

the cold outreach chapter, I started the

rule of 100. I expected maybe to get one

to two clients, but then I booked eight

meetings in seven days. I closed four of

them and earned my first $500 from one

of those clients. It has been 3 months

now and my career couldn't be better.

Your book was the only book I needed. I

recommend it to everyone. And your

review could help one more entrepreneur

like Alex get out of a hole. In Alex's

own words, I moved in with my girlfriend

making less than $1,000 a month. I

bought $100 leads and we applied

everything. 3 weeks later, we signed a

client for over $2,000 a month, then

three more. I owe you a lot more than

what these books cost. Your review helps

one more entrepreneur like Mohan flee

his country and get out of debt. In

Mohan's own words, "As a struggling

Indian immigrant trying to get to

Ireland, I made so little money I would

die before I pay off my debt. I tutored

on the side where I could. Then I read

$100 million offers and quit my job 11

days later. I did the same work but

learned how to make offers this time.

Clients were happy to pay, sometimes

even $1,500 when I gave some bonuses. I

make a liveable income now. And I

finally found what I love to do. I moved

to Germany now and my debt is almost

paid. Thank you." If you tell yourself

you do it later, instead, please do it

now. It takes less than 60 seconds to

change someone's life forever. If you're

on Audible, hit the three dots on the

top right of your device. Click rate and

review and leave a few sentences about

book with a star rating. If you're

reading on Kindle or an e-reader, scroll

to the bottom of the book, then swipe

up. It'll prompt you for a review. And

if for some reason these have changed,

you can go to Amazon or wherever you

purchase this and leave a review right

on the books page. If you feel good

about helping faceless entrepreneurs,

you're my kind of people. Welcome to

Mosy Nation. You're one of us. I'm that

much more excited to help you make more

money than you could ever possibly

imagine. You'll love the tactics I'm

about to share with you in the coming

chapters. Thank you from the bottom of

my heart. Now, back to our regularly

scheduled programming. Your biggest fan,

Alex. Attraction conclusion. Extra extra

here. All about it. The point of

attraction offers is to turn strangers

into customers and do it in a way that

gets more cash up front. Ideally, we get

enough cash to cover the cost of the

customer and the cost to deliver our

thing multiple times over. That way, we

can pay ourselves back and get our next

customer. I showed you the five most

powerful attraction offers I've seen and

used. Win your money back, giveaways,

decoy offers, buy XKY free, and pay less

now or pay more later. I apply them at

one time or another to every business I

own. They turn $1,000 into 10 million in

10 months because when I got returns, I

kept doubling down. A grand slam

attraction offer changes your business

and life forever. After using attraction

offers, we've got more customers. And

now that we've got them, we need to

boost our 30-day profits even more by

selling them even more stuff. This leads

us to the next component of a $100

million money model. Upsell offers. What

to offer next? Section three, upsell

offers. Do you want fries with that?

McDonald's famous upsell. With an

attraction offer in place, you've got

customers and cash. If we did a good

job, we've turned a profit, too. Nice.

Now, we want to maximize 30-day profits.

So, what do we do? Answer: Make more

money. To do that, we make upsell

offers. And when it comes down to it,

upsells just means whatever we offer

next. How upsells work.

When an offer solves a problem, another

appears. You upsell the solution to the

problem your offer reveals. So, every

offer opens the door to an upsell, even

upsells. Often, upsells make the

majority of the profit. They make or

break a bunny model. Let me show you how

much. Let's say a burger shop makes 25

cents in profit on a $2 burger. If it

was the only offer they had, they'd have

to sell 10,000 burgers a day to cover

costs and barely ek out a living. Good

luck. But they have more offers beyond

just the burger. They ask, "Do you want

fries with that?" If the person says

yes, they profit another 75 cents and

then ask, "Do you want to make it a

meal?" which adds a drink. If someone

says yes, they profit an extra $1.75.

Their profit goes from 25 to $2, an 8x

increase. And on top of that, they offer

a third upsell. Do you want to

superersize your meal for just a buck

more? This takes profit from a measly 25

to a massive $3 11.6x increase. And now

this little burger place actually has a

chance of succeeding.

I show this basic and common example to

point one thing. Your first offer

doesn't always have to make a profit. In

other words, the thing you sell the most

isn't always the thing you make the most

profit on. You make it on the second,

third, and in the case of the burger

business, fourth offers and beyond. If

McDonald's didn't upsell fries and soda,

there wouldn't be a McDonald's. If you

want to win, you have to figure out your

version of do you want fries with that?

If you don't, others will. Upsells fail

when you offer something they don't

want, too different, or doesn't solve

their problem. You offered at the wrong

time before they've experienced the

problem. You offer at the wrong way,

they don't believe you. Or a combination

of all three. In summary, offers tend to

offer more of what they just got. Think

quantity. Why have one burger when you

could have two? Better versions of it.

Think quality. Why have mystery meat

when you could have sirloin? New or

complimentary stuff? Think different. Do

you want fries and a soda with that?

I use four simple and brutally effective

upsell offers. The classic upsell, menu

upsells, anchor upsells, and rollover

upsells. And with just a few tweaks, you

can fit them into your business today.

Warning, this section is brutally

effective and must be used ethically.

That being said, let's make some money.

Free gift upsell offers, no opt-in. If

you want to make more profit per

customer, you got to sell more stuff.

Knowing the right time, way, and stuff

to sell is key. I've learned my fair

share of lessons doing it the wrong way.

I hope I can help you avoid those

mistakes and get it done right the first

time. I made you an additional training

on this chapter you can watch for free

at acquisition.com/training/money.

The classic upsell. You can't have X

without Y.

He was a premier fur coat dealer, a

fourth generation business savant and a

childhood mentor of mine. We sat down to

catch up in a swanky restaurant across

from his shop. Within a minute of

ordering, our salmon appeared. What do

you think this salmon cost the

restaurant? Three bucks? Maybe a few

extra pennies for the garnish. And look

at the menu. They're charging 32 bucks.

Unbelievable. But we pay it. He took his

first bite and chuckled to himself, then

continued. So, I heard you got into the

game. Good for you. Never would have

guessed when you worked at the shop. You

were kind of awkward.

What can I say? Brushing 7,000 fur coats

in a row melted my brain. I chuckled.

You still making a killing on that? A

sheepish grin appeared. Yeah, and that's

not even the best part. My son came up

with something genius. His son would be

the fifth generation owner. Tell me

about it, I asked. We advertise free ear

muffs with coat storage. And get this.

When customers come in to get their

muffs and store their coats, he says,

"Great. And we'll store those as well

for $30. You don't want to store

anything else, do you?" And of course,

they say no. Wait a second. So, you get

them to pay for additional storage for

free ear muffs by getting them to say no

to another upsell. You guys are legends.

Us? No, you stay creative and if

something works, we stick with it.

Whenever he talked business, he'd light

up. Despite being awkward around his

shop, I learned many lifelong lessons

from him. I share the story in homage to

those lessons. Description: The classic

upsell offers a solution to the

customer's next problem the moment they

become aware of it. I explain the

classic upsell first because it's

extremely profitable, easy, and anyone

can do it. Main reason. Current

customers always have a higher chance of

buying your stuff than strangers. And

when timed right, customers upsell

themselves. The classic upsell relies on

knowing more about your customer's

problem than they do. And you darn well

should. It's your business after all.

The idea is simple. Your core offer

solves one problem and creates another.

Your upsell immediately solves that next

problem. This gives the classic upsell

its you can't have X without Y

structure. Like the rental car story,

you can't have a car without insurance.

You can't have a car without gas. You

can't have a good trip without a late

checkout, etc. All these things become

immediately apparent as soon as the

customer makes the first purchase.

Bottom line, if a problem appears and

you can solve it immediately in exchange

for money, do it.

Examples: Local car wash service, first

purchase, car wash. Upsell, sealant.

You're not going to want to do the car

wash without the sealant. You'll get way

more for your money. Physical product,

first purchase, bicycle. Upsell one,

helmet. Upsell two, lights. Upsell three

puncture resistant tires. Can't have a

bike without a helmet.

Digital product first purchase course on

exercising. Upsell nutrition course. You

cannot exercise a bad diet, so you're

going to want a course on nutrition.

Important notes. Actually do it. You'd

be amazed how many businesses come to me

and only sell one thing. I usually tell

them, you barely have a business. You

have a front end. Figure out what you're

going to sell next. months later, I hear

they actually 5x their business because

they actually offered an upsell.

Offer more profitable upsells first. If

I offer two products and one has a

higher profit than the other, I offer

the higher profit option first. Get them

to say no to say yes. I was always

amazed at how often the fur coat dealer

got people to buy stuff by saying no. He

knew people had been trained to say no

in response to you don't want anything

else, do you? But this actually turns a

no into a yes. So, when upselling, the

question translate to, "You don't want

anything else besides what I just

offered, do you?" Clever salesmanship.

So, let the nos parenthesis yeses roll

in.

Surprise and delight. Let's say you have

four bonuses you save to get people to

buy who are on the fence. Add one at a

time. If they say yes before you add

them, still give them all four. It will

surprise and delight them, and it

guarantees you still sell the same thing

to everyone so no one feels left out

later. Sell more when they're buying

more. Hyper buying cycle. Most buyers

enter a hyper buying cycle when they

decide to do something new. It's a short

window of time when they're most excited

about a new thing they're going to do.

This is when they spend a huge chunk of

money in a short period of time. Think

weddings, starting new hobbies, having

babies, moving to new places, and so on.

If you have a business that caters to

these sort of problems, don't shy away

from upsell offers. Embrace it and keep

making offers. Use free bonuses to

create problems. Upsell offers solve.

Bonuses solve problems. That's what

makes them valuable. And because of the

problem solution cycle, they can also

reveal them. Upsells can solve that new

problem. The ear muffs, for example,

cost materials and labor, but they were

able to give them away for free by

getting customers to pay $30 to store

something they just got for free. The

faster people get access to stuff, the

more they'll value it. A $10,000 thing

you get later is worth less than a

$10,000 thing you get now. The longer it

takes someone to access something, the

less value it has in the moment. So, if

you want to raise the chance of someone

taking an upsell, make it available as

soon as you can. Bonus points if you can

put it in their hands before they've

said yes. It's way harder to give

something back once you've gotten it.

If you bundle upsells, name them. It's

easier to sell someone one thing than

nine things. By bundling items together,

you can make one ask and get nine sales.

I named the packages based on the

customer type and/or result. For

example, fastest results bundle or a

transformation package or minimum

package. All these will boost upselles

per person. Last, you can peel some of

the products or features from the

package as a way to downell. More on

that in section five, downell offers.

Integrate upsells into your other

offers. Make stuff you upsell part of

how you deliver other offers. Then more

customers will take them. My meal plans

included optional supplement

suggestions. So, when I went over

nutrition, people asked about

supplements. Gym launch sales and

marketing training suggested optional

softwares. This led gym owners to buy

them. Integrate the next thing you want

to sell into the first thing they buy.

Make sure you book a meeting from a

meeting. Bam. Fam. The more times you

can upsell, the more people you will

upsell.

If you upsell more people, you can make

more money. And since you want that, end

every appointment by scheduling the next

appointment. Don't let them leave

without booking. As my big fancy public

CEO friend Chiron says, a customer

should know the next time they see you

and why before they leave. So if you

agree to meet again, agree on why and

when right then. Upsell as many times as

it makes sense to. The rental car agency

had lots of upsells. Their burger place

had lots of upsells. My gym had lots of

upsells. Gym Launch had lots of upsells.

Offer many solutions as there are

problems that you can solve. Don't be

shy. If you can solve it, offer to. The

second worst thing that happens is they

say no. The worst thing is if they would

have said yes but you never asked. The

magnetic middle. Pro tip. How to offer

more of the same thing. If you have two

things and want to sell one, add a third

option to nudge the option you want them

to buy. Movie theaters do this all the

time with soda and popcorn. Here's how.

Their small, medium, and large pricing

work something like this. small $5,

medium $8 rather than the rational price

of seven which would be in between and

then C large $9. Result more people take

the large. People who take the small

option will always take the small

option. People who take the large will

always take the large. But the people

who would normally take the medium will

now probably take the large. If you want

to get more people to buy the medium

option, you'd price it like this. Small

would be $6 rather than the rational

price of $5. The medium is seven,

halfway in between the original pricing.

And then large is $9. This upsells more

people into the medium option because

now most people would normally get a

small will get a medium. Bottom line, if

you have a lot of customers buying

small, you can bump them into mediums.

If you have a lot of customers buying

medium, bump them to large. If you have

a lot of customers buying large, raise

all your prices. Upsell guarantees,

warranties, and insurance. Many

businesses offer guarantees on products.

Many businesses offer warranties on

products. Many businesses offer

insurance on products. You can upsell

all of them. So instead of doing it for

free, just add 5 to 50% onto the price

in exchange for a guarantee that the

thing does what you say it will.

Example, an art studio used to replace

damaged portraits at no charge. I told

them to start asking for customers if

they'd pay an extra 10% for it. Now 30%

of customers buy stuff the art studio

used to give away for free. Pure profit.

Summary. Your attraction offer reveals a

problem. Upsells, whatever you offer

next, solve it. Use the classic upsell

for immediate problems revealed by your

previous offer. Asking you don't want

anything else, do you? Gets people to

agree by saying no. It works. Increase

the chance customers take upsells by

giving them access to it as soon as

possible. Give away bonuses that create

an upsell opportunity. A great way to

make more cash. To get more chances to

upsell customers, make BamFam a way of

life. Book a meeting from a meeting. You

can have as many upsell offers as you

want as long as you keep solving

problems. You lose nothing by offering

to solve someone's problem. If it makes

sense for your business, you can charge

for guarantees, warranties, or insurance

rather than giving them away for free.

Free gift. Watch the classic upsell

video training. No opt-in required. The

first upsell everyone should learn is

the classic upsell. There are a bunch of

tiny tips that can make a big

difference. I made a training video to

make sure that you didn't miss any of

these tiny details. You can watch for

free at acquisition.com/training/money.

Menu upsells. You don't need that. You

need this. December 2013. People kept

joining the gym like normal, but nobody

cared about my supplements. I read

somewhere, keeping shelves full got more

people to buy. So, I stocked my shelves

with all the labels in a perfect row. It

didn't work. I also heard if I told

someone about the cool science they

would buy. That didn't work either. I

got a few pity purchases from loyal

members, but I was doing something

seriously wrong. Why do I suck so much?

On a particularly rough day, I had 19

nutrition consults, and nobody bought

anything. It was miserable. Then

appointment number 20 came in. She had a

nice purse and a big diamond ring on her

hand. If I can't sell her, I should just

quit trying. But then I remembered, I've

got $5,000 in inventory on my shelf. I

got to figure this out. We went through

her nutrition consultation and I started

getting nervous. I got so nervous, I

forgot my script. And rather than

gabbing about science stuff, I just

asked, "You've got a protein shake for

breakfast. Do you like chocolate or

vanilla?" "Which one's your favorite?"

she asked. "Uh, chocolate." "Great, I'll

take one of those." "Wait, what just

happened?" I didn't talk about the

benefits or anything. I just asked what

she wanted and she told me. Taking the

hint, I moved on to the next item. Do

you want kiwi or strawberry lemonade

pre-workout? Then I remembered her last

question. Uh, I like strawberry

lemonade. Smiling. Great. I'll take that

one. I had more products, but selling

two was a record, and I didn't want to

scare her away. I still had to ask for

money. So, I grabbed her membership

contract that already had her card on

it, and I asked, "Do you want to choose

the cards that we have on file?" "Yep,

that's fine." After that conversation, I

sold the next 20 customers in a row. At

the end of the day, I stared at my empty

shelf in disbelief. I know how to sell

supplements. Takeaway: I stumbled on two

tactics that changed my upsell game

forever. First, the AB upsell. I ask

which product they prefer rather than

whether they want to buy a product at

all. Second, asking if they want to use

a card on file rather than asking them

to take out their card again. I still

use both to this day. August 2014. Now,

I closed sales left and right. Bing,

bang, boom. Now, it wasn't exactly big

stuff, but I was selling consistently.

Every month, I start a new group of

challengers, and like clockwork, I'd

upsell five grand to 10 grand of

supplements. Not bad for a day's work.

