HOW to define your target audience Avatar in a way you can actually use
WHY to define your target audience Avatar
TOOLS to use to quickly define them
Lot’s of COOL insight
First, let’s make it very clear that we’re focusing on one person at one time, okay? And this one person that we call it the Niche.
So the niche is the person. This person has a lot of attributes. This person is someone you want to know more than himself/herself. You can take this person on coffee data. If you can’t take the niche out on a date, then it’s not a niche. Okay?
So this is a real-life person. They have emotions, dreams, desires, feelings, they have troubles, they have worries, they have suspicions, they have interests, they have groups they belong to, they have failures, they have, they have a lot of things going on. This is actually a person.
So what we’re going to be doing is we’re going to be filling out this person vector.
This will create our data and research entry point to the CrawlQ to create content for sales pages, home pages, marketing pages, email auto-responders, and long or short-form social media posts.
Here’s something you need to understand. People will buy from you. A keyword count or 100k searches for this keyword don’t buy from you. More specifically, people will buy from you one person at a time.
You have to know who these people are and what they have in common that makes them belong to the group.
A customer avatar is an abstract version of this real-life version of a niche. You can get into so much detail here why you must map out the customer avatar and why it’s so important for you to be very specific.
But the scope of this section is very hands-on. If this is not yet clear, I will encourage you to stop and check all references out there why it is so important to start with one niche, one persona, one customer avatar, your best friend FRED (Fear, Results, Expectations, and Desires) as Jim Edwards in his books Copywriting Secret mentions.
Need to know the words they use
Need to know what’s on their mind
Need to know how to “plug into” the conversation going on inside their head. You need to know what’s going in Fred’s mind better than he does. You need to know what conversation is going on inside his head.
Demographics: Role/Title, Age, Gender, Location, Occupation, Marital Status, Experience Years, Education Level, Company Size and traffic channels.
Psychographics: Problems, interests, desires, goals, fear, suspicions and enemies.
A decision based on demographics alone is still too broad to be able to sell anything interesting that people will get in on demographics alone.
But if you try and use demographics exclusively you are going to have a tough time selling anything to anyone.
You should first use psychographics to understand what’s going on inside of a person’s head, what are they thinking, what’s motivating them.
I use psychographics first and then I refine my niche with demographics. Psychographics are things by which I understand Fred and his problems .
PQR2: Problems, Questions, Roadblocks, and Results
Where and How To Find PQR2 For your Target Audience Avatar?
CrawlQ identifies your content from a base seed topic of interest. This includes your Main Topic of interest. This should be e.g., a Single Main Topic that you are building your content foundation. E.g., Video Marketing, Content Automation, Document Management System, User Engagement Solution, etc.
Long Tail Topics are an extension of the main topic which answers your user’s questions relating to the search intent. Use CrawlQ Search Intent Discovery Wizard for identifying Long Tail Topics.
Niche Pre-headline addresses your target buyer persona directly. E.g. Attn: Accountants who manage large clients, Attn: Tech oriented SaaS Founders, etc.
Niche Headline describes your main transformation benefit to your ideal customer, which is the main bait.
Niche Sub-headline is a hook that further grabs the attention of the target audience and compels them to continue to read your copy.
The reason why you start with one location is that its way easier to become the best or only option or the default option in one location than it is to do that in 10 locations simultaneously.
Now, why is the vertical so important? Well, the vertical is so important because the problems and the language and the biases that this person has, just being in this vertical, they are different than the problems, the urgency levels of those problems of someone in another vertical.
He has different urgency levels. He might have different fundraising. He might have different access to engineers. He might have different access to talent. He might have different access to partners. Right. So this vertical is super, super important. And a lot of founders mess this up.
B2B as vertical is not specific enough. We have to be very, very specific. Okay, so financial services. Okay. CEO experience level five years.
Now, why is it so important that we write down the name of people that we know and identify them on LinkedIn?
So it’s very important that you write down people who you know in your niche. How would they describe themselves? This is really, really, really, really important because this will help you build some really compelling copy and compelling product.
A quantitative analysis person. Right. They’re not that salesy. They’re tech guys.
