Fitness Business University Podcast

Speaker 1: What's up guys?

Welcome to another episode of
the FPU podcast.

This is another car episode, so
in advance please excuse any of

the beeping honking, anything
like that.

I'm in the car on the way home
from the Perform Better

Conference.

Man, I love that conference.

I've been grateful enough to be
a speaker for shoot six years

now, but have been attending the
conference since 2005.

And just, it's just.

I think it's the best fitness
conference in the industry.

It's it's just put together by
some amazing people and amazing

speakers and really honored to
be a part of it.

I got to speak.

I drove up on Wednesday and I
got to speak on day one, which

was really cool because I had
the rest of the conference to

kind of relax and hang out and
catch up with old friends and

see a bunch of SPF clients that
were at the event as well.

So it was super awesome to be
there.

My talk was all about marketing
small group training and

actually it was probably one of
my better talks that I've had.

I got a lot of really good
feedback about that specific one

and we did record it.

So I will be posting the
recording of the presentation on

this podcast, so stay tuned for
that.

But the best part is just
catching up with old friends and

connecting with SPF members and
a couple of notable people I

saw there were my friends from
Big Day Fitness, bobby and Maria

Jim in Massachusetts.

They are SPF members and have
been with us for a few years now

and started at around $8,000 a
month or an hour, you know, over

$50,000 a month and opening up
their second location right now.

They just were showing me the
pictures of the flooring and

everything like that.

They're in their presale right
now and everything's going

swimmingly for them.

I saw my friend, chris Baguette,
who's got a gym in Virginia

Beach, brought his whole team
there, got to meet a bunch of

his trainers and his family that
he brought there.

He's a phenomenal guy and doing
some really good work down in

Virginia Beach.

I also was an attendee at one
of the last speaker schools that

Thomas Plummer did.

I saw my friend, Greg Drabb,
who's got one of the most

probably one of the most
successful gyms in the country.

He's been an SPF member, I
think since like 2018, a really

long time he's been in it.

Sometimes I ask him why are you
still in this?

You really long time he's been
in it.

Sometimes I ask him.

Why are you still in this?

You should be maybe teaching me
what to do, but he's a super

successful guy and got to meet
his staff and his family and

everything like that Really cool
.

And the last guy this guy
brought a ton of people.

He had 15 trainers with him and
staff members with him Andrew

from Players, andrew Simpson
from Players and a phenomenal

guy, phenomenal business owner
and just doing some really

really great work, had some good
, good bark conversations with

Andrew about a whole bunch of
stuff.

So really cool that so many of
the SPF members were in

attendance at this conference.

I know there's a few more that
I'm possibly missing, but just

love the energy, love the love,
the excitement that people have,

especially on the way home, you
know, for implementing all the

things that people learned.

And, speaking of that, this is
the first time I've done this

where I did a I called it free
lunch and free business coaching

and I promoted it actually at
my talk and what I was going to

do is buy lunch for people and
then do some extra coaching

consulting while I'm there Might
as well do a little more help

gym owners out as much as I can
and so we did that and it was

really really cool, really
interesting.

It was on.

We did it on Saturday, so it
was the final day went and got

some pizzas and just taught a
bunch of things to gym owners.

So one of the things I want to
do is teach.

Today is kind of some of the
things I went over.

I was having conversations with
people from guys doing.

I had a great sit down with a
guy from Connecticut that's

doing some really really big
numbers and got to talk and we

sat down for almost an hour, got
to talking and his biggest kind

of thing he was was struggling
with is kind of figuring out

what's next.

And then I had another
conversation with another guy

that hadn't started a business
yet and he didn't start a gym.

He kind of wanted to start a
gym, he kind of didn't.

He just didn't know what to do.

He didn't know what he wanted
to do.

He didn't know what to do.

He didn't know what he wanted
to do.

He didn't know what was next
for him.

And it's kind of a common theme
I see a lot is people are

unclear, and it's not about
being big or small, it's people

are unclear with what to do next
.

And so I kind of saw this.

I mean, this was years ago that
I saw this and I created a bit

of a formula to try to figure
this out, and so this is kind of

what I went through with the
group at lunch.

So I'll go over with you today.

