PassionToProfit: Create a Business Offer Your Customers Can’t Refuse | Entrepreneurship | Presented by Intuit

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Hello, Young and Profiters.

Thanks for joining me in episode two of Passion to Profit.

In this series, we're helping you go from big idea to an even bigger income by turning your passion into a thriving business.

In the first episode, we talked about getting mentally ready to take that leap, building the confidence, clarity, and purpose to finally get started on your dreams.

But once you've made that leap, a new question then comes up.

What exactly are you selling and why would somebody want it right now?

Because passion without a clear offer is really just a hobby, folks.

To build a sustainable business, you've got to create something that people truly need and are willing to pay their hard-earned cash for.

In this episode, we're breaking down the building blocks of a truly magnetic offer, from identifying pain points and pricing smartly to testing your ideas and knowing when it's time to change directions.

You'll hear from business powerhouses like Alex Ramose, Amy Porterfield, and Russell Brunson, entrepreneurs who've mastered the art of giving people exactly what they want.

So let's dive right into it.

When it comes to building an offer, everything starts with your audience.

If you don't know them, you can't sell to them.

This goes deeper than just the numbers or the demographics.

It's about truly understanding your audience's pain points, their desires, and what they're willing to spend to fix their problems.

Because even the best product won't land if it's targeting the wrong market.

Now, Alex Ramose knows this better than most.

As the founder of acquisition.com, he's seen what works and what doesn't.

Here's his famous $100 million offer framework for finding the right market for your offer.

The first thing is you want to make sure that the people actually want what you have.

All right.

So typically I express that as pain.

They're in some sort of pain.

They're suffering some problem that they want to solve.

And the bigger the problem that you solve, the more money you make for it.

So number one is that they're in pain.

Number two is you want the marketplace to be growing rather than shrinking.

Because if you could have a tailwind, if you're going to do the same work, you might as well have something pushing behind you.

The flip side of that, I can give examples in a second.

The third one is you want them to have the spending power because the worst thing in the world is like you've got a market that's growing.

There's a painful problem that you want to solve and that you have the ability to solve but then they ain't got no money right a friend of mine had a um a resume uh business right he wanted to like help coach people on their resumes and whatnot and uh he called me up one day he's like this is brilliant i'm gonna i'm gonna make all this money and it turned out he was like dude they're all broke they're all in unemployment now you could make the argument that helping people with a resume inherently is not bad, but he had picked the wrong market to serve.

If he had helped corporate executives get raises, he probably would have made a lot more money, right?

But he was picking unemployed people to help them get a job rather than helping people get a better job, right?

Tiny difference, but the lever on how much money you can make serving different audiences is the name of the game.

The reason many of the Fortune 500 companies are enterprise, like Salesforce, like they're enterprise, well, they've gone down market now, but like they built their value on the fact that they served very expensive customers, million dollar, two million, $10 million year contracts.

It's because you get to charge based on the value of their business, not yours.

And that's one of the beautiful things about this.

After you've zered in on your potential market, your next move is to figure out what they're already buying and how you can serve them even better.

That means diving into your niche, studying the competition, and getting crystal clear on the problem you are uniquely positioned to solve.

Amy Porterfield is a top online marketing strategist who has helped thousands of entrepreneurs build winning offers.

In this clip, she shares how to research, refine, and position your offer for a real impact.

First thing is going back to that research.

We've got to research.

What's out there.

What are people paying for?

Who are your competitors?

What are they selling?

What are their price points?

What does their audience look like?

We're going to do some research.

I'm not talking about six months of research, but some really quality time where I want you to document what you're learning and what's out there.

So that's one of the things we're going to do as we're going to create an offer.

But once you start to sit down and put together your offer, you need to really pinpoint the challenge you are solving or desire you're meeting, but it's usually a challenge or a pain point.

So I want you to have a statement at the top of a Google Doc where you're taking your notes.

This is the challenge that I am solving.

These are the results that I am promising.

Now, this is very clear because when you start to create whatever it is you're going to put together, it always comes back to, but is this true?

Whatever I just put together, is it going to solve this problem?

Whatever I just put together, is it going to meet that challenge where my students are at or clients or customers right now?

It's one thing to do your homework and spot a need, but it's another to truly understand how your audience wants that need solved.

And that clarity, it only comes when you start asking the right questions and paying attention to what your audience is telling you.

And I learned this firsthand early on in my journey.

I noticed that listeners and my social media followers were connecting with my show in ways I hadn't expected.

They kept asking me for advice to grow on LinkedIn, for example.