Now this is really important because this will allow you to target on LinkedIn.
So a company size, it could be like 10.
This is important too because this will allow you to target and it’ll allow you to identify trends with your customers.
I’m trying to get as much data on this customer because I know the better I understand the customer, the better I can serve the customer, the better my products are going to be, the better my marketing is going to be, the better my, the more likely I will be to be the best or only option relative to this person.
So current metrics, let’s talk about those. Now this, every business is going to have different metrics, their ticket price, the revenue, their team and conversion rates. Those are some current metrics that you guys can think of for your particular niche.
Okay. You could say like a runway. Runway, is less than one year, right? Uh, cash is less than 500k.
You want to be aligned to the person who pulls the trigger. So let me just jump to roles here before I get into current activities. The roles are important because you need to market to the person who can pull the trigger. So a lot of my customers will say, well Harish, well I am selling to the engineer. Okay. But they’re unable to make a decision. So I ask them, okay, well who writes the check? Who signs the check? Who gives you the thumbs up? Who gives me the green light and they say, well it’s usually the CFO or the CEO.
And then they go get approval from the engineers. So really your customer’s not the engineer. Your customer is the CEO, your customer is somebody who exchanges the money for the goods and services. That’s the customer. Okay? So keep that in mind. Even if you are an engineer and yourself and your engineers will use your tool or technical people will use your tool. Your real customer is the person trading the money for the solution.
So we’re going to have to understand them so much and just it’s just the mechanism that the engineers will use. So it just so happens that the engineers will use your solution. They’re the end users, but they’re not the customer, okay? So obviously it needs to, the engineers need to buy in, but that’s a feature of the solution. They need to be able to use it.
But the real customer is going to be the CEO. Okay. Or the CFO or the CFO, whoever’s writing the check. Make sense? We always market to the customer.
What do these people do on a day to day basis? And if you can’t understand what these people do, guess what? You don’t understand the customer enough. And you’re going to have to do some research.
So what do these people do? Ask yourself the question. You know, you can call up your customer.
I started, making my slide deck for the investors. I started working on a model. Okay. And then, I started looking at some resumes and I’m hiring a new product person. I’m hiring a new engineer. Oh, I had to go to the bank today and I had to open up a new checking account or whatever. And then I started reading these blog articles. And then in the afternoon I met with my product team and we started working on the product. And then after that I started going, I went over to the sales team and then I started helping sales. And I started writing on, I read it, I started getting reports on how many, how many leads we got today. Okay. And how many closes we got today.
Okay. And then I spent some time with my girlfriend. I played some soccer at 8:00 PM. Then I went to bed. Okay. So that’s a day in the life of FRED, your ideal customer avatar.
He likes looking at spreadsheets and numbers. He likes meeting with accountants. So I understand these customers very, very well. I understand what they’re trying to do. I understand their activities, I understand what, what they’re struggling with just because I spent a lot of time with them.
We help [Niche] go from [state 1] to [state 2] in [timeframe]
We help [Niche] go from [state 1] to [state 2] in [timeframe] using [mechanism]
The ultimate way to [get result] in [timeframe] for [niche]
The world’s best way to [get result] for [niche]
Forget about [undesirable result]
Say Goodbye to [undesirable result]
For [Niche]: How to go from [state 1] to [state 2] in [timeframe] using [mechanism]
You do [job], we take care of the [job2].
You focus on [job], we focus on [job 2].
Using [mechanism]
[step 1], [step 2], [step 3]
Go over to LinkedIn and let’s just take a look at some interests. FRED, your customer Avatar likes real estate investors and he likes this guy who is a big influencer in this Niche. Okay. So these are some influencers. What companies does he like? So he’s typically, if they like some of these things, they’re typically customers. They’re typically like using these tools. Makes sense.
What LinkedIn Groups they like. What does he like? He likes Growth Hacking. He likes Content Marketing. She likes fashion store chatbots.
Influencers, same thing. Okay.
Why is it important to understand your Avatar deep inside? How we can use the information on Books that they read, tools they use, blogs they read, YouTube channels they watch, subreddits they belong to, Facebook likes, Slack Channels and Podcasts they listen to
What are your Avatar’s favorite books? What are your top favorite books?