So I think it would be, I think
it would be helpful for you and

so if, honestly, if you're
following along, it might help

to get pen and paper out,
because I'm just I got all this

time so I'm just yakking in the
car, so get a piece of paper,

pause this podcast and maybe get
a piece of paper and pen out

and take some notes while I'm
talking through this.

Okay, so what we're trying to
do is figure out what's next and

just like you're driving in
your car, if, all of a sudden,

the windshield wiper is like
filled with dirt and you can't

see anything, it's really hard
to see where you're going.

And so that's kind of what we
want in our business.

We want to be able to like get
some clarity, get some clarity

and clear the windshield and be
able to see if we can do the

things we want to do to move
forward.

That was a big motorcycle, okay
.

So the first thing I went over
with them was where are you

today, what is your current
reality?

And whether you're don't have a
gym or you're thinking about

starting a gym, or whether you
have a gym that's successful,

everyone can go over this
because everyone has a current

reality.

And your current reality is
just, where are you today?

And what I did to make it
easier and what I'll do for you

today, what I did to make it
easier for the people in the

workshop was I gave them kind of
criteria for their current

reality, because I could ask you
what's your current reality

right now?

And you would just start
randomly talking and saying

things.

What I'm trying to do is give
you a streamlined focus of your

current reality.

And so the first thing is what
is the current reality of the

amount of money that you're
making in your business?

On a revenue standpoint, right,
and so revenue is the amount of

sales that you make every month
.

There's a current reality to
that, and you know if you want

to give me what it was this
month or last month, or you want

to give me the average of the
year, whatever you want to say

but roughly, that number is the
current reality of your revenue.

There's a current reality of
the profit, of the profit right,

and that is, how much of that
revenue do you get to keep?

And your profit and loss is
going to tell you that.

Your profit and loss statement
is going to be the thing that

tells you that.

But it's a really, really
important number to know.

So if you're doing $10,000 in
revenue, you kind of want to

know how much of that you're
actually making as profit, right

.

And so that's the second number
.

That's probably the third
number was what is your number

of clients?

How many customers do you have
right now?

What are the current customers?

Do you know how many customers?

Is it 100?

, is it 50?

Is it 200?

How many current customers do
you have right now?

Next one was what is the makeup
currently of your staff?

Do you have one trainer?

Do you have five trainers?

Do you have 10 trainers and
three salespeople?

What do you have?

What is the makeup of your
staff?

And the final one I went over
and again there's more, right,

there's more to sometimes the
current reality and things like

that.

But this is kind of what I went
over with them, and the last

one was their day.

Like what do they do all day?

Like what makes up your time,
like some of the people were,

you know, doing a lot of
sessions, like some of these

people were grinding right,
they're doing, you know, 20

sessions, not 20, but there's
only like 10 sessions a day, 10

hours of training sessions a day
, which is like exhausting, just

to even say that.

But what is the day look like?

Are you having time to work on
the business, are you not?

Are you just training all day?

Are you, you know, wasting time
all day?

Like what is a current typical
day?

So I'm script that out and so I
actually gave them like a bunch

of different pieces of paper
and I had them all right on one

piece of paper.

All right, what is current
reality?

Okay, and that's the first
thing you need to do to get

clarity is you need to come to
grips with what real and a lot

of people are murky on this.

How many of you listening to
this know exactly how much

profit your business is doing?

How many of you know how many
customers you have?

I know there's a period of time
where I didn't know how many

customers I had in the gym
because our software was such a

mess.

We use MindBody, right, and our
software was such a mess.

We didn't even know and I
couldn't even tell you.

And so some of the lessons here
and I said this to them some of

the lessons here was maybe your
current reality is murky and

your future is murky and you
don't know what's next, because

you don't even know what's real
right now.

And so sometimes it's about
getting a grip on the data, the

numbers of your business, to be
able to know where you are and

then be able to kind of make a
point B, like it's like I

started this trip in Providence,
rhode Island.

That was point A for me.

Started this trip in Providence
, rhode Island that was point A

for me.

Okay, point B for me is my
house in New Jersey, all right.

But if I don't know where point
A is, I don't know like I don't

know where to start, I don't
know where I'm going from, and

that gets very, very hard and
unclear.

And so you got to have a really
good grasp and a grip on where

is your business right now, and
I find a lot of people don't

know this stuff.

This is very, very basic things
that people need to know about

their business, right, and you
got to know it.

