A single continuous talking-head lecture, intercut with handwritten notepad cutaways, breaking offer design into five levers — Time, Effort, Routine, Money, Status — each with its own named formula, from a designer of 26 seven-figure offers.
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Big Idea
The argument in one line.
A killer offer is engineered across five measurable levers — time, effort, routine, money, and status — each governed by its own named formula, rather than discovered by guessing at price or piling on features.
Who This Is For
Read if. Skip if.
READ IF YOU ARE…
You sell any paid offer — course, coaching, software, or physical product — and want a repeatable checklist for redesigning it before a relaunch.
You're re-pricing an existing offer and want a way to raise the price without adding more deliverables.
You write sales copy or run webinars and want concrete phrasing techniques for anchoring price and shrinking a promise.
You run a membership or continuity program and are looking for ways to reduce churn without discounting.
SKIP IF…
You're looking for ad-platform tactics, funnel software, or traffic strategies — this is offer psychology, not acquisition mechanics.
You want research-backed academic framing — the persuasion claims (habit change, memory limits, status signaling) are presented as personal experience, not cited studies.
TL;DR
The full version, fast.
A designer of 26 seven-figure offers reduces offer creation to five levers, spelled TERMS: time, effort, routine, money, status. Each lever gets its own formula. RAW governs time — recover wasted hours before asking for new ones, halve the commitment twice while keeping most of the promise, and future-pace three separate wins. FAT strips effort by relabeling words, cutting physical steps, and respecting the four-item limit of short-term memory. HOP fits an offer into existing routines instead of replacing them. FAVOR reframes price through free bonuses, anchoring, incomparable bundling, and targeting buyers with the least resistance to spending. RISE manages status through relative standing, self-image, connection, and visible signals like streaks and screenshots. Money, he argues, is the least important of the five.
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Credibility hook (26 offers, each at least 7 figures), the TERMS acronym introduced (Time, Effort, Routine, Money, Status) as a diamond diagram, and a preview of the 19 sub-components across the five formulas.
03:08 – 12:19
02 · Time — The RAW Formula
Recover: find and reclaim wasted time before adding anything new, via deep client interviews. Availability: halve the time commitment twice while keeping most of the value. When: the three wins (decision, first/break-even, ideal) and future-pacing them before the sale.
12:19 – 23:20
03 · Effort — The FAT Formula
Feel: reduce negative emotion, amplify positive emotion, relabel loaded words. Act: strip physical steps and clicks down to the essential few. Think: reduce cognitive load, exploit the four-item limit of short-term memory, preload objections.
23:20 – 30:50
04 · Routine — The HOP Formula
Habit: find the one habit that, if changed, unlocks the result. Order: sequence and chunk actions to match existing behavior chains. Process: change the context around a task to change the buyer's relationship to it.
30:50 – 43:05
05 · Money — The FAVOR Formula
Free: give away whatever the market pays the most for elsewhere. Anchor: lead with a large number to make the price feel small. Value: bundle into something incomparable. Outcome: shrink the promise and the market. Resistance: target the segment least attached to money.
43:05 – 53:07
06 · Status — The RISE Formula
Relative: reposition standing against competitors or peers. Internal: validate irrational self-image rather than correct it. Social: increase connection, check in assuming positive intent. External: build visible status signals like streaks and screenshot moments.
Atomic Insights
Lines worth screenshotting.
A killer offer comes down to five levers spelled TERMS — time, effort, routine, money, status — broken into 19 total sub-components across five named formulas.
Before adding anything new to a client's life, recover time they're already wasting first — the claim is that at least 80% of daily actions produce no meaningful result.
Offering to save someone five hours a week in exchange for two and a half hours of new effort still nets the client time even in the worst case, which is why the trade gets accepted.
The fastest way to design any offer is to build the version that would take twenty-five hours a day, then cut the time in half while keeping 95% of the promise, then cut it in half again while keeping 90%.
A purchase has three separate wins — the decision itself, a fast break-even result, and the ideal outcome — and future-pacing all three before the sale increases perceived certainty.
Cutting a Swiss-army-knife piece of software from 15 features down to its best 2 let one seller charge 10 times more and get better results, because fewer choices lowered the buyer's decision cost.
The line 'I made this so easy even a CEO could do it' closed a boardroom deal because short-term memory holds only a handful of items at once, and simplicity respects that limit.
Habits split into two types — some are too ingrained to touch, others people will drop the moment they're shown an alternative — and finding the one habit that unlocks a result beats asking for a full routine overhaul.
