If I Wanted To Scale A Service Business In 2026, Here's What I'd Do

This is Kyle and Ariel, a couple who runs a business that helps other couples who run businesses. They currently do about $480,000 per year, but they're stressed because it costs too much money to acquire new customers and they're maxed out on time. I'm Alex Hormozi. I own Acquisition.com. It's a portfolio of companies that generate $250 million in aggregate revenue per year. And I just happen to know a little bit about the couplepreneur scenario since I started Acquisition.com and Gym Launch with my wife Layla. So I figured they got to fix their offer to make it more valuable to their customers and make it more scalable so that they're not responding to individual text messages 24/7. 24 hours a day. Dum dum dum dum.

Hi, sharks.

What's up?

Hi, my name is Kyle.

I'm Ariel.

And we are the founders of Couplepreneurs. Over the last 12 months, we've generated about $480K in revenue, $206K in profit, which takes us to about 43% profit margins.

Okay, so who do you help?

We help entrepreneur couples. So these are couples who either run businesses together or couples where each partner owns their own individual business. Typically, the businesses we work with do about $150K annually minimum, and their primary desires are to make more money in business, to work better together as a couple, and to free up more time for each other and their family.

Do you know who's the one who tends to be attracted to the message? Is it the female or the male?

Usually the woman, yes.

For sure.

Oh yeah, I figured. So how do you help them?

We help the couple grow businesses as a couple as efficiently as possible. So we do this with two offers. The first is what we call the Rise Together Mentorship. It's a 12-month program that consists of weekly group coaching calls and And this program is really focused on helping the couple work better together and just improve their working dynamic. Our second offer is called the Couplepreneur Accelerator. This is also a 12-month program, but it's much higher touch. And the main focus of that program is developing a business growth plan for the couple that's based on their business model, their strengths together, as well as their schedule, and then helping them and coaching them through the implementation process. We do also have annual live in-person events. Our next one's actually coming up on April 10th and 11th of this year.

What's that included with?

So we invite all of our clients to that, but we also sell tickets to it as well.

Interesting. And you use that as one of the bonuses for both levels?

Yes. 100%?

Yeah, it's a fast-track course.

It's an incentive, yep.

Interesting, okay.

For offer number 2, the Couplepreneur Accelerator, we customize an action plan based on the couple's schedule, the business model that they want to approach as a couple, so we're heavily customizing an action plan on the front end for offer 2.

How long does that take?

About a total of 4 to 6 hours to go through everything and then do a call with them.

Yeah, and then the other time constraint in offer number 2 is the fact that they have access to us in Slack periodically throughout the week.

Yeah. Periodically, what does that mean?

That means at any point they can ask us questions.

I just want to make sure that we were clear on that.

We respond, we tell them we'll respond within 24 to 48 hours, but they do have daily access to us.

You're slacking all day.

Yeah, pretty much.

Ding, ding, ding, we have problem number 1, which is that they have given unlimited, unfettered, unrestrained access to them personally, which makes it very hard to actually run a business. So maybe we might be able to sell people something they still find just as valuable that they're not going to use all day, all the time. How do you make money?

Our mentorship is $5,000 if paid in full or 12 installments of $500 a month. For that, the couples get weekly group coaching calls with Ariel and myself and the rest of the community.

What's the split?

Oh, it's about 50/50. We also record those calls as well. So we'll take the call recordings, we'll upload them into a training portal where the couples can watch a replay and they can get access to other templates and cheat sheets as well. We have a private Facebook group for accountability based on the steps that we give the couples per week. And we also do these fun things called quarterly date night challenges. This is where we incentivize the couple to go on at least one date night per week.

Do people like that?

Oh, they love it. It's like their favorite part.

The date night challenge is probably like the number one thing that keeps people buying from us.

Yeah, we're gonna talk about that. So with this cheaper one, basically it's just a weekly call.

Yeah.

Yes.

That's what they get. Yeah.

The Facebook group's mostly community and then our customer service person holds them accountable.

Okay, let's talk about the second one.

We do the quarterly date night challenges in both programs, but we also do a lot more in the Couplepreneur Accelerator. So that's $25K paid in full. $2,500 a month if they choose the payment plan over 12 months. And that includes quarterly 2-on-2 private strategy calls where we map out their action plan. It also includes weekly small group coaching calls, which are mostly just Q&A based. And we also hold them accountable to their weekly priorities inside of Slack. This is also where they could ask us questions.

If you eliminated Slack, how much time would you get back?

Probably, what, 40%?

Jesus. It's also the cost of disruption.

I will say though, Slack is usually people's favorite thing because it's like having us in their back pocket.

I like where you're going with this, though.

We're going to take some axes out.

It'll be good. That's music to my ears.

Love it.

They made the mistake of running out of time on their high-touch thing and then making a low-touch thing. And the cost to acquire customers for the low-touch thing was the same as the high-touch thing, which made all their economics of the business stop working. And so the real constraint they had originally in the business was that they were supply constrained. And so rather than solve the supply constraint, they basically just built a whole other product. What they probably should have done is just say, I wonder if we could sell the same thing without all of the demand on the backside for our time. If we did that, we could sell 3 times as many people. So cool, do that. If you were to talk to my team, you would know that the number one question I ask when they just vomit a whole bunch of information on me is I just say, what problem are we solving? When they decided to start this other product, they might not have been clear about the problem they were solving or asked the second question, which is, can we just solve this problem in another way that doesn't include starting an entirely new business, an entirely new acquisition strategy, making another product? And the answer is yes. So how do you get customers?

So we use a challenge funnel, which means we use Facebook ads. We run to a 5-day free virtual challenge that we host inside of a Facebook group. And then we, on that challenge, we do teaching, training, Q&A, and then we lead to a sales call.

How long is each of the sessions?

1 hour.

And what's the drop-off between day 1 and day 2?

On average, we go from about 9% down to 4 to 5%.

So you lose half between day 1 and day 2. Okay. And you're getting only 9% of people to show up to day 1?

Yes.

Okay.

So we'll do about 6 of those challenges per year, and our average ad spend spend per challenge is about $19,440. We do also get some occasional sales from some other places, one of which is guesting on other people's podcasts. We also have a setter on our team who will reach out to people via social media messenger and book calls for us. And then we host our annual in-person events, which some sales can come from.

What percentage come from top versus bottom?

I'd say 90 to 95%.

We really would love to get Alex's feedback on this challenge funnel because we spend a lot of money on these challenges. Sometimes they make money, but other times we'll lose money and have to spend months recouping the costs.

Okay, so what are the problems?

So we have 3 primary problems. Our first is our cash flow cycle, which means it can sometimes take months for us to make back the money that we spend on new customer acquisition. Our second big problem is just improving overall conversion. We've recently noticed some drop-off in attendees for our 5-day challenges, which are our main way of generating new leads and new sales. Our last big problem is just our own time constraint. We are almost at max capacity for delivering on our services just due to the amount of customization that's involved. Fixing these problems matters a lot to us because we went through what we call the anti-honeymoon stage when we first got married, which is where we were trying to figure out how to be business owners but also still a married couple at the same time. So being able to reach other couples and help them sidestep some of the issues that we went through is really important to us.

