What I Call Founders and Operators to Do in the Casino
Intel Brief
Most of this is basic business ethics, some of it is literally the law, and none of it requires owning a coaching offer to understand.
Zach Brown
Founder, Sales Pipeline Pros
Operator Note
I've been told that because I don't have my "own offer"
(Even though the IRS would disagree)...
I'm therefore unqualified to criticize the incredibly high amount of absolute [often illegal] DEGENERACY that goes on in the Casino.
Apparently "the way I talk about running an offer" is nothing more than theory and can't actually be put into practice.
Ignoring the fact that this is a circumstantial ad hominem...
here is what I call operators, founders and business owners to do:
Build something that ACTUALLY works.
If you're going to market a specific result as something buyers should expect,
that result better actually be representative of what your customers achieve.
Especially when you're making earnings claims.
You don't get to parade around the freakishly successful 3% like that's what the majority gets.
KNOW YOUR NUMBERS.
How many people buy?
How many actually participate?
How many complete the program?
How many get the advertised result?
How long does it take them?
What does the average buyer ACTUALLY experience?
Seems like useful information to have handy before telling the internet how "life-changing" your thingy is.
SUBSTANTIATE what you advertise.
Earnings claims.
Performance claims.
Testimonials.
Whatever you're using to convince somebody to buy...
have the receipts and follow the FTC rules that apply.
"Results may vary" isn't a magic eraser.
Don't use fake testimonials.
Can't believe that needs its own number.
Don't hide material information until the very last second at "decision-making time."
Tell people what they're buying.
What it costs.
What's included.
What's required of THEM.
What's required of YOU.
And what happens if either side doesn't do what they agreed to do.
Put the important stuff in writing.
Clear agreement.
Clear payment terms.
Clear cancellation/refund terms.
Then HONOR THE FREAKING THING.
Don't manufacture urgency that doesn't exist.
If the price is still gonna be $10,000 tomorrow...
don't tell someone tonight is their "last chance."
QUALIFY people.
Don't sell everyone with a pulse and available credit.
And when somebody isn't a fit...
DQ them.
Yes.
Even if they have the money.
Don't create incentives where your reps LOSE by doing the ethical thing.
If saying "this person shouldn't buy" costs the rep money while saying "send it" pays them $1,000...
maybe don't act surprised when your sales process starts looking like a used car lot.
If someone wants 24 hours to think about spending $10,000 with you...
give them 24 hours.
If someone wants to talk to their spouse...
let them talk to their spouse.
If someone asks about your results, guarantee, testimonials, contract or refund policy...
ANSWER THE QUESTION.
Don't turn normal due diligence into an "identity problem."
Don't call hesitation "fear."
Don't call skepticism "self-sabotage."
Don't call discernment a "limiting belief."
Sometimes people just aren't convinced yet.
That's not weird and nothing is wrong with them.
Let buyers say NO.
Without attacking their character.
Without humiliating them.
And without flipping THEIR decision into a lack of commitment issue just because you don't like the answer.
Once somebody DOES buy...
DELIVER WHAT YOU SOLD THEM.
Track fulfillment just as aggressively as you track revenue.
If close rate gets reported every morning but nobody knows what percentage of customers actually succeed...
your scoreboard is backwards.
When fulfillment starts falling apart...
FIX FULFILLMENT.
If lead flow falls apart...
OWN IT.
It's your business.
Don't blame a rep for failing to produce results from inputs YOU stopped providing.
When you're recruiting reps...
tell the truth.
Actual call volume.
Actual show rate.
Actual lead quality.
Actual commission structure.
Actual earnings.
Don't advertise some theoretical OTE that requires pigs flying to materialize.
Don't move the goalposts after somebody joins.
Don't change the comp plan.
Lead distribution.
Role.
Hours.
Responsibilities.
Or expectations...
and then pretend that's what reps agreed to.
Pay people what you said you'd pay them.
ON TIME.
If YOU screw something up...
take responsibility and make it right.
That's it.
None of this is revolutionary.
Half of it is basic business ethics.
Some of it is literally the law.
The rest is treating buyers and reps like human beings.
Know your stuff.
Tell the truth.
Let buyers buy the way they choose.
What part of this requires owning a coaching offer to understand?
Written by Zach Brown
1,100+ hires placed. 300 founders. Five years of reading people for a living. Need a sales hire?
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