But on one day, I had a lady who just

wouldn't stop asking questions. She

wanted more information, how to take

them, how many, when, what times. What

if she was working? What if she was at

home? What if she was at the gym? She

was relentless. I was going to be late

for my next consult. So, finally, I just

wrote up a step-by-step instruction on

the back of scratch paper. Take one of

these at night. Take two of these after

lunch. Take one of these after workout.

yada yada yada yada. I walked her

through what I wrote and asked, "Makes

sense?" Nodding, "Thanks." She grabbed

the paper and left. My next appointment,

it overheard our entire conversation. As

soon as she sat down, she asked, "Do you

think you could write it all out like

you did for that lady?" I tried not to

let out a sigh. I failed. I was going to

be late for my next consult again. But I

did as she asked. This time, I wrote

instructions right on the order form.

Next to each item, I wrote how much to

take and when. Because I didn't want to

push my points back another 15 minutes,

I just went for the upsell. I got all

your instructions here. Do you want to

choose the card on file? Asked. Yeah,

that's fine. Hot diggity dog. She just

bought all those products. I didn't even

ask her anything. I just told her and

she did. And she did it like magic. I

did this from that day forward and my

30-day profits skyrocketed. Takeaway. I

learned detailed and personalized

instructions upsell more people than

vague and general instructions. I call

this prescription upselling. November

2016. By now, I was on the road

launching other people's gyms, and that

included selling supplements. I sold

thousands of people. I'd see 40 to 50

people a day. Two people every 30

minutes, 12 hours straight. My

supplement selling marathons alone

covered the flight there, my hotel, and

advertising costs. I got so good, I'd

run out of stuff to sell. Today was one

of those days. I just sold a lady, the

last four of products. In situations

like this, I'd sell whatever I had left

to the next customer. But before I could

pitch, she blurted out, "Can I just get

what she got?" Oh, boy. I said, "Sorry,

I just ran out, but honestly, you can

get something close at the shop down the

street for about 20 bucks less. It's not

as good, but it'll do for the first

month." Cool. Thank you so much for

helping me out. She seems so grateful.

It felt good. So, I continued unselling.

Oh, this other thing. Same story again.

Not as good, but it'll get you through

the first month. She seemed so happy. I

couldn't stop myself now. I started

unselling stuff I wasn't going to sell

her anyways. You're not trying to gain

weight, right? I joked. Oh, god. No.

Okay, great. Well, then you won't be

needing this either. I crossed out the

weight gainer shake. Oh, and you aren't

going to need to boost your

testosterone, right? No. Haha, I don't

think so. She said, "Great. Well, you

won't be needing this either." I crossed

it out. Then I started making

suggestions from what I had left. Okay.

So, you need to take two of these, three

of these, and I went on. She loved it

and bought without hesitation. Takeaway.

I went out of my way to cross out what

she didn't need. And this built enough

goodwill to upsell what she did. Later,

I kept products just to cross them out.

I call this process unselling.

Description. In a menu upsell, you tell

customers which options they don't need,

then tell them what they do need, their

preferences, and how they get value from

it. Menu upsells combine up to four

tactics: AB upselling, prescription

upselling, unselling, and card on file.

First, I insell what customers don't

need. Second, I prescribe what they do

need. Third, I ask their preference

between A and B. Last, I make the buying

easy by asking if they want to use the

card on file. Unselling. You unsell them

by telling customers what they don't

need so you can emphasize what they do.

Here, instead of asking if they want to

buy or not, you explain what they don't

need as a way to get them excited about

what they do. Unselves vary based on the

customer's needs. When some options work

best, you can cross out the rest. After

telling them what they don't need,

prescription upsell. We tell them what

they do need. Prescription upsells work

well when offering a choice is

inconvenient and you only have one thing

that solves the problem. Prescription

upselling has two important components.

First, you have to explain how it

integrates with the offers they already

bought. Second, you personalize in

detail how to maximize its value. Here,

instead of asking if they want to buy it

or not, you explain how to use it as if

they already have. Again, we remove the

option of not buying to lower the chance

that they don't buy. And once I've told

them exactly how they're going to use

everything, AB upsell. We ask them for

their preferences. AB upsells work for

multiple offers that solve the same

problem. You make AB upsells by asking

their preference. Instead of asking if

customers want to buy a product, yes or

no, we ask which product they prefer, A

or B. Either choice results in an

upsell. Basically, when you give people

the option not to buy, some don't buy.

So, I give the option to pick between

buying two similar things. Once they

know what they're buying and how they're

going to use it, I suggest the easiest

way for them to pay. Card on file. A

chair on top of all this upsell

goodness. I literally ask, "Do you want

to use the card you have on file?" Here,

instead of asking if they want to pay or

not, you refer to ways they already

have. This gets more people to buy

because it lowers the hidden costs of

buying. Picking which card to use,

taking it out, being reminded of the

ugly buying decisions in the past, even

the hassle of buying stuff in a rush,

and who knows how many more. Just know

if you make it easier for people to buy,

more people will. This took me 10 years

to learn. May you get the same value in

10 minutes. Examples: massage therapist.

Unsell. We have a lymphatic massage

available, but you're not pregnant or

just out of surgery, right? So, we can

cross that out. Prescribe. Since your

shoulder hurts, we'll heat you up first,

then hit your trigger points, and after

that, we'll do some dynamic stretches.

AB: So, would you rather do it before

work or on your way home? Card on file.

Want to just use the card on file?

Dog food. Unsell. You're not going to

need this small bag or this puppy stuff.

You've got a big dog. You don't need

these vitamins either because we've got

that in the food already. Prescribe.

You're also going to want to give your

dog one of these joint chews at each

meal. And every 90 days, give them one

of these wafers for heartworms. Also,

make sure you bring them back next

month. Let's get that book now. AB. So,

does your dog prefer beef or chicken

flavor? Card on file. Want to just use

the card on file? Digital product.

Unsell.

You don't need all eight courses yet.

You just need to solve X, Y, and Z. Tell

you what, I'll send you some free stuff

that'll solve problems X and Y. Then

you'll just need one course for problem

Z. Prescribe. But to solve problem Z,

you're definitely going to want to do

this course this particular way. Can you

put an hour a day towards it? Okay,

great. This will prevent any other Z

problems cropping up later. AB, would

you rather have direct messages or phone

support? Okay, great. And would you like

to start today or Monday?

Card on file. Awesome. Want to just use

the card on file? Pro tip. Card on file

for first purchases. What do you want to

use? Pro tip. If you don't have the card

on file, you get it on file by asking

which card they want to use. Important

notes. Make anything AB sellable. You

can turn anything into an AB offer just

to give you a few ideas. Quantity. Do

you want one bottle or two? Start dates.

Start tomorrow or Monday. Payment

preference. Cash or card. Flavors:

chocolate or vanilla. Time slots morning

or afternoon. Media read or listen.

Delivery speeds standard or overnight.

Sizes small or medium. Colors black or

white. Materials paper or plastic.

Personnel John or Sarah. Communication

call or text. With some creativity, you

can make anything an AB upsell. If you

make an AB offer, add a nudge. If your

customers have limited experience with

your products or service, give them a

nudge. This is my favorite. Or X is

usually a safe bet or a lot of people

love this. or Tuesday sessions are a

little smaller if you like that. Or Amy

does great with high schoolers. These

oneliners really help move sales along.

Hint, if you want to move one particular

product faster, nudge that one more. If

you've sold out of it, take payment and

delay delivery. Later, I learned I could

just sell stuff, order it, and then set

the expectation of when it will arrive.

This allowed me to sell way more

selection because I didn't have to carry

inventory. If you run out, consider

collecting the cash and changing the

delivery expectation. You'd be surprised

how well this works. Employees love

unselling. Employees often like helping

customers game the system. Let them

encourage customers to help customers

gain the system on purpose. Your

employees have insider knowledge, so

allow them to show customers how to get

the most value out of what you have to

offer. Everyone wins.

Pro tip: The Economist play. if you have

two options and want people to buy both.

In the late 1990s, The Economist

magazine started offering a digital

subscription because more people got

their news online. But it also wanted to

keep its profitable print subscription.

So, thinking people would buy both, The

Economist offered the following: a

digital subscription for $59 a year, a

digital plus print subscription for 125

a year. Result: Print sales plummeted as

customers flocked to the cheaper option.

Oops. To fix it, they added a decoy

option for the same price as the bundle.

So option A digital subscription $59 a

year. Option B print subscription

only125 a year. C digital plus print

subscription also 125 a year. Result

customers now took C digital plus print

subscription for 125 a year. Bottom line

present three options. Option A, option

B, option C, which is both. But you make

the price of C the same as the more

expensive option B. So, as long as you

price the options to preserve your

margins, you make the customer's choice

easy and sell both. Summary points. Menu

upsells work best when you have multiple

offers available. Menu upsells combine

up to four tactics. Unselling, you tell

customers what they don't need.

Prescribing, you tell them what they do

need. AB offer, ask them which they

prefer. And last, make the buying easy

by asking if they want to use the card

on file. Unselling lower margin stuff

where appropriate incentivizes higher

margin upsells. Encourage employees to

unsell and game the system on purpose.

Nudge new customers toward what makes

sense for them. Free gift. Watch the

menu upsell training. I rarely make

commands. Just do it. Watch it. I could

teach a master class on this upsell.

It's made me millions. That's it. Just

go to acquisition.com/training/money.

Yes, it's free. No, you won't be sorry.

Anchor upsell. The only thing worse than

making a $1,000 offer to a person with a

$100 budget is making a $100 offer to

someone with a $1,000 budget. 2016 after

starting gym launch but before making

money. I had spent my last five years

showerless in sweats and a tank top. But

now I had gym launch and a fashionable

friend said I should look professional.

Businessmen don't wear tank tops, Alex.

I know the owner of a local suit shop.

I'll tell him you're coming. I took his

advice and went. So I budgeted $500 for

a suit, which was a big purchase for me

at the time. I walked into the suit shop

and made small talk. He knew I was

coming. Wow. I told him I just started a

new business and wanted a boss suit. He

took my measurements, then grabbed two

suits off the rack. I put the first one

on. How does it look? How's it feel? He

asked. I smiled. I felt cool, like a

rich guy. It was nice. He talked about

some accessories, but I didn't listen

much. I was too cool to listen now. Ha.

This was going to be awesome. He turned

to talk to an employee. I flipped the

price tag over so I could see it.

$16,000.

My face turned red. All I could think of

was my friend who asked the owner to

make time for me. I couldn't even afford

anything here. I felt horrible. I kept

my head down, try and hide my shock. I

took a deep breath and looked up. I

failed. He had seen me blush. Coming to

my aid, he asked, "Do you care about the

designer much?" "Not at all." Almost

before I finished replying, the owner

rolled around and draped the next suit

over my shoulder. "Try this one on for

size," he said. I looked in the mirror.

"Looks good." Then I looked down at the

price tag. $2,200. It wasn't $500, but

it wasn't 16 grand either. Sigh of

relief. Yeah, this works. I'll take this

one. He winked and nodded. You got it,

boss.

The owner sold me some socks, a

handkerchief, and a shirt to go with it.

All in, another $300. But after seeing

the $16,000 price tag on the fursuit,

everything seemed cheap. Looking back,

this wasn't the owner's first rodeo. He

was a real pro. I spent five times more

than I had budgeted, and I felt okay

about it. I only later realized he used

a price anchor description. With anchor

upsells, you offer premium stuff first.

If the customer gasps, you offer a

cheaper but acceptable alternative.

Basically, if you present your main

offer, some people will buy it. Duh. But

if you present a premium version that's

5 to 10 times the price first, lots of

people will say no. Then when you

present your main offer, it looks like a

much better deal. So more people will

buy it. Aha, that's the power of anchor

upsells. Anchor upsells work best when

lowerric offer has the same core

function as the premium one. For

instance, I didn't care about the

designer that much. I just needed a

suit. So, compared to the $16,000 suit,

the $2,200 suit was a way better deal.

Ankor upsells also have two amazing

bonuses. First, anchored customers spend

more than they normally would. Second,

some customers will still buy the super

expensive thing. Here are the steps.

One, present the anchor, the really

expensive thing. Two, get the gasp.

Expect the customer to freak out about

the cost. Three, come to the rescue. Ask

if they care what makes it premium.

Four, present your main offer. Expect

the customer to feel relieved and see

the better deal. Step five, ask how they

want to pay. Which car would you prefer?

Pro tip. The only thing worse than

making a $1,000 offer to a person with a

$100 budget is making a $100 offer to

someone with $1,000 budget. In the first

situation, you lose $100. In the second,

you lose 900. I've lost tons of

customers and mountains of cash because

customers wanted more than I had to

offer. Boo. So now I always have premium

upsells ready. Only a handful of

customers buy them, but that handful of

customers bring in big profits. So,

always have premium offers even if most

people don't buy. Remember, you won't

lose customers by offering premium stuff

first. You will lose money if you don't.

Examples: Local Service, lawn care,

premium, get my cell phone number, fancy

mulch, natural pest control, bi-weekly

yard maintenance, $1,000 a week. Main

offer, get my team's number, generic

mulch, normal pest control, bi-weekly

yard maintenance, $200 a week. Physical

product, a painting. Premium offer,

super productive packaging, 20-year

insurance, plus gift wrapped, $1,000.

Main offer, normal packaging, one-year

insurance, and a sticker, $200.

Digital product, newsletter, premium

maker, all previous issues, new issues,

24-hour early access, $1.99 a month.

Main offer, new issues only, plus on

time, $19 a month. Important notes. If

you treat the anchor like a fake, so

will the customer. Some people hear

about this technique, try it, gloss over

the premium payment, and then say that

it doesn't work. If you do that, then

the person never really considered it

because you never really offered it. You

just went through the motions. For this

to work, you need to actually sell it,

and they have to actually consider it.

Only after they pause, hesitate, or ask

for something else do you move on to the

next thing. Make a premium offer you

actually want people to buy. A friend of

mine struggled to get this working. I

only had to listen to one call to figure

out the problem. He made up some BS that

he didn't really want them to buy. So,

we tweaked the offer to something he

would actually feel happy to deliver if

someone paid, and they did, tripling his

profits. Actually present your premium

offer like you want people to take it.

And when you do, some will, and if they

don't, you still anchored them. A proper

anchor gets the gasp. When you do an

anchor upsell correctly, customers will

have a mini panic attack. I call this

the gasp. Gasps used to really stress me

out when I was selling, but then I

realized something huge. The bigger the

gasp, the more they bought. Once you get

the gasp, come to the rescue. In the

story, I gave the gasp. Then the sales

pro saved my ego by asking if I cared

about the designer. When I said no, he

presented the next suit. Here's the key

point. He already had the 1/8 price suit

pulled up before my reaction. He knew I

would probably gasp. And if your

customers don't gasp, then they probably

find your premium offer reasonable. So,

just ask if they want to use the card on

file. Go for it. Just don't do a gasp of

your own when they say yes. You're

welcome. You can buy me a beer later. To

get more people to buy your main offer,

make it a better deal. Only tweak a few

features from your premium offer to make

your main offer. Every offer has

features. Some features matter more than

others. You want the primary features to

stay the same. Fewer people care about

the secondary features, so change those.

This allows customers to get the same

primary features and a way better deal.

Most people just want a suit. A few

people want a fancy suit. A suit is a

primary feature. The material, designer,

etc. is secondary. After anchoring,

offering the primary feature for one

fifth the price makes the main offer a

great deal. Summary. If you present a

more expensive offer before a less

expensive offer, more people buy the

less expensive offer than they would

have on its own. Present anchor. Get

gasp. Come to the rescue. Present core

offer. Ask for payment. For the most

effective anchor, make your premium five

to 10 times more expensive than your

core offer. Anchored customers spend a

bit more than they plan to. Don't treat

the anchor like a fake or the customers

will too. You lose trust and waste time.

Important. Some customers will buy the

premium offer. Expensive premium offers

adds profits even with just a few sales.

The main offer and the premium offer

should have the same primary features.

The premium offer has different

secondary aka premium features. After

anchoring, offering the primary features

for one fit the price makes the main

offer a great deal. It gives them

basically the same thing for way less.

Free gift anchor upsell training. This

thing can help you make insane amounts

of profit overnight. Truly

life-changing. I made an additional

video for you on it. Don't worry, it's

free. Watch it at

acquisition.com/training/money.