This is really important too because this will allow you to target, okay? And it’ll allow you to, you’re a software person.
You can spot gaps, right? If they’re using tools, you can spot gaps and be like, you know what? You shouldn’t be using this. You can use our tool. This does it way better than this. Oh, I see what you’re, how you’re using these tools.
You’re, you’re bundling them all together. So we got to understand what tools these people are using.
Blogs, they read forums or subreddits that they browse. This is super, super important. We got to get into the brains of the customer. Okay.
YouTube channels that they watch. And or just ask them, what’s your favorite YouTube channel?
Who are you subscribed to? Facebook likes you can go to their Facebook profile and look at what they like.
Slack groups that he belongs to? We’re just going to ask him podcasts. We’ll just ask him.
That you need to understand their true desires. Hamilton’s rule says that the living organism will behave in a way that maximizes the probability of persisting the genes through generations. Okay? And typically what that means is that a human or any living thing will either look to mating opportunities, accumulation of resources to improve the probability of mating opportunities and survival of the offspring. Or they’ll look to improve their health and live longer such that they can extend the window of either mating or helping their offspring through resources, skills, and et cetera.
They wake up every day and they have these unconscious desires they have. They might be conscious or unconscious. Okay. So they might think, wow, like I’m trying to build the company, I’m trying to sell it, or I’m trying to make this, or I’m trying to, you know, I’m trying to be recognized by peers. I’m trying to build something durable. I’m trying to, you know, accumulate capital. Okay. I’m trying to retire my parents. I’m trying to, there’s a, there’s a ton of things that these people want.
Now the key is that you focus on what they want not on what they need.
Now. There’s what they’re willing to admit and then what’s really going on under the hood. Okay. When we’re doing copywriting, if we can, if we can hit the nerve under the hood, that’s how you’re gonna get some crazy, crazy resonance.
Just looking at Maslow’s hierarchy of needs, doing meaningful and interesting work and what do they call it? Self actualization that actually comes after resources and mating is solved and safety and basic physicals.
The personal dreams and desires. This is how you can really ring bells, okay? So they, maybe they want to buy the house, okay. Maybe they want that status, the recognition from their peers. Maybe they want to drive a Porsche or a Tesla. They want to donate money. What are they trying to do? Maybe they want to make their spouse, their parents will, children’s and their close friends proud.
Maybe they want to send the kids to private school. That’s a very common one, okay. Maybe they want to be a model citizen. Okay? Uh, have financial freedom. Travel the world, their kids. Okay? So we need to figure out what these people really, really want.
We’re going into the customer’s world. This is the customer. These are your, these are your, you know, your heroes here, okay? You guys are nothing without your customers.
So we make the customer the hero. We have to understand them so much. And keep in mind guys, that you’re not passing judgment when you’re doing your research, you’re not passing judgment.
You’re like a scientist, right? Whatever this customer wants, whatever this customer desires, whatever this customer feels, it’s, you do not pass judgment. You acknowledge it and you try to help this person as much as humanly possible, okay?
So if you spend enough time with these people or if you spend enough, you know, if you spend a few hours with them or you work alongside them, you can really figure out what these people desire. Cause they’ll, they’ll talk about things like this, right? They’ll talk about their family. They’ll talk about what they’re trying to do. Right. Another thing is that when they’re under stress, when they’re under stress, a lot of these things will slip out when they’re under stress or when they’re frustrated, they might, they might say something like, you know what? I just want to get to a million dollars like a Zoho.
Like they, I’ve actually, a customer has said that to me, Harish, I don’t care what we got to do. I just need to get to the multi million dollar Mark like Zoho founders. Come on. Like what have we gotta do we gotta rebuild the product, we need to make funnels 100 times? Tell me what we need to do.
What do we gotta do? We have to bill it, we have to build, what do we have to do? I have to hire this person. What do you tell me? What do I have to do? Okay. All they wanted to do was get to their first million dollars in sales with, you know, in less than a year. Okay. So that’s, it’s not like you just come up with these things in the silo and they’re just, you know, they’re very, it’s like a moment of genius.
