Transcription
Hey Jason Flavin here. I got a video I just found in the archives. I spoke at this event in Frankfurt; had 3,000 some people on it. Got a standing ovation at the end, so I think I did pretty good. This is all about offers—making offers so incredible only dumb people don't buy them. And I break down my definition of an offer. I break down technique after technique; I stack them on top of each other. If you are making any sort of offer, this is gold. This is the stuff that people pay me a tremendous amount of money to fly in front of an audience and speak to. This is what people will pay me tons of money to sit at the foot of. You get this for free on YouTube. Put this to use. I put my heart and soul into everything I do to help as many people be successful as possible, and it starts with the offer. A great offer makes up for everything else; a terrible offer, you have no hope. You could do everything else right, and you'll still lose. So check this out. Drop your comment; tell me what's most impactful to you. Tell me if you like this; if you want me to come speak at an event, hey, I'm open to have that conversation. Peace.
Who was here in Stuttgart 2019? Anybody? Okay, make some noise. I can't see you. Okay, that's pretty pathetic. You're not representing well. That's the first time and the only time until now that I was in Germany, so I flew about 11 hours to be back here, so I expect you to treat me kindly. Can you do that for me? All right, good. You do that; I will take you with me as my traveling audience from here on out. That's my offer. No, my offer is to show you how to make better offers today, and I got about 30 minutes, so we're going to go pretty fast. And I speak in English—broken English, even though it's my only language—so try to keep up. Here we go.
9.8 million in 8 days. This is what I did in 2015. We were an affiliate, meaning we weren't selling our own product; we were selling somebody else's product. And this taught me more about marketing than any other experience that I'd ever had previous, and to this very day, hundreds of millions of dollars later, I still use some of these secrets. Now I'm going to give you some teaser up front. We sold 1,700 units of this product; it's about $5,000. But 200 people bought this product again, even though it was a digital product. It's not like buying two cars; it's like buying one car twice. How did I do that? You're going to discover that by the end of this presentation. We had other affiliates trying to outsell us; they lost by $8 million. That was second place, by the way—not bad. Um, we got a lot of affiliate, so to promote us as an affiliate versus promote the offer itself. How did we do that? Well, you're going to discover that as well. This was the fifth time we had won this contest of this product that launched every six months like clockwork. We were number one—one, we were number one on two, three, four, and five. By the time we got to six, they didn't even allow us to compete. We got took off the leaderboard. They said, "You're too good; we'll retire you; we'll give you the cash prize; we'll give you the accolades." And we said, "Cool," and we promoted it anyway, and we still made millions and millions of dollars, all from the secrets that I'm going to attempt to teach you today as the last speaker of the day. So all of you are already brained dead as it is, but I'm going to try to get in there and jam something in your brain. You up for it? [Music] It! Woo! Let's go, baby!
