$100m Offers Quotes

You want to be ‘the guy’ who services ‘this type of person’ or solves ‘this type of problem.’ And even more niched ‘I solve this type of problem for this specific type of person in this unique counter-intuitive way that reverses their deepest fear.

Warren Buffet said, “Price is what you pay. Value is what you get.

When you raise your price, you increase the value the consumer receives without changing anything else about your product.

Entrepreneurship is about acquiring skills, beliefs, and character traits. To advance, I find that we must determine which skills, beliefs, and character traits we lack. Most times, we simply need to improve.

The only thing that beats “free” is “fast.” People will pay for speed.

You can either be right or you can be rich. This book is for getting rich. If that bothers you, just put this down and go back to arguing against human nature. Hint: You’re not gonna change it.

The degree of the pain will be proportional to the price you will be able to charge (more on this in the Value Equation chapter). When they hear the solution to their pain, and inversely, what their life would look like without this pain, they should be drawn to your solution. I have a saying I use to train sales teams “The pain is the pitch.” If you can articulate the pain a prospect is feeling accurately, they will almost always buy what you are offering. A prospect must have a painful problem for us to solve and charge money for our solution.

The Grand Slam Offer only becomes valuable once the prospect perceives the increase in likelihood of achievement, perceives the decrease in time delay, and perceives the decrease in effort and sacrifice.

People want what they can’t have. People want what other people want. People want things only a select few have access to.

Increased Response Rates (think clicks) Increased Conversion (think sales) Premium Prices (think charging a lot of money).

No offer? No business. No life. Bad offer? Negative profit. No business. Miserable life. Decent offer? No profit. Stagnating business. Stagnating life. Good offer? Some profit. Okay business. Okay life. Grand Slam Offer? Fantastic profit. Insane business. Freedom.

We question all of our beliefs, except for the ones we really believe in, and those we never think to question.” ​— ​Orson Scott Card

Fundamentally, all marketing exists to influence the supply and demand curve.

Hormozi Law: The longer you delay the ask, the bigger the ask you can make. “The longer the runway, the bigger the plane that can take off.

Aligning with other’s self interest is easier than persuading them to do what you want.

If you have a “commodity” offer, you will compete on price (having a price-driven purchase versus a value-driven purchase). Your Grand Slam Offer, however, forces a prospect to stop and think differently to assess the value of your differentiated product. Doing this establishes you as your own category, which means it’s too difficult to compare prices, which means you re-calibrate the prospect’s value-meter.

Our goal as marketers and business owners is to increase the value of the dream outcome and its perceived likelihood of achievement, while decreasing the time delay of achievement and the effort and sacrifice one has to put in to get there.

The greatest hitters of all time also have many strike outs, just as there are many failed offers in the track record of great marketers. We learn skills through failure and practice. We do this knowing that nine out of ten times we will be wrong. We still act boldly, hoping for that offer we connect with so well that it results in our big payoff.

People who experience a victory early on are more likely to continue with something than those who do not.

Scarcity is a function of quantity. Urgency is a function of time. This is where you only limit when people can sign up, rather than how many.

Adding a deadline and incorporating one or multiple forms of urgency will get more people to take action than would otherwise.

Create flow. Monetize flow. Then add friction.

The point of good writing is for the reader to understand. The point of good persuasion is for the prospect to feel understood.

I’m going to be an entrepreneur so I can be free. Free to do whatever I want, whenever I want, with whomever I want.

Charge as high a price as you can say out loud without cracking a smile.” ​— ​Dan Kennedy

your most valuable asset ― your attention.

There is no strategic benefit to being the second cheapest in the marketplace, but there is for being the most expensive.

Those who pay the most, pay the most attention.

In plain words, pricing this way means you are providing a service at just above what it costs for you to stay above water. We are not trying to stay barely above water. We are trying to make egregious amounts of money that will have your relatives asking if what you are doing is legal. Again, we are not trying to get the most customers. We are trying to make the most money.

In order to understand how to make a compelling offer, you must understand value. The reason people buy anything is to get a deal. They believe what they are getting (VALUE) is worth more than what they are giving in exchange for it (PRICE). The moment the value they receive dips below what they are paying, they stop buying from you. This price to value discrepancy is what you need to avoid at all costs.