And so I put out a LinkedIn masterclass, I adapted, I pivoted, and that's how the Yap Academy was born, which has generated over a million dollars in course revenue.

So, whether it's through one-on-one conversations or deep audience research, it's this kind of feedback that's gold.

And nobody understands the power of a well-asked question better than Cal Fussman, legendary interviewer and host of big questions.

He explained to me why asking your customers the right questions can unlock game-changing insights.

Let's say I'm an entrepreneur selling something.

What's the most important

thing to me?

Knowing what my customer or would-be customer is thinking.

I mean, there's nothing more important.

Like, you can have the greatest idea in the world.

If there are no customers that want it, it's not going to fly.

So, just

asking your customer or potential customer or

anybody that you're talking to about

the thing that you are trying to create or that you're selling to get a gauge on whether they would be interested in purchasing it or whether they know somebody who'd be interested in purchasing it.

I mean,

that's the bedrock right there.

And so many times I run into entrepreneurs and

they don't ask those questions.

And when I'm talking about asking those questions, it's different.

This gets to your question.

It's very different from putting out a survey that says,

on a scale of one to 10, well, what do you think of this?

Yeah.

Is it a six?

Is it a seven?

Is it who's...

Whose six is another person's nine?

We don't know that.

It's very different from like looking somebody in the eye and saying, What do you think about this?

Do you like this?

Does it bother you in any way?

And I think you find that people will be happy to tell you how they feel or think.

Once you start listening closely to your audience, patterns begin to emerge.

And so do the problems that nobody else is fixing.

Sometimes the biggest breakthrough isn't about inventing something brand new.

It's about identifying what's missing and being bold enough to fill that gap.

Kelly Roach, a top-tier business coach, told me about how spotting an industry blind spot helped her scale a business that delivered real results.

I have to really identify the gap, right?

This is something that I have been teaching for years.

And I will tell you that the business owners that really understand how to identify the gap in their industry, they become multi-million dollar successes very, very quickly.

In every industry, there is a wide open gap, right?

The best example that I can give that everyone can identify is the taxi industry, right?

The taxi industry was like off the rails with so many issues for decades.

No one did anything about, right?

It was inconvenient.

You could never get a taxi when you needed it, right?

We could go on and on and on.

So in came Uber, they filled the gap and it was just like spontaneous combustion.

Right.

And now look at that industry and people are even starting their own private car fleets where they have their own, you know, two, three cars that they're running out, almost similar to like the Airbnb, the RBO industry, where they're literally like running out their own cars, right?

Because there's a gap.

And now, especially in like the luxury space, like people wanna, you know, they're going on vacation, right?

You go to the one whole car dealership.

You're like, eh, I don't really want a Jeep Liberty on my vacation.

I want like a Ferrari, right?

So that's like an obvious thing.

But the thing that's so interesting is that there is a gap every industry.

There are big issues that no one has taken the time, no one has taken the concern, no one has taken the money to innovate and create a solution.

Now, finding the gap in your industry is half the battle.

The next step is learning how to frame your offer so it captures attention and sets you apart.

And that's exactly where a lot of new founders get tripped up.

Russell Brunson, the legendary marketer and founder of ClickFunnels, says the key isn't to tweak the current landscape, it's to totally reshape it.

Let's hear how Russell thinks about crafting a new opportunity instead of simply offering a better version of what's already out there.

New opportunity is basically looking at something and saying, look, I know you've tried this in the past and you failed and it's not your fault.

It's because of the system you were using was broken.

I have something that's a new opportunity that's different.

That's not a better way to do that.

It's a different way to do that.

I think about like some of the great inventions of all time, like Steve Jobs, when, you know, his prolific, you know, him on stage, this is when music was out to people at CDs and stuff.

And he could have came out and said, hey, guys, I figured out a better way to do CDs.

Now you see these don't hold 10 songs, it holds 100 songs.

But he didn't do that.

He stood there in front of the entire world and said, look, this is how you carried your music in the past, CDs, but we're getting rid of CDs.

I'm throwing them out the door.

This is a broken system.

And I have a new opportunity.

And boom, he pulls out the iPod, a thousand songs in your pocket.

It wasn't a better way to do CDs.

It was a new opportunity, a new thing.

And that's like, you know, boom, takes off.

Same thing with the phone.

When he came out with the iPhone, it wasn't like, here's a better way to do a phone.

He's like, the phone is broken.

Here's the new opportunity.