Rollover upsell. Want to just roll it

forward? June 2014. I've been running a

win your money back offer, attraction

offer number one, at my gym for the last

year, a $600 fitness program where

members could win their money back if

they hit a goal. It crushed. I sold tons

of them. But there was a problem. Good

gyms have lots of recurring revenue. I

had none. Most winners put their $600

towards 3 months membership. Fine. But

then they turnurned out before their

first out-of- pocket payment. So I

essentially sold buy 6 weeks, get three

months free, then they'd leave. Not

fine. That $600 thing was my only source

of income. So, even though I got a bunch

of people in the door, my revenue

started at zero every month. It was

stressful. I had to figure out a better

way to boost profit. That's when my

friend Justin posted about how he added

another 100 members to his recurring

revenue. He also attracted customers

with a one-year moneyback offer. But

there was one difference. My customers

left and his kept buying stuff. So, I

invited myself over to Spy Auto. He was

totally cool with it. I spent two days

there and he and I ran some things

differently, but nothing that explained

why he was doing so much better than me.

Do you get lots of people wanting their

money back? Yeah, he said. Then how do

you deal with all the free time you have

to give away? Free time? Ha. I just roll

over their winnings into a year-long

membership. What? Yeah, we have to do

that so they can spread the money out.

Spread the money? What are you talking

about? Seriously? What? You give it all

up front? He didn't wait for me to

answer. We just give them 50 bucks off

per month for a year. So even if they

want their money back, they start paying

immediately. Of course, I don't want

people not paying. Sort of business

doesn't have paying customers. He

laughed. They still get their money

back. It just takes a year. Boom. This

was it. The missing link in my money

model. This one thing, the rollover

upsell, changed my life, thousands of

gym owners lives, and the lives of our

customers. The rollover upsell changed

everything. Now, instead of hoping

customers spend money again, I roll over

the cost of what they just bought

towards the next thing. And when paired

with more expensive offers, it

skyrockets 30-day profits. And although

I learned the rollover upsell this way,

you don't need a win your money back

offer to use it. You can roll over

upsell anyone, anything, even stuff

people bought at other businesses.

I'll explain later. Description:

Rollover upselles credit some or all of

a customer's previous purchase towards

your next offer. And this, in my

experience, gets way more people to take

it. So once I know how much credit to

give, I figure out three things. Who to

upsell, what to upsell, and how to roll

over the credit. For the who, I use

rollover or upsells in four situations.

First, to re-engage customers who left a

while ago. Second, to rescue upsell

customers as a better alternative to a

refund. Third, to rescue other people's

upset customers. And fourth, to upsell

regular customers. For the what,

remember that you can upsell more what

they just got, something better or

something new and different. To make

money, roll their credit over to

something more expensive.

For the how, you can apply all or part

of the discount upfront or spread it

over time.

Examples of rollover upsells.

Chiropractor re-engage old patients with

a win back campaign. Who? Customers with

six months since their last purchase.

What? New plan. How? Upfront. Reach out

to your old patients. Look at their

purchase history. Offer to apply some or

all their past purchases towards

something more expensive than what they

bought. For example, hi Mrs. Banks. I

wanted to give your money back. Do you

have a minute? Great. Yeah. I want to

see how your back pain was going. Oh,

I'm sorry to hear that. Well, I've got

some good news. As a way of saying thank

you, I want to give you $500 of your

money back as credit towards staying

painfree for good. Is that of any

interest? Great. Let's get you in.

Dentist,

save your own upset customer with

rollover upsell.

Who? Upset customer. What? Teeth

whitening. How? Frontload $200 credit.

The person pays $200 for teeth cleaning

but doesn't think their teeth got

whiter. We explain they need to get more

than one and upsell teeth whitening

package which includes multiple sessions

and at home kit and multiple deep

cleanings. You offer to credit the $200

they paid for the cleaning towards the

whitening package. Software rescue cough

steal other people's upset customers.

Who competitors customers what service

agreement? How rollover cost to break

old agreement?

You find competitors upset customers and

credit their old purchase with them

towards a new purchase with you. Roll

over the amount they owe with them as a

credit towards a longer agreement with

you. Example: hi John, I saw your

negative review on their product and it

really upset me. To make it up to you,

I'll credit whatever payments you have

left with them to switch to ours. This

way, you don't lose a thing and you

start giving the benefits now. Fair

enough. Membership.

Spread first purchase over a term. Who?

Current customers. What? 12-month

membership. How? spread first purchase.

Somebody buys a small block of service

or membership time. As soon as they do,

you can offer to apply the entire amount

towards more time, like 12 months. I can

do the rollover upsell at any time. I

just prefer to do it right then. When

you do, you take the first purchase's

cost and apply it as a discount over the

longer agreement. For example, a $600

first purchase makes a $50 a month

rollover discount for 12 months.

Important notes. Use rollover offers to

attract new customers. For example, you

roll over some or all of what a

customers paid somebody else towards

your thing. You can find leads for this

by scraping contact information from

negative product reviews where

available. Voila, a hot new leads list

of people who want what you have. Bonus.

Create a way for people to complain

about products in your industry. Think

of media where people can leave

comments. Then roll over upsell all of

them. Nasty. Do rollover upsells before

refunding.

This has saved me tons of customers and

cash. If you did a bad job, hey, it

happens. Roll over for a doover. If they

want something different, roll over

their purchase toward that thing

instead. Previous customers are still

customers. Upsell them. Reach out to old

customers. Six plus months since their

last purchase. Look at how much they

paid before. Decide how much you're

willing to roll over. Offer it. Actually

do this. I call these win back

campaigns. I made personalized videos

for 200 past customers offering them

$4,000 of credit to return. We got about

20% of the people to take the offer. One

day recording videos got us an extra

$1.9 million in annual revenue. Worth

it. Add urgency to rollover upsells.

Make them one time only. If you're

spicy, make the moment you present the

offer the time to take it. A once-in-a-

customer lifetime offer. They don't get

to sleep on it. And yes, I know they

might not expect it. That's the point.

You want a surprise and delight. So, if

they want the credit, they got to take

it now. If not, no big deal. They can

still pay full price later.

How to price your rollover upsell. To

make money on a discounted offer, you

must have profit left over after you

discount it. Since I prefer to make a

profit, I try to make the upsell offer

at least four times more than the

rollover credit. So, even if I apply the

whole amount to the first purchase, it

discounts 25% at most. Remember, the

rules of discounting apply. Bigger

discounts make you less profit per sale,

but they get more sales.

You don't need to credit the entire

amount of their first purchase. You can

roll over as much or as little of the

first purchase as you choose. I roll

over whatever amount I think would

incentivize them to buy the next thing.

Test to find the sweet spot. Pro tip, my

famous gift card play. You can use the

rollover upsell as an attraction offer

for new and current customers by

advertising gift cards for 90% off.

Example, $200 gift cards for $20. Limit

them to two per customer and say they

can only use them on other people. They

buy them as gifts and give them to your

friends. This makes them a great holiday

offer. When customers buy the card, ask

them who they want to make it out to and

if they'll make an introduction. Then

when they come in, roll their gift card

over. Make the value of the card 20% of

the price of whatever you want to sell

next. In our example, we sell a $200

gift card for 20 bucks. Then apply $200

of value to an offer with at least a

$1,000 price tag. People pay you to

refer their friends. It's pretty great.

Plus, you get some pocket change from

the cards you sold. Summary points.

Rollover upsells credit some or all of

customers previous purchases towards

your next offer. To do rollover upsells,

figure out who to upsell, what's upsell,

and how to roll credit over. Who to

upsell? Old customers, upset customers,

other people's upset customers, your

current customers. What to upsell? More

of something, better of something,

something new, or something different.

Just make sure you make a profit after

applying the credit. How to roll the

credit over. Full or partial purchase

price given upfront or spread it out.

Price your next offer at least four

times more than the credit you give.

This makes it a 25% or lower discount to

get more takers. Add urgency. Make your

rollover upsell a onetime offer only.

Free gift. Rollover upsell training.

This is the upsell I use most

frequently. It has elegant urgency built

into it plus Goodwill. I made a video

for you going over some of the scripting

so that you can see me do it. It's free.

No optin required. Watch it at

acquisition.com/training/money.

Upsell offers conclusion. Solve rich

people problems. they pay better.

Anytime you offer something next, you

upsell. Upsells play a key role in money

models by getting more cash upfront for

customers than you otherwise would have.

And if your attraction offer already

covers cost of getting customers and

delivering more money ain't a bad thing.

I showed you the four most powerful

upsells I use. The classic upsell, menu

upsells, anchor upsells, and rollover

upsells. They are core to my business

success. Upsells change everything. Many

businesses go from burning cash to

printing it overnight. But as you know,

business isn't all sunshine and

rainbows. Sometimes people say no. This

leads us to the next component of a $100

million money model, downell offers.

What to do when people say no. Author

note. Have a cool new upsell not

mentioned or see one in the wild? If so,

I'd love to add it to the collection and

do a full video breakdown on it. Please

send any cool ones you see to

valueacquisition.com.

You can follow the same five-step format

that I use in all these examples that I

give in this book and send any links

that would give extra info if you can.

I'll give you credit and publish the

cool ones on my channels. Alex, section

four, downell offers. What to offer when

they say no? In the last section, we

used upsell offers to get people to buy

more stuff. If we did a good job, we've

turned a profit, too. Another step

forward or beyond. Awesome. But what if

they say no? We downell them.

Downselling tweaks the original offer to

find the highest value solution for the

customer's budget. So, any offer you

make after someone says no is a downell.

I downell in two ways. I change how much

they pay or what they get. For how they

pay, I balance how much they pay now

with how much they pay over time. For

what they get, I change quantity,

quality, or offer something different.

First, we cover my rules of downelling.

They apply to all my downell processes.

Then, when we dive into individual

offers, you can hit the ground running

and downell like a pro. How not to

downsell. A real story from a friend. I

was buying a car and the salesman tried

to upsell car insurance. The cost of the

insurance when he first started was

$5,000. I said no, but then he lowered

the price. And I said no again. He kept

lowering the price until the same

insurance he first offered for $5,000

was now only 400 bucks. I still said no.

At first, I said no because it was too

much money. By the end, I said no

because I didn't trust the guy. The

entire experience felt dirty. Then I

wondered, was he ripping me off on the

car, too? Now, I didn't want to buy the

car from him either. People lower the

price to close a sale. But even if you

close this one sale, the customer will

question every price you offer from that

point going forward. And whoever they

tell, you trade trust for a buck. Not

worth it. Note, you can offer something

different for less. You just can't offer

the same thing for less. If he had

offered different insurance for less

rather than the same insurance for less,

he probably would have kept her trust

and closed the sale. The rules of

downselling. Remember, they said no to

this offer, not all offers. Sometimes, a

lot of times, people say no, and that's

okay. Just because they rejected this

offer doesn't mean they've rejected you.

It hurts when someone rejects you. I get

it. But see it for what it is, an

opportunity to find out what they really

want. and profit from it. Instead of

hiding your head in the sand, stand your

ground and make another offer. No means

no for this thing, not no for

everything.

Downells are trades. When downelling,

you work with the customer to find

combinations of giving and getting until

you get a match. If you're going to give

something, get something.

Personalize, don't pressure. Figure out

what they like and don't like. Then

offer more of what they like and less of

what they don't with a price to match.

You're personalizing here. If someone

refuses my large soda upsell, I can

offer alternatives. I could ask if they

want a small, a juice, or a coffee. Am I

being offensive by asking? Absolutely

not. In fact, if I can better serve

them, it would be offensive not to offer

the same thing in new ways. In a perfect

world, you've got tons of different

things to sell, so everybody buys

something. In the real world, you limit

downells to what you've got. Otherwise,

you create a 100 businesses worth of

products and problems. A silly choice.

So, just think of downselling more like

a 100 ways to offer the stuff you

already have. Don't drop your price just

to get somebody to buy. First off,

dropping your price is not really

downselling. It's discounting. If

someone wants what you have and just

doesn't want to pay the price, tough

cookies. On the other hand, you can

offer them to pay less now and pay more

money over time, a payment plan. But

whatever you do, don't just change the

price to get someone to buy because

customers talk about price. By all

means, test prices. Plan to offer your

thing at a specific price to a specific

number of people ahead of time. That's

way different than charging somebody

less in the moment just because you felt

scared of losing the sale in the moment.

Customers talk. If they find out someone

else got the same thing for less just

because you'll upset people. And it also

becomes an ethical problem, at least to

me. Avoid it. Next up, I use three

simple and brutally effective downell

processes. Payment plan downells, how

they pay. Trial with penalty, how they

pay. Feature downells, what they get.

These downell processes boost 30-day

profit even further. They do it by

making even more sales when customers

would have said no. And I love them

because with just a couple tweaks, you

can fit them into your business and reap

the rewards today. Free gift. Downell

offers video training. People say no.

Don't get flustered. Get focused. Know

what you're going to offer next. I made

a video to go over this chapter in

detail for you. Enjoy it free at

acquisition.com/training/money.

Payment plan downells. How much can you

put down today? August 2013. It was my

first real month in business. I had

exactly one month's rent and savings

left in my name, and I had never gotten

a stranger to give me money. And now I

had to get dozens of strangers to give

me money in the next few weeks just to

keep the lights on. I only made a few

sales the first week. If I kept that up,

it meant going hungry very soon. I had

nightmares about going back home a

failure. The idea was unbearable. I got

desperate. The next morning, a lead

walked in and I went through my normal

pitch. She said, "I can't afford it.

Normally, I'd just give up, but I really

needed the money." So, in desperation, I

blurted out, "Okay, when you get paid,

the first," she said. "Okay, just put

half down now and half when you get

paid." I can't afford that either. She

said, "Okay, do you really want to do

this program?" "Yeah," she said. I do.

"Okay, what if you do three payments and

just put the a third down today?" I

still can't do it. Hm. What can you do?

Honestly, nothing. But I can pay for the

whole thing on the first. My rent was

due on the fifth. Bingo. Sounds good.

Just give me your card and I'll charge

you on the second. That work? Yeah,

great. Two weeks later, I ran the card

and it worked. My first ever payment

plan, a success. Hallelujah.

Payment plan downsells work no matter

how many zeros the price tag has. I've

made tens of millions of dollars with

them and I still use them to this day.

But payment plans are a gamble, so you

have to know how to use them. I know how

to use them, and I'll show you exactly

how, too. Payment plans are a gamble

because they can make money in one way,

but they can lose money in two. They

make you more money when you get more

customers and those customers complete

their payments. They make you less money

when people cancel before you turn a

profit. You lose the most money when

people who would have paid in full take

a payment plan and then cancel early.

This chapter maximizes how much money

you make from payment plans and

minimizes the money you lose. I take the

bet when I know I'll win. With this

playbook, you can too. Description. When

most people think downell, they think of

a lower amount, lower quality, cheaper,

and so on. Fair enough. But I like to

downell by offering the same product

again. I know it sounds crazy, but hear

me out. Instead of offering a different

thing, I spread the cost by charging

some of it upfront and putting the rest

into scheduled payments. I call this a

payment plan downell. Let's go over how

they work. Many people reject offers

because they cost too much. Sometimes

true. But in response to this, business

owners and other sales professionals

will immediately discount or sell

cheaper stuff just to get them to say

yes. However, a huge percentage of the

time, it costs too much really means

this costs too much upfront. In other

words, people think discounts work

because people pay less for the product.

But when you peel it back a layer, it's

really because they pay less in the

moment. So payment plans get the best of

both worlds. They get more buyers

because customers pay less in the

moment. They also boost your profits

because customers still pay full price

over time. My payment plan downells

process takes up to seven steps. The

process shifts from getting paid more

upfront to getting paid more over time.

I stop when they buy. Here are the

steps. Step one, reward for paying in

full rather than punished for paying

over time. Step two, offer thirdparty

financing, credit card, and layaway

options. Step three, offer half now,

half later. Step four, check to see if

they still want the thing. Step five,

offer to split into three payments. Step

six, offer to evenly spread the

payments. Step seven, offer a free

trial. Let's go through them in order.

Example of payment plan downell process.

Step one, step one, reward for paying in

full rather than punish for paying over

time. If I take on the risk of a payment

plan, I increase the price. Normally,

businesses do it by charging interest,

but I do it by offering a discount if

they pay in full. Think about how

businesses normally charge interest.

