How to Price a Service Business So It Actually Makes Money | Ep 1002

I'm going to help a complete stranger build a $5 million per year business in 90 days step by step and at the end of the 90 days We're going to check in and show you exactly what happened. This is Joey. Enjoy. Joey. What's up? All right, tell me about the business. Yes. So my name is Joey Goon. My business is Utopia Experience We are an event planning company out of St. Louis, Missouri So last year the average deal size for event planning was 34,000 this year trailing 12 months is 44,000 audio visual average spend is Between 20 and 150k per event video production is more of a pass through to just make it easy for clients. Got it. Okay. What's on the background now? I'm just not really sure what the strategy is that we should pursue when it comes to the acquisition channel. So why do you think this can scale? That's a great question I'm just like an all. I love you so much. It's mutual. Why do I think this can scale so before I came here? I actually flew here from my sister's wedding in Mexico I asked a hundred people on that trip with us. It's like the entire wedding party What's one thing in your life that you can never have enough of and I thought I get some silly answer is because people are drunk Doing whatever in the pool and I thought I was going to get sex or money and I got some of that but mostly what people told me with some version of connection Community tribe family belonging and that's the industry that we're in. So our industry what we're selling is Fundamentally what people need. It is a human need. It's wired into our primal DNA And so that's why I think it could scale and the market cap on events right now is 1.5 trillion It's projected to hit 3.5 trillion by 2033. So those numbers back up our industry. I'm so convicted on my quest Yeah, that I'm going to persevere. I've been resilient since I was a nine-year-old kid. I Know this business is going to grow with your help. I'm ready to scale it Sweet walk me through how your pricing process works because it's very it's very like make believe right? Yeah, yeah, so abstract. Yeah So yeah, and since you have a margin issue. I think it's a margin issue How does how do these numbers get pulled out of thinner? Because right now it sounds like they just say we want X Y and Z And then you create some line items and then make up numbers on those line items and then come up with a number at the bottom and then send it to them Like I come to you and I say I'm doing an act was just not common, but we're gonna do a thousand version of that here in Vegas And we want full AV and some onsite support What good like when you hear that what actually goes through your head once included in every package is a $15,000 or overall retainer to retain our services Okay, so that's the first thing like a one-time one-time fee that gets added on to the other make-believe prices exactly And then after that it's you know sponsor management That's about 15k then there's vendor management vendor management is like managing all the contractors. Yeah, so it's the The photo booth the video production team all of those elements that you know sort of come into the event Yeah, it's the venue procurement strategy So if you guys if you're taking your team to some other place outside of Vegas You need a hotel which hotel are you gonna work with how are you gonna get people to and from the year before and so you'll Build for the logistics of managing that as well if it's part of the scope work or whatever right that's 7500 Is there anything about headcount? That's the thing so we learn the lesson we put the guard rails up and so now we're actually deploying like tiered structures Where if you have over a certain number of attendees or over a certain amount of vendors or sponsors Then there's a tier that where you pay more based on the number of people that you have got it. Okay. I think I know what to do So you want to hop on this side? So There's a dimension issue for sure, but I think that part of it is because you're mispriced and so The pricing has to do with the offer and so we kind of have to start with The offer and then fix price and then go sales motion and then go demand increase Does that make sense got it? Okay, we got a fixed thing we're selling once fixed thing we're selling we'll fix how we're selling it and then If we're selling it well, we can price it the way we want to price it. Okay So can't blame. I'm sitting next to you. It's mutual Okay, so the first thing that has to happen is you have to cost out what true costs are for different levels of delivery and Then whenever you have that price I want you to five or ten x that cost and then that's what your price is Okay, and so you'll probably have to create Like a dynamic sheet which you could either code with AI really easily or just have like a if-then type excel sheet either way would work But as you're going through it with a customer it should basically pop out what that ice for that thing's going to be and it's all dynamic So I have headcount of the event And then from there we're going to have our Variable costs which are what are the costs that scale with headcount? So we have Yeah, exactly so these are these are the costs that scale with this and they're going to be proportional sure and then we're going to have a fixed costs Which is going to be amber can only she's it's one quarter of amber. So it's like great That's going to be 15k is one quarter of amber because she can only handle four and then what other fixed cost do we have that are probably going to be more Fixed payroll stuff versus kind of the other costs that are associated that are going to be more like the A/B related or whatever That track. Yeah, for sure. Okay, so once you have this It's like you're going to have a sheet that has a cost number that comes to the bottom. You're not going to show