This comes out while, while listening to the customer.
The failure, the system failure is the problem, okay? The failure, something failed. System failed. What is the problem here? So now we understand this customer so much. We know what they’re doing. We know what their activities are, we know what their desires are. We know what their current resources are, their current metrics. what failed?
That’s a failure. That’s basically the PR problem that sales process IO solves. Okay? They can’t, they’re not profitable. They can’t capture profit. They can’t raise money, okay? They can’t close, all right? They can’t flood their calendar. They can’t install a sales team. They don’t know how to install a sales team. They can’t do it. It’s not profitable. It’s not growing. Okay. Um, product problems.
They’re not collecting raving testimonials. What they’ll say is like churns too high. Right? Churn is too high. Um, traffic is low. Right? Um, the number of new accounts is not, they’re not growing enough, right? Not growing revenue. These are failures. They’re not profitable. They can’t raise money. And then there’s typically a route, a route. So in science there are a lot of symptoms to a root problem.
This, this is the problem, this is the failure. So there’s, in science, there’s always something like a root cause. . Root problem. And if this one was fixed, then all the other ones are going to be fixed.
So as entrepreneurs, we have to be smart enough to understand the root cause. . So in our case, it’s usually that these engineers, they just never learned how to sell.
They never had formal bootcamp training. They had a lot of technical training, but no one’s really, really showed them how to sell like a freaking professional. And so once the engineers learn that skill, then they can then it’s very easy to build a million dollar business. And because they have the product development skills and they have the sales skills.
So think about this. What failed? Another way to figure this out is just get on the phone with your customer. We gave you some templates for that and asked them what’s screaming at you? What’s screaming at you right now? That’s a good question. What’s the screaming pain? And they’re going to say, you know, I can’t raise money or whatever. Whatever the screaming pain is and that screaming pain is dependent on time. So that pain is going to be, it changes with time.
One month is going to be something that like this one mother is going to be another thing.
So we want to make sure that we want to, we want to ask them what their screaming pain is. Ask that question. What’s the, from Gary Keller, what’s the one thing that if solved would make all the difference in the world? What’s the one thing that you could solve right now? If you had a magic wand, you could solve it right now. What’s the one thing that would make all the difference in the world for you? And the customer will tell you, okay, it’s going to force them.
So now let’s get into suspicions. Now, why do we, why do we care about suspicions? Because if you can confirm a suspicion then you’re going to be able to develop a deep sense of rapport.
So what are these people, what are they suspicious of and what don’t they trust? What are they suspicious of and what don’t they trust? That’s another, that’s a way to, a way to pull out the suspicions. What are these people suspicious of?
A suspicious of, um, I’m just thinking of Henry. Think about FRED your customer Avatar. Who he is suspicious of. Salespeople?.
The traditional traditional salespeople, okay. He’s suspicious and you know what? He should be okay. He’s a very smart guy. What else is he suspicious of? He’s suspicious of poor, poor work, right? Poor work. Poor work quality. Um, so you can think of what don’t your customers trust? Who don’t they trust and what don’t they trust?
Okay. Now this will bring us into a more, into the enemy’s portion. So what do these customers hate? What do these customers hate? So you can see here, my customers, they don’t like inefficiencies.
The technical, the engineer, they don’t like inefficiency. If there’s waste that drives them freaking crazy. They don’t like deception in any of its forms. Like that’s just a, you know, I think that’s everybody. They don’t like deception. They don’t like incongruencies. Everything needs to be backed up properly. Everything needs to be cited properly. They don’t like ambiguity.
Their enemies could be competitors, right? Competitors. You know, someone who’s trying to build something similar. So really think about who are these enemies?
The more you understand the FRED, the better you’re going to be able to craft a solution and a claim and the better your marketing is going to be, it’s going to work.
So a lot of copywriting books, they tell you these things and um, but they don’t give you the actionable things. Like, what do you actually need to do?
Alrighty, guys. So, in this video, we’re going to be talking about the trends and the environment. So now that we mapped out the niche, we know exactly who we’re going after. We also need to understand the current trends in the environment.