Okay, so that is step one.

So if you weren't able to
answer those questions like

really, really easily, you kind
of need to go back and be like,

okay, I got to get a grip on the
data part of my business, the

number side of things, to be
able to even make a decision on

where I want to go next.

Okay, so that was the first
thing.

The second thing we basically
did is I asked them the question

it's like okay, that's your
current reality.

Then I ask what do you want
your current reality to be in 12

months?

What do you want your current
reality to be in 12 months?

And then I'm not going to go
through them again, but I did

with them and I basically asked
them the same questions for

where they wanted their business
to be in 12 months.

And I didn't say like, hey, you
know, what's realistic in 12

months?

Right?

There's a big difference
between that question what's

realistic for you to achieve in
12 months versus what do you

want?

What do you want to have happen
?

Right.

And sometimes what you need to
do is really push it and set a

goal a little higher than what
you're comfortable with, because

maybe you don't hit it, but so
what you'll probably do better

than what you did If you set a
really, really low goal.

So that's.

The second piece of this is
where do I want to be in 12

months time?

And I've talked about this a
lot, I've talked about this

before with visioning and stuff
like that.

Some people, a lot of people,
have no idea where they want to

be in five years.

And if you don't know where you
want to be in five years, fine,

but you got to know where you
want to be in one, like that's

essential, okay.

And so that's kind of what we
did, and we went through the

same categories.

They said where do I want to be
in 12 months?

And then I asked them a third
question and this I'll ask one

this to you and the question is
why don't you have this today?

What are the obstacles that are
getting in the way of you having

what you want in 12 months
right now?

What are the challenges, what
are the frustrations, what are

the things that you're seeing
that are getting in the way?

Sometimes people, you know are
focusing on too many things, and

focus is the problem.

That's the obstacle.

Sometimes people don't have the
right people.

Sometimes people can't grasp a
specific area of the business.

Maybe they just can't get
enough leads, that just don't

have enough lead flow to be able
to do it and they have no idea

how to do it.

Maybe that's the thing, maybe
it's leadership, maybe you as

the leader and you haven't
learned the skills of leadership

and that's getting in the way
of where you want to be in 12

months time and that's getting
in the way of where you want to

be in 12 months' time.

And so it's important to start
identifying what are these

obstacles, what are these things
that are getting in the way,

and then creating action steps
to be able to remove those

obstacles, to be able to get
what you want.

So we kind of identified a lot
of those obstacles, what you

want.

So we kind of identified a lot
of those obstacles, and then the

final thing we did was we
answered the question what's

most important right now?

And this is something that I've
taught, you know, learned it

from EOS, but something called
rocks, but it's basically a

series of priorities.

Now, those people that I was
doing this with they had a ton

of stuff thrown at them.

After three days, hit perform
better, a ton of things they

learned.

My friend, mark Fisher, spoke
Like all kinds of people were

giving them knowledge, not just
on training but on business and

things like that, and sometimes,
when those things are, these

things are great, but also
sometimes we can go home and get

this paralysis by analysis with
all this new information that

we have.

And so what I wanted to do with
them was help them define what

are the most important things
that they need to focus on now

to be able to move towards what
they want in 12 months, right,

and so I told them they can't
focus on everything, and one of

my mentors told me once, when
everything is important, nothing

is.

And so I told them I was like
you guys got to pick a couple of

things.

You got to pick a couple of
things to focus on that's going

to help you grow your business.

Now, one of the things I was
working on them with is growing

their business, because all of
them kind of came to a business

workshop, they came to a
business lecture, and I

basically asked them I was like,
raise your hand if anyone here

put anything a number higher
than they did before.

And they all raised their hand
and laughed and they were like,

of course, yeah, we all want to
grow.

And so then I went into.

What are the three ways to grow
a business?

Okay, and here they are.

The first way to grow a
business is you get more

customers, and this is a pretty
simple one.

Everyone knows this one.

I don't need to explain this
one to you.

The problem with this one is
it's usually the only way people

think they can grow, and that's
not the right thing.

That's not the right thing at
all, because there's other ways

to grow.

Here's the second one.

The second way to grow is to
increase the amount of money

that people pay you.

So I can, if I have a hundred
people paying me 200 bucks a

month and I make a change, and I
have a hundred people paying me

300 bucks a month, I just grew
my business, but I didn't get

any new customers, right?