They basically say it's $10 if you get

it right now, but it's $15 if you pay

over time because we charge $5 interest.

No fun. Instead, I say it's $15, but

it's $10 if you prepay it. You save five

bucks. That's what most people do. To do

this, I present the price with interest

included. Then, I offer prepayment as a

way to get a discount. This way, we make

the offer friendlier and benefit from a

price anchor. Same math, better feels.

If they said no, I start downelling. But

even still, I try to get paid first.

Step two, offer third party financing,

credit card, and layaway options. Third

party financing. This means another

company pays me now and the customer has

to pay a payment plan with that other

company. Car dealers do it all the time.

The dealer gets the money from the

financing company today and the customer

pays the financing company tomorrow.

Note, it takes work to get third party

financing set up, but totally worth the

effort. Credit card. Just ask, "Would

you rather I decide your payment terms

or you decide?" They say normally that

they'd prefer to decide. And when they

do, I tell them to use a credit card.

That way, I can pay today and then they

can pay the credit card company over

time. It's wild to me that this reframe

works, but it does. I don't judge. I do.

Layaway. Layaway means paying off the

product before getting it. Customers can

make as many installments as they want.

They can take any reasonable amount of

time to pay, but they only get the

product after they've paid in full. This

is by far the most flexible for them and

the lowest risk to us. If they say no to

these, I move to step three. Step three,

offer half now, half later. I start by

asking, "When's the next time you get

paid?" After I ask, "Want to just put

half down today and the rest when you

get paid?" If they can't do that, I ask,

"What's the most you can put down

today?" When they offer an amount, I

say, "Great. We'll put that down today

and put the rest when you get paid."

Fair enough. I like scheduling payments

off paycheck since that's when most

people get paid every two weeks. This

boots 30-day profit far more than

monthly payments. If they can't do

those, I pause to make sure they

actually want it.

Step four, check to see if they still

want the thing. No payment plan will

satisfy a customer who doesn't want the

thing. So, make sure the person actually

wants your thing before putting more

effort into selling it. I might say

something like, "Got it. So, money's

tight right now. Real quick, I just want

to make sure. On a scale from 1 to 10,

how bad do you want to do this?" If they

say eight or above, keep offering

payment plans and say, "Awesome. Don't

worry. We're going to figure a way out

to make this happen for you." If they

say seven or below, ask why not a 10.

And then say something like, "You're

right. I think we may have something

that could be a benefit for you." Then

you sell them something different, which

I'll cover in feature downells a little

later. Step five, offer split into three

payments. If they said 8 to 10 on the

scale, I can downell from half down to a

third down. I offer a three payment

option. 1/3 now and one third of the

next two paychecks or 1/3 now and one/3

next two months. Step six, often evenly

spread payments. If they still can't

manage it, I evenly spread payments over

the rest of their service. For instance,

gym launch was 16 weeks long, so I

charge them each week 16 times in total.

If that still creates problem, I move on

to step seven. Offer a free trial. I

offer free trials in a special way. So,

I dedicate the next chapter to it. But

the sale ends here, at least for now.

This payment plan downell process makes

up to nine offers. And if you think that

sounds crazy, you're probably making way

less money and serving way fewer

customers than you could. Important

notes. Seesaw downselling. If you prefer

fewer steps or have less experienced

salespeople, then you can use this

payment plan downell process. Instead of

asking for the full amount, just ask,

"Would you rather have giant monthly

payments or tiny ones?" They'll say

tiny. Then you say, "Normally, it cost

X." And if you prepay it today, you'll

get a huge discount and zero monthly

payments. That work? This frames the

payment plan as negative and highlights

the benefits of prepaying. Then if they

say they can't afford it, say the more

they can put down now, the lower their

monthly payments. If you can't afford it

upfront, I totally get it. We'll just

adjust the down payment until you get

the monthly rate you like. This still

incentivizes bigger down payments to get

their monthly payments lower. If they

still say no, ask if they still want the

product. If they do, pull your chair to

their side of the table and walk them

through the options. The sale becomes a

team effort, straightforward.

Payment plans have built-in upsells.

Make periodic offers for the original

paid in full discount during the payment

plan. If they pay off the balance, they

can still get the original prepaid

discount. This works exceptionally well.

Customers forget they have the option.

So, when we give it to them, some jump

at the opportunity. Also, give your

sales guys the same bonus to close the

balance to incentivize the follow-up.

And remember, if you give people the

option to pay slower, they will pay

slower. If you incentivize them to pay

faster, they will pay faster. So, if you

want them to pay faster, give them a

good reason to. In other words, you can

extend the prepayment discount for the

first 30 days of their relationship with

you. And that gives you 30 more days to

collect more cash upfront. Get fewer

declined payments. Align payment

schedules with paycheck schedules. If

you charge on days people get paid, they

have a higher chance of paying. Also,

people's paychecks get deposited at

different times. So, if at first it gets

declined, run it a few times that day. I

learned the strategy from John, my early

mentor. I often recoup a third of my

declined payments by adding this little

process.

How to make sure payment plans make you

money. After implementing payment plans,

your close rate should increase. Duh.

But if the number of paid in fools goes

down, you have a problem. You just put

people who would have paid in full on

payment plans. So, you want to close

more points overall, but with the same

percentage of appointments paying in

full. Example, if I talk to 10 leads, I

might sell three. If I have a downell, I

might sell three more for a total of

six. So, in the second scenario, I get

my upfront cash from the first three and

the payment plans from the second three.

This makes sure that downells properly

increase your 30-day profits. Another

reason to start high before working your

way down. Profit Well, a company that

manages subscriptions, reported churn

data from 14,000 businesses. They

uncovered this valuable gem. Across all

businesses, the billing cadence affected

monthly churn. Monthly, as in 12 times a

year billing, resulted in 10.7% monthly

cancellation rates. Quarterly billing,

as in four times per year billing,

resulted in 5% monthly cancellation

rates. and annual billing, one time per

year billing, resulted in 2% monthly

cancellations. I already present pricing

in order of most cash upfront at least.

So, it just so happens this also makes

customers more valuable over the long

term. So, start high, fewer bigger

payments, and work your way down. Bottom

line, changing how customers pay can

make a massive difference in how long

they stay. We go in more depth on

continuity in turn in section six,

continuity offers. Summary points.

Payment plan downells spread the cost of

a product by charging some of it upfront

and putting the rest into scheduled

payments. Payment plans get more buyers

to like discounts, but can also boost

profits because they agree to pay full

price over time. Payment plans only grow

your business if they get more customers

and those customers actually pay. Step

one, present at full price, then offer a

discount if they pay in full. Step two,

third party financing, then credit card

option, then layaway option. Step three,

split the payment in two. Schedule on

their paycheck dates. Step four, ask if

they still want the product. On a scale

from 1 to 10, you want eight or greater.

Step five, split the payment in three.

Split on their paycheck dates or

monthly. Step six, schedule equal

payments across a specified period of

time. Step seven, offer a free trial in

exchange for putting a card down covered

in the next chapter. Seesaw downelling

gradually shifts from paid in full to

equal payments. Payment plan upsell.

They get the original discount price if

they pay the balance today. Align

payment schedules with paycheck

schedules to get fewer declined

payments. At the end of all of this, if

someone still refuses to pay anything,

then we offer them a free trial in

exchange for their card. But it's not an

ordinary free trial. I do in a special

way. It took me years to perfect it. So

that's what we're going to go to next,

and you're going to love it. Free gift.

Down offers video training. Properly

designed payment plans almost always

make you more sales and more money. I

recorded myself actually doing the step

downs so you can model them for whatever

you sell. For those of you who like to

learn in multiple formats, which I

recommend, you can watch it. I made it

for you at

acquisition.com/training/money.

Trial with penalty. If you do X, Y, Z,

I'll let you start for free. Spring

2018. Gym Launch was scaling fast. With

100 employees in counting, Ila needed

better HR solutions to manage it all.

After months of sales calls with

prospective HR companies, she found one

she liked. And to my surprise, it wasn't

anything special. It looked like all the

others. Yeah, the software is

complicated, she said. They got me.

Seriously, how' they manage that? They

had a trial offer with a weird spin. It

was pretty smart. What would they offer?

They said if I did their training, I'd

get free onboarding. But if I skipped

the training, I'd have to pay for it. So

what'd you do? I went through the

training, of course. So they took your

card, you did the training, and then you

didn't have to pay for the onboarding.

Yep. She smirked. And now I can actually

use the complicated software, too. Light

bulb moment. Wait, you said no. Then

they downsold you a free trial on the

condition they could penalize you if you

didn't use it. Basically, I mean, it

makes sense. It forced me to learn, and

now I don't want to learn anyone else's

complicated software. So, we're sticking

with them. You're right. That is pretty

smart. The software company used trial

with penalty as their attraction offer,

but I prefer it to downell trials. So, I

only downell the trial if they say no to

my first offer. And if you do it the way

I'm about to show you, it only changes

what they pay today, not how much they

pay in total. Description: In a trial

with penalty offer, customers can try

your product or service for free so long

as they meet your terms. For comparison,

when your money back offers, attraction

offer number one, give customers the

chance to get their money back if they

meet your terms. In trial with penalty

offers, customers only pay if they don't

meet them. Ideally, the term should be

things that make excellent customers.

So, they'll mirror the actions and

results used in your win your money back

offer, but this time we use avoiding

fees rather than winning money back to

incentivize adherence. So, trial with

penalty isn't here's my thing, see if

you like it. It's here's my thing, you

get it for free so long as you do this

stuff, which makes you a perfect fit for

my next offer. And if you don't, then

you have to pay for it. To do a trial

with penalty downell, you must consider

what they have to do to avoid the fee

and how you charge them. Normally, you

get one chunk of people to buy your main

offer. So, offer that first and the rest

you'll get on this downell. Let's say

you normally close three out of 10

people on your upfront cash offer. Now,

you downell another four on a trial with

penalty. Then, after the trial finishes,

upsell three of them. You go from three

sales to six, doubling your customers.

If you only have one offer, you lose to

everyone who says no. Downselling trials

with a penalty gives people another

chance to say yes. I'm still irritated

at the thousands of customers I've lost

on free trials over the years before

learning this, but now we can save them.

The trial with penalty makes it happen.

Examples: Business to consumer offer.

28day kick that habit blueprint. To get

the trial for free and avoid the penalty

fee, you must attend all your consulting

calls. Post your progress pictures in

the group once a week. Journal daily in

our app. Attend feedback sessions.

Attend feedback sessions and

transformations, aka upsell

opportunities. Businessto business offer

5-day get your first five customers

challenge. To get the draw for free and

avoid the penalty fee, you must send 100

outbound messages per day. Report stats

on those outbound messages. Attend the

daily training. Post in the group once

you've done your homework. Attend your

graduation call. Upsell opportunity.

Software $500. Onboarding for HR

software, then $99 per month thereafter.

Trial with penalty. You don't have to

pay $500 upfront, but you must attend

onboarding, which is three 60-minute

Zoom calls, upsell opportunities, do the

homework, activate your employer

profile, get your employees set up by

the end of the third call. Otherwise,

you pay the fee. Important notes, what

they get for free, and what they have to

do to avoid the fee. You'll need to know

what your terms of service will be. The

valuable parts will either be your bare

bones offer, like the decoy offer, or

your win your money back offer. Either

work. I'd recommend giving more rather

than giving less if you can afford it.

The criteria should activate and retain

customers. You can swipe these directly

from when your money back attraction

offer number one. Breaking up fees

versus one lump fee. Say you have a $500

product with 10 things to do. I'd rather

bill $50 for each mess up than one $500

fee for their first mess up. On the

other hand, if missing once really

messes up their success, you want the

fee to reflect that. I've seen both

work. How to downell the trial. Here's a

graphic to show how I downell a trial

with penalty in five steps. Step one,

offer the trial last. If someone makes

it clear they don't want your first

offer, then downell the trial with

penalty. Here's how it might sound. Hm,

that sure is a pickle. I'll tell you

what, how about we just get you started

for free. Would you be okay with that?

We can just help you out and if you like

it, you can stay. Let me get your ID and

we get the process started. Fair enough.

Great. Step two, always get a card.

Record their info, hold on ID, and

motion for their credit card saying,

"What card do you want to use?" They

have to leave a card. If they bulk, just

say, "That's how we've always done it."

If they still refuse, wish them a lovely

day and show them out. Pro tip, if

someone doesn't agree to put their card

down and do the work, I won't sell them.

They complain more and convert less. Not

worth the hassle. Step three, always

sell staying and paying. Ask directly.

If this program got you the result, will

you stay longterm? You want them to

agree to staying longterm if you get

them results. If they say no, there's no

point in giving them a trial. Then we

frame the conversation as if they'll

stay longterm, even if we haven't

started billing them yet. So, if they

say no, but want more explanation, say

something like this. I don't want you to

try it. I want you to get results. And

out of integrity, I want to set

realistic goals. You're not going to hit

your long-term goals during this trial,

but you will establish the habits to

help you get them. And we're going to

help you do that for free. But if you

want to get your long-term results,

you're going to have to stay on after. I

just want to make sure that you're not

looking for a quick fix because I

ethically can't promise you that. Once

they agree, move on to step four.

explain the fees after getting their

card. I'll say something like, "We will

do our part so long as you do yours."

That's fair, right? So, now I just ask

that you bet on yourself. If you miss or

skip any stuff, your results will

suffer. We charge to keep you on track.

If you miss, no big deal. You'll get

dinged a little fee, but it'll get you

back on track. If you follow through,

then you get all this for free. So, this

is the best way we can get you amazing

results and keep it free for you. Best

of both worlds. Note, if you explain the

fees before you get the card, you'll get

more resistance. So explain after with a

little this is how we've always done it

attitude. People still have to agree to

the fees, but you'll get a higher take

rate doing it this way. I always have

customers initial separately next to the

fee clause to force my sales guys to

explain it to them. Step five, make

check-ins required. First, we explain

all criteria so they understand the cost

and benefits of adhering. Then we draw

attention to the check-ins, our upsell

opportunities. Yep. And you agree to

attend each of these three check-ins.

First, we do X so that you can. Second,

we do Y so that you can. 32Z so that you

can obviously we charge if you miss

these because it's the only way that you

can get results. How I upsell from a

trial.

When someone takes a trial, one of three

things happen. They like it, they hate

it, or they don't use it. Here's how I

upsell them from each of these

scenarios. If they like it, this is the

easy one. You already have them set up

for automatic billing. Great. Meet with

them anyways. You can still offer a

longerterm or higher value version of

your service or both. Successful

customers tend to get even more value

out of your better and more profitable

stuff.

Two, if they hate it, turn that frown

upside down. Ask them what they would

have liked to be different. Tell them

they're totally right and that you're

angry at yourself for missing this. Do

not blame them. Only one person can be

angry and it needs to be you. Ask if

they'll give you a chance to make it up

to them because of how outraged you are

at their experience. And now, since you

better understand their needs, that

they're a better fit for your highle

thing. Then offer to them, yes, this is

a sale. I can get about half of these

people to buy. Three, if they didn't use

it, reach out to people multiple times

before they get to this point. Explain

that you need to meet with them. Offer

to wave the fee if they do meet with

you. Now, you can try and get them back

on track or off something better for

them. I don't like billing non-starters,

personally. A small fee isn't worth a

onestar review, but hey, it's your

choice. Tweak your trial to get the most

customers. If no one takes your trial,

lower the requirements or penalties. If

people take your trial but don't follow

through, emphasize explaining how fees

help them and make sure to include your

sales meeting as mandatory. If people

don't stay on the back end, better

emphasize the value of staying and

paying. Get better at delivering and

make sure that what you saw on the back

end makes sense with what you saw on the

front end. If you start printing money,

don't stop. Let people make up for

goofs. People often get discouraged

after getting build, but you can offer

an opportunity to make it up. This does

a great job of getting people back on

track and converting, but if they miss

it, you're justified in billing.

Just call it a trial. Even though the

trial with penalty has some special

features, you should just call it a free

trial. Otherwise, people may get scared

and confused. No one wants to be

penalized. And if they ask you why you

free trials this way, just reply with,

"This is how we've always done it." Or,

"People just get best results this way."