that to them And then at that point you know that your range is going to be five to ten x This number and that to me would be like How rich is the person I'm talking to? I'm like I'm just being real like bigger company like if you if you if you get if you get lawn care in One of the top ten zip codes in the United States and you have the exact same amount of grass and you have it in a really poor part of the United States The price difference between that lawn care as somebody who knows For sure It's two to three x difference, and I just called a zip code test right this is the privilege I get to have is to pay more for the exact same thing I love that zip codes. Can I just say to all the future clients out there that you're going to put you're going to make it's going to be a great price It's going to be you know, you're fine At the end of the day, everyone else is doing this too. They're just not being organized about it So that's number one is that we need to have standardized pricing so that you can actually get your sales guy Super Quote without having the super long delay in the process and so the end of the year You know like how much money do we make we should know exactly which way we're making on every event sure This yeah, this this seems like a programmable AI thing that can be done a couple hours Yes, now to make this kind of offer better. So this gives us our cost basis What I want to do is add basically a price lot guarantee Which is like as long as you don't change anything about this. This is going to be the price and We give a you know 10% discount if you prep it all ahead That we can pull cash for because right now I'm sure you're getting paid some now some in the middle some at the end or something like that That's owned true. Yeah, it's something that Then I'm going through is I've never been a thrill lawsuit. Mm-hmm. I'm suing a client right now who didn't pay us and now We're having to hunt down the money and do they have money? No, they just know there's no point so we probably have voluntary bankruptcy There's no point so yeah, just see your see your dollars called a cost of business. Yeah, that's fair Yeah, just let me let me save you some time. Let me save you some money and some headache It's that you're cracking the money. So there's no point now getting that so like getting it all up front. Yeah helps us avoid 100% yeah, there's also the value of money today if you if you admit a year from now Do you just suck that money into a bond or whatever? You know, I mean over the stock market while stock market best way to put it But something that's you know a fixed income asset you'd be able to make make the money back But you also get the value of speed of money today and most businesses have higher returns on capital than the stock market Especially small businesses, and so you're gonna get better returns on that so it makes sense to at least give 10 or 20% to pull it up Now we've already built this padding ends were fine. Yeah, now I want to also create a separate opportunity Which is on the events that are be to be now. That's not gonna be a lot of them But the ones were the audience is the customer. I want to have a separate approach to it So this is our standard way of billing if someone is be to be They're basically throwing an event for you Okay, not actually, but like they have You have to take nothing you wouldn't take extra care with a normal event But if there's ever been a time to blow people socks off and have an amazing run event This will be the time to do it sure because everybody in the audience is a potential customer It's the franchise or associations where you've got 1500 of them in the audience that are all doing conferences Well, so with these people it's like number one is or rather a I would say We want to get the booth for ourselves in there because they're gonna have you know a booth Number two is you want to have the opportunity to do some sort of speaking Um at the event and it can be like a 15-minute slot It doesn't have to be a big thing. It's just like hey if you guys have been loving this event We're uh, we're utopia we put this whole thing on and we do this all the time for people like you And so you put a little bit of razzle dazzle of like this is what makes shitty events So it makes great events and say hey if you want these slides you can give them to your event planner Just QR code on the screen and I'll send them to you so you can just actually come into this is like I'd probably think it was like 20 mistakes that uh people who are buying event planning make And so I would just go through all of the mistakes that people make and with each of them Proof of one person underneath of them saying that you're awesome at that thing And say hey if you want the slides go grab them But the main sex appeal is that after they kind of opt-in to grab them the opt-in says do run events Like do you host events and how many per year and then that way that just becomes a lead list for you So you're not pitching it's just like hey the the cta is do on the sides which makes it much easier for you to Do for the the the customer now when you have those b2b conferences I would do whatever it took to to get those ones because it's basically them fronting all the cost of getting 500 or 1,000 of your ICP in the stadium. It's like if you can't close 10% of that room, then there's other issues, right? Even if you close 1% of the room, you get 15% to be a 50% increase in your business. If you're just from one of it, you're more than that per year. So that's why I see this as super material. Like you should be very willing to, like we have this nice high anchor so that we can say, oh, well, you know, I just quoted you 90, but if five sponsors, right, do you have any issues with having a sixth? I'll pay you for the booth. I'll pay your sponsor fees 5,000 of booth. I'll pay 5,000. It's at 95 