Beginning With The End In Mind With Oliver Billson

Today we’re joined by Oliver Billson – a brilliant leader who shares about starting & running multiple 7+ figure businesses. Oli started his entrepreneur journey at 15 years old building & selling custom computers to friends and eventually exporting them outside the United Kingdom. His next business came out of his passion for cars and he eventually dedicated time to learn marketing so he could take control of growing his businesses. That led to teaching people how to market & grow their business using the systems they created to scale their company. He currently spends his time building their full-service marketing agency in the UK that serves businesses worldwide. They broke the 7-figure mark (via monthly run rate) within four months of starting.

Top take-aways

Team alignment

One of the most important tasks you need to own in your organization is to strategically align your team with the bigger picture of where you’re going. That means you need a vision or north star for where you’re heading and a mission your team can get behind. Your team will have great success when you’re all clear on where you’re going and what you’re working to accomplish. When you have this, you’re able to create a meeting rhythm to practically stay the course & remain aligned, reducing ambiguity.

7-Figues CEO skills needed

If you’re not working to grow your leadership skills as quickly as your business, there will be a problem. The skills that got you to 6-figures are not the same skills you need to get you to 7-figures in your business. You have to develop new skills that will help you lead with control without being controlling. The links section recommends several books that will help you develop the skills needed to lead your business to the next level.

Begin with the end in mind

Knowing the end goal for your business is important, but it’s also key when you think about how you want new leads to interact with you. Before you create a new marketing campaign, it’s important to start with what you ultimately want them to do – book a sales call, sign a contract, visit your business, etc. Once you know that, you can then decide what it is you need from them when they first make contact with you.

One of the most successful ways Oliver’s team makes this happen for them & their clients is using Facebook Lead Ads. Most people are using Facebook daily and you can get your message in front of them easily and cheaply, gather their information, drive them to relevant content & get them to take the next step with your business.

Funnel design formula for maximum results
  • FINISH: What’s the end? What do you want people to do?
  • START: Where do people start? How are you first interacting with them?
  • MILESTONES: What milestones do they go through to get to the end?
  • CONTINGENCY: How do we get people back to the milestones so we can keep them moving forward?
Implementation is the bridge

Implementation is the bridge that takes you from feeling stuck in your business to getting the results you want. You must be able to implement what you’re learning to break through to the next level.
 

Speaker 1: (00:02)
Welcome to the seven figure CEO podcast. The goal of each episode is to help you break through the million dollar Mark in your business. Now here is your host, Casey Graham.

Speaker 2: (00:13)
Well, welcome to the seven figure CEO podcast. My name is Casey Graham and I am here today with all of her a Bilson. How are you doing, Oliver?

Speaker 3: (00:21)
I'm great. Yeah. Great. Great to be here. Thanks for having us on.

Speaker 2: (00:24)
And you are in the UK today, right?

Speaker 3: (00:27)
I am, yes. Yeah, yeah. Cool. So usually, I usually spend a lot of time in America, but yeah, I'm here right now. So just recovering from a better jet lag.

Speaker 2: (00:36)
I hear you. And we're from the same town. I'm from Birmingham, Alabama. And you're from Birmingham, Birmingham. Yeah.

Speaker 3: (00:46)
I love the way you try and put the accent on it. It kind of seeks you in a way.

Speaker 2: (00:53)
So you're from Birmingham, England, I guess is how I would say it. And we got introduced from another podcast guest and she just said that you're, you're doing a great job and so thank you so much for joining the show today. It's going to be fine.

Speaker 3: (01:06)
Pleasure. Pleasure.

Speaker 2: (01:07)
Yeah. So, just tell everybody a little bit. Who are you and, what do you do?

Speaker 3: (01:13)
Yeah. Cool. So, just to kind of give you, give a bit of buildup and context to, to where I am now, probably a good place to start is where it all began. So, I, I'd actually never worked for anybody. I started my own business when I was 15 years old, doing one, so building computers, building kind of custom built computers and selling them to, school friends and then eventually bizarrely found myself in a situation where I was exporting these custom built computers over to the far East. I have like DHL vans arriving at the door. So at least things off as I was building them, which was an interesting experience for my mum and dad who was thinking like, you know, well, what's going on here? You know, you know, you need to tell us what's going on.