Splitting one deliverable into five separately labeled deliverables makes a buyer feel like they got five things, even though the content is identical.
Changing the context around an activity — playing tennis instead of 'exercising' — changes a person's relationship to the same physical effort.
Reframing a free-plus-shipping book offer as 'buy the book, get free shipping' at the identical price converts better, because buyers judge value by comparison, not by absolute price.
Leading a pitch with a huge, unrelated number before a small price — the sun sitting 93,000,000 miles from Earth, then asking for $9.97 — anchors the price as negligible by contrast.
Bundling a book, a custom LLM, and a coach into one package makes the offer impossible to price-compare, because buyers only know how to judge things against a category they've already seen.
People would rather earn $1,000 in a month than $10,000,000 in a year, because they've already experienced something like the smaller number and have no frame of reference for the larger one.
Positioning an offer as only for buyers with a 10-out-of-10 risk tolerance filters out hesitant buyers while making everyone else want in.
Eight out of ten people rate themselves as a better-than-average driver, and the same irrational self-rating shows up for intelligence and looks — the move is to validate that inflated self-image, not correct it.
Checking in on a customer who stopped using a purchase by assuming something in their life got in the way, instead of asking why they haven't shown up, avoids the guilt that makes people quit for good.
GitHub's contribution graph turned unpaid programming labor into a visible status signal, and an Amazon seller dashboard showing daily sales numbers generated an entire library of unsolicited screenshot testimonials without ever asking for one.
Takeaway
Five measurable levers replace guessing at price or features
WHAT TO LEARN
An offer can be re-engineered lever by lever — time, effort, routine, money, status — each with its own concrete formula, instead of being redesigned by intuition alone.
02Time — The RAW Formula
Before adding anything new to a client's day, first recover time they're already wasting — audit how they actually spend a week rather than guessing, then trade a portion of any time you free up for new effort.
Design the offer that would need twenty-five hours a day first, then cut the time commitment in half twice while keeping most of the value, arriving at a fraction of the original effort for nearly the same result.
A sale has three separate wins — the decision itself, a fast break-even moment, and the ideal outcome — and describing what happens right after purchase, before it happens, makes all three feel more certain.
03Effort — The FAT Formula
Cutting a product down to its two best features and dropping the rest let one seller charge ten times more, because fewer choices lowered the buyer's decision cost, not because the product improved.
Word choice changes perceived effort on its own — swapping 'learn' for 'discover' and 'cost' for 'investment' reduces resistance without changing what's actually being asked.
Short-term memory holds only a handful of items at once, so preloading a pitch with every objection you can already answer leaves no room for the buyer to invent a new one.
04Routine — The HOP Formula
Ask which single habit, if changed, would unlock the result — most people can't sustain changing more than one ingrained habit at a time, no matter how good the offer is.
Fitting new behavior into a sequence the person already follows, or chunking a big ask down to something as small as a sentence, gets more follow-through than asking them to build a new routine from scratch.
05Money — The FAVOR Formula
Give away, for free, whatever the market is used to paying the most for elsewhere — buyers judge value by comparison, so a valuable free add-on reframes the whole price more than a discount would.
The first number stated in a pitch anchors everything after it — leading with a huge, unrelated number before a small price makes that price feel negligible by contrast.
Bundling unlike things together, like a book, a tool, and a coach, makes an offer impossible to price-compare against any single category, removing the buyer's normal reference point for what it 'should' cost.
06Status — The RISE Formula
People rate themselves irrationally high on skill and looks across nearly every category — the move is to validate that self-image and build on it, not correct it.
Checking in on a customer who stopped using what they bought by assuming something in their life got in the way, instead of asking why they haven't shown up, avoids the guilt that makes people quit for good.
A visible, glanceable status signal — a streak, a dashboard number, a screenshot-worthy stat — turns ordinary usage into something a customer voluntarily shows off, generating free social proof.
Glossary
Terms worth knowing.
TERMS
A five-lever framework for offer design covering Time, Effort, Routine, Money, and Status, each with its own named sub-formula.
RAW
The three-part time formula — Recover, Availability, When — used to strip unnecessary time commitment out of an offer.
FAT
The three-part effort formula — Feel, Act, Think — used to remove emotional, physical, and mental resistance from an offer.
HOP
The three-part routine formula — Habit, Order, Process — used to fit an offer into a buyer's existing life instead of demanding a new one.
FAVOR
The five-part money formula — Free, Anchor, Value, Outcome, Resistance — used to make a price feel earned regardless of its size.
RISE
The four-part status formula — Relative, Internal, Social, External — used to manage what a purchase signals about the buyer.
