Stephen Bartlett

Meaning, if you're not sure where your sales come from and you get one sale here and then two weeks later you get another sale and it feels sporadic, it feels volatile. Well, there is a certain amount of advertising activity that is occurring over that period of time. And we know that a month passes and you get one to two sales.

And so the companies that are in your space that are doing one to two sales a day, take what you're doing in a month and they do that every day. And I know that you can get this, and I want to put this in context here. I hear, I would like to build a personal brand. And I say, cool. And then I ask, how much content are you putting out?

And so the companies that are in your space that are doing one to two sales a day, take what you're doing in a month and they do that every day. And I know that you can get this, and I want to put this in context here. I hear, I would like to build a personal brand. And I say, cool. And then I ask, how much content are you putting out?

And so the companies that are in your space that are doing one to two sales a day, take what you're doing in a month and they do that every day. And I know that you can get this, and I want to put this in context here. I hear, I would like to build a personal brand. And I say, cool. And then I ask, how much content are you putting out?

And they say, you know, I put out, you know, one or two pieces a week. And I think that's amazing. For context, for anyone who's listening to this, we put out 450 pieces a week. And so the brand that we have is way larger because we do so much more than you do. And people can't fathom the idea that someone works two times, five times, 10 times, a thousand times more output than they are doing.

And they say, you know, I put out, you know, one or two pieces a week. And I think that's amazing. For context, for anyone who's listening to this, we put out 450 pieces a week. And so the brand that we have is way larger because we do so much more than you do. And people can't fathom the idea that someone works two times, five times, 10 times, a thousand times more output than they are doing.

And they say, you know, I put out, you know, one or two pieces a week. And I think that's amazing. For context, for anyone who's listening to this, we put out 450 pieces a week. And so the brand that we have is way larger because we do so much more than you do. And people can't fathom the idea that someone works two times, five times, 10 times, a thousand times more output than they are doing.

But it is usually the reality of why they're getting a thousand times more than you're getting. And fundamentally, this is the concept of leverage, which is that you get more for what you put in. In the beginning, you're the one doing the flyers.

But it is usually the reality of why they're getting a thousand times more than you're getting. And fundamentally, this is the concept of leverage, which is that you get more for what you put in. In the beginning, you're the one doing the flyers.

But it is usually the reality of why they're getting a thousand times more than you're getting. And fundamentally, this is the concept of leverage, which is that you get more for what you put in. In the beginning, you're the one doing the flyers.

Then you get leverage because then you make enough from those flyers that you can look at your time study and be like, okay, I can pay two guys to do these flyers and I can get eight hours back. That would be amazing. But now you've got two guys doing flyers, which is still double of what you were doing. Now you have double the revenue that's coming in. You're like, okay, should I hire more guys?

Then you get leverage because then you make enough from those flyers that you can look at your time study and be like, okay, I can pay two guys to do these flyers and I can get eight hours back. That would be amazing. But now you've got two guys doing flyers, which is still double of what you were doing. Now you have double the revenue that's coming in. You're like, okay, should I hire more guys?

Then you get leverage because then you make enough from those flyers that you can look at your time study and be like, okay, I can pay two guys to do these flyers and I can get eight hours back. That would be amazing. But now you've got two guys doing flyers, which is still double of what you were doing. Now you have double the revenue that's coming in. You're like, okay, should I hire more guys?

That's more. Or should I do something better? Should I change my flyer up? Should I change the offer on the flyer? That would be better. Or should I start Facebook ads? Well... The new, which would be Facebook ads, is the 10% thing. Now, when you're looking at allocation of resources, let's say we're now fast forwarding a little bit into a company that has profit that they can do stuff with.

That's more. Or should I do something better? Should I change my flyer up? Should I change the offer on the flyer? That would be better. Or should I start Facebook ads? Well... The new, which would be Facebook ads, is the 10% thing. Now, when you're looking at allocation of resources, let's say we're now fast forwarding a little bit into a company that has profit that they can do stuff with.

That's more. Or should I do something better? Should I change my flyer up? Should I change the offer on the flyer? That would be better. Or should I start Facebook ads? Well... The new, which would be Facebook ads, is the 10% thing. Now, when you're looking at allocation of resources, let's say we're now fast forwarding a little bit into a company that has profit that they can do stuff with.

Part of the reinvestment is insurance for the future. And so every business has three strategic buckets that it has to allocate its resources into. Number one is how do we get more customers? Like if we get more customers, the company grows, period. Number two, how do we increase lifetime gross profit per customer?

Part of the reinvestment is insurance for the future. And so every business has three strategic buckets that it has to allocate its resources into. Number one is how do we get more customers? Like if we get more customers, the company grows, period. Number two, how do we increase lifetime gross profit per customer?

Part of the reinvestment is insurance for the future. And so every business has three strategic buckets that it has to allocate its resources into. Number one is how do we get more customers? Like if we get more customers, the company grows, period. Number two, how do we increase lifetime gross profit per customer?

So if we got the same amount of customers, but we made all the customers worth more, we would also grow. Bucket three is how do we decrease risk? AKA, how do we increase the likelihood that the first two things don't stop happening? And so those are the three buckets. And so when you look at that 70-20-10, Hey guys, real quick, this podcast only grows from word of mouth, quite literally.