Having a Grand Slam offer makes it almost impossible to lose. But why? What gives it such an impact? In short, having a Grand Slam Offer helps with all three of the requirements for growth: getting more customers, getting them to pay more, and getting them to do so more times. How? It allows you to differentiate yourself from the marketplace. In other words, it allows you to sell your product based on VALUE not on PRICE. Commoditized = Price Driven Purchases (race to the bottom) Differentiated = Value Driven Purchases (sell in a category of one with no comparison. Yes, market matters, which I will expound on in the next chapter) A commodity, as I define it, is a product available from many places. For that reason, it’s prone to purchases based on “price” instead of “value.” If all products are “equal,” then the cheapest one is the most valuable by default. In other words, if a prospect compares your product to another and thinks “these are pretty much the same, I’ll buy the cheaper one,” then they commoditized you. How embarrassing! But

Time delay is the time between a client buying and receiving the promised benefit. The shorter the distance between when they purchase and they receive value/the outcome, the more valuable your services or product is.

Getting people to buy is NOT the objective of a business. Making money is. And lowering price is a one-way road to destruction for most — you can only go down to $0, but you can go infinitely high in the other direction.

The pain is the pitch.” If you can articulate the pain a prospect is feeling accurately, they will almost always buy what you are offering. A prospect must have a painful problem for us to solve and charge money for our solution.

Sometimes, though, people want to know more about your offer before they buy. This is common for businesses that sell more expensive stuff. If that’s you, then you’ll often get more leads to engage by advertising with a lead magnet first.

People want to buy expensive things. They just need a reason. And the goal isn’t just to be slightly above the market price — the goal is to be so much higher that a consumer thinks to themselves, “This is so much more expensive, there must be something entirely different going on here.

The first $100,000 is a bitch, but you gotta do it. I don't care what you have to do—if it means walking everywhere and not eating anything that wasn't purchased with a coupon, find a way to get your hands on $100,000. After that, you can ease off the gas a little bit.” ​— ​Charlie Munger, Vice Chairman Berkshire Hathaway

there is a difference between gambling in business and gambling in a casino. In a casino, the odds are stacked against you. With skill, you can improve them, but never beat them. In contrast, in business, you can improve your skills to shift the odds in your favor. Simply stated, with enough skill, you can become the house.

It’s an offer you present to the marketplace that cannot be compared to any other product or service available, combining an attractive promotion, an unmatchable value proposition, a premium price, and an unbeatable guarantee with a money model (payment terms) that allows you to get paid to get new customers . . . forever removing the cash constraint on business growth.

Outsized returns often come from betting against conventional wisdom, and conventional wisdom is usually right. Given a 10 percent chance of a 100 times payoff, you should take that bet every time. But you're still going to be wrong nine times out of ten . . . We all know that if you swing for the fences, you're going to strike out a lot, but you're also going to hit some home runs. The difference between baseball and business, however, is that baseball has a truncated outcome distribution. When you swing, no matter how well you connect with the ball, the most runs you can get is four. In business, every once in a while, when you step up to the plate, you can score 1,000 runs. This long-tailed distribution of returns is why it's important to be bold. Big winners pay for so many experiments." ​— ​Jeff Bezos

Here is your first piece of good news: if you are reading this, then you are already in the top 10 percent. Most people buy stuff and then promptly ignore it. I can also throw out a spoiler: the further you get in the book, the bigger the nuggets become. Just watch. This book delivers. The world needs more entrepreneurs. It needs more fighters. It needs more magic. And that’s what I’m sharing with you ― magic.

First, if your audience has a problem they don’t know about, your lead magnet would make them aware of it. Second, you could solve a recurring problem for a short amount of time with a sample or trial of your core offer. Third, you can give them one step in a multi-step process that solves a bigger problem. All three solve one problem and reveal others. So your three types are: 1) Reveal Problems, 2) Samples and Trials, and 3) One Step Of A Multi-Step Process.

Okay everyone. So here’s the ad account of a gym we just launched. Here are the ads we ran. This is how much we spent. We sent them to this page with this offer. You can see how many leads we got here. They got this many people scheduled. This many showed. This is how many they sold. This is how much the gym owner made. This is everything we did. If you want help setting something like this up, we’ll do the whole thing for free. And we only get paid off the sales you make. If that sounds fair, book a call.