And so that's the second way to
grow.

And the third way to grow is to
get people to stay longer.

To stay longer.

So if, on average, someone
stays a year and I can change

some things about my business to
get them to stay two years,

well, that person's going to be
much more valuable and my

business is going to grow.

And the last piece of that one
you could tack on, refer more,

right.

So if they stay longer and
refer more.

So those are the three ways to
grow.

And one of the things that I've
been doing a lot of is I've been

doing a lot of these full day
offsets and I put a lot of

pressure on myself on these
offsets.

Where these people come from,
all around the country, they fly

in, they stay at a hotel, they
invest a ton of money into it

and I really, like you know,
take it very seriously that

they're doing that.

And so I have these, this
mindset that I want to try to

make that person 10 X of what
they paid for the day.

I don't advertise, I don't say
hey, if you book this day, you

will make 10 X for the day, and
I'll be honest with you and I'll

just tell you what it is.

Day you will make 10x for the
day, and I'll be honest with you

and I'll just tell you what it
is.

It's $6,000 for the day.

I don't tell them they're going
to make $6,000 and promise that

.

I don't promise them.

I'm public about my intention,
my intention to do that, and I

don't give a specific deadline,
a date.

Sometimes people are fast action
takers.

Sometimes people are fast
action takers.

Sometimes people are slow
action takers, but at the end of

the day, it is always my
intention to get a very, very

big help this person, get a very
big return on investment, and

in order to do that, I've been
kind of dialing and focusing in

on a few different levers that
are pretty, pretty big movers to

be able to grow a business in
some type of a 10X investment of

that day, and I went over them
with the group and I'll go over

them with you today.

So the first biggest lever is
price.

That is the largest lever that
you could pull in a business and

it is the one thing that's
going to make you the money the

fastest.

If you go from charging $200 a
month to $250 a month, you

instantly will grow your
business overnight, and not just

your revenue.

You'll grow your profit because
there's no increase in cost to

be able to raise your prices.

Now the problem is there's a lot
of fear around that, and I

talked about this a ton, but
there's a lot of fear around

people raising their prices,
especially on current members,

and there's a lot of people out
there preaching this.

You never raise your rates and
grandfather them in forever, and

I couldn't disagree more, and
here's why I can't disagree more

.

It's not a principle thing.

I just have seen it work so
many times that it's ludicrous

to me that someone would be
giving this advice, would be

giving this advice, and I have
helped gym owners make so much

more money and they're not going
to hell because they raised

their prices and they're not
going to heaven because they

didn't.

You know, it's just like I'm
not sure why we deal with in

such absolutes with some of
these things, but the reality is

this is the fastest way for you
to make more money.

And here's the thing when the
business makes more money, the

staff is happier, the clients
are happier, the owner's happier

and less stressed.

Like everybody wins.

You're not, by a price raise of
$30 a month, going to all of a

sudden put one of your clients
in the poorhouse.

So sometimes we got to get over
the emotional states of things

and make good, smart business
decisions.

There's no rule that says you
can't raise your prices, and

Starbucks does it seemingly
every week.

Vanessa's Americano is now up
to like $7.

It's like absolutely ridiculous
.

So that's the first lever.

Right, it's price, and the
biggest lever is raising it on

current members.

The second biggest lever is
raising it on current members.

The second biggest lever is
raising it on future members

going forward.

And then there's another level
with lever with doing this with

the frequency of when people
come.

So, for example, if someone
goes from two days a week to

three days a week and you can
create some type of a system

that gets people from two days a
week to three days a week,

they're going to pay more and
since they're going to pay more,

they're going to be worth more
and the business is going to

grow.

So that's kind of.

The first lever is price.

The second lever is offers.

What offers can you make?

And a lot of times when someone
comes in, whether they do our

accelerator program, whether
they just do the six-week search

, or even if they just joined
Mastermind, we try to, from our

resource library, give them an
offer to run.

Now a lot of them are running
offers all the time, right, and

we find that it works really
well if they're not running

offers and we start running an
offer for somebody that it

just's.

It's massive and it's funny.

One of my friends who was a
speaker at the perform better

conference, colin mccarty, he,
he, he got my and I told you

he's my buddy and he buys stuff
for me all the time.

