Transcription
If you hate what you do, the idea of stopping is blitz. It's just amazing.
Short form and long form content, which is better for building a better impression? Short form's pretty useless content. It's only good for reminding people that you exist if they already care about you. What else is a smarter way to do business nowadays?
So, the three numbers that I want everyone to remember is 7114. People build trust and respect over 7 hours through 11 positive interactions through four platforms. That is a reliable formula.
Daniel, there's a smart and a dumb way to grow an internet business. Let's talk about a couple of dumb ways and the new smarter way to grow a business online and attract customers.
Yeah. So, first thing I'm going to pull you up on, right? To be super cheeky here. I want everyone to drop the word online and I want to drop internet. Nice. Because that mindset that there is a distinction between internet or not internet is actually one of the problems. Um, so I see a lot of businesses, they're like, "I want to grow an online business." It's like, "No, no, it's just a business, right? Every business is online and every business is offline. You book your hair salon on your on your phone. You find them on Google Maps. Um, you you know go to a a a traditional digital business, but you expect offline services, you expect offline interactions. So, I want this I want this blend to happen. I want I want there to be no blend between internet and online and offline. It's all just business uh from now on.
So all businesses are built from the same DNA irrespective if you've got a bricks and mortar business or it's a digital software business, an online coaching business, a consultancy, it doesn't matter. It's all the same. If I'm if I'm giving a talk to a group of people who own gyms or a group of people who have SAS companies, I'm talking about the same principles.
Yeah. Yeah. So, so that mindset is immediately removed. that mindset and I know you say it because your audience thinks that way and I know you don't think that way but but it is it is a key thing to stop thinking about this distinction. So that would be that would be one of the things there are certain things that have happened that are old ways of doing business and we have to get rid of them and adopt a new uh mindset.
Um so I'll give you I'll give you just a classic example classic example of an old way to do business is physically networking going out and meeting people in the physical world. And in the times that we're living in it's just too slow. As much as it's nice, I love it. I enjoy it. I see value in it. There are certain times and places for physical networking. But as default, as a way of getting business, it's too slow and it's not leveraged enough.
So the way people should meet you for the first time is on video. They should actually watch a video of you and they should see the video and then they should decide whether they want to meet you some more. So they'll connect with your style first, your values, your principles, your philosophy, your attitudes, and that kind of paints a backstory and speeds up that introduction in person. So you've got like a almost like a queue of people waiting for you that have, hey, I've seen your stuff online.
Exactly. Perfect scenario is that the only people you're physically meeting are people who already know who you are. They've already seen you on YouTube. They've listened to a podcast. Um, they've followed your Instagram account. They know a bit about you. The perfect scenario is that you would never be meeting really people who have no idea who you are.
Love that tactical question on that. Short form and long form content. Which is better for building a better impression? Short form's pretty useless content. Uh it's only good for reminding people that you exist if they already care about you.
Nice. Right. So long form content is where people learn to care about you and why they should care about you and they feel like they get to know you. short form one minute content which we see from Alexi and reals and all that sort of stuff that can be a trigger to get people to go to long form.
Right. So that's it's a tiny little spark that might light a fire or it's a reminder that you exist.
Yes. Now for most people who don't have a large number of people who care, it's pointless. Yes. Because no one cares. So you know, imagine knocking on a random door and just saying, "Hi, I just wanted to say hello." and they're like, "That was weird." Right? I I don't know. But if imagine dropping around to your best friend's house who does care about you and saying, "Hey, I just wanted to drop in and say hello. Oh my goodness, that was incredible. I'm so happy."
So, um, what we're looking for is we're looking to use short form content to trigger long form content. Long form content builds relationship. Short form content just reminds people that the relationship gets the attention. Because we kind of see nowadays, especially on Instagram, so many people are putting all the effort into top offunnel short form clickbait attention grabbing stuff, but it goes in one ear out the other. And I always say, can you remember the last reel that you watched? And very few people can say that. The average person scrolls the height of the Eiffel Tower in a month on reels.
Wow. So if we were to take the a real the height of a screen and we're just stacking on top of each other. Most people are scrolling an Eiffel a full Eiffel Tower in under a month. So um that tells you everything you need to know, right? That's like trying to remember the order of a deck of cards. You're not going to do it.
Mad. So we've got network. Old networking is slow. Creating video based content where people can see your style, your attitudes, your beliefs. Create a bit of a background persona and kind of interest in you. What else is a smarter way to do business nowadays?
So the three numbers that I want everyone to remember is 7-Eleven. 7-Eleven is your online persona. 7 hours, 11 interactions, four uh platforms.
