Transcripts
1. Your Team Introduction: Hi there and welcome to
this elite x course. Here we're going to be teaching
you a skill that me and my team have been working on for countless hours and years. We've been developing
everything within our little company that has more than 50
people right now. What I wanted to say is, we welcome you here. We're trying to provide the
best quality if you have any questions we tried to
answer within 24 hours, definitely ask them because
that is actually one of the assets of having
one of our courses. Of course, we have more in-depth things that we
always go through. But for this course, we tried to have a very holistic view of a skill that we're
trying to teach you. And because of that,
we're going to have a lot of experts as well. Come on. We tried to get bleeding
experts in every field so that you get a different
perspective as well. Now it's very important
that I mentioned it myself that we'll be teaching
this as well as my team. So it's throughout the course, you might hear some
different voices. These are people from my team that you will see
and we'll show you, of course, they will
be just telling you what they learned
as they were doing it. And this is completely normal
because as you scale within an organization having
more than 50 people, everybody has their
different expertise is, and so it's better
that they share from their perspective how
they've been doing that. With that being said,
I wish that you have a great learning experience
if you have any questions, just reach out to us. See you in the next video.
2. 7 Essential startup roles to know when targeting : Hi there and welcome
to new video. Today we are going to be
talking about the seventh started roles that are going to be essential for you to know. Now critical to
every organization, the team will play a big part in paving
the way to success. Attentive responsibilities
and tasks will be put on the
plates of team members. You're going to have to navigate this very, very carefully. Being aware of this
upfront can really help. You're going to need
all the help you can get with a tight budget and very few people in
your team during the tech boom and all these
startups that are coming up, every member will definitely
serve more than one role. We've broken it
down to D7 steps so that you are aware of
what you need to do next. Number one, the dreamer. Now, in normal terminology, this position is usually
referred to as the CEO, the Chief Executive Officer. This is the person who had the big idea in the first place. He or she drives
the passion within the team as the
leader of the team, one of the main objectives
is to ensure that everyone's stays motivated and doesn't wander off the path. There will be constant
reminders and meetings led by the CEO about why everyone
is there in the first place. When times are bad or when outsiders belief that the
company's a total failure, the CEO proudly continues
to carry the button here or she always believes in their idea and never gives up. Often charismatic
and people's person, others are willing to follow
in his or her direction. Now let's take a look at
some of the roles and responsibilities
that a CEO can have. First of all, setting
the corporate culture. A CEO is going to be setting the corporate culture but
also leading by example. That's why it's
very important to look at the CEO and whether what he says is also what
he or she does. Because at the end
of the day you'll be working with the CEO. And if he or she says
something but doesn't do it, you will have unrealistic
standards and the company. Now, outside of that, the CEO also leads change
and motivates employees. If you find yourself
in front of a CEO, dad doesn't seem
like a great leader and can change and
adapt quickly. You might also have
troubles when of course, things happen like something unrealistic we're experiencing
right now in our society. Now another thing that we
can do that the CEO does is the management of the company's physical and
financial resources. A good CEO will be aware of
everything that is happening, at least on the macro level. The details obviously can be managed by the
people depending on how big the startup or to accompany in the tech sector is. Now another role is supervision of the company's operations. Compared to the other roles to see overseas many departments within the organization and does not only focus on one area. The job description as
well as requirements will vary depending on the business
and size of the company. Now, required, experienced this fairies because obviously you have outliers. But in general, most
of these people have a master's degree in business administration
management, or relevant field. It could be a very
scientific CEO, so then they would
have a master's degree in that. Do you need a Master's? Of course not. There are many CEOs that have
not achieved the masters, only a bachelor's or even just gone straight from high school, straight towards a
setting accompany. However, if you don't
have these educations, you might struggle in
certain operational fields. So it's always good
if you had it before, but once you're
obviously working, don't sweat it about any
master's or something like that. Now, another
experience that a CEO usually has is obviously
having managed teams. If you find yourself starting
accompany or you're part of a startup where the CEO did
not manage teams before. It's very, very important to get an executive coach
in place just, just to guide that
person through that. Or if you have some managed
some people before, definitely tell the CEO debt so that he or she can ask
for advice from you. Now, another important
skill to have as CEO is definitely having dealt with
media and public relations. This is definitely
quite an intense one. Notable ones are
Evan Spiegel from Snapchat, such an Adele. And many others, of course, like the Bill Gates
and Steve Jobs, great CEOs that have managed all those
skills very, very well. Now roll number two,
the accountant, While the CEO takes care of the overall leadership
of the startup, via accountant handles all the financial
aspects of the company. Otherwise dubbed as the CFO
or chief financial officer, he or she is in charge of the financial situation
and direction. The CFO provides accurate and
timely analysis of budgets, forecast trends,
and PNL statements. The roles and
responsibilities involved, but of course are not limited to things like financial
recording and reporting, preparation of budgets,
forecasts and analysis, developing financial and tax strategies, very,
very important. Now here they're required to experience is very,
very important. So they definitely
have some type of Master's degree in
finance law or accounting. Cpa certification is
definitely a plus I. A CFO probably has worked with e-commerce payment solutions
is going to be quite notable if your startup or tech companies in
the consumer sector. Some notable startups CFOs, who would be Anthony
novo from Twitter, Sarah Friar from square, a jive ECIF from Dropbox. These are definitely
names you could look up, look how they did it. But CFOs are definitely
incredibly important. And if your startup
cannot afford it, then makes sure that
the accountants is actually present
because tax statements are quite a common reason why startups and tech
companies go bankrupt. So if you're joining a company or you want to start
your own company, makes sure that if you cannot afford a CFO, get an accountant, make sure your tax things are completely in order
because again, start-ups do go bankrupt
in any tech company can go bankrupt if their tax
things are not in order. Now roll numbered
three, the salesperson, also known as the CSO, the Chief Sales Officer. This role has everything
to do with hustling. The main objective
of the CSO is to sell the product the
team has developed. In doing so, he or she
will manage the sales team as well as develop all
sales related strategies. Also build and recruit
the sales teams. Of course, if there
is HR president, he, he or she will probably
be asking help from HR. But my experiences at
good chief sales officers usually want to be involved in the recruiting of
their own sales staff, at least on senior
management level, depending on how small
the organization is, you'll probably
notice that they are very involved in
the recruitment. Now, to CSO not only pursues all the leads
and potential customers, but also builds and maintains relationships with
all the key people. Among the most important roles, the salesperson will stop at nothing until the idea
cells and weeps profits. Here are some of the roles
and responsibilities that you might expect from a
Chief Sales Officer. Definitely providing
leadership and direction for the
overall sales strategy. Definitely monitoring sales
channels and services. If you notice that
a sales officer is actually just selling all
the time but non monitoring, then there's a lot of money
being left on the table. So tracking tools are gonna
be extremely important. And then of course, analyzing those tools and the
business performance, as well as analyzing competition sometimes depending on what
type of strategy you have, as well as establishing
and maintaining long-term relationships
with key customers, potential customers and
strategic partners, you never know where to next
sale is gonna come from. And the best sale is obviously having a great relationship with a long-term clients were hopefully you're even
going to become friends. Of course, a Chief Sales
Officer is gonna be the blood and oxygen
of the organization. If this person leaves, it's gonna be really hard to re-establish that role
to make sure that if you are a Chief
Sales Officer and you care about your organization to properly track everything, makes sure that even if you
leave to your next challenge, the tech company
or a startup will be able to take over
all your contacts. Now if you're working in sales with the Chief
Sales Officer, you're definitely going to want to establish some type
of communication. Make sure that if at
1 you want to get that job and this
person will move on to completely know all
their relationships and make sure that they are
also comfortable with you. Because at the end of the day, people are doing
business with people. And you want to be that person
that people like if you're looking to hire or
team up with a CSO, watch out for some of
these requirements. Now you do not need
a master's degree. Salespeople are usually
found out by results. You want to challenge
them and make sure that they have a
good track record, previous track record,
where they were directly involved in the sales? Yes, you could look obviously
at their education, seeing if they have any
bachelor or master's degree, which the only indication that would give is that they are fast learners understand
what it takes to learn. But at the end of the day, the track record will
be more important. Asking them about
their previous jobs, achievements that
they did, and very, very important to also dive deeper into how they
did certain things. If you are interviewing
for a sales job, Europe, you can expect these
type of questions, how certain results we're done. If obviously you don't have any experience in
sales prior to this, you'll probably want to maybe start some type of side hustle, maybe doing things
something like on Craigslist or secondhand
stores online where you sell stuff
and try to get that number of sales
as big as possible. Because those are, of course, things that enable
your sales skills. And if you have no
prior experience, this will be something to share. Now, quite a good requirement to have is also a previous
work experience. In high level sales positions in the fast-paced and dynamic
business environment. You might notice that sometimes there are people coming from the corporate side. It is very good to have a corporate side of sales
if you're doing B2B, however, the pace is a little bit slower than the tech sector. When somebody comes over from a different sector than
tech that has done sales, you need to ensure
that they are up to the dynamic challenges
of the tech sector. Making sure that
obviously as you go into startups and
more businesses, that sales are fast-paced. The tracking tools are
very high technology, so you want to make
sure that they're able to monitor those things. Obviously, a salesperson has
excellent communication and analytical and interpersonal
and leadership skills. So this is very important
if you're going into the chief
position of sales. Now you may have come
across this road before as the Chief Revenue Officer
or VP of sales as well. Some notable startups CSOs are Hunter mentally
from HubSpot, Luke mastery from OEO, Jason, Marc from cylinder works. These are people that you
could look up and see if some of their styles
resonated with you. Now number four, the marketeer, labeled as the market here the CMO or chief
marketing officer, is in charge of marketing,
advertising, brand identity. He or she presents the company
in the best way possible. This person crafts the story
and mission statement, often possessing
tremendous leadership and communication skills, the CMO has to be innovative in creating marketing
strategies. The aim here is to
build the brand in order to have a positive
impact on sales, awareness, perception, and
other brands related factors. Some roles and responsibilities
of the market here cover leading and supervising
the marketing departments, initiating and implementing
marketing strategies, focusing on online and
offline initiatives. Now, we have some great
expert interviews. Dad talk about these things. For instance, the Global
Head of Strategy from North Face came on and explained what marketing
needs to them. Also, the Global Head of Communications and
Marketing from the WWF came on and explained
what it takes to do marketing on a low-level
as well as on a big level. To just give you an idea of what segmentation means and all
these marketing terms. So it's always a good view to have from the basics of
what we're explaining here, but also a high-level
view from somebody who really has experienced this
for more than 40 years. A Chief Marketing Officers
obviously couldn't focus on online and offline. It should've, especially as
you start scaling online, is obviously the main
driver for a lot of startups in the tech
sector as well as companies. But offline has never gone away and does yield
quite some results, especially when you do
segmentation marketing. More on that again, in those expert interviews. And you can ask any questions, of course, at any point. Now another important thing
for a CMO is storytelling. They definitely need
to be aware of how to tell a story in a way, in a written form, video
form or anything else. So that's the difference with somebody who's really
good at sales. Marketing will be more of a storytelling in a
very abstract way. You're not in front of a person. You really have to do all of your tasks in either
written form, video form, or some type of online
or offline form, and communicate
your message much, much clearer through that. Now some requirements in marketing and education
can be quite relevant. Older most educations
and marketing are about three to five years too late on what are actually
changes and happening. I do recommend to just
Google the most common, the number one market
tiers out there. We actually have some
expert interviews again, like I said, width market tiers at the
top of their field. So definitely check those out. Bud always subscribe to some important newsletters there are free just to
get some updates, like maybe three to five new
emails of things that are happening in the sector
that you're interested in. Because at the end of the day, if you haven't education, it's not gonna be enough for all the changes
that are happening. I mean, you've got to
imagine that in 2005, Facebook started in
2020 there one of the biggest Facebook
within 15 years completely changed the
landscape of society's. Read it also similar stories. These are Google similar source. All these tech companies with less than 20 years are
booming like crazy. So be aware tech changes fast. Now of course, a CMO
needs have some type of successful track record
in building brand awareness. They need to be able to use marketing software and ofcourse, be able to understand
the most common ones. Things like Google Analytics
are gonna be important. But also just like
general ones like we use Hot Jar, we use sumo. These are all pretty commonly
known marketing softwares, things like HubSpot,
sales force, and so on. As CMO of course possesses a good understanding of
marketing analytics, they're gonna do
mostly analytics, reporting, making
sure that they can scale if they're into
performance marketing, they're gonna be executing
on those analytics. From company to company, the name of the position varies, but the roles or responsibilities
remain the same. The CMO is often referred
to also as achieved Brand Officer as well
as the VP of Marketing. Now some notable startups GMOs are Kelly Bennett from Netflix, set farmland from Spotify, and Melissa Waters from Lyft. Number five, the artist, the creative person
in the group. The artist is often
referred to as the CCO, the Chief Creative Officer
or creative director, involved with the development
of artistic aspects. The job description covers the creation of
materials that can help promote the company's
products and or brand. This role entails
designing the app, website and all the
branding elements, all the work-related to
creativity and visuals. Of course, required
skills will be here. Strong creative talents able to manifest vision through
digital and print media. Remember, offline is definitely important even in
the tech sector. Making sure that
visuals, messaging, and interactive designs
are on point as well as an all designers and everybody
in the company are very aware of the
branding guidelines, required experience here and education could be
very, very valuable. But many artists have also, instead of an education
chosen for experience, a lot of a big, big companies like
Pixar and Disney and Warner Brothers are always
offering internships, including my company,
which recruits some of the top design
schools and video schools. And where we have collaborations in the entire Europe region. So there's a lot of competition for these type of
interns actually. And interns do usually pick
quite some of the top ones. And what I can tell
you is that in dose periods the interns
really do learn a lot and sometimes even get
hired if they display that they have some type
of talent for creativity. So just to say that you
don't need an education, but education is a big plus because all of those schools
have collaborations with big companies and even small businesses
that are very niche. And through that they get
really good education. Experience might matter a
little bit more as well. Now, previous experience as a
digital media specialist or copyright or media
production are definitely big pluses
to look out for. If you're either applying or hiring or looking for
something like that, try to gain those
skills as well. Now assume notable startups, ECCO's R tok night
guard from Zendesk, Bruce Campbell from Salesforce, and Lehman see from Optimizely. Now number six, the
techie responsible for development of
information technology and information systems. The techie, or
also known as CTO, Chief Technology Officer, builds a product
from the ground up. After building the product
systems are put in place to ensure
smooth operation. All new technologies
are often taken into account to provide
better efficiency. The role includes
some management of business technologies,
infrastructure services, digital development, website
and software development, just to name a few. At the end of the day, a
chief technology officer is doing everything
technology-related. Now, just like a salesperson, some required skills are gonna be really
experience-based, liked superior computer skills. Deep understanding of
software technologies, especially as we go now into new century with the
machine learning and AI, comprehensive knowledge of data management and processing. Here an education is going
to be incredibly important. Having some type of
master's degree in computer science,
information technology, or annual related
field can really help if you're
interacting with CTOs. Be aware sometimes you
have those outliers. Of course, they didn't
have the education, but mostly they're self-taught. And it's really,
really interesting to talk to them because
they are very experiential and
they do a lot of these technologies
and understand them on a very deep level. If you want to have great
interactions with a CTO, make sure to educate yourself in the common lingo that there will be using some
common experiences, of course is also
they have worked in a senior
engineering position. Some notable startups EPOs are Daniel Sterman from Roblox, Robyn do CO from
SurveyMonkey venue for new gopal from Udemy
and many honors, number seven and the last
one, the facilitator. This person oversees
all operations, Finances, legal recruitment. Also known as a chief
operating officer, he or she covers all the factors that keep the company's
engine's running. A COO would expect to see these types of roles
on a day to day basis. Now supervising
daily operations, reporting to the CEO
about significant events, conveying company policy and
regulations to employees, encouraging expansion and tapping into
international markets. These are some of the incredibly important
tasks of the CEO might do. Of course, improving
productivity within the organization is a
direct output of a CEO. Now required experience. Here, education
within management or business could be
very, very interesting, as you will be optimizing very incredibly technical skills and things within a business. So that's why in
education and management that or business can
be very relevant. Because this isn't anymore about being an entrepreneur and just starting in business. This is about optimizing
the business. And there you will
really need to know all the kind of structures and
departments are necessary. If of course, you are in a position where
we want to start a company and you definitely
meet someone like a COO. You can always hire consultants who have
been passed COOH. And that could actually
be quite much cheaper. Just an hour would a COO. If you've had that experience
and you want to maybe start some type of freelancing gig that could
be something like that. They have vast work
experience and knowledge of different industries and
some notable startups he owes to look into our
David Sanger from Nutanix and mu E0
Choi from coinbase, Scott King from Bitly. Now, those were the seven
rolls mentioned above. There are key and detrimental to the success and failure
of the startup. The roles, responsibilities
are required and experience many, many
different skills. Skills may vary from organization to
organization, of course. And of course there
are other roles. Now what about other roles? Apart from the seven roles, there are also other roles in the organization that you
may have to think about. These other roles
may arrange from assistance all the
way to coding. Let's take a look at how
to deal with the hiring of other roles if you're ever
going to be in that position, I want you to know the
side from the hiring as well as if you're
on the other side. There are several factors
that must be taken into consideration when hiring
those separate roles. For example, you
might have to budget wisely and be cost efficient
when it comes to hiring. In today's digitally
connected world, you can easily find
skill and talent. So if you are applying
for these types of jobs, be aware of that. When you need a specific
job to be done, simply connect to
the internet and find a suitable candidate. And if you're applying
for those jobs, connect to the Internet and
go to a lot of these places. Job boards where
you can apply for jobs or put up your resume. Now when it comes to
accountability and tracking, many common tech companies use things like time
doctor or hub staff. Who will receive, the
CEO will receive, or the HR manager will receive exact time that you
spend on each task. You'll be able to
monitor the productivity of the entire team with that. Now if you don't actually are in accompany yet
or you're applying, or you're looking to
do your own start-ups or you're a freelancer, I definitely
recommend to download any of these softwares. Time Dr. hub staff, we use hub staff just because it is really good
for your own productivity. Knowing at the end of the week having a report of what
you're working on. And I really liked hub staff. It's a free tool. You can just start and really just click on and off
when you're doing stuff. Now, all in all,
start-ups typically have these crucial roles at
the core of the team, the general roles and
responsibilities and all startups are basically the same
as for other roles. Many startups resort
to outsourcing, to cut costs were possible. Again, be aware of this. It wouldn't be a piece
of cake to assemble a team or join a team, but selecting the
right members and selecting the right
company to join, while knowing all of these roles eventually will
certainly pay off. I'm really excited that
you're here with me in this video and I'll see
you in the next one.
3. Difference between marketeer and growth hacker: Hi there and welcome
to a new QnA workshop. As always, this is very
much an audio experience. Yes, we have video of course, but this is very much made for you as if you're asking
me a question which you can do through the
platforms and I'm entering them while we're sitting
and having a cup of coffee. Of course, you don't have
to watch the whole thing. You can do other things
while listening to it. That's how these Q&A
workshops are built. You can also take notes
while listening to it that way you're not
distracted by the visuals. And so without further ado, I want to go into
the question that we are going to be
covering today which is relevant if you are a little bit further down on your journey or maybe you're starting out and you just want to
note the difference. The question is, what
is the difference between hiring market
tiers and growth hackers? This is usually a question I
get asked with people that either run agencies or small businesses that
specialize in social media. And they might have a
potential client that came their way that really wants
to achieve a certain result. Maybe they want to sell out
something like an event. Maybe they're a public
speaker, maybe they haven't. These courses that
need to be sold. I usually tend to deal
with those niches. And so that question
becomes quite relevant when you're
starting to hire people or outsource
because you don't have the expertise if you're at the
beginning of your journey, this question might be relevant. Now obviously with hindsight,
I'm telling you this, but maybe you're interested in partnering up with somebody or getting a co-founder that has
a speciality in marketing. And so this becomes a, an extremely relevant question that you have to ask yourself. And especially one
that you need to understand when somebody has studied marketing
versus somebody who has an expertise
in growth hacking. So what does marketing
actually mean? And what is, what
are you actually getting when you're
hiring a marketeer? I really needed to learn
this the hard way. We had an internship
program where we collaborated with all
major schools in the country. And we were hiring market
tiers, marketing students. And at the time,
because my background came from performance
marketing and growth hacking, I assumed that that was
supposed to be marketing. But yet it is completely different
market tiers in general. Of course, every school
could be different, but from our experience, marketeers get taught specific
research type things. They're not really trained in performance marketing
and growth hacking, performance marketing and growth hacking would be what we in the online world or in the affiliate world
might know as marketing, which is you launch paid ads. You have a certain CPC. So cost-per-click, you're
analyzing your cost-per-click, making sure that your, every click that
you get converts as fast as possible
to a certain sale, and that's your cost
per acquisition. And then the lifetime
value you build sales funnels and
you make sure that you know the lifetime value of that customer becomes
really irrelevant. So let's say you sell something
for $7 on the first end, but then at the
end you're making a 150 or $1000 sales over the
lifetime of this customer, maybe they're signing up for a subscription or
something like that. That's very much a performance marketing growth
hacking mindset. You're constantly
optimizing, hacking your sales funnel in a way that you can get more exposure, more people coming in, and more sales flowing
at the end of the line. But with market tiers, it's a little bit different. Market tiers are
usually hired by corporates and they're usually hired for purposes of research. This is where this
is all the way at the beginning when you're
researching who you're perfect. One key fairness, your avatar, the perfect kind
of target group. How you can maybe Change target groups depending
on regions and countries, or maybe even students
or old people. Suits really like the
market tiers are using research papers and
analyzing data to come up with a report that will
become relevant for growth hackers and performance marketers to take
decisions width. When I was first
hiring market tiers, I assumed that I could hand over maybe a couple of videos
or something like that. Just tell them that this is the product and then they would build an entire funnel and
just feed that funnel. We're just a bunch
of potential buyers. They would scale
my organization. Well, I always definitely
wrong about that, and especially the interns do not actually learn
that in school. It took me awhile, a couple of years
actually to understand. And that was mostly in the
conversation that I had with an internship
coordinator from one of the big schools that we
had a collaboration with. I started realizing he chaired the curriculum that
they go through and they started realizing that a
lot of the things that is being taught in
university and college, it's just not taught by people who actually make
money with this. They're usually people who
learn things really fast. It has to create small books for their
students that year. You have to realize things
like TikTok and Snapchat. I mean, some of
these things become popular in a span of six months. So it's not even in the curriculum when those
students are studying. Some of these students
might understand the social media better than
the professor themselves. And that becomes a huge issue when these interns come to us. When we have a master
students who are graduated and are going
through traineeships with us. We also, especially me, I had to realize
that what they're actually learning
has nothing to do. There could be irrelevant for a kind of scale up like we are. We're very much a
smaller organization that is still building up. If you compare us to a Unilever
or something like that, I would emphasize that I had an even bigger realization
when I had a conversation with one of the global strategy
chiefs of the North Face. He was on the podcasts
that Goldman is this name. You can watch that entire
podcasts if you want to. But for me, there was this big
realization when I compare my conversation with him to what I actually had
experience with marketeers, they very much do what
I just explained, which is the research part. They're looking into
different markets, different regions, how to best strategize they use, they're using these reports to maybe launch a new countries. So you definitely need to
research market tiers, I guess. But it's very important to realize when you're
especially a startup founder, you're looking to team up with a potential CMO Chief
Marketing Officer, and you're starting to
realize that a market here, it doesn't specifically
means somebody who's going to exponentially
grow your sales. They're most probably
just going to be aware of how they
should market it, but not actually having
the experience to do it. Why is this relevant? Well, it is extremely irrelevant when hiring or partnering up, because you need to have specific expectations
depending on whether you hire a market here or whether you hire a performance marketer or growth hacker could
be another word, a performance marketer
or growth hacker. I haven't seen a
university study yet that actually has
that in their curriculum. Because the people who actually
know what they're doing, they're making money elsewhere. Sometimes they give guest
lectures because to give back, I tend to give back
to my university as well because at the beginning when I was
starting my business, They had a small incubator
that was not very well known. And so they accept mean to that incubator even though
it was super technical. And I at the time was
just starting out in media space and NADH, they were doing things
like solar car. So it was completely irrelevant. But the guy from the
incubator actually was a former agency owner and he had a website company
that he was making. This is like more
than ten years ago, but he had some
experience with that. And so they accepted me into
the incubator to help out as a way to give back guest
lectures definitely happened. And you can find a lot
of these guest lectures on YouTube from maybe
Stanford or Harvard, Wharton. A lot of these alumni come back and they did just talk to the
students to motivate them, but to actually have a
curriculum from someone who's making a ton of money doing
performance marketing, that's gonna be tough to find, which means that the
students that are coming into the labor
market usually don't really have a portfolio
testimonials or examples to actually
perform what they say. They probably can't
do the max that they probably at least that's from my experience,
what I've seen, weed people who just coming
out of their masters or interns that are
going through college at the moment and
then join us for like six months as an internship
part of their study. I mean, these people max that they would've covered
as case studies. Case studies are usually not super relevant because
things updates. And what I mean with that
is something that is popular six months ago
might not be popular now. And the reason is
human psychology, we get bored pretty quickly. If there's a lot of
******** happening, then we probably know that
this isn't very relevant. When you're using tricks and tactics that aren't
very authentic, people are going
to sniff it out. And so certain tactics that you're using are
just not going to work. And most of the case
studies that we've seen in the past has to do
with those things. Of course not all of them. But be aware that when you're talking about
partnering up, when you're talking
about putting your marketing skills out, their hiring a market here is a completely
different experience. Then when you're hiring
a growth hacker, let's talk about actually growth hackers and
performance market tiers. How do you hire them and
how do you handle them? Well, as I just explained, the conversation is gonna be
completely different because performance marketers
are only as experienced as the past
experiences that they've had. And so when you're
hiring them or when you're looking at for a
chief marketing officer, or you're looking to partner
up or outsource things. The first thing you'll be
checking is their past results. For instance, in our case, why do we get so many
clients that our course creators or YouTubers? Well, they're looking at past clients of ours
or the work that we do currently and they want
to achieve similar things. Or they've heard
again word of mouth have covered this in the
workshop in the past. We operate vary a lot
on word of mouth. And so we leveraged
that we tried to get to work with
bigger companies so that people just kinda
hear the news that we are really good and they
get to see our results. Our website is not
only riddled with video content that we've done in commercials
that we've done, but very much
marketing campaigns. Now one of the issues
that I had in the past, for instance, when I wanted
to put myself out here. So here's a story. I, myself tried to
book the agency away from just video content
and into video marketing. And one of the issues that I found is that
because I went into some of the biggest
corporates in the world, I had to sign NDAs. And so every single
time what would happen is I will get a client. I don't have to email
them and ask them, Are we able to share this? Is it possible to share that? And I would say maybe 80% of
the cases the answer was no. And in 20% of the cases
the answer was yes. That was definitely not
the way to go because the biggest things that we did was we're not able to share. One of the things that
we did once we've had enough a kind of cash in the bank and enough
social proof of clients. Well, we started our
own event company. Most of our clients, like I
said, we're course creators, coaches, people who make
instructional videos a lot. And so most of the content there would become relevant when
we create our own event. Because we kept saying
to people, you know, look how you have
to do this part. This is how you
build testimonials. This is how you
build video content. This is how you
build social proof, and this is probably how
much it's gonna cost. And every single time the
client would say, I mean, it sounds all reasonable, but we're not sure that
this is worth or budget. And so they would start
with these lower budgets. These potentially we could have had like a 100 K and sales, but instead we would start with 15 k and sales, which again, of course, we have
to be grateful for those sales and we
build it up over time. But at the end of the
day when you're running, at the time we were
with 28 people. The overhead is
so big, you know, 15 KHZ really not
going to cut it for us to pay
everybody salaries. And so one of the
things that we did is we started our event. When we started our
events initially, it was very much about just
bringing everybody together. But then I was sitting with my innovation manager
and they said, what if we don't
just bring everybody together and help
out a little bit, the startups and
stuff like that. What if we actually put in our R&D budget or research
and development budget, and we pull some of the sponsorships that we
did in other organizations where we felt less impact and we actually make this a
little bit bigger. Had this idea, especially after the first event when I saw
what the potential was. And so I kind of put a
little bit more effort than it was supposed to do. And I went into this space
and the idea was very much to create a project that outside
of the good that we did, we could also go to clients. And because there are
no NDA restrictions, we could say to them, Look, this is what we can do
if the budget was unlimited. This is what happens
when you actually trust as blindly and just
let us do our thing. We can Tenex whatever
you put in there, we can completely establish
you as a market leader. And we can totally take what is a course or a small
niche and involve more than just a couple
of people in this and just create this expert needs
specifically to this brand. At the beginning when
everybody was still skeptical and trying
to low budgets, suddenly we started
creating these big events. Then from there on,
creating communities. If suddenly we became
quite famous within the small local regions and the niches that we
were operating in. And so now when a client
would come to us, we weren't restricted by NDAs. We will be explaining
what we did for some clients without
naming names. And then when they would ask for examples, we would say, well, not only did we didn't
do it for clients, we actually did it
for ourselves too. And here are all
the details slip. This is how much
sponsors we got. This is how we got
everyone involved. This is how many people came. This is how the content looks. This is the commercials and the TV spots that we got for
free and all these things. And so examples, what I'm
trying to say is examples with growth hackers and
performance marketers become extremely important. You cannot really
call yourself a growth hacker or
performance marketer. If you haven't
really done things, reading a couple of books, it doesn't make your
performance marketer. You have to have actual results. And so within the event
niche, detect business niche, startup niche, we started gaining a reputation
because we had examples. We started drafting testimonials for you that this
animal is blogposts in details of how we scaled YouTube channels from a
2 thousand subscribers, so 30 thousand subscribers
and like three months. And so these were all relevant case studies
that we needed to create in order to
gain a reputation. So when hiring or
teaming up with somebody who's a growth hacker
or performance marketer. The first question you're
going to need to ask is please share like one or two of the past accomplishments
and you did that were actually extremely relevant to the thing you are going
to be doing today. I'll tell you another story.