Future pacing
Describing what will happen immediately after a purchase, before the purchase is made, so the buyer can anticipate and later recognize their own win.
Impoverished identity
A limiting belief a person holds about themselves that doesn't hold up to scrutiny and can be dismantled to make them feel capable of taking action.
Green squares
A visible, glanceable status signal — borrowed from GitHub's contribution graph — that shows a customer's ongoing activity or streak to themselves and others.
Screenshot moments
A designed feature, like a sales dashboard, that customers voluntarily screenshot and share, generating free social proof without being asked.
Resources
Things they pointed at.
27:38bookOne to Many (book)
49:04bookTrillion Dollar Coach (book, on Bill Campbell)
Blunt, absolute claim that reframes the entire time section→ TikTok hook↗ Tweet quote
21:08
“I made this so easy even a CEO could do it.”
A single boardroom line that closed a deal, works standalone as a close→ IG reel cold open↗ Tweet quote
34:13
“How do we make the Ferrari free if they buy the tires?”
A compact rhetorical question that captures the whole 'free' mechanic→ TikTok hook↗ Tweet quote
35:37
“The sun is ninety-three million miles from the earth yet it gives eight billion-plus people everything they need, and I'm only asking you to put down nine ninety-seven.”
A complete anchor-close in one breath, needs no setup→ newsletter pull-quote↗ Tweet quote
46:36
“Eight out of ten people think they're a better driver than normal.”
A surprising stat used to justify a persuasion tactic, drops in cleanly→ IG reel cold open↗ Tweet quote
The Script
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I've designed 26 offers that have each done at least 7 figures in sales, there are only five key things you need to key in on in order to make an incredible offer. I call it offer terms because each letter stands for an offer lever, time, effort, routine, money, status. Master these and you can break records like I've done in the Amazon space, in the financial space, and consulting for some of the biggest names in their space.
If you're ready to discover what it really takes to make a killer offer, let's dive in. So we call these terms and we're gonna make a diamond and forgive my terrible drawing skills. I make money but I can't draw to save my life.
We call these the terms of a killer offer because the t stands for time, the e stands for efforts, the r stands for routine, the m stands for money, and the s stands for status.
And so you can always remember these when you're looking at a killer offer and you're architecting it and designing it out, and these are the five key first principles of success. A lot of success in this business is removing the unnecessary and I've removed all the noise from you.
So when you think killer offers, just think in the terms of the killer offers. Now here's this where it gets even more exciting to me because I have analyzed and thought of all of these individual elements like time for example. I'm gonna show you the formula for time.
We call this raw time. You're gonna discover the three elements of time that are gonna most affect the value of what you offer. We're gonna break down effort.
There are three types of effort. There's mental effort, there's physical effort, and there's emotional effort. And a lot of people just don't get this.
They ask people to do things they can't do and then wonder why they don't buy. So we're gonna talk about the fat effort involved. And you're gonna discover the three principles of effort to minimize resistance towards effort and maximize the least amount of effort getting the best result.
We're gonna drill into routine, and this is something I see everybody making a mistake on. They're gonna think that, oh, you're gonna just completely change your whole routine because you have some incredible offer.
It doesn't work that way. I'm gonna give you the hop formula for routine.
And then after that, we're gonna talk about money. Money is the least important part of making a killer offer, believe it or not. And I'm gonna show you what I call the favor formula for money, so you can make the best deals possible to your audience where you actually charge more and they feel like it's a better deal than if you charge less.
And then finally finally, status my friend.
Oh my god. This probably moves more sales than anything, yet it's really not on most people's radars unless like you're a luxury brand like a Hermes for example.
And we're gonna rise the status of our audience. So if you look at this, there are five key elements to a killer offer.
And then for each of these elements, there's three, six, nine, fourteen, 19 different components.
And that is the least amount of components that I can share with you to help you craft offers like I've done for myself and for my consulting clients that have done hundreds of millions of dollars in sales. If you're ready, let's go to the first one time. And I like time because it's the easiest to measure.
And there's the three elements of time that we're gonna maximize for are what we call raw. So raw time is essentially what does that mean?
The r, the a, and the w of what we're really gonna help our audience get more out of when it comes to time. I'm gonna break those down for you. So the raw, the r, this stands for recover.
A big strategic influential persuasion principle that I've just discovered in my many, many nineteen years of doing this kind of work is before you add things to a client's plate. You wanna remove things from their existing life.
And so the real question here is, how much time can you save your client?
How much time you you can save your client? Okay. Let's go for it that way.