Speaker 3: (01:58)
So, you know, I, I think I kind of got a bit of an entrepreneurial bug early. My dad had been in business for a long time, working in corporate M and a, and then starting his own business. And I wanted to, you know, following those footsteps for sure, but I wanted to make something for myself. So, you know, getting started at that age was an interesting journey, well, start the journey but one thing I'm really passionate about is cars and I'm still love cars now. And, I knew and naturally gravitated towards, you know, how could, I'd be working with cars and I'm making a business out of it. So, we started, you call it a car detailing business but, we, we, we call it a kind of validating over here, so to speak.

Speaker 3: (02:45)
And then we diversified into a window tinting business and I kinda got serious about, I've got the distinction early between being kind of a, a marketer of your thing rather than a doer of your thing. And knowing, you know, it made a lot more sense to, to, it didn't matter how good you are at doing what you were doing, you're only ever going to go so far being excellent and, what you do. So it made more sense to, you know, educate myself and develop myself around marketing, which is what I spent a lot of time doing, you know, from the age of about 18 years old and I'm 33 now, so I'm getting on a little bit now, but sure. Yeah so we kind of got quite serious about that and, and, and, and, you know, [inaudible] deployed a lot of direct response marketing, typical kind of path, really of a following, a lot of great people, in, in that journey and, have had a massive impact on our business.

Speaker 3: (03:42)
So much so that, we then started training people how to do what we were doing and then selling people into how we were getting and keeping customers lifeblood of every business, obviously and then we diversify to gain into a, a franchise model, business, in a similar commerce sector and grew that to, to what it is today, which has got a 170 franchisees. And, you know, we've been quite a ride, because we've kind of gone international with that expansion and learned a lot along the way. But one of the core things was the marketing business, the marketing systems, the processes, the things that we were deploying that we're getting results that a lot of people like how are you doing that? How are you getting these results mainly predicated on infusion soft and direct response.

Speaker 3: (04:34)
Obviously very early adopter Infusionsoft back in the day. So, we, we now where I spend my time now is in our agency. We have a full service agency in the UK, mainly servicing clients in the U S and Canada, who, who employ our services to help them grow their business and realize their full potential red. Gotcha. So right now, where you spend most of your time is in the agency. Yeah. Spend all my time, here leading, playing the founder CEO role, of the agency. Yeah. Good. What's happening with the 170 plus, franchises? Well, my, you know, one of the, one of the key things that, I'd set up in that business was so that the, the, the, the, the playbook, so to speak of how the business should run. It's a very simple business model, but we focus sharply on, lead generation and conversion systems that, that, that work in a time tested to continue to work.

Speaker 3: (05:41)
And we actually have, have many of those working evergreen for is just perpetually bringing in new leads, both offline to online and also obviously online tactics as well. And mainly we now kind of treat it that business is a client of ours just from a marketing standpoint. And I've got a good team in there running and running the business operationally. That's good. But you have other people, business owners that are actually doing the work, correct? That's right, yeah. And so you know, that that business is, it had been built on centralizing the kind of intellectual property and the, the secret sauce and allowing that list to scale, on the back of that because of the type of model that we put together and it's a recurring revenue business. That was one of the big things that I wanted to, you know, I, I quickly became very, you know, familiar with that we wanted to build a recurring revenue business.

Speaker 3: (06:38)
Okay. So why, why, why is that a big deal to you? Well, I think that one of the things that I learned early on was that, you know, you were starting the month from zero and regardless of the kind of what marketing systems you are putting in place, you were still, you know, on the daily grind of doing the doing and starting from ground zero at the beginning of every single month. Now, you know, for me there was lots of, it meant that there were spikes in our revenue and as we were trying to scale our business and build a team, a proper team around what we were doing rather than it just dependent upon may, the best way of doing that was to add some degree of predictability into the business and guaranteed revenue that is a great quality of revenue really in terms of what we, what, what we found to be true.

Speaker 3: (07:30)
Now what about in the marketing agency? Is that recurring revenue? Yet we don't do anything by the hour. We don't do any hourly work. We don't do any project work. We only do what we call our partner marketing service, which is a, a retainer, based on a long, a long agreement and arrangement and engagement with, with a client so we can have the most value. Okay, so let's talk about that business. So how long did it take you guys to break the seven figure Mark in which of the businesses, we've done it a few times. So the, the marketing business. Yeah. So we pretty much got there, at a, at a run rate of equivalent to $83,000 a month, really within our first four months of getting started. Now I know. How did you do that? Yeah, so one of the things that we've been able to do is I built up quite a lot of relationships at equity I suppose with, with, with people that were previous partners or businesses that I was associated with that previously weren't able to have our marketing team work on their business.