Yep. And this is evidence-based. It's uh Google Moment of truth. I think Google Well, there's two two Google studies that looked into this. One was zero moments of truth, which is coming up on 10 years old. And then the other one is um uh the decoding the decision. and and also the follow-up report what we now know about decoding the decision. Those two Google reports uh and you can find those at think with Google. Google does deep research and it shares its research and they publish their research and they have access to data about how people buy things. In fact, their whole business is how people buy things. So, they're very interested in this topic and they share their information.
Um there's another professor called Professor Robin Dunar who studies the way people bond with each other, how friendships are formed, uh how respect is earned. So those two sources combine into these numbers 7-Eleven 4. So essentially this people build trust and respect over 7 hours through 11 positive interactions through four platforms. Um and that is a reliable formula.
So, for example, let's say who's someone you respect online?
Yourself. Oh, there you go. I bet I've 7-Eleven for you. Right. So, I bet that if we went through your history, we would find that you have connected with me for at least 7 hours. You probably watched a few podcasts. Uh we've had 11 interactions on on perhaps four different platforms or a combination thereof. Now, when we then meet each other, and by the way, same same for you, right? I've seen you several times. So when we meet each other, it feels like there's already a bond and a respect that's been built. So our online persona is the 7-Eleven 4 persona. If you don't have 7 hours, 11 interactions on four platforms, you don't have a real strong persona available for people to connect with, right? So you know, because it can disappear one day, been there, gone there. So building your whole entire social media strategy on short form content is not wise nor safe.
Yeah. It's it's a reminder at best, right? So that's So um it's look, it's good fun. It builds confidence in front of the camera. I'm not against it, but the reality is is that it fits in two places. As a spark to capture someone's interest in doing something uh longer form or as a reminder that you exist. Those are the really the only two things that it's good for. And it's very very good if you've already built a personal brand. So if you've got a personal brand, if I've got a personal brand, you'll see me doing short form content because it keeps me on people's awareness. It keeps people on people's mind. But if people try and copy that, Yes. right, it brings back to you, right? Yeah. Now, it might be the same as like an athlete. Yeah. Yeah, there are certain exercises that an athlete might do to maintain a body, an aesthetic, and then if someone who's trying to do a different sport tries to copy the movement, they're going to overexaggerate the the muscle that doesn't Yeah. And and it's not going to do anything for them. So, yeah, it's one of those things that um you copy the you copy your heroes doing it, but it's not necessarily going to do the same up until a point and then you find your own voice. And you know, we're talking about dumb ways and smart ways. Let's segue into personal. Actually, I'll give you I'll give you an even better example. If someone who's got a great body wears a tight black t-shirt, yeah, they look amazing. Yeah. If I wear a tight black t-shirt, I'm not going to look the same way, right? So, if we see the gurus doing the short for content because they've got the fundamental underlying strength, those short forms work for them. Right. But they but if if you don't have the fundamental underlying strength it's the type black t-shirt on if anything it positions the the hero better than you, right? Because that's where it came from.
So let's segue into personal brand. Obviously personal brand main business brand per se. One of the biggest fears a lot of people have is if I build a personal brand everyone will want me. So let's let's unpack that and look at one why building a personal brand is smart and that big limiting belief around if I just build it around my name then it's everybody's going to want me and is a personal brand only applicable to somebody who's done well in business that is maybe out the other end looking to build something or is it something that should be built from the start either by itself or simultaneously with a business.
Yeah. Well, it's it's really funny cuz the actual opposite is true. It's completely the opposite. When you go to a Gordon Ramsay restaurant, you would be shocked if Gordon Ramsay was actually there. Uh, you know, if you go on a Virgin flight, you'd be absolutely shocked if Branson was there. It would be and you you'd literally be texting your friends and saying, "Oh, Richard Branson is on my flight, right?" So, like the bigger the brand, the less we expect the actual person to be there. So, when someone doesn't have a personal brand, everything relies upon them. When someone attract highly skilled, highly talented people around them and those skilled and talented people that is not necessarily uh required to be in the room. Their brand is doing a lot of the work. We don't expect Elon Musk to be around uh you know a Tesla shop or anything like that. But personal brand is so much bigger than business brand. I mentioned Elon Musk. Here's a strange phenomenon. If you were to poll people under 40 and say, "Do you know more about Elon Musk or NASA or do you have a stronger sense of appreciation and respect for NASA or Elon Musk?" Elon Musk probably outples NASA.