now. How's that? Oh, great, right? So it's like we can just start chipping away at it. And if you'll let me just do an intermission, I'm talking 10 minutes. I'll just talk about how events work. I'm sure we can see we can frame it as value additive. I'll knock another 5,000 off, right? Love it. I'm going to get my sales team on the phone tomorrow. Let's start calling these different associations. And so the last one is just one list email. So basically, just say, hey, I don't want to like get your email list. That's your thing. But if after the event, I could say, hey, if you had a great time with the event, if I can just say, like, basically solicit them and then I'll happily pay you a fee on anybody who decides to book through us. And that can further bring this number down. And I would say, and typically, we're going to get, you know, 1% of people. Okay. This is kind of the offer pieces. And then this can hopefully fix pricing and also the instant quote issue that you have. Okay. Now the second part is sales motion. So you're converting 10 times more than your sales team, which is a problem. Right? Because you're doing like, if you work leads part time, you were getting more than two guys full time, right? Yeah. Okay. So it just means you're doing things they're not doing. So we just have to figure out what those things are. So have you audited any of their DM conversations that they're having? I've had one meeting with my sales team. I have a follow-up, one meeting just on this specifically. I have a follow-up meeting with them next week to just audit all of their communication and just figure out like, great, like, don't say that, say this. Yeah. So what I want you to do is basically as soon as you get off because the issue that you have is you're obviously demand constrained. So instead of weekly, like, you should be meeting with them every single day to drive and then do end of day. Because right now, this, like, you need to drive this. Yeah. Like, first thing in the morning, what's your plan? How many touchments you're going to do? Great. Like, walk me through the leads that you're working. What kind of prep have you done for those calls and those reach out so you can personalize them? And then end of day, how the conversations go where are we at with pipeline? Like, we just need to drive this. From a role-playing perspective, the way that, like, don't do this to that, you have to then give them the opportunity to try in front of you. Now, part of this is going to be the actual sales. But right now, are they just mostly setting for you to close or are they setting for themselves to close? Yeah. They're kind of, they're in to end. Yeah. Um, I need to restructure that. I'd rather have them just set appointments for you because you don't, your sales volume is like two a week, right? It's not, it's not a huge or not one a week. Um, if you had two guys just setting moments for you, the likely that you'll close them is significantly higher. And you're also the business owner and you can kind of flex on some of these things a little bit better. I would rather you do that because what you're closing 40% of sales, right? That you talk to. Yeah. I mean, if you have four appointments a week, like, that's not going to really change anything. But all of a sudden, you double your business. If you have eight appointments a week, you quadruple your business. So, and that's still not a lot of, like, that's not a lot of work. So just have them be like SDRs, BDRs, book in my calendar completely. And you can still give them a commission on the, uh, on the, on the thing that they bring in. But you're like, listen, you'll make more money if I'm selling than you are. So like, do this for now. And then I think that'll allow you to stay closer to it so that you can document the process better and your feedback loops will be faster because you're like, hey, I got nothing on my calendar day. What the hell's going on? No, nice way. Sure. Yeah. All right. Does that feel okay? Yeah. Okay. Uh, weekly outgo, deep with one of them, or not one of them with each of them one-on-one. The way that we structure these is basically your personal. And you say, hey, how you doing? Hey, if you're, you know, your mom just died. Then like, let's talk about that. Make sure you're good because you're not thinking about your KPIs or quotas. If you just got dumped or whatever, the next is assuming they don't have any like personal calamities, we say, okay, we focus on short term stuff. You're messing this up in the, in the intro. You're messing this up in the, in this part of the scripting. If they're crushing their KPIs, say, hey, long term, what are your goals here? Why don't we, why don't we, you shout out some of my sales calls so that you can maybe pick up some of this other stuff. It's basically even them growth opportunities. But that's the, the progression that we do with, weekly one of ones. And in here, it's all real playing. Like, forever, just like, you train sales to real playing. Yeah. Because you have to get, you have to get them to try so that you can correct them and have more feedback loops. Just think how many feedback loops do I have? These people see the only way they learn. Just like saying it at them will do literally nothing. What's, what's my, you know, my brother and I've been consuming your content for five years, him longer than me. Yeah. I had a call with my brother last week. And he's like, the horror mosey of me is telling you that you're not doing, you're not doing this. So I started booking daily check ins with them. Oh, good. Good. Now, I want to give you something that I think is be super, super high leverage. Which is an idea that I had while you were talking, which is, when you open up the call, after you say, hey, how's it going? Whatever. And you set the agenda for the call. Yeah. What's the first question you asked them? Why'd you