The Game with Alex Hormozi
16. Advanced Offer Stacking. How To. | $100M Lost Chapters Audiobook
14 Nov 2025
Chapter 1: What is the concept of advanced offer stacking?
Advanced Offer Stacking.
How to. The amount of money you make is directly proportional to the amount of goodwill you have multiplied by the amount of offers you make. Frank Kern, Timeless Copywriter and Marketer.
Chapter 2: How does goodwill affect revenue in business?
Before we dive into this, there's one strong warning I must make. Adding more offers and services is a fast track to adding operational complexity. That makes business hard. If you're looking at your own business, you want to look at things that you can do to add revenue that add little to no cost, time, money, or complexity. If something is going to add complexity, it had better be worth it.
Lots of profit or very little cost. Keep that ratio high. I think of a conversion process like an accommodating resistance exercise.
Chapter 3: What warning should businesses consider when adding offers?
What that means is that in exercise physiology, the perfect rep is repetition of exercise that maximally match your ability to generate force at every point in an exercise and, with each repetition, should get proportionally lighter so that you're always 100% effort at all times. This allows you to work on muscle more efficiently, gaining strength and muscle faster. For example,
you're much stronger at the top of a squat than you are at the bottom. This is why experienced lifters add bands and chains to their barbells to get it to be harder at the top where they're strongest and lessens at the bottom where they're weakest. To date, there is no machine or apparatus that does this perfectly, but understanding the concept is how I think about selling.
I want to match my ticket price and value perfectly with the buying ability and desire of each customer without increasing the complexity of my business. This is where the creative fun begins. identify adjacent customer needs and opportunities.
Chapter 4: How can businesses add revenue without increasing complexity?
First, I look at all the revenue streams a customer is buying that are related to the core desires I'm solving, power, money, beauty, weight loss, et cetera. Then I see if I can create affiliate relationships or relationships where another business owner pays you to send them customers. Or if I can add it in with little to no operations, I'll do that.
Adding in a sales consult to sell physical products is an example where the only added complexity is a meeting with the customer. That is usually worth the cost of making lots more money per customer. Here's what the quote need streams look like before and after they've been turned into revenue opportunities.
So with the old model, a customer comes to you to solve this large problem and only pays you for one component of it and then pays five or six other businesses for other components of that problem. With a new model, you can look at every single one of the problems that the customer has and they give you all of that money. Most businesses refer out a lot of revenue.
They make recommendations of products or services that are complementary to their own. Over time, though, you'll find that constantly thinking with this mindset adds up. At the time of this writing, I have directly made more than $3 million in affiliate commissions. Those pennies, since they are pure profit, go straight to your bottom line and are not to be underestimated.
For example, take a small business owner who makes $35,280 per year take home off of $282,000 per year in revenue. Adding in $2,000 per month in retail sales commissions may not seem like a lot when compared to the $23,000 the business is making off selling services, but the added $2,000 per month takes their take-home income from $35,000 to $59,000, which is life-changing for many.
Do not underestimate it. That being said, if something you refer out makes even more money, sometimes it's worth buying or incorporating that business altogether. Pro tip, free onboarding. I was able to pay for my entire onboarding team and customer support team by adding additional call to our onboarding process for new clients.
They appreciated the extra support and I was able to guarantee each of my customers clicked each of my affiliate links when signing up for the solutions they needed. I only had to cover the cost of the additional role in the company for the first month out of pocket. After that, the affiliate commissions I received literally paid for the team.
These little quote tricks are the things that add up to making your business unbeatable while providing unmatched service to your customers. The ultimate offer stacking process. Now, back to stacking the offers. First, we figure out all the needs we can monetize. Next, we decide how we're going to choreograph the sales process.
I use this framework for almost every business I work with to weave each core offer type together after obviously using a freer discounted hook. So, we have attract, we have upfront cash, we have upsells and downsells, and we have continuity. Okay, this gives me the best of all worlds. The upfront money model allows me to profitably acquire customers.
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Chapter 5: What strategies can help identify adjacent customer needs?
So we try to sell to their goal. If they said no, we'd try again in three weeks. If they said no, we'd try and sell the goal at the end, and then finally we would exit them. If they said yes, we'd leave them the fourth sale, which is we'd try and get them to prepay, now that you said that you were going to stay this period of time, try to prepay that whole period of time for a small discount.
Now, I know that this looks complicated. It's not as complicated as it looks. Each of the sales flows naturally to the next over the span of their time with us. They do not need to take every offer, but we are still going to try. Not only that, in this example, you can see how I'm showing the downsells at each step.
If you're selling in person or over the phone, in any one-on-one setting really, these are just things you can do pretty effortlessly. Selling off a page digitally, you won't have this luxury, which is why I'm such a big fan of one-on-one sales.
It affords you flexibility and allows you to perfectly match the buying power of the prospect with your ability to sell and solve their need on their budget. And when you do this, and you're competing against other people who do not sell like this, you will almost always be able to outspend them. In the above example, we were selling services and then products.
Then we were selling them continuity. Then we were selling them some sort of prepayment discount. Some of these sales can happen in the same conversation. Others need to be spaced out. This is what is actually happening to create these sales from the grid I showed earlier. So... Sale number one, the service sale. This is how we pull cash up front.
On a micro level, we're offering a high ticket solution first. A certain percentage of customers will take that big ticket offer. But if they say no, totally fine. We transition to a half down version of the same offer with a different payment plan. If they still say no, we transition to a quarter down with a slightly higher payment plan over time.
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Chapter 6: How do you monetize customer needs effectively?
If they still say no, we shorten the duration of the program and offer just a quarter down payment with no payment plan. If they still say no, then they probably don't trust you and you need to work on sales, but that's beyond this book.
But if they still say no, then we would try and downsell a free trial and put their card on file and get them to commit to consuming some of our services to increase the likelihood they convert on the backend. If they still say no and they don't want our services, then to maintain goodwill, we offer a complimentary nutrition orientation.
At that orientation, which might be 24 to 72 hours later, we'd begin our next series of offers. Sell number two, physical product sale. This is an upsell. At this orientation, after providing some individualized support or value, we'd attempt to sell them on a three-month bundle of a full stack of supplements that still help them solve their main need, just in a different way.
If they say no, then we'd offer just a one-month supply and put them on a subscription for a discount. If they still said no, we would cross out a handful of these products and just give them the essentials. If they still said no, we would give them one or two products they absolutely should take. After that, we ask if they need help preparing their food.
Then we would sell different meal plan prices of a food prep company that we had created a partnership with. This helps the customer get results, save them time, and makes us money. Everybody wins. Pro tip. Another example of one-on-one free onboarding.
The cash I made from the products I sold at my orientation covered my payroll to onboard every customer one-on-one, and my trainers ended up making more per hour than they did taking on personal training clients. So they were happy to do it.
My customers loved the added service, and I still made enough profit most times to cover my entire cost of acquisition, advertising, commissions, and payroll, all off of these product sales. Compare that to the guy down the street always trying to quote cut costs or who is quote afraid of simply making more offers to customers.
His employees would make less than mine, so he couldn't keep the best talent. His customers would get worse service and spend less with him, so they get worse the results. And he'd make less money, so he couldn't expand as fast or market to get as many customers. In a competitive market, it's obvious which way of doing business wins in the end.
Bottom line, people like having problems solved for them in advance, so just solve them and profit.
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Chapter 7: What are the steps to create a successful sales process?
Summary. First, figure out which stage of money model. Then, make sure your offers fit at that stage.
Then, make sure your offers solve the right problem for the customer, the way they like it, and at that moment that they need it most, not when it's convenient for you.