Yeah. Now that is unbelievable to anyone who kind of like such a a large globally long-term recognized governmental kind of totally sent people to the moon, sent robots to Mars, right? But we don't connect with people uh we don't connect with brands and logos. We connect with people. Um it's about the persona that we connect with. Um Jessica Alba has 20 million followers and her company which is worth over a billion has a million followers. Um, Branson has 12 million followers and his company only has 250,000 followers. Um, Cristiano Ronaldo, yeah, has 640 million followers. Every single football club, uh, Premier League club combined has 230 million followers if you add them all up. So, Ronaldo has almost three times the following as every single club combined. Those are 100-year-old institutions.
M so people this is what what we're learning people don't really care about logos brands businesses they care about people and human evolution of course we we care about people we're built to understand faces voices uh gestures that's what that's what our evolution and our nervous system is attuned to we're not attuned to understand logos and color palettes and you know abstractions so if I was building a personal brand what would be the three to five main intentions. Let's just say I'm watching this. I'm in my 20s to 40s and I want to start building a personal brand. I've got a relatively successful business. What should I be thinking in the back of my head? Because obviously you're mentioning big follower numbers there and surely quality doesn't or quantity doesn't equal quality. What should I be thinking in the back of my mind? Do I want to build this to as many eyeballs as possible to create an advertising channel? Do I want to build it with as much quality as possible or a little bit of both? and how should I be approaching the thinking behind every piece of content that I put out?
You you want a core group of fans. You want a core group of true believers, really engaged followers. So that's your message, that's your values, that's your expertise, your style. Yeah. Where you start with this, the the starting point with all of this is what we call your pitch. So, it's unfortunate, but when you introduce yourself, people judge you and they immediately put you into one of three buckets. They put you into the newbie bucket, the worker be bucket, or the key person of influence bucket. So, the newbie bucket is basically you're new to this and you need experience. So, if you met someone who said, "I'm a musician." And you say, "Oh, congratulations. That's great. What do you play?" "I'll play guitar." Um, oh, how often do you play in front of audiences? I haven't done any yet. You might say, oh, I've got a wedding coming up or I've got a I've got a party coming up. Why don't you come and play for free to get some experience, right? Cuz I've evaluated that you're a newbie. If I said, "Oh, what do you do? I'm a musician. I'm a studio musician. I work most days. I'm I'm in the I'm in the studio with Coldplay. I'm in the studio with Ed Sheeran. I'm in the studio." Oh, okay. That's pretty cool. Sounds like you're a working musician. I wouldn't offer you a free gig for experience. I would expect that you have a probably a a annual salary or an annual income of 50 to 150,000. The normal range. So you're in the normal range of of earners. Um or you might say, "Oh, I'm a musician. I'm in a big band, right? I, you know, um I'm one of the members of Coldplay. We play stadiums." Now, I expect that you're probably earning millions and that you're actually a key person of influence.
The positioning is there. Exactly. So people judge you based on how you introduce yourself. So there is a way of introducing yourself that positions you as a key person of influence. So you need to um uh not share that you have skilled labor to offer. You have to share that you have valuable intellectual property that other people want. That you deliver outcomes that other people want. Um that you are known, liked, and trusted by a wide network of people. So it's um now a lot of people who have come up through the schooling system and especially in certain British culture uh you would never feel natural doing that type of an introduction. You want to play yourself down and all of that sort of stuff. Um the school teaches us that and society teaches us that. But in this online world where you're shoulderto-shoulder with two billion people, you need to learn how to introduce yourself uh fast, powerful.
So, Alex Hozzi popped through by saying, "Uh, my name is Alex Heroszi. I just sold my company for over $45 million. Uh, I'm going to teach you how to scale your business, and I have nothing to sell you." I mean, he just had those boom, boom, boom, boom, boom. That was his first 100 to 200 videos. And people went, "Whoa, okay, I want to know. I want to know more about that."
Yeah. Um, so he was able to introduce himself as a key person of influence. Now, you don't have to sell your company for $45 million. What you could do is you could say, um, you know, my name is Bob. Uh, for the last 15 years, I've been working with farmers, uh, who have to run a farm, who have a family, and who want to keep fit. Yeah. Um, and, uh, my whole focus is helping, uh, farmers, modern day farmers, they set, right? Um, I understand what you're going through. I understand how difficult, uh, your life is. I understand what it's like to be a farmer. U that's my main client. Uh and I'm I'm here for you to get into the best shape of your life. Uh even very granular, very even if you run a farm. So you there's a way of doing this.