And this is a great question and we obsess over this when we make offers. The problem with most offers is they add time.
They say watch all of these videos, and learn all these new capabilities, and figure out and install AI agents. So this is why most of the world still hasn't adopted AI yet because it's too much complexity for them to see the upside.
And so before we add things to our client's place, we first recover as much time as we possibly can. Here's a principle that you must become obsessed with. At least 80% of actions are wasteful.
This means that most of what you do, most of what your clients do, most of what anybody does to try to be successful is a waste of time.
There are very few things that make a difference at the end of the day in somebody's success or a failure. So what we do is we take stock for our clients. What are they doing on a day to day basis?
We have to know day to day where their time is being invested in. We have to kinda spy on their calendar if possible. When I work with clients and we really wanna know our avatar, we will interview 30 or 40 of these clients for an hour and we will say, walk me through your typical day.
Walk me through your typical week. Would you mind sharing how much you use your phone? What are the websites that you frequent?
Where do you spend your time when you're working on solving the problem? Where do you spend your time when you are relaxing and unwinding because you're too stressed out dealing with the problem. And our goal here is to eliminate eliminate everything that has no result for the client.
And some of these things they think they are useful and some of the things that they think they're not. Here's a little secret for you and I do this with clients all the time. I ask them, I say, if I could save you an hour by not doing something anymore will you give me half of it?
And they're like, well, what do you mean? I'm like, well, if you are wasting five hours a week doing the wrong thing, if I eliminate you doing that wrong frame, that thing, then will you give me two and a half hours to do something in its place? Because I'm like, the worst thing that can happen then is I give you two and a half hours back of your time.
And then with that extra two and a half hours, maybe we can develop some skills that can help and you can serve, uh, can serve you from that. So think about it from this perspective. If we save people time even if we do nothing else for them, even if we do not get them a result that they desire, the fact that we make their life better by removing things that waste time make them feel like we're very valuable in their eyes.
So the first thing that we do the first move that we make is to recover the time. And then after that, we look at what is left.
What is available? And so the real question here with availability is what is the time commitment? Time to get the results.
I don't care how good you are. I've been in this business forever. I work with the very best in their industries.
Typical client of mine is doing at least 7 figures a year. Many of them do 7 figures a month, and it's not uncommon for me to work with a client that's making a $100,000,000 a year.
A lot of it net too. And they still make the same mistake that my beginners make. And when they look at designing a solution and offer for their audience, they pretend that they're the only thing going on in the client's life.
And so they design the best solution. And the problem with the very best solution is it takes the longest commitment.
So the longest amount of time that's what they optimize for. So they say forget however the impact is.
They say it doesn't matter if they have to spend six thousand hours mastering this thing because it's the objective best that's what I'm gonna have them do. So we start there.
We say listen, if time was not a factor what kind of offer will we design for our clients if they had twenty five hours of free time a day in order to devote to this. And then we look at that and we say, if we could cut that in half the time what's the least amount of the value we have to sacrifice in order for them to get almost as good a result in half the time.
So I like to think about this as how do we get 95% of the promise in one half the time. And then we do it once more.
We say half of that time, and how do we still get at least 90% of the value across.
And this is where become very very creative. We say, well gee, if they really were to do this correctly, it would take them twenty hours to implement this.
But if we're intelligent, we can cut it down to ten hours of implementation time. And if we're willing to make a couple sacrifices on things that don't really matter, we can get a result now in five hours instead of initially twenty hours or in some instances, we can reduce all the effort down to just one hour or less.
I have made a lot of money getting the initial effort to win down to less than an hour of effort on my client's part.
And then let's talk about when. This is the last question is, how do we help them win as fast as possible?
And there are three wins. There's the initial win which is like, I feel good with my decision. So the fact that they have won because they've invested in in you or with you.
How does that work? And then there's the first win. What's the first thing that makes them know that this was a good decision?
Oftentimes, this is break even or gets them whole again. And then what's the ideal win? So how can we make the first win get into the ideal win?
And this is actually a lot simpler than you think than it sounds when you think about it. So it's like, how do we immediately reward them and reinforce that they've made a good purchasing decision?
And this is not just something that benefits them after the sale is made. You future pace this when you're making the offer. So you could say, here's the first thing that's gonna happen after you invest today.
When you log in x y z one two three a b and c. One of the things that I've been working with my clients that we have been effectively using AI for is we onboard them, we interview them for an hour and then we take that interview and we we personalize their members area with AI specific to what they've said.
So if they said, well, I need more of this and less of this. This is important to me. This is not important to me.