You might be thinking, "Well, Jason, that's only for affiliate offers, though. That can only work under that one very specific narrow window of opportunity," right? Not exactly. Last year, we messed around; we screwed up, and we did $57 million in 6 months—226 days of our own product. We had other people promoting us. I spent $0—zero—dollar in advertising. So we got other affiliates to promote this product because I go both sides; I understand both very well. And we said, "Huh, this same stuff works selling coaching; it works selling services; it works selling other people's offers; it works selling stuff that you give away for free." Some of the best stuff I've ever made money on was with stuff that I gave away for free. We'll talk about that in a bit. You might have heard this in the intro, though. Not bad for a rapping Harry christna monk. Not bad, huh? My mama always told me one day I might amount to something, and she didn't have that in mind; she had this in mind. So let's jam. Okay, I'm talking about offers. The most well-known offer teacher in the world is a guy named Alex Heros. He wrote the bestselling book called *100 Million Offers*. He knows a lot. This is what Alex has to say about me: He says, "I just stumbled upon your webinar course; it is the single best course I've seen to date on offer creation and persuasion." So when the president of the United States says, "This guy's my guy," that's kind of like that. So that's what uh, that's what Alex said. Not bad, huh? Earlier this year, you—I remember—Alex sold 100,000 books in 20 minutes using a webinar. He didn't call it that, but it was definitely a webinar. If it quacks, walks, and talks like a duck, and you call it a moose—spoiler alert—it's still a duck, right? What you might not have known is prior to that launch, he paid me $25,000 to consult with him on that launch, and what ended up being was not what was originally proposed. And so this works for coaching; it works for consulting; it works pretty much anywhere there's money to be made. Bottom line is, I'm kind of a big deal, kind of. And that's how I want to frame this to you today, for what I speak upon; this is where it comes from. Okay, offer over everything. The offer is so important; it can't be overstated. You nail the offer, you win; you miss the offer, you lose. So what is an offer? Most people don't even know what it is, and they're out there trying to make money, money, and do business and save the world and cure cancer and all that kind of stuff, right? So here's the definition of an offer: It's perceived value exchange for time, money, and energy. There's not an ounce of fat on that definition, so write that one down. I will visit it over and over again. Perceived value exchange for time, money, and energy. If you truly understand that sentence, you will make more money than you deserve. Every offer has two parts—two people, two parties. They have a buyer; they have a seller. Now here's what each one wants: Buyer or the seller wants to offer the most perceived value for the least amount of time, money, and energy. They want to sell you something for a million dollars that took them one second and zero dollars to create. That's what every seller wants. Every buyer wants the world for a nickel. The buyer wants to get the most perceived value for the least time, money, and energy. These are like diametrically opposing forces, so we have to work them through so both—both parties—can get what they want. Now, first part of the definition was why perceived value, not actual value? There's a huge difference between the two. Question to you: Who should you fear—the mosquito or the shark? Well, this is kind of funny because sharks kill less than 10 people a year, and I think those 10 people probably deserve it. I mean, come on, 10 people—how does that happen? Now, humans, by the way, you might not know this, but they kill over a hundred million sharks a year. So him or her—who's keeping who awake at night? Who should fear who? Now, the human is the second deadliest creature on this planet; the deadliest one, though, is the mosquito. The mosquito kills more than any other creature on the world, but that's actual—the perceived is—there's no mosquito week on Discovery, but there is a shark week. So what should you never judge a book by? It's cover. Okay, we'll try this one again. And what do you judge a book by? God, is this gerity? Where we at here? What should you judge a book by? Oh my God, I used to be a rapper. Remember this? I used to divide this side of the audience and that side, and I'd say, "Who can bring it more?" And I get them to compete with each other, and then I'd be like, "Look at how much everybody cheers and loves me." Okay, there's a—there's a party after this; they're kicking me off the stage. And if you guys show up with that energy there, I don't know. So we judge books by our covers, whether we're supposed to or not. Actual value is important, but it's only known after the purchase. You buy it, and then you say, "Great, that was awesome," or, "I don't know about that." So actual value is