Paylist now or pay more later versus

trial with penalty. I use paylist now or

pay more later as a downell for physical

products or onetime services. And I use

trial with penalty as a downell for

recurring products or services. Also,

I've only made this work in businesses

where the customer has to do work to get

results. If you find other types of

businesses these work, let me know.

Discounts get cards on file. Some people

get weird when you offer free stuff and

ask for a card. And if you have a super

low price, it justifies asking for the

card. The small price means the card

will probably work when the automatic

payment starts. So, instead of free

month, you might offer first month for a

dollar, then $X per month when it

recurs. So, you can have a $1 trial

rather than a free trial. It works the

same way. Summary points. In a trial

with penalty offer, customers can try

your product or service for free so long

as they meet your terms. Trial with

penalty downell offers get yeses from

people who would have said no. To do

them, get the card, get the commitment,

explain what they have to do to get

results and the meetings they must

attend, and what happens if they don't.

Trials with penalties get more paying

customers than normal free trials

because they use your product more and

actually get value from it. Use the same

refund criteria from when your money

back attraction offer one to create your

trial with penalty criteria. This way,

at the end of the trial, they've done

the stuff that makes great long-term

customers and advertise your business

for free. You can break up fees by

criteria or you can charge a lump fee. I

like breaking them up. You make money by

getting people results and turning them

into customers, not nickel and dimming

them with fees. Use mid-trial check-ins

to make more offers. If they love it,

give them more of what they love. If

they have problems with it, swap it for

what makes sense for them. If they

aren't using it, offer them the ability

to make it up to avoid the fees. Free

gift. Free trial training. Not all

businesses can do free trials, but if

you can, it's a hell of a downell.

There's obviously right and wrong ways

to do them, and right and wrong

businesses do them in. I made a free

video for you covering this chapter and

as many details as I could. You can

watch it at

acquisition.com/training/money

for free. Enjoy. Feature downells. Why

don't we try this instead?

I can't remember one in 2019. This new

downell tripled my close rate from 25%

to 75% last quarter. And even crazier,

more people bought the main thing, he

said between bites. You started offering

a payment plan or a discount. Neither.

Payment plans take too long, and

discounts devalue my product. Huh? We

talk about a high ticket product, right?

Yep. Gez, what are you doing? I lower

the price, but I justify it by cutting a

feature. That way, I'm not discounting.

So, what feature did you cut? My full

money back guarantee. I never thought of

guarantees as a feature. Super. Wait,

you downsaw by removing your guarantee?

Yep. Works great. When we get a price

objection, we just say, "If you don't

want the option to get your money back,

you can pay less or you can keep your

money back guarantee. Which would you

prefer?" Once they understand what they

give up, they often say, "Screw it. I'd

rather get the guarantee and get my

money back." Ah, so they only see the

value of the guarantee after you remove

it. And that also explains why so many

people are buying the main thing.

Clever. Then I followed up. How do the

numbers break down? Before I only had

one full price option. So if 100 people

got on a call, 25 bought. Now 35 people

buy the main thing and 40 take the

downell. So it upped your full price

buyers total close rate and cash

upfront. Nice. Yeah, it changed my life.

He said the last two chapters covered

payment plan downells and trial with

penalty. We downsold by keeping the

overall price the same, only changing

when and how they paid. In this chapter,

we cover feature downsells. With these,

we downell by lowering the price. But

instead of a discount, which makes the

same stuff cheaper, we'll lower the

price by changing what they get.

Description: Feature downells lower

prices by changing what customers get. I

do them by offering less quantity, lower

quality, lower price alternatives, or

cutting optional components. All

features have a price and a value. If

you remove something, the price goes

down, sure, but the value goes down,

too. What features you remove and how

much you lower the price affect how good

of a deal the person gets. This change

in your offer's price to value affects

how people buy. People want to get the

best deal for them. For instance, if you

remove stuff they hate and lower the

price a little, they get a better deal.

If you remove stuff they love and lower

the price a little, they get a worse

deal. Both get people to buy. In the

story, customers love the guarantee. The

guarantee had far more value than its

price. So, even if they said no at

first, removing the guarantee instantly

showed its value. Customers saw the

higher priced offer as a better deal.

So, after seeing the downell option,

they bought the first offer. People will

see the value in the thing you removed

after they see the difference in price.

As in, people weigh how much money they

save against the value they lose. So,

clever feature downselling gets

customers to re-upsell themselves on

more expensive offers. This means you

want to remove features from highest to

lowest value. Since people want more

value for their money, this incentivizes

customers to make the highest value

purchase for them. Feature downells have

a simple formula. Take something away,

lower the price, and in so many words,

ask, "How about now?" Feature downell

examples. Future downselling product and

service quantity. For services, this

might mean a lower amount, fewer

sessions, less time, or shorter

duration. For products, it means fewer

of them. Product quantity downell.

Instead of a 3-mon supply, how about we

just start with one service quantity

downell? Instead of four sessions per

month, why don't you just start at two?

Feature downselling, product quality.

Think older versions, less reliable

materials, materials of lower social

status etc.

Product quality downell. Instead of

leather seats, we can do vinyl. How's

that sound? Feature downselling. Service

quality. This means a lot of things.

I'll give you a few ways I change

quality of services. Hint, this also

works to increase service quality.

Service quality downell. Instead of

5minute response times, why don't we

start you at overnight response times?

You'll save some money and you'll still

get your answers just with a small

delay. More service quality features.

Time availability. comes specific times

versus whenever you want. Days of week,

Monday, Wednesday, Friday versus any

day. Times of day, 9 to5 versus 24

hours. Amount of time, 15-minute support

calls versus 60-minute support calls.

Location availability, this one location

versus all locations we own.

Cancellations, reschedule fees versus

reschedule whenever you want for free.

Speed of response, reply in minutes

versus hours versus days. Speed of

delivery, wait in line versus priority

versus same day next day versus next

week.

Service ratio, one-on-one versus one to

many versus many to one. Communication

method, tech support versus chat support

versus video call support. Provider

qualifications, owner versus longtime

employee versus new employee. Live

versus recorded. Watch it happening now

versus watch it after it happens later.

DIY versus DWI versus DFY.

Do-it-yourself versus done with you

versus done for you. Expirations works

forever versus works for X time versus

works only at specific times.

Personalization generic versus made just

for you. Insurance/Garantee

length of time for one year versus for

life. Coverage specific bad thing

happens versus any bad thing happens.

Terms unconditional versus only if you

do X, Y, and Z. That should get you

started. Downselling by removing entire

features. Rather than lowering quantity

or quality, you remove the feature

itself. In the story, he removed the

guarantee. Removing entire feature

downell. Instead of priority chat, email

support, and calls, why don't we just

keep chat and email support, but drop

the calls to save you some money. You'll

still get your answers. It'll just save

us time, and we can pass those savings

on to you. Feature downselling done for

you to do it yourself. If someone says

no to all your service downells, you can

sound sell another product that solves

the same problem. done for you to do it

yourself product downell

chiropractor instead of chiropractic

adjustments let's just start you with

some tools you can use on yourself at

home then you'd sell home massage tools

foam rollers mats etc painter if you

can't afford me painting your house why

don't I just give you the paint and

lease you one of our spray machines for

a daily rate

instead of me and my team buying your

company and actively growing your

business why don't you just attend a

workshop cough go toacquisition.com

Important

notes. Remember, never negotiate the

price. People who demand to pay less for

the same thing are business terrorists.

I don't negotiate with terrorists. If

they want to pay less now, I offer a

payment plan. If they want to pay less

overall, offer a feature downell. But I

don't let anyone pay less just because.

Maintain the position of a helper guide.

Remember, feature downselling means

trying to find the best deal for them.

This keeps the conversion collaborative

rather than competitive. If you act

pushy, your offers will exhaust

customers faster. If you stay a helpful

guide, you can downell as many offers as

necessary without exhausting the

customer. Tweak your feature downell

process. We have the job of making the

product have the highest value to cost

in the eyes of the customer. But in the

beginning, you won't know much about the

customer's preferences. So, as you solve

the same problems for the same type of

customer, you learn what they find the

most valuable. Once you do, you can

standardize your feature downell

process. Feature downells close more

people when you have feature

combinations set ahead of time. how I

standardize my downell process. First, I

cut something valuable and lower the

price a little. I do this to get them to

reconsider the original offer or price.

If that fails, I continue removing

features and lowering the price until

they buy it. I'd rather people buy

something than get nothing. Name your

feature combinations. Name the most

expensive combination after a status

your customer would find aspirational.

The whale package, the total

transformation, the high roller, etc.

Look at airlines. Make your version of

first class, business class, economy. I

name my cheapest combination the

minimum. I like it because it implies

they have to at least get that. If

someone rejects all other packages, I

just say, "So, nothing more than the

minimum package then to get them to say

no to say yes." Like the classic upsell

temperature check after two downells,

just like the payment plan. If you make

two changes in a row and they still

refuse, make sure they really want the

thing. I'd say something like, "Got it.

Real quick, just want to make sure on a

scale from 1 to 10, how bad do you want

this?" If they say or above, "Start a

payment plan downelling." Awesome. Don't

worry. we're going to figure out a way

to make this happen for you. If they

seven or below, then you say, "What

would a 10 look like?" Then recombine

the features and try and accommodate

their 10. Note, this means you can

alternate between payment plans and

feature downells. When you use both, you

become very difficult to refuse. After

each downell, ask deal or fair enough.

This works astonishingly well. Fear

people will see you the change in your

offer for them and then say no, that's

not fair. Listen to how I present the

feature downells on episode 202 of my

podcast, The Game: How to Close

Everyone: Downselling Like a Pro, which

you can listen to on Spotify or Apple or

iTunes or wherever you listen to

podcasts. Free orientations boost

do-it-yourself feature downells. Once

someone has refused all my done for you

offers, I ask, even though we're not

going to work together on X, I still

want to help. How about you just come in

for a free orientation on X tomorrow? At

the end of the orientation, I offer a

DIY product that solves the same problem

as the done for you service. For

example, I offered a free orientation to

people who refused my fitness offer. Of

the people who showed up to the

orientation, about half, almost all of

them bought supplements. It got me money

from people who had otherwise said no.

Free money for little extra work.

Feature downell your guarantees. If you

already have a guarantee, make removing

it part of your feature downell process.

People value security, so removing it

gets many to realize its value. This

often flips an initial no back to a yes.

Feature downell current customers.

Customers who use all the features they

pay for, keep paying longer than

customers who don't. So once you see a

customer isn't using a feature, offer a

lower price, only paying for the

features they use. Do this proactively.

They'll either tell you they want to

keep it and might start using it again,

or they'll be happy you gave them a

better deal. It takes work, but it beats

them actually cancelelling. Fun fact,

customers we've down into a lower

package just for them have the second

highest LTV of all my customers. When

people have a product they like at a

price they find fair, they tend to keep

paying for it. Barter with reviews,

testimonials, and referrals. Bartering

is the oldest form of exchange. My sharp

rock for your rabbit skin. And I love

bartering. If I get a price objection,

sometimes I offer discounts in exchange

for advertising. Example, I'll knock a

100 bucks off if you one, leave a review

on all sites. Two, leave me a video

testimonial. Three, make a public social

post at the beginning, middle, and end

of our program showing your progress.

Four, introduce me to two friends who

you'd want to do this with. deal. To me,

the advertising worth more than the $100

discount. To them, the $100 is worth

less than the advertising. Win-win.

Summary points. Feature downells lower

prices by removing stuff. You take

something away, lower the price, and

ask, "How about now?" Typical feature

downells offer less quantity, lower

quality, cheaper alternatives, or remove

features altogether. People tend to see

the value in what you removed after see

the price difference. This may get more

people to take the more expensive offer.

If you remove stuff they hate and lower

the price a lot, more people will take

the downell. If you remove stuff they

love and lower the price a little, more

people take the original offer. The

first downell gets them to reconsider my

first offer. The rest of my downsells

gets to consider the best deal for them.

If a prospect rejects multiple downells,

see if they still want your thing before

continuing. If a prospect likes a

combination of features but still

doesn't like the price, start payment

plan downelling. Very effective. Feature

downell current customers before they

cancel. You can discount customers in

exchange for them advertising your

business. Free gift feature downell

training. No opt-in. Understanding

features within services and products

gives you a huge advantage. It can help

you make your stuff super profitable

while staying attractive to the

customer. This is one of my favorite

topics and I made you an additional

training that covers it. You can watch

it as always at

acquisition.com/training/money.

Downell offers conclusion. Everybody

buys something. Downsells give you

another shot at getting customer by

turning nos into yeses. For that reason,

it's less about having a hundred

different products for the same offer

and more about having 100 different

offers for the same product. But no

matter what, the offer is never the same

stuff for cheaper. We just keep tweaking

the offer until we make it the best deal

for them. The extra cash explodes our

30-day profits and blows us past our

goals. So, we've used attraction offers

to get customers to buy once. We've used

upsells to get them to buy the next

thing. And now, I've showed you the

three most powerful downsell processes

in case they say no. Payment plan

downsells, trial with penalty, and

feature downells. Next, we've got the

final stage of a $100 million money

model. Continuity offers. How to keep

them buying for good. Section five,

continuity offers. You can shear sheep

for a lifetime, but you can only skin it

once. John, an early mentor. I've been a

continuity guy my entire life. Personal

fitness, then gyms, then gym licensing,

then supplements, then software, and now

with acquisition.com. Lots of stuff.

Needless to say, I'm a fan. Main reason.

When you do continuity right, you get

more customers and make more from them.

Continuity offers provide ongoing value

that customers make ongoing payments for

until they cancel. They boost the profit

from every customer and give you one

last thing to sell. Continuity offers

are awesome because you sell once but

get paid again and again. Let me

explain. Let's say you offer a $1,000

thing to 100 people and 10 buy. You make

$10,000. 10 times $1,000. Now, let's say

you offer the same thing to 100 people,

but you make $1,000 thing $50 a month

instead. At 50 bucks, we can get 40 out

of the 100 people to buy. And if you

keep those people for 20 months, you

still make $1,000 from every customer.

So you go from making $10,000 now and $0

over time to $2,000 now and $40,000 over

time. And as an added bonus in the first

example, if you only sold 10 customers,

you'd only have 10 customers to upsell

later. If you used a continuity offer

and sold 40 customers, you'd have four

times the customers to upsell later. A

massive difference. This illustrates the

pros and cons of continuity. You can

attract more customers compared to

something more expensive, but you make

way less money now. That makes it tough

to use an attraction offer on its own.

Even if you have more money-making

potential tomorrow, continuity

attraction offers leave you strapped for

cash today. By making continuity offers

last, we get the best of all worlds. We

get cash today from attraction offers,

upsell offers, and downell offers. We

get a little cash today and a tons of

cash tomorrow from continuity offers. To

be clear, you can make continuity offers

wherever and however you want. They can

attract new customers, upsell, downell

current customers, and re-engage old

customers. Also, only some stuff makes

sense for a continuity offer. It's silly

for someone to pay for a one-day

workshop forever. It makes sense for

them to pay until they cover the cost

and that makes it a payment plan. At the

same time, you probably make a mistake

to offer a single price, even a big

price, to provide a service forever. If

your customers get ongoing value, it

probably makes sense for them to make

ongoing payments. The three continuity

offers. All offers depend on getting

customers to buy it, but continuity

offers depend on getting customers to

keep buying. I get them to do both by

combining bonuses, discounts, and fees.

Offer one, continuity, bonus offers.

Offer two, continuity, discount offers.

Offer three, the waved fee offer. Now

that we've got that covered, you can't

get customers to stick to your

continuity unless they've started. So,

let's start there. Free gift continuity

and continuity offers training. Almost

every business I've built has been

driven by continuity. It's a snowball

that grows and grows. I made a video for

you that outlines more training on the

topic. You can watch it free without

giving your email at

acquisition.com/training/money.

Continuity bonus offers. If you like

this, you're going to love what I have

next. Fall 2019. I taught gym owners how

to sell six week challenges, and they

were making money handover fist. But

some of them weren't that good at

converting people into continuity after

the challenge. Then out of the blue, I

saw a gym that used to struggle posting

numbers way higher than some of our best

performers. Naturally, I investigated.

Dude, your numbers are insane. How do

you get so many members? I asked.