"So, this section is, let’s look at the trends. Let’s look at the technology. This is where you get into the research, okay? This is a CEO or a founder’s job, okay? Let’s get into what’s going on in the world. What winds are blowing? What new technologies are emerging? What competitor products are out there. So, we’re going to be really focusing on just collecting information and getting the full picture. So if we can intersect the customer’s path and the environment’s paths, then we’ll be able to find a fit.
Let’s say the customer, they’re just moving around. The environment is acting on this customer. So if there’s a new technology, if there’s a new competitor, if there’s a new trend, there’s new regulation. There’s new rules. Let’s say, there’s a natural disaster, a war, a famine, a virus, something, it affects this customer’s position.
So, let’s say at time is equal to like one year, okay? And you’re starting from time zero, which is your reference point. One year, you know that something, a technology, is going to be introduced, and there’s going to be some sort of force on that customer at that time.
And then maybe, there’s a regulation, and there’s going to be another force on that customer at that time, okay? Or maybe, there’s a new competitor, and there’s going to be a force on that customer at that time.
So, it’s very important to not only understand the customer’s path as they’re traveling through time, the customer’s position as they’re traveling through time, okay, but it’s also really important to understand the environment and the forces acting on the customer at that time. And if you truly understand the forces acting on the customer, okay, and the customer, you’ll get your timing right, okay? Because you can pick someone up right here.
How to check trends? You can go to CrawlQ Niche Discovery Widzard. A good example is Google Trends, right? Google trends, you can do your own research, and you can take a look at trends.
Like if we did SEO, right, let’s take a look at SEO And we look at this over the past five years, okay? We can see countries and territories that are more likely to be interested in this trend here. Let’s take a look, 2004 to present, so you can see an increase, okay?
You’re going to be looking at the most urgent problem. Why isn’t everyone doing it? Am I the only person doing this? Am I the only person who knows this?" Okay?
And that actually, that little tangent, brings me to Peter Thiel. Peter says, “The best companies are founded on secrets.” What do you know to be true that other people either don’t know yet or are unwilling to admit. And when you have the niche and the environment mapped out, the secrets are revealed, okay? You’re the only one in the meadow who knows the truth. So, this will allow you to determine secrets.
We help [Niche] go from [state 1] to [state 2] in [timeframe]
We help [Niche] go from [state 1] to [state 2] in [timeframe] using [mechanism]
The ultimate way to [get result] in [timeframe] for [niche]
The world’s best way to [get result] for [niche]
Forget about [undesirable result]
Say Goodbye to [undesirable result]
For [Niche]: How to go from [state 1] to [state 2] in [timeframe] using [mechanism]
You do [job], we take care of the [job2].
You focus on [job], we focus on [job 2].
Using [mechanism]
[step 1], [step 2], [step 3]
Alrighty guys. So in this Section, you are going to be building upon what you have already done. So you have your niche defined and you have your environment defined and you should have a pretty clear picture of our customer’s problem and how to solve it.
Now you need to come up with a claim, a message, a promise to the customer. Now why is a promise so important? The promise is the business.
You’re making a promise to the customer. In exchange for delivering on this promise, the customer will give you money. So you need a clear promise to the customer.
Now, the promise is not a technology, this can be a headline, it can be a claim in a video sales letter, it can be a claim on the product pages, it can be something that the salespeople say.
This promise is so important because this is what the customer is exchanging for their money.
And the promise has a before state, a desired state and a timeframe. So before the state example, zero to five million in 18 months while being profitable without raising money. Zero to a million without raising money. We need a promise. What promise can we make to our customer?
So that’s the promise. It needs to be compelling, it needs to have a before state. It needs to have an after state. It needs to have a timeframe. It needs to align to what the customer wants.
Promise is typically derived from the case studies, so when you’re mapping out your case studies, you’re going to just see the states. What happened? State one, state two, what was the timeframe? And that is the promise that you can make with your clients.
Now, what happens if you don’t have case studies? Everyone says, "well, I don’t have a case study. We don’t have case studies yet. We don’t have clear demonstrable proof.
Here’s the thing. When you understand the niche and you understand the environment, you can make a claim.
Your claim is independent of the mechanism, which means you can make a claim and get resonance. This is marketing.