Their curriculum is customized specifically to them as soon as they've logged in and their profile is set up and all sorts of things happen in the background from 01:45 minute conversation. And then we can call this break even.
How do we get them their money back as soon as possible? And in financial and hard markets where they it's dollar in dollar out, you can measure that pretty easily. That's clean.
But even in like weight loss markets, relationship markets, we just have to say, how would somebody knew they made a good purchase decision based on the smallest result possible. Smallest actual tangible result because most things that people buy, they never see a result for.
And then what is the ideal results and could we get that there in half the time? Because again, time is more important than money.
Time is more easy to measure than money. Time is the easiest thing because I can go into any offer and be like, how do I do the same thing as my competition and do it in half the time? I don't even have to improve anything else.
And if I do it in half the time and charge the same amount of money, I win. And I'm winning in time because I'm removing the unnecessary.
So here's the key questions that you can start thinking about with your offers as it comes to time. Where does your audience spend their time? What is their day to day schedule look like?
How do they value their time? Where are the easiest ways you can free up their time? How can you reduce the time to the initial win?
Where would they prefer to spend their time? How does the competition utilize time? What is the relationship with the past present and future in your market?
How quickly does your audience need results and how long have they already struggled with the problem? So this is the first key component of what makes a really killer offer. Now, the next thing that we're gonna focus on is effort.
So we covered time. We're into the e now of the terms which is effort and specifically with effort we're gonna use what I like to call the fat formula. So each one of these letters as thematically as we've been is gonna stand for the first principle of effort.
So the first thing that we look at with effort is feel. And the real question here is how do we decrease?
So we want to decrease negative emotions and we want to increase positive emotions.
The craziest thing in the world is if you show somebody an awesome amazing strategy and it is by far the best that could possibly be done for them but they feel uncomfortable doing it, you will not get compliance.
They will not buy from you. They will say, no thank you. I will remain the same even though I don't like being the same.
And we always start with negative emotions. What are the things around shame? What are the things around fear?
What are the things around sadness? What are the things around uncertainty? These are where we really key in on.
And we say, how do we help somebody set aside the feelings that no longer serve them? And how do we put that into the offer? And what are the areas where if we just did some done for you perhaps, they could relieve some of the burden?
What are some of the areas that we could bring coaching in? So emotionally, they're gonna feel safer to make a step forward.
And so we always start with the resistance. People are trying to hike mountains carrying 50 pound rucksacks on their back. If we just take off the backpack they could go twice as far with half the effort.
So we're looking at removing those negative emotions. And then how do we punctuate the positive punct chew weights, spelling please don't kill me, the positive.
So how do we take the really good feelings they already have and how do we multiply them? What are things that we can add to the offer If somebody in a certain market already feels very capable at one thing but not so capable at the other thing, we're gonna take their capability and leverage it and then point it at the other thing.
So what for example, I I consult with clients where they help people that are coming out of the military start to build businesses. Ironically, people that are very capable in a military setting typically have trouble leaping into an entrepreneurial field most often because they were under a rigid kind of structure of you do this at this exact time this exact way, and they were told what to do by an outside authority.
And now they've become the authority. So even though they're incredibly capable, even though they're incredibly disciplined, they still struggle because this is a condition in the mind that they're not comfortable with.
So we take what was good about their past, we bring it in and point it at the present, and this really helps them take on and say yes to a new offer. And then the last thing that we're gonna do here is just relabel certain emotions. Uh, what'll happen is often when people feel emotions very intensely, they don't stop and say, does this label serve me?
So when people talk about being afraid of something, is it really a terrifying experience or is it merely something that is uncomfortable but can be dealt with?
And so when we design our offer components, we wanna really lean into the ones that take down a step, take down two steps, take down three steps when it comes to implementation. And at the simplest level, it's we don't use words like learn because those, uh, require a lot of effort.
We use words like discover, and we use words like investment as opposed to cost. So we wanna audit and we wanna consider what are we shipping and what are the emotions.
What are the things that are gonna make people feel very uncomfortable with if they were to act on them even if they're the best things. And speaking of act, let's talk about that second. So feel act and then the t.
Let's get into act though first. So with action is how do we remove physical requirements to get the results?
I used to do this magic trick many years ago with an offer is I would acquire software that was what I call Swiss Army knife. It did everything under the sun and even mowed your lawn that kind of stuff. And I would buy and acquire the rights to this software and what I would go through and say of these 15 features, how can we remove 13 of them?