I was once interviewing a growth hacker according
to his LinkedIn. And this was when we were
building our big event. And I thought we could just outsource this to a
growth hacker because, I mean, at the end of the
day it was a charity, weren't really busy
with growing it. And we thought, well, let's
get some outside help. We'll be putting in the
content that the Somalians, the organizing the
event that was like already way too much
and then lightening had like a 100
clients at the time was really stressful,
I would say. So I thought let's outsource this to have this
entire conversation. I sat down and was actually
pretty excited but skeptical. It was word of mouth, somebody who referred
me to this guy. And my first question was
pretty much can you show me some of the results that
you did in the event space? I mean, what what
would you do to go from a to 300 person to
ventilate a 1000 plus. He was just pretty much
babbling some things. I wouldn't have probably
read in a blog post. And because I had the
experience of running multiple events and having
this agency that I built. I knew that everything
he was saying was theoretical because some of these things we had already tested and we knew
it would not work. The cost-per-click would be too expensive for this
specific event. The acquisition did not work. That acquisition strategy
would not have worked in that specific region
because we had tested variations
on those things. And so I was getting
more and more skeptical. And what I realized as the
conversation went on is that the guy didn't even realize
that I was getting skeptical. He just started it
was a good interview. He didn't realize that
the detailed questions I was asking and his answers were being interpreted as super
vague and irrelevant. He thought he was
giving great answers. I started realizing
how important it is to vet growth hackers based
on their experience. As if you're at the
beginning of your journey. Let's say again the examples
I said at the beginning, you're either a startup
founder or you're just a marketeer or computer
or your outsourcing things you're partnering up, you need to have some
type of experience. Even if it is just taking
a 100 bucks and putting it in Facebook ads or
YouTube ads or Google ads, or split it up 20
bucks and each, just to set everything up. And then being able to ask
a very basic question, you'd be surprised how many of these performance marketers on their LinkedIn don't
even know how to set up a simple Facebook pixel, even though Facebook has automated everything
at this point, when I started with
Facebook pixels, I needed a two-hour
tutorial just to understand how to set up
on my WordPress website. Whereas nowadays is like two clicks and Facebook
does everything for you if you have their plugin installed
on your website. So it's just to say these small details
and definitely matter. And with 20 bucks, you can already find out most of the basic fundamentals that a lot of these LinkedIn
marketers don't know. You'd be surprised
again when we were hiring marketeers
because we thought there was no difference between a performance marketer and the growth hacker
or normal marketer. I was interviewing
seventies people. They were like 40
plus freelancers and they came
recommended as well. And so I assumed, okay, well, they're
older than me. They must have a
lot of experience and I would ask them like, Okay, so do you know how to set up like the LinkedIn Tag Manager, which is the LinkedIn
pixel pretty much. And some of them
were even surprised at LinkedIn hat such a thing. It was just kind of
hilarious when you're having these conversations
with so-called experts. The fundamentals
aren't even there yet. It's really easy to find
those fundamentals. I mean, all of those
fundamentals are explained in our social
media marketing course. A lot of people tend to say, oh, how basic, fundamental. But the basics and
fundamentals matter. Yes, we had the
security workshops to flesh out the details,
give you the stories, make you look more
professional if you're a first-time on the job and you need to explain some examples. But at the end of the
day when I'm hiring, I'm hiring and looking for him. Do you understand fundamentals? Have you seen the latest
updates that are happening? Do you understand those
and how to implement them? And if they're telling
me stuff that was relevant to years ago, then it's not that relevant. I'll tell you another story
a couple of months ago, I restarted some of the Facebook
ads that we were doing. And I think we had taken in a pretty long break to reshoot
courses and everything. And I was talking with a
buddy of mine who runs like, I know, 20 K a week
on Facebook ads. And I just had told
him that week. Oh, yes, so we've just
restarted our ads. This is how we targeted,
this is how we did. The guy literally
tells me like, dude, this is how they did it
a couple of months ago, you realize that these upgrades
have happened in link. It's way simpler now. Nobody is an expert, but the way to stay in
expert I would say, is to be surrounded by
people who do this actively. Who every time that
you feel like you're getting out of its surround
yourself with people, maybe from the people
from the course or something or Facebook groups. And just make sure to get great accountability
buddies and support. Because you're also going
to get sucked out of it and things move faster than
the social media world. And then these people are just going to put you back on track. Even though you have
all this experience, they're gonna be putting
you back on track and making sure to save you a
couple of months of work. Doesn't matter what type
of expertise you have. Always try a little bit and then go and start
hiring people so that you know
exactly what to spot when they're doing
basic things wrong. Now here's the truth. If you've invested your 20
bucks and all these platforms, you know how to set up the
basics and you kind of know what to look out for or
you did a simple course. And you understand
like for instance, we have screen-sharing
and we share everything, how to set up the basics. It doesn't mean that
you're going to right off the bat to hire someone
who's really great. That's where metrics come in. You really need to
understand your metrics before you start outsourcing to a growth hacker or performance marketer because you don't know what's possible. Let's say that your
cost per acquisition for every dollar you put in it, you get three or $4 back, which is pretty decent. I actually know a
couple of people who make seven to eight back, but they've a lot
of social proof. But let's say that
you achieved three to four once your hiring your
performance marketer. And they pass the basics and the fundamentals tests and
have great referral stay. They've shown some case
studies said that you trust and then you
unleash them on your Facebook ads and
suddenly they're achieving six to one within a
span of a week or two. It's really a week or two. We're not talking about months. A great performance
marketer will within, within a couple of tweaks, like potentially double
which you're making. If those things
aren't happening, you need to make sure
that you're aware of all metrics and
track the people. I would not recommend. I would almost
never recommend to hire a marketer or a
growth hacker if you don't know your own
product and how to basically market that, the fundamentals of marketing,
your fundamental metrics. You need to know
some basic things like your cost-per-click, your average cost-per-click your average cost
per acquisition, how each sales funnels working, what the conversion is
on each landing page. And you're like very basic ways to do that when you're doing, let's say we're taking
one niche Facebook ads. You're going to get right
away your cost-per-click, your average cost
per acquisition, like you're gonna get a lot
of metrics and just run your ads until you have a 100
clicks and keep optimizing, keep optimizing
until you have like 100 clicks and you're
doing really good numbers. On the page itself. Let's say you were oppressed. That's usually the easiest one. You have a heatmap installed. You can literally just Google. I use Hodge yard
that is HOT J, R, R. And it's just literally
a map, a heatmap. And it tracks where people
are putting their mouse, where they're scrolling to, where they're holding, how
much of the page they've seen. And so you really see
how long the average person's on your page where
most of them are clicking, what most of them
are looking at are the scrolling to the
bottom of the page. When you're actually
in discussion during the hiring process and people don't even know what a heatmap is already
a red alert. But if you know
those basic metrics, you're already going
to get really far ahead by knowing them. It's going to become
easier to see whether your cost per acquisition
is doubling or not. What are your overhead
is going down or not? Because a good market
deer will be able to achieve so much more
with more budget. For every dollar, they
could potentially get it to seven or $8 back. I mean, if you have a really
good performance market or maybe even $12, I haven't seen more than that unless you have some
crazy cool product. If you do have that
crazy cool product, please share it with us. I'd love to see how it works. But in general, you know, if you can sit between 4 $8, if you're at the if you
were at the two or $3 mark, maybe $4 mark, that's usually the time when
it's worth it to start maybe looking at hiring
an extra person who does your Facebook ads or
Google ads or YouTube bats. Then within weeks you should be able to see whether they can start increasing
how much money are, why you're getting back? When would I hire a marketer
versus a growth hacker? Well, there was one instance, one side realized with both positions do and
how to interview both. There was one reason why 1 higher in marketer
over a growth hacker. And that was when
we got accepted at an incubator in Barcelona
by the city of Barcelona, they were running a
contest and we add one. We were one of the five
companies that had won the contest to come for. I think it was a couple
of weeks in Barcelona. We got all these, all these connections with big companies like
Ogilvy and say out in the city would
go everywhere with us, open doors for us and
we had a working space. So the idea is pretty much
in those couple of weeks, we would have a mini
accelerator for startups, then potentially
explore Barcelona as a new opening market. At the time, what they
had done is they exposes. They gave us access to
a marketing agency. Before we came, about two or
three weeks before we came, we had an intake call and they started looking
at our business, what do we do and how we do it. A week before we came, we had gotten an entire
report of 20 pages. And it was like in detail of
how our business could be irrelevant to which
markets within Spain. And then also what
the potential was to scale to Latin
America from there. And it was literally
like avatars were in their keywords that we could potentially approach potential new
businesses and spaces. We have to be a part of. It was just this
massive report of very interesting data
before we actually landed in Barcelona
to start doing whenever we had to do at the
time in the accelerator. And so as you're
hearing from my story, when you're starting to scale, and that's why it's
called the scale up. You're starting to scale to
new countries, new regions. Maybe you're still within the country like
things like the US. And that's a big, a country with multiple states have
different cultures. So in those instances, you don't need a
performance marketer. You might need a
marketeer first, somebody who researches,
thinks, reports, things creates a very
nice 2030 page or report that then gets handed over to the
performance market, or maybe that's you. And then you start running your Facebook ads and Google ads and everything
because you now know which, what the most common
keywords are, who the influencers
are in those regions? Who you should be approaching? Which platforms are
most people on, in which age o, our most people would
buy your product. So those are again,
super relevant things. If you don't know that in
Europe performance marketer, you're gonna be probably
wasting a couple of thousands of dollars before we start figuring those things out. In general, if you've
never done pay debts, I can tell you the first $1000, maybe the first $2 thousand. Usually a pretty big waste. I mean, not wasted. We're
getting a ton of data. But that data could be also collected by a really
good market here. And especially if
you're entering a new country with
a new language, it's not as easy to just set up performance
marketing strategies. You can't just go and
run Facebook ads in Spain if you don't speak Spanish because you don't know
how to copyright those. And you don't know
if the ad is good. I mean, you can outsource it
to people who speak Spanish, but you don't know if that's
the language you should be using or you can't correct
them because you don't know. And so by having a
report from a marketeer, you can then go to a copywriter or performance marketer and say, Hey, so this is
approximately the avatar. And so based on that, can
you write the ads copy? Can you create the graphic
design that is necessary? Because then we can proceed and properly launch our campaigns. By understanding the difference
between a marketeer and a growth hacker or performance monitor market
are like we call it. There's a lot of potential
for you to grow. Now in most cases, which is why this question was
about hiring those people. This is going to be
an advanced problem. This is usually not something you're dealing with
in the beginning. The only exception
would be, like I said, when we see startups
pass through my event, the only exception is if
they're teaming up with a CMO, they want somebody who
has marketing experience. But then my recommendation
is in the beginning, always choose a
performance marketer. Somebody who has a, properly has case studies and past examples of actually making
money on the internet. It's not that easy to make
money on the internet. You have to have that skill
and experience to do that. So don't fall into
the problem of, Oh, this person studied
marketing and the university. So that means that they know
how to make money online. Those are two different skills and two different mindsets. And I had to learn
it the hard way by having actually
recruited those people, as well as eventually being able to talk on my podcast with people from these big corporates like Unilever North phase. We had people from WWF on those type of people in date really explained it to me like, oh, that's how it works and
that's why marketing exists. And that's why they're teaching marketing bad way in university. So with that being said, I hope you enjoyed it. If you have any more
questions about this, please let me know and I'll
see you in the next video.
4. How to choose platforms for marketing campaigns: Hi there and welcome to a new Q and a
workshop style video. This again, is not a
scripted workshop. This is literally me and you sitting down together
having a cup of coffee and just answering a question the way I would
with my coaching clients, with full of stories, full of fleshed out details
and not just a scripted point-to-point in
bullet list with all these theoretical things. I think partially
what people enjoy is that there's actual
practical experience and I do do sales the
whole time and am involved in some of the daily
operations of my business. Sometimes I pick and choose the teams that I want
to be involved in, but sometimes I choose to do some hard things so that my
skills can stay up to date. And that's why when
I do these calls, I enjoy being with people and answering specific
questions from experience. And so that's what these
workshops are all about. Again, this is not really
visual experience, so they are built in a way that you can just listen to it. You don't have to actually
watch everything. But if you enjoy watching, it's also built in
a way that you can take notes very easily. Without further ado, I
want to jump straight into my iPad because I have
some questions for today. The first question
that I want to cover is not that commonly asked, but it is important
enough because it's most, my sales started
with this question. It's very focused on B2B. So if you're into
business-to-business, or you want to start an agency, or you want to sell to
clients or small businesses, you're gonna be dealing
with this question a lot. The question is,
how do you choose platforms when creating
your marketing campaign? Now you got to
imagine I work mostly within my agency with
corporates. What does that mean? Now I think almost a
decade in the agency, we have about a 150
corporate clients. Most of them were on the
preferred supplier lists. Some of them were
going through tenders. And tenders are these
government applications. And then you have to go through it and you win this tender. And then that means
you win a whole task for a couple of years
sometimes where they call you up as a preferred supplier
and then they give you these tasks so that you actually don't
even have to do sales. Of course, the whole
process of getting a tender is really
hard and expensive, but if you're in that
position, that's worth it. But once you're working
with these corporates, what tends to happen, especially at the beginning
or at the end of the year, depending on how they
work with their cycles. I've seen some innovative
corporates divide up into teams and
then every quarter they have some type of addition, even though their budgets
are pretty much allocated. But what tends to
happen is they create a marketing plan and
there's a budget involved. And usually there's
a budget involved on videos specifically for
branding or for advertising, but there's also a
budget involved for how much they are going
to do with advertising, specifically on social media, but also branding
advertising like TV offline advertising
like ads on trams, on trains, that kind of stuff. There's a lot that comes
to width that in general, some people tend to ask me
very commonly on the calls is, what are some of these
budgets that are realistic that I should
be thinking about? Well, my experience has
been that usually I don't actually deal with the
Chief Marketing Officer. I start a conversation there, but they usually refer me to the people who are actually
executing on the budget. So yeah, it's not the chief marketing officer
deciding things. There are people
under them that are actually executing
on the budget. There's a budget allocation that comes from the chief
marketing officer, but then there are
team leads then decide specifically what
the budget is going to be allocated to and to which preferred supplier
it's going to go. And so in general, most of the team leads a
DIYbio with a have a budget of about a 100,150 thousand Euros. It's actually, and
then from there to kind of decide in videos, I would say six-figure budgets over two years seem
pretty reasonable. I haven't dealt a lot with team leads to have
budgets over a million. Maybe the company might have
those types of budgets, but I haven't really dealt
with those hyper budgets. But again, if you
have enough clients, that's more than enough
and when you're winning tenders, it is very hard. But if you have one
or two tenders, those are usually multiple
six-figure contracts and in some cases, multi-million dollar or euro contracts that you'll be winning over a span
of certain years. So if you went a couple, you're pretty much doing
really well as an agency. That's the number of society. But one of the most common
questions again is, which platforms do they choose? How did they set up their
marketing budget and plants? I mean, I literally
got this question a couple of weeks ago from
a client, which is, can you tell us the prices for the projects you did last year
because we wanted to do something similar or maybe
even double that so that we can get an indication
of setting budgets. So sometimes we actually have
to help them set budgets. The conversation starts
completely different. And actually, when you're
dealing with these clients, you have to sit
down with them and decide what your
focus is going to be. Our focus is video marketing. So obviously we're
gonna be heavily skewed against video
type of content, but video type of content can
be both online and offline. I mean, you think about TVs, proper banner ads,
or Google ads, but actually banners, big screen commercials like
in New York, Times Square. So those are pretty much
offline ads and we're mostly focused on video
aspect, but within marketing. So when I was doing our event, we handled proper marketing
national campaigns. And then when we scaled
our events within a year towards bigger countries
and starts setting up collaborations
with Finland's, we did Helsinki with slush, which is one of the
biggest scanning Scandinavian like Northern
conferences there. And then we had a
collaboration with the largest
conference in Europe, which 150 thousand
people that pass by in five days at
Mobile World Congress, we had an impact stage there where we collaborated and
brought people together. And in North America we set
up a collaboration as well. And so the way we did those
things is by leveraging, again, marketing campaigns
both offline and online, and strategically
choosing platforms, not only Facebook
ads or Google ads, but very much so
also offline ads. And that's what I'm
gonna be diving deeper into kinda very long intro, which usually these
type of workshops are. If you have deeper questions, you can always ask me of course. But when we started with
startup funding event, that's the example I'm
going to be sharing today. The goal is always local,
national, international. What does that mean
when you're setting up a marketing campaign, you want to dominate
the local markets. We're talking SEO dominates the SEO keywords for
your local town or city. Dan, when you've dominated that, go national tried to dominate
that Ben go international. Maybe in our case it'd be Europe and then only we
would go global. So we always follow
this model for whichever marketing
niche we would go into. You'd start with SEO and
then scale that from there. We then went to Instagram,
scaled from there. Then we went to what
was it at the time? We were doing newsletters, so we're building
up our email list, started scaling that from there. Then at the same
time we were doing collaborations and
seeking sponsors. And same thing there. We went local, then
we went national, and then we went international. By the time we did
our third event, we actually ended up
being in Helsinki for our first
international event. And this was all within a
span of like eight months. Pretty crazy stuff. If you look at that growth and then you look at marketing, there are certain things that
you want to stand out in. If we're looking at local, you need to consider
offline things. In our generation most of the time when a
client comes to me, they're very much focused
on the pay-per-click stuff. I mean, at the end of the
day you haven't great data. Let's be honest. You know exactly what
your cost-per-click is, exactly what your CPMs are. So per thousand metric, you know exactly what your
cost per acquisition is. You can script out your
entire funnel AB split test. The issue is that if you're
building a corporates that is massive and
has a lot of know-how. There's also something to
be said about branding. If you're building a
startup like we were, our little event
was non-existent. There's also a lot of branding that needs to be done only if you're thinking about having accompany for the
next 1020 years. If you're not thinking
about the next 1020 years, I would argue. Sure. You don't have to go
offline, just go online. Facebook ads would probably
be the best thing for now. It seems to convert the best, although I would say
YouTube ads and Google, that's a really starting to, to beat Facebook after the whole algorithm
FEA fiasco with the iPhone launch and the
privacy settings there, which we'll dive
deeper into later. But when you're starting and
you're looking at a decade, two decades up-front
building a proper company, maintaining a
corporate sitting down with a potential
corporate client, looking into marketing campaigns in which platforms they use, you definitely don't want
to dismiss the offline. Offline. What does that mean? So when we took
startup funding event, one of the first things
that we looked at locally is to collaborate with
the city officials. We got on their radar and
we started sitting down and pretty much telling us the ideas that we
had for the event. And the idea is we're
pretty impressive for them. And so they said if you're
really able to pull this off, then we're able to pretty much introduce you to
some people that we know and get you discounts at
specific strategic places. So one of the things that they
mentioned they could do is help us get on a massive screen next to the central station. One of the questions that
we actually asked them was, whereas the largest foot traffic where most people are at, because startup funding event or events is very focused
on tech and startups. But we wanted to
expand it a little bit further than just
tech and startups. So they found this screen next to the central station
and gave us print these, pretty much sponsored it. So that's what
ended up happening. They sponsored us the screen
so we didn't have to pay for it and allowed us to have
a commercial set for that. So we actually
created a commercial specifically for that screen. Now, this is what a
lot of people tend to miss when you are creating an offline commercial like that. It allows you to get traction
on other offline mediums like TV and still analytic banners on trams and
stuff like that. Because we were
featured on the screen, we were able to also get
a couple of slots on TV. Now, here is where the 21st century comes
in with marketing. A lot of people think
you put it on TV, you put it on the big screen and suddenly you're gonna
get thousands of people. Again, that's where
the original, I guess our generational, my generation market here comes in the performance
marketer that says, listen, this isn't
going to work. You don't have your CPC, you don't have your CPMs. This TV ad is just a
waste of money and time. But what we've found is
something different. What we actually
did is we recorded a specific vlog and Instagram
shores around those ads. And then we also created a
campaign we had at the time, I think like 28 employees. We made sure that
every single one of them, including the interns, would go and take a
picture and posted with the hashtag on LinkedIn and then tag everybody
from the company. What ended up happening
is this massive, massive social
proof for an event that was literally not
even one years old. Offline has social
proof that online does not have a lot of people are trying to build
these huge summits. And then they do a one-off, lose a ton of money
and they're gone. What not a lot of people do is they try to market also offline. So when you have
commercials running on TV, on Time Square or a big important city
within your country. These are all leveraged things. Sometimes having money,
let's say the city would sponsor you or a sponsor would give
you financial money. That's really nice. But there are other
things that might be more valuable because it could
attract more sponsors. One of the other things
that we did now that we had a ton of social proof is
we took a bunch of videos, bunch of pictures,
and everything. We included it in
the after movie, we added it to the
sponsorship booklet. And so new sponsors that we're getting introduced
to us sawed and the sponsorship booklet
that we were pretty much featured in the largest
screen in the city. And remember what I
said, local first? So as we were going
local to sponsors, we could mention, look, the city is a sponsor. We are able to be in to feature our sponsors on this big screen. We're able to do all of this. Remember a lot of people. This is the truth. A lot of people still have
a little bit of an ego. If they have a business, they want their
business to flourish. They want everybody to
see their business. They're not really looking
at CPMs and CBC's. Sometimes an award might be much more valuable to them then
having a sale that they, sometimes of course,
if you're struggling, sales are very important. But sometimes getting an
award or getting featured on a big screen if you're
a local entrepreneur, could be so valuable and such
a good memory, I noticed, at least especially with
local small businesses, are just local people
that are working. They will always
remember when they got an award or when they were featured on a tram or something
like that or a metro. And they'll probably forget the sale that they
did yesterday, unless it was massive. But if it was a common sale, they'd probably forget that. But they'll always remember these little mementos
that you can create as you're creating
offline marketing experiences. We've always focused on creating these offline
marketing experiences and then leveraging them towards consumers by creating
social proof and proper online
marketing campaigns around it on relevant platforms, obviously with startups
and any event, it was very important
to be on LinkedIn. And so we did and it
created a ton of buzz and that's how we
scaled pretty quickly. And then on the business side, we've got a ton of
sponsors locally. When we started
scaling nationally, we started looking obviously
at the biggest city and we copy pasted the same process
going to the biggest city. But because we were now
in the biggest city, we could collaborate
with bigger events. So the first event was
actually in Rotterdam, the second largest city
in the Netherlands. The second event
was in Amsterdam. And at that point, the city of Amsterdam
heard of us and got us in touch with the largest capital
week that was happening. It's called Amsterdam
capital a week. And they had like 3
thousand investors come by and like 30 events
were happening. And because we've got such a reputation within a
couple of months, we were invited to
close bend events. What was useful and
the reason why we became instantly
famous, you could call, even though it wasn't
really instantly famous, it was mostly these offline
nuggets that we were using. It wasn't our Facebook ad
campaigns or anything. It was the fact that we started
collaborations and using these videos and
social media campaigns that we did on
offline advertising that Amsterdam thought
we were serious enough to get in touch with all these other events
that were usually quite established and
already multiple years at part of that calendar. That was our national campaign. And again, we just copy
pasted the exact same thing. Now because we went
bad way and we went national and we started collaborating with
other platforms. This was the first event
where I actually did not need to do any advertising because of the Keller
collaborations and all those people coming into that week
and seeking events, we just literally got
overflow to its people. I think the venue could
carry 200 people. We had like 255 people show
up, people are standing. It was pretty crazy. But so that was national. So now we zoomed out and we started looking
at what the next step was without actually not even a couple of weeks
after that second event, We got a question from a pretty large
conference in the north, in Scandinavia from Finland, slush, which is 20
thousand plus people. We got on the radar of
the city of Helsinki. The director. We were talking and he pretty
much made us an offer. He said We have to do
this during slush. We started
collaborating now with our contacts in the Netherlands
and our contacts in Helsinki and suddenly
found a way where we could become this
official event of slush, which is 25 thousand people. And this was pretty much like this little snowball that
started with leveraging these offline marketing
cycles that create instance social proof and make you look like you're bigger than you are. And then suddenly you
actually end up going international and doing
this pretty big events. And being part of
that experience. When we actually came back from that, we started reflecting, how do you use this and
what did we do wrong, and how do you use
this leverage that we created to scale
this exponentially? Because at that
point we're done. I would say the
biggest event would be maybe 300 people or
something like that. And so the question was,
how do you scale this like five times, ten times more? The question was pretty much, could we go at 1000 plus
people at a pretty big events? These are marketing questions. These aren't event
planning questions. So all of the leverage
that we had buildup. So when I say leverage, I'm talking about marketing
tools that we took pictures and videos of campaigns, the
sponsorship booklets, the existing sponsors
that we had locally, the existing sponsors
that we had built up nationally and
internationally, our connections with
the government. And through them, we had also met people and
potential sponsors. And so the question was, how could you involve all of those actors into kind
of a local issue event? And so the question was, well,
you need to go way bigger. And if you go way bigger, it becomes interesting for
everybody to be a part of it. That's what we did. We went around, looked for a
conference room that could hold a big event and we found
the largest concert room. And we ended up just, they loved our idea of what actually happened
there is I walked in, I explain our idea. I showed our
sponsorship booklet and mentioned that the
city is behind us. They love what we do. We, we, we showed them
a ton of testimonials, I think at that point where
like 30 testimonials, we had companies like
Microsoft and stuff like that involved Accenture and the
Big Four stuff like that. We're somehow involved by either judging or
being an ambassador. And so they gave us a massive
discount because they knew that we would be featured on big screens and stuff like that. And so we went ahead and then eight months later we created this pretty big event
where people would be flying over from
all over Europe. We even had people that wanted to fly over from Latin America, startups, but unfortunately
they couldn't afforded, which is why we eventually
ended up scaling digitally and using these methods that we did to build a
physical event, to go online with
the podcast and an online networking events and these courses
and stuff like that. By spreading further all of all of what we
stand for an omission. But so what I'm trying
to say and when I'm trying to open up your mind to in this workshop is that you really shouldn't
dismiss offline. There's so much value
while we're shifting from generation to generation in
this offline kind of working. I mean, you got to
think about it. Most of the people that will be watching this course will be probably under 30 or
under 40 years old. But there's a lot of
people working in corporate marketing
that are 40 plus, a lot of Chief Marketing
Officers that are 40 plus. And they also know the value of watching TV and building
a brand through there. I just gave you a
startup example. But sometimes if you make it or you're in
this a couple of years, you're looking at a corporate Client and you're trying to collaborate with them.
