Results 4.5 times more people walking through the door buying 2 times as much equals

When I am working with a coaching client and ask that question the usual response is either

• “I have no idea” or
• “I can’t tell you that. My customers are spread all over the place. I have a client that typically buys $10, another one that buys $1,000 and one that buys $10,000. So, how can I tell you what an average client looks like?”

And that last statement is exactly what we have to look at, “How can I tell you what an average client looks like?” or possibly even what do my different clients look like.

My original question still stands, find the average, and start identifying what the $10 client looks like, what the $1,000 clients looks like, and what the $10,000 looks like. We will learn some things that more often than not explodes my client’s business once they start thinking about the difference between the clients.

Start segmenting those clients. I like to say “Dump each client type into a bucket, or a category.” And to do that we have to start defining exactly what those clients look like, and what are the boundaries between the $10 and $1,000 clients.

Now what do we do with them once we get them there? Start realizing how important they are to you.

Here’s what my clients find when they start looking at those options and asking the questions. There are opportunities that we have never explored or found before in the answers.

• We might find that some clients are just worth more to us, usually a LOT more, so we might spend more time trying to reach $1,000 or $10,000 clients and less on those that are worth less to us.
• And on the other side of that coin we might reduce the price of our products and find that the volumes went up explosively, so that now we are delivering the high cost product at slightly less, but our sales volume went up so drastically that our total income is now up multiple times.

Let me give you some examples of a couple of my clients.

• Finding the clients that are worth more to us

  I once coached a small construction company. When we looked at their “average customer value” they were averaging $1,500 per sale. Their target market was $50,000 income homes. That was what the national franchisor had told them to do.

  When we looked at their typical sale it was rather obvious that they were doing better in higher incomes. So, we changed from a target of $50,000 incomes to $75,000 incomes, and…wow, a sudden increase in total sales of 10 times in just their next direct mail. Their direct mail response rate went from 0.2% to 0.9%, 4.5 times more customers walking through the door than the previous week’s results, their sales closes were higher, AND the average customer is now buying $3,000, 2 times what the client was just last week.

  Results 4.5 times more people walking through the door buying 2 times as much equals

  On My Own Time? What Time?
  A friend recently lamented to me that she hadn't had an opportunity yet to take the latest online course offered by her organization. As she put it, "They say it is being ‘offered', but that doesn't mean there is any choice-we have to take it. The problem is, when?"In this age of electronic everything, this problem is becoming more and more prevalent. Online learning is often recommended because the courses are available to employees at their desks, working alone and at their own pace, whenever they decide to do so. My friend stated the following drawbacks:"Difficulty finding time. Like most people, I am very busy in my job. However, if I know, for example, that a traditional classroom seminar or workshop is to take place next
  en what do my different clients look like.

  My original question still stands, find the average, and start identifying what the $10 client looks like, what the $1,000 clients looks like, and what the $10,000 looks like. We will learn some things that more often than not explodes my client’s business once they start thinking about the difference between the clients.

  Start segmenting those clients. I like to say “Dump each client type into a bucket, or a category.” And to do that we have to start defining exactly what those clients look like, and what are the boundaries between the $10 and $1,000 clients.

  Now what do we do with them once we get them there? Start realizing how important they are to you.

  Here’s what my clients find when they start looking at those options and asking the questions. There are opportunities that we have never explored or found before in the answers.

  • We might find that some clients are just worth more to us, usually a LOT more, so we might spend more time trying to reach $1,000 or $10,000 clients and less on those that are worth less to us.
  • And on the other side of that coin we might reduce the price of our products and find that the volumes went up explosively, so that now we are delivering the high cost product at slightly less, but our sales volume went up so drastically that our total income is now up multiple times.

  Let me give you some examples of a couple of my clients.

  • Finding the clients that are worth more to us

    I once coached a small construction company. When we looked at their “average customer value” they were averaging $1,500 per sale. Their target market was $50,000 income homes. That was what the national franchisor had told them to do.

    When we looked at their typical sale it was rather obvious that they were doing better in higher incomes. So, we changed from a target of $50,000 incomes to $75,000 incomes, and…wow, a sudden increase in total sales of 10 times in just their next direct mail. Their direct mail response rate went from 0.2% to 0.9%, 4.5 times more customers walking through the door than the previous week’s results, their sales closes were higher, AND the average customer is now buying $3,000, 2 times what the client was just last week.

    Results 4.5 times more people walking through the door buying 2 times as much equals

    How Buyers Buy: What Sellers Need to Know to Close Sales
    For the past 15 years or so, I’ve been writing books and articles on the process I’ve developed that gives sellers the skills to teach buyers how to manage their systemic buying process. The good and bad news is that the field of sales is just now realizing that the buyers process is actually an important element of the sales process.It remains problematic, however, when sellers continue directing their focus toward product sale rather than decision facilitation and use what they think is knowledge about the buyer’s buying patterns as a manipulation into the selling end of the equation.It doesn’t work. Selling and buying are two separate, disparate, activities.Let’s say you know how a buyer buys – which is impossible for
    and $1,000 clients.

    Now what do we do with them once we get them there? Start realizing how important they are to you.

    Here’s what my clients find when they start looking at those options and asking the questions. There are opportunities that we have never explored or found before in the answers.