Now we're left with two features. How do we make these only two features better than anybody else who has those feature in their software? And then we would go back to the same market and we would charge 10 times as much for a software that did 10 times less and our customers would buy it more and get better results with it.
And we remove the actual physical effort of clicks. So clicks, taps, steps.
Again, most of these things are unnecessary. They only exist because you're copying somebody else who's already done it who copied somebody else who's already done it. But what if we said if we had to remove everything except for the essential, what could we do in order to make that happen?
If you think about it, at one point in time when you did a Google search, you had to click on next page. Some of you are too young to remember that that are watching me. Uh, now you endlessly scroll.
You used to actually have to search for the entertainment online. Now, an algorithm gives you the entertainment instead.
Um, now, this is making people a lot weaker. So be considerate of how much physical requirement is removed from your life on a day to day basis.
But from the concept of how do we require even in digital offers the least amount of steps involved for them or movements required in order for them to do whatever the case is going to be.
So I'm not kidding you. If you reduce load time on your landing pages And you remove six colors and only have two colors on your page.
And instead of 12 fonts, you only use two fonts. Uh, the ability and the cost on the brain cognitively will go down. So what's left in your messaging will go up.
You need people to require lots of lot of physicality at the end of the day to get the result that you want. So we want to only have them do the physical efforts required in order to get the results.
So we want to take the essentials then and then we can tell them this is where you put your effort into. This is where you take your action on. This is where you work really hard.
But if I can save you 80% of your effort and then allow you to invest the last 20% in an actual activity that can get you the result, we call that winning. So they get there in half the time, they get there twice as refreshed, and as a result they love you 10 times as much.
And then the last thing here is thinking. And all of these things are intertwined. Nothing is so clean and nothing is so simple that you can say, okay, people feel here then they act here and then they think here.
Emotions, physical actions, mental thought, they're all kind of mixed together in one crazy bag that we call your brain. But what we wanna do is require what's the least amount of thinking to get the result.
Now here's what's crazy and I I really cost myself a lot of money very early on in my career because I thought writing at a fifth grade level was demeaning. I thought that that meant that you treated your audience as if they were idiots and it was very cynical and a lot of marketers talk that way.
You have to dumb it down because people are really stupid. And I'm like, people are not really stupid and people aren't really stupid. They're actually really efficient.
And because they're being assaulted from all angles with all sorts of information, if we can make our message so easy that with the least amount of brain cells possible they can get it, then they are more likely to see and follow us and respond to what we request them to do than they are with somebody else.
I made up this close and I made millions of dollars with this one simple close. I said, made this so easy even a CEO can do it.
So I was in a boardroom once with a really big company, a couple $100,000,000 a year they were pushing. And it was the the C Level Suite in there, the CEO at the head of the table, five other executives in suits, couple lawyers in there as well.
And I was walking them through a proposal, and then I don't know what prompted me to do this. I get to the best part of this and I slide it over there and I go, listen, I made this so easy even a CEO could do it.
And I looked him right in the eye and he just smiled. And there's a point to this. A CEO has to make thousands of decisions every single day.
They're not gonna slow down to your level and read your 200 word email if you're asking a request of them. And he appreciated that. So it's like the simpler you make it, the more responsive the premium portion of the market's gonna be to your request.
And then I will suggest that you learn about learning and watch a lot of the videos that I have because so much of my success in this business has came through this meta skill of thinking about thinking and learning about learning.
So generally speaking, you have short term memory and long term memory. In short term memory, you can only hold a few bits of information at any key point in time. So when people see me sell and they say, Jason, why do you bring up all the objections right away?
Put them on the table and then don't resolve them until the end of the presentation. I say it's simple. If people can only really hold about four bits of information in their head at once, if I load them with four specific objections that I know I can handle, they won't think of any other objections.
I have loaded their minds so they can think about what's important and then we solve for that. This is why future pacing is so important. You say, in a little bit I'm going to x y z one two and three and by the time you're done with this you'll be able to a b c.
And they say, okay, I can anticipate what's gonna come. So when it comes I can recognize it and because it's only a few key elements for me to deal with, I can feel comfortable and confident enough to deal with it.
And this is the effort portion of the terms of a killer offer. Here's the key questions you should start thinking about when it comes to effort with your audience.
What are the activities that they're doing already to try to solve their problem? What thoughts are constantly running through their heads on a day to day basis? What's emotions positive and negative that they're dealing with?
What are the physical efforts required to get the results? How can we reduce emotional, mental, and physical efforts to get better results in a way that the market wants? What actions are required with the least amount of effort to positively affect change?
What parts feel the hardest? What parts are the most confusing? What parts are the most boring?