I'm not really doing the sixe challenge,

he said. Wait, what do you mean? You're

marketing six week challenges though,

right? Yeah, but I offer them something

else when they come in. Okay, help me

understand. So, we go through the normal

pitch. We explain the price, yada yada.

As soon as they say they're interested,

we ask if they want to get it for free.

Of course, they say yes. Then I tell

them that if they become a member, we'll

make it free, which they love. And on

top of that, if they become members,

they also get member exclusive bonuses.

Members get better class times,

attaining booth, VIP events, all sort of

cool stuff. It converts like crazy.

Last, we upsell a discounted prepaid

membership. How's that go? I asked.

Well, for anyone who joins, we

immediately say, 'Want to see even more

money? They lean in. We offer a prepaid

discount and bonus for 6 months of

membership. This is awesome. Does anyone

even take the original challenge offer

anymore? Some do. Sure. Can't be mad

about more upfront cash, he said. I dig

it. Break down some of your numbers,

would you? He continued. Before, we'd

get 34 out of 100 to sign up for the

challenge. Then a few weeks later, we

convert half, 17 to stay. Now, we only

get like 15 to sign up for the

challenge, but we get 40 straight into

continuity. And of those 40, about eight

of them take the six-month prepaid

upsell. So, let me get this straight.

You tripled membership sales and you

still get upfront cash from challenges.

And you stack even more upfront cash

from prepaid memberships. He could

barely contain his grin, and for good

reason. His tiny tweak was genius.

Description: With continuity bonuses,

you give the customer an awesome thing

if they sign up today. Typically, the

bonus itself has more value than the

first continuity payment. That's all

there is to it. Bonus adding value. For

products, you can give away many small

things or one big product that

complements the subscription. For

services, you give away to find program,

onboarding, setup, or feature that adds

value. Discount, lowering costs.

Remember, anything you offer for free,

you can also offer as a discount. Free

stuff and discounts both affect how we

make decisions. So, we want to do both

to get the benefits of both. When making

continuity offers, I get more people to

start if I add more good stuff bonuses

and take away more bad stuff discounts.

And of course, it all works better with

a dash of urgency if they join now.

Also, you can offer the bonus as a

standalone purchase, or you can only

make it available if they buy your

continuity. Either works on their own.

Continuity offers get less cash now, and

that makes it tough for getting

customers profitably. But the way I use

them, we can still hit our 30-day profit

goals. Here's how. First, I like to do

all my big cash attraction offers,

upsell and downell offers. Then,

continuity offers get a little bit of

cash for the first month's payment.

Then, I offer people who bought one

month a discount on prepaying more

months. This further boosts 30-day

profits, giving me more cash to

advertise and stacks recurring revenue.

Not too shabby.

Author note, no successful continuity

business I've seen has a standalone

membership offer. They all have other

bells and whistles to upsell. Main

reason continuity offers are tough to

advertise profitably. Nobody wants to

make a recurring commitment to something

they haven't tried. To make up for this,

businesses attract customers with stuff

like trials. Then once people join, they

upsell other features and longerterm

prepayment options. This gets them the

cash they need to advertise while

building their recurring revenue.

Examples of getting people to start on

continuity.

Physical product. Pet food continuity

offer. Onetime bonus. Get every dog toy

you've ever made for free and $800 value

when you sign up for monthly dog food

shipments for $59 a month. Monthly

bonuses. You'll get a new dog toy every

month as a member.

Service. Short-term accelerator offer.

Onetime bonus. Short-term accelerator

costs $1,000 on its own. Get it free

when you become a member for $100 a

month. Bonus package. The VIB community

enjoys first inline access to our

events, longer support hours, and better

support reps. Digital products offer.

Onetime bonus. Get all my past 40

newsletters valued at $15,880 by

becoming a member today only for $399

per month after a 30-day trial. Limited

discount plus lifetime bonus. And if you

pay today, you can unlock a lifetime

discount to $200 per month. Get early

digital access and a physical copy every

month. Note, use the elements from the

feature downells to create better

bonuses. Important notes. Focus on the

bonus, not the membership. Join my

membership program isn't nearly as

compelling as get this free viable

thing. So advertise that. then explain

the rest after they show interest.

Bonuses kind of work like upsells. More

of the same. You get two years of past

newsletters for free by becoming a

member. Complimentary. You get nutrition

services for free when you sign up for a

fitness membership. Upgrade. You get a

gold membership when you buy a bronze

membership. Limited availability.

Keep your bonuses related to your core

offer. If the bonus is too different,

you'll attract the wrong customers. For

instance, don't advertise a free t-shirt

to upsell tech services, but advertising

a free t-shirt to upsell t-shirt

printing makes sense. Make bonuses

things you already have and do. For

instance, the past 2 years of

newsletters cost no extra time, but are

super of high value. And onboarding is

something that you have to do with a

client anyways, so you might as well

slap a price on it and give it to them

as a bonus. If you value it, they will,

too. Physical bonuses and digital

products and digital bonuses with

physical products. If I have a digital

membership, I might offer a hat, shirt,

or tool, etc. related to the offer. If I

have a physical product or service, like

a boxing gym membership, offering to

live stream classes can get more people

to sign up. This strategy often lowers

the cost of getting customers more than

the cost of the bonus. And that's the

point. Also, if some people take the

bonus and run, the lower advertising

cost still make up for it. If customers

are too expensive, give it a try. Use

realistic bonus pricing. The bigger the

value anchor on your bonus, the more

compelling the offer. But you also have

to make that anchor believable. Some

business owners make up ridiculous

values. Don't do this. It won't anchor

the customer and you'll lose trust with

them. This is a great opportunity to

give away products you've sold before.

You can anchor their actual prices as

real discounts and bonuses.

You can bonus your customers by giving

them titles. Consider giving customers

titles after they stay 3, 6, or 12

months and beyond. Titles like silver,

gold, diamond, double diamond, etc. A

good friend of mine does this, and after

a while, she found her customers cared

more about the title than the other

bonuses. She told me that they even

introduce themselves to her by their

title. So, if you can't think of

something to give them, at the very

least, you can call them something

special.

You can make free bonuses, discounts,

and make discounts, free bonuses. Free

bonus. Become a member for $200. Then

you get this $1,000 program as a free

bonus. Steep discount. Get the $1,000

program for a dollar when you become a

member for $200. When making your

continuity offer, anchor the bonuses

first. Sell them the benefits of the

amazing bonus, not your continuity

offer, the bonus. Then use your highv

value bonus as an anchor. It may shock

them and that's okay because then when

you ask, "Do you want to know how you

can get this for free?" If they do,

which they will explain how become a VIP

member today and you'll get it all as a

free gift for joining or you can just

buy it for x very big number. Which

would you prefer? More bonuses get more

people to join. After you ask them if

they want to know how to get it for

free. You tell them they can get it when

they join. Then you say, "On top of

that, when you become a member, you'll

get amazing thing one, Amazing Thing

Two, and Amazing Thing three. Mention

the individual dollar values of each to

anchor the value. Stacking bonuses this

way gets more people to join your

community. Making bonuses available only

to those who join. If you want to force

everyone into continuity, then offer

continuity as the only option. In other

words, make the bonuses only available

if they join the membership. pricing for

continuity versus upfront cash. For

whatever reason, some people pick

onetime payments over continuity, even

with higher onetime payments. So, offer

a higher onetime payment option. This

way, some customers will make you more

money today, while others stack

recurring revenue for you tomorrow. We

change the price depending on our goals.

I've tested this a ton, at least for me,

the data on this range looks clear.

Check it out. To get 50% to choose

continuity, make your standalone offer

1.33 times more. Example, 3.99

standalone offer is 2.66 66 a month or

199 per month membership

to get 60% to choose continuity. Make

the standalone offer 1.66 times more.

Example 4.99 standalone offer which is

333 a month or the 1999 membership to

get 70% to choose continuity. Make the

standalone offer two times more. Example

$600 standalone is $399 a month or $1.99

per month membership to get 80% to

choose continuity. make the standalone

offer 2.33 times more. Example, $6.99

standalone membership, which is 4.66 a

month or $1.99 per month as a

membership. To get 90% to choose

continuity, make the standalone offer

2.66 times more. That's $799 as a

standalone offer, which is 532 a month

or$1.99 a month if you become a member.

I got these members from testing a lot

of different standalone offers versus

continuity pricing across thousands of

gyms.

You may have to figure this out for

yourself with your own pricing. The

exact numbers matter less than the

principle. The smaller the standalone

price compared to the continuity price,

the more people buy the standalone. The

larger the standalone price compared to

the continuity, the more people choose

continuity. If you want more cash

upfront, make bonuses and continuity

plus bonuses separate offers. Make the

bonus only offer a single payment that's

33 to 266% more expensive than the first

month of continuity plus bonus offer.

The bigger the price difference, the

fewer standalone purchases you'll have,

but the more money you'll make upfront

from each. Based on the data I just

shared, people pay 33% more to avoid

continuity. In other words, even if you

charge 33% more for a onetime purchase,

half will buy it. If you want even more

cash, offer bulk prepaid discounts.

Vault continuity upsells boost 30-day

profits by a lot. Let's say you offer

buy five months, get one free. Only one

out of every eight people have to take

that upsell to raise 30-day profits by

50%. That can make or break your money

bottle. Note, the laws of discounting

apply. The larger the discount, the more

people will take it. If you want

commitments, you can pair the bonus with

a commitment. For example, only allow

customers to get the bonus if they join

and commit for 3, 6, or 12 months plus.

You'll get more people to commit this

way, but fewer will take it, at least

compared to giving it to everyone. In

the beginning, keep it simple. Just

offer bonuses standalone and continuity

month-to-month. Summary points. When it

comes down to it, offering real

discounts and then following with your

valuable free bonuses makes people

excited about your offer. Then, if they

agree to your continuity offer, you can

further upsell blocks of time to boost

your 30-day profits even more. With

continuity bonuses, you give the

customer an awesome thing if they sign

up today. Typically, the bonus itself

has more value than the first continuity

payment. If you use continuity as an

attraction offer, advertise what you

give away, not what you sell. Make your

bonus related to your core offer so you

engage the right leads. If possible,

make your bonuses stuff you already have

and do. This way, you don't need to

change your business or create new

products. More people start continuity

if you add more bonuses and discounts.

To add bonuses, add more good stuff only

if they sign up. To discount, take away

the cost of actual products, services,

and features you sell. Sell the value of

the bonus before telling them how they

can get it for free. Offer bonuses as a

standalone option for more cash upfront.

If you want half the people to take the

standalone offer, price it 33% above

your continuity. Boost up cash even more

by offering a continuity to discount if

they buy in bulk. Free gift continuity

bonus offers training. There are so many

ways to structure bonuses to drive more

continuity sales. I made a video for you

that covers this chapter and other

creative ways I've seen them used. You

can watch for free at

acquisition.com/training/money.

Continuity discount offers. If you sign

up today, you get xtime free. Spring

2018. Leila and I had just moved into

one of the nicer Austin suburbs. On our

afternoon walk, a neighbor smiled and

waved us over. It looked like she wanted

to make welcome to the neighborhood

small talk. I hate small talk. But as I

got closer, I got more interested. The

yard was perfect. A Ferrari took out the

garage for spring cleaning. the patio

table littered with cigarettes and beer

cans. Huh? Hi there. Welcome to the

neighborhood. Let me get the husband. I

smiled through gritted teeth. Here we

go. Out came the character in backwards

hat flip-flops with a strong Midwest

accent. Speaking a mile minute in the

widest grin you've ever seen.

Hey, brother man. Nice to meet you. I

can tell you're no doctor or lawyer

living here. So young. What kind of

hustle you got? He also got straight to

the point. Relief. I told him a bit

about my gyms, launching gyms, the rise

of gym launch. He nodded with approval.

He said he liked having another business

owner on the street. "What about you?" I

asked. He smirked. "Trash?" "What?"

"Trash?" He saw my confused look and

continued. "All right, so you see, I

knew from my time working trash, there

wasn't much competition. Big commercial

places and all. Went to the same place

for the trash needs. So, what'd you do?"

Well, I had a truck. I took my credit

card and I gambled. I went to all the

big apartments and said I'd do their

trash for a whole year free if they

contracted me to do the next 5 years

paid. It worked good enough. They all

made me their trash man before I knew

it. Dang, I said. You fronted an entire

year. Uh-huh. And I'll tell you what, it

was the toughest thing I ever did. No

one would invest in my business, not

even my family. They all called me

crazy. But after that one year mark

passed, the cash came flooding. I ate

real fat then. And after a few years

using that plan, I sold the whole

shebang for a pretty penny. Nice, man. I

never would have thought there was so

much money in trash. There's cash in

trash, baby. What can I say? Oh, yeah.

you want a beer or what? Needless to

say, we stayed friends to this day.

Listening to his success showed me the

sheer power of a simple offer done

right. That said, let's go over some

important stuff so you can make it work

like he did. Also, if you think this

looks like buy X, get Y free done

continuity style, then you'd be right.

However, there are enough differences

specific to continuity that it just

divided its own chapter. Description. To

make a onetime continuity discount, you

give products or services away for free

if the customer commits to buying more

products and services over time. This

can attract loads of potential customers

and make an easy sale anyone can close.

If you look around, you'll see this

software in many different industries.

It works. Think internet, pool cleaning,

gym memberships, landscaping, and

anything rentalable. I mentioned common

ones, but you can make this work in any

business so long as you know two things.

First, how you apply the discount. I do

it five ways. And second, your

cancellation policy because people don't

always keep their commitments. Examples,

I discount in four ways. upfront, at the

end, an even spread, or after the first

month or two. So, let's walk through

each upfront. You apply the discount

upfront and push out the term as in the

official time starts after the free time

ends. This works best in industries who

have successful history of enforcing

contracts, cell phones, storage, real

estate, equipment, or anything with

collateral. Two notes. First, if you

have historically high churn, then skip

this one and consider the others.

Second, this does not get customers

profitably. It gets customers but delays

cash. So if you want more profitable

options, continue on.

Two, at the end, you can apply the

entire discount at the end and push out

the term. So long as they make every

payment on time, they get a bonus time

equal to the value of the discount. They

earn their free time. Third, spread over

time. Apply the discount across the

term. Say you give three months free for

a one-year commitment. At $200 per

month, you've discounted $600. By

spreading that $600 over 12 months, they

get a 600 divided by 12 months equals

$50 discount each month. You can also

tell them that if they made all their

payments on time, they can keep the

discount for life after the term is

over. Fourth way, after the first or

second payments,

they pay a few times and then they get

their onetime discount. This way, you

collect a bit of cash to cover

advertising and some delivery costs. I

prefer to do it by presenting the offer

as first and last or last month upfront

or adding some sort of activation fee

before getting the bonus value. It

ensures your customer used the valid

form of payment. A small but important

detail when you run a business.

Important notes. Highest value per word

note in this book. Skip this if you hate

money. Bill weekly. Weekly. Every 2

weeks. Every four weeks. Every 12 weeks,

etc. Here's why. There are 12 months in

a year, but the year has 13 four-week

cycles. That's an 8.3% difference. If I

offer my thing at $100 every four weeks

versus $100 a month, the same number of

people will buy, but I make 8.3% more

annually. To put this in perspective, if

your business has 20% margins, this

skyrockets annual profit by 41%. And the

best part is you don't do any more work,

just change a few words. What else can

you do legally that makes so much money

for so little work? This has literally

made me millions in pure profit. So

yeah, do it. Don't eat into the term

with discounts. Extend them. Let's say

you offer 3 months free when you sign up

for a year. That could mean they pay for

9 months then get three free. So 12

months total. Or that could mean they

pay 12 months and get three free 15

months total. I prefer with extending

the term. Then I can feature downell to

a shorter one.

Get 3% more revenue for four extra

words. Yeah, it's X plus a 3% processing

fee. In my life, I've never had anyone

not buy because of a processing fee. But

3% added to your topline for no extra

work goes straight to your bottom line.

If you run a 10% margin business and add

3%, you just added 30% to your profit.

Worth it. And this works especially well

when paired to get two forms of payment.

Recurring businesses lose mountains of

cash because of payment processing

problems. First, customers don't cancel,

but their payment information changes or

expires. Second, customers max out cards

or have insufficient funds. We fix both

issues with the same solution. I ask

them if they want a 3% discount, a

pretty standard processing fee. Do you

want to save the processing fee?

