$100,000 offers

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Hello, and welcome back to the podcast.

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Honestly, it feels a little strange

to say that because I'm currently.

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Batching the first sort of episodes.

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So the podcast really doesn't

exist at this point and no one

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has listened to anything, but.

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I guess that is just the reality

of creating things online.

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Right.

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So today I want to dive a little deeper

into one of the points that I mentioned

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in our previous episode, which is the

one that was titled the three mistakes

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you're making when trying to scale.

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Or maybe it has a similar name, as I

said, Nothing is out at the moment.

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But in that podcast

episode, I spoke about.

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One of those mistakes, being that

I see people are going too wide in

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their business before they go deep.

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And what I mean by that is that I see

a lot of people who create a lot of

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offers really quickly before they have

really mastered one of their offers.

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And I am a very strong believer that

having a signature offer and nailing one

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thing before you expand your office suite.

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Is much more beneficial and supportive

of growing your business in a

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way that feels really spacious.

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And isn't going to leave

you feeling burnt out.

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And as I mentioned in that previous

episode, I feel like this idea

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that we need to have all of

these offers in order to grow.

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Comes from the idea that you need

to have an Ascension model in

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order to have a big business and.

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If you don't already know, essential

models are just a model of business

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where you have different offers

for people at various stages of the

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journey that you support them on.

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So someone who is just a beginner,

someone who is intermediate,

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someone who is more advanced and.

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I'm not saying that there's anything

wrong with having an Ascension

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model in business, they can be

like really effective and,, Really

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profitable, but I think we can.

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Get ourselves.

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We can think that we need to do

that before we're ready to, like,

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we might not even have the skills to

build out all of these offers yet.

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We're just thinking that's what we

need to do in order to be successful.

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So., I want to dive into this

concept of going really deep

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with one offer into this episode.

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And I'm going to do that by

speaking about, I guess, three

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little mini case studies from

clients that I have supported.

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And so all three of these clients have

made over a hundred thousand dollars

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in their business from one single

offer in various different ways.

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So I'm going to kind of provide you

a bit of context for each client and.

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Then I'm just going to speak to the

similarities of strategies and like

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insights that I feel have helped

them achieve that level of success.

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Okay.

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So client one has made multiple times,

but over a hundred thousand dollars

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from a single launch of their offer.

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So.

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They have launched this offer.

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Well, they've done this across two

different offers and across these two

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offers, they've had $100,000 launches.

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Client two has made over $200,000 in.

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Like just over a year, like 13 months from

one offer being launched multiple times.

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And then client three has

made almost $300,000 over

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two years from the one offer.

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So there are three like kind of

different variations of making a

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large amount of money from just

one offer in their business.

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And.

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These clients do have other

offers in their business as well.

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However, they have been in

business for quite a long time.

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And they have taken the time to really go

deep with their one core signature offer

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before they have like focused on expanding

in other areas of their business.

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Okay.

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So I'm going to dive into all of the

different strategies and insights

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and just some reflections that I have

about these three different clients

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and the success that they have created.

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And like I said, I'm going

to just speak generally, not

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like specific to each client.

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Cause there are definitely

a lot of similarities here.

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And before I started diving into

the ease, I think I've got four

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or five Topics to kind of touch on

something I want to say first is that.

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If you are hearing these

numbers and you're thinking,

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wow, That's really incredible.

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Why can't I do that?

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Like, why am I not seeing that success?

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I want you to know that all

of these clients have been

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in business for a long time.

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They have been growing their skillset

and having like the inevitable

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challenges and like flopped launches

and things that just don't work out.

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All of those things had to happen

before they were able to see this

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level of success in their business.

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And I just, I don't want you to

listen to this episode and think

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I'm doing something wrong, or like,

I'm not able to get that result.

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I've been doing this for a year or

two years, and I'm not seeing that.

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What am I doing wrong?

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Because.

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Like these clients have been.

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Working for so long in each

of their respective areas.

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And.

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It's definitely not something that

has happened overnight for them.

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And it takes a continuous refinement

and effort and tweaking of

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strategies to get to this place.

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So, I'm going to dive into all

of these different topics now.

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So the first thing that I

want to touch on is that.

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With all of these clients and

like all of the launches involved.

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Particularly the first

time we launched the offer.

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We took the time to plan it out

and we didn't rush the process.

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So.

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This was like a really intentional

offer for all of my clients in that.

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They knew when they were in the process

of creating the offer and coming up

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with what our launch strategy would be.

