In this video Jeff Miller walks through a recent client who generated over $55,000 in a single day, highlighting that traditional marketing and sales metrics (show rate, cost‑per‑schedule, close rate, cash collected) can be misleading. He proposes two unifying, "king" KPIs—revenue per call attended and cost per call attended—that bridge marketing, sales, and the offer owner. Miller explains how these metrics provide a common language, reduce conflict, and are harder to manipulate than cash‑collected per call. He illustrates the concept with a performance‑based pricing model (retainer plus a $3K performance bonus) and shows how expectations around show and close rates can be reframed using the king KPIs. Seasonal challenges and industry‑specific angles (e.g., health coaches leveraging HSA tax benefits) are discussed as ways to adjust revenue per call without inflating cost per show. He also warns that taking unqualified calls can depress revenue per call, underscoring the importance of aligning team incentives around the two core metrics. The video concludes that focusing on revenue per call and cost per call enables better decision‑making, more resilient performance during seasonal dips, and ultimately drives higher‑value days like the $50k+ example.
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So we had a client do a $55,000 revenue day today. So far today, it's only 3 o'clock, and they cash collected 72% of that. So what is that, like $39,000, $40,000, something like that? And what's interesting is their show rate is less than it's ever been. Their close rate is okay, 31%. But the numbers that really matter from my point of view, from somebody who sits on the marketing side, having to keep in mind the sales conversation, are 2 numbers that most people don't talk about. The first number is revenue per call showed, and the second number is cost per call showed. I believe that those are really the unifying numbers between marketing and sales and the offer owner. So unlike marketing, who's constantly saying cost per schedule, which I say a lot, Or the salesperson, which is saying close rate, or the offer owner, which is saying cash collected and margin, right? The unifying Venn diagram between those 3, I believe, is revenue per call showed and cost per call showed. And I think that really matters because I enjoy the idea of being on a performance, and I'm more than happy to entertain those offers as long as you can cover the cost or something like that. So the last client that we brought on, on management plus performance is $3K a month plus up to $3,000 in performance. And if this client hits the KPIs, that means effectively of a $6,000 a month retainer. My expectation for this client is to have a 50% show rate and a 30% close rate. For a client who is taking the calls, The offer on taking calls. Having a 50% show rate really irks them, and having a 30% close rate really irks them. And it's going to be interesting having this conversation with them because I'm going to say a 50% show rate is fine because we have a client tracking $50,000 days with a 46% show rate, and we have a client tracking $56,000 days with a 31% close rate. And by the way, their show rate is lower than ever before, and their offer close rate is about average. However, their revenue per call showed is $5,200, and their cost per call showed is just over $1,000. So very quickly, the sales team, the marketing team, And the offer owner can get together and they can have that Venn diagram where they say, what are the unifying metrics and KPIs that we need to focus on? And if you keep in mind a KPI, you can also have a common KPI between marketing and offer owner, marketing and sales, sales and marketing, sales and offer owner, things like that. But the KPIs that deeply matter are revenue per call attended and cost per call attended. And I think these numbers function better than, say, a show rate, which still matters. But if somebody doesn't show to their sales call, move on to the next one, right? If you run into a scenario where the marketing is saying, we're getting 6x on our revenue or our contract, and they're like, pay me my money, but the offer owner's like, no, because it's not cash collected, then very quickly we're grinding on each other. Plus, you run into a scenario where the offer owner may dictate KPIs to the sales team, like offer rate and cash collected on the call. But then quickly you realize that cash collected per call is easily manipulated. And you can say things like, hey, I know you don't want to do the deal, or something like that, but if you just give us 7 days, For a $300 trial, and all of a sudden the salesperson has found a way to manipulate that number, and it becomes funky really, really quickly. But if the unifying common KPI between these 3 individual stakeholders is revenue per call and cost per call, assuming that you've got the proper cash collected, assuming that you've got your fulfillment taken care of, you know, that kind of thing, right? Assuming that people do what they say, which is not always the case, but you get what I'm trying to say, then I believe that revenue per call is the king KPI, and then cost per call is the king KPI. And to clarify what I mentioned earlier, which