Joe Troyer: The six business requirements is where we’re going to start. For me, guys, I have come to accept that I am an amazing fire starter. I am amazing at getting a business going quickly. I am good at building that and blowing that up quickly, like going from zero to a hundred real quick, going from zero to 10,000 a month really fast. I’m good at going from 10,000 a month to even upwards of 100,000 a month really fast.
Joe Troyer: But I’ve also gotten to know that I don’t do well managing a large team. I believe that it takes a very different skillset to go upwards past $1 million-plus in revenue. What I mean by that is as your team starts to grow, your org chart, if you look at an org chart and the people that you need, that starts go grow, and as you get over 10 people, as you get over 15 people in a business, it becomes a completely different skillset to be able to manage that type of business.
Joe Troyer: Me managing a team to 1-10, no problem. Me managing a team of 25, 30-plus on a daily basis? Guys, I’ll be frank, I’m not great at that. No matter how many times I came up to that, I always thought I could just buckle down, and I could plow through it. “All right, Joe Troyer, I can beat any challenge. I’m just going to put my head down, and I’m going to be like a bull and just ram through this thing.” Guys, I gotta tell you, that never worked. Not once. I believe that it takes a very different skillset at that level.
Joe Troyer: At the end of the day, I need to be working in a business that supports that. If I want to have a business that does over $1 million a year, then I need to be able to count on an amazing team. I can’t run the whole thing, and I have no desire because of my experiences and building up lots of businesses like this, I have no desire to do this myself. My choice is either stay at under a million and be extremely lean or build something big.
Joe Troyer: Which do you think I’m doing, staying extremely lean and staying under a million, or option two, building something big? Give me some feedback. One or two in the chat real quick. Yeah. Building something big. Yeah. Okay, but I’m going to stay lean.
Joe Troyer: There is a lot of the business that I, frankly, don’t want to touch, and I’m okay admitting it. I think at the end of the day, too many of us are afraid when working with teams or working with partners to say, “I don’t fucking want to do this. I will do this happily. This is my sweet spot. Here’s where I see I can have value. I don’t want to do this.” If I can give you a tip, I would 100% recommend that you are vocal about what you want to do and what you don’t want to do, or you will get caught doing what you don’t want to do. It seems obvious, but after 10 years, those are some of my biggest takeaways for you guys.
Joe Troyer: Business requirement number two is uniquely working with a big vision. At the end of the day, at the end of the day, when I look at the businesses that we’ve built, when I look at the businesses I’ve built, when I look at when things took off and went crazy and I look at when businesses slowed down and the growth slowed down, I can really point that back to whether the vision was aligned across the company. Did everybody working at company believe in that one big vision? Understand that it becomes a team sport. No matter how hard you try, if you’re trying to build a big business, you have to rely on others. If they don’t believe in your vision, you’re going to have lots of internal conflict, and it is going to be a struggle.
Joe Troyer: At the end of the day, I had to take a lot of time over the last six, seven months and really work on my vision. What do I want? Folks, that’s kind of an awkward conversation. It’s like scratching my head like what do I want to do when I grow up? I encourage you not to rush this, to really think this through. Are you passionate about that big vision? Can you get people to believe in that big vision? If you can’t, understand that you are going to have a big problem.
Joe Troyer: Number three, I’m only going to work in my sweet spot. I’m only going to work in my sweet spot. Much like number one and some of the points that we talked about, I’m going to be extremely vocal in what I want in this next business as we build it. All that I want to touch is sales, one-to-many, angles, the strategy behind the sales, and the overall fundamentals of fulfillment, not the day-to-day fulfilling strategy. The overarching fulfilling strategy is all that I’m interested in.
Joe Troyer: I can help come up with some processes. I can say, “I think we should deal with these five things to start,” then hand it off and say, “Now you’re in charge of fulfillment. Figure out what’s working and what’s not, and I expect you to take this list over and run with it.” If I can stick at number three, I’ll be the happiest what does that mean? I’ll bring in the most sales that I’ve ever brought in, and it’ll help me focus on number two, that big vision and selling that big vision to prospects, to customers, to channel partners, to agencies like you, and the end-customer. If I get stuck in fulfillment, the company is going to bog down. It is my responsibility to be vocal about number three.