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We knew that this offer would

be forming a like critical piece

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within their business suite, right?

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In their office suite.

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It was something that

would be a signature offer.

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It would be there to last something

that they knew that they were going to

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continuously pour their time and effort

into to make it work because it is.

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I guess like a real culmination

of their work and their

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knowledge and their experience.

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And it was important to them.

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To give the offer the time

to come to like full clarity.

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And so for some clients that meant that,

like they had the idea of the offer.

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And they just sat on it

for like six to 12 months.

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And I don't mean sat on it

as in like, they didn't take.

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Any action.

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And they put it on the back burner.

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They just knew that they didn't

have the full clarity on it

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at that point to act on it.

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And so they let it kind of brew.

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They were always it was always in

their awareness and something that

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was kind of being worked on, but it

wasn't something that was rushed.

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And I think that.

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I actually sent an email

to my list on this today.

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And I think that's something that is

really common in the online space is

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the glorification of like really quick

results and quick action in there.

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Like, at least this

has been my experience.

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I see a lot of content around people

like, oh my God, I just had this idea

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and I'm going to launch it tomorrow.

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And then Like I've made $25,000 in a day.

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And like all of these big claims and

big wins saying that something has

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been like, You know, like they just

got the download and acted on it and

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everything like happened so perfectly.

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And whilst I'm not saying that that's

not true for some people, of course, that

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is the experience that some people have.

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I just don't think that is like normal nor

do I think it is something that we should.

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Aim for, because.

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There's so much that is problematic

with like, We're rushing into things

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without taking the time to really.

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To really get clear on it and to do the

work that needs to be done to ensure

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that it is something that is going to be

supportive of the way that you want to

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show up in business and the way that you.

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Value supporting your clients, but.

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Yeah.

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Okay.

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I've gone on a bit of a ramble

there, but we took the time and

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it was an intentional process and

we weren't like rushed about it.

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Right.

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So there was no like sense of

urgency, like, oh my God, I need to.

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Launch this tomorrow, it was like

a really intentional process.

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And so that looked like sitting

with the idea of the offer for a

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while, until it was fully clear.

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It looked like doing market

research and getting clear on.

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Is this something people actually want.

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And need me to offer them.

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Or is it like something that I.

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Need to clarify the way that I'm

speaking about it, because it's not

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resonating with people, but I know

it is something that they want.

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Desire need, et cetera.

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And then we also.

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Took the time with planning out the

launch of the actual offer as well.

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It wasn't just like, Hey,

I'm launching this tomorrow.

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Like I said, it was, we got clear on what

that launch strategy would look like.

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What's worked really well

in their business before.

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Where can we.

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Take aspects of previous launches

and inject it into this new launch

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and see what is going to work.

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And so we really took our time with

getting clear on how we wanted the launch

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to feel what we thought was going to work.

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And then, , taking the time to make sure

we were looking at that whole launch

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experience, the whole client experience

that is required with delivering the

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offer and making sure that we had

everything prepared before we went into.

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Launch so that we weren't scrambling

during the end of the launch, trying

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to get everything ready so that we

can actually deliver on the offer.

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And also knowing what it looked like.

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Post-launch right.

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Like what was going to

happen once the doors close?

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Where are we going to be

sending people to a wait list?

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Where are we going to be delivering?

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, or selling this on evergreen, did

we have like a down sale strategy in

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place for another offer after this one?

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And so getting clear on all

of those things and taking

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the time to plan those out.

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Really made for a launch that

was a lot less stressful.

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, which I think is really

important, especially if you are.

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Wanting to see.

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, You know, like big numbers in your

launch, which there's nothing wrong with

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desiring to have a really financial.

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Positive financial launch.

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Right.

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But we need to make sure that we're

setting ourselves up for that.

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So that is the first one is really

taking the time to plan it all

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out and not falling into the trap

of feeling like everything needs

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to happen within two minutes.

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Okay.

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And the second thing that I want

to touch on is we, weren't afraid

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to make changes both to the offer

itself and to our launch strategy.

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And so.

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This is something that I

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That I really want to emphasize on.

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I think there is like a fine

balance when it comes to pivoting

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and changing things in our business

and also seeing them through.

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I often think that if we're not

immediately seeing the results that

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we want to, we can be really quick to

change things up rather than just like

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sticking to it and not making decisions

that are wholly based on our emotions.

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If we're feeling like.

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, you know, our ego is a little

bruise from not seeing immediate

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results and things like that.