book this call today? Why not six months from now? Why not six months ago? Okay. So you're clarifying whether they're here on the C part. What I, what I want to do, there's one question I want to ask in the earlier part of the process, which is how many events per year are you doing? Because I want automatically, as soon as they can say, well, we do three events a year. Now I just took our average ticket from 80 K and made a 240 K because now I'm trying to bid for all three. Yeah. And then what we can do is say, hey, why don't we do off like, I'll commit to all three for you. We'll do the first one. And assuming the first one goes great, we'll book the other two at the same rate. That way we can start like trying to increase average ticket and then get into these kind of like very recurring relationships. Do you like that question? Because I think that will have a very big effect. I just want to make sure that that gets added into the script. Okay. One more thing we got to add. So in your existing sales process, the way you were doing it, you reach out to them, you qualify the lead and then you said appointment. Correct. Yes. Okay. Before they, and on that appointment, you then basically collect all this information and then you'd say, let me give back to you and then you'd said a follow-up appointment and then you would try and close them on the next call. Yeah. Go through the proposal with them live because then you can actually kind of work through those questions and handle the objections. Yes. So I want you to add a video sales letter before the call. Okay. I just recorded it. So before you like, before you ever talk to a customer, you should have a video sales letter. Now, if you have two conversations, there's two VSLs. You said before the call. Mm-hmm. Okay. Yeah. And when someone hops on the call, if they have like the first cut inside of the VSL, I can walk you out of structure, but if you already did it, then we can leave it. I like having a little nugget in there, which is having one CTA that's like, hey, by the way, text me your head count. Text me the date of the event that you want to do. Text me the week, or text me the season, whatever. We just want to have something. So we have some indication that you actually watched it, and then also engages them with us. So that's good. Increase likely to show. But be on that. When you start the call, you'll find out quickly, like, did you watch the video. If the answer is yes, great. If the answer is no, then we say, hey, no worries. This will save us like 30 minutes in the call, seven minutes. Play this now. I'm going to grab a cup of coffee. You want a cup of coffee? Ha, ha, it's Zoom, huh? Okay. And I'll be right back. And so then they watch it. And then that way they're fresh and primed. And the whole conversation's already been framed. And you've been notified and all that kind of jazz. Yeah. Because this is also what helps you scale sales once it once you stop being the person selling. Because we want to do as much of the lifting as we can for the sales people, including you. Because what this will do is it'll also store the amount of calls you have to have. So if you're currently doing two, if we do a VSL, and then we can do an instant quote, we might be able to change to one call close. Got it. And even our worst case scenario, even if you like having the two call, which I'm not against two calls at certain price points, sometimes it just people just want to like it gives the approximation of knowing someone. We can still have our instant quote. And then rather than saying, let's meet in five days, you say, I'll have this to you by what time tomorrow works best for you. I'll work on this until until then because there's also a speed element of like, if it takes you a week to get me a quote, I'm like, man, how long is it like? Is this what it's going to be like working with these people? If it's like, this is priority for me, we'll get this done, you know, I'll get this term in a day and house first thing tomorrow morning. It's like that speed. I can almost guarantee you will increase close rates. Cool. Got it. Okay. Ah, this is another little, a little nuggy. So after the events that you hold, what happens? So the event's done. Yep. Now what? Within, usually within two days of landing back in St. Louis, we send a follow up email to the hosts. We get them on an event debrief call. That's where we're going through what worked, what do we want to see improved, and when's the event date for next year? Let's get a book. Okay. Love that. Just add a VSL before it. Really? Yeah. Okay. For every conversation you have with a customer, frame it. Okay. And so for here, it's like different VSL? It'll be same. The structural will be the same. You want different examples. And the objections are going to be the ones that happen after someone has an event and is thinking about booking the next one, not before they booked their first event. So the objections will be different. Okay. So they'll be like, is it going to be the same price? Well, it will depends on it. So you're just going to go through what the FAQs normally would be and they just answer them ahead of time before the call. And that way you can spend the whole call actually closing rather than just like transferring information and like gapping at them. Got it? But that'll frame the call. So they basically it's like, so you know, you just went through your first event with us. Hopefully it was amazing. No, we're going through the thing like everything like we, perfection is our standard. And so nothing's ever perfect. And we always want to get better. And that's how we've continued to grow as a company. That being said, there's some questions that people have, which is like billing logistics. What happens with their other future events? When am I going to get my video stuff like all the questions that people normally