important because it increases perceived value for the next thing you sell, some—and that's why actual value is good, only because it enhances perceived value. Isn't that wonderful? So when I came out here, you were probably thinking some of the following: You're thinking, "Handsome," yeah, guilty; "charismatic," of course, come on, right; "smart," that's a given; yeah, yeah, yeah, yeah. You might have "marketing God," even—that's what you were thinking. And then I opened my mouth, and it just got better. Wow. See, the thing about an offer is this: Great stuff isn't good enough. It's not good enough to have the very best thing. Mediocre is eating your—eating your lunch in the marketplace. This don't hit the same. The Mona Lisa with duct tape around her for a frame—it just doesn't work as well. So you need the best stuff with the best perception—so perceive value. But that's only a small part of the equation; we got to do it for exchanged time, money, and energy. Now these are the three elements: Money, time, and energy. What is the order of importance? What should we focus on first, second, and third? Now here's what most people think: They think money. We start with the money; that's most important; then we'll go to time; then we'll talk about energy. Here's the actual reality of it, though: The energy is the most important thing; time is sec—at most barely making the cut; barely of importance is the money. Easy to prove. Okay, let's say your friend John is a barista at the Exotic Starbucks, and John can find the solution to his problem without paying you anything. He can go on the internet and spend 10 hours, and lo and behold, he can have the answer to what ails him, and his cost is actually $150 because it's 15—15 bucks at Starbucks, I think, I don't know—and it's 10 hours, so 10 times 15, you get the ma, right? Or he can buy your product for n bucks. Which is a better deal? Free is more expensive than paid in so many scenarios. Think of all this stuff right now that you're not selling to your audience, and you're forcing them to do it for free. They're getting the worst end of the deal because you are not allowing them to pay you money. That is a tragedy. We will fix that. So money is the least important thing. It's obvious which is better: Paying money and saving time is better than not paying any money, but it gets even more interesting than that. We got John over here; he wants a whiter, brighter smile, so he's more attractive, and maybe he can make some more money that way because better teeth, better paycheck. It works like that. But then we have Jane over there; she can't sleep at night because the pain of the toothache is so great. So who's more likely to spend money first and spend more of it—John or Jane? It's Jane. And what is that pain? And what is pain? Is an energetic force. So the energetic force that's at work here: Pain before a gain. So let me ask you a question: If you knew you could not fail, and it was worth doing, and you wanted to do it more than anything, how easy would it be to take action? You could do it almost effortlessly, couldn't you? Because the energetic fear of failure has been removed. By the way, this was me in Stuttgart 2019. I want to get a better picture today. Okay, so you owe that to me, right? But taking action is easy, isn't it? If you knew you couldn't fail, you would do whatever you wanted. So then why do people have a procrastination problem? They have a constipation of the mind problem. It's because of this. Here's why you hesitate: Because there's a real chance you could lose, and that is scary. Fear is energy; fear is the strongest energetic force that there is. So even if it was free, and even if it didn't take any time, most of the things you should be doing you will not do, and that's because you might look stupid; you could be laughed at; you could even let loved ones down. That's what's really at stake. So when I'm thinking offer, way down on the list is money. This is what's on my mind; these are the energetic forces that oppose the purchasing of the—the product. So we got to go to war at it. Okay, if it was hard, but you knew you could do it—that's easy. But if it was easy, and you weren't sure you could do it—that's hard. Fascinating, isn't it? We have like a complete reverso, Bizarro, Twilight Zone world where people thinks easy stuff's hard, and they think the hard stuff is easy. So it's your job—and you get paid very well if you do this well—to help people understand what's at stake. So let's talk about money. I'm going to give you a money reframe that will make you more money if you truly embrace—I didn't understand it once; I got this; I got rich. You want to know it? Yeah? All right, we're waking up; I like this. As a seller, here is the number one thought that should occupy your crazy mind on a daily basis: How can I sell at the highest price possible, yet still have the best deal? Everybody's got it twisted; they say best deal means I lower the price. I'm at the speaker dinner the other night; it was pretty cool, and we were talking about—they said, "Jason, what do you