is it's very easy to funky up the numbers. If I'm on the sales team and then the offer owner comes in and says, you need to increase your cash collected per call, I can strike deals that are like, all right, you just give us like 10% now and then 90% in 2 months and then 90% and the remainder after that, or something like that. To keep my cash collected per call within KPI. Marketing can do the same, and the offer owner can do the same. What's interesting, by the way, is the standard out-of-the-box KPIs for marketing are like cost per schedule. The standard out-of-the-box KPIs for sales are close rate, and for the offer owner, it's cash collected or margin. All those numbers work when those stakeholders are not pushed to an extreme or when the business is tested. When marketing is steady, everybody's happy unless it goes sideways. When sales are closing, everybody's happy unless it goes sideways. When the offer owner doesn't get that bank loan, everybody's like really fucking stressed out, right? If he can't float, if he's getting a certain margin, but his, I don't know, something happens, right? Each of those numbers sound good unless they are tested. And if you are in a seasonal business, you're gonna realize That as the season changes, your ability to operate within that safety zone where everything is okay is also changing and challenged. I'll give you an example. We have 2 health clients right now, and they've had very bad Octobers. So it's very easy for me to come in and say, well, your cost per scheduled call is fine, so tough. And it's very easy for the salesperson to say, all the calls are unqualified. Tough. So it takes somebody thinking of revenue per call and cost per call, of course, attended, to come in and use that as unifying KPIs and say, now that we have agreed that these are the numbers, how can we adjust them as such? I think what I'll find with the 2 clients or the 3 clients of health coaches that have had a bad October, that the sales narrative has changed at the end of the year. That they should be talking about, now's the time to invest in your health because you're getting a tax write-off for it. Cool. And if the offer owner realizes that they can get— I don't know if they need a certification, but they have health savings accounts. All of a sudden, that's pretty easy to come in and say, all right, how do we adjust revenue per call? HSA is a great angle to move that number up. By the way, an HSA is unlikely to move A cost per show, right? So if I, the marketing person, have an ad that says cost per show of $60, I'm not going to run an HSA ad that has a cost per show of $200, right? But that would be very, very good to adjust the revenue per call. We can have the same opposite effect on the sales side. So if the salesperson— I'm just gonna hypothesize as an example. If the salesperson is taking as many calls as possible and spending a whole boatload of time with people who are wildly unqualified, their revenue per call attended will drop. And that's not particularly great because if they are taking calls with people who are wildly unqualified, they should probably remove those calls and make way for people who are. But if that salesperson has a KPI of X number of attended calls and X number of offers made, then all of a sudden they're much more willing to take calls with people who are wildly unqualified Spend a boatload of time with them, and you'll find pretty quickly that when that happens, the dollars per hour of a sales call can drop really, really quickly. And I've been on offers where salespeople will have a revenue per call of like $5,000, and then marketing gets tested, the business gets tested, there's a seasonal change, revenue per call drops to $1,000, and we're wondering what's going on. And the salesperson is like, well, You know, I have to take a certain number of calls every single day, so I'm willing to have conversations with people who are wildly unqualified that would never close. And now my revenue per call is dropping, which is a king KPI and then affects everything. So again, I'm just walking you through the conjecture and the hypothesis of what's making this business successful because their show rate is lower than ever before. Their close rate is pretty standard. They are spending a boatload of money every single month, or every single day rather, including yesterday when they spent, you know, just under $6,000, and for the entirety of the day. And they can do that because they have, I think it's like 6 calls scheduled every single day attended. Cool. And then today, by the way, you know, they had more calls attended. So it's just interesting walking through this process. As a hypothesis for this client, it looks like the show rate will continue to drop, but also their revenue per call will continue to increase. And I'll bet if we take the successful sales calls, reverse engineer something in the marketing with the goal of having a higher revenue per call attended, We'll be able to create marketing that has a higher show rate, a higher offer rate, a higher acceptance rate, and a higher revenue per call attended. And so that's it for this video. Again, we had a client do a $50,000+ day, and that's everything. Peace out. Bye. Bye.