He's my friend.

I was like, dude, don't you
know about it?

Let's give it to you.

But he's like my buddy and he
buys stuff from me.

It's pretty funny.

But he bought my 50 strong
program and he told me he ran it

and it like absolutely crushed
Right.

Well, that's an example of an
offer.

It's something that you put out
there and it could be something

that people buy and purchase as
a non-member.

It could be something that
someone purchases as a current

member, likely at a cheaper rate
, but it's basically an offer

that you're putting out there
that's going to attract new

customers and a lot of times
when you put money behind it, if

you run ads for it, if you send
emails around it and you really

do some good marketing around a
specific offer, that's going to

be a great, great lever to pull
.

One of the things that a lot of
my clients have done and this

is one of the reasons why we
give playbooks in SPF but is the

sweepstakes right?

And the sweepstakes is this
offer that you put out there and

it generates a crap ton of
leads, and basically the way it

works is you put this offer out
and you give away you know, I

don't know one person a three
month kitchen sink membership,

right, and one person gets it
and let's say a hundred people

applied.

Well, you got a hundred people
to follow up with to make them

an offer, to bring them into the
door.

We kind of go through three
buckets, right.

The first bucket is who you
pick to win.

The second bucket is who you
call and personally call and say

hey, thank you so much.

I really appreciate you filling
this application out.

You didn't win, but I really
think that we can help you and

you know you took the time to
fill out the application and

what I'd like to do is offer you
whatever you want to offer them

with.

Sometimes we do at GFP a free
month.

You could do a discounted month
or something like that.

But you're taking the other
people on the list that are very

qualified people and you're
going out and you're making a

very, very, very specific,
one-to-one offer.

It's not a blind email, it's
not just hey, buy this for 97

bucks.

It's I'm calling them on the
phone and I'm telling them they

didn't win and then I'm telling
them I want to give them some

kind of a gift or some kind of a
very discounted thing and the

third bucket would be everybody.

That would be, you send an
email and you know, thanks for

applying.

Unfortunately you didn't win,
you know, but you can join us,

you know, for $97 or something
like that.

Like, that's an example of an
offer.

You put something like out
there and you do that.

Enough, right?

I always talk about wrestling
and wrestling has they just had

SummerSlam?

But they also have WrestleMania
.

They also have the Royal Rumble
.

These are specific events they
have every year, and you could

do the same thing for your
offers.

You could run sweepstakes every
summer.

You could run a fall fat loss
challenge every fall.

You could run 50 strong, the
program I talked about with

Colin.

You can run that in the winter
time, right?

And you have these specific
offers that serve as kind of

almost like surges to get new
customers and to get new people.

And a lot of times, people like
poo, poo, these things, that oh,

six week challenges are dead
and stuff like that.

And it's like I always laugh
and I I watch my clients doing

this.

Some my clients, joe rigio and
dan goodman they're like kings

of the challenge.

They run these things all the
time and they crush it.

They absolutely crush it with
these challenges, right and just

, and they're like everyone's
saying don't do this, like why

would I stop doing this?

Like they're bringing
everyone's saying don't do this,

like why would I stop doing
this?

Like they're bringing in tons
of money.

We had so many people run a
program called Summer Slim Down,

which is a playbook that we
created for the summertime.

When everyone else is slow and
sitting around, I'm like, oh my

God, everyone goes away and I
got clients that are killing it

with Summer Slim Down, and so
these offers and these

challenges are great ways to
ring the register, and so one of

the times when someone comes to
me for either consulting day or

joins the accelerator program
is we will link them up with a

run.

This here's the ad copy.

Here's the creative we
typically use.

Here's the targeting to use.

Here's the emails we would send
, and a lot of times we just

give it to them and they
implement quickly because's the

targeting to use.

Here's the emails we would send
, and a lot of times we just

give it to them and they
implement quickly because we

give it to them and it works
really well.

So that's the second lever.

To pull the third lever.

I actually didn't go over this
lever.

I kind of thought about it
after the fact, but it's a

really, really big one.

But the third lever is a
reactivation play, right.

And so if you think about
low-hanging fruit and you think

about how do I make a good chunk
of money in a short amount of

time and not spend a lot of
money to do it, well, shoot man,

that's reactivation right there
.