Think of this story. There's so much more you can
do by leveraging offline and online when you're having this conversation and the
budgets are being determined, you need to ask them what
the goals are for bad year. If the goals are to achieve certain goals around branding, you're definitely going
to have to leverage TV and offline things
for people who watch TV. I mean, think about it. Does your grandmother
or grandfather and B, they use Facebook at the moment. Sometimes they do, but I mean, I can I can tell
from my grandma she probably just watches TV if
I would call her right now, she would probably
still be watching TV. You got to leverage
those things as well. But don't under leverage and leverage it
the way we did it. And so as you're sitting there, gift the corporate person that is their ideas like Listen, we have to leverage, we have to get out there. But the issue is that if
you get out there and you put a banner on
a metro or a train, you're not going to
really see proper data. We need to add on
to that campaign something that will
allow us to get data. You're putting stuff
on trams or metros. Maybe add a QR code to that. Maybe add a specific
campaign where people meet up and then every
time they see that banner, they take a picture
posted on LinkedIn with a specific hashtag
and they get some type of reward for that where
they didn't drafted for a lottery or anything
of those things, you start combining
offline and online. And so whenever I get
into a discussion, sometimes I go to
these big conferences for marketeers or YouTubers, content creators,
a lot of people, especially the younger
generation people around my age, I guess I'm a little
bit in my mind, but they tend to just
dismiss offline completely, whereas there's so
much authenticity in the offline as well. Because again, like I said, many people are doing
these Facebook ads, but not many people are doing the combination where they
get featured on this massive, massive screens and then they use it as part of
their Facebook ad campaign. All these things they
just add to social proof. They add to a bigger campaign, they add to a better brand. Definitely leverage
those things. That's kind of like in short, why you should be
considering offline and online and combining them. But the question specifically is how to choose the platforms? Again, I'm going to give you
a very lawyerly answer here. It depends. I used to study law and
my professor always said, you know, it's a lawyer
when the answer is, it depends, but it's a great question and it's always the same answer.
It really depends. What does it depend on? Well, if you're sitting with a client or you're part
of a small business, it will depend on the goal
that you want to achieve. I'll give you an example. When I said what a corporate, most of the time, their goal is to hit certain
branding guidelines. They want specific
amount of new clients, that's usually a KPI, or they want a
specific amount of contact points with
existing clients so that they are
fresh on my mind. So that means that maybe
every quarter they want two or three shoutouts specifically targeted
for this client. They want specific use cases and case studies and testimonials
that are focused on specific
industries and niches that they can establish
expertise around that. And so when they are looking at, when you're asking what is your goal and what do
you want to establish by the end of the quarter
or the end of the year and the answers around the KPIs, the key performance indicators. So pretty much the goal
that they want to achieve is I wanted to become an
expert in this niche. I want to make sure to
add my existing clients. Don't forget about me. Then you start drafting
campaigns around that. I'll give you a very kind of interesting and
creative campaign that we came up with, which is stay on top of
mine with specific clients. Usually these are
also corporate, which you can do there
is create testimonials, a ton of testimonials. You can also create a podcast. And when you're launching them, We didn't Facebook
or within Google. You can specifically target keywords on Google
and then specifically target people that work at a certain company or have
liked as certain company. And then just keep running these testimonial
ads all the time. Sometimes that's even just
cheaper than creating a full-on commercial for
a specific company. Just have a ton of testimonials. I think artists ceremonials
have a specific price point that if you order
embolic it just getting discounted by a lot. So it becomes worth
it to have like 20 testimonials and just run these Facebook ads targeted and all the people that
are working at a specific company on LinkedIn, you can definitely do that. You're definitely on
top of mine bad way, even though you're not
in direct contact, then you can also use those
system millennials to put people on a newsletter
again, marketing. Is there a newsletter
funnel happening? Is there a nuclear
specifically for clients? Is there a newsletter that
doesn't annoy clients? Are you doing
monthly newsletters? Weekly newsletters
is their permission to do those type of things. Then you use content, could be blog posts, it could be videos, it
could be infographics. That's also a good one
where you send people, like through a newsletter or by targeting with paid
ads to a specific. Content piece that keeps
you top of mind by dad, you're also establishing
expertise within that niche. Another thing that we did, which is becoming quite
relevant more and more, mostly on the success of our event because we
keep recommending it. Having us as a case study. We start recommending events. A lot of corporates. We notice it's a common
thing among corporate, but a lot of them
want to achieve innovation and
connection between like, they want to create
these ecosystems. Like a cliche word and a lot
of them are using nowadays, which again, totally not bad
if they can achieve that. But still a lot of them again, thinking about offline instead of paid ads and
content creation. A lot of them, we
recommend doing an event, a little get-together. Literally. Today, this morning I was scrolling
through LinkedIn, one of the people
that I knew just got a new office in the center and they got like a whole floor. And within that
floor or two floors, I think they were
going to create an experience center and that's actually not the first
client that I know. They're not a client,
just somebody I know, but we haven't literally, I think a couple of dozen clients that have
experienced centers. And within the
experience centers, they invite startups
and they invite other corporates to create and collaborate on projects
together or to just, you can use the tools in the
workshop to create things. Experience centers are great, but also one client does monthly or quarterly
events where the whole cities
invited to within a specific sector gets sold out. I think they started
with 50 people and now every single event is
350 people, at least. For demo is very much
about connecting people, creating an ecosystem
of innovation. One of the first things that I remembered that we
did when we started those events was just a
bunch of testimonials. We did a couple of after movies, but our focus within the after
movies was testimonials. I think we've got at least five to ten testimonials
in the beginning. And then now it's like
third 2530 testimonials. As you're noticing throughout my conversation,
testimonials are massive. But by creating that event, they started creating
a reputation for themselves,
which is branding. And those events were also used on websites and
marketing campaigns. And through word of mouth, they started becoming
more of a player. And then if you have
something in one city, like you noticed with my
story of funding event, you just copy paste
it into other cities. And so that's also
what they did. They started off in their main
where their head offices, and then they started scaling to all the satellite offices that they had and just kept
doing the same events. And then dad worked, you know, what they did as well. They started scaling
the same concept. The same person was suddenly her team was in charge of doing similar concepts in
different departments. Like the venture department
which invests in startups and with the budget of the profits that
the corporate has, just start creating
events within there, those who are exclusive
and they started inviting super high-end investors
and you know what they did, they use the testimonials or the proof of concept that
they had with those glow, those major events that were
accessible to everyone. One thing always
leads to another, had one mentor once tell me, I say this almost every time if you have a coaching call with me, you'll probably notice. But I had a mentor. One's very simply put to me, if you want to do something
within a certain niche, just started doing it. He was so simply puts, the more you do of something, the more you'll be
doing it more and more, the less you do of something, the less you'll do of it and
it'll get less and less. So if you want to do
more video content, start with one, do a second one, and then eventually you'll
figure out a system. Opportunities will
come your way and there'll be more
and more and more. And if you don't want to do
something with video content, you'll notice that you'll
probably do less and less until we are not
doing anything at all. If you're not doing marketing, you're probably not going
to do marketing at all. But if you're doing at least
a little bit of marketing, you'll notice that it'll
get more and more and more until of course
you start doing less. So that's kind of a tip. I would close on a little
bit of case studies that I shared with you of specific things that
people pay me for. I mean, I guess when
you're listening to the theoretical application is scripted videos
that we've created. It seems like so theoretical like how can you
actually make money with it? But when you really
think about it, everything I just told you
seems really reasonable. Something you would actually pay for a testimonial videos, creating specific
events, attract people, doing it on a specific calendar. So then he keeps coming up, keeps happening using
events within departments. How we scaled our events
suddenly seems so reasonable. A lot of people look
at the scale of it. How many testimonials
the podcasts is getting a ton
of listeners now, the big people that we have. But I mean, it all started, like I said, with little
things that we kept doing. We did more and more
and more unjust, just grew to more. And it was never rocket science, it was never some crazy thing. And so I always mentioned, even though marketing
is hard to learn, it really isn't rocket science. You just need to do a little
bit more every single day. If you've done more today
than you did yesterday, you'll be doing more
tomorrow than you did today. I guess with that, I would probably close
to a story here. I hope you know the
value now of offline and online social media
and marketing and how you should be choosing platforms from creating
your marketing campaign. Again, it really
depends on the goals, and so anything
could be irrelevant, but whatever you do, I hope you got the message
that it's never one platform, it's sometimes a combination. And even though your
distribution might be on one platform and
that's what I would also recommend keep
to one platform. You can leverage multiple things and then maximize kind of what you're gonna get the
return on your investments through this one platform if
you're running Facebook ads, think also about offline
things that can boost your social proof so that the Facebook ads get
more clicks and do more. Yeah, that's all
I wanted to say. I hope you enjoyed
this workshop and I guess I'll see you
in the next one.
5. Imposter syndrome Large budgets & Campaigns: Hi there and welcome
to a new QnA workshop. Today we are going
to be dealing with quite an intense question
that I actually do get a lot, especially on the
coaching calls. I would argue that most
of my coaching calls are happening because they want
to deal with this question. Have my iPad with me. The question is, how
do you deal with impostor syndrome on large
marketing campaigns? Of course, this Q&A workshop is unwritten so that you
can get full details, all the stories and so that I can share and talk with you. If you're having a cup
of coffee here with me and you're a coaching
client of mine. I'm just literally explaining
everything unscripted. But again, I will emphasize this in case you haven't
seen other workshops. This is very much an
audio experience. The videos there if
you wanted, of course, but it's something so that
you can take notes while listening or while
doing other stuff. So with that being said, let's dive straight into the story that I have
prepared for you today. Again, dealing with
impostor syndrome, my first answer would
Imposter Syndrome is it never changes. I remember my first €300 sale. It was my first sale
that I did within my agency and I was so nervous. And then I remember a
couple of years later I got my first opportunity for a
Ford thousand Euro sale. You have to imagine, I was pretty this was like, I think the first
year in business, I was still a student 4 thousand
years I was really poor, no parents or anything. So 4 thousand years
for me was half a year worth of food and
brand and everything. I was living in
subsidized housing. This was a crazy to me. I was super nervous
there as well. And then as I progressed
and I moved to a new city, we started scaling the company. A couple of years later, I started dealing with
these 10€20 thousand sales. And now 1, I was sitting at tables for €100 thousand sales. And people had these
campaign budgets for an entire year of
super nervous again, again walking in their
calling the day before. Nervous with my
girlfriend and my team. And what do I do? What do I say? Nowadays we're working
on tender projects tend their projects are
usually these global, not global public
institutions that have to, because it's a democracy put there that they
want new suppliers. They have to put it
on an online portal. Because as a democracy, everybody has the right to apply for it and proved
themselves to be the best to become a supplier from these
governmental agencies. And so those projects
are million-plus, sometimes 2 million
plus over a span of, of course a couple years. But it's crazy and it
all comes down to, I would say the same story that I initially heard
from my mentor. He was talking at the time. He was explaining how he was doing his business
and stuff like that. He was this digital nomad. Before digital nomad
was a fitting, he was traveling
around the world. He's making anything
more than a million revenue staying at hotels
and stuff like that. He was explaining that there are two types of entrepreneurs. He was talking to me. So obviously we're
going to use he and he. He said to me that there are
two types of entrepreneurs. There's like the
infrastructure guy and leg, the show guy. With infrastructure. That's usually someone
who isn't like too sure there isn't like
way too much confidence yet. Or maybe there is confidence. But usually it's someone who's building the
infrastructure, the structure, everything,
their processes, everything's ready to go. It could be an
example, let's say I'm a freelancer and it can
be ten videos a day. My infrastructure is built
around ten videos a day. I've tested it. I have all the software
I volt at Tech. When I go to my client,
I'm telling them, Hey, listen, we can definitely
deliver ten videos. But if a client
asks me 12 videos, then I'll be worried. I don't know how to do that. Imposter syndrome might
kick in because I don't have the
infrastructure yet. I haven't proven
myself to do that. Infrastructure has
a lot of things pre-build before they
walk into a meeting. Then there's the
show type of guy. Again, there's no
good or bad at 1. Everybody in their journey
is going to be either or. You're never going to
be one or the other. But of course, depending
on your confidence levels, you might be more to
one than the other. And so to show guy might
have way more confidence. This is the type of guy. It just goes frontlines
calling regeneration cold, calling all these
things that are super crucial for the business. And they really don't
worry about how to fulfillment will work there pretty much
there for the sales. And I've seen, I've had friends literally scale
within one year from 0 to 10 million revenue
year because Dave came, they came from jobs
where it was just much easier to do that for them. Money was not a thing for them. They just kept selling, selling, and then they use
the money to hire an operations officer
or something like that to build out the infrastructure
and fulfillment that customer service as
the sales kept going. Of course, the growth of
somebody with more confidence is always going to be good and
better and much faster. But the reality is that you
can also become confident as an infrastructure guy because the more infrastructure
you have, the easier it is to take risks. And if you fail, then it's
not going to be a problem. At the beginning, I would argue imposter syndrome for
me was the worst. Everything dependent
on the sale. I needed to close a sale so that I could pay my rent and
have food on the table. It was either dad
or I would have to work on all these
side jobs and I was doing and so every time
I would walk into a meeting, I would have so much imposter
syndrome beforehand. And then I tried to
switch it off and do all these tricks
to confidence boost myself and walk in and just have a
natural good meeting. But there was so much
imposter syndrome. I remember our first time we shot a commercial for Coca-Cola. Pretty much Coca-Cola laid
out that if you cannot shoot this commercial within
it was a 48 or 72 hours. We're just gonna go with one
of our preferred suppliers. I took the challenge, but I had never shot a commercial with
actors in 48 hours. I had no idea what
I was gonna do. And I remember sitting with my script writer and calling
him the night before to shoot for like three
to five hours and just sitting there every single
detail of the script, he had to explain to me
how to actors would move, what they would do, how
it would look like. It was like such a
long conversation and still the next
day I was so nervous. That was I would say
definitely imposter syndrome. There was no infrastructure even though I had
a script writer, my actors who were
reading, my camera guy was a professional, and yet I had never done it. So in my mind, it was just the connections
were not there. Luckily because I had
infrastructure and a great team. It went super well. For the next commercial, I had a little bit
more confidence. I have more stories like that. But the goal that I'm
trying to tell you is that every single time
and opportunity had presented to me in a way that is a little bit
outside of my comfort zone. Imposter syndrome kept kicking in no matter how
big the sale is. Another example that I keep sharing startup funding
event, of course, the other company
that I created, We didn't lightening
the issue is I have so many NDAs, so
many corporates. I'm not allowed to
mention or talk about. Some I'm allowed. And so their logos
are on the website. There. Examples are on the website, but that's partially why we also created startup funding event
outside of the giving back, we weren't able to
use it as an example. This is what happens
if you give it some limited budget and you just trust us because we
know what we're doing. It's a startup funding
event was very much dat. This is what happens
when we started it. It was kind of easy. I wish I had a I had
a team of 12 people. We were working together for a year already or more
with some people, I think somewhere
like three years already in the company. There was trust I
trust that they trusted in me that
gave me confidence. So the small first
couple of events, couple of a 100 people, it didn't face me too much. We had a qualified AT
Conference manager, things were going really well. But I remember having massive imposter syndrome when our big events started coming
up a 1000 plus people, I'd never done that. It was so intimidating
to go and host it. Nobody in the team had ever spoken in front of 1000 people. I was the only one who at
some speaking experience, because I used to get invited by these companies like Ted
eggs and Google to speak. And so I decided to
just do it normally, I didn't even want
to be on the stage. I lead all of my team members be on that spotlight so that they could further their
personal brand. But at 1000 people, that's a little bit
too much pressure. So I decided to do that. I had Imposter
Syndrome on there, but the whole thing
needed to be organized. We had to conference
managers and I was somehow Conference manager
as well because obviously I was
creating the event. And so it just became
so intimidating and it had the whole time
imposter syndrome. I can tell you that it only stopped the moment
the events started. I think we started around
five or six o'clock PM and I walked in and
the event was full. And it was just
like this relief, like holy moly, this
actually will work. And I have to trust my team way more than they did even
though I was trusting them. But if it wasn't for them, we would not have
accomplished those things. So what I'm trying to
say is in the beginning, you're very much dependent
on your confidence to deal with impostor in
the imposter syndrome. But as you progress, you're going to have
a support system. Maybe you will create
an accountability team. Maybe you're going to have
an accountability buddy like I have every Sunday. Maybe you're going
to have a coach, maybe you're going to
join a mastermind. Maybe you're going to
have that script writer like I had at Coca-Cola. And so you're gonna have a support system and
as you progress. Imposter syndrome
isn't going away, but you're gonna be able to
deal with it better because you're going to have the
support system around you. And if you have a
better support system, suddenly you don't have to be the infrastructure guy
because you can progress, you can become more and you can start going into
this show type of entrepreneurship where
you're talking to people and pretty much selling
something you don't have yet, but you're trusting that
your team can deliver. I'll tell you another story. Then my mentor actually
shared to kind of illustrate the difference with infrastructure guy
and show a guy. He was talking about how he would travel
around the world, but he wouldn't always
stay at the Four Seasons or like some fancy hotel,
five-star or something. Sometimes he just say like at
a four-star or three-star. But he'd have
important meetings. He was I think generating
more than a million a year. Some of these meetings. And he always made sure
to have those meetings at a five-star hotel in
the lounge, in the bar. And then at the end
of that meeting, he'd see the people out. Faster reception and then he turned towards the elevator's. Now again, I don't
recommend doing this, but this is one way
that you can do it. He turned towards the elevators and see if it makes
sure that they're out and only then leave the
hotel and go to his hotel. And so that's another
way, you know, social proof is quite
valuable in some industries. There are some industries
people who have made it made more
than ten million, a hundred million, they're just walking around in jogging. I have to emphasize that usually tends to happen in
the United States, more than a dozen other
countries like Asia and Europe. My experience has always been that if you're in a
business setting, you always dress respectfully. The way I learned this
from martial arts, the reason you
dress respectfully, you have your belt tied, you have your properly setup has nothing to do with yourself. It has everything to do
with respecting others. You have a clean
everything so that your insensate and your
instructor sees that you care. And so when you walk into your office and you're
not dressed very well, then your employees will, could get the impression
if they don't know you, maybe new employees or interns, that you may be
don't care enough. Whereas if you walk
in properly dress, you don't have to be
in a three-piece suit, you could, of course. But then people will definitely not deny that you don't care, especially if you walk in
with a three-piece suit. But it's just again,
every setting has a different way of making
people feel uncomfortable. I usually tend to dress quite normal like a
casual type of setting. Because at the end
of the day, people are sitting at home and the way we are talking is as if we were meeting
for a cup of coffee. I'm not going to wear
a three-piece suit at a coffee shop, of course. So again, dress out of respect for others.