What parts feel the most overwhelming? If you have the answers to these questions, you are gonna crush it my friend. Now let's talk about routine.
When it comes to routine up here, we're gonna do what I like to refer to as the hop formula. And see how I by the way have made this as easy as possible for you to follow along with by coming up with these acronyms and these names.
This is also allows me to easily understand these when I think through a market. I think about when it comes to routine habit.
This is the first area that we wanna look at. So we are creatures of habits even if they don't service.
If we pattern them, we tend to repeat them. And so the question I always ask first are what are the easiest habits to change?
What are the little tiny hinges that will swing the big doors when it comes to regular routines, when it comes to the things that they do on a day to day basis? I think about like a train track actually.
So if you take a train from New York to LA and you change just one little part of that track, you could end up in Chicago. Then that's just maybe 10 feet of railing that needs to be adjusted one way to end up in a whole different territory. So when it comes to the habits is what is already working?
What is already good? This is the first question that I asked.
What are they doing that is already effective with their habit that we can leverage? And then we say to our self, what's something they could give up if we just ask?
So there are two types of habits. There are habits that are so ingrained and they're so deep that they're just so difficult to break. And then there are habits where people just do them and they could easily let go of them and they have no attachment to them once they're shown a new or a different way.
And this is what we wanna key in on. And then on the last one is, if we only change one habit.
So if there is only one major habit that was required to change for somebody to finally get the result that they've been trying to forever, what would that habit be?
How do we change one thing in their life because they're gonna have to put in so much effort to change that one thing.
We really can't ask them to change more than one thing. What would that one thing be?
That's what we're looking for the answer there. The second thing then here, and this is so funny about human beings, the way that we respond to order.
So so many things that you wanna do in life, you forget to do them because the brain is not very good at taking in a lot of information and remembering certain things that you're trying to habituate that aren't already habituated. So what order of action gets the best result.
So in social media, we stumbled upon this concept that if we record in the car while we're driving to places we already have to be, we can get a lot of content.
Somehow that content is stickier than normal social content. So we've gotten tens of millions of views just driving in the car, and we add very little time, just a couple minutes to set up to the whole process.
And it actually makes the drive more enjoyable. So the order is when then.
When a person does this then they can do that. There's a reason podcasts have become so popular because when people do the dishes they listen to podcasts.
If you watch the long form YouTube videos and you see how four hour YouTube videos tend to perform better than forty minute YouTube videos, it's because people will look at a four hour YouTube video and they'll be like, will run this all day in the background as I do something else. And then the algorithm says, wow, that's super useful.
That's really sticky. Look at the retention time on that. We better share that with other people.
And that's valid because people are more likely to sticky and be consuming that type of material when it comes to the order. Uh, what needs to happen first?
So there's a thing called chunking where if you say to somebody, hey, write a book like Jason Fladlin did with One to Many.
You say, oh my God, a book? That's insane. I could never write a book.
You say, well, could you write a section of a book? That's like about a third of a book. I said, well, I can't do a section.
Could you do a chapter? Maybe I could do a chapter. Well, could you do a page in a chapter?
I think I could do a page in a chapter. Could you do a paragraph for a page or a sentence or even a word?
And eventually, somebody will be able to hit the minimum threshold required to move forward in a way to start getting some sort of momentum and some sort of action. So we like to chunk down. What is the appropriate chunk required and in what sequence can we put chunks together in order for people to be successful?
So one of the mistakes people make when they make offers is they put five chunks into one deliverable. And now you look at it and you say it's one deliverable. But if we took each chunk and made it its own deliverable, you say, wow, I have five different things that are gonna help me and I use this thing first, and then I use this thing second, then I use this thing third, so on and so forth.
And this makes it really, really valuable to the audience.
And then the last thing that we're gonna look at here is process. How does an audience know when to behave? This is such a good preposition.
When does the audience know how to behave? This assumes that your audience will behave a certain way under the correct conditions.
And they always will. They absolutely always will.
So if we say, if we ask them to do an activity in a context that is uncomfortable, we will not get compliance.
If we ask them to do it in a context that is comfortable, then they will absolutely easily get compliance.
Uh, let me put it to you a different way. I have fallen out of the favor of running recently because you know, these old knees and all that kind of can give you every excuse in the world.
Uh, but my wife and I play tennis and I will play tennis all day long. It will not feel like exercise.
It will not feel like a workout. And as a result, I am now running more than I've ran in years and it doesn't feel like running.
So if you can change the context then you will change the relationship with the content.