You can make a claim and get resonance, and you can even sell with a rendering, with a mock-up, with, even with a promise.
Once you get the claim firing and it’s working and it’s resonating, and you’re getting interest and you’re getting sales, then you will stop marketing and that feedback to the product development and put everything you have to deliver that promise.
If you can’t deliver, you have to give the money back. Makes sense? So you sell it first. You figure out what the claim is. Then you figure out what the pitch is and this is where the offer and stuff comes into play.
As an entrepreneur, a very good CEO you need to deliver on your promises.
The product and the technology, are just tools. This allows you to deliver on your promise. But without a promise, you’re not going to have any customers, there’s no point.
In the technology world, not many people know how to write claims. So if you’re looking at your competitors, their claim is probably wrong. And if you see your competitor and their claim is pretty good and you think it’s decent, can you make it better? Can you expand it? Can you take the claim to its limits? Or if you see a claim that’s already working, can you swap in a new mechanism? So I know 30 new advisor leads per month. So if I’m coming in with a new technology for financial advisors, well, I’m probably just going to switch out the mechanism. We did this; LinkedIn. LinkedIn marketing.
A lot of people start with the product and then they try to market it and it just flops. It has nothing to do with the product. The product is pulled. The product is pulled from the market. And we kind of just flipped it on its head. Product is pulled. Now the difference between a scammer and an entrepreneur is the ability of delivering on the promise. So a scammer, you might see this, you see these marketers, they are very good at marketers. They’re sleazy. This is where the sleazy salesperson kind of comes from. The sales person will make promises, but they can’t deliver and that results in scamming. So you don’t want to be a scammer. You want to be able to make promises and deliver. That’s how you get super successful. So you got to be able to make promises and deliver. So the typical engineer is able to build, but they don’t know what to build because they never learned how to make promises. Make sense?
Okay guys. So if you don’t have a product or you don’t have case studies yet, we need to swim around for the promise.
What is a benefit, everyone talks about features and benefits. How do we define benefit? If we go back to evolutionary psychology from Dr. David Buss, it helps us define what a benefit is.
So let’s get into, what is a benefit? So a benefit is defined as either, the likelihood of survival, or likelihood of replication, or both, that results from an activity and it’s relative to the niche.
So the benefit is relative to this person, or this benefit is relative to people who are connectically related to the niche, or have the ability to impact the niche or have the ability to impact people who are connectically related to the niche.
An insight is the cause/effect relationship between an activity and a benefit. This benefit can be positive or negative. A positive benefit is an increase in likelihood of replication or survival and a negative benefit would be a decrease in likelihood of survival or replication.
Now, an insight can be useful or useless and it can be unique or non-unique. So what is a unique insight? A unique insight is just something that’s unknown to the niche. A non-unique insight is something that’s already known to the niche.
So if the cost is much less than the benefit, then the niche is going to experience demand for that new activity. So through new useful, unique insights, through information transfer, you’re able to communicate to the niche, the cause/effect relationships between a new activity and a benefit. If the niche thinks that the new activity’s cost is much, much less than the benefit, then there’s going to be demand. This is key.
So the product is the technological expression of an activity or a series or group of activities. What is a feature? Feature is actually helping to do the job, some new activity. Clayton Christensen says, “Jobs to be done.” He uses that language. What jobs are being done by the product? What job is a customer trying to do? Activities are jobs to be done. Product helps customers to do a specific job (activity).
The product or the solution, helps the person, the niche, do these activities (jobs). So the product is the technological expression of these activities (jobs). Features help to execute these activities (jobs).
So by communicating these unique, useful insights, you’re going to be explaining the cause/effect relationship between these new activities (jobs) and benefits.
If it’s much less than the energy required to do the activity, then the person will choose the vehicle.
Speaking in the language of a customer, Now I can do those activities but that’s a lot of work. I need a vehicle, is there any vehicle that will allow me to do those activities faster and cheaper, and easier?" So what they’re doing is, they’re buying a vehicle. They’re only going to buy the vehicle if the energy required to get the vehicle is much less than the activity energy, or the alternatives. Does that make sense?