Um a simple framework that I love to share with people is called name. What is your name? What is your business name? Same. What are you the same as? Fame. What makes you stand out or makes you different? Aim. What is it that you hope people will achieve in 90 days? Game. What is your big vision? What do you want to achieve big big picture? So, name, same, fame, aim in a game. Um, if you can get all of that into 30 seconds, you'll stand out.
Nice. There you go. Super awesome. So, what else have we got business in the modern age? How to really do it smart. Okay. The next the next biggest change is we need to start uh getting rid of what we call the marketing funnel. The marketing funnel has been disrupted in 2024 and on onwards.
Um, what do you think created that biggest disruption? Do you think co was a massive factor with that where people are a lot more sophisticated now to what a lead magnet is, what a book a call funnel is? I mean the market's more sophisticated, but the biggest change is that people trust the algorithms more. So here's what the old funnel was versus the new funnel.
Um, so the old funnel is top of funnel is awareness, uh, triggering, capturing attention, capturing awareness. Middle of funnel is education around features, advantages, benefits, uh perhaps a little bit of entertainment to kind of keep you reading, keep you scrolling. Um, and then bottom of funnel is conversion. And in the traditional model, you want to just do that as quick as possible. You basically uh you want to go uh capture attention. Yeah. Get them to read something, get them to connect, and then boom. If they fall off of the page, then that is a dire situation, right? you have to re recapture them. They're gone.
Um, so Google interrogated to see if this is still true and they found it's not true anymore for most consumers. So, what they describe is um a completely new behavior where people become aware of someone or a brand, then they bounce around the internet for for however long they want to. Um, and then they come out and then at some point they just go, "Okay, now I'm ready to buy." um and they trust that the algorithms will keep reminding them of of certain things and certain people. So they clock up time and interactions like we talked about before 7-Eleven.
So I want you to almost imagine a different scenario rather than a funnel where you push people into a into a steel hallway and they can't get out and you just keep shoving them down the hallway until they buy. Imagine a playground and imagine the playground has got swings and slides and stuff over here and there's an ice cream truck and there's this and that, right? And what you do is you encourage people to come into the playground and they can just bounce around the stuff inside the playground, right? And if they want to play on the slide, they can play on the slide. If they want to uh go on the swings, they can go on the swings. So, what this looks like for a business is that you trigger awareness and then if someone wants to listen to a podcast on Spotify, they can do that. If they want to watch a video on YouTube, they can do that. If they want to have a follow along on Instagram, they can do that. Uh if they want to uh see some of your more serious stuff on LinkedIn, they can do that, right? So, they can just bounce around and there's plenty of things for them to watch, read, listen to, interact with, uh there might be a quiz, there might be an online assessment, right? That's one of the rides you can go and do that. There might be a miniourse, right? Uh five five minute videos. That's one of the rides.
Yeah. I want to interact. Let's talk about this quiz and score piece because we that's how we connected. Um we obviously run a sizable coaching business and one of our biggest challenges was one quality of lead. Yes. Um because you know we have no problem attracting leads but not all leads are the same. Y so if you're spending a lot of money on Facebook ads, whatever advertising platform that you're on, you you want to be able to extract the juice out of those leads, which means you want them to turn into paying customers. So when you then turn that into people that book sales calls and don't show up. Yeah. When you turn that into uh a sales call that uh somebody can't afford um or they're riddled with objections, you kind of don't know what you're getting on the internet.
Yes. Right. Because it's such a large place. And that can Can I just pause on that? Yeah. Cuz here's some research on this one. On the internet, inside your audience, imagine a pyramid. 1% of your audience has 15% of the budget. The next 9% of the audience takes you another 45% to totaling 60% of the budget. So if you were to add up how much does everyone have to spend, 60% is in the top 10%.