Awesome. Give us a second for payment in

case anything happens to the first one.

If they ask why, which they rarely do,

just say, "We only have the processing

fee because it costs us manh hours to

get new information every month from our

customers. So, if you save us time, we

pass the savings on to you. Get AC if

you can. If you get a second form of

payment, try to get a

short for automated clearing house. This

is a form of payment that links directly

to their bank account. It's the cheapest

way to transact besides cash. If you

don't know what a is, look it up. Gift

cards. Give the discounted time in the

form of a physical gift card. You can

mail it to them if they're out of the

area. The customer can apply the

discount whenever they want after their

first three payments or so. Then you can

say they can also gift that to a friend

if they want. And now you've got a lead

magnet. Beyond that, many people simply

forget to use it. In that instance, you

just got a full price signup. Nice.

Try giving a lifetime discount at your

most common turn point. You advertise

the lifetime discount, but you make

customers earn it. They get a lower rate

if they stay past X period. Make X month

your average customer drop off. Let's

say you know every customer stays four

months on average. You tell everyone

upfront they get a lifetime discount

after month four. As the time

approaches, tell them their new lower

rate is right around the corner. Real

world example. I saw a rice company

selling a lot of rice. They offered

three pricing options. One, a onetime

price. Two, a 5% off subscription. and

three 15% off if you stayed on the

subscription for five straight months.

You earned the lifetime lower rate. I'm

sure they figured out that that was just

beyond where most people canceled.

Cancellations.

You need to have a cancellation policy

figured out ahead of time. There are

many common ones. 30 or 60 days notice,

cancellation fees, cancel any time, etc.

Since everyone comes into my continuity

offers on a discount of some kind, this

is my favorite. Just make the

cancellation fee equal to the discount

they agreed to. So if they got $600 in

discounts by committing, they can pay

$600 whenever they want to cancel. This

is very simple to explain.

Make sure customers know how to cancel.

If customers have nowhere to complain

inside your business, they will

definitely complain outside of your

business. If you have no obvious way for

them to cancel, more people will vanish

and complain. By having a clear way for

them to contact you, then you can have a

real chance to save it. Small businesses

don't get rich by making stuff hard for

their customers. If you make it easy,

you'll suffer fewer onestar reviews and

have a chance to save them when they do

because you'll know about it. If a

customer wants to cancel, ask to do an

exit interview. Some people like to

vent. Let them get more angry about the

problem than them. They may try to calm

you down. Sometimes they'll save

themselves. If they complain about

something that you can solve, by golly,

solve it. If they wanted a better

product, do a rollover upsell into

higher level of service if you have one

to offer. I've had many people buy a

lowerc cost offer, then complain because

they wanted a higher cost feature. So, I

offer the higher cost feature and then

they buy. Yes, it happens and yes, it

works. Use cancellation fees to the

customer's advantage. I might say, I'll

wave your cancellation fee if you come

in and tell me what I could do better.

This gives customer a real reason to

give feedback. Then I can use their

feedback to fix the problem or offer

something better suited for them. At the

very least, they'll have nicer things to

say about the business if I actually try

to solve the problem. I routinely save a

third to half of customers that agree to

exit interviews.

Summary points. Continuity discount

offers give continuity time for free if

the customer signs up today.

Front-loaded discounts convert more

customers but may have higher churn.

Backloading discounts convert fewer

customers but they have lower churn.

Spreading the discount keeps cash

flowing while providing the full

discount. Use gift cards to give the

discount to new customers and allow them

to gift it to a friend or use it on

themselves at a later date. You get a

full price signup and a referral. Allow

customers to earn a lifetime discount at

your month of greatest churn to

encourage customers to stick through it

for a lifetime lower rate.

Lights cancellation terms get more

people to sign up but more people to

leave. Harsher terms get fewer people to

sign up but fewer to leave. I prefer

customers cancel by paying the discount

they got with their commitment. This

puts them back to the month-to-month

rate. Make sure customers know how to

cancel. If a customer wants to cancel,

ask for an exit interview. Incentivize

them by saying you'll wave the

cancellation fee if they do. You'll

often be able to save or upsell them

from the conversation. At the very

least, you'll understand what went wrong

so you can do better.

Free gift. Continuity discount offers

training. Like bonuses, discounts are

only limited by your creativity. In this

chapter, I give you the building blocks.

I also made you a video covering some of

the creative ways I've seen used and

work. As usual, you can watch for free

at acquisition.com/training/money.

Waved fee offer. You can sign up

monthtomonth with the setup fee or I'll

wave it if you commit to a year.

January 2021. For years, I've heard

stories about the legend of this high

ticket sales guy. Today, I finally got

to meet him. But then it got weird.

You'd think a man with a reputation like

his would love working, but not him. In

fact, his views about work nearly

opposed mine. He aimed to work as little

as possible, and those lifestyle guys

tend to put me off. But he had his

legendary reputation for a reason, so it

made me all the more interested. I'd

rather make a few million bucks a year

with zero employees and cool customers

than build some gigantic business that

panders to anyone willing to give me a

buck, he said. I don't need to feed my

ego. I just collect monthly payments and

chill. Yeah, right. Monthly payments. I

was like, "That sounds less chill than

up front. Don't you have to deal with

churn, backouts, and all the other

hassles of continuity?" I said, "Nope,

not really. The way I sell is so simple,

you'll kick yourself once you hear it."

He said, "I'm all ears." I tell

customers they have two options. You can

go monthtomonth with a big setup fee. It

covers the cost of getting you started,

but you can leave whenever, or if you

commit to a year, I'll wave the fee. And

I make the fee huge so buyers commit to

avoid it. I also have them initial. They

understand they can quit early if they

pay the fee I waved. Why such a big fee?

I asked. It costs a lot to quit in the

beginning, so that keeps them engaged.

And I chimed in, and once they pass that

point, it costs about the same to cancel

as it does to stick it out. So, they

just stick it out. Bingo.

Description:

Waved fee offer works like this. First,

you ask the customer to pay a startup

fee as part of joining a month-to-month

program. Typically, I do three to five

times my monthly rate. Then you offer to

discount the entire fee if they commit

to a longer term. But if they cancel

inside the term, they pay the fee.

Customers can choose to pay a

significant fee and keep the option to

quit at any time, or they can commit the

12 months and get the fee waved.

Many will commit to avoid the big fee.

We take a greater risk if they pay

month-to-month, but they take a greater

risk if they commit. If a customer

chooses month-to-month, we lower our

risk with the startup fee, but we lower

their risk yeartoear by waving those

fees. And if they commit and want to

quit early, then okay, they pay as if

they had chosen month-to-month from the

beginning. Very simple. Bottom line,

customers will stay longer if leaving

costs more than staying.

Example, since the offer focuses more on

pricing, it'll look the same in all

continuity businesses. The following

examples pulls from the story to give

you a closer look at the mechanics.

Waved fees with commitment. Commitment

length 12 months. Monthly rate $1,000

per month. fee $5,000 if they pay

month-to-month. So, option A, pay

onetime fee of $5,000 plus $1,000 for

the first month, then pay $1,000 per

month thereafter. Cancel whenever you

want. Option B, wave the $5,000 if you

commit to 12 months, pay $1,000 per

month, only pay the $5,000 if you break

your commitment early.

Important notes. Fees get them to start.

People get value out of commuting

immediately because they avoid the fee.

People want to avoid fees, so more

people sign up to continuity. Mission

accomplished. Fees get them to stick.

People will stick for the same reason

they started. By sticking, they avoid

the fee. People quit for millions of

reasons. But incurring an additional and

larger fee in order to cancel their

original reason for quitting immediately

shrinks compared to the value of

avoiding the fee. In English, if the

cost to quit exceeds the cost to stay,

they'll probably stay.

Presenting the fee, justify the fee by

explaining the cost of taking on new

customers for long-term programs.

Basically, if they want short-term

flexibility, they pay their own setup

costs. But if they commit to staying

long-term, we pay their setup costs for

them. If someone asks for additional

reasoning, just say, "It costs us money

to get you started. If you only want to

test this out, you cover those costs. If

you commit to longer, I'll cover them."

If more than 5% of people want to cancel

early, look into it. Pricing

incentivizes stick, but can't and

shouldn't overcome a terrible product.

You want to nudge them, not handcuff

people into paying for something they

hate. Then they'll just hate you.

If you want more cash up front, have a

smaller fee. A smaller fee encourages

people to go monthtomonth. A larger fee

encourages people to make the

commitment. But if you need more cash up

front, you can make the fee one and a

half to three times the monthly rate.

When you do this, more people will take

it and you'll get more cash up front.

Drop the fee after the customer fulfills

the commitment. If someone stays the

entirety of their commitment, then wants

to cancel, they have earned their free

cancellation. It doesn't stick forever.

This makes it equitable. I prefer this

offer for commitments of one year and

longer. The longer the commitment, the

better this works. It works especially

well with services that take a long time

to work. Think SEO, investing, weight

loss, etc. It keeps people committed

when they get emotional.

Cancellation fees for a cause.

If you want to keep customers extra

motivated, you can donate their fee to a

cause that they are against. Example,

what cause do you absolutely hate?

Great. If you cancel early, I will be

donating your setup fee to them. This

gives them two reasons to stay. First,

because they don't want to shout the

cash. Second, because they don't want it

to go to a cause they hate. Summary

points. Waved fee offers present a

month-to-month option with a fee or wave

the fee if they commit. I typically make

the fee three to five times my monthly

rate. At minimum, the commitment length

should be a year. The larger your fee,

the more buyers will offer the

commitment. The smaller your fee, the

more upfront cash you'll get. If the

customer meets the commitment, the fee

officially goes away.

Free gift. Wave fee video training. Wave

fees are so so so effective. I can't

wait for you to actually use them and

see for yourself. To make sure you feel

confident doing them on your own, I made

a video walking you through them. As

usual, you can watch for free

atacquisition.com/training/money.

Continuity offers conclusion. The only

thing better than getting someone to buy

once is getting them to buy again.

Continuity offers provide ongoing value

that customers make ongoing payments for

until they cancel. Many businesses use

continuity offers to attract customers

for less, but it crashes 30-day profits.

This makes profitable advertising

difficult. I use continuity offers

differently. I make them last. I start

with profitable attraction offers, then

make my upsell and downell offers, then

I offer continuity. And if they accept,

I upsell bulk payments of time or

product at a discount. Then they

automatically enter continuity after

they've used up their bulk purchase.

This way, I make even more cash and I

get the recurring cash benefits of the

other continuity customers. Continuity

offers work with rewards or punishment.

I prefer rewards and two of the three

continuity offers I explained to use

them, but there will always be times

when a more traditional contract makes

sense. In those situation, I like wave

fee offers. In the next section, we will

create our $100 million money model by

combining all four offer types.

Attraction offers, upsell offers,

downell offers, and continuity offers.

Let's put a bow on it. Author note, last

call. have a cool continuity offer. If

you do, I'd love to see it. You can send

it to valueacquisition.com.

Just follow the five-step format I use

in all the examples in this book and

send any links that you can so I can

check it out. I'll give you credit and

I'll publish the cool ones on my

channel.

Section six, make your money model. How

to take over your entire market.

Looking back at the evolution of Gym

Launch's $100 million money model today,

I accidentally discovered the Gym Launch

licensing money model. I went from

flying around and filling gyms to

licensing the stuff I used when I did

it. This way, gym owners could do it

themselves. Looking back, it all started

with a decoy offer. I attracted new

customers with lots of free books,

courses, video training, live training,

and so on. All the stuff on growing a

gym. Each product came with its own free

call to help gym owners use it. On the

call, I'd offer a decoy offer. Now that

you've got the plan, you could do it on

your own for free. Or the premium offer.

We can help you implement all this stuff

for $16,000 over 16 weeks. If they took

the premium offer, they'd get a treasure

trove of money-making tactics. Tactics

that took me years to figure out. People

bought left and right. And whoosh, my

decoy offer took me to $476,000 per

month in 3 months. Not a typo. But I had

a problem. Since I only had one thing to

sell, I knew my revenue would plateau

fast. I needed an upsell to raise

profits or gym launch would stagnate.

So, I crafted an upsell offer for the

more advanced gym owners. I called it

gym lords and priced it at $42,000 per

year. I used the classic upsell to offer

advanced playbooks and services and a

community to share best practices as a

continuity bonus. I started by offering

a hefty $6,000 discount for anyone who

prepaid. Many gym owners paid upfront

with the money that I had just made

them. For the ones who didn't, I offered

a payment plan downell. If they said no,

I went with 10,000 down and spread the

rest over time. If they said no again,

I'd go for $800 a week spread over 52

weeks. If they said no again, I said

they could start for free. I'd use a

continuity discount to frontload the

free time for as long as it took them to

finish off the first offer. Then they'd

roll right into my continuity for the

upsell. This way, their payments stayed

continuous. And zoom, the classic upsell

plus continuity bonus plus payment plan

downell plus continuity discount took me

to 1.5 million a month. I had another

thing to sell. Woo! And it exploded gym

lunch's money model to the next level.

But I still had work to do. Even though

the upsell downell process worked well,

some gym owners kept saying no. So I

went back to the drawing board. I came

up with a more personalized menu upsell

with different levels of service.

Offered done for you advertising, done

for you sales training. I offered

turnkey campaigns that made quick cash.

And finally, I offered a minimum package

continuous access to the original gym

launch materials with tech support for a

discounted monthly rate. If they didn't

want the whole package, I used feature

downells to find the best option for

them. Almost everyone stayed for

something. And wham, menu upselles plus

fees or downselles took me to $2.3

million per month, all within 14 months.

Then we started Prestige Labs and

integrated it with Gym Launch, a totally

different business with its own money

model. By month 20, we were raking in

$4.4 million per month. It was

life-changing, and it only took a few

darn good products and a hundred million

dollar money model to do it. Author

note, when I started, I didn't know any

of this money model stuff. It only looks

clean looking back. But I hope this

simplifies things so you take much less

time than it took me. Description: A

money model is a deliberate sequence of

offers. It's what you offer, when you

offer, and how you offer it to make as

much money as you can as fast as you

can. Ideally, to make enough money from

one customer to get in service at least

two more customers in less than 30 days,

and it rarely looks clean, but I break

$100 million money malls into three

stages. Stage one, get cash. Attraction

offers get more customers for less.

Stage two, get more cash. Upsell and

downell offers make more money from them

faster. Stage three, get the most cash.

Continuity offers maximize their total

money spent. I break my $100 million

money model down into these stages

because money model growth happens

alongside the growth of a business. In

other words, if you try to start a

bootstrap business from zero on your own

with a finished money model, it will

collapse on top of you. In fact, none of

my businesses started with a fully

forced money model. They all start at

stage one. even acquisition.com. In my

experience, money models evolve like

this. First, I get customers reliably.

Then, I make sure they pay for

themselves reliably. Then, I make sure

they pay for other customers reliably.

Then, I start maximizing each customer's

long-term value. Then, I spend as many

advertising dollars as I can to print as

much money as possible. My money model

is developed this way because I make

sure each stage pays for the next. We

keep improving each stage until it gets

reliable. Also, this means financial and

operational reliability. So, fair

warning, when your money model starts

working, your business starts breaking.

Part of the game. So, I suggest you find

someone who can build and lead the team

to make your vision a reality. When I

did, I married her. I hope the same luck

finds you. Author note, I want to make

myself abundantly clear. Lots of $100

million money models exist. Dare I say

$100 million money model exists for

every $und00 million business. Remember,

plenty of businesses make gobs of money

in plenty of ways. I just show the ways

that I've actually done it. Example,

money models. Gym launch money model

breakdown services. Stage one,

attraction offer, decoy offer, free

do-it-yourself versus premium 16K done

with you licensing. Stage two, upsell

offer, classic upsell. Once you know how

to get them, you got to know how to keep

them. $42,000 per year, 36k prepaid for

advanced business services. Stage two

continued downell offer. Payment plan

downell seesaw downell start at 10k with

the rest spread over 52 weeks. Final

payment plan offer 800 per week for 52

weeks. Stage three continuity offer menu

close plus feature downell full package

800 per week. Feature done for you

advertising $300 a week. Feature gym

sales daily training $200 per week.