So this vehicle energy, it actually takes technology energy and entrepreneurial energy to make the vehicle. The vehicles just don’t exist, it takes entrepreneurial energy and tech energy to create a vehicle. So since a vehicle is an entrepreneurial technological expression of activity, excuse me, and it requires technology to assemble, we can express the vehicle energy as tech energy plus entrepreneurial energy. So the energy that it took to make the technology plus the energy it takes for the entrepreneur to assemble the technology and make is useful, relative to the niche.
So marketing is just the communication of useful, unique insights which are cause/effect relationships between activities and benefits. It takes research and time to come up with these unique, useful insights and then it takes engineering power and engineering bandwidth to turn these activities into products.
It takes technology and it takes entrepreneurial energy to turn those activities into vehicles and products that customers and the niche would exchange money for.
The niche will only exchange money for the vehicle, if the energy that they expend in terms of money, is less than the alternative, the activity energy. So if there’s another alternative in the market, or they could do it themselves, for less energy, then they’re going to do that.
Alrighty guys. So in this video, we’re going to be talking about the offer. Now what you did in the previous video is you defined your sales argument. And you have rock solid evidence as to why someone should do those new activities.
You created value for each of those features. So what you’re doing right now is called stacking. And this is how you sell. So you’re stacking value. You’re stacking all this value. And then what we’re doing is we’re going to be creating offers.
So this offer is going to be what you actually sell. So the offer is different from the features.
The offer contains features, the offer contains items, which are the features. So let’s make an offer.
And then what you’re doing is you’re tallying up the total price, so it could be a hundred thousand dollars. And what we’re doing is we are incentivizing. So we’re basically saying this whole thing is worth a hundred thousand dollars. If we were to piecemeal it, piece by piece, hundred thousand dollars. But right now, if you … The offer is like 1/10, let’s call it $10,000 dollars. You could price your offers whatever works for you.
Probability of success, you give them a probability of success. We’ll get into the probability of outcomes, et cetera, with the ROI justification. And then we’re going to be building urgency and scarcity.
So urgency the last … Let’s see here. The urgency, you could say, “If you act now you get a discount, you get a $500 dollar discount.” We need to build urgency in order to close. If we don’t have any urgency or scarcity or risk reversal, then we’re not going to be able to close any deals. So selling is different than closing. This will help you develop your closing. $500 dollar discount if they close within 24 hours.
Urgency could mean that prices are scheduled to change on date, right? So lock in now. So you’re building up urgency. And then scarcity, you’re going to be introducing scarcity only, let’s say, a hundred customers per month. Something like that. Okay. We only have bandwidth for … Support can only handle 10 calls per day or something like that. You need to build some scarcity. And then also you’re going to have to build up some … You’re going to have multiple instances of scarcity, multiple instances of urgency. We’re also going to be able to give a guarantee or risk reversal.
This is how you close. Urgency, scarcity, risk reversal. Urgency, scarcity, risk reversal. And this could be a seven-day trial, could be a 14-day trial. Could be a money back guarantee. Could be a money back action-based guarantee if you’re doing a service, consulting service. Could be a six month window.
So that’s how you craft a freaking bad-ass offer. So go ahead and start working on that offer. And it should be very, very clear. Make sure you remember your urgency, your scarcity, and your risk reversal.
Alrighty guys, so in this Section, we’re going to be talking about case studies. Now, case studies are super important, because the business is the case study. The business is the case study. Remember, we made these promises, we have a niche, we made a promise. We have a product, we have a mechanism. Now, we need to prove that it actually works, and we have to prove that it actually makes money.
If the case study is not profitable, which means you charged a price and you didn’t even make any profit off of it, and you don’t have really strong economies of scale, or network effects, then we can’t tolerate not making profit. It’s not going to work. If you don’t make profit at the unit level, you’re not going to make profit at the scale level, because efficiency is going to go down at scale. We need to make sure that the price is high enough, and we actually make profit at scale. We have to make profit at the unit level so we can make profit at scale.
The case studies are very, very clear. So let’s map out the case studies. We have the company, we have the price that you charge, the profit, the logo, the location, the vertical, the state. This is where a lot of the states are going to come from. The claims. The claims are going to be derived from the case studies. The proof, we need some proof, so some screenshots, a video, some video testimonials, the explanation of the case study.