Okay, so what's sales velocity? So how many sell a month?

So we do these challenges every 2 months. And this is what a typical challenge will look like. We'll generate about 511 leads and/or registrants for the challenge, and the average challenge attendees are 26. So 26 out of the 511 will actually show up to the live sessions each day. Out of that, we will typically book 12 sales calls, we'll hold 10, and we'll close 6 sales. And currently right now, between both of our programs, we're working with 42 couples, and we've only had 4 clients churn over the last 12 months, and that's really just due to payment issues.

So right now the company is y'all. Yep.

Yes.

Zuck.

Yep.

You have a salesperson in the back and you have a setter on the front.

Exactly. Yep.

What other stuff you got? Anything else?

Because we just use Facebook ads to generate leads and sales in 2024, here are the total numbers for the Facebook ads. There's obviously a lot of numbers here, but some of the numbers that really stand out to us is the extremely high cost per average attendee at $815 and our average attendee show up rate of 5.25%. That being said, on the plus side, if people show up, they have a 49% chance of booking a sales call with us. That's why the average attendee to sales call book ratio is 49%.

I just, I feel like we're gonna be able to fix this, but I think it's gonna be really elegant and it'll probably grow the company a lot and make you a lot more money. There's a version of the business that I like that I think would make this great. The fact that you like the date night and everybody likes the date night, instead of doing a 5-day challenge, just do it a 4-hour date night and crush the full 5, 4 hours in one pitch. You get twice as many people there and probably even more will show 'cause it's a date night and you can still provide all the value you normally do and then just close.

So frame it like couples are coming together for a date night. You actually probably break a record around that too. Like in the ads, say we're going to do the world's biggest date night.

Yeah. Okay, cool. I like that. But the thing is that like we actually have to solve this back to front. So I do think that's a better way to convert and I'll get into the tactics around that. But like it's kind of a blah offer. Now the way that you guys deliver and all that stuff, fine, people like it. But I'm just looking at like, what am I getting here? I'm not like super stoked about it. I'd rather solve for like, we have this other thing that makes us a ton of money. How can we pare that down so that we can still sell that at that price point, but have 5 or 10 times the capacity. We're gonna go deep dive on the offer. So the backend high-ticket offer. So right now, we have Slack, the calls, right? 2-on-2.

Yeah, quarterly 2-on-2.

Quarterly, okay, and how long is that?

The first one is 90 minutes, every other one is 1 hour.

Okay, got it. What else is there? Weekly group calls. Weekly group, okay, that's not that bad. All right, what else is there?

I would say in addition—

Or whatever. Yeah, there's some modules, etc.

Yeah, online modules. And then in addition to the 2-on-2 quarterly calls, the first one we do a deep dive looking at their—

and that's the 4 to 6 hour thing.

Yes. Yeah.

So we'll go deep dive. So the first feels like a separate deliverable to me.

Yeah. So the first quarterly call is longer and it takes more prep time.

So I'll just say this times 3 and then that one times 1.

Yeah.

Okay. This is current. Yeah. There's also this other piece because you have this bonus of in-person, right?

Yeah.

So what I'm doing here is before I dive into recreating an offer, I'm actually going through the process live with them, which is I want to understand all the resources and assets that we have at our disposal. In the Offers book, I cover this in Creating Your Grand Slam Offer Part 2, the trim and stack. The first part is listing all the stuff out, and then the second part is, okay, now we have all these lists of things. How are we going to cut it and combine it and package it so that it's the leanest and the most valuable? Because fundamentally, we don't want to just like offer a ton of stuff. We want to offer the few things that people really want and then just remove everything else. So this is the $100 million scaling roadmap and they are at stage 3, stabilize. So they have a very small team, 1 to 4, and let me read some of the constraints they're probably dealing with. People aren't buying fast enough, which is the cash conversion cycle, so they're not getting paid fast enough. They're wasting time with bad leads. They don't have enough time to talk to good leads. They're not sure what to fix. Everything's going wrong, right? And customers feel lost. Now this one, Maybe you don't feel as much on the customer service side, but they've made up for that by just providing full-time Slack access at all times to them. So really it's their feeling lost. We can fix the thing that they complain about most from a product perspective, which is this is partially their complaining about it, but it's also from a customer angle of what are all the things that we provide the most value and then recombining those to make the most valuable offer. Decide on basic qualifications, right? So they had this cheaper thing. It's like, well, who do we really want to serve? Let's make a product for them, not a product for everyone, which then ends up serving for no one. By the way, if you want to know where you're at on this scaling roadmap, Goes from 0 employees all the way to 500 plus. And we break it down by 8 functions of product, marketing, sales, customer service, IT, recruiting, human resources, and finance, where people get stuck there and how to get through it. This is my gift to you. It's absolutely free. You can go to acquisition.com/roadmap. And if you want my team to actually help you with this for your business, you can schedule a call with them and they'll dive into the business. And if it makes sense to invite you out, we will. And maybe we'll see you here in Vegas. I think you're messing this one up. Okay. I think this is one of the most valuable things to do. You could functionally charge $25,000 a year a year and have 2 getaways a year guaranteed. And so you could say like, think about this as marriage insurance. We're going to do all the other stuff, but you guarantee yourself that you can have 2 amazing times per year. And when you look back on your life, most of the months kind of blend together. It's just the little spikes that are the moments that you remember. That's what we're going to help you build. Okay. I think we do 2x per year in person, and I think you should position it like getaway rather than conference.

Yeah.

Okay. And also, you guys will have a great time because getaway too. So like, it'll be fun for you. So I would— what I would do if I were you guys is I would go do the whole experience with them, whatever, 2 days, and then stay 2 days after for you guys and unwind. We won.

Yeah.

And what do you think you're gonna do at the in-person event when they're all there?

At the moment, just planning on doing renewal sales.

Yes. Yeah, good. That's what I'm—

that's what you would recommend?

Okay. That's how we're gonna do it. And so basically, we have 2 in-person events. We're eliminating Slack, that's for sure. Screw Slack. That's so good. Thank you. Yeah, you're welcome. I feel you feel lighter. I would almost rather you get rid of those.

The weekly group calls?

Yeah, because I don't think anyone's like, I'm staying for the group calls. You're right. They probably stay for this. You're right. Absolutely.

Because when we survey our clients, the weekly group calls are usually the least favorite.

Let me tell you a secret. What a lot of people do is that they will try and add as much as they possibly can. The goal is value per bonus. Basically, the way that I think about it is each thing we add on its own should be worth the price of the whole thing. Simplicity is the ultimate in business. Simplicity makes for simpler marketing. It makes for simpler selling. It makes for simpler delivery. But the problem is that complexity always rears its head. People want to overcomplicate things. You want to have 4 or 5 benefits in one ad because you think they're all important. But the reality is that you weren't able to prioritize the one that mattered most for the specific avatar that you're trying to advertise to. We could include 100 things. But there's typically only one thing that gets someone over the hump. People decide to buy because they hear something like, ooh, that's the one, and then they're in. And so we just want to make sure that we make those details as compelling as humanly possible and then limit the details that we choose to talk about. To quote Jack Dorsey, founder of Twitter, make all the details perfect, limit the number of details. The main value adds are we're going to meet with you, we're going to do a deep dive, you're going to come out twice a year.

