Transcript
Jason Fladlin (0:00)
Foreign.
Travis (0:03)
Welcome to another episode of Special Ops. We are super excited. Today. Travis and I are attending Driven Mastermind. A mastermind that we belong to for a long time now. We love dearly. We're here in Mexico and we are filming some episodes and calling them the Driven Diaries. We're kicking that off with the million dollar webinar man himself, Jason Fladlin. Jason, I am stoked and thank you so much. Like, you have been such a phenomenal resource to Travis and I, and we're just over the moon to have you today. You gave a talk at Driven some time ago about risk reversal, and, like, that lit up my whole soul. So I would love for you just to talk about what you presented on, what it means to you, and how you make that part of operation sexy to marketers.
Jason Fladlin (0:46)
Yeah, that's a great point. Like, I don't differentiate really between operations and sales. It's like, I only like the top half of my baby. I don't like the left side. It's only the right eye of the baby that I like. You love the whole baby. And so with business, operations and marketing should be connected to each other. If you can't fulfill upon it, you should not sell it. And the better you can fulfill upon it, the easier the thing is to sell. I mean, this seems to make sense, but a lot of people miss that point because they think marketing is. We get people excited if we sell them, and then that's the end of the story. And then whatever happens after that, whatever, they don't even think that far ahead. What I love about risk reversal as a marketing strategy is if you grab a hundred pitches selling the same product essentially like this. Brand A has their version, brand B has their version, all the way to brand Z. They all emphasize the game. You buy this product and this positive thing will. Will happen to you. And they ignore the risk that anybody would take to purchase the product and use the product. So there's three risks. There's a money risk, there's a time risk, and there's an energy risk. The money risk is the least important. So people are like, oh, my God, if I buy this and I'll lose money. And marketers think, I got to make them feel like I'm not going to lose money. They emphasize any of risk reductions is on the money side, but money is the most easily replaceable thing. And if they ain't going to spend it with you, they're going to, like, buy some stupid thing that they forget they buy the next day, right? They're like, oh, yeah, I got a Candy Crush bonus. Here's five bucks. And then they don't even remember ever spending it. So money's there, but it's not that important. Time is more important, because if I buy a $1 product, but I spend 100 hours on it, that's a worse investment than if I buy a $10,000 product and I spend one minute on it and I get a result. And so people really. The risk of time to buy your product and implement it is a more serious concern. Time is an equal. So If I spend 10 minutes on a spreadsheet, I want to kill myself. But if I spend a million hours talking about persuasion, I'm like, I'm just getting warmed up, you know, like, bring it on. So it's the energy that's the biggest risk. And the energy for a lot of people buying a lot of products is, what if this doesn't work? What do people think about me if I fail? What do I think about myself if I fail? What if I try this and then I quit? Am I a quitter? And the energetic risk is the most important risk in any offer. So all these brands, they go out there and sell this product. They talk about all the benefits. They ignore the risk as if they don't exist, or they barely address them. Instead, when we do selling, we say, how do we minimize the risk as much as possible? We're willing to even cap the upside. So instead of, hey, this thing could do all these things, it can only do this one thing. But it's almost 100% certain that if you do this, you'll get that result. So we can take away so much of the upside, but we remove even more of the downside and we sell more. And that's where I focus on the strategy, though, as you know, if we can't support that, if I make the claim that we're gonna do A, B, and C for you to reduce that risk. Cause we have to take on their risk for them. If we can't operationally support that, we're screwed.