In your own words, what happened. And this is really, really valuable, because you’re essentially a storyteller. You’re telling the story. You’re telling the story of what happened. And then we have the quote of the customer. And then we have a name and we have the picture of the person. We have a video testimonial. We have a reference if necessary.
So remember Mario, the game? Super Mario, where you’re running around and you’re collecting coins. Well, as an entrepreneur, you’re running around, you’re collecting case studies. And the more case studies you get, the stronger your marketing is going to be.
And obviously by just the fact that you’re getting case studies, you’re going to be able to improve your product and get more feedback and then make it better and better and better.
What do I mean by that? If you’re going to be influencing or you’re going to be getting someone to buy into either your thesis, your product hypothesis, your offer, your price, if you add social proof to your messaging, the comprehension rate and the level of attention you’re going to get is going to be much higher than if you didn’t have social proof.
What is social proof? You need to prove that other people are using it. You need to prove so…
We’re going to be using the social proof everywhere, in the ads, in the landing pages, in the video sales letters. They’re going to be everywhere. You’ll notice that social proof is everywhere. You’ll notice that I slapped the social proof on every page.
The Q and A is all of all the questions that your customers will have about the information above. The questions regarding the product, questions regarding the thesis, questions regarding the pricing, questions regarding the offer. All of these questions are mapped out here. The way that you determine these questions is you just listen to the customers. You can just listen to sales calls, listen to the customers, just map out the answers. You can see here that we have like 80 questions here.
These questions will go in your sales script, they’ll go in your marketing material, they’ll go in your sales letters, they’ll go in the follow ups. When you train your sales reps, the sales reps need to be versed with all of these questions that you need to be able to fire them off like no one’s business.
Don’t be afraid to just go off. Who’s successful with this, will this work or how can I trust you? How much time is it going to take? How much money is it going to take? Be very detailed with your answers. This is the language that you’re going to be using. You can see here, are you interested in investing? I wouldn’t have been able to anticipate that question, I wouldn’t have been able to write that question and answer if we didn’t get that on a sales call.
So every time a new question comes up on a sales call, we throw it in here and I answer it.
Every new question that comes up, you’re going to be coming up with answers. You’re going to be so freaking prepared it’s not even going to be funny. This is how you can have a crazy high conversion.
What distinguishes you from everyone else?
Who are you guys, anyway?
What exactly are you promising? What evidence do you have to back up these promises and claims?
How do I know your solution will work for me? Who hasn’t it worked for?
How do I present this to my team?
What are typical contract terms?
What type of support do you offer?
Where did you get the idea to offer this solution?
This is pretty straight forward, map out the team, give a background. A little background story on each team member, have a photo, have a link to their LinkedIn, just map it out.
You already have your social proof. I just bundled them together because we’re going to be using that in ads. Make sure you get your logos, your core values.
The core values are the business. Sometimes your customers want to understand your core values. They want to understand what you believe in. We’re going to be mapping those out. We don’t spend a ton of time there, but they’re also helpful for employees.
Your team members and your employees can get access to this document and they’ll be able to see everything, they’ll be able to see the whole thesis.
The last thing that we map-out is the origination story. The origination story is really, really important. Customers will ask where did you come from? Why are you doing this? What’s the story here, how did you get here? That’s what they’re going to ask.
You need to be able to communicate your origination story. So the origination story is usually the founder or the CEO, or whoever, is experiencing some sort of problem. They look around everywhere for a solution, but they can’t find one, they’re so frustrated. They finally get so frustrated that they are forced, they don’t want to, but they’re forced to solve the problem themselves. And then it works. Then it works so well that everybody starts asking them what they did. Then their new direction is to get the solution that they invented in the hands of more people. That’s really the origin story of every single business.
So again, it’s the founder who has a problem, looks everywhere, and they can’t solve it. They get so frustrated, they’re forced to solve it themselves, it works, it works so well. Everyone starts asking what the heck did they do? Now their new mission in life is to get that solution in the hands of more people.
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