think about Black Friday?" I said, "I like it," and then they said, "We're thinking about a discount." I said, "How about this?" And we showed them how maybe the discount ain't the play, but maybe adding more for free is a better deal. And we'll talk about that. If I could cut the time in half and cut the risk in half, I could double the price, and I would double the conversion by doubling the price. When you raise a price, one of three things happen: Conversion goes down; conversion stays the same; conversion goes up. Two out of those three things are in your favor, and even if conversion goes down, you can still make more money if you increase your prices by 10%; you could lose 40% of your customers and still net profit the same amount of money. So I'm like, "That sounds like a good deal." How do we cut people's time in half? How do we cut their risk in half? Then we can double the price; double the conversion; we will have a better deal. You follow me? So how can we sell at the highest price ever in the market and still have the very best deal? You'll have customers thanking you if you do that for them. Offer has two parts: It has the core and the bonuses. Some people don't even realize the bonuses are the most important part of the offer, so they don't even have any bonus—shame on them. Everything you should offer, with very rare exception, should have a bonus. So let's define these things: The core is what you pay for; the bonuses are what you get for free. It's as simple as that. Everybody's out there thinking about, "I'm selling this thing; I'm selling this thing, so I got to focus on this thing; this thing; this thing." That's the core, and so they waste all their time on that, and then they think about the bonuses maybe as an afterthought, which is sad because free has the most perceived value of all. Free does. Okay, before Twitter went public, they were in pre-revenue, and because they were in pre-revenue—AKA they hadn't made a dollar yet—nobody could valuate them. They couldn't take a math formula and apply it to zero, so they could only value them based on what they thought they were worth in a vacuum, and that's what bonuses are. The value then becomes based on the story you can tell and the understanding of what it can do for your audience. That's why bonuses are so powerful. Let me just prove it to you. Here's a simple way: It's normally 2,000; you can get it today for 1,000. That's cool. It's normally 2,000; you can get it today for free. Huh, I wonder which one wins. He said, "Well, Jason, my stuff's 1,000, and if I discount it to 500, that's good; I like it." Or, to free? Free is better. Okay, but here's the tricky one: 500 to 200—ah, it's more than 50% off. 500 to zero? Free wins every single time. Okay, a good deal is great; something for nothing is greater. You should always have your audience feel like, "I'm getting something for nothing; I can't believe it; what a miracle!" I'm going to show you how to do that here in a second, but first, I got bad news: Your brain is full of bugs, but not like creepy crawlies; I'm talking like computer-style virus bugs that don't make sense, but if you're aware of them, you can better communicate to the audience, and you can better make decisions in your business. The first one is what I call the pain-gain bug. So say you find $10 or Euros, whatever you prefer, on the ground one day, and boom, you're happy; goes up 50 points. You're now 50 points happier than you were. And then two or three days later go by, and you misplace that $10 or that 10 Euro, and now your happy points go down by 100. Now your net worth is exactly the same; you found money, and you lost it; it wasn't yours to begin with. Good philosophy, by the way; it's not your money; it's just your turn to handle it. The money was here before you; it'll be here after you. Okay, so be a conduit of money, but that's a different conversation. So let's run the math: You started at even—even Steven, then you went up 50 points in happiness when you found the $10, then you lost it, and now you're at negative 50 happy points, even though you're worth the same amount of money. So we value more what we could lose or what we've already lost by a significant margin versus what we could gain. So when you're creating any offer, keep that in mind. There's also this number versus percentage bug. So say you want a new pair of kicks, and there's one down the street—210 bucks—and then the salesperson whispers in your ear, "Dude, don't buy it, because if you go across town, you can get the same pair of kicks for 10." So you rush across town to save $200; that's like 90-plus percent off—sounds good. And then about a year later, after hearing my speech, you put to work the principles that I teach today, and you make so much money you go and buy a Lambo. Okay, bad investment, but whatever, you got the money; spend it however you want—$1,200; that's what it cost. And then the salesperson says, "I can't sell this to you in good faith; I got to disclose to you the following: You could go across town, and you can get it for just $1 million." And