Yeah, love it.

If you want to have the group, I would say this is like for y'all, but like this is not support. This is not like you tag me in every single post kind of thing. This is if you want to connect each other, then this is the way. Basically, you're more curating the experience than you are doing a whole bunch of stuff in there. Yeah. Okay, so I think we go deep dive, which is fundamentally just onboarding, so you'd want to do that anyways, right? 2 and 2 quarterly times 3, and then you have the group, which is not not gonna be a lot. Okay? So if we're looking at the total delivery time, this is 60, so this is 3 hours, right? Let's just call this 6, so it's 9 hours. And then you have the 2 events a year. So basically, let's just call it 10 plus this is fixed between everybody. 10 hours per couple is the cost. You make $25,000, and so realistically, the cap is going to be these 2. This is now the new cap of the business. Not all this other stuff. So how many quarterly calls can you take?

First initial strategy session does take, you know, considerable amount of time, but after that, I think we could do 5 per day.

You wouldn't do it. Like, you can do it physically. I'm saying, what are you willing to do? I know you can do physically.

I'd say probably 2 per week.

He's at 5 a day, I'm at 2 a week. I'm like, okay, so we have a 12x differential between you guys.

Maybe 5 per week.

Yeah, 5 per week, and you do one day where you just do 5.

Yeah, we try to batch them.

So that means that you'd max out at 60 'cause you're doing 12 weeks, one a quarter, times 5. So that maxes you out to 60 clients. I don't love that. I'd love to be higher than that. How do we get you to 150 clients? That's what I'd like to reverse engineer. Because if we get you to 150 at $25, let's call it $30, 'cause a lot of people are gonna be on payment plans, then that takes you to $4,500, which is 10 times what you're currently making, or 11, which feels chill. On my scale of chill, it's chill.

Yeah, I mean, it's pretty chill.

So 12 weeks, if we could get to, 15 a week. Now again, this is what we have to deliver on. We could do a smaller group of 4 and have it be 90 minutes, because then on Monday you could do 4 90s, 6 hours, and see 24. And 24 times 12 is even more than that. When you are supply constrained, you can either raise the price so fewer people buy, and the people who buy you get paid more for, or you change the ratio of delivery, meaning you go from 1-on-1 to 1-on-4 to 1-on-6 to one-to-many, or you productize, or you hire people. So we have a lot of different ways that we can solve a supply constraint. We're going to change what we deliver and make it into a product. We're going to change what we deliver slightly by delivering it to more people at once. We're going to keep it the same number of people, but we're going to raise the price. We make more per person, or we're just going to hire somebody else to do it. All of these are potential solutions, but I'm going back and forth with them to figure out which one makes the most sense. They were a little bit cash constrained and I didn't get the impression they wanted to have a big team. The next one is the price. Now they were already struggling to sell the higher ticket thing. And so like, I don't think we have room to go 3 or 4 times as high because that's what we would need to do in order to make a pricing move that would make sense. So this one's out and then we have the productizing. Now they already did a productized version, but they can't sell it at the price that they're selling their expensive thing. So this one's out now. This is basically the only thing that's left on the map that I see as a high likelihood solution for where they're at right now, which is why I recommend.

The other factor I guess to consider is our dream state of this business wouldn't necessarily involve us being so heavily involved in—

It's only one day a week.

True. That's true. Yeah.

I'm working on one day a week here.

Yeah.

Yeah.

No, I like it.

You're like, I wanna make millions of dollars and work one day. I'm like, okay, we'll work out a way.

Yeah. That's fair.

That's fair.

Yeah. Our goal is eventually to to be able to have coaches that can deliver on it as well.

Yeah, I will be super candid with you. Most coaching businesses fail at scale, and it's because if you have some unique skill set or your personality, whatever it is, like your X factor, if it's easy to teach, it's not valuable. And in order to have coaches who come in who can deliver the same level of value, it's going to be hard to teach. So either you're going to have the issue of like, I'm going to bring someone in and they can walk with the customers or more likely you'll bring someone in, train them up in a weekend, and they'd be like, this is now the person doing delivery. Now then you're going to claim it's your system and all the other stuff. I've never seen really anyone get above $30-ish million a year in that space. Okay. And so the people who get above that typically have a more distributed model. Okay. So what I mean is, this is y'all's X factor. So let's say we have all these little shot glasses here, and on the other side we have full, full same size Bottles. Okay. Scenario 1, I just poured this into the shot glasses. Okay. Scenario 2, I poured into the big glasses. Then I take this and fill it up to the top so that it's the same, same amount. Yeah. What you end up having— this is the coaching model. You're going to get the same amount of time you're going to with this person. They're not as good as me. It's going to be really diluted. X factor versus would you rather just have a little bit less But you have the full me, the full X factor. And in my opinion, this model still is better because then you just keep getting better. Now, if you're like, okay, well, we don't want to be key man, I'd rather get you to $4 million a year. Yeah. And then we can deal with that problem.

When he did the whole Gatorade analogy, that was very powerful because we don't want to dilute the value of what we offer. And for many coaching businesses, you feel like you have to just by hiring other coaches to coach for you. So that was a really powerful paradigm shift.

Every one of these solutions that I just outlined have businesses that have succeeded with them. The question is, which problem would you rather solve? If you decide to do the hiring path, then you're going to build basically a firm of partners to do this service for other people. The problem is most people who are in this world who are influencers or creators, whatever, they have some sort of X factor and people come for them. And so when they try and hire staff, they just say, oh, here's my buddy. I spent a day with him to try and teach him my method and now he's going to deliver it. If this is such a complex method, if you can train somebody up on it in a day or two, it's probably not that complex or it is that complex and you're just saying it's not that complex and just putting them in front of customers because you don't want to do it anymore, which is laziness. And also you're probably not paying them what would be required to get somebody who's actually as good as you or better.. And so the business you build here is a recruiting, training, and culture business. If you want to have a productized version of this, then you're going to be leaning heavier into marketing and sales because the delivery is going to be more or less automated or productized. This allows you to scale more easily from an acquisition perspective, but then you got to learn how to market and sell at an even higher level. Then we have these two. So if you're a pricing, then what you're really going to get into is the branding business, right? Because in order for them to command super premium prices, let's imagine they only have 100 customers. They say, we never want to get over 100 customers. And we want to grow this business. It's like, well then the only thing we can do is just keep jacking price in this scenario. But the only way we're going to get people to continue to buy is that we have to reinforce this brand loop where every time we have these 100 customers, their lives improve by so much, they create these amazing stories for us, they bring their friends. And then over time, because we have supply and demand, right, as a, as a nice little X factor here, the price would continue to go up as demand increased, right? But we're keeping supply fixed. Now the ratio, which is what I recommended for them, I want to say it kicks the can down the road. And what I mean by that is they're just going to get better and better just because you get more practice if you're the person who's got the X factor. And so they're going to get more practice. So even though people are going to get shot glasses of them, it's going to be more and more concentrated shot glasses, which means they can keep dividing it over and over again as they get better and better. And so the value proportion actually can stay fixed as they improve. Ultimate version of this is look at Tony Robbins. Business, right? We got one guy and he's on stage in front of 10,000 people and they all pay $5,000 to be there because he can command that price because he's so good on stage that people are still thrilled even though they're in an auditorium of a zillion people. In the ratio business, the business that you're really building there is they're just continuing to do what they're doing and they're just going to be able to drive more and more profit in the business.