When we launched ClickFunnels, the same thing, like there were a a lot of website building platforms at the time there were platforms into email marketing or platforms into crms and if i already came say hey i have a better crm i have a better thing like now we're fighting on features and stuff instead of like no no no we have something that's completely different than you guys ever thought about we have a platform that builds this new thing called funnels and like it's a new opportunity which is why i think it took off 10 years ago as fast as it did because we introduced a new opportunity now i want to repeat what russell said here he said standing out gets you noticed but delivering value is what keeps people coming back if you really want your offer to land don't start out by asking for money.

Start by proving out your value.

And that's exactly what I did with Young and Profiting Podcasts.

I spent over two years just building my platform, creating consistent content, and growing a loyal audience before I ever brought on a single sponsor, before I ever put out a single course or had a single agency offering.

I just focused on connection over cash, trust over transactions, and that foundation became the reason why my audience was ready to buy from me when the time came.

That's also the approach that Adam Schaefer took when building Mind Pump Pump Media into a multi-million dollar fitness brand.

He had the product ready, but he didn't push for it until people were practically begging for it.

Why?

Because when you lead with value, your audience doesn't just want what you're selling.

They need it.

Let's hear how Adam pulled it off.

But it really comes down to providing value and

practicing that.

And then always looking back at yourself.

I mean, just like the other stuff that we talked about, people are so quick to point the finger at the other people, right?

The victim, like, oh, well, they can't afford it.

Oh, they're not the right customer.

Oh, it's like, no, we, none of us ever look at that like that.

Like, if something is not working in the business or we're not being successful, it's like, what are we doing?

What are we not doing to give that customer enough value that they don't even hesitate to spend that?

And that's how we, that's when we started the podcast, we actually had.

the product ready to sell.

So MAPS Fitness Products is the foundation of what scaled and built this business originally.

That's what brought us into the millions of dollars was the digital programs that we sell online.

And we had that before the podcast even started, but we agreed not to sell it until people were begging for something from us.

We didn't want to go in and already try and monetize.

It was like, let's go first, since we're not media guys, let's go first prove that we can provide so much value on this podcast that it organically grows.

We didn't want to spend any money on advertising.

We weren't trying to do all the Instagram, social media hacks.

It was like, lean into the value thing.

Let's go put out something that is so valuable that people are willing to share it.

And listen, if I can't prove that before I'm even trying to sell anything, I would be a fool to try and sell something first.

This is what I give advice to coaches and trainers that are trying to duplicate what we've done.

It's like you're already trying to think about the product or the thing you want to sell.

You haven't even proven that people want to hear what you want to give them for free.

Go prove to your audience first that you have something valuable enough that they'll listen or

share with other people.

Go solve that equation before you figure out your price point of your product or your thing you want to sell and allow them to dictate what product or what service you come up with.

But

that's the first problem in this equation that you need to solve is can I provide enough value to a specific audience that they're going to listen.

Once you've proven your value like Adam Schaefer did, the next step is to turn that value into meaningful impact.

Because lasting success isn't just about products sold or downloads counted it's about trust and building a reputation that lasts and that only happens when your audience knows you're in it for them and not just for the payday as bob berg the best-selling author of the go-giver explains shifting your focus from getting to giving isn't just the right thing to do it's the most profitable move that you can make

Basic premise of the go-giver is simply this, that shifting your focus, and this is really where it all begins, shifting your focus from getting to giving.

Now, when we say giving in this context, we simply mean constantly and consistently providing immense value to others, understanding that doing so is not only a more fulfilling way of conducting business, it's the most financially profitable way as well.

And not for any way out there, woo-woo type of magical, mystical reasons.

It makes very logical, very rational sense.

When you're that person, holla, who can take your focus off yourself and place it on serving others, on discovering what they need, what they want, what they desire, focusing on helping them solve their challenge and problems,

taking your focus off of yourself and making it about helping to bring them closer to happiness.

People feel good about you.

People want to get to know you.

They like you.

They trust you.

They want to be part of your life, part of your business.

They want to tell others about you.

Now, we would say in terms of go-giver and go-getter, it always depends upon how you define terms.

Okay.

So what we like to say is we love go-getters because go-getters are people of action.

You know, you're a go-getter as well as a go-giver.

You're a person of action, right?

You started in radio, you went into you, you had your blog that you had, you let a whole group of teams, as that died down, now you went into something else.

You're a go-getter, but you're always providing value to others, you're a go-giver.

And so, we like people to be both go-getters, people of action, and go-givers, people who are absolutely focused on providing immense value to others.

We would say the opposite of a go-giver is a go-taker.

And that's that person who feels almost entitled, if you will, to take, take, take without having added value to the person, to the process, to the situation.

And they tend to be frustrated because they rarely have the kind of sustainable success that they believe they have.