That's how I learned it. But there are many ways to become this show
type of entrepreneur. I just noticed for
myself as I started, it was so every sale matter so much my confidence
was pretty low. I had to build it up. And so I always feel more comfortable with being
the infrastructure guy, having everything accessible,
knowing exactly what we can deliver and stretching my comfort
zone a little bit, a little by little. But again, that's maybe not the best way to
do entrepreneurship, but it's definitely enough
to get to a certain height, especially if you're
at the beginnings, the first couple of
years getting your first 1000 a month,
ten thousand, a hundred thousand among these aren't definitely more than enough infrastructure is
never going to falter you. Whatever it does, it will
definitely protect you against things that will completely crumble your accompany if
you have the infrastructure, it's just much easier to find mistakes to not bleed
money and to make sure that you have
enough runway to actually maintain the company
and employee salaries. That is, those two things. If you have the
confidence there's a big chance you might not
have imposter syndrome. Although I've seen
friends of mine that if closed $100 million deals, sometimes they would
message me when they made a $12 million dollar sale and and what's up
and you're like, Oh my God, look
what I just closed. And then Augustine, I'm not
making those types of sales. Then it just even them they might sometimes call
with me and Nicole Lima. I never expected this would
happen within a year. Like this is pretty crazy
like how it's so surprising. But yet they were prepared. They've been building
up their skills. They'd been collaborating with a co-founder that has the network. It's a little bit outside
of their comfort zone. Sometimes one of my mentors
kept telling me Don't stair step your goals eventually that's how we
got Coca-Cola as well. I didn't stair-step my goals. But if you don't
stair-step your goal, if you're literally just jumping ahead like we did with
startup funding of n, We had a couple of small
events and then we went straight for the big
1000 person conference. I mean, imposter syndrome
will inevitably creep in. You've never done
it, your confidence, it's not there yet and the infrastructure
is not there yet. If you have the confidence
and your dad show entrepreneur and you know
for a fact that if you have. A certain amount of money that you can just
deliver then for sure. But I wanted to address
something also more specifically to
within this question, a sub-question that
I keep getting, especially when I'm
talking to agency owners. And it is before you
walk into a meeting, especially when you have
the six-figure deals, people that have
budgets over a year, usually when you're dealing
with a six-figure deal, it's sometimes not one
video or one campaign. It's like a series or something
that you're dealing with. Something that will probably be a couple of months that
you're working with them. You're definitely not
doing it for a week. I mean, if you're getting
campaigns for a 100 plus kx and you only have
to do a week of work, then grab it and figure it out, I'd say but usually what
tends to happen if you have, I would say on average, what I'm exposed to is a hundred and twenty hundred
and fifty K budgets over a timespan of a year and
you sit down to focus, like I always mentioned
is always on them, not on you and what
you can deliver, it's always like, what is it that you want
to achieve with this? And he started thinking, what is it that I can deliver with this? And I always keep it open-ended. I always ask them, is there
any possibility that there's more budget in case we start seeing that this
is way too much work. And so I always ask them like, what is the preferred budget and what is the maximum budget? The preferred budget
might be that a 120 K or something like that. That's what they want to spend. Maybe they want to spend
less a 100 candidate tell you transparently,
but then they say, but if we see that it's
too much work and we're noticing it's like taking
more and we need more, we'll probably be able
to expand to a 150 K. When they say that, don't push for 250 K right away, just make sure to figure
it out for 200 K. And then over time
you're going to create a loyal customer and trust me, when they work you to the bone, they'll pay for it because they'll know that they were
working into the bone. If they don't, they're a bad client, you
should fight or dumb, if you're making
six-figure sales, it shouldn't be a
problem to fire people and start a fire clients. It's definitely a possibility. I've heard, I've learned
this from my mentor. He shared a story of
how he once fired an 80 k sale at the autonomous making 23 thousand
a month or something. And so it was very
inspiring to me. And now that those levels, I'm also thinking if one
sale like that goes away. If there was one
sale at that level, then there's probably another
sale at that level as well. Your job is to just
go and find it. I would highly
advise if there is a toxic relationship is not based on loyalty
and collaboration. They just fired the client. When you're walking in
your having that meeting, have an honest conversation. Listen, I think we can
deliver this within a 100 K, but I want some
flexibility because if we see that the scope of
this project is way too much, we need that extra budget. Are you okay with that? Sure. Then another
thing I learned this also actually with Coca-Cola and very clearly client of mine. And I walked in after
that shoud went well, it went to European internally. They were really happy with
the commercial and I was able to sit down with the
European Marketing Manager. Now remember again, at
the time we didn't have the infrastructure to deal
with these type of things. So I walked in, I had a bunch of pieces of paper
that I wrote down and prepared for
this meeting for a week and it pretty much explained him everything
that we could do. I remember him telling me after meeting super
nice guy listened, listened to my entire
thing but pretty much told me it's valid, valid feedback. But he pretty much
told me, You know, you're sitting here and
you got an opportunity to pitch in front of
some of the best marketers in the world. You really need to step
up and have more than just a piece of paper with
some scribbles on it. And you need to have
a proper proposal and like a proper presentation. After dad, we started
evolving and again, the structure infrastructure
started getting built. Every time we have those HEPA clients sound,
we have proposals. Now one of the things that
I learned a long time ago. So when you're
building a proposal for a corporate like that, you need to have like 15
pages explaining the history, your team, all the nice
things about your company. But what I learned is that
nobody really looks at it. Usually once they've bought
it, they might look at it. What is actually essential is only one page in the
entire proposal. And that is the page where you mentioned what the
prices and what exactly you're delivering
within which time frame. And then very
important that we had learned over a
couple of years and working with quite a
lot of clients is you need to have a contact person. If you don't have
a contact person, it's going to become a huge nightmare for both
you and your client. If you're handling their
feedback incorrectly, they're not going
to work with you again, within this proposal, you're going to have max to people that are contact people. And it's going to become very relevant once you
start the project. Because let's say you're
delivering a video or a design or an
app or whatever. You've given this to
the person they're looking at it and suddenly
they're like, Oh, we need to send
this to our Chief Design global design manager, and then our marketing
manager from America has. And deliver it has to
approve it boasted the one from Asia
has to approve it. Unfortunately, I've had
exactly these cases where Asia has a completely
different opinion on it than America and then UK, where usually most
European companies are at, with their headquarters is the global office and then they have a completely
different experience. But because in the proposal you have contact people whenever we deliver those projects and you have opposing opinions
coming to you. The first solution is again, all emails go to
the contact people. They have to sort
out the feedback, combine it and sort
out who's right, because we've had it multiple times where the design manager says one thing and
the marketing manager says like another thing, and it literally
could be the colors. One guy says it
needs to be orange and the other guy says
it needs to be purple. But even there, there's a
pecking order and hierarchy. And I'm not going to
be figuring that out. The contact person who's
gonna be figuring that out. If you don't have it
signed into proposal, then unfortunately, you're
going to be figuring it out. Once you have this
one-page signed approved, you've ready to send out the invoices and
stuff like that. You don't want to
have a great time working with corporates. It's going to be again, the structure is going to be their communication channels are gonna be well
established and clear. And then you're just going to have the best time that
you could possibly get within the scope of working with 15 different people if
it's a corporate project, especially when you're
doing six-figure deals and everybody will have
some type of opinion. Once you have clear
communication, you have a clear person that
you're communicating width, it's going to be much easier to decide what's the scope
of the project is, where the flexibility
of the budget is, and how much you can go with the videos where the
limitations are other videos, it's also going to be
much easier to establish every quarter or every month
or every project of hey, we need more budget or Hey, we need to limit how much
animation we're putting in there or how much graphic design we're putting in there. Because otherwise we're not
going to end up hitting the budget levels that you want with the preferred budgets. That's usually when they
say, Oh, that's okay, we can give you 10% XOR
or something like that. When they started giving too
many feedback points like changing scripts happens a lot. Then, then at 1, you can just say, hey, listen, if he changed the
script one more time, you're going to have to pay up because this is
crazy. This is NADH. We have a fair use policy of fair use pretty much means
treat us like an employee. If you're going to
treat us and give us ten feedback points, then you're treating
this like a bad employee and that's not how it works. This is a trust relationship. So you definitely need
to be able to be able to cut the cord if you're
not happy with them. But imposter syndrome, I mean, we've evolved into this
entire conversation of how to manage a corporate, but it never changes. It's small projects, 300 bucks. I had Imposter
Syndrome, 3 thousand, dirty thousand and, you know, just keeps growing and every time there's an
impostor syndrome. But usually it is very much in the mind and it's related
to the infrastructure. Do you know what you're doing? Are you not confident enough about being able to deliver it? And if not, is there a
support system around you? Do you trust your team enough
to deliver those things? Again, when we build
startup funding event, when we got to that big
1000 person conference, I was very much
does show type of entrepreneur after having
been for multiple years, this infrastructure
guy super risk averse and scared because I didn't want to
go back to a job. I didn't want to fail, I didn't want all those bad things. And so suddenly I
always show guy, I'm never organized this
1000 person conference and yet we're going for it. And the reason I did that is because I had 12 people
that trusted me, had confidence in me, and I trusted them and I
knew for a fact that if something would come our way,
that it was an obstacle, we were smart enough
to handle it, even if it was outside of our scope and outside
of our comfort zone. So I trusted in myself to become this show type of entrepreneur
and it did pay off. But we did definitely jump a
little bit too hard there. And luckily it all paid
off and we got very lucky. Because of that
our infrastructure became like ten times stronger. We were able to create
processes ten times easier. Our agency became
obviously more reputable. Our clients, we're
like Holy moly, you can do dads. I also want that
We had a couple of city governments coming to us asking us to create
similar events to four ****. It was just yeah. It's definitely something that I can advice if you
have the confidence, but whatever you do, and
I would leave you with that because that's
how I started my personal development journey. Ten plus years ago. I learned one sentence and I always tried to live
by that sentence. And I hope you do
too, which is Leif, people better than
when you first found them never go in as the show entrepreneur
and promise things that you for sure no,
you can deliver. There's a difference between
promising something and you're just trusting and hoping they will
get figured out. But you're having an honest
conversation and then putting in enough backups
because like me, I'm risk averse or
just straight up, lying straight up, lighting, knowing you can
deliver anything, That's pretty bad, and
that means you'd be leaving your client in
a very bad position. So don't do that only become the show entrepreneur
if you know that you'll be delivering value. And no matter what happens, everybody will be better off. When I was doing that for, let's say, startup
funding event, I was definitely making sure that everybody would
be better off. The company would have a
better infrastructure. We would have more clarity. Everybody for
personal development and y's would grow
a lot, learn a lot, and be exposed to very
inspiring people through the conference and the entire
city would benefit as well. Maybe sacrificing my
health in the process, but I could always recover afterwards from the
stress which I did. I took a week off. But it's just to say, pay attention to those things. Sleep people better than
when you first found them. And if you have any
questions, of course, you can always reach
out to me and ask me be more specific questions
about certain stories that I share or details that I share. But that's pretty much
impostor syndrome is how I deal with it, how many friends deal with
it and how I dealt with it on big and small projects. See you in the next video.
6. How to monetize social media: Let's talk about the
most important question that you're going to have
when you actually grow, follow all the advice, have proper exponential
growth and start making it as a YouTuber or Facebook
video star or Tiktok star, or whenever it is literally
the most common question that people get on the first
consultation call in my sales team, I'm going to dive deeper
into it, which is, how do you monetize
your fan base? I would say this is the
difference between somebody who's an artist and somebody
who is a business owner. That's the mindset
that's going to change hopefully in this workshop
together with you. Now, very important, this is a Q&A unfiltered workshop
because a lot of people have been requesting the whole story campaigns
that we've run in the past, how we do it with clients. We have very filtered scripted videos that
are super theoretical. This is the practical
application. And it means that
I'm going to tell you the way I would if you were sitting here and asking me a question like a
little workshop. The way this is filmed
is also that you can just listen to it so you don't actually
have to watch anything. This isn't super visual. You can just listen
to it while doing something or taking notes. And all the visuals aren't
going to distract you. So without further ado,
I want to jump straight into this super
important question. I would say, normally
what tends to happen is a growth above a 100
thousand subscribers, maybe above 50
thousand subscribers. And sometimes people are already thinking about it at 10
thousand subscribers, I would say the only
niche where that tends to happen is like
finance niches. If you have above 10
thousand subscribers on the finance niche, you could be making
more and AdSense then a gaming channel at
100 thousand subscribers. So usually the way that conversation goes and
it's what I'm going to be explaining to you
now is if you've hit a certain amount of subscribers and they're
clearly commenting, they're clearly loyal to you. And it doesn't matter
which social media it is. It is something that
is transferable. Then you're probably
missing out on at least a $100
thousand launches. Now, what do I mean with that? Normally as an entrepreneur
and business owner, the way I start my journey is not I wanted to
become a YouTuber. I tend to start by
building a business. Let me tell you a story. Almost a decade ago
I started lightning. I had seven or eight jobs
or something like that. While I was studying. I would go around 12 o'clock. I would go to a
neighboring city. And there I would
start my shifts for five hours where I will do door-to-door sales
for some charities. This is where I learned
most of my sales skills. Now, that went really well. I perform really well and
God, sometimes those bonuses, I took those bonuses and then I would study for a couple
of hours in the morning. I studied for a couple of hours, went for job than study
for a couple of hours. And then I usually did tutoring. Then depending on the weekend, I would do other things,
tutoring different subjects. Or I had like other jobs
like maybe photography, photography, that type of stuff. We had a ton of different jobs. It was just a lot. Then what tended to happen is every every three
months I would have to stop all jobs so that I
could study and do my exams. When I started my business
at the time, lightning, which is still the
same business, my mentor gave me one advice. He pretty much
looked at my life. I told him all of my
jobs is that you're doing way too much and
you're way too diversified. You need to find one thing, one vehicle That makes
more money in one go, then all of these seven to
eight things at a time, he said that I was like, What the **** does
that even mean? If I knew how to make money, I would probably
make money right now and not slave away on all these different
jobs that three months working and then
two months no working. But it gave me a little
seed in my mind. I started looking
for opportunities. One of those
opportunities came from an existing client that I
was doing photography for. It was a video gig. They wanted me to film a specific conference
that was happening and we're offering me five times more than what I
normally would get. And so I just took it and
suddenly without realizing, I stumbled onto something that was paying me more than
all of these other things. I just didn't believe
it was viable. But as I started
diving deeper into it, I started realizing that
a lot of people like filming and a lot of people tend to think this is a dream job. But what makes it not
sustainable is that everybody wants to film and so you get
these really cheap prices. But nobody likes editing. And so when I started lightning, I actually started
video editing. Most of the time. You'd have all these
people go and shoot, but I could edit the footage. Which meant that I could
also hire other people, teach them my system's
scale and so on. We started by creating a
business that would fund me a specific type of lifestyle
so that I could study. It would make more
money with less time. And so my entire mindset going into this was never
lets you know. I wanted to become a celebrity, Famous YouTuber, social
media star, whatever. No, it was just a
vehicle to give me a goal and
preferably in something that I enjoyed and was talented
in or decently good at. So as we continued
with lightning, I realized that I don't
need to specifically film because even
though I'm good at it, there are people
that are way better than me if I can create proper systems and start
scaling it, automating, it's making a style that is pretty essential
to how we run things, then I could just
operate the business. And so what I learned
is that maybe I don't specifically
like filming. What I might actually like is building these
little puzzles, putting the puzzle
pieces together, scaling something that
becomes a complex system. A lot of people I get, I invested in a
couple of startups in the last couple of years. And a lot of the questions
I get there as people are scared that what
if somebody copies me? What if somebody does this? Well, my answer to that is this, anybody copy a huge MTV
or something Viacom? Well, they can try, but it's still Viacom. It's really hard to copy them. Or Disney is anybody
copying them? Well, I mean, everybody has their own style and
it's different, but you're not really copying
this and you still want to go to Disney World
and enjoy Disney. And then you might also go to a different Park and nobody's really copying is just
becoming different. In the beginning,
your system is so simple that it is easy to copy, which means you're worried
about getting copied. But as you build out a
business making more complex, make it more viable to scale. It becomes less of a problem. People copy new. As it progressed, I
would build this puzzle out and become bigger
and bigger and bigger. The bigger and became, the more automated
it became for me. Then as I progress into
my second business, I built the animation
studio around it. And same system we would copy, paste it, just apply to
the animation studio. At the time we had to invent a specific algorithms so
that we can edit faster. And it took us, I
think two years. So apply it to animation
videos when really well, we want a couple of
awards and started growing pretty big in Europe. Then I went into
my third business. But again, that second visit isn't really a second business. It was just a part of
the first business. Of my third business was an actual completely
different new business, startup funding event. It's what most of these courses are actually built around. It's what you see the big
events that we did in everything at the
time when actually had happened is it came
out of my charity at a charity that I was
running, helping people. Every time when we
go into conference, people were asking
me questions like how do you do this?