have? And then included in that would be, okay, how does how does working with like basically what do we go from here? What's the next step? And I say, so we're going to do on the calls also just book, figure out what the next event is so that we can get even more advanced prep because basically the more prep we have, the better the event is. And so right. And so I would just say like, so I can tell you that even if there was somebody who is better than us at this, which aren't any, of course, if you book with us now, we will be better than somebody who's better than us. And so you get better value by booking now. - It's a great friend. - Yeah, damaging mission. So now we can talk about the, like what is the order of operations? Does that work? - Yeah. - Okay, so number one, we need to create the, like the auto quote generate, which shouldn't take you that long to build, but you just have to think through what are the cost, what are the variables, what are the fixed costs, and then how does it depend my head count? Great, now we have our, we have our, at least our cost basis, and then that gives us our range for our pricing, right? Second, you'll add in kind of the referral/promotion incentives to this, so that you can put your discounts in, so that you can get, you can basically solicit more business from them. That's the list and the speaking and the survey clothes of like, hey, get my slides, and then you can sort from there to get new leads. - Yep. - Okay. - Got it. Third element is, we need to do daily sales training, implement VSLs times three, because you have three kind of touch points, you have call one, call two, and then post call, right? We have to increase our outreach, which is gonna be first, they're gonna start every day by maxing out the platform limits, which means they should be doing exactly what you were doing when you were doing outreach. They should just clone exactly what you're doing. And if they're not doing that, then like either they're the wrong people, you're not gonna training. Then we wanna do an AI scrape of the contacts to get numbers, and then we wanna feed that into a dialer. And there's a ton of different dialer software as I'm out there that you can use. - What would you do with the dialer? You're having to call the. - We wanna call the, you wanna hit them as many channels as you can. And you're gonna have more, like you will be limited by this, more than you will be limited by this. And so call these like the highest likelihood responses because it's warmer, et cetera. But these are where you're gonna be able to get a lot of for you. - Got it. And for max platform, you're talking about something like LinkedIn, like as many DMs as you can possibly send on the platform. - Exactly. - Got it. So you think this Facebook, a solid channel, you think we should proceed with? - I think LinkedIn would, I would stick with LinkedIn. You've already done that there. You already have a proven process. They're not following it, but you have a proven process. So it's like, how do we just do more of that for now? - Got it. - Because any of all these from acquisition channels, and my whole focus here was like, how do we get really narrow on the one that, like you have the best LTVCoc on LinkedIn. So let's do that. And let's do way more. And you're already hired to guys. So it's like, we just need to get them on ramps. And you need to do that with lots of training and making sure that they are motivated. - Sure. - That's basically, and if you say this is what we're doing twice a day every day, I promise you the productivity of the team's gonna go up. And since it's the constraint, it's a good use of your time. The, this here is this pricing generator. We should be at five to 10X, our costs for the, all right, now obviously that's your gonna be your estimate. Your cut, like we have to have five is the minimum because you might go over, right? Like you don't know. But the price lock says that we will charge this as long as you don't change anything. If you change something, then we might have to readjust it and then we'll true up at the end, okay? Now, the higher you go in here, the more you can say, as long as you're not changing the head count by more than 20% between now and then, or we have to change venues or anything like that, this will be the cost no matter what. So you can use that as a, like, if I were selling this, I would say something like, so there's two ways that this pricing works. So one way is you get nickel-nime. The other is that we just pick a price. It's within your budget. And then as long as you don't do anything crazy, that's what the price is gonna be. Which one would you rather do? Right, they're like, just tell me the price is gonna be. It's like, great, boom, boom. And then we factor in all of the, the fudge factor. And so it's like, to be clear, you're not gonna change your venue and you're not gonna change your head pump by more than 20%. We agree on that, okay. And like you're not gonna all of a sudden say, like I want AV, like these are the services that you're gonna get. I'll give you fudge factor on head count up to 20. And then you can't change the date, right? So it can't change the date, can't change the venue. And then that way, it confines the scope. If they break that, which they might, then you have a different conversation. And I don't think I would try and jab people. I'd just be like, listen, it's gonna cost me 30% more to do this. But if they're already making the decision that they need to do that, then they've decided that it's worth it. So then if it's worth it, then it's worth paying. Yeah. Does that make sense? - It does. So adding a multi-year kind of agreement. - I mean, my goal of asking how many events are you doing is so that I can see it off the fact that, okay, most people who are in your position are doing three events a year. And there are all three events