Speaker 3: (08:34)
They were even having consulting from me and I wanted to convert that consulting revenue into more of a done for you lead service business. And so it made perfect sense for those consulting clients to migrate. But also clients like GIC, which I'd followed for years as a customer and as an advocate of their teachings actually. And now my client. So, I was able to offer that it made sense for them and they became a client of ours.

Speaker 2: (09:01)
Okay. So basically you were doing consulting, converted that into ongoing revenue, built a team around it. So I've done this a couple of times as well and it is, it truly is. If you're sitting out there and you're a consultant and you've got a small business or you've got something that you're selling with information, it is completely possible to convert that to ongoing deliverable revenue. But then on the backside doing client work is nasty. It's not easy. It's not easy. Oh, well you may say it's easy. Do you think it's easy?

Speaker 3: (09:37)
No, absolutely. I think this is a really tough business to be in but that's one of the reasons why I like playing in the space, not because it's tough, but because some of my experience that I, I'd been able to glean from our other businesses in terms of really understanding kind of standard operating practices that allow us to scale, kind of build an organization that didn't depend on me men the unhappy to play in space and do a good job of that, going in with it, with my eyes wide open. And more importantly, which I think is an interesting distinction is we deliberately didn't go down the information marketing route so actually we're playing at the, the agency, the sharp end of the results right now. And at some point we might decide to take that and then distill that down into some information based revenue. Right now it makes more sense to focus our attention on all that [inaudible] the, standard operating processes that we've got going on here and continue to develop that playbook out for clients. We do it.

Speaker 2: (10:40)
So what does your team look like? Where are you guys or is it local? Is it around the world? How many people do you have? Give us the rundown.

Speaker 3: (10:46)
Yeah, sure. So, across all of the businesses, there's 29 people in the agency. There's 15 people out of the 29 that we've got across the, the, the businesses. We're centralized, I'm in the UK here. We've got a full facility here, offices and workshops, space, where everybody works from regardless of that business and we've then got a couple of outsource people within our distribute small distributed team and we've got two members of staff that are over in, in, in the States, in San Diego and in Phoenix we dominantly, although most of our work is 80% of it is all in the U S and Canada. We service that from here. Physical location, real office, real people, inside of it for the majority.

Speaker 2: (11:33)
Okay. So you basically just get a head start on the U S by the time everybody gets up, you guys are already producing high assaults.

Speaker 3: (11:40)
That's the whole idea. Yeah, that's the whole idea. And sometimes some late nights, right, for some people, but I'm sure, yeah, it's, it's worth it. We've got some great, we got some great people.

Speaker 2: (11:49)
Well, let's just talk a little bit about your team and, why did you choose [inaudible]? You know, we live in a culture where it's now the next podcast guest, I'm recording right after you. They're all virtual. They have 300 virtual employees. He's around the, you know, all this kind of stuff. You got everybody in an office working, you know, that kind of thing. Not everybody, but most of them. Why did you choose that route versus the other route?

Speaker 3: (12:14)
Well, I think, one thing that I was quite self aware of from the beginning was that actually from the beginning I was quite a control freak. That's the reality. Honestly, that was the reality. I actually wanted to have my eyeballs on everything that was happening and you know, I wanted to be in the weeds with them you know, and really looking over their shoulder. Why are you a control freak? I dunno. I think that I got used to doing a lot myself and so I got used to being good at a number of different things because I have to get good at them in the early days. And I think that that's, you know, it's a good thing to do. That's a good thing to have an appreciation for things. It's a good appreciation to have a good appreciation for writing copy, running ads.

Speaker 3: (13:00)
You know, some, even if you don't know them in natural, not skills that even you have an appreciation of what's good and what's bad is a good thing to me. I, you know, there's certain things that come easier to me and I just so happen I've got quite a broad skill set when it comes to doing different things. So you know, that allowed me to, you know, well actually longed mean to the full sense of security of actually some things depending upon me in the early days. And then finally realizing that actually that's not a really sustainable model. You know, and with the type of revenue that we've got, it doesn't, it just doesn't make sense to grow a business that just revolved around me. And that actually is partly too, as a byproduct of being in the weeds and in the details initially then allowed me to think, no, actually we need to think a little bit of a higher level of actually why are we doing this?