And so you have a couple buckets
to choose from with a

reactivation play.

You have first bucket is
unconverted leads, right.

So if you've been in business
for a long time and you've been

marketing, I'm sure you have
generated leads that never, ever

, became customers, and maybe
some of these people never even

talked to you on the phone.

Maybe some of these people
never even talked to you on the

phone.

Maybe some of these people
never answered any text messages

or anything.

You almost don't even believe
this person actually is a real

person.

Well, here to tell you that
there's a lot of people out

there on your list that will buy
that they just haven't bought

yet.

And so the one of the first
things I would do in in that

they just haven't bought yet,
and so one of the first things I

would do in creating a
leverageable asset is some type

of strategy via text message,
via email, via just phone call

around the people that are
unconverted leads.

The second bucket that I would
go after is the people that are

unconverted trial or
consultations.

These are the people that had a
consultation with you that just

said no, they said it was too
expensive, they said it was not

the right fit or whatever.

They said they need to go talk
to their husband and they

ghosted you.

Those are a really, really good
group of people because they

told you no, but what they did
was they made it all the way

into your gym, right, you know
they exist, you know they're

actually a real person and I'm
going to tell you that life

circumstances change all the
time.

Sometimes people, when they try
something out, they don't have a

job and all of a sudden they
get a job and life changes.

Sometimes people had no money
and then their husband, you know

, acquires a company or buys a
company or sells a company and

they're loaded.

Sometimes people someone dies
and they inherit money.

People's circumstances change,
especially if that person came

in for a consult five years ago.

If you had a 40-year-old woman
that came in for a consult five

years ago.

Her life circumstances have
likely changed.

Maybe her kids are a lot older
and she has more time and she's

not as tired and she has sleep
now and before.

When she came in last time, her
kids were, like you know, not

sleeping and so she was
exhausted and she was cranky and

she saw the price and she said
no, her life circumstances very

well could have changed.

The final bucket is past
members and this is the best

bucket.

This is my favorite bucket
Right.

This is the bucket where you go
after the people that used to

pay you money.

And it's funny like I talk about
this a lot and I talked about

this in my presentation Most
people don't leave sticking

their middle fingers up at you,
saying you suck, I'm never

coming back.

Most people leave because life
gets in the way, life got in the

way and so they left and things
change and people get bored and

a lot of times people don't
come back because they're kind

of like almost embarrassed they
left or they feel like you don't

like them anymore because
because, because they left, and

that's not true and I and it's
funny, I talked about this at

the event and someone came up to
me and was like that was one of

the best explanations of how to
get someone back.

And I talked about me leaving
jujitsu and I left jujitsu three

times and I'm embarrassed to go
back.

I really am, and I'm I'm not
sure if I'm going to go back.

Maybe, maybe not.

My back still hurts, but here's
the best way for them to get me

back.

I'm probably not going to come
back on my own and, honestly,

I'm probably more likely to go
to a different school where, if

I quit, I only quit that because
I quit the same school three

times and that's where my son
goes.

But I'm probably more active,
if I do go back to jujitsu, to

do it at a different school.

But if the school that I quit
from called me, the sensei

called me and he said hey, vince
, I know you know you started

jujitsu late in life and you're
a former athlete and you have,

you know, injuries and things
like that.

And I know you know there was
some period of time where you

were in the white belt classes
and a lot of the kids in the

white belt class are a lot
younger and they I saw it they

were getting after you because
they didn't want to lose to a 46

year old guy, you know, and
you're a big dude so they want

to lose to you.

So I know there were some
battles that you had to go

through and he's like one of the
things I would do is, when I

come back, what I would do is
start.

And this is what I would tell
him to say to me right, and what

you should do is, for the first
three months that you come, or

first month you come, whatever
you're comfortable with let's do

privates.

Let's do twice a week private
lessons and we'll go nice and

slow and nice and easy.

We'll go over the basics and
we'll ease you into it and we'll

even develop.

I know cause I know flexibility
was an issue for you We'll even

develop over the first two
months of flexibility program

for you to work on that specific
to jujitsu, to help keep you

going Right and so.

And then what we want you to do
is go into the all belts

classes and because the all
belts classes can have purple

belts and brown belts and black
belts, and those guys they'll

roll with you and they'll teach
you as you go.