gonna be like this. Great. I can give you a better rate if we do all three, than if we just do one. And so it's like, we'll give you a 10, again, it's like, I like this big anchor so that I can say, I'll give you 10% off on all three, but we're already way above your current price. - Sure. - I'll give you 10% off on all three if you can do it all three with us now. And if for some reason you wanna break it because you think we suck, which is totally fine, just pay the difference on what you would have owed us. So it gives you a little bit of a stick, right? And so if that 10% off is, and then it's like, we'll give you another 10% off if you prepay all three. Some people, that may sound crazy to you, but a lot of departments and businesses work on annual budgets. And so it's like, listen, it's about three tax season. If you wanna get the software books now because we have one event now and two next year, prepay for the event now. And that way you don't have to pay taxes on it. - Hmm. - Does that track? - Yeah. - That'll work super well, Q4. 'Cause a lot of people are looking out there, Q1, Q2, sometimes, depending on last minute there. Right? So Q3, Q4, you'll be getting the events for Q1, Q2, maybe Q3. And so it's like, get the cash off your books, pay your taxes down. You get a discount in you don't have to pay taxes. It's a double way of me. Like why not do it? - Yeah. - Show? - Yep. - Okay. And you had one question about the fact like you speaking at events, right? Like you speak at these events. I think you speak as many events as your family life that you feel comfortable doing. Because you being on stage will further edify you so that your LinkedIn responses go up, you'll get more in-bounds. And then obviously at the events themselves, you're getting weights. So it's like, it's a triple dev. And so, to the degree that you can, I would encourage you to do it. - Okay. - You know what need be in the bottleneck? And I can only be on so many set. I mean, the hourly rate I think was like 1250%. - That's because you didn't have a really good offer in a conversion process. But at a B2V event, if you have a 500 person audience, there's no world where you shouldn't be able to get 50 people or 100 people to opt in for your thing. And then of those, maybe 10 or 20% are going to be qualified leads for you. Like that's huge. - Yeah. - And so you should be able to make significantly more than $1,200 an hour. So I would encourage you to speak at B2B, but using a survey close as your primary method. But fundamentally, business as it currently stands works fine. It's not nearly as profitable as it needs to be, which means that we have to understand our cost better and price appropriately in order to have more profit. In order to solve our demand constraint, what we're doing is, we're getting more people from our existing events that we're doing. We're training ourselves to be more effective, we're increasing their effectiveness with VSLs, we're increasing the overarching volume that they're doing in terms of outreach. And then you're also speaking. And this is giving you like a turbo bomb approach. I've like, this is the constraint as demand. And we did have a pricing issue 'cause we don't want to jam more demand through something that's in margins. So let's fix the margins in the offer and then jam as much demand as we can. - I love it. - Does that feel clear? - It does, yeah. I'm processing. - Okay, yeah, I know it's probably a lot. - A lot of information and also an incredible roadmap that is like very followable. - Good. - So I appreciate you. - Appreciate you, man. We're going to do some scaling roadmap. - Where are to us? All right, what's your head count? - We have 30 total, 12 full time. - Okay, so you're here. So if we're looking at what we're doing with sales, so we need to install a sales training system in divulgative coaching and team cadence. We're optimizing, right? Now the assembly process is typically if we have a paid side, but for you, the idea is like we're doing these events as kind of like you're like that's the thought leadership side of this, but a lot of the other stuff is happening through the sales team with increasing our outreach, right? From a product perspective, incremental product improvement across both products. So because of the customization of how you are going to break down your costs, you'll be able to get laser focused on each component of your offer. And that's really what the kind of product improvement at this level is. Now creating customer segmentation, so this is like what we need to do is in time, probably like a year from now, you'll start looking and say hey, we did a hundred events this year. And what's crazy is that 25 of those events were 75% of our profit. And we're like, okay, so that's the customer segment that's actually driving the most profit for us. How do we retool our messaging and our marketing and the examples that we use in our VSLs and our scripting in order to attract more of those people? Because then at that point, we could do the exact same volume as we currently did, make four times the money if we just only sold those customers. And then that's the process of getting really narrow so that you can then boom. - Sure. - Cool. So by the way, if you wanna know, have your own scaling roadmap, which has a 90 minute video, have you gone through this? - Yeah. - Yeah. - Pretty good, right? - It is really good. - I made this is something that was supposed to be of paid quality. And then I was like, I should just make it for free so I gave it away. And so if you are a business owner, you're like where am I on this roadmap? Just fill it out. And it'll tell you in a lot more detail than 30 seconds, where you're at and what you need to do to get to the next level. In the links somewhere around here. All right, and so that was this episode of Scaler Fail. Stay tuned for the next one.