Iwant to be abundantly clear: the goal should be to charge as much money for your products or services as humanly possible. I'm talking heinous amounts of money. That being said, anyone can raise their prices, but only a select few can charge these rates and get people to say yes. From this point forward, you must abandon any notion you have about “what's fair.” Every enormous company in the world charges you money for things that cost them nothing. It costs pennies for the phone company to add an additional user, except they don’t mind charging you hundreds per month for access.

People who help others (with zero expectation) experience higher levels of fulfillment, live longer, and make more money.

Desire is a contract you make with yourself to be unhappy until you get what you want.

Make people an offer so good they would feel stupid saying no.” ​— ​Travis Jones

it is far better to have understood why you failed than to be ignorant of why you succeeded.

Making shit loads of money breaks people’s minds.

Price is what you pay. Value is what you get.

Lloyd, from the above newspaper story, could have gone through this entire book and nothing in here would have worked for him. Why? Because he would be targeting newspapers, a dying market. That being said, having a great market is an advantage. But you can be in a normal market that’s growing at an average rate and still make crazy money. Every market I have been in has been a normal market. You just don't actually want to be selling ice to eskimos.

When demand increases, cut supply.

Grow or Die” is a core tenet at our companies. We believe every person, every company, and every organism is either growing or dying. Maintenance is a myth.

Implicit-egotism effect: we are generally drawn to the things and people that most resemble us.

Step #1: We figured out our prospective client's dream outcome. Step #2: We listed out all the obstacles they’re likely to encounter on their way (our opportunities for value). Step #3: We listed all those obstacles as solutions. Step #4: We figured out all the different ways we could deliver those solutions. Step #5a: We trimmed those ways down to only the things that were the highest value and lowest cost to us. All we have to do now  is… Step #5b: Put all the bundles together into the ultimate high value deliverable.

the odds are stacked against you.

Example #1: Even if you have a bad offer and are bad at persuasion, you’re going to make money if you’re in a great market. If you’re on the corner hocking hot dogs when the bars close up at 2am, with mobs of starving drunk folks, you’re gonna sell out your hotdogs. Example #2 (most of us): If you are in a normal market and have a Grand Slam Offer (great), you can make tons of money even if you’re bad at persuasion.  This is most people reading this book. That’s why I wrote it — to help you maximize your success by learning to really build a Grand Slam Offer. Example #3: Let’s say you’re in a normal market and have a normal offer. In order to be massively successful, you would have to be exceptionally good at persuasion. Then and only then will you succeed, with your persuasive skills serving as the fulcrum of your success. Heck, many empires have been built by exceptional persuaders. It’s just the hardest path to follow and requires the most effort and learning. Nailing your offer helps you shortcut this path to success. Otherwise, you will just have a normal business that takes exceptional skill to be successful (nothing wrong with that, but probably not what you signed up for).

Some people get there fast. Some people get there slowly. But everyone gets there eventually, as long as you don’t give up. Keep moving forward. Keep getting up. Keep believing it can happen. And, it will.

He who said money can’t buy happiness, hasn’t given enough away.

wasn't selling my membership anymore. I wasn’t selling the plane flight. I was selling the vacation. When you are thinking about your dream outcome, it has to be them arriving at their destination and what they would like to experience.

In order to sell anything, you need demand. We are not trying to create demand. We are trying to channel it.

It is what begins the process of getting customers and making money.  It is the first thing any new customer will interact with in your business. Since the offer is what attracts new customers, it is the lifeblood of your business. No offer? No business. No life. Bad offer? Negative profit. No business. Miserable life. Decent offer? No profit. Stagnating business. Stagnating life. Good offer? Some profit. Okay business. Okay life. Grand Slam Offer? Fantastic profit. Insane business. Freedom.

Outsized returns often come from betting against conventional wisdom, and conventional wisdom is usually right. Given a 10 percent chance of a 100 times payoff, you should take that bet every time. But you're still going to be wrong nine times out of ten . . . We all know that if you swing for the fences, you're going to strike out a lot, but you're also going to hit some home runs. The difference between baseball and business, however, is that baseball has a truncated outcome distribution. When you swing, no matter how well you connect with the ball, the most runs you can get is four. In business, every once in a while, when you step up to the plate, you can score 1,000 runs.

This book is about how to make profitable offers. Specifically, how to reliably turn advertising dollars into (enormous) profits using a combination of pricing, value, guarantees, and naming strategies.