And we personally enjoy the events probably the most out of everything else we do in the business.

This would probably be my view That's my V1. My V2 would be, can we just sell 3 a year? And then I would just basically position it as, listen, right now you're not spending the money because, and you know you should. This will guarantee that you have it. And also you split up the day so it's 50/50. So it's like, we're gonna be doing some stuff together, but like, it's also y'all's vacation. So take the day. The thing is, is like, it's okay because you block the, like the values, you made them block the time. And come out and do it, make a cool experience.

When Alex said don't worry about key man risk, we felt a sense of relief because we felt like we had to just take what we do and go multiply it with other people. But realizing that we can just not have to worry about that right now and focus on what it is that we do best and grow the business in that way makes it feel a lot more simple and allows us to, again, just do what we love to do and serve the people that we love to serve.

So I think this is view one, but let's solve the money thing here. If you're willing to do 2 days a week, then that would get you to $120K. So that takes you to $3-ish million.

It's better than 5 days a week at what we're currently at.

Yeah, love that for you. Okay, so this to me is— this is no longer the backend offer. This is just the offer. That's thing one.

And by the way, for the record, we do like serving our clients, so it's not like they're bothering us.

Of course, of course. Yeah, clients, they're very happy to deliver, and they're very grateful. And congratulations for everybody who got the $5,000 thing. Yeah, it will never be sold again. The second thing is going to be our acquisition model. Okay, so you guys are doing the 5-day challenge. So if I wanted to make the lowest risk bet, yeah, my lowest risk bet would be run the playback again and now sell the thing that you should have been selling this whole time. Okay, okay. If I wanted to be spicy, which why not, yes, my spicy version of this is you run date night and you make it 2 to 4 hours and then you just pitch right at the end. So the reason that I'm a big believer in this is that there's a certain amount of information that someone is— that is required for someone to make a decision. We can spread that in 5 hours over 5 days, or we can do one 5-hour session. If I had to pick between the two, I'd rather do the 5-hour session. And main reason is because like I can weave a lot more things in. I get like— you're kind of like in state, you're in flow, it's top of mind, you're like there, rather than having to remember each time to come back to this thing. And so you'd also have twice as many people that you'd be pitching to. If your position is a date night, no one's, oh, I'm going to do this date night for 60 minutes. It's not date night. So I think having it be extended, you already have permission based on the nature of what a date night normally is. So this all makes sense. This is your activity for the evening. We got you covered. This has already been demonstrated across lots of industries that just super long single day or half day events can be incredibly compelling for selling very high ticket things. When someone gets 3 or 4 hours with you in person, they get a pretty decent vibe about you and your expertise and whether they want to make a buying decision.

So they would actually do a real date night and just—

yeah, yeah, and we're just talking through different— yeah, I think you do it on like— this would be like break all the internet marketing rules, but you do it on like a Friday night. Yeah, yeah, if that's hard, then it's like you could test it and be like, it's Thursday night, but from all the math that I've seen, doesn't really matter what day you run it. So you can believe whatever narrative you want, but at the end of the day, I don't think it's gonna matter. Okay, if we did do it tomorrow, I would say just run the play you already know, it's already built out, and then and just offer the better offer. So what we need to do here, and this is actually super common in a lot of businesses, you have to pull cash before. So number one, one of my preferred methods is you can do layaway, right? Which is you can pay on whatever plan you want, but you won't get delivery until you pay X amount. Like until you pay a third, we don't start. But you can pay, you can make it as flexible as you want. But a lot of people are like, I'll just pay a third now and then start the payments. Okay. And then that way you can pull out more of that cash up front.

So we wouldn't even start the service until they paid that? —at that point, right? But they can still at least put their—

Yes, you could do an onboarding call or something like that if you want to, just to be like, hey, congratulations, we're excited to have you, you know, welcome to this community, but we're not gonna start doing the deep dives and all that stuff until you pay. The way that that would help solve the cash flow issue is the idea is that most people would be like, screw it, I'll just prepay the first quarter. Now, that's kind of option A. And I would just recommend doing, ask for the quarter up front, which is basically, the way that works is it's $9K down, and the reason we do this is because the deep dive we do is really intense and it costs us the most out of everything that we're going to provide for you. All right. In terms of our time, basically you sell that and then I would just immediately start the payments, whatever it is, $2,500 or $3,000 per month after that. But I would start immediately. It's not like you pay $9K, don't have to pay, and then you have the next thing because then you're going to have a churn. Yeah, sure. Okay. The thing here is then you downsell layaway. So if they're like, I can't pay the $9K now, no worries, just make 3 payments. And then we'll kick you off. Okay. Okay. And that's cool because you're also probably going to come up soon to one of the event dates. Cool, you're prepaying this, you're going to be doing a vacation anyways, might as well just like think about like a savings. I don't think we need to complicate this any more than that. Basically, the fast action bonus is you start now and we do the deep dive immediately and you'll qualify to come to our event. So if we have an event in 2 months, everybody who prepays can attend and gets the deep dive. Yeah. And you're always going to have one within 4 months anyways if you're doing 3 a year. Yeah. Okay.

So the only way they to the event or get the date night, they got to at least pay.

Yeah, it's paid. Got it. Okay. Next thing is we're going to go acquisition. All right, let's do ads right now. What I want you to do is also offer a $2,500 rebate. As soon as they sign on and do their first date night, they make a video of them doing the date night and what the experience was like. And so then you can use all those for ads on the front end. Oh, I love that. Yeah. So you give them a rebate. So it's like it's $3,250, but you get $2,500 back. As soon as you send us the video and it's just— and it's— and you obviously give us permission to use it. Don't talk about money, just talk about the experience, talk about what it's like. Okay.

And you would add the rebate costs on top of the— Yeah.

And then you take it. Got it. I got it. Okay.

All right.

I feel it. I'm a big believer in making ad machines in every business, which is like, I want to have the normal function of the business create the marketing for the business. I want a fusion reactor. I want something that can just self-sustain. I don't want to have inputs that's always me to drive the business forward. And so whenever I can, wherever I can in a business, I want to create some way of documenting stories, narratives, emotions, outcomes from customers. Think about how it works in sequence. One person advertises, that's me, that starts the engine. Customer comes in, customer has great experience, that experience gets documented, that experience gets advertised, that experience from that customer gets the next customer. So the only thing that's really required to get the business started is me just doing one big marketing push. And then after that, the snowball rolls on its own. Okay, so if we're looking at these ads, do you guys ever run video?

We've tried, but it hasn't performed as well for us.

Yeah, so I'll tell you a secret about video. Video has higher volatility than images do, but your best ads will be video and your worst ads will be video. Oh, fascinating. So video outperforms images if they're good videos. Images outperform videos if they're bad. You guys make content, right? Yes. Okay, so can you pull up their Instagram real quick? What's your best one recently?