How do you do that? And I would post on the blog or like I created this
little ten day challenge. I would just share
for free there. And we had a team of
felt volunteers there. And we were discussing about how we could help more people. And one of the way we
work in the charities, we have three pillars, health, wealth and
relationships. We didn't health, we had
achieved quite some things. We had helped people in really extreme cases connected them with the right doctors, being able to connect them
to just people that I met throughout my journey
in relationships, were able to create communities, helped them as well. Facebook groups
where people went around this ten day
challenge that I created and helped each other. But in wealth, we
were sitting there and I wasn't a millionaire. So how was I supposed
to help people buy? Even if you are a millionaire, how can you just
give away money? Million nowadays isn't enough with the whole inflation thing. We were just brainstorming with all the volunteers at the time
and we were just thinking, how do you normally
help people and wealth if you're not actually like a millionaire,
Well, what did you do? One of the things
that we realized is within lightning,
we had built up, I think at that
0.100 plus corporate clients like these are
pretty big clients. Lot of them were
innovation managers. And actually outside
of everything, what I tended to
do is I would get emails because a lot of
people knew I was connected. And it'll get emails of, hey, I know that you know, somebody at Coca-Cola
and nobody, you know, somebody at Disney, could you maybe connecting
with those people. And I would spend
like five emails a month connecting
everybody was like, Well, what if we organized
like this get-together where it would be like the next step of
community-building. But then we would connect everybody to actually
do business deals. We were thinking
and we said, well, if we're doing it already, Let's do something good with it. Let's invite a
couple of startups. I think we were
like four or five years into the business. The idea was we're
not millionaires, but maybe what we can do is get the first year or so of
obstacles away from me, started businesses and impacts. The discussion went also, we were sponsoring a
lot of things like. In different organizations, especially are under
privileged organizations. But we didn't really feel like
they were doing anything. So we pulled all that money, created our own thing
and then invited the startups that were
actually doing impact. And then we would give
them free access to the event and they would pitch to these
innovation managers. And these were people
who actually had money. So I knew something
would happen. And then the goal
was that the winner, we would just pretty
much rebrand them in a way that wouldn't
be embarrassing when they go to a corporate because
these are companies that literally were live two months ago or
something like that. And so we would rebrand them, make sure everything looks
great and make them a video, a website, whatever, and
then something would happen. And so that idea became
startup funding event. Whatever we did, it was never like let's become
an event planner. It was always, let's
build a business around impact and
make sure that it is monetizable so that we don't go bankrupt or make
sure that there is money coming in because lightning was funding
startup funding event, which is the event
that we built. But then at 1, we started
gathering sponsors. A lot of these
corporates were there, saw the startups and
they're like, Wow, How are you discovering
all these people like, can we be involved in
the beginning stages? We started getting six fingers sponsored like not
from one partner, but we had like 60 sponsors. And so it just became this
crazy thing where everybody, we would invite all
the tickets for free. So because the
sponsors were paying, so we would literally invite all of our competitors like
people from Web Summit, the next web, everybody like these massive festivals
and just they could be a judge or whatever. And it became this little
get-together for everybody, all of our competitors,
so to say. So eventually we
became this big event. But the goal has
never been like, let's become a
YouTuber or anything. So when a client comes to me
and they're asking, okay, I want to I'm this YouTuber, I'm This Tiktok star. I want to monetize now. Usually where it already went wrong is all the
way at the beginning. You don't need to do
it for the money, just like we didn't do a startup funding event for the money, we did it for the impact and
getting everybody together, but the money is essential for the business to become
self-sustainable. I wasn't going to let this
little company leech off of the agency because that's not how you build a
business normally, which should be doing
when you're actually into monetizing things
than what you're actually saying is I want
to build a business that is self-sustainable
and potentially can sustain me as a person. Now, the mindset shifts. We're not YouTubers anymore. We're building a business. Okay, so now that we're
building a business, we need to realize what different departments
are available in the business to make sure that you can become monetizable. The most common
one that is quite important to realize is
sales and marketing. Those are usually the ones
you'll be dealing with the most things like
legal and accountancy. Most of the time
you're self-employed, so you're doing
really basic things, or Google is doing it for you, or Facebook or
Tiktok or whatever. So these are big things. You'd be mostly focusing
on sales and marketing. And so my first
suggestion is if you want to monetize
these type of things, is you're gonna have to start looking at sales and marketing. I recently invested actually in two girls who are a
CEO of a company. One of the things that I
noticed them doing a lot is focusing on branding
and logo and design. What I told them is
you need to start focusing on actually
creating a funnel, a sales funnel to make money. Because once you
have a sales funnel, once you've focused on sales and built a process
out for sales, you can then market things because what is
marketing actually, if you really think about it, marketing is pretty
much taking your sales, putting gasoline odd on it. And just when you click on, on the paid ads or
something or whatever, when you do your
marketing campaign, that's when you throw the fire, the fire on it and it just
explodes and it goes crazy. If your sales is not on-point
in your system is not bulletproof and your
customer service and fulfillment is just
not bulletproof. The moment you
turn on marketing, things are going to blow up. And if you have a
leak somewhere, it's just going to
completely go and explode. And then obviously
you're putting out fires because things exploded
and went everywhere. If you have a bullet proof
system, which let's be honest, You'll never have a bullet-proof
system at the beginning. But if you have as close as possible to a
bullet-proof system, by the time marketing
gets ignited, it's just you're gonna be
putting out, weigh less fires. Now that we know the difference between
sales and marketing, we know where we
have to folks in the first year and that's what I told those girls as well. Focus on sales first and make sure to understand how
the entire funnel, including fulfillment,
works for clients. Also, how you can maximize
lifetime value of a client. What is the lifetime value
somebody buys from you? But then maybe they
really liked the product. So maybe they want
to buy something else or do you want
to buy something for their friends or don't
want to gift something. These are possible upsells
ideas that you can think of. It's suddenly somebody
who buys a $10 product can buy up to $1000. I've seen people by $40
thousand from a $7 products. These things are
definitely possible. Okay, so now let's go deeper
into the mechanics of sales. Let's leave marketing for now, especially if you've
created a ton of content and you're
pretty popular, marketing, 1 will be
taken care of itself. When we're looking at sales, we notice that a lot of these social media
stars are just struggling with
the idea of sales. When I get young interns to
come in on the sales teams, it's quite tough to
pretty much you have to code them almost. From the idea that sales as
bad and rejection is bad. A lot of people,
especially artists, have issues with rejection
putting themselves out there. I mean, if we look at YouTubers
at the end of the day, what you're actually doing
is you're sitting in a room, you're filming
something, and then you're just clicking upload. The rejection is not as real
as when you get a big no, when you're doing sales. But yet, it is one of the most crucial
things you can do if you want to scale a business
or even build a business, you know, you cannot live off of AdSense for the
rest of your life. You have to actually
build a system. And you're gonna be
either forced to build that system when
you become really big, like I said, marketing
will blow things up. You're gonna be forced
to create a system where sponsors will
reach out to you. And they might take advantage of you because you
don't have a system, you're going to learn from those mistakes and actually
start building systems. Or you can do it
upfront and actually think about how you're
going to scale this thing. Like when I build
startup funding event, I had an idea of how I could
scale this over a pole. It was like a plan
of five years. And then at the end
of the five years, we would do this big
a 1000 person event, except it was exactly at the one-year anniversary where we actually did that big event. And so it is just
to say because I was ready and I had that plan, it's scaled much
faster than did, and I was ready for it and
nobody took advantage of me. The same here, you're
looking at a sales funnel that is easy for you
and simple to maintain. The first thing in a sales
funnel is always convincing people to come to you because you have
something valuable. Now, if you are a social media star and you're asking yourself how to monetize. I'm sorry, we're only here after 20 minutes. But you need it. This mindset part. We're now talking about two different ways
of monetizing it. Then that's the one that
I always recommend. You can go B2C,
which is business to consumer or business
to business. Business to consumer is the
one that most people will know how to do because it's the one that I'm
boasts exposed to. Business, to business usually involves corporates
are small businesses. It's a bit tougher to do if you've never been exposed to it. Let's talk about
business to consumer. This is the one that
everybody knows about, which is all YouTubers do. First thing they think is, oh, let's do merchandise. Which has, I don't consider
that a lot of good margins. There's definitely better
ways to monetize yourself, but merchandise would be again, the simplest way to do it. Most companies actually
arrange it for you. I can t spring is like
accompany that you can google T spring-like t-shirts spring and they just automate the
whole thing for you. Another thing that a lot of
people think about his books, that's also a way
to do it again, margins are not great on books unless you publish it
yourself through Amazon. And then courses is another thing that
I highly recommend. And obviously that's
our bread and butter, where we create these courses
for the social media stars. Because the margins
there are massive. But the reality of what you're
trying to do before you do any of that is not
even sell anything. Listen, at the end of the day
for your social media star, you don't actually
have followers yet. These are people that are the followers of the social media
platform that you're on. The social media platform
is gonna do whatever it takes to not give you those
people, like Facebook. They're literally
forcing you to boost a post just to get exposure
to your own followers. Once you realize that you
start taking a step back, you start realizing, Oh, I'm not supposed to be selling courses and merchandise yet. I'm supposed to be building my own following that I
have full control over. And that's when
you start actually monetizing things
before we do anything. So before you do anything, the first thought you
should actually be having is how can I get these people's contact
details in a way that they've obviously
voluntarily given to you. Contact details could
be like phone numbers, those are quite valuable. And e-mails, those are
very valuable so that when a sponsor like a business
or somebody comes to you, you can actually tell them, hey, I have a million subscribers. But I also have an e-mail
newsletter with an open rate of 80% of hundreds of thousands of people that are all
buyers of mine. Because in business to consumer, you've sold the merchandise. Instead of going on
YouTube and saying, Hey, go to my store
and buy merchandise, and then you have
this third-party that does everything for you, which you should be
doing is saying, hey, I'm about to launch something and you can
subscribe in my newsletter here where I'll be sharing these extra types of content
specifically for you. All launches will go there. And so every, every YouTube video or tiktok video
or Facebook video, you're just pretty much
launching in getting people off the platform to your own platform
that you control. And where do you have
all their details? That's a first part
of a sales funnel. Once you have the first
part of the sales funnel, now we actually start covering the most common question that we've asked at the
beginning of this workshop, which is, how do we actually monetize your own audience and not the social media
audience that is such an important kind of
thought process to go through. And then once you
have the mindset that I told you
at the beginning, like we're building
this business, you start realizing why
you need to get it off their platform and get it
onto your business platform. Again, you can get them on like Mailchimp or male or light
or something like that. I don't recommend
mailchimp actually because they block you if you are posting certain content which
is kind of ridiculous. It's your own newsletter, but like male or light
or something like that is sent fox. There are great newsletter
emails with great open rates. And so once you have
their contact details, I do recommend always
like a phone number and an e-mail because in case the whole newsletter
thing doesn't work out, he's still have
their phone numbers. Obviously, we'd send
always concerned. But what I mean is like, for instance, Mailchimp blocks you, then at least you have
another way to contact them. But once you have them there, now we can talk about
launching like merchandise, because now you have
full control over the list and your
fan base without somebody leeching off
or blocking you or just kind of putting an
obstacle in-between. Now I would recommend
talking about merchandise. I would recommend about
launching a book. I would recommend about just anything that is
quite low in value. I would not recommend
launching courses yet. Reason why it's
very simple and it has to do with the B2B part. The second part
that I mentioned, which is you want to
convert people who are non-payers into actual payers
of a product of yours. So buyers, reason why is we've friends so many campaigns
in like a decade now. Every single time we
just noticed that the psychology of somebody
who does not pay, it's just completely
different to somebody who even just paid $1. It's just so much different. And so what we recommend
doing in the beginning, if you don't feel
comfortable asking money, is creating a pay
what you think is fair product or
merchandise or anything, so that they can at
least be converted from the psychology of somebody who's free to somebody who is a buyer. That's your second step. Getting the first step,
get them off the platform. Second step, actually start
converting them into buyers. Now when sponsors
will come to you, you will have a list of
people who are buyers. This is not millions
of subscribers. This is a vetted
list with people who actually are following you and buying from you
in our fats from you, that will make you so much more valuable than any other
social media star out there. Because you have
something to show. You've created a
sales funnel that is monetizable not
only to your fans, but also to other businesses, which is gonna be a ten x value over what is
happening with your fans. That's kind of what Facebook and all these social
medias are doing. They're giving
consumers free access, taking their data, and then
selling it to businesses. They just took this thing
and just selling it to businesses and
became super valuable. By doing that, we're
kind of using, we're not reinventing the wheel. This is literally what is being done and it's been
tested and proven. Now we have in our list, we've
converted them to buyers. The discussion starts
opening up what now? Well, the basic mechanics
of a sales funnel. Instead, if you have a buyer, the goal is to upsell and down. So the reason, again, I'm saying very theoretical, basic, this basic that, but the idea of a sales funnel
is not to milk out people like ethical selling is an
entire course that we have, like our sales scores literally, there's an entire section
about ethical selling. We're not milking out these people for money.
They don't have. These are people that
want to be involved in the WAN valuable products from you instead of you just Oh, no, I'm just posting one
book and this is it. No, these people wanted more and you're offering them that more. And so that is what
that sales funnels all about as you're offering
them bad more stuff. The question now becomes, what is it that we are
offering that they want? Now that you have buyers? What is actually something that you should be
doing is not listening to somebody like media or an agency or hiring
an agent or whatever. You send out a poll to your
buyers and you ask them, what do you want? Would you rather or
give them a choice? Do you rather want
a course for me? Do you on merchandise? Do you want a retreat
that we all do? Actually ask them these
buyers are your fans, they were loyal, they want
to be involved with you. Ethical selling is
an actual thing. Ask them what they want and then you decide
whether you're going to offer a
less value products. So lower dollar mark or
a higher dollar mark. Maybe these people want to
go on a retreat that is like $10 thousand five-star hotels flying private, just
that, I don't know. Like maybe that's the kind
of audience you attract, or maybe these are
people that just want to do a yoga retreat that is pay what you
think is fair and they pay like 50 bucks or
something like that. Every audience is different
and it's very important to combine that loyalty with how you originally
built that channel. When we get to this
point of the discussion, that's usually when, you know, a social media influencer starts getting a bit
more comfortable and understanding the
concept of building a proper business
around their thing, because it's not gonna be leeching off and
taking more money. It's going to be actually systematizing and
creating processes around fulfilling the needs of your loyal fan base
and giving them what they want in
an organized way is essentially what
a business is. And that's why sales
funnels are so important, because they are
leading your customer through all of these
experiences that you could potentially offer them in an organized way and actually fulfillment different topic you need to actually
fulfill it and not create these weird
as conferences that you can fulfill and then create a nightmare
around your brand. But that's again an entire
different discussion where fire festival
that has documentaries, always tried to deliver
something that you can fulfill like when we had our
1000 plus person event, I'm telling you very transparently like
there were some months, like six months
before that where I was stressing like crazy. I didn't not think we could
make it, but amazing team, amazing people and somehow we just made it and became one of the biggest in the country. And he was just, just all came
together so much support. We asked our Faraday's like, what do you want, how do you want to rebuild it
together with them? We had so many volunteers. So it's just again, always ask, always collaborate. But in order to ask, in order to collaborate, you need to create the systems
in order to maintain all of that and catch dose recommendations and
do something with them. One of the things that I
do recommend, of course, once you've built
a basic funnel, you've converted them into
buyers, into something simple. It could be like a cheat sheet, it could be a checklist, it could be a book, $7 book or something. It could be a little like online conference.
Once you have them. Some of the more typical upsells that we recommend as courses. The reason being it's
digital high margin and once it's done
and it's a good one, you'll get a lot of
recommendations. We add to that coaching, sometimes some more
one-on-one time, maybe group coaching,
experiences, retreats, events. These are the most common
things that you can do. If you look around at some of the biggest influencers
that you admire, you can also be inspired by what type of projects
they're doing. Obviously, my
expertise is within the video aspect because
lightening is a video agency. So we tend to recommend
everything that is monetizable through video
or that type of content. But yeah, that's kind of, again, half an hour issue shortly
explain of how I would monetize a channel or somebody who is a star
and has a fan base. And would be more, again, I spent 20
minutes explaining this, but it would be more of a
mindset shift rather than actually telling them sell a course or something
like that, they need to, like if you're doing this, you need to start
building a business, creating a sales funnel, getting books around sales, learning how to do proper sales. Then once that system is pretty bulletproof,
start marketing. That's when you can start paid ads to sell more of the courses, so more of the books, B2B, it's pretty much the same. You go do sales
except now you're approaching companies and
you say, Hey, listen, these are the metrics that we have and we can sell
it for this much. Are you interested? Just like we did
with our events, like we had 60 sponsors. How do we do that
with three events before dad wanted
to in the country. One our own thing, one, part of a massive events, amsterdam capital week, one
internationally in Finland. And so when we came back, we already had a proven
track record over multiple sessions,
multiple countries. We had metrics. How
many people come? We had three winners, all of them made above a
million within six months, got investments of 0.5
million sometimes. So we had a proven track record. So when all of these like
60 sponsors lined up, it was just they knew exactly
what they were getting. And even some sponsors
even came after to me after the event and
we're just completely baffled by the scale
of everything. I mean, honestly, I
was also baffled. But even then they were
surprised of what was possible. So that's what happens when you under promise and over-deliver
and just in general, get into the mindset
of building business, building out your sales funnel, getting a couple of marketing books, learning about marketing. We have some courses
on marketing as well. And then going from there, if you have any more questions, of course, please let me know. I'm always available. Happy to do more of these Q&A
workshop type of sessions. And this is very similar to
how the coaching would do, but I'm happy hopefully you enjoyed it and hopefully I'll
see you in the next one.
7. How to market an app Optimized: Hi there and welcome
to a new QnA workshop. As always, I'll
keep reminding in case you haven't
seen other videos. This is not a visual workshop. This is very much as if
we're having a call together and we're sitting
in a coffee shop or meeting each other and
you're asking a question. I'm gathering questions.
My team is gathering them, giving them to me on my iPad. And I'm answering them here in a studio because it's
nice and quiet and we can sit together and I can just calmly answer it the
way I would if it was a coaching call and
just kind of give you the whole story behind it
and flesh out the details. It's true you can't really
interrupt a little bit and ask me more details if
you have more questions. But I would suggest that
you do that by just going through the platform and
asking questions that way. I'll try to answer
as much as I can. But again, don't dismiss I have an entire team behind me
that has done a lot of the things together with me and they might answer things
even better than I do. So just ask any question and you'll definitely
get some type of answer. But today, I was scrolling through the questions
that I got today. I have a couple of
questions and I categorize them in my iPad around
the topic sales. Now, this is mostly sales
and marketing related, but I kind of bundled all of them together
and then realized that a lot of people are
asking questions about how do I sell event tickets, how do I sell an
app that I have? How do I sell a book? How do you use marketing
to actually grow big? We get a lot of people
that have courses, a lot of people that
have online products. They started to funnel. They read a course somewhere where they created a product. And somehow they're
struggling with just getting sales and clients. And I'm getting a lot
of these questions. I decided with the
following workshops that I will probably cover more of the sales and marketing type questions
because at the end of the day, how I make my money is with my agency and
there we get clients, usually they're medium-size to corporate businesses that come to us with a specific product that they need to sell more. And either we get contracted to create the video
content and rounded, or we're lucky enough to do the entire campaign
that year with it. And so that's kind of
how we make our money. And that's probably why you're listening to
this video as well so that you can hear the stories of how we either
convince our clients, how we do those meetings
and then how we actually do the
practical step to step things with those
after that meeting. Of course, it's
theoretical application is ready in the courses that's
where everything is scripted, we tried to get as much
fluff out as possible. But in these Q&A workshops, from what I'm told, the stories can probably
give you context. And through that,
maybe you'll be able to thrive just like
our coaching clients. That being said, I want to dive into the question of today, which is, how would you
sell and market and app. Now I didn't get
much more than that. I'm going to dive deeper into
it from different contexts. The most, a common
contexts that we deal with is startup related. And so I'm assuming that
most of this will cover, most of my answer will cover the questions that the
audience might have. The reason we do
most of the time with startups is because, because of our event, we get about two hundred, one hundred and fifty to
200 applications per event. And then obviously our
winners win prizes and most of those prizes
have to do with us contributing for free, creating their content, branding and connecting
them to our clients. And then when they actually
make money and everything, usually they do choose
us as their supplier. And so we really are
at the beginning, beginning stages with them. And then when they
finally get budget, we really need to
kind of lay out their entire campaigns for now. I'm going to give you that
context because I can imagine that if you
are just starting out, you probably want a couple of sales and you want to
go into a couple of startup companies and tell
them that you're able to do something for their app. That's why I wanted
to share that. We don't get a lot of corporates asking us to market
and sell an app that usually is already part of their entire branding
and marketing campaigns. So it doesn't happen very often. Which startups? How does it usually go? Okay, The first things first, whenever we get a startup and they have an
idea for an app, what we're used to is that
they are very, very technical. That is a big issue when
you're talking about branding, creating video content,
creating a marketing campaign, and budgeting for that year. Because when they're
very technical, they don't realize that all of those things
costs, costs money. A lot of money. We'd
have to be somehow creative and find
ways where we can, with very little budget, achieve pretty extraordinary
earlier results. So that we can prove
that whatever we're saying is worth investing in. When you have technical
people, It's again, hard to convince them
unless they see results. At the beginning stages, you need to focus on results. That's why performance
marketing as a skill is so valuable. My goal and usually what
I tend to suggest before anything starts is to sit down with the founders
for sure to CEO. And if the founders
are available and the person responsible for
marketing in one room. And we've done this a
couple of times where we have a half a day
working session, then we usually
tell them, Listen, you probably want a video. How about you pay
one or two more? And we do a half a day
working session where we actually brainstorm
about values. We brainstorm about where you
want to be in the future. Also about your wonky fan, which is another term
for Avatar and so on. And that way everybody
within the team is aligned. Because I've seen
many times that startups come to us and
we didn't six months has some type of change within the organization where
the marketing person isn't the marketing
person anymore, one of the founders
gets kicked out. And so all of these things
are just completely vanished. The values are not on paper. Branding guidelines are
nowhere to be found. And so when a new person enters, an entirely new
discussion starts. And so in order to avoid all of that drama and to put the startup in the
best possible scenario, but also to protect ourselves
six months from now. But also Wednesday started
growing and actually have budget to already
have a foundation. As you might have
noticed, I talk about foundations of fundamentals
a lot in these workshops. We do that half a day workshop. We don't want a lot of people, usually like three to five
people max in that workshop. And we really start
very much like the Golden Circle
by Simon Sinek. Why do you do what you do? How do you do it? And what is it that you do
exactly what her to products. What are the steps? What is the process? Who are you targeting
that type of stuff? Because again, startups tend
to have the global lines. They tend to have some
type of products, but they really don't have an
idea about the one key fan. They really don't know what
colors they've chosen. Did you slap some
colors together and not understanding
if they even fit together or are trying to get
the emotions out of there. One key fan that they
needed to, for instance, one of the examples
that we've found is that when you're
approaching males, so a male demographic around
the millennial generation, colors like black, white, red. These are pretty good colors and pretty premium colors
that you can invoke. Silver does well around
these generations. But then when you're looking
at a female demographic, we found that other
colors like purple, green, and white, those hyper colors
seem to perform way better than
the black colors. We run landing pages and
we see what tends to work. And then somehow the feedback
in the female categories, it's more friendly, people
are more open to it. And when you look at
the male category, they're more giving
feedback like, Oh, this is way more premium. The other one looks
too cutesy for me. So we've literally had
those feedback points. And so these are things
that obviously would each new marketing campaign
you need to test out. But after a while, there are some assumptions
you'd get to make. And then obviously before
you make that assumption, you double-check with
very low budget. But so when you have
those assumptions, It's very good to then
against sit down, write everything down in
a branding guideline. Again, a lot of startups don't have a
brand new guideline. We didn't even have a
branding guidelines. The first four years
of the company, we were just making
sales and growing. When we started working with
a lot of corporates at 1, we started doing tender
applications tend our applications
are when you are approaching for
governmental organizations, they can just pick and
choose a supplier. You have to go through
democratic process. It's like a lot of paperwork. And one of those paperwork says you need to have
proper guidelines, you need to be
properly certified. You need to have a proper
hierarchy within the company. And you need to have proper branding guidelines and legal terms and all these stuff. For very long. We have very vague
branding guidelines. But the most important
part is that we had a clear mission guidelines. We knew what our mission was, we knew what our values were, and we knew how we were
recruiting people. And I think that's partially why most of our success
was maintained. But we definitely don't
make that mistake with startups anymore. That's literally the
first thing we do. We put everything
on paper that is being discussed or a net
half a day workshop. If you don't know how
to sell to a startup, how about the first thing
that you sell to them is a half a day
Branding workshop, where you really key
out everything you need in order to start a
marketing campaign. So we're not even covering how to market an
app or anything, or how to market whichever
product they're doing. We're literally aligning
the top people in the organization so that they
speak the same language. Know that they're targeting
the correct person in case some of them
leave and new ones enter. That there's no discussion
about readjusting courses and doing things differently because at
the end of the day, they're outsourcing
specific things to you because you are the expert. When later a new CMO
enters and they have some discussions and
they want to get into a debate because they're
doing things differently. You can still mention
to them, listen. At the end of the day, you
might do things differently, but your product is the same, the mission is still the same because if founders are still in the organization and you're still targeting the same person, how about you just trust us
and let us do our thing. If you ask them questions
about things you want to see different than do
that in the feedback. Unfortunately, I've
had that discussion multiple times even
with corporate. That's why having things on paper is so crucial
and important. Yeah, I would rather
waste half of my day doing these types of workshops for
very little money compared to a video that
might be 15 or 20 K or a marketing campaign that's six figures and then charging
them like one or two K, which is usually a
deposit to the contract, even that way they're guaranteed that they're
going to buy from us. But yeah, I waste my day
doing that because it's going to save us so much
heading down the line. Of course we're
gonna have entire, we have entire videos explaining one key fan how to
properly build an avatar, how to properly market research. And those are five
to six minutes. I'm not going to dive
too deep into that here. But once you have
everybody aligned, it will give you
a lot of clarity about what they want to achieve. Do they want to be Premium? Do they want to be mid-range? Do they want to be
very accessible? Who are we targeting or
targeting male, female? Are we targeting children, seniors, you know, all these things are