They won't try and crush you,
they won't let you win, but they

won't try and crush you like
the white belt kids did.

And so if this guy said all
that to me, I'd be like all

right, dude, I'm in, let's go.

Where's the privates?

How much?

150 a session, done All day
long?

Right, I'd be all in.

If he just called me and said
that to me, I'd be all in.

And that's kind of almost the
approach we need to take, like,

think about the member that left
three years ago.

Dude, I saw a member of my gym
at the movies the other day.

He got so fat, so fat.

I was just I couldn't even
believe it was the same person.

I was just like shocked.

I was like, and I was double
taking.

He didn't see me, but I was
double taking.

I was like, is that him?

And I looked carefully, almost
like followed him a little bit

and I was like that is him.

Oh my god, he must have gained
50 pounds.

How many of your past clients
have left and gained 50 pounds?

They're embarrassed.

They don't want to come back.

And what did I tell you?

Oh, I don't want to come back.

I need to start working out
before I come back to the gym.

The stupidest thing ever.

We all know how stupid that is
right, but maybe they just need

a phone call from you, and maybe
it's good that you do

reactivation plays and you get
people back.

But sometimes I mean, and for
us doing small group training,

if they're paying four or 500
bucks a month, isn't it worth

your time for this phone call or
this text message that they

need?

You never know if you're going
to save someone's life.

So that was the third lever
point.

Whatever I was saying, I don't
even remember what I was calling

it before.

The third leverage point.

Oh, no, the third lever.

Yeah, the third lever.

The fourth one.

What was the fourth one?

I don't even remember.

I didn't.

I went long on those.

The fourth one was oh,
referrals, doing something to

generate referrals because you
already have customers.

Your customers are assets.

They're assets that pay you
money, but they're also assets

in that they have networks
filled with people that they

know that could become your
perfect clients.

And sometimes a great lever is
to I don't even know if I'm

saying that anymore right,
sometimes a great lever is to do

things that activate referrals.

And so the one example I gave
is like what if?

And I can't believe people
don't do this example I gave is

like what if?

And I can't believe people
don't do this.

What if, every time somebody
comes to you and signs up for a

membership at your gym, you give
them a free month to give as a

gift to a friend every time?

So if you sign up 10 new
members a month, that's 10

chances to get a customer.

If you get one customer out of
10 to refer you a customer,

that's 12 new clients a year.

Why wouldn't we do that?

What is the reason why you
wouldn't do something like that?

And then there's also
situations where you could do it

like we do it with the holiday
card system, where you are on

the holidays, you give them a
gift to give to a friend.

The point is is that your
customers are assets that not

only pay you money, but they
also are opportunities to drive

referrals.

That's a lever that you can
pull on, and sometimes what's

standing in the way is just you
asking to do that.

And the last one I went over
was strategic partnerships, and

this is one of the really so,
like I said, your customers are

assets.

There are other companies in
your area that are assets for

you and you can be assets for
them, and so I gave them the

line assets for you and you can
be assets for them, and so I

gave them the line.

Other people's customers.

Other people's customers are
already paid for.

They're not leads that need to
be paid for.

They're leads that the other
person already paid for.

So if you go to a salon and
that salon owner has a list of

5,000 people, he already put the
work in to do that and most of

the time, if you align with the
right people, there are the

exact people that you want on
people's lists, and so doing

things with other people's
customers is a really, really

great idea.

People's customers is a really,
really great idea.

We recently brought over about
20 people to a yoga studio and

did a private yoga class.

We called the yoga studio and
we said hey, I'd like to hire

one of your teachers to do a
private session for 20 people

and we're going to bring 20
people from my gym and then

we're going to bring them for a
class and I want to pay for the

class and pay for the coach's
time.

And they were like holy shit.

Of course, thank you so much,
because what I did was I thought

about, I sat down and I thought
about all right, I'd like to

create a strategic partnership
with this yoga studio and the

first thing I need to do is be
of value to them.

That is what you lead with.

You don't lead with.

How can this yoga studio get me
more customers?

You don't lead with that, you
lead with.

How can I help this yoga studio
make their dreams come true?

What does this yoga studio want
?

They want new customers.

They want to make more money.

I just did two things I paid
them and then I brought them 20

potential customers and actually
three of them three of our

customers actually signed up.

They will do anything we want.