Speaker 3: (13:53)
What's our real purpose? What's our real values? Where are we really trying to go? And what are the things, what's the glue that holds everybody together so that we can start thinking about a culture of obviously bringing good people into the business to support that and to nurture and grow and actually create some of those processes that we desperately need so you know, just as a byproduct of being there initially meant that everybody was here and now honestly, would I have any different, I honestly, I like the tactile aspect. I liked the proximity and I liked the development as a, as a CEO is a, as a founder you play many roles, but a role should be is developing and personally developing or making resources available to develop your own staff or your own partners, employees. And then not really how we look at them. I look at my team as a team, as partners of me in the business so that I can share in the, the, the spoils as we grow, so to speak.

Speaker 2: (14:50)
That's so let's keep talking on this team track because how do you develop your team? Like you talk about resources, development, growth, cause I know you do that yourself. You're constantly learning and growing and doing that kind of stuff. But what does that look like practically in your, in your, your company?

Speaker 3: (15:06)
Yeah, so, one of the things that we have that we put to put into the business quite early on, was a, a knowledge base and knowledge base is an online kind of Wikipedia that people can search through to find very specific answers to their problems. Now that's, that's quite tactical, but I feel like what dude, but before we move on, sorry to interrupt, but like what, like I'm sitting at work and I have a problem in, hiring, is that you talking about that kind of stuff or like, yeah, so generally within somebody's role, they've got, you know, let, let's let, let's talk it from a tactical standpoint as far as them growing this concern. So we, if we, if somebody has got a problem with some thing that around, you know, maybe infuse himself to, or maybe, you know, a piece of software that we use or there's a process or a procedure, maybe it's an onboarding process for a new client. There's got to be expectations. There's gotta be something set to know so that people don't get out of control or overwhelmed with what's happening. They know what's expected of them. They can go to the knowledge base and they can find the process and they can follow the process and they can check through the process to make sure that they're comfortable in doing it and so, you know, that involves, that means that I'm, I don't have as much involvement in the tactical elements of those things.

Speaker 3: (16:28)
But that's very tactical because that's distilling my kind of knowledge and other people's knowledge down into one place. It's like a repository for them to get answers to what they need so they're not stuck. But I think beyond that, you've got, the, when you commit to strategically aligning people to where you're trying to get to involve so much more than that. It's daily standup meeting. It's, offsite planning once a quarter and going through, you know, all of the things that we know work as far as getting the annual priorities. Right, the tactical operational priorities, the smarts and the going into an agile planning framework and everything else that makes it easier for people to see where they are and develop themselves in line with it.

Speaker 2: (17:12)
That's good. So you're talking, some, scaling up language and Rockefeller habits. So do you guys, do you guys follow that framework from scaling up Rockefeller habits, infusion soft, that kind of thing?

Speaker 3: (17:27)
Yeah, so I definitely think that the, there's a number of things from Jim Collins, from a Verne Harnish, from a Gino Wickman, point of view that we take, and, and really try and make our own. I think probably the biggest distinction for us is that when it comes down to execution of those things, we, we adopt a scrum kind of methodology. So when we take the big rocks there that they, the priorities, Daniel priorities, which are usually, you know, for us there, I think there's five or six of them and we distill that down to the next 90 days, of the tops of what we're working on. That then comes down into monthly smart. And then we work in fortnightly sprints. And those sprints are the things that really keep us within the realms because a lot of people like to work to monthly goals.

Speaker 3: (18:16)
I like to work to Fortnite. He goes, we just find that sort of rhythm it seems to work well for us. And interestingly, this is the same planning methodology that when we work with a partner, marketing client in the agency, we adopt, it doesn't matter who you are, doesn't matter if you're an info marketer coach or the bricks and mortar business. We go in and we go, you know what? This works for us as a business to help scale our marketing. We could build stuff that could overwhelm you as a business. So let's get clear on what's going to be meaningful to you in order for you to grow your business. And that means that it's get clear on, you know, it's not about building an automated webinar or a video series. It's about why are we trying to get to, is what we're doing going to meaningfully move forward. Right.