gonna be so relevant. You're gonna get all the
assumptions on paper and that the CEO might have the CMO, the founders, all these
different people. Maybe they invited
like an inter, I don't suggest to have interns there because really you want the most important
people that are gonna stick with the organization
for next ten years. But let's say the intern
is a really crucial and this in turn is
going to get higher than stick around
for next ten years. Maybe that you have to invite
the internal long as well. And then I don't know that they take notes or something or they contribute with their
opinion or anything. And so you take all
of those things. You have, the workshop at the
end of the day should have pretty specific
goals ticked off, which is clarity, clarity and transparency between everybody
in the organization, including you because you're
outside of the organization. So the outsource party, which is the supplier in this
case and us in this story. Now that all of this is
on paper and there's clear communication and there's a clear limitation and
kind of budget allocation. It becomes much
clearer how to market the product probably
during this half a day. You've also given suggestions. I usually do this
workshop with someone. I would never do
this workshop alone. I always asked somebody
to assist me there. You've probably given some
suggestions and then seeing the reaction of the CEO or the CMO and how
they react to it, then you know, that's probably not going to work, That's
probably going to work. That doesn't align
with their ambition, that does align
with their mission. Now you start talking
about the past. What have they achieved
if it's an app? So obviously the questions around an app in this workshop, how are we going to go
specifically market and app? And so an app, well, very simply, you are going
to look at past results. What have they achieved already? How did they achieve it? What is the feedback? Is there feedback? You'd be surprised,
even with corporates, how many times there
is no feedback. I remember one of, one of the examples that
I can share a story here was a guy was building
that active ware, so the fitness type gear, and he was scaling that company. I think they had about a
million a year revenue or the first million
or something in sales. And apparently, there was no clear guideline
on branding there. There was no real colors, which is black and
white and a nice logo. There was no clear future
marketing campaigns sent out. And apparently there was just this word of
mouth interaction. The guy was great salesman. And so obviously he's gonna get a lot of sales, great product. But apparently it
never asked for feedback from his clients. He didn't know how he
was doing and he didn't really know if he could get repeat customers from
these other clients. And so he had this book of hundreds of clients
at that point, or maybe thousands of clients. One of the things that we recommend doing was
sending an e-mail and it was pretty much
could you give us like to send fill
out this survey? I think it was SurveyMonkey or something like a simple link. Click the link. There were two questions
that they needed to answer around who they were, which socials they
hangout on and what they're looking for in the
future from this type of wear. And in return,
they would receive a free hoodie with
their logo on it. And you'd be surprised
how many ordered, not only how many
ordered when they received that free sweater, they realized how good
the quality was and they ordered more of
those sweaters as well. So there was a couple
of a 100 K and sales just coming from a
feedback survey. So same thing with startups. There must be some
users already, otherwise they wouldn't
be coming to a marketer. And so most of the time, the first thing that
needs to get done is properly analyzing who the existing customers
already are. And you know, where
to hang out properly setting and one key
fan analysis of them. What are the social zone
where their pain points? What do they want to
see in the future? What do they like already
about these things? And in return, offer them
something that is relevant. Maybe, sorry, maybe your app is like has a
subscription fee to it. Maybe it has something
that is paid to it. Maybe there's merchandise
associated to it, offer something of value. A lot of people do
Amazon gift cards, so we don't really recommend
that because again, listen to the story I
just told that it was an active wear
company and they send out a sweater and
because of that, they got more orders. Find something that actually promotes your product and get, and can get potential life more lifetime value
out of a customer. Obviously something
that is actual value if your app is free
and you're giving them a free subscription to something when the app is already free
doesn't make sense. But for instance, if your
app is free but runs ads, you can give them maybe
a month of free ad or a week of free ads
on the absolutely, they don't have to see ads if they just fill in the survey. And if a week doesn't work, maybe try a month and experiment just tried to get
a lot of answers. As ADH works out, you can now continue
building this one key fan. Now we know this is the existing
user base that we have. They're pretty committed. They want to form a community
and we know which social stay hangout with
on the hang out on. They realize they've
also given us an indication of how they
got on the platform, how they found us, you'll be able to know
where to put your money in. One of the things that
we noticed is a lot of potential clients come to us and they want
to commercial. Usually the budgets for
commercials would be starting at ten to
15 K for startups. And this sometimes we tend to do is we have an equity exchange where they pay something like cost price in return for
equity in their startup. That's actually pretty common
and it's something that I learned from accompany
in Los Angeles. I pretty much took
it over and it seems to work in Europe as well. Instead of right away, obviously when there's
equity involved. But just in general, that's
how we do it with clients. We don't want them to
waste money if they waste 10-K. on me and that is
potential loss of sale. If we make a video for
them that doesn't convert. Whereas if we take
the same ten K and we're able to create specific type of content that actually converts
more customers. Suddenly they have
more marketing budget. And so now we could actually
make that commercial video. So never take the fast Monday, always find exactly what your client needs because
that's why they're hiring you. If somebody comes to you for
a commercial or a video, sit down first with them, do a proper workshop, find out who their
clients are and do a proper analysis by sending out surveys and
only then tell your client, Hey, okay, I know that you want this commercial and we're talking startups
here, of course. But I know that you
want this commercial, but how about we take that money and instead
of doing one commercial, we divide it up because a lot of these people came from
tiktok or something. And we make this large
documentary style thing. And we cut it up into like 30 pieces that we
can blast out over tiktok and branded and what
have you instagram Reels, YouTube, short stuff like that. So suddenly you're
maximising budget. The thing that will
happen is there will be short-term
results that we'll get some dopamine stimulants for your client and they're
going to associate you with, first of all, not being
a quick Monday grab. And second of all, actually kind of knowing
what you're doing, which means that for
the next project there's gonna be trust. You're going to have much
more of a discussion of like, Hey, listen, loyalty
is a big thing. You got to trust us because we've seen what we've
done in the past. We know what we're doing, just kind of trust those, give us a budget and
let us do our thing. So now that we didn't do
the quick money grab, we've analyze their
client and their users. We now know roundabout where
most of the users came from. So now we take their
budget and we figure out if the user is found
them through Tiktok, then we know we have to invest
in making Tiktok videos. Maybe it's not even
Tiktok treatise. Maybe we have to hire a TikTok influencer and
collaborate with them. Take the ten K, split it up
five K to the influencer, five K to us. By that create way
more valuable content. Again, that short-term
value when you have technical founders and
startups and don't have a lot of money to burn
is super valuable because then more money comes in because they
can get investors. There's proof now, more
users, there's growth. More users means you
can monetize as well. And so at that point you can sit on the table
with them and say, Look, Listen, we've achieved
the basic fundamentals. Now we have traction. We know where to users
are coming from, we know how to market to them. We now need budget because at this point we need
to get paid ads in. We need to diversify
and social media, maybe not Tiktok anymore. Maybe we should go
deeper into YouTube. Maybe we need to do Facebook
ads or something like that. As maybe we don't even need
to invest in video content. Maybe we need to
create infographics that display how
your app is more valuable than a different
competitor AB that is famous. I know one add
circulating on Facebook, they're constantly targets me. It's a webinar software and
they have a lifetime price. You pay one price and you have forever this webinar software. And they always
compare themselves to all the big ones that
are existing currently. And there were 60
bucks or 70 bucks, and then it's like 400 bucks
a year for this software. So you can buy this now inhabit forever or
by the other one. And so in these types
of infographics could be even more valuable
than a video. There are all these
types of campaigns. Again, the original question is, how do you let me grab my iPad. So I got this right. How do you sell and
market and app? So the first thing is
figuring everything out. Once you've figured
everything out, we now start properly achieving more users
and more users, finding out if what the users gave him the
feedback is correct. Are those platforms
attracting more people? Do we have a format
of content that we're creating that actually converts these people to become users. Of course, when you're
collecting feedback, test out things that actually makes them want to
give you feedback. And then once the week trial
is over without the ads, for instance, RNA
actually paying now to have an ad-free
version of the app. Because now we've
actually started monetizing something in the process of just creating content and analyzing the users. And so now you have
a paying client. And so the next steps, level two of marketing
and sales within an app, I would say is the
next steps would be, let's go and start
monetizing little things from a select Beta user. You can call this
the founder circle. You can create an exclusive deal where it's like, hey guys, do you want to
come in ten people allowed of lifetime
founders deal? And the only thing
we ask from you is that you give
feedback and you keep iterating and being honest with us about how we can
improve this and do this further in most of the DeFi projects
on the blockchain. So all of these
like Dow projects that haven't been doing
well during the market VIP. But the idea behind it has always been that
decentralized finance. These Dao projects
are just a bunch of people that don't want one
CEO managing everything. They just want the
people by voting, to get a democratic kind of app. You can create
something similar. You can create this
little Founder's Club. And then democratically there'll be building out your app. But above all, you'll be monetizing the app and
making sure that it is indeed the case
that you can take free users and convert
them into sales. Now the reason I don't advise
right away to monetize everybody is because it
can lose people over time. And so growth is more
important than monetizing. But having a proof of
monetization and again, having a proof of building more users because of all the
data we gathered is gonna be super valuable when you go to an investor and
you obviously show all the metrics
and you show that this agency helped us with
creating all of this stuff. And clearly there's
a spike now of users and clearly there's
more potential. Here. We even have this little
Founder's Club and they help us decide about where
the app is going. So not only do we
have all our users, we actually have proper
community that is involved. And so then we only need
investment to grow this app. The beautiful part
is that as you're growing the app and you were
approaching these investors, all the content that
you've now created, again, based on the feedback, will have social proof,
it will have likes, it will have shares, all these things that will go into the investor pitch deck. So these are all things that you can also mentioned
to the investor. Our experience has been that if things actually go really well, that content suddenly also gets picked up by major news outlets. And then we just screenshot
those articles and they also go into the
investor pitch deck. Very, I would say
in the beginning, very much the first year, most of the things
that are happening in the app kind of
industry and niche, which is a little bit different, I would say than
other businesses, is very much a social
proof and branding game. You're putting a lot
of profit on the side for the sake of just social proofing and
branding your organization, your app to a point where
it's undeniably cool. And then from there on you start figuring out like
monetization policies. But of course, it's very important to do a little
bit in the beginning, my experience from
investors at least and all the judges
and ambassadors had our event has always
been that they look for some type of monetization. Because if an app shows up
and there's 0 monetization, then that's usually not
the best type of scenario. Some type of
monetization kind of a small founders group
that is involved. Those are all amazing
signs for investors. And so it will allow
also for you to ask that founder steam
to be involved in SME. If we monetize what
we'd been the best way, what are you missing
in this app? If it's a gaming app, maybe there's specific circles
that you need to pay for. I mean, look at some of these expensive
games like Fortnite where you have to pay to have a specific skin and
stuff like that. So there are multiple
ways to monetize things. There are multiple ways to
sell and to market and app. But I would say again quickly summarizing because we've been speaking for almost
half an hour, just be aware of everybody and everything
that is involved in the app. Makes sure that the
founder, steam, and the most influential people behind the company
are on one line. And it's all on paper within the branding
guidelines so that it doesn't shift in six months. If it does shift that, mission statements and
values don't shift, the course of the app
might shift, and it is, it is true that the one
key fan might shift. But the mission statement and the values should
technically not sure if I have an experience
that much, that would shift. But in any case, it's very
important that if it shifts, that they're aware that
it's going to cost money. Because at the end of the day, with those type of
technical founders, they need to be aware that they cannot just say something
and then an agency, she's gonna do everything, invest all of their
money into it. And then eventually
they're going to decide the complete opposite. And somehow it needs to be
done within the same budget. That's why all of
these things need to be clear and on paper. And then obviously, when
you're dealing with startups, you need to be super clear about these things because
they do have limited budget and you
really shouldn't be just taking money for the
sake of taking money. That's why I always
say in the beginning, sometimes a startup organization especially might not know
what they don't know, which is why you need to kind of force them almost
to ask feedback, send out the surveys. And then based on that, you
create the plan that you then allow you then to propose
and let them approve it. And maybe you can have
even multiple plants and they choose a plan. And then based on
that, you can start executing and then they're aware this is going to cause
so much in case we change our plans down the line, then it might cost us more. Transparency is like the number one thing
you can provide. And it's probably
going to be 90% of the reason why
they're gonna choose you as the person who's
going to mark it to the app. If you can just provide
clear transparency around pricing and
what you will be delivering that way
if later they got an investment deal in and
they've changing everything, there'll be aware transparently that they have to pay more
for these type of things. But that's kind of a
short as I could put it. How I would sit down
with a founder, explained how I
would handle it and the steps for the next
two to three months, I would say of what we
would be starting with. I probably would add to that that most of my money
in the beginning, if it's a really
early stage startup, would go into making sure that there is a website
that looks good. It's not embarrassing
for the startups and investor pitch deck
if they're looking for investors, making sure, like I've mentioned throughout
the entire workshop, there are articles, social
proof, all that stuff. Then the last thing that
I always recommend, and it's like my number
one thing I would say, if anything, that would be
the first thing you'd be investing your money
in its testimonials. The best thing is always video testimonials because
there are undeniable, you can always take some parts out of it
and just write it down. Video testimonials are the best. Getting testimonials on trust pilot or something like that is also great if you can't
get video testimonials, but definitely invest
in those things. Testimonials are going to be your number one thing that is worth all the money that you
might have for marketing. Because I highly believe that no matter how big you
get word of mouth, it's just gonna be
the number one thing you want to be investing in. But yeah, that's it.
I hope you enjoy it and I'll see you
in the next video.
8. Youtube Cash Cow Introduction: In this workshop
we are going to be talking about YouTube
and cash cows. This is a question that maybe a lot of newbies might
not have heard from. But whenever we get people, especially on the
coaching program, who are asking about
the next step and especially a YouTube channel where they don't have
to show their face. That is by definition
called a YouTube cash cow. Because it is not dependent on you as a person and
a personal brand. In past workshops, we've
covered what it takes to grow organically with YouTube
and your personal brand, and how you can use the
shotgun maneuver to go crazy. Publish a bunch of videos like 300 plus videos and
see what happens. But YouTube cash cows have a different mechanic
because it is so desire. Many people are
trying to copy it, even though it is right now, kind of still in its infancy. Not many channels have made it. What is exactly a
YouTube cash cow and how can you use it? Well, very simply, if you're ever interested in starting
a YouTube channel, but you're not so
good on camera. And you are more
operationally and analytically very
well at executing. You might want to consider
a YouTube cash cow channel. That's where you
publish certain type of trending or evergreen
content videos. And then you start publishing
more and more and more. And through the ad
revenue, you can probably, maybe even other upsells that you do like e-books
or merchandise, you might actually
gain more money. Now this concept, even
though sounds new, is not that new if you've
been in marketing for more than a decade
back in the day, we would call this
affiliate marketing in, especially when you
were doing blogs, a lot of people still do it even though it's
not as profitable. But at the time, people would launch blogs like they're launching
YouTube channels. They would pick a specific
niche where there's a lot of affiliate products that
they can be referred to. If you're reading the
blog, for instance, you could be talking about lawnmowers and you could be reviewing on your blog posts
a bunch of lawnmowers. And every time you would
have a refer link to Amazon, for instance, about a
specific lawnmowers. I know for a fact a
couple of people that still have these types
of blogs running around and they make
passively literally not doing anything about $200 a month. Again, this isn't something
like YouTube where you can potentially make millions
because blogs have died down. And so as we look at
the history of blogs, there's a big chance that
these YouTube cash cows, which is based on a similar
principle over time, I'm talking maybe over a
decade or maybe even shorter. My doubt doubt die down as well, even though it never
completely dies down, as long as you keep
getting the views. By knowing the history of it, we can now look at this potential that is
now coming up in YouTube. Again. In order to
do it ten years ago, you would need to
start a blog and get a ton of viewers and readers and then published
specific links to affiliates, YouTube as kind
of result that by having at spends
possibilities on your videos. Now if you get a lot of attention to your videos
and a lot of viewers, a lot of retention, engagement people seeing it. Youtube is just going
to publish ads on this. The only thing that
you have to do is make sure that this
copyright free, that way all the ad
revenue will go to you. But again, looking
back at the history, that means that
potential upsells could be still those
traditional ones, which is referral
lengths, merchandise. I mean, just think
about everything that a potential blogposts would do. E-books, referral, sponsorships, all these things are
potential and possible. The one that I find
to be a channel, one of the most
interesting channels that has really
broken through it, but they've been doing
it for a decade, almost on YouTube is
Charisma on Command. There's actually a bunch of
podcasts with the founder of Charisma on Command where he explains the concept
of how he does it. But in short, it is not
dependent on him as a person, the script write something, they take a famous person
and then they pretty much have a scripted way, like seven secrets of how to be charismatic like
Robert Downey Junior. And they just go
through that video and they've really
nailed this one. What are the principles
behind the YouTube cash cow now that you're interested
and understand it, well, the most
important part that you need to understand is
why you want to do it. Again, if you're not so good at being in
front of the camera, you might want to
consider doing this. It's also more scalable. You can put more people on it and not a lot
of people have to be super crazy and super
expensive to run it. But if you're running a
personal brand video, you might want to edit
it in a specific way. Editing in a specific way
requires high-end editors, which is very expensive. Whereas suite again, a YouTube
cash cow YouTube channel, you don't really need to have the most highest ends
editor in order to do it. You just need someone
who can do bulk editing fast and with quality, quality is still matters
no matter how kind of low-end you go
with the videos. Now that you have
this YouTube channel, you're going to want to
come up with a concept. And just like the
blocks back in the day, you're going to want
to come up with a concept that's probably
gonna stick around. Otherwise you're going to
put in a lot of effort, the trend is going to
change and suddenly this channel is going to
be pretty much nothing. So you're left with
a lot of effort put in and very little
upside coming back. We actually had a
client who wanted to do a YouTube cash couch channel and we had to pretty much edited. They didn't have time, so we had to do the channel banner, the logo, the name, everything, and then
pretty much blast out every four days videos. That's pretty much
what they had in mind. The goal was to get to about
33 videos because that mark, youtube starts to pick
up in the algorithm, starts understanding a little
bit better what needs to happen and what type of viewers want to
watch these videos. It's at that point that
we could potentially also started monetizing
if done right, because if some videos go viral, that means the watch
time hours are hit and potentially the
subscribers are hit as well. I would say the most successful
our video has gone on one specific channel
was 140 thousand views. And then I remember on
another channel that had existing subscribers and then
existing proper fanbase, that one went a little
bit above a million, but then subsequent
videos that we did went below a million. It was like above a 100 thousand
but not above a million. So you have to be
really careful again, if you're doing these
bulk type of edits, you have to be super careful about what you're using and be aware that not all of them
are going to hit high, but when they hit high, There's an art to
actually maintaining that subscriber base and making sure that YouTube
monetize as you, so that you without being in front of the camera
and without having the pressure of putting a bunch of videos online at
a specific time. Maybe you're sick
so you can't do it. So you're forcing
yourself to do it. It is achievable with this
type of YouTube channel. So again, let's go back because these
workshops are meant to show you how I do it within
my business and with clients. So very simply, we
created a schedule. This was specifically one
of the things that we noticed when we were doing
a YouTube cash cow channel, because there aren't a lot, there isn't a lot of
information out there, so we had to analyze
a little bit, pretty much, get
everything together, categorize it and pick kind of best practices from
what we found and from what our data showed
us in the past when we actually did personal
brand YouTube channels. One of the things that
we noticed is that, and that's pretty much
the same thing that, that Charisma on Command
founder said in the podcast. And we found it out after
two months of the mistakes. You want to kind of
stay away from being, from doing it
yourself on camera. You want to associate specific learning lessons to
a specific famous person. So yes, you're coasting around the famous person's
credibility and trends. It's not perfect. But again, a lot of big programs are based
around celebrities. Think about e news and all these Kardashians,
reality shows. There are a lot of people and newspapers and just
find gossip and do it. That's obviously the extreme. That's not what
we're trying to do. Well, we're trying to do is do it ethically correct and in a way then boosts the
credibility of a person. So we're not here to
tear people down, we're here to build people up. But in short, we found that it's better to go on trend and to go on somebody who is famous but in an
everlasting way. So people like
Robert Downey Junior or a Chris Evans will probably stick around for
the next decades just because they're
associated with Marvel. There's an entire
generation that grew up on these movies since the
first Ironman came out. It's a safe bet to go into
those types of videos. Now that we know that, but
it's better to go famous. We started to look at
in the past what we did and we've covered
this in past workshops. You want to focus
on again, numbers, numeric lists tend to perform
better for engagement. And it also allows people
to not skip ahead. Because if you have, let's say, nine tips about something and
every tip is like a minute. People might not skip
away because it's just so short they won't skip. But if you have, let's say three tips and every tip
is like five-minutes, people might skip away. So again, if you're doing
this type of thing, I highly recommend to go
for the numeric list. It just seems to
convert a bit better. Now we have the famous
trend that we're following, and we are following
some type of script bullet
points before that. And once you have all of this, we now have to look into
what is exactly this channel about YouTube cash cows can be divided into
several things, but all of them
hit the same male. It's some type of
everlasting content. They can keep getting views
like when we first hit like a 100 thousand plus
views on one of this everlasting content thesis, it was about motivation. And specifically in
the female category, this is pretty everlasting. The more female entrepreneurs come into the career market, the more they want to watch
these type of videos. So that's an example. But for this client
specifically, they decided for this channel
because they eventually wanted to expand into 20 other channels
if it worked well. They just wanted to pick
one specific person, just focus the entire
channel about that. So now when you picked a famous person and then we made sure that there's enough
content to go around. And then the way to
differentiate is first of all, to have good-quality content. Now if you already find speeches
about a specific person, especially Elon Musk is pretty
much milked on YouTube. But what you will find
is that people just cut some bits together
and then launch it. But what do we recommend
with YouTube cash cows? Because again, it creates original content and makes it
more interesting to look to is you could use some
bits and pieces and then describe it for
educational purposes in a way that makes it nicer. And instead of constantly using the same footage
from the speech, which again can create some
issues with copyright. You just take
royalty-free footage that you can find
anywhere and you play the royalty-free
footage that is relevant as the speech progresses
of a specific person. That is one way to do it. But then again, the
more safer way that we recommend and that's
how we do it for clients, is you take specific bits of
the person you can find on Google royalty-free
footage of this person. There's always images
that it's good for creative comments or for
educational purposes. And then you use those images or videos on YouTube that you find that are royalty free and then combine it
would be a roll. You can explain how certain
people have body language. That could be a
video, seven tips of how Elon Musk's uses
body language on stage. If you're a public
speaker, that's a great topic to go into. As we have these topics, we start diving deeper. We use B-Roll footage
as royalty free, royalty-free music.
There is engaging. Sometimes when we have the
actual speeches on it, we always have in
the top bottom left corner or the top-left corner where we got the footage from. So we actually refer to where we got to footage from
to make sure that there's a proper link so
that those people benefit as well when it's uploaded
from those speeches. And we also use very short bits. And mostly what we
tend to do is B-roll. A lot of bureau, bureau is just extra royalty free
footage that you download. You just put on top of it. So if you're editing a video
you have on the first, on, like when you open a
software like Final Cut Pro, you have your a roll. So like your main
footage, which is, let's say a speech or the bits that you
downloaded from person. And then on top of
that you have B-roll. That's the royalty-free footage. Now, the best-case
scenario you'd be using the royalty-free footage throughout the whole video. That way you're explaining
these things, however, what you can also do this again with these big
channels like Charisma on Command do is you have
these bits and pieces from the speeches where
you freeze the frame. And then you can also
have circles and show some things that are happening with the
famous Burson. The main thing would
a YouTube Catch couch or channel though, is you don't want
to go too hard into the edit because it needs
to become scalable. So find your style
and then stick to it and then make
processes around that. Now how do you
build processes for YouTube channel cash cow? Very simple. You can use
something like Evernote. We use Nimbus nodes. Again, not affiliated,
but you can pretty much just have
a bullet point list. Step one, open this step to download from these
websites bureaus. Step three, this is where you find the footage
that we tend to use. And then what you can focus on as the operator is to
create the titles to make sure that their SEO optimized
make an Excel list of a ton of titles that your
editors can use for that week. So we have like an
Excel list that is in the process,
like Nimbus note. We have a note. And then it
literally says we can embed the link of the Google
Drive Excel spreadsheet. And we just put in there, these are the titles
and every time a title is done,
it becomes green. And so we don't need to
do that title anymore. And that way the
editors every week and just go into
the Excel sheet, pick a video and just
move on from there. So now we know how to
produce the content. How do you actually make
sure that this actually becomes a YouTube
channel, cash cow. And the reason it's
called a cash cow is because it starts creating passive income because
you as the operator at 1, don't need to be
available to get it done. Like I said, you pretty much just create a
couple of titles. Maybe you find, if the
channel starts making money, you find like an assistant who can create the titles for you. And then pretty much outsource the editors
make everything the conduct now what gets created and one of the
things that we tend to add, and this is very important
in every workshop, especially around YouTube
or any other search engine. I emphasize this. We always add subtitles. However, when a
YouTube cash cow, we add subtitles on
the screen as well. So not just closed captions at the bottom we
added on the screen, when we do specifically is
we put the subtitles in the middle because if you
took place closed captions, let's say that I mentioned, I keep mentioning this, especially when it comes
around our podcasts. We translate some types that are subtitles until
like six languages. It is very important to have the closed captions from
YouTube to come in as well. But YouTube always place them at the bottom
in the center. And so if you have on-screen
subtitles burned in, then if you have
them at the bottom, it's going to kind of conflict. It's not as nice. So we put
them always in the middle. And that works because again, remember what a YouTube
cash cow channel, you're mostly looking
to hit trends, motivate people and create people who wanted to come back to your channel for motivation. Lot of these people
either just look like the reading part
or just listen to it. If they like reading it, give them the option
where they don't have to click the closed
captions to read. We have the subtitles on it. It also makes the channel
kind of more professional. People tend to come
to channels where there's just a little bit
more effort put into it. Narrows a ton of automated software around
subtitled creation. We actually do a ton of subtitles for our
clients as well, where people just send in
their videos and wheat burn up and burn the
subtitles on the videos. These are all options
that are available. So now that we have
these content, the videos and titles, the system is automated again, I'm going super fast
through it because the goal of these
workshops is that you asked me a question and I go really kind of as short as I can fully fleshed out stories and case studies that you
can apply for yourself. If you have more
deeper questions, just ask them, I'll be
able to answer them. But now that you have
all these contents, the process is automated. The titles are being done.