Mhm. That's the total budget. So that is a rule of thumb. That's just a a general thing. So, what we what we do definitely know about everyone's audience online, as soon as you take your business and you're interacting with more people out in the big wide world, we know that a tiny percentage of your uh uh viewers, audience, followers have a massively disproportionate amount to spend. If you can't figure out who's who, you're in trouble. Yeah. You're going to spend a lot of time. That that brings me back to the point, you know, you're paying media buyer, you're paying for your ads, you're paying for a sales team if you have one. Heck, you're even paying for fulfillment. One of the quickest ways to ruin a business is to take on the wrong customers. And you take on the wrong customers, churn, refunds, problems. So you know you had created score app and we looked at installing that into our marketing and we did that in a way whereby we were using it to filter out the highest quality people and we used to drive people to uh an application form then into a book of call but essentially the application form has become the typical lead magnet. So the typical lead magnet before like let's just say I'm in health and fitness it would have been a you know uh the fitness business growth kit you know the the 2025 guide of all the tools and insights really valuable really cheap leads but the problem was is that most of them wouldn't buy y so we decided to turn it into a fitness especially the especially the best clients yeah they haven't got time for it they haven't got time for it right so it's like a book sometimes people love to buy just to store it looks good and the packaging can look great but we decided to utilize the quiz assessment as our top offunnel uh asset to generate leads and distill them down almost like a filter. And here's what we found. We we framed it as a fitness business strength test. And we framed it around, hey, after completing this test, you will know the exact
Blind spots that you need to fix in order to boost profit, boost impact, boost freedom. We use these three levers of currency, and we scored people based on vision, marketing, sales, delivery—per core elements of a business—and we gave them very potent questions that would rate from very confident to not confident at all. And we would then be able to look at each area and score it green, orange, red based on the type of question. So we could say, "Hey, uh, this type of score in your marketing, you're this. Your mindset, you're this. You need to work on this and that." And then we could score them overall on their actual total score. And we could then correlate that with where they were at with extreme accuracy.
And one, people wanted to find out the score because everybody likes to benchmark. Two, the people that took the time to go through the application were extremely intentional and were buyers. Yep. Uh, number three is that it just revealed a problem, and I'm a firm believer in marketing, or selling anything—coaching and consulting—when you solve one problem, you should create another. So the asset created a level of curiosity. It gave them a solution to a question: How good am I compared to the top seven earners in the industry? Looking at it, assessing it, hitting them with the reality, and you know the truth is in the data. When I can see that my business is at, you know, 47%, I'm not going to settle for that if I'm a high performer. Yeah. And if there's granularity in terms of, hey, like you need to focus on these three things, there's a very high chance, based on the questions, that that's going to be accurate. And what's a natural next step? Hey, would you like to discuss how we could fix this? And if you like what you hear, great. You can partner with us. If not, you can still know what to do to focus, and you can do it yourself.
So, we used that. And here's what we found. We found that one, the quality of leads was insane. Two, the cost of our sales advertising and all that kind of stuff improved. The leads were more expensive, but they were better. So, let's just say, for example, it was costing me three quid to get a lead off a typical download—this ebook, it's graphic designed, it looks amazing. Um, we might need a hundred of those to convert into a good quality client. But what we find is for somebody that went through 25 or 30-based questions, heck, if we were spending 40 or 50 quid on that lead, the chances of them buying something at 2K, 5K, 10K, 20K was dramatically higher. Return on a return on investment is the root. So again, it—a lot of people look at cheap leads, but often cheap leads are not great leads. Correct. You're better off having a better quality lead that spends a lot. It's night and day. It's, you know, when I see these agencies saying that we can fill your calendar full of leads or we can put this chat center in, whatever. You know, not all leads are created equal. No, low-quality leads will do your head in, clog your inbox, stress out your team. There's nothing worse for a sales team to be getting on a call with a lead that's not interested, doesn't have the money, and if you want to protect your team's focus, you want to protect the quality of your leads, the quality of people that come into your business, you got to vet them. And it creates a different experience. There's a little bit of work into accessing the score, and it's that, you know, that that reveals a pain point, right? It does reveal a pain point.
One of the highest-paid fitness trainers that I ever came across was earning great money as a fitness trainer. And I said, um, tell me a bit about, you know, what's working for you. And he said, oh, when someone comes into the gym, we go in the fairly close to the main area. And I always ask them, can we do one of those caliber tests? Body fat test. Body fat tests. And they're they're there while I'm actually grabbing a piece, and they're looking around the gym and they're feeling it, right? And that test, yeah, that is the creating the tension. And then he had a card. I'm getting flashbacks when I was a personal trainer. They were called Harpet and calipers and even did it the side. You go, "Oh, yeah. Yeah." But that but that creates tension. Yeah. Um, you know, so what you've created is a digital version of that where people answer the questions. Each one of those little questions—because you do 25 questions—and there'll be questions like, um, you know, how confident are you that you can fill your sales calendar every week with high-quality leads that can afford to pay? Do you have a repeatable marketing strategy? Um, have you, you know, have you got someone who follows up with leads immediately once they blah blah, you know, so you have—do you even have a clear vision for your business? Yeah. Have—Yeah, exactly. Do you know what you want to be celebrating three years from now? Does every single member of your team know what you want to be? So those little ones where you've got to go, not really. No. Yeah. It should be painful as you go down. Exactly. There's a little micro—Yeah. micro pain points, and they all add up to—Yeah. big one.