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But in saying that is that we also really

want to make sure that we're looking at

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the data we're tuning into how things

are like truly feeling below any.

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Like conditioning and stories that

might be running rampant in our mind.

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And if we need to make a change from

there, then not be afraid to change things

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up because sometimes you just don't know

what is going to work until it's up and

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running until you're actually in it.

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And.

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Within that experience.

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And so for, , these three

clients in particular, this.

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Played out in many ways, like changing

the structure of the offer, obviously.

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, Within what was like reasonable

for people that had purchased or in

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the next launch, we kind of changed

the way that things were made.

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Sure.

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That was really clearly

communicated because obviously

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if people had been around for.

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The first launch and we

were changing things up.

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We wanted to make sure that

we were clearly communicating.

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What's included what that looks

like, what the structure is.

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And then the, we introduced new things.

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We kept new things.

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We took them out.

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, it also looked like changing the

tech, like once things were up and

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running, like moving people from one

platform to another, which, , you

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know, it is annoying, but if it means

that people are going to have a much

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smoother experience and that little.

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, That little inconvenience

is not a big deal.

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If we can make the whole process smooth.

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And so.

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Yeah, this is a really short one,

but I think we don't, we need to

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like find the balance between not

being afraid to make changes and

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pivot, especially like in public.

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Right.

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Because sometimes we can be mid-launch

we have like one messaging angle.

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It's not landing.

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It's not feeling right for us.

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And sometimes we don't like.

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It's going to be more beneficial to change

that messaging mid-launch change things

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up rather than just like sticking it out

or, , even worse, like not showing up

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because we feel like it's not working.

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, but finding that balance between

being ready and being okay to pivot

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and change things, but then also

not doing it so hastily that we are.

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Changing things up before we

actually have the chance to collect

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enough data, to make an informed

decision, to make those changes.

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Okay.

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And the next thing that I want

to touch on is having different

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levels of access for the same.

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Offer.

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And this is something

that, , well actually I guess

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all of my clients did to some.

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In some way.

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And I think this is a really smart

way to increase your launch revenue

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and your like average spend per

person, depending on how you do this.

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So what this looked like is two

out of the three clients had two

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separate tiers for their offer.

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They had one that was kind

of like a more general tier.

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And then another one that had

more intimate access and deeper

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support within the same container.

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Right.

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So it wasn't like a completely separate.

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Container the group was a hole,

but then there was, , a portion of

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that group that had more intimate

access to the business owner.

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And, , the premise of this

is that they would get more.

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Like a more deeper, more deeper.

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A deeper transformation and more

support in integrating that.

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And so this obviously meant that that

higher tier was at a higher price point.

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And for two, two out of the three.

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Clients that did this, their higher tier.

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And brought in over 50.

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Percent of the income, but the proportion

of people that signed up to that was

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probably like less than 15% of the.

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Total number of people

in the offer itself.

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Hopefully that makes sense, but it just

meant that a smaller group of people were

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bringing in the majority of the income.

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And I think.

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If you think about , if you have

an existing group offer or if you

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have an offer that you're kind of

percolating on and you think about cool.

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If I want to make a

hundred thousand dollars.

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From that new divide, a hundred K by the

price of your offer, you might be thinking

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like, wow, that's a really big number.

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And maybe that feels overwhelming.

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Maybe you don't know if you can

hold space for that many people.

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Maybe you don't know if

you actually have the.

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Right audience, where you can convert

that amount of people into your offer.

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That I think having a tear, that

level of access, where it is

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a limited amount of people can

come in at a higher price point.

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It allows you to really boost your revenue

from your launch, but still maintaining.

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, a smaller number of number

of people in that group.

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And so that's what two out

of, three of my clients did.

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And the other client had, More of like

an author bunk, where they could add on.

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, like a one-to-one session.

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So, , it wasn't a more intimate group.

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It was just an add-on, but it meant

that they still got the same results of

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having a bit more intimate access and more

support in integrating the transformation

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that was being delivered in the offer.

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And obviously we boosted

the, , the average.

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, sales about you per person

by doing that as well.

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Okay.

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And the last thing that

I want to touch on.

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So two out of three of my clients who

have launched their offer multiple times

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over the space of one to two years.

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, so we've had, I think maybe

like, One of them has had full

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launches and the other one has had.

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Three launches.

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We played around with

our open cart strategy.

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Right.

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And so it doesn't mean that , if we're

continuously launching the same thing,

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it just means that we're doing the same

conversion event over and over again.