There's the Excel sheet. People go into the note, they go through the step-by-step process
of how to edit it. And now you're on
this autopilot were like five videos
a day get edited. I would say an average for a good editor should be about
five to eight videos a day. That's pretty doable. If you have really good systems. If you don't, then that means you have
to keep working at it yourself until you can optimize those systems to a
point where again, you're hitting five to
eight videos on average. Now, we did a
couple of years ago and that's eventually
how I grew my companies. We actually invented
artificial intelligence, artificial intelligence
machine learning based algorithms to
edit videos faster. So when we're editing
videos, we're talking, our capacity right now is
like 1200 videos a month. And then in high seasons, when it gets really
busy, for instance, like there's a big
conference coming up and hundreds of videos
or needs to happen, then we have to hire more
people and capacity goes up. But on average our
capacity is 1200. But I would say if you're
a normal freelancer and you're just doing
normal YouTube videos, then you should be looking at, at least I would say half of the capacity of what
our editors can do, which is again, that's
a professional job. Five to eight videos
should be very reasonable. If you cannot do five
to eight videos a day, then there's something
wrong with the system. So you need to go through
the system again. Bit by bit is titled clear is the Excel
sheet very visible? How hard is it to
find all the content? Is there ways to optimize their, how hard is it to
find the B-roll? Is there ways to give ideas or bids to
look out for there, just keep iterating that system and three to six months later, it should be pretty good. And then you have this
content and make sure to Subtitles are there burned on and then you start uploading. Now, this is where we get paid because everybody
can create content, but not everybody
understands what needs to happen once
things get uploaded. So one of the things that we do, especially in the beginning, because we don't
want to overwhelm the YouTube algorithm with
videos that aren't performing, republished around
every four days. Now again, that really
depends on the niche. But the way we find with especially YouTube cash
cow channels that niche, what we found is that the
most successful channels published about seven to
eight videos a month, and it's usually
four days apart. And then as they grow
and become successful, and now they have
engagement and retention. They start publishing more until they may be hit 23 videos a day, which is totally possible. But in the beginning we
published for videos a bit. We edit a ton of videos upfront. We upload all of them and we. If we don't save anything,
we just saved them in draft, then we make sure
that we publish. I would say the first three are scheduled so that
weakest scheduled. And then we start
looking every week, we look, we'd iterate. What are we looking for? We're looking for our titles. Good enough. Are we
getting enough engagement? Do we have to
rewrite the titles? Are we using the right tags? We're looking maybe we downloaded the software
called vid IQ, that is V IDIQ. You can find keywords from other videos in the same niche. And so every, every week
we're iterating that. Are we using the
right tags or we do, we have to add different tags, less tax more tags. How is it a description like? Do we have all the legal responsibilities
into description? Are we making sure
that we're hitting the right keywords and phrases? Again, YouTube is
a search engine. And how do you know what if you don't
have any experience? Just like we do, we
have to start from 0. We have no idea what we're
doing in the first week. We're literally
seeing video one come out with ideas that
we think might work. We put in a title, some
tags and description. And then with second video, we're checking
again like how was their attention to
hit the right people? Are we getting YouTube
recommending it? If so, is it recommending
it from the correct videos? Every week we're testing
new different things and we're looking
at different videos and how they did it. And as we progress, I would say by the end
of the first month, we started seeing trends. Some videos perform, some
videos don't perform some videos get a recommended
from specific channels. And so we need to figure
out how those people on that channel react so that we know which trends
need to be looked at. One of the things, for instance, we'd be looking at
motivating people, but then we've posted a
video about religion. Totally unexpected would
go completely crazy. And so suddenly we realized
that bad channel will probably attract people
who like religious things, are motivating thing
about religious things. Again, this is a YouTube
cash cow chat and channel. So we're looking at
things that will drive views, engagement,
and revenue. And that was the goal
from the clients. So that's what we're looking at. As we progress. We're constantly
iterating after a month. Systems and processes like I mentioned before,
start getting billed. And now we're one of the ways that I
actually do all systems within my company or
any company that I'm involved in is I
do things myself, I test things out, and then I give it to usually an intern or a
junior account manager. And I see if they
manage it for a week, if they break anything. Because if somebody who has less experience can still
maintain the same quality, same Engagement, same channel that your systems
are bulletproof. But usually what tends to happen is some things are missed. You didn't explain well enough how the
subtitles needs to be. You didn't explain what
font needs to happen. You didn't explain how
the tax need to be found. If things start to break and when I outsource
or delegate that, I'm still there, kind
of looking over things because I want to see if
my system is bullet proof. It's not bulletproof,
then I usually tend to catch it pretty
quickly because I'm still following everything up. And then I ask, what happened, where
did it go wrong? Why did you do the
subtitles differently? Why didn't you add
these specific tags? When I go to this video, I saw that you miss like
three different tags. And then I usually
get an answer of o, but I didn't know that,
blah, blah, blah, blah. And so when people say that, that's never a shortcoming
on their part, that's why you're giving it to somebody who has way
less experience. I'm not gonna give
it to a senior Account Manager to manage that because I wanted to make sure that the system
is built well. Once the system is built well, and I got all the excuses
and all the things that might go wrong with
somebody who's less experienced. I now know that, okay,
this is maintainable. The reason you want a
senior account manager or a senior assistant, whoever you're going
to outsource it to, is because once you have
a bullet-proof system, you need someone creative
to go to the next level. And that's what experiences
for they look at this maintainable system which is going to give a good growth, maintainable growth, it's
going to try for revenue. But in order to ten x, something like that to really exponentially growing,
linearly grow. We always look at how we
can exponentially grow. Literally would
even my businesses, I started an event business
four years ago, 2018, that thing became one
of the biggest ones in the country because the question
that we kept asking was, how do you do exponential
growth and not linear growth when you outsource
something like that to a Senior
Account Manager, we're gonna be looking at
how do you add something creative so that you could go from 10 thousand views
to a 100 thousand views. Or we have a couple
of a 100 thousand or million views videos. How do you replicate that
success when most of our videos are pulling in like 5 thousand or 10 thousand views. That's what experiences for, but experienced comes only once your system
is bullet proof. Because an everybody knows this. If you've done sports, if you've done any art, music instrument, whatever the fundamentals
are, everything. If you know exactly. How to move your
fingers when you're playing the piano or
playing the guitar, then you know how to do chords. And then you can do more
complex courts and you can add other things to make
it more complex for you. You can tune things. But all these creative,
super nice things, they might not be necessary in the beginning fundamentals
first and then from there on, creativity comes
in the beginning when processes are being built, outsource it to someone who has the least experienced
in your organization, an intern or someone
who's junior, and just let them test
things out and then after a couple of weeks of
them maintaining things, that's when he would
go to someone else. This obviously high level
outsourcing and delegating. But now that things are
going every four days, things are being uploaded,
we're starting to see trends. Let's say we've
passed 12 months. We're starting to hit like
maybe video 30 at this point, certain trends will
start popping up. Like I said, at this point, that's where a Senior
Account Manager can take over some of the questions
that might happen. First of all, nobody
does this alone. This is literally
the moment where you sit down with somebody, could be your partner,
could be your friend, or with us around the roundtable and everybody just
fires ideas off. The main question that
we have, like I said, is how do you exponentially grow this and what are the
trends that are happening? And where do people
get recommended from? Are there specific keywords, specific channels and so on. We start diving deeper. And that's when obviously
niches get developed. And that's also what
I mentioned when you're growing a
YouTube channel, the first 1000 subscribers, you're literally just
blasting content out, starting to figure things out. But they're around
1000 subscribers, which is usually around video, maybe 50 to 100s. That's what the average
is if you Google it and the analytics from some of the surveys that
are done by vid IQ. If you have 1000 subscribers, the average video account
that you have would be around the a 100 videos
on your channel. If you have a 10
thousand subscribers, then I think it was like a 1000 videos or something
like that, something crazy. But it's just the realization
for you to know that you really do need that quantity
in order to get there. Once you have the
quantity, again, we're hitting a thousand
subscribers, 3050 videos. If you're lucky, if
you're a little bit more, unless you're getting to the
average of the a 100 videos. Now you're now
that's the time when you need to go from four
days to maybe three days, two days, posting more and more, hitting more and more keywords. Key phrase is starting
to dominate competitors, all that type of stuff. So that when people search
specific key phrases, your videos pop out. Once you start hitting that, traction comes and now
it's maintainable, exponential growth can happen and ad revenue will
start popping up. But again, I would argue
that the key metric, if I would close it in
a way that you truly understand and doesn't
get overwhelming because I went pretty fast. The key metric, if
you're starting a YouTube channel, cash cow, what it's called, then
you want to focus on the amount of videos
you're gonna be producing. Nothing is set in stone until
you hit like 3233 videos. You're not really relevant until you hit like a 100 videos. And it's only around
a 1000 videos that things really start going crazy. But all of these, you don't need to
get to 1000 videos. All of these indications of things potentially
going crazy or viral will be somewhere
around the video 3000 mark. You will start seeing
engagement comments. You will start
getting motivation, hope, all that stuff. And then it's also
around like I would say, 3050 mark where now you're outsourcing to a
Senior Account Manager. Or maybe if you're
not outsourcing it, you start maybe getting
revenue in or again, if you're a little bit on lucky, it will be around video a 100, you'll get a little
bit of revenue in. Now you know things work. So this is again
where you can now take that budget and
start outsourcing things. Or if you want to
do it yourself, you can just start the next
channel, the next channel. And that's ensured
our perspective and kind of how I've
seen it being done. And very recently we've been doing it for a
couple of clients who asked it mostly on the content production side
and then some advising on, on all these things like
subtitles and Meta tags and titles and some of the SEO part because we have some
experience in that. But at the end of the day,
it's not it's not super hard. It's just it's not
super complex, I would say, but it
is a lot of work. It is so much work. Another boost that you can do, of course, it depends
on if you have budget. You can do paid ads in order to boost the initial first
1000 subscribers. Paid ads doesn't mean going on a cheap website and
getting fake ads, like fake subscribers
and stuff like that. Or they could be even
real subscribers. The issue is that
they would usually be very low quality subscribers. And YouTube really is looking
at the engagement rate. So the main goal for us to get real subscribers who really
engage with your videos. Because then YouTube knows
who took Bush video stew. And especially if
you're focuses again on cash and revenue within
a YouTube channel that you want high-quality
subscribers from countries where YouTube
pays the most ad revenue. So that's kind of,
I guess in short. I mean, it's been like
a half an hour already. But that's insured a workshop of how I would recommend
starting YouTube, cash cow channel, and how I would scale it and
make it a service. That's how we do
it as a Service. Of course, nothing
is guaranteed. So be aware. Around the video 30
started making decisions, maybe shift to a
different channel, different focus,
different niche. Around a 100 videos. You'll definitely know what is up and when it's happening. But in general, like the
crazy numbers you'll start seeing above a 100 videos. And when you're hitting month
456, there are outliers. I've seen them when
we were looking into buying some YouTube channels to see if that was an option. I've seen people monetise
their channel within 90 days. Again. The people who don't have that experience
never been on YouTube. And especially because we do client work, we
go into niches. We have no idea of. We usually do the
global approach. We're looking into things
that a 100% will work like. We have so much budget
only we have to get it done and the client
doesn't want to fail. What are the best options? Of course, because
algorithms change, it's always hard to establish
what the best options are. But this as bulletproof as it gets for us and
how we tend to do it. Hopefully it was helpful. Do let me know if you
have any questions. And obviously these are
short unscripted workshops, the same way that I would
do with coaching clients. And so they could be a
bit wrong if you have any questions that
you want me to go deeper into a bit more specific, just send a message and
I'll make sure to answer. Thank you so much.
9. YouTube organic growth: In today's workshop, we received the question about
organic growth, and I'll dive into
my iPad layout the question and how I handle organic growth
for my clients, and how I've applied it into
my own business as well. So without further ado, let's dive straight
into the question. The first question again, like I said, is, how do you create organic growth specifically around
a personal brand? Now to fully illustrate this, I'm going to dive deeper into one of my early
clients that I had about five years ago
and how I've kind of evolved that system to now, and how I use it into other channels when
clients come to me. And especially we get a lot of these agencies that
manage a ton of new YouTubers than just hit 1000 subscribers and
want to get them to 10 thousand
subscribers or more. And again, this will apply
to you whether you have 0 subscribers or 1000 or 10 thousand
subscribers on YouTube. And then from there we can always explore in
different workshops how you're going to
use that content to grow on other platforms, but without further
ado, let's go straight into growing it, organic growth and not paid ads. I'm gonna be focusing
on YouTube in this workshop because I
believe that with YouTube, you can create quite a lot of brand loyalty that will much easier shift
into other platforms. Whereas if you look
at the algorithms of currently like Facebook,
Instagram, Tiktok, it is much harder to transfer from there to YouTube
or even your website, emails, newsletters, and then
obviously from their sales, which is why we
have a high focus on YouTube within my agency. And again, if you
don't believe me, we have a podcast where we
have literally people from all over the world come and
they explain these things. There are experts, they've
grown a lot on social media. We've had people from Reddit, we've had people from Google, Senior Global Vice Presidents. And they pretty much
say the same thing. That in order to grow specifically and to
get off the platform, it is quite tough if you're
on these other platforms. I mean, we had the
general manager of Tiktok on the
podcasts and she was pretty much explaining
that they want to keep people on the platform. They're incentivizing people. So it's really tough
to build a business outside of it when you're
just growing on tiktok. But YouTube again, like I
said, has that potential. And so that's why a lot of successful stories
are on YouTube. Let's go back to the original
client because that's how I learned the original idea and
started growing from there. If you're starting
out getting to your first thousand subscribers
is incredibly important. Lot of people ignore the
fact that they have friends, people in their circles. Maybe they've joined
some Facebook groups, Reddit groups, and they feel like they
don't want to share there. My first suggestion to you is if you want to get
to 1000 subscribers, this workshop is not
about that specifically, but my tip here is makes sure to get into those groups
and one-by-one, recruit all of those people. In general, though, if you listen to what I'm
about to tell you, you probably will get to your thousand
subscribers a little bit faster outside of just reaching out to people and manually
getting subscribers. What we did exactly. So we had a very
niche focused coach in a specific language, Dutch, because I'm
from the Netherlands, we first looked at what
they needed to get done. Well, the main goal
for this client was to sell courses
and workshops. One of the strategies
that we consulted on was, well, we need to dominate
certain keywords. At the end of the day, everybody
keeps telling you this. Youtube is the second
largest search engine. Everybody says that it's quite cliche now
that coaches say, but what does it actually mean? Well, just like Google
is a search engine, the game that you're actually playing if you want
to win is SEO. So on YouTube, you're
gonna be playing SEO as well if you want to learn how to become a really good YouTuber, actually, what you're
learning is what SEO is. You're going to be
learning how to build up to the right keywords, researched the right keywords, competitor analysis, making sure that the
trends are being hit. And then kind of
exploring from there. When we were looking
at this clients, they had an okay library. They were just starting
out this business. They had some brand
loyalty from other niches. So they had a newsletter
that they could leverage in order to
gain subscribers. One of the first things that we did this a funny story as
if it was my first time that actually flew out for a couple of weeks to an island. We went to dinner, refit the paint pretty much for I think it
was like two weeks. And I took my camera, all my gear with me. And the whole goal was
pretty much sitting there. And we would film, I think, about 15 videos a day on specific keywords and that list was pre-made a weekend advanced. And the way we looked up that list is you
would go on YouTube, find other niches
or similar niches, and then see which keywords tend to dominate
with a lot of views. We were looking at 10 thousand or 100
thousand plus views, and then we would kind of see which keywords
could be better. So let's talk about, for instance, an
example about YouTube. One of the most commonly
viewed YouTube videos, if you search for keywords, is how to start a
YouTube channel. Now, how to start
a YouTube channel? That phrase is kind
of like a key phrase, like in search
engine optimization, we would use this key
phrase to properly dominated the way in
the olden days we did. This was like ten years ago. We would create these articles, how to start a YouTube
channel, ten Tips. And if the number one
ranking was ten tips, we would do 15 tips or 20 tips. Sometimes we would
do a 101 tips. Then based on that, we would start link building. And from there we would
increase engagement. Add a video to the
article making sure that people
stay longer on it. Now, the key metric within
YouTube that again, most people know, isn't specifically the keywords
and the link building. That's part one. The most important metric
that YouTube wants from you is actually
engagements. You need to make sure
that the people watch your video for at
least 50 to 75%, which is almost
impossible to achieve if you don't target the specific
keywords that people want. One of the things
that we noticed is if we want to achieve
that engagement grade, we probably want to stick, stick with numbered lists. Numbered lists seemed
to be performing really well in blog format
and in video format. If you keep the number
of lists quite short, then it doesn't feel
like you're going through this long, long video. We started off with pretty much, again, it was a different niche. But if we would shoot a video
and choose the keyword, key phrase, how to start
a YouTube channel. We'd be looking into how to
start a YouTube channel. The top seven tips or top seven mistakes or
top seven secrets, whatever seems to go
really well at that point. Then we would also rephrase that same key phrase into
five different variance. Usually again, this is something
that you can brainstorm. You really don't need
to be an expert. You go and Google
you type in how to start a YouTube channel and check out the first two pages.
Then you go on YouTube. You do the exact same thing, checkout the first 20
videos and you see how people have rephrased
the same key phrase, how to start a YouTube channel. This should be giving
you ideas to give you five different variations of this one keyword or key phrase. Once you have all
the variations, you're pretty much try
to number it as much as you can or make it in a
way that will be really, really engaging so
that you can hit those metrics at 50 to 75%. Then you kind of go from there. One of the things that we do, and that's just me
being super transparent is we're not like Mr. Beast or PewDiePie. We don't really know
how to go viral. So the only way to
go actually viral for us is to just what I
call Dewey shotgun maneuver. If you release a 100
videos that are engaging, one probably will go viral, Of course, because of
the amount of effort, it won't feel like
it's going viral, but that's how we
operate strategically. We don't go for this one video that we spend a month working on because honestly nobody really knows and the
algorithms change. And so we apply
shotgun maneuvers. We do a ton of content. We make sure that we engage
all the key metrics, all the key phrases
and scale from there. And our main goal when
we're shooting the video, when we're looking at the bullet points that were
mentioning in the video, is county keep the
user or fewer engaged. This is by the way,
similar to when we launched podcasts and bump, again, we're using
YouTube because it's transferable to all the
other social medias. Once we have all of
these key phrases, keywords, and so on, we'll be looking further. Okay, So now we have a
list, we have a list of, I would say again,
we were shooting 15 videos a day and I was
there a couple of weeks. I think we shot like
eventually it ended up being I counted like
300 plus videos. Who was pretty crazy
like some days we shot more than 15 videos. I realized. First of all, in
those first couple of weeks to three
weeks we sat there, I was able to teach
the coach that was doing it how
to film himself, which meant that eventually when I went back to
the Netherlands, they kept continuing to shoot, which meant that we could kind of hit four hundred and fifty, five hundred videos over
a span of 23 months. Because our strategy wasn't specifically what everybody
traditionally says, which is like release
every four days, every seven days, whatever. We kind of just went
crazy on the SEO part. Nowadays it's a bit
harder on YouTube to just go crazy on the
SEO part because again, engagement is super important. But if you can get that
engagement metric and again, you have your friends
who subscribe, people in the networks
are subscribed, who are actually interested
in your content. Then what you can do is that client than what
we did in 23 months, we were releasing 23
videos a day and we went, I think it was an attracted. I have a blog post
somewhere on a website. It was like 2 thousand
subscribers and went somewhere above 25
thousand subscribers. But again, remember what the key metric was at the
beginning from a client, it wasn't specifically how
many subscribers it was. Can they sell courses
and do workshops? One of the things that
we did is once we started hitting 20
thousand subscribers, I think they went from a
1015 thousand views too. He was like 300
thousand views or something that some
crazy metric that starts scaling exponentially when we
started hitting that high. We booked a room somewhere. Well, the coach book
the room similar and we filmed a course for him. It was pretty much from the
morning till the evening, half, half a day, then lunch, and then half a day. And we had a discourse of about six to eight hours
professionally filmed. We used at the time it
was like a Sony A7. So it was really
professionally film, super good quality,
a lavalier mic. So like a one that you attach. And pretty much the whole
workshop recorded in parts. We edited it, Started, created a course out of it. It was a course of
about a 150 bucks. And we, before, I am skipping
the story a little bit. So before we did the
whole course situation, we actually sold tickets
to that workshop. So the first thing we did
is we tried to monetize the YouTube channel
because we wanted to see for targeting
the right people. So as we released an Eventbrite, I think it was we take it we sold out within I think
it was like a week, 155 seats, whole
conference room. It was in center of
Amsterdam, was sold out. Then we filmed that course. And all of those people
who signed up but couldn't get a ticket were super
eager for the course. And so once we filmed the
course and released it, ink around a $150, which was I think
more expensive than the actual workshop at the time. The sales, it was
above six figures. I think they had
somewhere around 150 or something like that. So that was kind
of like a short, short deep dive of
how we started it. We looked super hard at those key metrics
and at the goals. So that's kind of the
beginning and the end. And then we drew a line, what do we need from the goal and the key
metrics and key phrases, how do we get there? And so our calculation was, we're not Mr. BCE, we don't
know how to go viral yet. So how about we just
blast a ton of content, dominate all the
competitor keywords. Because again, if
one competitor has one keyword and there's like a 100 thousand views
on that video, but we have five variations
on that keyword. Then probably five
different videos underneath the competitor
would be hours. Or if people
watching competitor, they would probably buy YouTube, be referred to one of our
videos because we have five on that key phrase. That was our strategy. A bunch of contents usually numbered so that we could get engagement as high as possible, which translates into
subscribers, so loyal fanbase. And then an easier
way to transition into people who opt in for a
workshop or something free. And then they were selling
at the time, the workshop, but also they were giving
away a free e-book, which was a huge
thing in that niche. Nowadays, a lot of people are dismissing these
ebooks, but trust me, they are still going strong even though people are saying, Oh no, you need to do
webinars, you need to do that. You can do webinars and
they convert grades. The issue is that if you
don't have the quality, you don't know how
to set things up, you don't know how
to engage people. The webinar is going to perform similarly to what your
YouTube is performing. That's why I highly recommend to figure out the YouTube aspect before you go into all these more
advanced scenarios like webinars and
stuff like that. But again, because we
filmed a ton of videos, like hundreds of videos, we release them over a
timespan of 23 months. We created momentum. We use that momentum to create a workshop with a big audience so that there was social proof. We got a ton of video dismissed. I think we filmed like I had two or three camera
people there. We filmed, I think like 1015 testimonials, All
high-quality cameras. And then we created the ladder, the coach created
the landing page. We provided all
the video content, and then they sold the course. And then from there, I think they added a podcast. They added like upsells
and stuff like that. But pretty much at that
point when you let go and they started scaling as we let go somewhere around the 30 thousand subscriber mark. So it was a pretty,
pretty crazy campaign. But one of the questions again, going to the beginning
that I keep getting is, if I don't have the money, can I still grow organically? But a lot of people
tend to dismiss is, of course you can
grow organically, however, which
you're, cannot pay. You have to pay with time. Listening. If you
don't have the money, then you have to pay with
something else, which is time. And money pretty
much saves you time. In this case, it
need to be aware that you need to have a lot of content that is engaging and it doesn't have
to be scripted. A lot of people have
like the scripts, do. We sometimes do that as well? We script and the
entire Saturday to prepare all the content
for the next week. And then you have these nice
gifts in an auto prompter. I mean, if you followed
one of our courses, obviously you'll know that it's pretty scripted to
the point we tried to cut out as much as possible because you're noticing
I'm talking a lot, lot of coachees find that
interesting because they get a more bigger story
of what actually happens, how we apply this basic content. But again, fundamental matter. We pretty much
shotgun maneuvered the whole thing and the
engagement started rising. Our bed paid off. And so as we had all of
these titles of the videos, we didn't script for them. We were aware we were going
to do like 3400 videos. The actual conversation
we have with the coaches, are you able to give
you bullet points? Talk from there and we'll probably edit out all the fluff. That's what we did
for every video. We had bullet points. Like I said, try to keep it numbered if you haven't
numbered, so it's a bit easier. So seven mistakes,
seven secrets, 13, different things bug
a blob with each number. We just had a sentence and
that was a bullet points. And then pretty much what would happen is we would
start the video. We'd go at the bullet points. Then after the bullet points and the paper would come up and then the raw footage
sometimes you can see it like the paper goes up. They look at the bullet point and then they
continue from there. So sometimes if you have
these 13 secrets or whatever, then premature going 13 times to this piece of paper and you have this 15 minute long video. But so that's kind
of an easier way to script your content. Another benefit that we
found is once you start hitting video 100 or
video 200 or whatever, you become way more to
the point and engaging on camera like 22 points where
there is almost no fluff, there's nothing to edit. It's all pretty relevant, and so I do recommend doing
that in the beginning. Another thing that I can
recommend though, is like, right now I'm sitting
here in a studio, everything is set up. It can get pretty boring. And so when I did
that shoot with the coach and it was a couple
of is in police as well. They rented a huge villa. I think it was like
this massive villa to have five bedrooms. And then if you would go down, it was like on the little
hill next to the beach, you would go down the hill. It had its own like extra lake wasn't
like a garden house. I think it was like
a pool house or something by slept
in the pool house, like my own private thing. But the reason they
did that is because the garden was so
big as you are going from the main house to the
pool house that we had like 20 different locations
just in the garden. It was literally the whole
point of just switching cameras as the sun was
rising or going down. And then the golden
hours we'd be filming non-stop every morning
and every evening. And so if you are born and you're struggling
with these things, what I can highly recommend, don't do this if you're in the beginning unless
you have budget. But if you're going
on an Airbnb, you're going on a trip, tried to find these locations
that have maybe gardens are just nice locations where
you can literally just put a camera and then if you
tilt it to the left, you have a completely
different setting that is as beautiful. When I created originally, when I started my charity
like almost a decade ago, I created a ten day challenge. And one of the things
that I did is when I was going when people were
booking me for speaking gigs, I was asking them to book
me a little bit outside of the city in a place
that was photogenic. That way I could
literally combine my speaking gigs with
that morning filming a little bit for a
30-day challenge or a ten day challenge
that I created, which are by the way,
still up for free. So although all these
things are so relevant, and it's mostly relevant
for you to be engaged, to be nice on
camera, to be happy. And as you're going through
your first 100 videos, it's just, it's tough. You have to learn
all the skills. You're not gonna
be as good as you are on your 100th video
or 500 and video. These tiny little things
like getting an Airbnb, getting a nice location. I mean, really paid off. At 1. We were done with all
the garden shoots and we would move on to like
it was it was ten Arif. So you had like
mountains you had for us yet these plane fields
and stuff like that. It was just amazing
type of content. That was kind of one
example of how we use the campaign to really
grow exponentially. Now, once we apply that,
we started evolving, that one of the things
that we started evolving as we started emphasizing
throughout the years, because in Guinea
was less important, but the thumbnails
became quite important. The design was very important
in around the thumbnails. Nowadays what we recommend
is make sure that it's the number super visible. Some type of kind of
Photoshop effect. You don't have to go crazy
with Photoshop effect. But one of the things
that you can do is you can pretty much
just magic wand around the person and then put them in front of a certain
letter or word. It just makes it look
a little bit more professional and doesn't
take a lot of work. You can stylize things. You can make it pop a little bit more by having more
saturation and vibrancy. Little bit more work on the
thumbnails has evolved. And then one thing that
we started adding, which was definitely not
being done at the beginning, but nowadays it's exclusively will we add to that as
well as the thumbnail. Subtitles. Subtitles had become so
important on YouTube. Again, like I said
in the beginning, it's a search engine with a
lot of people seem to miss, is that if you want to
maximize the search engine, you want to give Google the
correct words to look up for. Google tends to do close
captions themselves. They make the
subtitles themselves. But you've probably noticed that even though it's getting
better and better and better, it's still not accurate. So some words might not
pronounce correctly. And especially when you're
working in Europe like I am, you have all these climate, especially if you go
to Spain or Italy, they have a different
pronunciations. Google doesn't pick up on that, which kind of sucks. So subtitles became
quite essential. That we've added to
this whole journey. And then we made
sure that we have enough a follow-through as well. Again, YouTube tracks that if
you have a YouTube Studio, you have a YouTube
channel, you probably have seen the
click-through rates, CPR. So when Google actually
is looking at your video, they're looking at how many
minutes are people watching? Are they clicking through to YouTube videos on your channel? Is it becoming this whole
Netflix experience where you're just watching one show and you're bingeing
it the whole way. And that way netflix knows
it's an interesting show. Youtube is trying to
create the same thing. And so as we are evolving
with the platform, we're looking at these things, subtitles, actually
for our podcasts, we translate into in six
languages for our subtitles. If you look at Mr. Beast, he's pretty much recycling
videos as well. He's using his English videos
and then dumping it with subtitles as well in Spanish
and stuff like that. This has, if you're
starting to grow YouTube channels and this is professionally your business. One of the things
that I see getting dismissed a lot as
different languages, subtitles in
different languages, and all these things picking up. The reason I mentioned
other languages that would add to that is also
if you're looking, I guess I'd like Spanish or
Portuguese, Dutch, German, lot of these languages
usually have people from the millennial
generation or Gen Z that are very good at English. And so if you haven't
English video, but you have these
other Subtitles, then they will be
looking it up in German, but then this
English video might pop up because there
are subtitles. Youtube might recommend it, especially if you have
a high engagement rate. That's usually the
evolution that we've been following in
the last years. Because again, this project that I'm mentioning
right now was all the way at the
beginning as we were starting my agency. And nowadays it's
evolved to subtitling, dumping into multiple languages. When we create instructional
videos for clients, we have one client
right now that does these European
instructional videos. So they make this one video, it's an English and we make sure that the whole English
video it's done. Then we pretty much DAP and subtitle it until like
ten European languages. Then obviously you
have to change link texts on the screen and you have to make some
things longer and shorter. Swedish is super
short as a language, and then Italian and
German was really long. So you have to
extend the videos. But these things again, are very small
details that you will automatically evolving as you progress through your
YouTube channel, especially as your organic
growth keeps growing. I would add to that lastly, because the question was
around organic growth, had a podcast, a couple of podcasts with pretty
successful YouTubers. I guess my main
takeaway from them, and they'd have seen when
I look at my clients, is you definitely want to
focus in the beginning, the first thousand
subscribers on just growing the channel had to
talk with the Lowry. He's the, he's a YouTuber, has a couple of
million subscribers. He heads hydraulic
press channel. It's like this pretty popular channel where they smash things. And then he created a couple of different channels around that. But so he was starting
a new YouTube channel when we did the podcasts. And he mentioned that for him, the first thousand subscribers, he pretty much just
does pay debts. He doesn't have he doesn't
want to do it manually. You just wanted to get to
these thousand subscribers as fast as possible? Obviously because he has the
budget, he just does it. Then I was talking to
someone else on the podcast. I think it was Jesse echo. He's this pretty big
finance YouTuber, entrepreneur, YouTuber or
talks a lot about crypto. I've been following him for
a couple of years I think. But he did really well. And one of the things that he mentioned as he was passing, it's a 100 thousand subscribers
when we did the podcast is again what I mentioned with the first
thousand subscribers, he did everything he needed. He actually started
building his channel and Tiktok first and then grew pretty large there
and then try to get people over on his YouTube
as much as possible. And dads will got him to
his 1000 subscribers. But then from 1010 thousand, almost everybody from all
the YouTubers I spoke, which was like, I think like five to seven YouTubers
on the podcasts. All of them mentioned that you need to start
creating on one side evergreen content and
on the other side like a little bit more
niche type of content. With evergreen content,
what they mean is, again, how to start
a YouTube channel. Very common things that as the new-generation
rolls into YouTube, you'll want to continue doing. But then on the other side, you also want to do
more newer things related to your contents
may be trending stuff, maybe talking about new
things that are happening in the crypto scene and financing and all these
different scenes. And one of the
channels that you can use for that as Google Trends. You can Google it literally
just Google Trends. It can type in keywords
in there and then see if the trend goes
up or goes down. And then based on
how high it goes up, you can start talking about it. Or you can follow
just a bunch of YouTubers and then
see what they're talking about and then give your spin and your
opinion on it. Around 1010 thousand
subscribers, you need to get
into that mood of building up evergreen
content and niche content, trending content to get
into a loyal fan base. And then from 10
thousand subscribers to like a 100
thousand subscribers. That's when you
really need to start becoming your own person meets, start talking to your fans, becoming authentic and
really finding your voice. So once you have all of that, yeah, after a 100
thousand subscribers, that's actually be honest. That's usually when clients just work with us on video
editing part at that point, it's just the organic
growth is so hard. Collaborations are
reaching out to them. They have sponsors. So at that point we were
just video editing for them. But I highly, highly recommend that type of way of organic
growing your company. I went a little
bit deep into it. It was a couple of case studies. I don't know if
it's that relevant. I tried to keep
it as relevant as I would for my coaching clients. Obviously, there isn't
the interaction, but I would really appreciate it if you have any
questions because then I can go deeper or maybe
shorter into some of the stories that could contribute to you understanding
the full picture. Again, the courses are made really concise so that you
can ask those questions. But if you have any
other questions, you can always ask
me and I can create another Q&A workshop
style video for you. But thank you so
much for listening, and I'll see you
in the next one.