you say, "You idiot, I want to buy it from you; I'm not going to waste my time." Now, if you run the numbers, whether it's a 95% discount or a 0.001% discount, it's still the same $200. You follow me? But people think 95% off—run across town; people think 0.001% off—not worth my time. So we have to help people knowing that they make decisions poorly when it comes to things like this with price, and that's why I love the something-for-nothing bug. You ever have a wife or a husband, but usually a wife—ladies, I'm not picking on you here—but you come home from a sale, and you say, "Look at what I got; what a great deal!" And then your husband turns to you says, "Were you going to buy that?" And you say, "Well, no, I wasn't going to buy that, but it was too good to pass up; what a great deal!" Hint: If you weren't going to buy it, it's not worth it at any price, but you won't listen to me because you'll think, "Jason, what a great deal!" That's the something-for-nothing bug. So when I sell things, I want something that I can offer that says, "You can't buy this, but you can get it for free. You can't write me a check for it; you can't stuff cash into my pockets; I will not take your money ever for this thing, but I will give it to you for free." It is the greatest thing of all psychologically, 'cause what do we want most? What we can't have—that's what we want most, which is kind of ironic because as marketers we're trying to stuff our things down everybody's throats, but people want most what they can't have. Okay, so your goal is to offer a temporary opportunity to get bonuses for free that soon they can't get at any price anywhere on the market. So for your most important offers, find ways to create these temporary bonuses, these exclusive bonuses. And the most valuable thing you can do to make something more valuable is to make it scarce. Scarcity will increase value more than anything, and let me prove it to you in a very fun and interesting way. I'm gonna tell you about two baseball brothers: There's Cal Ripken Jr., and then there's Little Billy Ripken here. Now, Cal Ripken Jr.—you probably don't follow American baseball; it's pretty boring—but this guy was a 19-time All-Star; pretty incredible; holds the record for most consecutive games played—2,000-plus games without missing a day. What a stud! He was elected to the Hall of Fame in his first year of eligibility, and they don't do that; they usually wait. Then there's Little Billy here; he spent most of his time injured. So why—his brother never missed a game; he was missing games left and right. He appeared on a cover of a magazine as a symbol for his team's failure, and perhaps worst of all against him—he wasn't named after his dad. Tale of two brothers, right? But there's this one baseball card I had as a kid that is now worth $1,500—same year, same set. Cal's worth a quarter; Billy's worth $1,000. Why? I'll tell you why. If you look really close, and you squint on the bottom of his bat, there is something written on it, and they didn't catch it until a bunch of people complained. I'll give you a hint: It rhymes with "duck face." Oops! Oops! Can you imagine Little Timmy comes home; opens up the package: "Mom, I got this card!" She looks at it: "Oh my God!" Pull it off the shelf. And that's why it's worth $1,500, while his brother, who's a million times better, is worth a quarter. Scarcity. So bonus scarcity is you can't buy it; you can get it for free, but only through this offer. That's how I got 200 people to rebuy the same product again, just for the free bonuses. Let me talk about the power of relative comparison; this creates value like you wouldn't believe. So there was a scientific study on attraction done one day, and my ears perk up; I'm like, "Okay, let's listen to that." Let's pretend you're an objective five out of 10 on the hot scale, or from Los Angeles, we'd call you a two, okay, but we'll give you a Frankfurt five, objectively, scientifically speaking. Okay, you just so happen to have a friend that kind of sort of looks like you, but uglier than you. Now, if we take a group of random people and say, "Rate these two people on a scale of 1 to 10," your hotness goes up 10%; you're now way hotter, just because you have somebody that looks kind of like you, but uglier, standing next to you. I'm not kidding; these are bugs in our brains; this is how we make decisions. Okay, so the best way for your customers to know if it's a good deal is to see other people pay more for it. They're like, "Oh, wow, what a good deal; that idiot paid more than I did!" So this is how we—
Did that in our million million million plus dollar launch—$57 million in 226 days. Okay. I go to my audience one day and I said, “I need players with money to run an experiment.” An experiment that sounds interesting, Jason. I said, “Yeah, it’s 10,000 up front. We’ll do one-on-one with you. I don’t know if it will work.” So every marketing’s like, “It will work. It’s the greatest ever.” I’m like, “It’s an experiment. Are you willing to risk $10,000 for it?” Immediately, a bunch of people said, “I will.”