They're like so happy they love
us because we did something for

them.

So sometimes in these strategic
partnerships, you have to think

about it.

One of the ways that we work
with a lot of joint ventures is

called the joint venture
sweepstakes.

We have a whole playbook about
this, but the joint venture

sweepstakes is all about going
to a specific group of people

that you share a target market
with and saying, hey, we want to

give away 10 free memberships
to your group, and they're like,

oh, that's awesome, thank you.

And so you give them away and
people say kind of a similar

thing as the sweepstakes that I
talked about before, but it's

more of a specific list that you
go after.

And let's just say, I do it
with a salon and the salon sends

it out and there's 50 people
that opt in for to win the free

month, whatever it is, and you
pick 10 winners and then you

follow up with the other people
that didn't win and you make

them, you know, similar offer
Probably not as good of an offer

.

Maybe you give away a free
month, maybe you give away two

weeks free, or maybe one week
free or whatever.

It doesn't matter, but it's a
way to get people in your door

and it's all people that you
wouldn't have had access to,

that you would through their
list.

So those are all lever points
for this taking your business to

the next level, right?

What are the things you're
going to do?

All you want to grow.

I told you the three ways to
grow and these are some of the

lever points that you could.

I still don't know if I'm
saying that right, but I'm sorry

if I'm messing it up.

It sounds stupid.

So what are these things that
you can do?

So there's three ways to grow.

Let me recap them All.

Right get more clients, make
more money per client, get them

to stay longer A lot of the
things I went over are leverage

points for doing those things,
for growing your company.

So, if we're going to come full
circle, I talked about a lot

today.

I've had plenty of time because
I'm in the car and I have no

idea how long I've been talking
for we talked about clarity, and

one of the most important
things in clarity is getting a

grip on reality what is real
right now?

And there's certain data points
and certain numbers that are

telling you what is real.

I gave you a bunch of them.

Then we got to go where do we
want to be?

Where do we want to be 12
months?

What's it look like?

Paint the picture.

Okay, we talked about what's
the obstacles standing in the

way, how do we remove some of
those obstacles?

And then the final thing I just
talked about was what is the

things that we want to focus on?

We can't focus on everything,
and if we want to grow our

company, we want to pick a few
small things to focus on to be

able to take it to the next
level.

So hopefully that was helpful.

This is actually what we're
doing in our new program called

Accelerator, and it's really
cool.

It's like you work with us for
six weeks and we pretty much

kind of help you implement these
things.

So sometimes we'll work on the
price thing, because a lot of

times, you know, I can give you
what it is and you're like raise

prices, you're like I don't
want to do that or run the offer

, like I don't know what offers
to run, and we have all this

stuff kind of done already and
so we can kind of in six weeks

we fast track everything because
of all the resources that we

have.

So the six weeks is includes,
you know, you're with a coach,

you work one-on-one with a coach
, you get a meeting once a week

and in the very beginning what
we do is we have this plan and

we create the plan and then we
help you implement the plan and

a lot of times it's, you know,
kind of helping you implement

some of the things that I talked
about today.

Each person's different in
terms of what they'll do.

Some people just need one thing
, some people need three things.

It really just depends on where
your business is at right now.

So that program is, it's going
on, we are super excited about

it.

It's kind of new and it's how a
lot of people are kind of

getting in our world.

A lot of people.

You know mastermind is a big
investment.

Right, it's a lot, it's a big
commitment.

It's an annual commitment.

It's a big investment and
sometimes people need something

to kind of bridge the gap and
get started and even make some

money, you know, right away.

So if you liked what you heard
today and you want to chat with

my man, leo, about a spot in
Accelerator, there's not a hard

start date, you can start
whenever, but you'd basically

book a call with him.

He would tell you a little bit
about the program and get some

insight about your gym and see
if it's the right thing for you.

If you are interested in that,
I'm going to put a link in the

show notes to book a call with
Leo.

Just go click that link and go
to his calendar and book a call

with Leo.

Just go click that link and go
to his calendar and book a call

with him and he can tell you all
about our new accelerator

program to be able to take your
gym to the next level and get

some clarity around what you
want.

Appreciate you guys To everyone
I saw perform better.

So good seeing you.

It was such an awesome event
and super excited for the next

one and I'll see you on the next
podcast.

Peace.