Speaker 2: (19:02)
That is so good. That's so good. Here's why we, so the first time I saw, I was in business for a decade, running a Ford facing operational business is about nine years. Okay. The first five, we were growing and making money, but we had no set mission of like, here's what we're trying to accomplish over the next two years or three years or like a Beehag or whatever, whatever you want to call it. And so we would say, Hey, should we do X? It's like, sure, it makes money. Hey, should we do Y? Well, yeah, it makes sense. And so while we were growing, but we were out of control internally, did y'all ever experienced that? Have you ever experienced that? Where you're growing, you're moving but you're out of control internally because you don't have a clear, this is where we're headed?

Speaker 3: (19:50)
Yeah, and I think that some of that comes from, your own initially when you try and adopt that framework, it's, there's a bit of friction because when you're trying to adopt it, you almost feel like you're playing out of your league. Like you're adopting a very corporate approach to like, a small business problem or, or phase within your business. But then when you talk to other people and you go beyond that, you actually begin to realize those exact problems are the things that are hampering you from, you know, that, where you're stuck at that seven figure range to go beyond that without actually putting that framework into your business. And actually, you know, I, I guess, I mean, I'll use the analogy all the time. The same tactics that got you to six figures are different. That got you from six figures to half a million, a million so that totally different.

Speaker 3: (20:45)
And so you to grow. If you're not growing as quickly as your business, then you've kind of got a problem. And part of that trains you as a, I think, you know, as a CEO, as an owner, as a founder, to focus your attention more towards that and how you make that work. Even in those early planning meetings when it's like, gosh, we've got to go through strengths, the leverage, you know, and it's like a SWOT analysis. And you're like, Oh gosh, you know, it was only three months ago. We talked about the same thing under the team alike. Oh God. Well what you realize is is like, and you probably realize this as well, is my first ever one I remember this clearly. I actually came out of that and realized that probably three of my staff were a completely misalignment with our, you know, because they, they wanted to be in the snow.

Speaker 3: (21:33)
They came on at a time when you were small and it was fun, the plan and think through that. It's kind of thing gentlemen. And that's how it was. Yeah. And the, and they, they're also thinking that this at this size, when actually your thinking a much higher altitude of ways you can get to, and sometimes they don't believe in themselves that they can grow and develop and they may not believe in you that you can take them and their business to the next level as well. So it kind of works both ways and it's, it's, it's, it's tough to, to initially break through that, but once you're in that rhythm, it is easier to, to, to, to be able to bring people in and alignment, with it, you know, for, for touch. And every now and again, I'll be honest, I've got, you know, nothing's a better roses honestly.

Speaker 3: (22:21)
We've had, I had a guy that, that lasted 45 minutes in my office and like you talk about hiring, you know, hiring to fair and, and, you know, hiring to the, you know, the values of the business certainly, but there were certain things that, you know, it just slipped through the net that you, you know, you know, I'm human and the process is the process and it, it shouldn't have gotten through the prices, but it did and that happens from time to time. So, you know. Yeah. And I think the big thing though with it for entrepreneurs listening to this is that didn't mean to go here. And I'm glad we did is to talk about this idea of creating a, whether it be [inaudible] and some resources for you scaling up by Verne or a Rockefeller habits. Either one of those, the same book, just get a different at different times a book called traction. Have you read attraction? Yeah, Gina Whitman, right I don't know the author's name. I'd read the book, but it's, it's a great book. And then, what was the third one we talked about beyond entrepreneurship I think is probably another one where Jim, Jim Collins, very good. And, and rocket fuel is another Gino Wickman one, which, I'm, I'm somewhat bookshelf ready to eat about a quick skim through, but already can see that that's another level on from, from, from, from traction there.

Speaker 2: (23:49)
Yeah. So like E-Myth is kind of like step one book, just to help you realize that you shouldn't be doing the work and have other people do the work. These are the step two step three books, that really take you past the seven figures into the eight figures and allow you to operate your business with a sense of control without being controlling.

Speaker 3: (24:08)
Right, right. That's a very good way of putting it. Yeah. Yeah, yeah. I like that analogy.

Speaker 2: (24:12)
So, so I'm going to take a total left turn.

Speaker 3: (24:16)
Yeah, sure. Yeah, yeah. Do it. Yeah.