    • We might find that some clients are just worth more to us, usually a LOT more, so we might spend more time trying to reach $1,000 or $10,000 clients and less on those that are worth less to us.
    • And on the other side of that coin we might reduce the price of our products and find that the volumes went up explosively, so that now we are delivering the high cost product at slightly less, but our sales volume went up so drastically that our total income is now up multiple times.

    Let me give you some examples of a couple of my clients.

    • Finding the clients that are worth more to us

      I once coached a small construction company. When we looked at their “average customer value” they were averaging $1,500 per sale. Their target market was $50,000 income homes. That was what the national franchisor had told them to do.

      When we looked at their typical sale it was rather obvious that they were doing better in higher incomes. So, we changed from a target of $50,000 incomes to $75,000 incomes, and…wow, a sudden increase in total sales of 10 times in just their next direct mail. Their direct mail response rate went from 0.2% to 0.9%, 4.5 times more customers walking through the door than the previous week’s results, their sales closes were higher, AND the average customer is now buying $3,000, 2 times what the client was just last week.

      Results 4.5 times more people walking through the door buying 2 times as much equals

      Starting An Organic Food Business In Las Vegas
      Las Vegas, in the state of Nevada, is a very business-friendly city. It has a high tourism potential, a growing population, and is one of the most business-friendly states in the U.S. Starting an organic food business, though a formidable proposition, can also be profitable. It has to be operated in accordance with state and federal regulation laws for food safety. Determine the type of food product—such as canned food, baked or a refrigerated product—to set up the specialized food processing equipment. An entrepreneur should have certain personal characteristic traits to establish a successful organic food business. He should have moderate risk-taking ability, high energy levels, confidence, a responsible attitude, strong organizational ski
      find that the volumes went up explosively, so that now we are delivering the high cost product at slightly less, but our sales volume went up so drastically that our total income is now up multiple times.

    Let me give you some examples of a couple of my clients.

    • Finding the clients that are worth more to us

      I once coached a small construction company. When we looked at their “average customer value” they were averaging $1,500 per sale. Their target market was $50,000 income homes. That was what the national franchisor had told them to do.

      When we looked at their typical sale it was rather obvious that they were doing better in higher incomes. So, we changed from a target of $50,000 incomes to $75,000 incomes, and…wow, a sudden increase in total sales of 10 times in just their next direct mail. Their direct mail response rate went from 0.2% to 0.9%, 4.5 times more customers walking through the door than the previous week’s results, their sales closes were higher, AND the average customer is now buying $3,000, 2 times what the client was just last week.

      Results 4.5 times more people walking through the door buying 2 times as much equals

      Sell Your Product @ A Higher Price - A New Secret @ eBay
      It’s sometimes bewildering to discover that some people bid higher that what a product would be sold out of eBay. This is an opportunity which every seller on eBay might not want to miss. And this account for the reason, among others, why you should be considering selling your stuff on eBay now! This may not apply to all products and merchants, but it does happen many a time.Well there are many reasons which may account for this. But the most prominent one should be ignorance on the part of the bidder/buyer. Some have opined that this ignorance results from the fact that some bidder believes that they could not see such items elsewhere else.Another reason why this happens sometimes is the enthusiasm and thrill of bidding. Some
      ed at their typical sale it was rather obvious that they were doing better in higher incomes. So, we changed from a target of $50,000 incomes to $75,000 incomes, and…wow, a sudden increase in total sales of 10 times in just their next direct mail. Their direct mail response rate went from 0.2% to 0.9%, 4.5 times more customers walking through the door than the previous week’s results, their sales closes were higher, AND the average customer is now buying $3,000, 2 times what the client was just last week.

      Results 4.5 times more people walking through the door buying 2 times as much equals….. drum roll please….9-10 times increase in revenue in just one week. Amazing how that works isn’t it.

    • Finding what the clients want, looking outside the box:

      Now let’s look at the other side of that coin with a coaching acquaintance of mine. She had been targeting about $3,000 for her coaching. Sales weren’t spectacular, but certainly comfortable. So, we started talking about the fact that frequently a prospect told her they would just love to hire her, but they just couldn’t afford her.

      I asked her, “How can you meet the customer’s needs?” (Rather interesting concept, huh? Meeting the customer’s needs.)

      She had been trying to hold a price that she thought she needed, and her concept was that she had to ask even more to make more money. First we talked about reducing the price to $1,000 so more could afford it, but this time work in groups. Results--10 people signing up for each group, or $10,000 in income for the same time spent with a single client. $3,000 jumped to $10,000 for each program she delivered, and an easier sale.

      A 3 times increase in income for the same time given before.

      We talked about how to reach even more. She kept putting up barriers that she couldn’t give her regular program away, that she wanted to make a minimum hourly fee. So, what I suggested was to give fewer hours to make the overall price cheaper, get in front of more people, and some of those will want to hire you for your full program once they have experienced you and the results.

      The next step: she dropped her 20-hour program to 7, lowered her price to $250 (less than 1/10th of her original price), and what do you think happened?

      Ongoing monthly programs with 100 people at $250 each, or $25,000 a month for her group sessions, plus she has ongoing monthly coaching with 15 clients at $500 each. The $250 program feeds the coaching clients, but, now the coaching is such a small portion of her total income.

      That is more than a 10 times increase in income.

    What are YOUR next steps?

    • Define what you average customer’s value is.
    • And IF you have a wide range of clients, break them up into segments and clearly define what they look like, and what each segment is worth to you in total income, or ease of acquiring that client vs. ease of delivery.
    • Then