But I tell the rest of the audience, “On the off chance that this might kind of sort of maybe work, then I’ll sell it to the rest of you in the long distant future.” What do people want most? What they can’t have. So they’re like, “Damn, I want that thing, but I’m not a player with money.” So now we have a price anchor. The best way to sell something is to create an anchor of value that’s up here, so then the price is way less than that price anchor. Okay, so we go out there, we prove it works, we optimize the process, we document the results, we share the results with the masses, and we sell the product for $2,500. And they think, “What a good deal. Who wouldn’t want to pay for something for 1/4 the price that’s twice as good?” Everybody would. They’re like, “What a great deal.”
But here’s where it gets really interesting. The people who bought originally thought that was a great deal, and the people who bought later thought that was a great deal. How is that possible? So here’s a writer Downer: different market segments have different values. Trash or treasure depends on who the person is. So to a millionaire, $10,000 is 1% of their net worth. To an average earner, $2,500 is 4% of their net worth. Same price, four times the impact. Okay, what do you think’s more scarce to a millionaire? Times more scarce to a thousandaire? Money is more scarce. So to our players with money, waiting would cost them far more than paying 4X just to get it sooner. Ever will. So we can make them happy. In fact, we can make everybody happy. They’re happy ’cause they got it for 10K early. The other side’s happy ’cause they got it at a discount later. And I’m happy because I just made $57 million. They say it can’t buy you happiness, but it makes a really good down payment.
Which leads me to True Crime. True Crime, yep, true crime—the most popular podcast, at least in the United States. I don’t know if Germany is like this, probably is. True crime, and that’s because people love drama. They love it. Okay, I’m staying with the Kansas City Chief cheerleader. Uh, I’m at the hotel, and all the cheerleaders are there right now ’cause there’s a football game. Like, I try to get out of America, and it follows me, and this follows me. I don’t care. I bring up the Chiefs because Taylor Swift is dating one of them, and everybody’s talking about it, and I don’t even want to know about it, but now here I am thinking about it ’cause it’s drama. I’m like, “Is she going to show up? Is she coming to—is she following me to Frankfurt too?” I don’t know. Drama. A great offer has drama. So Alex’s offer earlier this year, when he just broke the internet, had the drama. He did this big stack of bonuses. Interesting, isn’t that? I wonder who he learned that from. He actually had more bonuses. I told him to take it away because sometimes too much of a good thing is too much, but he stacked them up. He stacked them up. He stacked them up. And then the big reveal is free. It crazy, wasn’t it? Short-circuited everybody’s mind. Just crushed it.
Now he’s making an investment in the future. He’s worth 100 million plus. He can do that. He doesn’t have to make money today or tomorrow or next year or next decade. You got to make money though. I’m assuming you got to make money. Is that a fair assumption to make? You want to make money, right? Okay, good. So what is this? Anybody know what this is? Some of you know what it is, and you don’t want to say it. This is Viagra. Okay, Viagra was not originally intended for the purpose that it’s now known for. It was for like high blood pressure, and then they say, “Well, it didn’t help my blood pressure, but it helped something else,” and it made a billion dollars. Okay, so some of the best accident—the best insights are discovered by accidents. And one of mine was 13 years ago on the internet. That’s when dinosaurs roamed the Internet, by the way. 13 years ago at that same speaker dinner, some guy said to me, “Jason, when did you start doing webinars?” I said, “2007.” He goes, “Cool. I was nine in 2007.” And I thought, “Well, that’s awesome.” Made my night, right? Now I love it. I’ve been around the block, and I was making an offer on a webinar one day. I said, “It’s 97 one pay, or it’s three installments of 97. Go buy it now!” And everybody’s going to buy it, and then somebody points it out to me, “Jason, you set up the payment wrong. You said three pay, but it’s only two.” And I go, “Uh-oh,” because I really did screw it up. So you know what I did? I said, “You know what, until I end this webinar, I will honor that price.” And that day was the highest converting webinar at that time that I ever did because people wanted to take advantage of my mistake. Drama. “Oh, he screwed up. I can’t believe it. I better get it now before he comes to his senses.” So if I was unethical, I would intentionally engineer, “Oops, I didn’t mean to do that,” right? I I always think of like the woman that’s like, “Oops, my robe fell open. How did that happen?” But you know, we’ll keep it Fiji, right? But that’s the drama. And the best way to use drama is dramatic relative comparison: you versus the ugly friend. So we used to offer a software: 47 bucks for one license, 77 for 10 licenses, 97 for 25 licenses. So this is the hot you, this is your uglier friend that looks kind of like you, and then this is the wilder beast. I mean, and I’d say, “Listen, we’re running a special promotion. If you get in before the next 72 hours, I’ll double your licenses.” Oh, double, that’s awesome. Remember percentage versus numbers, and I’ll say, “I’ll tell you what, if you buy before the end of this webinar, I’ll give you a hundred of them.” And they said, “Oh my God.” So that’s the drama. The drama was 25, and then 50, and then 100 for less than a dollar per license. This makes a really killer offer. I like to think of these things like this: they see the offer, but this isn’t my final form. Just when they thought it was good, it gets even better. Price is just one way to do drama.