Speaker 2: (24:18)
But because you're really good at marketing and you work with all different types of businesses, whether from online businesses to brick, some orders, everyone in between. And a lot of our listeners, they just want to know how to make more money. They want to know how to get more leads. They want more caught. So in the current state of marketing, what would you say, I know there's some timeless practices and all that stuff. I'm not talking about this is, I'm talking about what some stuff that's working. What's some stuff, birding? What's some stuff that you'd say, man, in this business, we saw this work in this business. We saw that where, what is it?

Speaker 3: (24:50)
Right. Okay, cool. I'm glad you asked that. I really am. So I've got some really cool stuff to share with you so, one of the key things that I would say to put some context around it context around a lot, I'm just about to say is this, these days we are inundated with me ways to drive traffic towards us. There's Facebook, Google, Pinterest, all sorts of different paid platforms. There's different content marketing strategies. There's different things that you can do for free, for paid whatever and all the time, tasks, stuff that you spoke about. So actually buying media is, is, is a commodity. It's easy to do. It's easy to drive traffic. That's the easy part. Getting them to convert. To be honest, even if you're doing a half ass job of it actually isn't that hard either the, the, the real problem comes when it comes to fit people talking about funnels and you know what, what, what's profitable to do and what isn't and what type of funnel to have.

Speaker 3: (25:49)
Not many people begin with the end in mind. They don't start, they don't start where they're actually going to have to take people in that in the end, what are you actually trying to get them to do? And often people would begin the lead generation process without really thinking about the sales process. How are we actually going to sell to these people? Right? So if you actually have to have our conversation with somebody to convert them, which a lot of people do, even information marketers have to do that. Even the internet and you know, internet marketers have to do that at a higher level. It depends on what they're selling. So if you don't start having the intent when you start lead generating about what you need to get from that person in order to have a sales dialogue or to start a conversation with them, you've got a problem.

Speaker 3: (26:35)
So the thing that I'm just going to tell you that works and, and, and, and now I've kind of given a little bit of framing up to it is this, so what we're finding working right now is kind of the death of the automated webinar. Well, people have been running automated web apps for a long time, but at the end of the webinar, they need to sell something of a higher ticket value. They need to talk to somebody. So what we do is we run something called a Facebook lead ad. Now, Facebook lead app is a type of advertising that's available on Facebook. And what it does, it pre-populates all your information, all the user's information that Facebook's already got into a capture form with inside Facebook. That means they don't have to go to a landing page. There's no need to create one.

Speaker 3: (27:18)
You don't have to worry about the copy on the page. There's no worry about tracking because Facebook does it for you. You don't have to get them to enter their information on that page because it's all pre-populated and the most important thing, you're not moving somebody outside of their environment where you've already disrupted that pattern and then trying to take them away from it. So what we do is we typically make a promise that we're going to send them something. Well, what I'm about to tell you next is the key, the secret sauce to it. What we, what we're trying to do is get them to go and consume and watch a video. Now that video might be like a highlighted version or a shortened version of that whole webinar, about 25 minutes in length. It can act as a primer for or for a webinar or it can act as an opportunity to qualify people for a sales team.

Speaker 3: (28:02)
Okay. So one thing I know is that if I take somebody to a landing page and ask for their phone number right off the bat with their email address, not conversion is going to go down in lead ads. It'll populate their phone number and I need that phone number because I begin with the end in mind. I know I need to have a sales conversation. So now I've got an easy way to capture their phone number. But what's best because I know they're on a mobile device, 97% of Facebook traffic is mobile. I'm doing lead ads purely to mobile users. So we two taps, I've got their information. But one of the questions I asked them is this, would you like us to send you the video via text message? Not via email, because I already know that there's a congruent CC between the response mechanism and the delivery mechanism.

Speaker 3: (28:47)
You don't have to worry about the open rate of your email when they get, you know, people opt in for stuff all the time. That's not what we're asking about here. We're trying to take them from an environment and a device that they already know and we can say, do you want us to touch you? The video, we text them the link to the video. The open rate is 100% right because we text them, we can then track the consumption from the video. We can track the consumption from the link, click on the mobile phone to the video where we can find out how much of the video they've watched. And then from there we can then conditionally than texting again and say, Hey, on a scale of one to 10 how interested are you? You know, one, two, three, four, whatever they tax back conditionally based on their tax back.