The one to the top right. Okay, there we go. To any man who's married to a strong woman, here's a new lesson I've learned about masculinity. Your wife's strength does not have to compete with your strength. It actually complements your strength. The strength of your wife does not threaten your manhood at all. In fact, the more you encourage her to flourish in the areas that God has gifted her in, the healthier your relationship will become. So when you lead from this place, a place of collaboration rather than a place of competition, you actually become the strong man that you and she wanted you to be in the first place. Love this.

So now all we do is take that, run this in an ad, and then put a 5-second CTA at the end. My wife and I have been working together for this many years. If you're a couple entrepreneur and this resonated with you, come attend. We're doing a 4-hour date night. It's gonna be awesome. Like, we're trying to do the world's biggest night out. Either way, it's gonna be a blast. Yeah, it's absolutely free. Just put in your information. We'll send you a couple texts to remind you, and we'll see you there. Perfect. Love it.

Love that.

What I want you to do is, because you guys are cash constrained right now, is how many pieces of content you put out a week?

Like 2.

Okay, so what I want you to do is get to at least 1 a day. Okay, you're gonna use that as your free testing ground. You're gonna take your highest performing clips and then run those ads and just slice the CTA at the end. Got it. Okay, okay, okay, perfect. So we're gonna, we're gonna repurpose best performers. Did you get any business from that? No. Is there any post that you've made that has gotten you business.

The closest we got to that was a podcast interview that we did where the podcast hosts themselves loved us so much they hired us to coach them.

Okay, got it. So what I would also do is I want you to take that podcast and slice it up and run the moments as both organic and ads. I love that. That's the ad side that I would do. Now obviously I think you should also make normal ads following the standard advertising process that we outline in our Lovely Leads book. You can still do the images. I would just run a a ton more of them. Like, how many images were you running for this?

Normal campaigns, we do probably like 12 to 16.

So I would probably bump the end on that to like 100 on images, just because like you just have no idea. Literally just open up your iPhone. You have probably a gazillion images of each other and hanging out. Literally run all of them. Okay. Okay. Just all of them on the image side. And then this with the organic, that will give you a good amount on camera roll. There we go. Okay. So I think if we just did that, You'll probably be good to go.

Same ad copy, that is.

Yeah, your highest performing copy usually needs to change very little. I'll tell you a secret. For school last year, we spent tens of millions of dollars on ads and we never changed the copy once. Wow. Okay. Once the copy's right, you just keep changing the creative because it's like, this is the message that resonates. Now we just need to get it in front of different people in different ways, different hooks in terms of the creative, but like the actual words on the copy, more or less the same. Let's do funnel, which is not really existing. Interesting. Okay, so I do think that part of the reason that y'all's show up rate is so low is because you don't actually have a page. Yeah. So lead form opt-ins tend to be the lowest quality overall. I would bet that you could probably get somewhere in the neighborhood of 25% if you ran them to a funnel. Now that being said, you'll get cheaper opt-ins here, but you won't necessarily get cheaper sales. 'Cause you track CPA, right? Have you ever done it to a funnel or no?

Yeah, actually that's the reason why we currently We didn't run lead form ads is because when we tracked the CPA all the way to the backend, the leads that opted in through the lead form were the lower CPA. And higher qualified too, which is weird.

Even our agency's like, we've never seen this, but okay. It's not common. Was that one campaign that you did that on?

No, we split tested it for a year. Oh, what? 'Cause I even thought, I was like, this makes no sense.

It doesn't make any sense. Well then I'm not gonna mess with it. At the end of the day, the actual percentage shows and things like that don't actually matter. The only thing that matters is cost to acquire. And would we be okay with a $1,500 CAC on a $2,500 thing? Yes. Would we be cool with a $2,500 CAC on a $2,500? Yeah, sure. And now that we have the $9K, we're gonna get way more of those up front. So you hear the common theme between probably a lot of these different kind of episodes that I run with business owners is that there's many things that could potentially improve in the business, but there's usually one or two that are the big levers on growth. And for Kyle and Ariel, it's the offer and the creative. So make a better offer, make better creative. Better creative gets us better leads, better offer gets more of them to buy. We sing happily ever after as Butterworth draws my bath. For now, I'll say this: I don't want you to change it. I want you to stick with what we have, make better ads, have a superior offer. The main test that we have to basically make the decision on, which we will by the end of this, is do we want to run the same play again, or do you want from the 4-hour date night.

It's hard 'cause we've been just following, here's what works, let's just keep doing what works until it stops working, and then we're like, well shoot.

Well, it has stopped working. Now, I'll bet you that the messaging of the 5 days probably converts 'cause your conversion has been fine, it's just been like attendance and stuff. And so for me, I'm like, okay, well I do think that there's probably way more people running 5-day challenge stuff, and so that's fairly typical. If you were to run it as a date night, that's a unique angle that is unique to your business. You can still do the same amount of kind of presentation time as you normally would. You probably slice some stuff out too, because you don't have to do intro, outro every time. So probably is 3 hours of quality content out of 5. So that's like great, and then you can just do a wrap-up pitch at the end. If you change nothing, you'd have twice as many people there for the pitch. If the date night converts better than the challenge, then it'd be even more.

How much of this is like a date night fun activity versus like what we do during the challenge, which is very like tactical tactical, heavy objection handling sales, you know, all that kind of stuff.

Well, you still provide value in the front. Of course. Right. So just do that. Okay. And you can probably reframe the front a little bit. Literally just the introduction and the rest of it can probably be the same. If I started and I was like, hey everybody, welcome to date night. If you're anything like us, date night is not business or fun, it's both. And so we're going to do that together. All right. So let's start and then you're in, right? So it's, I think, yeah, there you go. We've just merged it.

Now we're in. Perfect.

Okay, that's a great price. You literally just need a frame. That's it. So what's your upsell percentage from the in-person events that you have now?

So our in-person events, I've held 2 so far. Last year was the first time we had the lower ticket offer.

We focused way too much on production and providing value and like barely pitched. So we weren't that intentional. So therefore I think we only sold 1 of the higher tier program at our last event, which covered the cost, but it'd be great to like do a lot more.

How many people would you close in general out of the people who attended?

I mean, it would be like 1 out of 50.

No, but what about to renew on the lower ticket thing? We didn't— oh, only 1 person total? Yeah, but yeah, no, okay, you definitely didn't pitch.

Okay, got it. It was— we went too soft, and I know you say if you're gonna pitch, pitch. If you're not, don't.