Feature monthly new releases 500 per

week. Feature original licensed

materials with tech support 100 per

week. Minimum package 100 per week.

Micro gyms money model breakdown. Local

business. Stage one attraction offer.

Win your money back. Pay to enter

fitness challenge. Win money back if you

meet goals. Stage one downell offer.

Payment plan downell. Split pay. Three

pay. Free trial with penalty. Stage two

upsell offer. Menu upsell. You're not

going to get the best results without

the right supplements. Supplement

bundles. Big bundle personalized to

goal. Stage two downell offer. Feature

downell. Supplements. Big bundle. Small

bundle, monthly subscription. Stage

three, continuity offer, rollover,

upsell, plus lifetime discount, $50 off

per month with a 12-month commitment.

Newsletter, digital product. Stage one,

attraction offer, free trial, $0, then

$3.99 a month after 30 days. Stage two

and three, upsell and continuity. Pay

less now, pay more later, plus lifetime

discount. Pay $297 now and keep that

rate for life. Author note, I love this

offer. It's nasty. It combines free

trial, pay less now, pay more later,

lifetime discount, and is an attraction

offer, an upsell offer, and a continuity

offer. A six-headed money-making

monster. This is just a taste of how

creative you can get by combining these.

And finally, example four, dog food,

physical product. Stage one, attraction

offer. Buy X, get Y free. Buy four

months of food, get two months free.

Stage two, upsell offer. The classic

upsell, just like the Rena story. Do you

want monthly? Do you want dog toys? How

about dog vitamins? Stage three downell

offer. Feature downell. Just the premium

food. Then you don't want anything else,

do you? Stage three, continuity offer.

Automatic renewal after the first bulk

purchase. After 6 months, it continues

to monthto month. Cancel anytime. Bingo,

bango. Make your own money model.

Step one, start with an attraction

offer. The goal is to turn strangers

into customers and cover our costs. So

figure out what you're going to sell,

then figure out the best way to present

it. The attraction offer has my top

favorites. Want your money back?

Giveaways, decoy offers, buy XKY free,

pay less now or pay more later. Then

advertise it. If you get leads who turn

into customers, you're on your way.

Figuring out what works best may take up

to a year. If you want to learn more

about advertising, make sure to check

out my second book, $100 million leads.

Step two, pick an upsell offer. The goal

is to get 30-day profits well above our

cost of getting a customer and

delivering what you offer them.

Remember, once you solve a problem,

another appears. Those problems also

need solutions. You solve the problems

your attraction offer creates with

upsell offers. So, pick the upsell offer

that best matches the problem you solve

and how you solve it. The upsell offer

section gives you my four favorites. The

classic upsell, menu upsell, anchor

upsell, rollover upsell. Then you make

your offer at their time of greatest

need. And remember, make your offer at

their time of greatest need. Step three,

pick a downell offer. The goal is to get

customers who said no to your last offer

to say yes to another offer. This way,

you sell way more people than you

otherwise would, so you make more total

cash from the same number of leads. The

downell offer section shows you my three

favorites. If you want to keep your

price the same, change how they pay with

payment plan downells or trials. If you

want to charge less, change what they

get with feature downells. And best of

all, you can alternate between them in

the same sale. The more flexible you

make your offers, the more people will

buy them.

Step four, pick a continuity offer. The

goal here is to get one last sale in our

30-day window and stack recurring cash.

So, I try to include continuity in every

business eventually. My three favorites

are continuity bonuses, continuity

discounts, and wave fee offers.

Sometimes the best timing for continuity

offers happens after the first 30 days,

and that's okay. It's better to make the

offer at the right time than to try and

force it at the wrong time. Author note

for bootstrap businesses, you have to

get customers at a profit. Unless you

get outside investors, start with a

fortune, or have an endless source of

free customers, achieving a money model

is the only way you can profitably

scale. Otherwise, you run out of cash

and go out of business before you even

have a shot. Important notes: perfect

one offer at a time. It's tempting to

implement a whole money model at once.

Don't stick to your stage. Pick one

offer, try it, keep doing it until it

works reliably. Then, after it's

reliable, do it so many times it gets

automatic, then go to the next stage.

Patience is still the fastest way to get

to your goal. So, you'll need to measure

in quarters, not weeks. You either build

it right or you build it again and again

and again. Building again, no matter how

fast, still takes longer than building

it right the first time. I know that one

from experience.

Raise prices in stages. Make new offers

cheap at first. Then, as you get yeses,

raise the price. Lots of early yeses get

customer feedback and make the product

better. Then, as the offer gets

reliable, start raising the price and

keep raising the price until the extra

cash from the ess's doesn't make up for

the nose. Simple scales, fancy fails.

Get as much as you can out of what you

have. Remember, it's less about having

100 products to offer and more about

having a 100 ways to offer your product.

Think more ways to sell the same thing,

not more things to sell. If I offer

personal training, I can offer one, two,

three, four sessions per week. This

turns one product into many offers.

Important affiliate products can fill

money model gaps. An affiliate

relationship just means you sell other

people's stuff for a commission. If you

don't have anything to offer and want to

start a business, you can offer somebody

else's stuff. If you have a single offer

and want to add more offers to your

money model, you can also offer somebody

else's stuff. If you have a $100 million

business and want to make more money

without adding operational headache, you

can offer somebody else's stuff, too. In

short, you can always offer somebody

else's stuff in your money model. Here's

a few examples. Service. A dental agency

sends their dentist clients to a braces

manufacturer. The manufacturer sends

them a commission for each dentist they

send. More money, no extra work. Voila.

Local business. Massage therapist sells

clients somebody else's home massage

tools, exercise bands, medicine balls,

etc. The customer pays through the

therapist and the other company ships it

directly to them. A few extra words, a

lot extra money. No extra service

delivered. Digital product. An educator

tells his clients to use a specific

customer service software. The software

company sends the consultant a

commission for every signup.

Turn attraction offers into continuity

offers with automatic renewal. This

makes a two for one. For example, if you

do a buy 6 months, get 6 months free

offer, they can automatically roll into

a month-to-month subscription at the end

of 12 months. This gets the benefit of

attraction and continuity offers both. A

small tip with big implications. You can

mix and match offers however you want. I

present offers this way because it's how

I use them. But if you recall, I learned

many of them from people use them

differently than me. Many of these

offers you can use anywhere. You can use

upsell tactics in your attraction offer.

You can install a downell process with

every offer. You can use a continuity

offer to attract new customers. There

are no rules. You can do whatever you

want. I show you stuff one way, but I

fully expect you to use it in another.

So, start with the way I suggest it.

Then, as you get better, experiment.

It's how I learn the stuff. It's how

you'll learn it, too. Summary. A money

model is a deliberate sequence of

offers. Money models have three stages.

Get cash, attraction offers. Get more

cash, upsells and downells, get the most

cash, continuity offers. To make your

own money model, start an attraction

offer. Once you get your customers in

cash, add an upsell offer. From there,

add downell offers to get even more

people to buy. Then, finally, add your

continuity offer. Do not try and

implement a full money model at once. It

will break your business. It's less

about having 100 products to offer and

more about having 100 ways to offer your

product. To sell more stuff without

starting 100 businesses, offer stuff

from other businesses and let them

deliver it. Affiliate relationships can

fill the gap in your money model without

the headache of delivery. Price new

offers low enough that you will get lots

of yeses. Use customer feedback to

improve your product. Then start raising

the price until you stop making more

money. A $100 million money model

eliminates cash as a bottleneck for

growth. Mission accomplished. Free gift.

Make your own money model step-by-step

training. Woo, there's a lot in this

chapter. It's also arguably the most

important one in the book. So, to make

sure you don't get stuck, I made you a

video walking through this process step

by step. As usual, you can watch it for

free. No optin needed at

acquisition.com/training/money.

10 years and 10 minutes. The best thing

a human can do is help another human

being no more. Charlie Mer

where money model fits in the grand

scheme of things. My first book, $100

million offers, answered the question,

what should I sell? Answer: An offer so

good people feel stupid saying no. My

second book, $100 million leads,

answered the next natural question, how

do I find these people? Answer, you

advertise. This book, $100 million Money

Models, answers the next natural

question, how do I get them to buy it?

Answer, a money model. What we covered.

We covered a lot, and I think organizing

what we learned into one place helps it

sink in. So, I make this the back of

napkin list of what we covered and why.

Number one, a money bottle is a series

of offers designed to increase how many

customers you get, how much they pay,

and how fast they pay it. Two, a good

money model makes more profit from a

customer than it costs to get and

service them in the first 30 days.

That's the bare minimum. Three, a $100

million money model makes more profit

from one customer than it costs to get

and service many customers in the first

30 days, which removes cash as a limiter

to scaling your business. Four, money

models have four types of offers.

Attraction offers, upsell offers,

downell offers, and continuity offers.

Five, attraction offers get customers by

offering something free or at a

discount. Often, they also make money by

offering a better deal at a higher

price. We covered five. A, win your

money back. You set a goal for the

customer and tell them how to reach it.

If they reach it, then they qualify to

get their money back or get it back as

store credit. B, giveaways. You

advertise a chance to win a big prize in

exchange for contact information and

anything else you want. After picking a

winner, you offer everyone else the big

prize at a discounted price. C. Decoy

offers. You advertise a free or

discounted offer. When the lead asks to

learn more, you also present a more

valuable premium offer. The premium

offer includes more features, benefits,

bonuses, guarantees, and so on. D. Buy

X, get Y free. You offer customers free

stuff in exchange for buying other stuff

for money. The more free stuff, and the

higher its value, the more people buy.

E, pay less now or pay more later. You

give people a choice to pay full price

later or pay a discounted price now and

get additional bonuses.

Upsell offers are whatever you offer

next, typically more, better, or newer

versions of what they just bought. These

get you more cash fast. We covered four.

A, the classic upsell. You offer a

solution to the customer's next problem

the moment they become aware of it. You

can't have X without Y. B, menu upsells.

You tell customers which options they

don't need, then tell them which they do

and how to get their value from it. You

don't need that. You need this. C.

Anchor upsells. You offer your most

expensive thing first. If the customer

bulks, you offer a much cheaper and

still acceptable alternative. No

worries. If you don't care about X, this

may be a better fit for you. D. Rollover

upsells. You credit some or all of the

customer's previous purchases towards

your next offer. Since you already spent

$500, I'll just credit that towards

staying for a full year.

Seven. Downell offers are whatever you

offer after someone says no. And by

turning nos into yeses, you make more

money. We covered three. A payment plan

downells. You offer the same product at

the same price, but they pay some now

and the rest over time. When do you get

paid? Let's do half now and half then.

B. Trial with penalty. You let customers

try your product or service for free so

long as they meet your terms. If they

do, they have a better chance of

becoming paying customers. If they

don't, they pay. If you do X, Y, and Z,

I'll let you start for free. C. Feed

your downells. You lower prices by

changing what the customer gets. I offer

lower quantity, lower quality, lower

price alternatives, or cut optional

components entirely. If you're okay

without a guarantee, I can knock off 400

bucks. Eight. Continuity offers. Provide

ongoing value that customers make

ongoing payments for until they cancel.

These boost the profit of every customer

and give you one last thing to sell. We

covered three. A. Continuity bonus

offers. You give the customer an awesome

thing. if they sign up today. Typically,

the bonus itself has more value than the

first continuity payment. If you sign up

today, you also get XYZ valuable thing.

B, continuity discount offers. You give

the customer free time now or later if

they sign up today. C. Waved fee offers.

First, you ask the customer to pay a

starter fee as part of joining a

month-to-month program. Then, you offer

to discount the entire fee if they

commit to longer term. If they cancel

inside the term, they pay the fee. Nine,

you build money models one stage at a

time. Once I get customers reliably,

then I make sure they pay for themselves

reliably. Then I make sure they pay for

other customers reliably. Then I start

maximizing each customer's long-term

value. Then I print as much money as I

can. Bottom line, the knowledge in these

bullets brought me more free and

profitable customers than I've known

what to do with. If executed, they will

do the same for you. And with that, cash

will no longer constrain your business.

I hope this book helps you grow your

dream as big as you darn well please.

Also, since you are one of the few who

actually finish what you start, I want

to leave you with a parting gift. Some

closing remarks that got me through hard

times.

Final thoughts. You don't become

confident by shouting affirmations in

the mirror. You become confident by

giving yourself a stack of undeniable

proof that you are who you say you are.

Outwork your self-doubt.

This was an actual post I made on July

25th, 2020 before I made my life public.

The image contrasts where I used to

sleep on the floor 7 years earlier with

me on a private jet. Leila snapped this

when I wasn't looking and I was like,

"Damn, I look super pensive." Anyways,

this is the second time we've taken a

private jet. And it was dope. They

figure if you go down with a ship, your

seatelt won't save you regardless. To

every hard mother ever who is

disappointing their parents, wives,

husband, fake friends, and everyone else

who doubts you, number one, I'm your

biggest fan. Number two, it's about to

get real, so get hard fast. Number

three, you cannot lose if you do not

quit. I used to repeat that to myself

over and over again when I didn't want

to keep doing it. If you feel hopeless,

welcome to entrepreneurship. If you feel

like you'll never make it, you're on the

right path. If you feel like you're a

disappointment to everyone who you know,

keep moving because the end of the

rainbow isn't a pot of gold. It's you.

The real you that's been underneath all

along whispering in your ear, "Just one

more step, one more call, one more

sale." When I say I'm your biggest fan,

it's because I was there. And I know you

because I know exactly what it feels

like. Having both 100% confidence and

a,000% doubt at the same time. Here's

all you got to do. Just keep moving,

keep fighting, keep improving. Your time

will come. Success is the only revenge.

So right now you might be back where I

was when I started working in a concrete

coffin under blinding fluorescent lights

wanting to escape. You might be

overwhelmed by all the stuff you have to

do to succeed. But with that uncertainty

know that every entrepreneur past and

present shoulders that burden with you.

I've been there. They've been there.

You're not alone. I share these stories

as I experienced them so you can benefit

from them as I have. So here's my

promise. Follow the lessons. The money

will come. Be one of zero. Alex Ramoszi,

founderacquisition.com.

P.S. I've got some free goodies for you

for finishing what you started. Free

goodies. Nom nom nom. Kind of like the

previews after the credits finish. If

you're still with me, I want to give you

a bunch of goodies. Number one, if

you're struggling to figure out who to

sell to, I released a chapter called

Your First Avatar. You can get it for

free at acquisition.com/avvatar.

Just pop in your email and we'll send it

over. Two, if you're struggling to

figure out what to sell, you can go to

Amazon or wherever you buy books and

search Alexi and $100 million offers. It

should get you on the right path. Three,

if you're struggling to get people

interested in what you sell, you can go

to Amazon or wherever you buy books and

search Alexi and get $100 million leads.

It should also put you on the right

path. Four, if your company's doing over

a million in Ibida, aka profit. We'd

love to help you scale. It brings us so

much pleasure to know companies have

grown much and bigger and faster than

mine because they avoided many of the

mistakes that I did. If you want us to

look under the hood and see if we can

help you, go to acquisition.com.

Number five, if you want a job at

acquisition.com or in one of our

portfolio companies, we love hiring from

Mosnation. Our best returns come from

investing in great people, go to

acquisition.com/careers/openjob

and you can see all available openings.

Six, to get the free book downloads and

video trainings that come with this

book, go to

acquisition.com/training/money.

Seven, if you like listening to podcasts

and want to hear more, my podcast at the

time of this writing is top five in

entrepreneurship and top 15 in business

in the US. You can get there by

searching Alexi wherever you listen or

by going to acquisition.com/mpodcast.

I share useful and interesting stories,

valuable lessons, and the essential

mental models I rely on every day to

make more money. Number eight, if you

like to watch videos, we put a lot of

resources into our free training

available for everyone. We intend on

making it better than any paid stuff out

there and let you decide if we

succeeded. You can find our videos on

YouTube or wherever you watch videos by

searching Alexi. And if you like short

form videos, check out the byite-size

content we pump out daily at

acquisition.com/media.

You'll see all the places we post and

you can pick the ones you like most. And

last, thank you again. Please be one of

those givers and share this with

entrepreneurs by leaving a review. It

would mean the world to me. I'm sending

you business building vibes from my

desk. I spent a lot of time there, so

it's a lot of vibes. May your desire be

greater than your obstacles.