Speaker 3: (29:33)
We then send them an email to go and schedule for a salesperson because we know we began with the end in mind. We need to have a sales dialogue. We don't want to be calling everybody, we don't want a sales team room. We don't need any of that. We named, we need to have a sales conversation. That technique, that strategy is what's working now from the context, the actual tactics. My first question in that would be do you, do people really give you their cell phone number? Yes. So, because of the fact that one of the questions is actually you're saying, Hey, would you like me to text you the details? It obviously also pre-frames the fact that Hey, we need the number below it. And the beauty is that Facebook often has that phone number for security purposes. So it's all pre-populated and it's accurate.

Speaker 3: (30:19)
All the information is accurate. It's their real email. It's the real phone number. Now we do often say to people, yes, no, or maybe, and then in infusion soft it just looks at it and says, this isn't diamond. If they said yes on the form, then text [inaudible] to the video. If it's, you know, if it's no, then just send them an email to the video. Right so you've got the multimodality in terms of followup, but 90% of people will get, will say yes. That's awesome. That is so good pleasure. And that can work with just about any business. Yeah. Works pretty much if you think of, if you need to speak to an advisor. What about a grass cutting company? Yes. So again, it's predicated on the fact that you've got to have a conversation with somebody, so sure. Let's talk about, you know, some value, a value based video that that's going to resonate with the audience.

Speaker 3: (31:08)
They're going to be like, yeah, cool. Like I'll, I'll go and check it out. It doesn't matter. It's the same. And the beauty is the lead to buy time or the lead to interest time is a lot, lot shorter. It's short and massively because you're beginning a human conversation through text messages. So the bit I didn't really talk about was the fact that once you're communicating through text messages with them, you're in that actual human dialogue that is very, very low friction for them. You know, people don't like speaking to the people on the phone and then you can just say, does it make sense? We jumped on the phone real quick just to talk about your garden, you know, or what I've heard and we'll do it. You know? That sounds make sense. That's very good. That was, people are happy. We did. We need lots of sales people and we're actually having a human conversation, which I've got to be honest with you.

Speaker 3: (31:56)
It's as well as cost per lead. It's costs per conversation. That's good. Yes, because it's not going to go anywhere with that conversation. Right, exactly right. Because we know we began with the end in mind. We have something called the F S M C formula, which granted is the worst acronym ever. So that's really AF. After Freddy stands for finish, where does Y, what's the end piece? Where do they end? What's the thing we're trying to get them to do? Buy some things, schedule a call you know, whatever it may be. What's the M part F ask stands for, where do they start? Where does this all get kicked off from and stands for milestones. What are the milestones that they goes from between the FSM and then the C stands for contingencies. How do we get people back to the milestones that they're at or the status is they're at so that we can move them forward to where we want them to be.

Speaker 2: (32:54)
Gotcha. So, the last thing is this is you, you do that formula for other businesses, right?

Speaker 3: (33:01)
Right. Yeah. That's one of our frameworks.

Speaker 2: (33:03)
That's what you do. Okay. So tell everybody how they can get in touch with you, your business. Like if somebody listened to this, cause I know a bunch of people are going to listen. And the number one thing people ask me is like, yeah, all this stuff's great. Also stuff.

Speaker 3: (33:16)
Yeah. Hey, I want to make more money. And you guys know how to drive revenue, how do, how do you work with somebody? So, really the, the, the first post I is discovery to come and discover for us to discover more about your business, whether or not you're a good fit for us or not. Some people aren't. And that's cool. We can give you some other resources that you can take advantage of, but to firstly discover more about you. And if you're a good fit, then we can talk about how we can work with you within the partner marketing service and people can go to our website, Oliver billson.com with two hours, Oliver billson.com and first of all, they can look at some of the information that we share for free on our blog and then take the next step to shell, a free discovery call with us, to find out more about how we can help.

Speaker 2: (34:02)
And you can do that text followup with them. Oh yeah, that's good. So, the last thing is this is if there's a bunch of entrepreneurs that are listening that, you know, I have people on the show and about like, you know, how things have gone so well and, and like they passed seven figures and I love listening to it, but then a lot of people may find discouragement and their story is not that story and maybe they're stuck or maybe they're just not in a good season in their business or maybe things are [inaudible].

