In this solo presentation, Eric Deeran explains why high‑ticket businesses that can afford to spend the most on customer acquisition are the ones that will dominate their markets. He introduces two essential advertising metrics—Cost per Booked Call (CPBC) and Cash per Booked Call (CPCB)—and shows how to calculate a simple Return on Ad Spend (ROAS) by comparing them. Using concrete examples ($300 CPBC, $2,000 CPCB yielding a 6× ROAS), he demonstrates how to set a realistic ceiling for CPBC (e.g., $500‑$600) to scale ad spend confidently. Deeran then extends the analysis to individual sales closers, ranking them by the CPCB they generate and allocating calendar slots accordingly. He warns that many high‑ticket businesses ignore CPCB, relying on fragmented metrics like show rate, close rate, and average order value, which leads to inflated performance claims and wasted ad spend. To remedy this, he recommends tracking both CPBC and CPCB for the overall business and per‑closer, embedding these numbers in dedicated tracking sheets. The video concludes with a call to action, inviting viewers to schedule a one‑on‑one consultation for personalized implementation.
Chapters
The high-ticket businesses that can pay the most to acquire a customer are the ones that are going to win. And I'm sure you've heard that before, but for me, it never really made sense until I understood these 2 metrics in my business and how advertising relates to actually getting clients on the other end of that. Today's video is going to be a little bit more of an advanced one. I'm going to be going through the 2 metrics that I look at, basically determine the profitability of my ad campaigns and how I can scale. And so the first thing that I'm looking at is most high-ticket businesses, when they're spending money on ads, they're optimizing for the cheapest book call. And while that is good, you want to be optimizing for the cheapest cost per qualified That's number one. Number 2, they don't understand how much cash they're actually collecting per booked call. And so what I look at typically is number one, what is my cost per booked call? In this example, let's say that our cost per booked call is $300 and that's cost per qualified. And the second metric I'm looking at is what is my cash per booked call? Now what this means, and this can be confusing for some people, what cash per booked call actually means is how much cash— let's say I did $100K this month, right? And I booked 50 calls. That would equal a cash per booked call of $2,000. Now when I look at these 2 metrics, I'm then looking at Okay, if I spend $300 for a call and I get out $2,000 for every call in cash, well then if I look at my ROAS, let's do some math here. My ROAS would be a 6x ROAS, and I can easily tell that by simply looking at what is my cost per post call and then what is my cash per post call. And then what you can even do outside of this is let's say you have 3 closers: closer 1, closer 2, closer 3. Well then I can look at what my cash per post call per closer is. So let's say this closer is like $3,100, this closer is $1,900, and then this closer is somewhere in the middle of $2,500. Well what I would look is I'd say, okay, how can I pack this person's calendar first? Because they get me the highest cash per booked call per call that I put in. If I'm paying $300 per call either way, then I'm going to want to get as much as I can out and I'm going to pack that closer's calendar first. Then I'm going to pack this closer's calendar first, and then this person is going to get last priority because they don't get me as high of a cash per booked call. If you just simply looked at this in your high-ticket business, it would make so much more sense why you're not making more money. Because what cash per booked call is, it's essentially your show rate, your close rate, your AOV, and all of that is blended into one piece here, right? And so it's all of these numbers added up 1 instead of looking at your show rate, your close rate, and your AOV, which can be confusing to look at if you're looking at all of them together. And so I just simply look at what is my cost per booked call, what is my cash per booked call? And then what I do is I figure out, okay, what is my ceiling for what I'm willing to pay for my cost per booked call? So let's say that my cost per booked call right now is $300. I could realistically scale it up to $500 to $600 comfortably because I know my cash is going to stay around $2,000. Right. And so you have to look at these metrics in your business and say, okay, great. If I know what these metrics are and what the relation of these metrics are, then I can understand, okay, great. I can put in $500, $600. I can win in the ad auction. Basically make more money or spend more money than everyone else to acquire that same customer because I know my numbers. I can't tell you how many people we talk to, how many high-ticket businesses we talk to because they don't know what their cash per booked call is, they don't know their cost per booked call, they don't even know their show rate, their close rate, their AOV. Because they don't know all those things, they suffer and they lose money because they don't know their numbers, right? So pretty simple. Do this in your business first and look at these 2 metrics and calculate these 2 metrics and then when you do it by closer too, it gives you a clear picture on how efficient is that closer because closers routinely will say, oh, you know, my close rate's 80% or my show rate is 100% but then they'll cancel calls because you're doing it based off of cash per booked call, not cash per closed call or cash per shown call. They can't manipulate those metrics because you're tying in marketing and sales in a metric that makes sense. Because a lot of people will be like, oh yeah, my show rate is 80%, my close rate's 40%, but why am I still losing money on ads? Well, it's because you don't know this number and your closers are inflating their numbers to make themselves feel better. And that's why they're— why you're losing money as a business owner. So I would definitely look at that in your closers, calculate that. And I put it as a tracking point in each one of my closers' tracking sheets so I know exactly where they're at on the month and so on and so forth. Hopefully this helps. Track those 2 numbers, look at them in your business, and hopefully this helps you as you continue to scale. And if you want our help doing this in your high-ticket business and you want to work with us one-on-one, click the link below, schedule a call with our team. We'll see if we can help.