Uh, once upon a time, we were hired to do marketing for Ezra Firestone—is one of the finest human beings that I’ve ever met—and this is how a normal pitch goes. It was from a stage similar to this, and you do content for 45, and then you do offer for 15. So I let Ezra do content for 45, and then when he gets to the pitch, I run up on stage right from over there, and I said, “What are you doing? I go, ‘You don’t get to sell at my event!’” And then I turn to the audience—an audience similar to this one—and I said, “I get to sell at my event!” And everybody started clapping, and I thought, “Oh my God, I’m going to make some money today, ’cause I’ve never gotten an applause like, ‘Please sell me something!’” But then when I put the drama in, “You don’t get to sell at my event. I I was told I could. No, no, no, no, you don’t. I get to sell at my event.” They’re like, “Yeah!” And I said, “Everybody stand up right now if you know you needed this for more than 3 months,” and I say, “Stay standing if you know you need it for six,” and I say, “Stay standing only if you know you need it for 12 months or more, but haven’t done it yet.” That’s the risk, right? And I said, “I don’t know if the rest of you should buy this, but those of you standing, go to the back of the room right now and sign up.” And they did. Crazy, huh?
I only got like a a couple minutes left, so I’m going to make the rest of this brief. For the rest of the audience, I say, “Who here, after I did the year close, I said, ‘What’s stopping you?’” And somebody says, “Money.” And then some other smart ass in the front row says to me, “Jason, I spent all my money with you already.” And they laugh. I didn’t laugh. I said, “That’s not true. You bought an airplane ticket to be here. You’re in the hotel. So don’t tell me it’s about the money.” I said, “What is it really about? It’s about the time.” Speaking of time, regretfully, I don’t have much left with you here today, so I will end you with a final thought of offer. Perceived value. We talked about that. It’s not good enough to be good enough. Have the very best thing possible. It ain’t about the money; it’s about how the money is compared to the value, the time. What’s the time that’s involved in order to get what you’re selling? And most importantly, what’s the energetic force that opposes it? Is it fear? Is it “I don’t think I’m enough”? Is it “What will happen to me if I’m successful,” not just if I fail? So what are the things that you can do? And of those, the most important thing that I’ll leave you with is this: risk. If you can eliminate the risk that somebody has to take to do business with you, then every single customer that you’d ever want to have will be yours. So when I’m thinking about offer, I’m thinking, “How can I take the risk on for them?” And if you do that and you show up, you can sell 9 million in 8 days, you can sell 57 million in 226 days. Hell, you can be like Alex and stand on my shoulders, and you can sell more than I’ve ever sold, and I hope that happens. And when that does happen, you come to me one day and you tell me, “Jason, it was because of what I heard from you today that made that happen,” and then I will know that I’ve offered the best thing I can offer to you today, which is my heart and soul. That’s what I’ve offered you today. Thank you very much.