Speaker 3: (34:32)
What'd you say to that person? Well, here's what I would say is that we've had a lot of failures in [inaudible] and one in particular that I just want to very quickly, you know, make public so that some people can understand where I was. I was in a place with one of our businesses, not in the agency but you know, some time ago where I had a business partner and it got to that horrible situation. If you've ever been in that situation where you want to get them out, they want to get you out, you're really not going any way, you're butting heads. And honestly drove me to the point where, you know, it was, was kind of ma I got to a point where I had two weeks in bed because I was so i'll just of all the consumption of energy and it was horrific.

Speaker 3: (35:18)
The worst part of it was that as we were focusing our attention on this commercial issue, the business wasn't performing and we had overheads and so we had no money in the bank. So now we're fighting over something with no money in, but we're just arguing the toss over the fact that we think it's something. Right. Anyway, he left the business, and with it, took some money from the, the last remaining part of the business at this time I'd supported it personally. And so, you know, for me, I had to personally invest more money to, to, to make it work at that very time I was reading a book and sometimes everybody's got these defining moments in their business. Everybody hears this stuff all the time where they hear something or read something and they get inspired and then they go and do something.

Speaker 3: (36:04)
And that was the difference for me. I'd read a lot of stuff up until that point. I read a book, a very basic copywriting book by Dan Kennedy. I pretty much have, you mean those it called the ultimate sales letter rates, you know, it's a very basic, simple book. I haven't really written much copy before in my time. So I went and just consumed and devoured that book until there was nothing left of it. And I immediately knew that I had to go and implement. I needed the, I knew I had to go and do something about it and I knew him not quite instinctively, but I knew that if I did something that would be a reaction. The reaction would either go really badly or go really well and I didn't know what was going to happen. I put together a list of 500 people that was there that I wanted to send this letter in the mail, that had previously inquired to us and to sell a business opportunity and it was kind of make or break.

Speaker 3: (36:58)
I was at the point of closing that business down even though I'd tried so hard to keep her and I went to mail the letters and my partner Lindsay said to me, Oli, this is great. You're going to have to put some more money in because we can't even afford the stamps to the Samsung to mail the things and by the way, the toner cartridges run out of the printer and you're in the same situation that now people go through worse first world problems, then empty toner cartridges. But for me, the emotion of everything that I'd been through to arrive at that point. Wow. There's no money in the bank. No. An empty toner cartridge and no, no stamps available. I was not in a good place and I was just emotionally drained. But I knew that I had to follow through and I had to follow through on my implementation.

Speaker 3: (37:46)
I paid for the Samsung my own pocket obviously. And we got the thing mailed out and I made an equivalent, I'll put it in pounds and then you know, more or less conversion. I made 36,000 pounds in two weeks from these letters that I tend to out to 500 people and it was the point where not only was I massively sold on direct response marketing number one, but it was also sold on. There's a very big difference between information and transformation. Those two things are very, very different. And the bridge between the two is implementation to be able to crush that gap. Because until you do you, you're never going to be able to get from where you are to where you want to be. And for me that's probably one of the main drivers behind the agency. Now I can help people finally break three cause they can, you can implement for them.

Speaker 3: (38:40)
And, and that is such a, there's so many things you could do, but only so many things that you should do. And then from verse, we just focus on that, focus on getting the result and as you said, make more money. That's good, man. This has been fantastic. Thank you so much for being on the show. And if you're listening and a lot of takeaways, that's a big one though. You can sit around and feel sorry for yourself and be upset and down and Oh, my business and my business model and this sent me other, oftentimes it's simpler and doing the thing and getting it out the door and simple, making the call, doing the thing may not feel like it's going to get you anywhere, but just starting implementation will be a transformational process for you and your business. So for being on the show today. Pleasure. Thanks for having me on, Casey. Really appreciate it.

Speaker 1: (39:29)
Absolutely. Absolutely. Thanks a lot for listening to the seven figure CEO podcast with your host, Casey Graham. We'll catch you next time.

Popular posts

Start & grow a wildly profitable business

Get proven processes, gain laser focus, join an entrepreneur community and reprogram your brain for superhuman ability.

Start & grow a wildly profitable business

Get proven processes, gain laser focus, join an entrepreneur community and reprogram your brain for superhuman ability.