Joe Troyer: Number four is something that I took from me being at Funnel Hacking Live in Nashville this year. Russell Brunson, for the first time ever, I saw him do this, the first time I had seen it done really very well anywhere, but the first time I’d see him actually do this too, when you signed in for the event, you said, “I’m here,” and they gave you this swag bag and everything else. It had an agenda.
Joe Troyer: In that agenda, it laid out very, very clear Russell’s value ladder, meaning you start here, Russell Brunson from ClickFunnels, you start here, you buy a book. Then once you buy the book, you go into the One Funnel Away Challenge, then once you go into the One Funnel Away Challenge, you visit Funnel Hacking Live. You go to the event. Once you’re in Funnel Hacking Live, then you join the Two Comma Club Coaching program. Then once you’re in that coaching program, then you escalate to the next coaching program. Then the last piece is you get in this one-on-one coaching and very high-level mastermind group that, guys, I forget, but I think it was 150 or 200 grand for the year?
Joe Troyer: But you could see the value ladder extremely easy. Then I had this major aha moment. See, guys, one of the reasons that I’ve kind of butted heads with Russell, one of the reasons that I don’t talk about funnels a lot is that, fundamentally, I think that they’re flawed in a couple of ways.
Joe Troyer: What I mean by that is let’s say that one of you guys comes to buy a product from me through sales funnel. Why wouldn’t I let you skip buying a $7 book and buy the end-product that’s $150,000 or $200,000? If that’s what you wanted, why wouldn’t I let you just buy it all with one big gulp? Why would I tell you no? Does that make sense to everybody? Derrick [Joman] says, “Sorry I’m late. I was with a prospect.” No worries, buddy. Glad to have you, man.
Joe Troyer: Does that make sense? Fundamentally, I’ve always had a problem with funnels and tripwires and just, if they know, like, and trust you, give them the option to buy all your shit. Why would you make a buyer that’s willing to pay you 200 grand, why would you make them pay you $7? Give me a one if that makes sense. Is this sticking in?
Joe Troyer: I think that we should educate our customers. I think we should educate our customers about the value ladder. We need to lay that out. You need to figure out what your value ladder is going to be, what’s your foot-in-the-door offer, and then what are you going to sell next and what are you going to sell next and what are you going to sell next? If you can show your customers that value ladder, I believe if you do it in a good way, you can get your prospects and you can get your customers to upsell themselves. They came in. They bought the first thing. You educated them on the value ladder, and they raised their hand and said, “Hey, Derek. Hey, Frankie. Hey Ricardo. Hey, Jerome. Hey, Joe. I’d really like to just go to the next level. I need to fast-forward. I need more leads, and I need it now. I know I just bought the first product, but I’d like to buy two, three, and four as well.” Any aha moments there? Give me some feedback in the chat. Two? Give me a two if that’s an aha moment.
Joe Troyer: For me, I’m getting very crazy with my value ladder so that customers can understand that value ladder and from, and guys, I’m taking this for the 10th degree, from my very first pitch with a customer, I’m including my value ladder so people know exactly what’s happening. I’m not really making one sale. By all means, I’m selling one thing as the foot-in-the-door, but really, what I’m doing is getting them to buy into the value ladder, so when they buy, they’re ready for the next step two, step three, and step four, and they know how to get there.
Joe Troyer: All right, number five, fifth business requirement. How many of you guys have read The ONE Thing by Gary Keller? How many of you guys have read the book The ONE Thing by Gary Keller from Keller Williams, the realtor company. How many of you guys have heard of it? All right, man, definitely a fantastic book. Absolutely fantastic book. I’ve got some explaining to do. What’s the best way for me to put this? All right.
Joe Troyer: As you guys look at your marketing plan, as you look at the things that you have to do, as you rate, as you score your opportunities, as you take opportunities that you have in business through these six business requirements and through the next list that I’m going to give you, the 13 product requirements, think about the one thing, and I know that I didn’t give it to you yet, but I want you to think about the one thing. Think about the one thing that you could do that would have a domino effect, so you get one task done, you roll out one thing on you your to-do list, and by you getting that one thing done, it automatically knocks over and sets up step two, step three, step four, step five. Think about the things that you’re doing that really have leverage and play into the next to-do. Think about the tasks that are connected.