Yeah, we screwed that up. Yeah. So how many days is the event? 2. All right, so number 5 is me renewing. So this is me just planning ahead. If you just do the stuff we were talking about, like, the business will probably already triple or more. Okay, I'm not triple— sorry, if it's $3 million, then it would It could be more than that, like 7 or 8x. Okay, so you've got day 1, you've got day 2. Intro's gonna matter a lot. It's one of the most important things of an event. It's just blowing people away. Be on top of it. It's a lot of little details. Greet 'em by name, have specific facts about their business, about their marriage that you bring up to each person. I would try and have a list of people that you can tag so that, do you have help for these events? Yes. Take the list of people who are gonna be there, break 'em into different rosters, be like, you're on A, you're on B, You're on C, you're on D. You can give different lanyard colors so that they can basically know, oh, this is green, this is blue, this is yellow, this is orange. And then you're in charge of yellows, you're in charge of reds, you're in charge of oranges. Make sure that you tag all of them. They have a little list and they have the 2 facts they're gonna bring up to them. They're like, damn, these people are on top of it. And so that's the in-between. So you'll have your intro, you'll have meet 1, meet 2, and then you have your break, M3, M4, and then you'll probably have your pitch, and then you'll have another intro again, sorry. M1, M2, and then you'll have lunch. And then I think here's where you do a soft re-pitch, and then you do M3, M4, and then wrap. Does that make sense? Makes a lot of sense. Yeah, I would say here I would do a dinner of some sort. People who buy get to go to dinner with you guys, so reserve a nice place. Okay. So that gives them an immediate reason. And then here, this can typically be shorter. So this can usually be like 15 to 30 minutes. That's just, hey, my team tells me X, Y, and Z. From yesterday, so I wanted to handle some of those things up front for you, but I'm going to try and frame this in a way that's still valuable, and so it'll help you with your business too. Yeah, okay.

Yeah, I like that. Yeah, so teach while simultaneously overcoming objections. Got it. And that's what the re-pitch is. Yep. Now, for this pitch, would you do like the full hour?

You don't typically need to. Oh, okay, cool. I'm a big believer in like, just provide value. I think stories and narratives are really powerful here, frameworks, things like that. And then basically at the end, I think just having like, if today was valuable, "Hey, do you mind if I just tell you a little bit more about what we do?" "Sure." And then you're talking 15 minutes, stack and close. That's it. You basically just make the offer, let them know how to get it, call to action.

And then come to dinner with us for everybody that does it. That's a huge relief, 'cause in my mind I'm like, every single thing we do from start to finish, we have to structure in a way that I like lead to it.

But for right now, you haven't sold anyone. And so we're gonna start with just selling and having a clear offer. I love it. And then just asking I'm asking you again, and we're gonna leave it there for now. Of course, if you weave in some, like, in the examples that you use in each of the meaty sessions, you're like, hey, like, you want to weave in the different avatars, both psychographic in terms of what are the belief systems that these people have, and then also what are the typical problems that they're dealing with, because that'll be different too. And I'll bet you, of the 3, if I had to pick for diversity, that would be the one I would want to make sure I had the most diversity in. The biggest one is gonna be the diversity of objections. These ones, their business was crushing it, but the marriage wasn't. The other one is their marriage was crushing it, but their business is actually causing problems because if they just had that right, they'd be good to go. Yeah. Other one says, let's talk about kids. Basically hitting the different things that someone's going to bring up. Okay. We all have unspoken limiting beliefs, and the difficulty is recognizing them. I think this is in my book. My favorite quote of all time that will likely be on my tombstone is the value equation, which is, we question all of our beliefs except for the ones that we really believe in, and those we never think to question. And so I think it's such a powerful statement because we are limited by invisible chains of our own making. And so many times in my life I've been living inside of a cage that I didn't even know existed. And so they are enslaved to this business right now because of their beliefs about the fact that it must be this way, or that there is no possible alternative reality in which they could sell people and help them in a non-one-on-one scenario. And all I wanted to do is just bring in evidence from other scenarios where people get more help from being in larger groups, not one-on-one, so that people could not be ashamed. But these blocks exist all over the business. It could just be from the price, or no one's going to like these ads, or no one's going to want to buy this offer. It's like you don't know until you try it. And if you're not sure, just look around, because if you're in a tremendous amount of pain, then you should be incredibly motivated to disprove the a belief that you have that there's a way to solve this problem.

Now when you say renewal, are we renewing into the lower tier offer or should we—

No, I think you should only ascend. Only ascend. For the existing, and I would just let them know, hey, we're sunsetting this, and so you guys bought a year or whatever it is, and so the nice thing is that it's super light on delivery for you guys anyway, so it's not a huge deal, and I would sunset it. So those are the big 5. Cool, so I'm gonna recap them for you and then we'll put this in a bow.

Quick question too on the renewals, like would you do a specific incentive incentive for renewal?

Would I have an incentive for immediate renewal? Yes. So I'll give you a couple different ones that you could think of that you might think is more compelling or less. You could say, hey, for everyone who renews today, we'll buy you first-class tickets to the next event or all 3 events next year. Love that. I actually like it because the experience really does start when you leave home. And so it's like you've got champagne on the plane, you're getting mindset. And so what's the total net cost on that? It's like $6,000 maybe. So you can keep keep the price the same and you can add that in, or you could say a very classic fast action bonus or something like that, just knock $5,000 off the price. For immediate renewals? Yes.

Okay, so renewals for the high ticket, and then lower tickets is for sunsetting would just be Ascension.

Okay. In between, right now, add in the quarterly and the deep dive. Okay. For now.

And people will pay $25,000 for that? For sure.

I mean, the only other things are modules they're not using and calls they don't care about.

They do love the Slack though. The Slack. You know, they can ask us a question.

Well, the thing is, is that There's things that people might love after they buy, and then there's things that people will love before they buy. I'll give you an example. So at Planet Fitness, they have like a pizza night once a week. I think it's Tuesday or whatever. It's like you can get pizza. The reason they do it is because they're like, listen, at the very least you can come get pizza here and it's gonna be cheaper than this membership. You just get free pizza. So it gets people to buy, but then people— no one even eats the pizza because they don't go to the gym. It's because they feel guilty. But the thing is, this is a great little step. The reason someone buys isn't always necessarily the reason someone stays. Now, if people haven't been ascending, then the Slack takes up your time, but it's not causing them to buy again. True. Yeah. True. It's just a time suck.

So from the outside looking in, the Slack isn't necessarily a selling point as much as it is something people like afterwards.

The reality of it is that you have reinforced them messaging you all day. True. So they message you, and then the latency between you responding then reinforces them doing that, which means the group group's probably not super active. Your Slack messages are super active. Yeah. And so it's like we want to redirect all of that activity to the community because think about all the value that lives in all your Slacks. Right now it's to no one. So if someone's gonna ask you a question, I'll answer for everybody because that question is not one of a kind. Now the other piece that I would break the— pierce the veil on is we set this up with one-on-one 2 days a week. You guys are Christian, right? Okay. The amount of church relationship communities where it's 10 people in a room 20 people, 20 couples in a room, and they get up and they talk. You have AA, super personal, people get up in front. I think it's a belief that you have, but like couples problems are couples problems. So here I was hitting her from behind. They're not gonna— they're just gonna be like, we're having trouble in bed. And everyone knows what it means because the flip side of how I would sell it is, listen, one of the hardest parts of being a couplepreneur is it's lonely. And so wouldn't it be nice to know that the struggles that you have are struggles that other people share too? And to be clear, I would use the exact examples. I'm not gonna be saying like, what are the positions you're rotating through? And like, have you brought a friend in? I'm kidding. I'm saying like, like, you're— it's like, all right, well, she threw her wig on, you know? But like, no one's like, clutch my pearls, they're married. Yeah, do whatever you want, right? And so I think it's a belief thing. Yeah. And it's like, you're not talking erectile dysfunction, you're just talking about the relationship. Yeah. And those are going to be commonalities, and I think that long term they'll probably feel more kinship, the idea that like they're starting from the same business issues and the business advice you give helps everybody, the relationship advice you give helps everybody. Now there is a ratio where it stops being small group and becomes one-to-many. Yeah. So basically after like, I would say 7-ish, it's now not enough individual time. I think if you guys did one-on-four and you did the 4 90-minute sessions, yeah, I think you'd be fine. It's harder to go from one-on-one to one-to-many. So if you're gonna change it, I would just change Okay.