Okay, you've asked the right questions, you've shown up with value, and you're building something rooted in real service.

But now we come to the point where the real finesse comes in, figuring out your price, your positioning, and whether your offer actually delivers.

After the break, we'll dive into how to test your idea in the real world and what to do when things don't go as planned.

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Welcome back, everybody.

Before the break, we talked about how to build value before asking for the sale.

Now it's time to talk numbers because a brilliant offer without the right price tag, well, that's a missed opportunity.

Pricing can feel pretty intimidating, especially when you're starting out, but it doesn't have to be a guessing game.

Amy Porterfield is back to break it down.

She explains how your early pricing strategy can evolve and how clear expectations can turn casual buyers into lifelong customers.

Another part of the offer is the price point.

So playing around with the price point is very normal.

What I always suggest to my students is: let's start a little bit lower and go higher over time.

It's very awkward.

I know this firsthand, going high and then feeling like you need to bring it down.

It's just an awkward thing with the people who paid the bigger amount of money.

And I've been there before.

Sometimes mistakes are made, but I'd rather see you gradually increase your prices versus having to take them down.

So we're going to come up with a price point.

Another part of your offer is, is there a payment plan?

So I've had a lot of success over the years with my one-on-one consulting and with my digital courses to offer a payment plan to make it an easy yes for people to get involved, especially when I was a no-name, when no one really knew who I was or what I could offer, making it easier for them to get into business with me with a payment plan always worked out well.

So if that makes sense for your offer, I'm all about it.

And another part of your offer is the guarantee.

So for a digital course, it might be 30 days, 60 days.

For consulting, you can kind of play around with what if they're not a good fit?

How do they get out of it?

Whatever it is that you want it to be, you're the boss.

You're the creator.

Make sure it feels good to you, but then you've got to communicate it.

The only thing that matters is expectations.

They are very clear what they're paying for and what they get.

So these are some elements that make a really beautiful offer.

After you've mapped out your beautiful offer and set a price you feel good about, the next challenge is understanding how that price lands with your audience.

Because pricing is not just numbers, it's about psychology.

The way your offer is positioned can either create friction or spark impulse.

And if your offer feels off, it might not just be the product.

It might be your product positioning.

That's one reason that Rudy Moore, the investor and entrepreneur behind Moore Capital, suggests that starting small can be the smartest way to unlock bigger wins down the road.

Most of our stuff, we actually start at under $100.

Okay.

And the psych, there's a big important psychology lesson here.

Under $100, psychologically, most people don't need multiple decision-making processes.

They don't need to review it multiple times.

As soon as you go over $100, and especially over $500 or $1,000, there needs to be multiple touch points and multiple conscious decision-making processes involved great way to i explain this is you know when you're lining up at a cvs walgreens grocery store to pay have you ever saw on the side of the aisle where you're in the line where they say you can buy a tv here for a thousand and then the other side it's like you can buy a jet ski for twelve thousand and then you can buy you know a new couch for two thousand no you never see that why because it's too expensive to be spontaneous, right?

But that's what a lot of people are doing in their ads when they sell to cold traffic.

They're saying, hey, buy this $12,000 jet ski.

It's like, I came here to, I'm bored at work looking at my, you know, friends' photos.

I'm not ready to buy a jet ski.

So you have to, I try and start them low, get them in the ecosystem.

And another easy analogy is you're going to date before marriage, right?

When they're a warm following, you can say, hey, you want to come on a week's vacation with me?

If you went up to a stranger in the street or on a dating app and the first message was, hey, you want to come on a week's vacation?

They're going to be like, who the hell's this?

Right.

So you've got to date a little and then you can elevate that process as a relationship builds.

Same psychology with dating, same psychology with the user journey.

Now that you've crafted your offer and priced it with purpose, here's your next big move: don't treat it like it's set in stone.

The most successful entrepreneurs are not stuck on version one.

They test, tweak, and level up based on what actually works.

If you want real traction, you've got to get real feedback on your offer.

Josh Kaufman, best-selling author of The Personal MBA, breaks this down with two simple strategies: shadow testing and field testing.

So there are two primary methods that I really like to use for this.

The first one is the fastest and the easiest, which is called shadow testing.

And this is essentially, so it has many different forms.

Sometimes it's called concept testing.

Sometimes there are prototypes involved.

But it's always this

testing an idea with potential customers

before you make anything, like just, you know, an idea on a sheet of paper,

just presenting it to the people who are most likely to buy from you and asking the critical question, which is, is this something that you're willing to pay for?

And the strongest version of this test is you actually take orders from them.

Like, yeah, sign on the dotted line.