So when someone gets a score of 28%, they go, you know what? I deserve 28% cuz I said no to a bunch of those things that were important. And even if they don't act there and then, it's a reminder in the back of their mind, hey, based off a credible source, I'm scoring X. So, it's almost like going to a university or a trusted place and going, "Right, I've done the test. I failed." Yeah. And and the exciting part is there's plenty of room for improvement. The perfect score that you want people to get is between 20 and 40%. Because that says it's not a basket case. You're not—you're not completely destroyed like 6%. Right? So, so you're not—you know, it's not hopeless; you've actually got some things going in your favor, but there's plenty of room to double or triple. So, it's like the same on a sales call or a sales conversation. You don't want to bring in people that need rescue. You want to bring in people that need triage to good to great. You want good to great clients. The best clients will always be good to great clients. Um, that they've—that they're—they're mostly good; they just need to be, you know, shaped in the right direction.
Um, and we also find that we utilize the data from that for very useful tactical outreach. The—the one thing—Yeah. tactical outreach because you can slide in one question that is a qualifying question. Yeah. Would you like us to follow up with a plan of action or how—or you could say which best describes your revenue forecast for the year ahead? Half a million, a million, under half a million. Half a million to a million. A million plus. And then straight away if someone scores low but they're at a million plus, you know they've got budget to work with you. Yeah. Yeah, 100%. So, and now if someone's a fitness trainer, which best describes your work situation? Um, I'm a—I'm a highly—I'm an executive under a lot of pressure. Executive or entrepreneur under a lot of pressure to perform at work. Um, I have a fairly relaxed work-life. Um, good work-life balance. Um, I'm currently unemployed. Yes. Right. So if you go to the executive, people can answer all great in one area, but when it comes to the actual facts, do you have the capital? Do you want to act now? Are you the main decision maker? No, no, no. Not worth it. Yeah. You can say, well, I'll just send you some videos and you can follow the loom. And if it's up to them, they—But if you can get a few qualified questions in there, uh, you know, it's like, uh, Prince Charming with the glass slipper, right? So he—he has a very quick way of knowing, are you Cinderella or not? Yes. And a scorecard is a great glass slipper. It basically is a very quick way to say, "Is this Cinderella?" No. Is this—
Now, this is going to become a bigger and bigger problem for people over the coming years because as you build your business and as you build your following and you've got, let's say, thousands, tens of thousands, hundreds of thousands of people engaging with you, you need to have that glass slipper. You will not find Cinderella one in a thousand because the bigger the business now, the more likely you are to have 500 followers in Bogotá and 50 followers in rural Uganda, uh, you know, you—you got none of, you know, no control where your content goes. So, if you don't have a glass slipper that says, "Actually, I'm looking for highly paid people who can make a decision, who've got the time and the flexibility to work with me," boom, boom, boom, boom, boom. Those questions are in there. I can now find my needle in a haystack. You can preserve morale, profit, and energy by distilling them down, right? And you can free up that time to invest in the client who has the big money. Remembering that one in 100 have 15% of the budget. And it's—it's quite a—like it's easy to say those numbers, but like when you think about it, that's one client who can spend 15 times—correct—the average client. You know, that's—that's the difference of—I mean, in the world of personal training, if you said, "Oh, I've got one client who spends 18 grand a year and I got a ton of clients who do like three months of 500 a month and then quit." Yeah. You want that one—that one. If you look after that one 18,000 a year client, yeah, you're going to be—you're going to profit. You don't need many of those. Yeah.
We also used it as well once somebody was on-boarded—on-boarded—because we find that, you know, to really solidify the buying decision, people like to know, hey, I'm so glad I've made this decision. So when they came on board, you might find that between the—the time that they filled out the quiz and got the score and they on-boarded, it could be a week or two weeks or three weeks later. So we wanted to reinforce like what are the key areas that you really want to work on? What areas do you think are the weakest, the biggest blind spots? And as soon as they came in after, you know, they've paid the money, they've—they've seen through the how to get the most out of the program, hey, let us know exactly where we want to focus on. Boom. Yeah. So it was a reinforcement as well. So again, not only a lead generation tool, on a retention piece, it was very, very smart, and I think it's a far more effective way to generate and distill quality leads in the modern day. And wouldn't it be weird if you met someone—or wouldn't it be wild if you met someone who's wearing a t-shirt and the t-shirt says, "Uh, my biggest pain point is this. Um, I'm ready to act now. I've got a budget of this." Right? Because you're blind otherwise, right? You're blind.