What are you about to say? If we are currently doing like weekly group calls and Slack, there's almost like a constant flow of question answering and things like that. If we're just going to quarterly calls and the events, there is none of that. It's almost just the experience of coming together at the events and then getting the strategy each quarter. Do you think there would be any pushback from people not being able to ask questions on the strategy that we map out every quarter?

Maybe. Okay. Comma, how much does it matter? And so I think, again, a lot of this comes down to framing. Yeah. And so if I'm going to work with someone, for example, I'm not going to be like, hey, hit me up whenever. Because the thing is, is that doesn't serve you, because that means that I'm making all your decisions for you, which means that you never learn, right? You also never learn how to prioritize if every single thing you just outsource your decision-making to me, which is not a good life for me or you.

And that has happened.

Of course it has. And so the thinking process that I would have is by doing it this way, You'll be fully focused on the fewest things that matter most. Anyone can give you more things to do. It's about doing the fewest things that make the most impact, just as much as it is for the relationship, as much as it is for the business. Yeah, because like your wife, you could probably— I can probably give this list of 10 things, but if you just said thank you for doing the dishes every single day and maybe pick up the kids once a week, yeah, get her some flowers, if you just do those 3 things, the marriage is fixed. Let's just think about how do we remove everything that's preventing you from doing that. So I think a lot of it, it would shift subtly in terms of how you're presenting it in the pitch. But I would call that out. If you're the type of person who's like, hey, I want someone to tell me exactly what to say to my wife every single day, here's the thing, I'm not married to your wife. You married your wife. And so if I were to do that, I would be doing you a disservice because you're never gonna learn. I'm just gonna be ChatGPT for you for relationships. And you know what? You should use ChatGPT for it because it's not bad. These day-to-day things. What we're here for is for the big decisions. Yeah, that's where we provide the most value. Okay, because if you look back on your life, there's a handful of decisions that created the life you have, and we want to make the next handful of decisions exactly what they should be to get to the life you want.

That's fantastic framing, because I've even told her too that my brain feels like ChatGPT because I'm basically answering questions all day long.

Tell me what to live.

But yeah, it absolutely is. Along the same lines of that though, the best case studies we've had of couples— and we're very blessed to say that we have 20 videos of just amazing case studies of people making more money and going on date nights. I don't know if that would have been possible had we not held them accountable to taking the steps and stay focused, because between one quarter to the next, I mean, you know how much can shift and people shift priorities, people get distracted, whatever.

So how do we mitigate that part? So I'll give you escape valve and then another frame. Okay, so escape valve, if you want, which is— who here has seen or heard of Who Wants to Be a Millionaire? So everybody had 3 lifelines. Right, one of them was call a friend, one was move the statistical. So for us, you've got 4 911 calls or 2. If it's a 911 emergency, then by all means let us know and we'll figure it out. But that way it's on an escalation basis. Again, the goal here isn't for them to be dependent on you. True. The goal is for them to learn the skills so that they can get to where they want to go. Anyone can give you a lot of things to do, but that assumes unlimited resources, which you do not have. And so realistically, all of you guys here, let's just be honest, you're gonna dedicate maybe 5% of your time to this. So we want to crush that 5% so we get the 80%, 180% benefit from it. Yeah, that's the value of strategy.

Yeah, yeah, and that makes 100% sense too as to why people aren't renewing because they feel like they haven't used all of the resources. Of course, so it's actually hurting us from both angles.

Yeah, of course, Planet Fitness figured this out, but there was this huge amount of big health clubs, right? And they had racquetball courts, they had swimming, they had basketball, they had weights, they had cardio. But when they did their research, they found out that 80% of people just used the cardio mostly, and then a little bit of weights. And so they said, cool, we'll just cater to the 80% and we'll dramatically be able to reduce our cost to open and be able to reduce the price and transfer that to the customer. And so what happens is when health clubs are charging $59 a month, $89 a month, people are still only using those two things for the most part. And so we think, oh, I'm gonna add more stuff to provide more value, but all you do is create a larger discrepancy between consumption and lack of consumption. Look at all the stuff I'm not using, which means I'm not getting my money's worth. Rather than thinking I'm getting all this for $59, they're just thinking I'm only using 20% of my $59. Yeah. And so it doesn't matter what the price point is, people still cancel because they just think that they're not using as much as they should. So that's why when I went back to the bonuses, we want to make sure that the things that we're putting there are absolutely going to be used because they're valuable. Yes.

Yeah.

Okay. Anyone who's watching this who has a product, you need to pay attention to this. So let's say that you have some sort of mini stack. I like the gym membership because it's the simplest example, right? You've got a spa and you've got a pool and you've got basketball court, you've got tennis, you've got weights, you've got cardio, right? There's all these things that we have for one low price of of $29.99, whatever it is, right? The problem is most people are only gonna use one of these things throughout their entire career. And so you might think, oh, I'm giving them all this value for $29. But what they're seeing is that they're not using this. And so this is now waste instead of even added value. And so it's much better to just give somebody 100% of what the only thing they want and charge them appropriately for it. 'Cause now they're getting 100% of what they desire.

I know this obviously doesn't fix the straight problem of our delivery, but what do you think about doing like small group monthly instead of quarterly? So that way it's like setting the plan for the month, they execute on it, and doing it every month with 4 couples.

You would have the same exact thing as the one-on-one situation. Yeah. It's easier to change a cadence than it is to change a ratio. Okay. So if you wanted to start with, we do monthly and it's one-on-four, it's y'all's call. Okay. You wouldn't do it though. I just prefer to think like it forces you and it forces them to prioritize.

Yeah, I do like that. Yeah. And for them to make decisions, not rely upon us. Yeah.

Come to us with the big decisions that are going to affect your marriage and business. Yeah. And our deep dive in the beginning that we start with is we're going to be identifying what those levers are. That's what we want to talk about. What you're having for dinner on Tuesday, what cool date idea that you're going to have. We've got resources for that stuff. You don't need me to tell you you should do clay pottery or wine and paint night. Or whatever the hell you want to do. You don't need me for that. You could Google it. The things that I can actually help you with are going to be the rare things that will have the biggest impact on the life. Yeah.

And that's the highest leverage use of my time. 100%.

Yeah.

For everybody.

Yeah.

And I'd be like, because listen, if we were to do it where it was one-on-one and it was every single week, we'd have to charge $200,000 for it. It wouldn't make sense. So this still gets you the 80/20 of that and then you get all your time back. I'm loving this. Yeah.