He looked at me soberly and said: “Make people an offer so good they would feel stupid saying no.” I nodded, wrote it down, underlined it, and circled it. And with that, my entire worldview of selling was transformed. My mind began racing. I didn't have to be skilled . . . or even any good. I just had to come up with things that anyone would say yes to.

having a Grand Slam Offer helps with all three of the requirements for growth: getting more customers, getting them to pay more, and getting them to do so more times. How? It allows you to differentiate yourself from the marketplace. In other words, it allows you to sell your product based on VALUE not on PRICE.

It’s an offer you present to the marketplace that cannot be compared to any other product or service available, combining an attractive promotion, an unmatchable value proposition, a premium price, and an unbeatable guarantee with a money model (payment terms) that allows you to get paid to get new customers . . . forever removing the cash constraint on business growth. In other words, it allows you to sell in a “category of one,” or, to apply another great phrase, to “sell in a vacuum.

Grand Slam Offer: Pay one time. (No recurring fee. No retainer.) Just cover ad spend. I’ll generate leads and work your leads for you. And only pay me if people show up. And I’ll guarantee you get 20 people in your first month, or you get your next month free. I’ll also provide all the best practices from the other businesses like yours. ● Daily sales coaching for your staff ● Tested scripts ● Tested price points and offers to swipe and deploy ● Sales recordings . . . and everything else you need to sell and fulfill your customers. I’ll give you the entire play book for (insert industry), absolutely free just for becoming a client. In a nutshell, I'm feeding people into your business, showing you, exactly, how to sell them so that you can get the highest prices, which means that you make the most money possible . . . sound fair enough? It’s clear these are drastically different offers . . .  but so what? Where’s the money!? Let’s compare both in the below chart. Breakdown: You spend the same amount of money for the same eyeballs. Then, you get 2.5x more people to respond to your advertisement because it’s a more compelling offer. From there, you close 2.5x as many people because the offer is so much more compelling. From there, you are able to charge a 4x higher price up front. The end result is 2.5 x 2.5 x 4 = 22.4x more cash collected up front. Yes, you spent $10,000 to make $112,000. You just made money getting new customers.

At the end of the day, if there is a ton of demand for a solution, you can be mediocre at business, have a terrible offer, and have no ability to persuade people, and you can still make money.

Let’s break it down. It wasn’t his product — that was great. It wasn’t his offer — he had a zero risk revshare model. It wasn’t his sales skills — he was a natural salesman. So, then what was the problem? He was selling to newspapers! His market was shrinking by 25 percent every year! He had looked at all the angles, except for the most obvious one.

In order to sell anything, you need demand. We are not trying to create demand. We are trying to channel it. That is a very important distinction. If you don’t have a market for your offer, nothing that follows will work. This entire book sits atop the assumption that you have at least a “normal” market, which I define as a market that is growing at the same rate as the marketplace and that has common unmet needs that fall into one of three categories: improved health, increased wealth, or improved relationships.

have a saying I use to train sales teams “The pain is the pitch.” If you can articulate the pain a prospect is feeling accurately, they will almost always buy what you are offering. A prospect must have a painful problem for us to solve and charge money for our solution.

Growing markets are like a tailwind. They make everything move forward faster. Declining markers are like headwinds. They make all efforts harder. This was Lloyd's example. Newspapers had three of the four makings of a great market: (1) lots of pain, (2) purchasing power, (3) easy to target. But they were shrinking (fast).

So let’s go down another level of niching and call our product…. “Time Management for B2B Outbound Sales Reps.” Following the same principles of specificity, now we know our sales people probably have very experienced deals and commissions. A single sale would easily net this salesman $500 (or more), so it would be easy to justify a $499 price tag. This is already a 25x increase in price for almost an identical product. I could stop here, but I’m going to go one step further. Let’s just niche down one last level…. “Time Management for B2B Outbound Power Tools & Gardening Sales Reps.” Boom. Think about it for a second, if you were a power tools outbound sales rep, you would think to yourself “This is made exactly for me” and would happily fork over maybe $1000 to $2000 for a time management program that could help you achieve your goal. The actual pieces of the program may be the same as the generic $19 course, but since they have been applied, and the sales messaging could speak so much to this avatar, they will find it more compelling and get more value from it in a real way.

Charge as high a price as you can say out loud without cracking a smile.” - Dan Kennedy

Why? Because they think to themselves . . . they can't be that much smarter than me or work that much harder than me, so how is it possible for them to make 1,000 times more than me? Enough money that it would take me literally ten lifetimes to make what they make in a year. In the three years leading up to me writing this book, I took home over $1,200,000/mo in profit. Every. Single. Month. That’s more than the compensation for the CEOs of Ford, McDonalds, Motorola, & Yahoo . . . combined . . . every year . . . as a kid in his twenties.