10. Which gear to use: Hi there and welcome to this
unfiltered Q and a workshop. Today I will be covering the most commonly asked
question that I get over all my courses
and for my teams and pretty much all my
clients as well. And it is which gear to
use and how important is gear for when you grow organically and how important
is it to production value? We're going to elaborate
it from the perspective of me and growing things like
started funding event, filling up our huge events
to 1000 plus people, as well as the client work that I do for European campaigns and sometimes we do North
American campaigns and then how important
those things are. And of course, associating
that two conversion rates, sales and just organic
growth in general. And then of course, I will be sharing the gear that we use for both client shoots as well as just YouTube pork
or these type of courses. Because a lot of course
graders ask us all the time, can I film things on an iPhone? And sometimes you can,
sometimes you can't. And in this workshop, we will be covering
all of those. As always, this kind of
unfiltered workshop is made because a lot of coaching clients have
a ton of questions. And so they tend to
learn from stories and case studies that have applied
with clients and my team. And that's why we
do these kind of unfiltered storytelling
workshops so that we can cover
these questions and just an incomplete half
an hour to an hour of details and all these things that could be relevant for you. That's why it's not as scripted
as most of our courses. If you want clear
theoretical content, go to the specific courses and the five to six minute videos that just go clear
into the theory. This is all about
the practical stuff. With that being said, the way this has filmed is so that you can just listen to it. You don't have to look. We don't use any fancy visuals like we use in our
normal courses. This is literally
for you to listen to or to take notes
while you listen, so that you don't have
to constantly pay attention to the screen
without further ado. Let's dive straight into
the whole gear discussion. Let's cover the most commonly
asked question first, which is gear important
when you're shooting things like courses or YouTube
videos or Facebook videos. My main answer to that is no. The new iPhone that came
out just pretty much has a cinematic lens and normally you wouldn't
even feel the difference. I would say there's
one niche that may be you have to reconsider what
type of camera you use. And that is if you create
film-making courses, photo courses, that type of niche where cameras
are actually useful. The reason why is that the
more experience a person has. So if people in that niche
half a year of experience, they are probably going
to notice when you're shooting with a
canton versus a Sony. I've been shooting for
a decade now and I can clearly spot when
somebody is using Canon colors versus Sony colors. But again, that's just
because you're in that niche that it becomes
relevant outside of that. Honestly, an iPhone is
more than good enough. Of course, that comes
with an asterisk. Lot of people tend to ask
me what cameras important. The question I tend to
not hear when somebody is starting with all of this as
what lighting is important. You can use technically, almost any camera
that is full HD, as long as you nail the
lighting and the audio, because those two are more important than the
quality of the video, whether it's 4k video or
fully Judy slow motion, those things literally
do not matter as much. It's a good light
and good lighting set and amazing audio. Again, most podcasts go extremely viral and only thing they have is a good microphone. I'm going to cover first, would we use depending
on which level, for instance, a set like
this versus client work. And then also what
I recommend most of my clients by if they're
on a lower budget, what do we use? Well, let me tell you a story that I always tell
my coaching calls. I started lightening, which is my agency roundabout
a decade ago, almost at the time I
remember I saved up, I think two or 3 thousand Euros by doing seven jobs
at the same time, I was tutoring, I was working
sales, that type of stuff. Saved up my first 23
thousand Euros and went to the store to buy a
Canon 5D Mark three, I think at the time
was that it was a revolutionary camera
at the time they came out completely broke the mold of people having these
big massive cameras. I remember my camera guy
at the time had a Sony, I think fs 900 or
something that was this 35 thousand Euro
camera, super expensive. But I mean, the images
it produced was amazing. We use it for Coca-Cola shoot. But I went to this store, just a general electronic store. If you're in a shopping mall, you probably know exactly
what I'm talking about. I went into the store, I was in the cameras section
that I've been pretty much in for the last two months
researching everything. And then obviously
we'd google comparing. I was about to buy the Canon 5D, but because I was in that
store literally everyday for the last couple
of weeks and then every so often every two months. What had happened was that I actually befriended
the camera guy. As I befriended the
camera guy and I'm standing there
looking over to 5D. He walks up and he says, Well, you probably
have saved up enough. Which camera are
you going to buy? And I go to pretty
much I tell him, Well, I'm ready to buy
the Canon 5D Mark three. It seems like the best
research camera Ababa. But there was one thing
that I didn't research yet, I think a month before that. So this is how old
the businesses now, a month before that, Sony had just for the
first-time, released a camera. Now you got to imagine, I think this was 20132014,
something like that. Sony up until this point was making really ****** cameras. It was something
you couldn't really use as an amateur
unless you would go for FS cameras like FS 900 of his five,
that type of stuff. Because obviously
those cameras were using use for
professional shoots. But those cameras costs more than ten K and that was
just budget I did not have. But in the kind of
prosumer category where the Canon 5D
revolutionized everything. There was no camera where
Sony was competing. They had these kind
of camp corners, but it was just not something
you could show up with on a professional shoot and get the quality
that you deserve. A month ago, a month
before that conversation, Sony had just released
their Sony A7 camera. I had no idea. I was not a camera
guy at the time, so I had no idea I wasn't
following any of these things. And he literally tells me, wait a second before you
buy this Canon 5D and he goes to the computer thing that is hooked up in that store. He goes online and
shows me the Sony A7 S. And it was like 500 bucks
cheaper than the Canon 5D. And I'm like, Are
you sure I keep hearing Canon 5D is
like the best thing. It came out. It pretty much does the
same thing that all of these pro cameras are
doing for half the price. And I want to be
taken seriously by clients because I was
just starting out. And the guy literally tells me, trust me, this will be
the Best Buy you ever do, because this Sony A7 S, it creates night vision like it does so
well in the night. And so if you're filming
like events like I was, it's gonna be so
important to have this type of quality was so much money for me at the time and I literally just
trusted the guy. And I can tell you it was one of the best
decisions I ever did. Because what actually
ended up happening is that the Canon
5D Mark II became a really old camera
when the bus around the Sony A7 came out
about six months in, I've owned the camera
now for five months. Everybody started talking about the low-light capabilities
of this camera. We started the whole company. Well, I started at the
whole company on Sony, and at the time there were like three lenses for this camera. I kept doing projects
and buying up lenses. Nowadays you have so many
lenses for this camera, but we have all the main ones. We started with Sony A7 S, and we continued
from there at 1. I was thinking of
buying a Sony A7 because when we're
shooting large commercial, so we don't do it very often, but sometimes we shoot
large commercials. Most of the quality
that you see on TV is shot on a Sony A7. There's something about
the aspect ratio, the color, the way
the pixels are. Somehow I always
recognize an FC7 and it is really not
comparable to a Sony A7. Notice. Now I'm getting
really technical, but a lot of people ask me this, why wouldn't I get this big *** camera versus like
a Sony A7 does. The real difference
that you're gonna get is in the colors
and the lighting. When I'm shooting with my
23 thousand Euro camera versus my camera guys is 1015 thousand Euro
camera like in FC7. Which you're gonna get is if you're shooting,
for instance, in a shadow of or
if you're shooting in a really bright
sun in your color, correct thing, you're
going to get way less out of a Sony A7 S, then you're gonna
get out of an F7. But if it's really low lights, you're gonna get way less
out of an F7 than an A7. So when people ask
me which camera to buy, it always depends. For high-end commercials,
you're going to have full control of lighting. And so an F7, it's
going to give you amazing quality that an A7 S
is just not going to match. But if you're in an event
and it's super dark, and if I7 is just
not going to match the low-light
capabilities of an A7 S. As time progress
throughout the business, the A7 S2 came out. And we found that the quality of the picture was
literally the same. So we just did an upgrades. I think we upgraded
eventually we have six A7 SS, so we upgraded, we sold three or something like that
and we got to A7 S2. Reason why we did that is a more slow motion capabilities. But it's just to tell you
that as time has progressed, because the sensor stayed the same within
this A7 as camera, they send this to
at the same sensor. Only the A7 S3 started
upgrading, but not by much. And so you can kind of feel
the difference between the original A7 S and
then now the A7 S3. But then if you compare an A7
S3 to an F7 is just crazy. You can barely spot the
difference at this point. When people asked me
which camera to buy, we're doing professional
shoots with a camera that on the
second-hand market, you can probably get
four under maybe $800. That's how crazy it is. You won't spot the
difference because the question that
we're asking is always how is the lighting, which setting are
we shooting in? And how is the audio? Nobody's paying attention. Which type of quality
of camera you have? Do you have a Canon? Do you have a Sony? If you're a great editor, you're not going to
have these issues. So when I'm shooting here, my main focus is again, we're shooting on a basic
Sony A7 is I didn't even take my A7 is to shoot courses. Sometimes we actually had a big pro camera that we use for live streaming
and cameras. And after the whole
pandemic happened, I pretty much just sold
it because at that point, we could do the same
capabilities in an A7 S, where you can just extend
how long they can film. And because they're
pretty old cameras, they're pretty
tested and they're mirrorless so they don't
heat up that much. So we can just film an entire
confidence of five hours on these little A7 as the
assembled as devices, we just need to control the
lighting a little bit more than that pro
camera that we had. Again, also sony, we stick
with everything Sony. Then the other thing
that I absolutely loved with the Sony, which again, it's mirrorless, heats up way less. That's a huge
problem with Canon. The colors are a little bit
less nice than the canon. But again, I would say if
you're doing weddings, a cannon is great colors is
going to be so important. Qualities can be important. Then if you're not doing
weddings, you can go for two, Sony because the color scheme would fit more corporate
and commercial, whereas the color
scheme of a cannon fits more of the
whole romantic five. But again, that's my opinion. And when I'm editing footage, that's what
I'm looking for. The other thing that
I've found is that the Sony footage is way
more optimized for Mac. So just kind of easier and bid faster to edit when I'm
working with Sony's. Then lastly, the
reason why I love so nice is because the
lenses on there, especially the XYZ
lenses and the G lenses, these are the brands of the
lenses that they work with, are just so crystal clear and nice and the quality
is just so nice. But then if we're getting really detailed into it with
some of the DJI lenses, I'd be very careful. We won Scott's the
1224 millimeter, which is an ultra wide lens. And I'd stay away from that
one for quality purposes because if you compare it to the footage that we
shoot with sites lenses, it's just not possible. So as I'm here, I'm using everything Sony, My microphone is Sony. A lot of people recommend the
sanitizers and we have to level Lear sanitizers
that we do for shoots. When at an event the speaker
needs to be needs to have this clip on
microphone is called a level your microphone,
we use sanitizers. Sanitizers in general are very high-end brand we've
had in the past road. And a lot of people
swear by roads. But honestly, when I compare
it to the quality with Sony inequality that I've
had with sanitizers. It's just not even
close every single time we've used
road in the past, it always gave us bad quality audio or it gave this hits that
we didn't like. And if we have
clients love audio, they're just going
to spot it and we're going to have
a **** editing. In the past, we
use a lot of road, but we eventually switched
over doing only sanitizer, which is high-end audio
within the camera sphere. And so nice. I would rank sanitizer above Sony if you're
choosing microphones. But I would add to
that that we've had great experiences with Blue Yeti and stuff like that
for the POC tests. But right now I'm
covering is still what we're using here. Once we have the audio, which again we're just using
Sony audio microphones. And then sometimes for events
we're using sanitizers. The lighting that we use is, I use two brands that
I absolutely love, which is mad lights, which is a competitor to
aperture of but much cheaper. And aperture, aperture is
just really well-known. Except with aperture, you tend
to get pretty bulky items. They're pretty big, super
high-end, super good-quality. Not an analyte is cheaper. And I feel like this startup that came out
a couple of years ago and it's just trying
to do everything better than aperture somehow. As best they can do
within the price range. If you want to go really
high-quality, go for aperture, but non-life is a
good alternative that I always recommend. Those are the questions
you shouldn't be asking. Those are two brands
you should be buying. Invest in a good iPhone, five-hundred dollar camera
second-hand market. There's nothing bad about secondhand for a
mirrorless camera, just make sure to stay away
from scammers or anything. And then where you should actually be putting
your money is maybe a good nan light lights
and then a good microphone. Of course, if you want
to go really high end, go high-end on the audio, not the camera, the
audio sanitizers, that brand, you're
always going to be good. I think most of the podcasts, because Joe Rogan uses that
one US cent heights are definitely you just type in Joe Rogan Podcast microphone and you'll see which one it is. Once you have those things, you're pretty good to go for 90% of the things
you'll be shooting. This isn't a filmmaker course, so we're not going to go deep
into how to shoot events, how to shoot weddings,
all that stuff. We're just gonna look into
mostly the educational things. Most of the things
you'll be using gear for YouTube,
for social media. And again, second-hand
cameras, mirrorless, good audio if you
want to go crazy, go for sanitizer tried
to stay away from road. If you just splurge
a little bit more on the audio and then
go for a good light. If you want to go cheaper
on all those things, which I will cover as well, I would recommend to
go again secondhand on the camera and then
on the microphone, I would go for an
external microphone. And the one that we use
that is actually used for professional purposes is
buy a brand called Zoom. This isn't like the Zoom
from the video calling. This is just zoom. That's what their
microphone brand is called. And the ones that I started
with is the Zoom H4 n. And this one is, I think a 100, $150, and it has great quality. The reason you want a Zoom is because it has
these connections, XLR connections
that you can plug in into any camera and
professional camera, but also into mixing sets. So if you're at a
wedding or at an event, you can click it in
and get good quality. So if you're ever
maybe speaking, let's say you're creating a course and you're
speaking somewhere. Those microphones
and those clip on microphones might not be as good quality as just having this $150 device a Zoom H4 n. And then you go to
where the audio system is of the workshop
or the conference. You plug in an XLR
cable, it's called. And then when you
have the microphone, which the venue will
provide, you'll get amazing, crisp, super nice sound from it, which you can then sink
later, which are camera. This little device will get you the best possible quality. Yet it costs a little. The reason I don't recommend
it from the beginning is because it's an external
audio recorder. And so that means that you'll have an audio file which you will need to sync later
with your camera. And there's just so much
that can go wrong with it if you're recording the
wrong frames per second. If the quality is
like wrongly sitting, if you didn't check it properly, It's just something we
don't do for beginners and it's why I don't recommend
it in the beginning. But then in general for
the podcasts and this, sorry, this one is quite actually important
for the podcasts. I will recommend it. If you want to go cheap and you don't want to go for
descend Anheuser, get a Blue Yeti. We've had now more than 50
episodes on the podcast. And every time we have a
guest with a Blue Yeti, it just, it just
goes really well. They're not they're
not expensive. They're pretty cheap, and
they're just so worth it. You're not gonna get the
same quality as a sanitizer. But honestly, if
you're not into audio, you're just not going to
even hear the difference, especially if
you're listening on an iPhone or when you're biking, which are air pods or
something like that. That's what I
recommend on audio. Now, as we progress, you start realizing that there's a lot of different
things you know where to focus this are now and
then canon versus Sony, it's completely up to you. We started with Sony
could not be happier, and there's no camera
the canon has released yet that just competes with
the low-light capability. Then again, if you
eventually become a pro, which in YouTube and
just in general, if you creating content, you're eventually going
to go pretty pro. And those lenses that you're
gonna be using with Sony, you're gonna be able to use with all the pro cameras
that Sony has to offer. When you're getting
into the pro sphere, Then Sony is one of the big
hitters that makes a big, then makes big commercials. Yes, canon has some cameras, but honestly outside
of Buzzfeed, I don't know many commercials
being shot on canon. Most of them could go for red. Are, we are so neat. Red is a very
professional camera. Some YouTubers use it. I don't recommend it. We've shot on red. And I personally just don't
like the colors there. A little bit more
blackish, more grayish, whereas I would say
Sony gets more color, candidate gets even more color. Then I've never
shot on an already, but I've had camera
people who shout on an RA Re is the most expensive
camera you can get. I did not recommended for
any content creation. This is what they
use for Hollywood. These are cameras
that are 50 K plus, I would say cap
yourself at a red or a Sony professional
camera and then just kind of stay happy if
that's where you're going, especially when you're
shooting for k. So that kind of summarizes
the gear that we might use depending on which shoots and what my
personal opinions are. Again, this is just a story
and my personal opinions so that you can kind of
see how we progressed. I would rather buy
multiple cameras. They give me similar
type quality instead of looking for like, oh, I need for gay for this and just higher-quality and
better colors for this. You know, most people
are not going to notice, especially when YouTube
compresses those things. That's how we ended
up with like, I think like nine cameras at the office and then selling like two or three at the end because we were
just not using it. That's gear, that's
audio lights, camera. Then in general, what I recommend is learn how
to set up your lighting. I always recommend a lights next to you and the
lights behind you, and then creating some type
of depth in the background. That way there's just
enough lighting. Two highlights the back of your head away from
the background. But again, that's called
three-point lighting. You can always find tutorials. A great actually client that we worked with is called
Parker wall Beck. He runs a course called
full-time filmmaker. All of his YouTube videos, tutorials are for free, has a great YouTube tutorial
on how to set up lighting. Just type in
full-time filmmaker, I think its course,
or parker lol, big lighting and you'll
probably find it. But in general, one light here, one light in the back and then just something to differentiate you
from the background. And then just good
audio and you'll definitely have something
good That's gear. Now, another pro tip on the lighting is if you want to go cheap on
the lighting, you can. I don't recommend it because
these types of pieces, they will last you a decade. But if you want to go cheap, the best thing you can
do is like how you express or Amazon or
something like that. One brand that I love when I was in the beginning and
building everything up. Except again, don't
go cheap because then they're just
collecting dust like now. But one brand and I
loved is Go Docs. Go Docs creates pretty
good high-quality lamps. All of the lamps I bought
from them at the time, I think we're under a $100 and they still work to this day. It's been like at least
five years they still work. But I don't use them because I have high-quality
likes right now. That's why I'm saying you're
kind of paying double. If you want to go Expensive, Don't go expensive
on the camera, go expensive on the lights. Those things will
last few ten years. Going expensive on a
light will still get you to 300 bucks on a microphone. Same thing. Whereas if you
go expensive on a camera, we're talking a couple of thousands of dollars and
it's really not necessary. That's gear. That's how
you can get started. And then once you've set up
the three-point lighting, you can start shooting for most of the things
that you're doing. Video testimonials are gonna be super important
for your content. And then interviews, tutorials,
those type of things. You will get most of
the done having that. That's kind of it's gear wise, most commonly asked question. Hopefully it's answered now, my opinion on why I
choose Sony over canon, again, more use-cases and
corporate for so needs, people are more used to it. There's more low-light
capabilities versus canon, which I might consider for
photography or for a wedding, because it has this
amazing romantic colors, which I don't find a match
very well with commercials. I like the Sony colors more for commercials and yeah, that's it. A little bit too deep into it, but I hope you enjoyed this little workshop and if
you have any more questions, definitely let me know.
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