So let's go into one or two more points on just really being smarter in business in today's day and age, um, before we close. So we covered like personal brand versus business brand. Uh, we covered um the 7-Eleven—for ecosystem points—those touch points, distilling quality leads from a noisy marketplace and using the right mechanism to do that. We also talked about networking being the slow way and essentially using video content and people already having assumptions and a bit of a relationship with you before they meet you. Anything else that you think is key? Yeah, there's one—one big one, which is the—the entire background and the schooling system was built towards this idea that you are skilled labor and that your value is in your time and your effort and the level of skill you bring to your time. Um, the new world that we're moving in is that you have intellectual property and that intellectual property is valuable. The intellectual property does the hard—hard work, the heavy lifting, and that the money is moving towards people who clearly have valuable intellectual property. Now anyone who's been doing anything for 10 years, 20 years, five years, hidden in their experience is this gold dust called intellectual property. Intellectual property is your stories, your examples, your case studies, your collective achievements. Um, it takes some reflection to get intellectual property. So, for example, let's say you take a fitness trainer who's worked for the last 15 years, and they collectively work out how much weight have they helped their clients lose or keep off, and they actually tallied it up. Yeah. Right. And then they could actually use that number. They could say, "I've helped over 350 kg of fat get lost." Yeah. Wow. Right. And this is how big that would be. It's in your face. It's there. Dusted. I've worked with x amount of clients, helped them lose this amount of weight, changed this many lives, created this many transformations. Yeah, for sure. So, it takes an afternoon to sit down and figure it out. Um, there's a great saying, there's a great sentence that helps you to find your intellectual property. So, you think about your last five years and you ask yourself, did I ever do something special? Y—for a certain type of client, we got a remarkable result together, and I can explain how we did it step by step. Now, if you can answer yes to those elements—I did something special for a certain type of client, we got a great result, and I can explain it step by step—if—if you—if something springs to mind on that, hidden in that story is intellectual property. The mechanism to get—you could write a book about that. You could do a video about that. You could do posts about that. That could be the cornerstone of building a business that's two to 10 times bigger than it is right now. So, what I want people to do is stop seeing themselves as skilled labor. Start seeing themselves as being the source of intellectual property. I love that. I love that.
All right. Three quick questions before we finish. Number one, what have been the three best investments that you've made this year? Actual investments or investments in terms of—whether it's—heck, it could be a tool, it could be—Well, Score app—Score app, the software company has been pretty phenomenal. You know, we launched that in the pandemic. Um, we now have 9,000 customers globally. Um, we just bought one of our competitors. Um, and now we're—we're not competitors; we're collaborators. um, you know, that business is on its way to being worth 100 million—um—as a—as a standalone business, and we started it from scratch a few years ago. Wow. And if I said to you right now in the space, who impresses you the most and why? Um, the honest answer right now—where—where we're sitting right now is—um—and this is not a political statement—but the Trump campaign. So you know when you see a team who are very highly aligned and they're just operating with a high degree of alignment between the team. Uh, what we saw with Trump, Elon, VC, Tulsi, RFK—all singing from the same hymn sheet, all reinforcing each other's message. I don't care whether you agree with the message or not. This is not a political statement, but it's a—it's a team of people who very much understood the brief. They understood the assignment. Um, and they worked very closely together, very aligned. The way they showed up on podcasts, the way they interacted on social media, the way they kept coming back to core messages. Um, and ultimately the way they absolutely dominated in the result. Uh, they won the House, they won the Senate, they won the presidency, they won the popular vote, they won every state, they won every swing state, they won everything you could win. Yeah. Um, so that is the power of an aligned team who understand the times that we're living in, who are driven by a mission and a vision. Whether you agree with their vision or whether you're politically aligned to them or not, there's a lot to be learned from that campaign. Yeah, from a business perspective. Yeah, I love that. What has been the biggest challenge that you've had in the last 365 days? And what was the lesson—whether it was personal or business? And what are you doing now to integrate that into your life or business to grow?