Given this postulate, a prospect would (in theory) purchase something from you, and the moment their credit card was run, it would immediately become their reality. That is infinite value. Imagine clicking the purchase button on a weight loss product and instantly seeing your stomach turn into a six-pack. Or imagine hiring a marketing firm, and as soon as you sign your document, your phone begins ringing with new highly qualified prospects. How valuable would these products/services be? Infinitely valuable. And that’s the point. I don't know if we entrepreneurs will ever get there, but that is the hypothetical limit we all should strive towards, and why I structured the equation this way.

So have this skill set — the ability to accurately assess markets by taking into account pain, money, targeting, and growth — in your back pocket so that when lightning strikes, you can make sure it strikes twice.

I laid there silently, pulling up the bank accounts ― a daily ritual.

Bigger broader guarantees work better with lower ticket B2C businesses (many people just won't bother taking the time).

My offer was simple. I’ll fill your gym in 30 days for free. You pay nothing. I pay for everything. I sell new members and keep the first 6 weeks of membership fees as payment. You get everything else. If I don’t fill your gym, I don’t make money. You spend nothing either way.

It was an easy offer to sell. I’d fly out. Turn on my lead machine. Work the leads. Then sell the leads. Except, instead of selling them into my gym, I’d sell them into whatever gym I was camped at for the month. Every month I’d go to a new gym. Rinse and repeat. It worked.

So, then, what does it take to grow? Thankfully, just three simple things: 1) Get more customers 2) Increase their average purchase value 3) Get them to buy more times

Think different.” - Steve Jobs

Your Grand Slam Offer, however, forces a prospect to stop and think differently to assess the value of your differentiated product. Doing this establishes you as your own category, which means it’s too difficult to compare prices, which means you re-calibrate the prospect’s value-meter.

For most, if you are under $10M per year, niching down will make you more money. After that, it will depend on how narrow the niche is, or, what is called TAM (total addressable market). A business can really only grow to meet the total addressable market. That being said, for most people, getting to $10M per year is already a top .4% achievement (only 1 in 250 businesses achieve this). So for 99.6 percent of readers below $10M per year, it’s almost always easier to serve fewer clients more narrowly.

If in one area you see a pyre being lit, a little away you’ll see an infant undergoing a ritualistic tonsuring. Barely 100m away a newly married couple will be offering prayers to the river, while further away you’ll find children playing cricket on the banks of the river close to an elderly man who is deep in thought silently watching the Ganga flow by. Nearby, people will be feeding the fish, while some distance away little girls in brightly coloured skirts and tops play hopscotch on the steps leading to the river. In essence, the cycle of life is quite literally unfolding before your eyes," Irfan Nabi

The dream outcome is the expression of the feelings and experiences the prospect has envisioned in their mind. It’s the gap between their current reality and their dreams. Our goal is to accurately depict that dream back to them, so they feel understood, and explain how our vehicle will get them there.

He looked at me soberly and said: “Make people an offer so good they would feel stupid saying no.

If at first you don't succeed, try, try, try again.”—Thomas H. Palmer, Teacher’s Manual

gambling our hard-earned money on labor, inventory, rent, marketing, etc., all with

Acquisition.com.

If you try one hundred offers, I promise you will succeed. Most people never try anything. Others fail once, then give up. It takes resilience to succeed. Stop personalizing! It’s not about you! If your offer doesn’t work, it doesn’t mean you suck. It means your offer sucks. Big difference. You only suck if you stop trying. So, try again. You’ll never become world class if you stop after a failed attempt.

We question all of our beliefs, except for the ones we really believe in, and those we never think to question.”—Orson Scott Card

Making shit loads of money breaks people’s minds. It literally stretches their minds so far past what they believe is possible they assume you are doing something wrong or illegal. They literally “can’t even.

After all, as Warren Buffet said, “Price is what you pay. Value is what you get.

Again, we are not trying to get the most customers. We are trying to make the most money.

We are not trying to create demand. We are trying to channel it.

Your market matters.

You will fail. In fact, you will fail until you succeed. But you will fail far longer if you keep changing who you market to, because you must start over from the beginning each time. So, pick then commit.