Joe Troyer: This is one of the big ways that you can gain a lot of leverage and traction very fast. Me, guys, I gotta give you a little spoiler because I want to give you some context on the one thing for me. I want to bring this home in a real scenario for you guys.
Joe Troyer: The way that I’ve implemented the one thing in kind of a beta-alpha type of scenario, just one way, is I went to my market’s influencers. I strategically gotten intros and referrals to all the influencers in the marketplace, the next marketplace we’re going after. I’ve made each and every one of them a deal that they can’t refuse. This is like, if you’ve heard of a Mafia Offer or the big idea, they all look at me like, “Are you fricking crazy?” I went to a no-pitch event, and I closed half the people in the room without a pitch. I just, guys, I stuck my money where my mouth is. When everybody else is charging 10 and getting half the results, I’m charging two and getting double the results. That’s the type of offer.
Joe Troyer: I made this offer with all of these influencers, and the reason that I did it is because by doing this offer, this marketing for these influencers, part of the deal of them saying yes and taking me up on the offer was that they have to let me do a case study and they have to be willing to tell their customers and their audience about their results that I get them as long as they’re happy with the return on investment.
Joe Troyer: They agreed. It’s a beta program. It’s an alpha program that they’re going to let me do a case study and that they’re going to give me referrals. Everybody following? Give me a three. Step one, me pitching these influencers, these are also the people in the marketplace that have a big budget, so guess what? I just built a six-figure business in one event having one 60-minute presentation, more like probably 45-minute presentation.
Joe Troyer: This, though, is the one thing because now, each of these people are required to refer me as long as I do a good job. For me, the influencers as a step one automatically gives me a butt-load more business on step two. Domino number one was influencers, and then domino number two was retail customers. Does that make sense? Give me a three if you’ve got it.
Joe Troyer: If I would’ve went and tried to go direct to retail immediately without going through the influencers, it would’ve been a much, much slower path. Instead, I just installed a turbo on the Corvette. This is going to get me to the end result or to my goal much faster. I want you guys thinking in your six business requirements as you’re building out your marketing plan to always be thinking about the one thing: Where do I get the leverage that’s going to bring me all the business tomorrow and how do I get there fast?
Joe Troyer: The other great thing, Derek says, “I got it, a bigger foot in the door.” Well, Derek, it’s not really a bigger foot in the door. You see, what I sold them was a foot-in-the-door product, so they still have the value ladder to climb. They’re going to be able to go from that foot-in-the-door to the next level to the next level to the next level, and some of them are upgrading automatically already.
Joe Troyer: All right, so the sixth business requirement should be obvious, folks, but I feel like when people are building out a business, they’re really not thinking about this. The product must deliver results. Really, what I mean by that is that should be like a “duh” statement, but what I really mean by that is we have to be able to show deniable proof, you guys know me, look in the photo there the slide, the case study to prove it and the software to do it. We gotta be able to deliver deniable proof about our results. What I don’t believe in selling is activity-based services. I don’t really believe in selling activity-based services. I just don’t think that there’s that much value in something when you’re just selling an activity and can’t demonstrate a return on investment.
Joe Troyer: That’s why I’ve always played in the pay-per-click, pay-per-call, SEO, call-tracking world because I sell with conviction and I sell with results. At the end of the day, I’m not interested in changing that. This was an important one for me and something that I think a lot of people overlook. I think that if you guys really looked at your businesses right now, you’d probably have some issues, some products that you offer or that you deliver that really interfere with number six.
Joe Troyer: Good stuff. Some aha moments so far. We just went through the six business requirements with 35 minutes into the webinar, and we got the 13 rules every product must fit to go for yes. I just need from feedback from you guys. Good stuff. Amen. Undeniable results. Yes, yes, yes. Let’s see if I can go to chat. Froze for a second. Great job. Fantastic stuff. Yeah. Completely frozen. I’ll get it in like a minute, probably. Yes, yes, yes. Okay, good.