You know, we won't charge you until it's ready.

But, you know, essentially think of what Kickstarter is, right?

Like there's no product.

There's a lot of development and sometimes manufacturing and long, expensive processes that need to happen before the product is ready.

But the Kickstarter, it's just a page.

It's just some images.

It's some text on the internet.

There's nothing there, but it's enough that potential customers can look at it and say, oh yeah, that sounds cool.

That's for me.

I would like to pre-order one.

And Kickstarter makes that very easy to do.

And so

for most forms of businesses, shadow testing is something that is very, very valuable and worth doing because it can help answer that critical question immediately.

Are you making something that people are willing to pay for?

The longer-term

form of testing that is just as, if not more valuable, is field testing.

And so it's making the thing and then you as the business owner,

you and your staff staff and the people who are involved in this particular market,

the best situations where the company improves to the greatest extent most quickly are very often the companies that use the thing that they themselves make.

Because think of it from a speed of learning or a feedback cycle sort of thing.

Like if you're using the thing that you make and something goes wrong or something breaks or, you know,

you know right away, you can act on that information much more quickly than waiting for a bug report to come in from a customer with incomplete information and incomplete context.

And so anytime there's an opportunity for you to use the thing that you make,

you end up improving the quality of the product or the offer much, much faster than you otherwise would.

But even after you've tested and refined your offer, the game isn't over.

The best entrepreneurs don't just iterate what they've built.

They start to alert to what the market is trying to tell them, even if it means heading in a totally new direction.

Reed Hoffman, the co-founder of LinkedIn and partner at Greylock, reminds us that true innovation often comes from letting go of the original plan.

Obviously, people are familiar with pivots because it's not working, right?

And there's different ways to get to the conclusion before it totally is a train wreck.

Like you want to make the decision that's not working before the train wreck happens, you know, change tracks.

But one of the things that people under-describe is a pivot to a new opportunity.

And this is like, in some sense, this is the PayPal story that we were talking about a little earlier because they said, well, we have this really great, unique technology.

And well, we're figuring out that it's not really going to work.

And we're pivoting away from it because it's hard to get to market.

And then what happened is

you released this kind of Palm Pilot plus a synchronizing payment service.

And what happened is eBay people started using it.

And I remember the first week in the conversation at PayPal was, who are these eBay people?

Should we stop them from using our product?

And it was like, no, no, no, those are our customers.

None of these people are our customers.

Those are our customers.

We're going to pivot entirely towards them.

And so pivoting towards opportunities, seeing what happens.

And sometimes, by the way, it's like, oh, you've been working on the software product and now AI is here.

And you're like, okay, I'm going to do AI.

Like, yeah, I know I did this last 18 months of work, maybe three months if it's recoverable, because that's the opportunity.

And that pivoting towards big new opportunities is one of the things that really creates these successful businesses.

And, um, you know, because we want to tell this kind of heroic story where she or he had this original vision that came down from on high, and they came down with the two stone tablets.

And they said, I've got this vision that goes on forever.

And that's the reason I'm a genius.

And it's like, well, actually, in fact, a lot of things happen based on, well, I was in the game, I was learning, and I saw this new opportunity that emerged from the market, a technology, a set of things with competitors, and I moved towards that.

Like, for example, Google, its theory of

it's when it launched to say, well, we're going to sell enterprise search.

That's our theory of the game.

Then they saw, and then, oh, it's not working.

Oh, our backup plan is to put double-click ads on top of it.

Oh, shit, the whole ad market went.

What do we do?

Oh, now we invent AdWords.

And

they pivoted from enterprise to consumer and then consumer to using elements that they'd seen from the market, but inventing their own version of how to make a really powerful business.

And it's one of the most powerful business models that's been invented in human history so far.

And so that pivoting towards opportunity is one of the things that entrepreneurs really need to keep in mind.

Well, there you have it, Yap Gang.

The most successful entrepreneurs are not the ones who cling to their first draft.

They're the ones who listen, adapt, and evolve.

They ask ask better questions.

They respond to what's working and what's not.

And whether you're adjusting price, pivoting your niche, or rebuilding from scratch, the willingness to stay flexible is what is going to keep you in the game.

Because the market is always talking.

The question is, are you listening?

In our next episode, we'll help you take the next step, sharing your offer with the world.

Because it doesn't matter how valuable your idea is, if nobody gets to hear it.

Get ready to dive into the art of messaging, marketing, and building trust with your audience.

This is your host, Ahalata and I'll see you next time on Passion to Profit.

I've got to give a huge thanks to Intuit for sponsoring today's episode.

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