Um, so this year—in the last 365 days, I was out skiing with uh my family. Yeah. Um, and on a Thursday I got a message from Steven Bartlett with six million followers on—on Instagram, and he said, "I've just watched a video of yours on YouTube. Would you like to come on to Diary of a CEO?" And fair enough. Uh, I thought it was a scam, and then I kind of did a little bit of digging and went, "Actually, this is really him." Um, and I thought I would have two or three months to prepare. He said, "We're filming Monday." And I went, "Oh, okay." Mhm. Jumped onto that. Uh, so I flew back from the snow, flew in, flew out, did the recording. The following Thursday it comes out, and 2.8 million people watch it all in a short space of time. Um, and what was interesting about that is two things. I'd been preparing for that moment for years because I'd done lots of little podcasts. I'd done lots of little um engagements. I'd done lots of little talks in front of small audiences. And I felt confident in my uh ability to communicate on a bigger platform because I'd done a lot of little things that were not worth my time at the time, but they built up to being worth that moment. And the second thing is that I had a set of products and services available that were ready to scale. And in the following two months, we did over two million pounds worth of additional revenue at very high margin because it's digital. So we did over a million a month in the following two months. And then it's, you know, still—still providing an effect. Yeah. Uh, six months later. So, uh, what was interesting about that is that preparedness and luck when they come together. Uh, that was a real-life experience for me. Yeah. Um, on both leading up to that moment and then the following two months after that moment where we had the products and services. And the lesson that I would share with anyone is be ready for that moment in your own life. So do the little things that will lead up to a big breakthrough. Be on the small podcast. Put the content on your social media platforms. Write the posts. Even when you're only getting 10 likes, it adds up, right? It starts to build. And then make sure that if something like that were to happen, you've got the products and services that scale so that after the fact, you're ready to—you—you're ready to capture the value that's created. Yeah.
And closing question because I regularly get asked this and I'd love your take on it. You've had a tremendous amount of success in your career, notoriety, and you're at an age now where you've got a family, you've got—you've got your wealth, and you don't need to do any of this, but why do you do it? It's funny because uh I'm so hardwired to do this. I'm really—I really enjoy it. Like, why does Ed Sheeran sing songs and why did Metallica still tour? So, there's an enjoyment and fulfillment piece. And what—tell me what—what is it that fulfills you? Is it the—the challenge of getting the deal, impacting lives, making money? What—What is it that—Well, the f—the first thing that—the first thing that I would always say is that if you hate what you do, the idea of um stopping is bliss. Like, it's just amazing. Uh, you imagine what it must be like to retire and have—have enough money to never work again. Um, and that sounds like the fantasy. If you become someone who enjoys what you do—when I say enjoys what you do, it's a misunderstood term. I still suffer. Yeah. There's parts of your business—if you do—not pain in the ass, right? It's like being a parent. Yeah. Right. You love your kids, and they're a pain in the ass. So, or you know, being a parent is a pain in the ass, and you love your kids. The two things can be true at the same time. If you find the business or the—the way of living or the thing that you enjoy to do that you're willing to suffer for—the word passion actually means—the definition of passion is a willing suffering. It's a—um—it's the ability to suffer for something um willingly. So it comes back to the passion of the Christ, uh, which was the story of Jesus's willingness to suffer for humanity. That's where the origin of that word comes from. So when you find your passion, you're actually willing to suffer for it. You're willing to go through it. So you find that thing that you're willing to suffer for, and then you kind of can't switch it off. And the idea—it's weird—the idea of retirement becomes repugnant. So the idea of like having to stop. And this is why we see Warren Buffett going right up until age 90. This is why we see Rupert Murdoch still wanting to buy and sell businesses of his, you know, into his 90s. It's why we see Metallica—who each member of Metallica is worth half a billion now. You know, they're all worth 500 million a piece. And they can't stop touring, right? Cuz they are Metallica. Love it. And on top of that, they get sick of their own Metallica songs. They've said they get sick of—But there's something about being Metallica, and they love it. So for me, the truth is is that um I have three or four startup ideas that are burning a hole in the back of my mind. I want to start them. Yeah. I don't need to start more businesses, but I just freaking love it. You love it.
Is there a big vision that you have for where you want to take this or anything that you want to commit to now that you haven't yet achieved that if I was to send you this in three, five years' time that you—you love to do? Well, it's a bit of—it—Harry, can you b-roll it or just do a bit of calm on the—for—just for a bit of backdrop? Well, this is all edited, so don't worry. Um, it's a little bit of an infinite game that I'm playing. So, the infinite game that I love to play is develop entrepreneurs who stand out, who scale up and use business as a force for good in the world. That's my—that's my personal mission that I like to play. So, develop entrepreneurs that stand out, scale up, and make a dent in the universe is what—what I—the way I say it. So, every business that I'm involved in is developing entrepreneurs that stand out, scale up, and make a dent in the—in the universe. I love working with entrepreneurs. I love speaking with the entrepreneurial community. I love creating products and books and services for entrepreneurs. Um, all of my life is about this—is this dedication to this idea that you can have fun, freedom, flexibility, and growth through this journey called entrepreneurship and that you can actually make an outsized opportunity—sorry—an outsized dent in the universe or a positive impact through being an entrepreneur. I love that. That was awesome, Daniel. Thank you so much, brother. All righty. Goodbye.