I do too. When Alex clarified exactly what we need to do, I feel like that's going to lead to even more bliss in our relationship because I'm no longer going to be tied to a lot of client delivery. Even though we love our clients, it's going to free up more time for us and it creates a much simpler path to hit our goals as a couple.

Yeah, and it allows us to feel like we can move lock and step in the same direction towards the goal. And it's a lot of what we help our clients do.

So it's cool. Yeah.

What would you do with the people that are currently in that offer? Would you continue to serve them the same way? Would you tell them that we're making an adjustment?

Like, how would you transition that? Here's the great news. Because you currently don't renew anyone— just wait. Well, the thing is, is that like, it doesn't actually matter that much. So you can continue to see it— like, always keep your commitments. Yes. Like, you made a promise, you keep it. Done. But in terms of, hey, this is what we're doing going forward, then that's— it's a new agreement. Yep. New terms, new agreement. Yeah. Believe it or not, we've actually gone completely stacked because we're good. And so because of that we still want to help you, and we think this actually is— and here's the thing, and this is where I think people mess this up— they will try it, they will apologize essentially for saying, hey, we were one-on-one, now we're doing one-on-four, sorry, we're just— yeah, no, this is better. Yes, this isn't as good, it's better. It's better because you're gonna have other people, you'll hear somebody else's question, be like, oh, that's a good one, I should have, I should have thought of that, or I didn't even think about it. Because the thing is, is that somebody might have already solved your problem and they're on to the next problem. And this also is why we don't need to meet as as often because you're gonna hear a higher variety of questions being answered so that when you do have the next problem a month later, you're like, oh, it's Andy, I remember what he said, it's Andy, I'm just gonna do that.

That makes a lot of sense, yeah, thank you.

So, alright, let's recap this B. Number 1, new backend/frontend offer is going to be $25K/$30K if they do a payment plan. We're gonna do layaway as a downsell with 3 months, which is $9K. Up front. You can also do 10 if you feel like it. And that's going to come with 2 times per year in person, 1-on-4 quarterly. You can do 1 deep dive 1-on-1, that's fine. So it's like we're gonna do the deep dive 1-on-1 with you, and then you're gonna get in the group. Okay, got it. 1-on-1 deep dive and the group. All right, second thing is we're going to test date night angle. So we're just going to take your 5-day, put it vertical, eliminate the transitions, and then crush it. Number 3, ads. So I'm going to split this into 2 because I think— so Basically more organic daily, which goes into ads plus CTA at the end. 400+ images from your camera roll. And then for renewal, you're going to set it up and actually make the offer. Let's go. At in-person. And the easiest way to do that is just ask them when they're going to come back. That's it. This is the next date. Let's do it. So I think that this is already a 5x on your price because you're going to probably convert about the same amount of people because believe it or not, fun fact, what matters more for the conversion is the first payment. So $5,000, this is $9,000. Really, you're going to be positioning as $2,500 to $3,000. Yeah. So the cash upfront is going to be more or less the same. This is me just trying to get you to believe. All right. First, I like this angle. This is the big kind of like unknown, right? This could be like a 1 to 4x. Okay. Because if this crushes, which I really feel like like it would, like you might just have a whole new way of selling in the industry. If I were to enter this industry, I would probably enter this way. Organic daily, this will just improve your ads. So this could be an easy 1.5x, maybe 2x if we're lucky, in terms of decreasing CAC. And then the renewal is just going to extend out the LTV long-term. So that's gonna be year 2, year 3 where this is gonna matter. Gotcha.

And just to clarify, the renewal, since we're doing this event in a month, it would be the renewal to the new style offer. Yeah.

Okay, got it. Yeah. Okay. This is a combination of couples insurance and couples accelerator. Downside, if you do absolutely nothing and you come twice a year, we could still absolutely change your marriage and it'll be the moments that you remember most. On the upside, you actually do the work with us— again, use the examples I gave. Hey, we've all been in church. The problems that you have aren't unique. And so one of the big things about shame is it lives in darkness. It makes you feel like you're alone. Yeah, true. Yeah, I know.

That's great framing. I love that. And you also mentioned research resources too. If people have questions, hey, we have resources for that. Would you make that available?

Have you defined shame and guilt? Because I think it's probably helpful. So shame is when you break other people's rules that you respect or care about. Guilt is when you break your own rules. So sometimes if your rules are the same as everyone else's, you'll feel guilt and shame. If you don't think what you're doing is wrong but other people do, you'll just feel ashamed. And if you do something that isn't really wrong in other people's rules but is for yourself, you'll feel guilty. Guilty. Yeah. And so I would explain that when someone's like, I don't want to be in these other people, I was like, let's just nail this, let's just hit this on the head, which is that you're afraid of being embarrassed. Sure. So why do you feel embarrassed? Because you think you're the only person who deals with that, and it's self-fulfilling. So I think we've done a lot of thought, we consulted our elders, and we actually think that we want to, we want to bring it to the light. We want more people together so that you realize that this isn't something to be ashamed of if you have an issue. And it's normal. And the only thing that's not normal is that people think it's not normal. Yeah.

Yeah. I love that reframe. Even the definition of guilt versus shame.

Yeah, I think it's perfect. How do you feel about the spine?

I like it. Love it.

You feel like you can do it?

Of course you do. So coming into this, we had 1,000 different ideas of how we can grow our business. And we were so excited to hear from Alex because he has the perspective of a bunch of different business models and a bunch of different marketplaces. Marketing models. And now, having got to sit with him, we feel very clear on what is the next best step out of the thousand things that we could do. We feel very clear that we could take the steps that he gave, implement it, and actually have more time in the process.

So even as a couple, I think what Alex equipped us with is going to allow us to be even more aligned on where we're going, even more fulfilled, and just allow us to help and serve even more couples. So we're super excited excited about it.

To put a little bow on everything that we're going to do with Kyle and Ariel's business is, number one, we're gonna have a new backend/frontend offer because it's just going to combine it into one offer. We're going to do a little deep dive with one-on-fours. We're changing the delivery ratio to just give them exactly what they need and expand their supply capacity. Number two is we're going to test the date night angle. I think it's going to crush. We'll see, but I feel pretty bullish on it, especially when they gave me their reaction that date night was like people's most favorite thing. I'm like, and to put that on the front end. Number 3 is just being more consistent with organic so that we can actually create more testing for free with ads because they're a kind of cash-constrained business. So the easiest way to test ads is just post them, see how they do for organic, and then just add the CTA later. So anybody who's broke, like, consider doing that. Number 4 is running a ton of images as statics for the ads because they had images that were working better. That's fine. It's usually because the videos they make suck, not because images are more compelling than videos. Videos are for sure more compelling, but static images are better because people's imaginations fill in something that's compelling rather than a video that they know wasn't good. And then finally, we're going to build more recurring revenue in the business by having all the renewals occur in person, which is the highest likelihood of closing. And so with those 5 changes within the business, I think they're going to unlock a tremendous amount of growth. And if you liked this video, you're going to love this next video where I break down a different business so that you can use the same tactics they did, make all the money, and then question the meaning of life.