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We've got the same messaging.

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We're talking about the same thing, which

, You know, might feel really boring.

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And that definitely wasn't the case.

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We really played around with the

different angles that we were

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taking in our messaging and what our

overall OpenCart launch strategy was.

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: 00:16:49

And so.

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: 00:16:50

There are several

different reasons for this.

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: 00:16:52

, first of all, we were taking in data

that we had received from previous

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: 00:16:56

launches, seeing what worked and

what didn't work, and then tweaking

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: 00:17:00

out strategy moving forward.

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: 00:17:02

Second of all, we were really

mindful of the season of life that

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: 00:17:06

each of those clients were in and

what their capacity was to show up.

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: 00:17:10

, all three of my clients that I'm

speaking to here are parents.

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: 00:17:13

They have children, they are very

active in their community and they are

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: 00:17:18

definitely not someone who's like sole.

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: 00:17:21

Focus of their time goes into work.

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: 00:17:23

They have other commitments.

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: 00:17:24

And, , it was really important for

them to not have a launch that felt

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: 00:17:29

like it was draining their life force.

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: 00:17:31

Right.

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: 00:17:32

That it was all they could focus

on whilst they would in that launch.

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: 00:17:35

And so.

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: 00:17:36

That meant that some launches

had, , live events and really

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: 00:17:39

high energy, lots of content.

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: 00:17:41

And it meant that other

launches were a little bit more.

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: 00:17:44

Laid back.

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: 00:17:45

And there was no live conversion events.

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: 00:17:48

There was only, , you know,

content being put out and we

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: 00:17:51

utilize their email list and.

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: 00:17:54

, other, I guess like more evergreen

strategies, but for a live launch.

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: 00:17:58

And so it was really important for

us to really have a play around.

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: 00:18:02

And keep in mind what was working

and make these tweaks so that they.

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: 00:18:07

, felt, I guess like a sense of

fresh energy in each launch, right?

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: 00:18:10

It didn't feel like they were doing

the same thing over and over again.

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: 00:18:14

Yeah.

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: 00:18:14

And so it was really important

for us to be mindful of their

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: 00:18:17

capacity and their energy and

ensure that we built a launch plan.

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: 00:18:21

That we still felt was going to be

really,, effective and high converting,

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: 00:18:26

but it was also really supportive of.

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: 00:18:29

Their capacity and their season of life.

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: 00:18:32

And that also meant that, you know,

for those times where they didn't

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: 00:18:35

have the capacity to show up as

much, we had a longer lead time.

359

: 00:18:40

Like we were being more intentional,

intentional, intentional about

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: 00:18:44

collecting leads and, , segmenting

their list and things like that further

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: 00:18:49

in advance than we would have, if it

was something that they were going

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: 00:18:52

to be able to show up, create more

content, maybe have a live event.

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: 00:18:57

Et cetera.

364

: 00:18:58

And so.

365

: 00:18:59

Yeah, I think it can be really fun

to like play around with different

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: 00:19:02

strategies in your launch, especially

if you are creating a signature offer

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: 00:19:07

and you're planning to launch it over.

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: 00:19:09

And over again, it doesn't

mean that you have to be.

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: 00:19:11

I mean, like the same

boring thing over and over.

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: 00:19:15

And so those are the four, I guess, main

things that I see across all of those.

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: 00:19:21

Clients.

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: 00:19:22

And as you can see, that

is a bit of a theme here.

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: 00:19:26

And that is that we were

super intentional, right?

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: 00:19:28

We didn't just do something

because it had worked before.

375

: 00:19:31

We didn't do things because we

had seen other people doing them.

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: 00:19:34

We looked at ways of like creating

their offer, delivering their offer

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: 00:19:39

and launching their offer that was

going to be supportive to their

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: 00:19:43

goals, their capacity, and how they

were wanting to show up in business.

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: 00:19:49

So that is the end of this

episode in perfect timing because

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: 00:19:52

I have a call in seven minutes.

381

: 00:19:54

So I'm really proud of myself because I'm

normally one of those people that , if I

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: 00:19:59

have a mid day call on my calendar, then.

383

: 00:20:01

Like the whole morning is

written off and it can't be.

384

: 00:20:04

Productive until that

call is out of the way.

385

: 00:20:07

So I'm proud of myself for getting this.

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: 00:20:09

, episode filmed and recorded.

387

: 00:20:12

Yeah.

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: 00:20:13

I will see you in the next one.

389

: 00:20:14

Bye.