Too many marketers focus on content when in fact the real leverage I've discovered for the offers that we are making these days is context.
We allow them to play different role by changing the conditions that we ask them to comply in, and as a result, we get better results for our clients.
So here's the questions you need to ask when it comes to routine. What are their habits? What behaviors do they perform that get in the way of their success?
Which of these behaviors are easiest to break? How can we leverage existing routines to get better results? What tasks consistently go unfinished and how do we help them finish it?
What habits do they need to change? What rituals are sacred? What processes do they follow that simply exist because that's the way we've always done it?
These are where the secrets lay, leverage them and get better results. Alright. Now we're into the money part of risk.
And specifically what we're gonna look at with money is what we call favor. Uh, now you've heard me say this before, money is not as big of a deal as most people think that it is, uh, but I'll prove it to you.
The first thing that we look at here is free, and this is not what you think it is. Yes, it's true.
You can develop offers that you give away for free and you make your money in other ways. This is how Google built a trillion dollar company. Facebook built probably a I don't know if it's trillion or not.
They found a way to make you the product. So you didn't buy a product, you were the product, and that can work. But instead I say, what parts if given for free gets the most value.
The way that we work as consumers when we make purchasing decisions is we best understand value by what we can pair it to. So comparison is where the real value is in.
In music, there's this concept of perfect pitch versus relative pitch. So perfect pitch is you could set out a keyboard, you could push a note, and somebody with perfect pitch could say, oh, that's a c four. And you'd be like, wow.
And can you train perfect pitch? Very difficult. Can you train relative pitch?
Actually, relatively easily. So somebody says, oh, that's a c in relationship to the a because it's two notes above an a, or this is three notes below a d sharp.
And they could understand maybe not the exact note per se, but they know where the third is, they know where the fifth is, they know what chord it is because they are relating the sound and pitch of one note to the next note. So people can best under stand how good your offer is. If you give something away for free in that offer that they're used to paying for free for what they're used to spending a lots and lots and lots of money on.
And this is sort of a slight of hand. They quit looking at price tag so much and they're like, oh my god, this is insanely free. So I was consulting with a client many years ago.
He sold about a million books in the space and we were testing the concept one day of at the time it was free plus shipping offers. The book is free, you just pay for shipping.
And then one day I asked them, I said, now that everybody is running this offer, your six competitors are also running this offer and 15 different people in your mastermind in their space are also running this offer. I said, I wonder if we get more leverage if we flipped it. If we said not free plus shipping, if we said free shipping when you buy the book and the price was exactly the same.
The problem people have with a free plus shipping offer is you said the book is free just pay $10 for shipping. And they're like, man, $10 for shipping on a book that feels like a rip off. But if we say, buy the book for $10 and we'll give you free shipping.
They're like, woah, free shipping? That's a deal because everybody else is charging me for shipping. And I know that that's ridiculous but we think in ridiculous ways because that's an easy hack cognitively for us to compare value to.
So we literally try to make the most valuable thing free. How do we make the Ferrari free if they buy the tires?
How do we give away free food if they come to the restaurant and have an experience? They pay for the experience and the dinner is free.
It doesn't matter if they would have paid the same amount for the dinner and the experience was free. They'll go home and tell their friends, I gotta have a free meal. There is such a thing as a free meal after all.
So that's the first area that we look at. The second area is anchor, and this goes back to how we evaluate comparison.
The funny thing about the brain is first in prejudices everything after.
So when you see the first piece of information related to an offer that will frame the value of which comes after it.
So often times, even when we do installment plans, we'll say it's $29.97 or if you prefer, you can take care of it for just $4.99 installments x number of them thirty days apart.
So we still start with the larger number and we end with the smaller number. It doesn't have to be numbers.
One of my favorite closes of all time is miles and people.
So I say, the sun is 93,000,000 miles from the earth yet it gives 8,000,000,000 plus people everything they need and I'm only asking for you to put down nine ninety seven in your life so you can go out and make much more.
Something along those lines. And people were like, 93,000,000? That's a lot.
Nine ninety seven? That's practically nothing. So the anchor is very, very effective as a raw number, not just as an individual or specific thing.
Cost to keep problem. So if we can anchor and magnifying the amount of years that they were to keep the problem and what it would cost them and we show them what it will look like if they invest the data get rid of the problem and people say, wow, that's an incredible deal. But until you make them aware of the invisible cost, they will never compare the invisible actually worse cost to the visual cost of the investment of your product.
It's not a fair fight. So you gotta balance it out. You gotta make it fair.
Now let's talk about value. How do we make what they pay for 10 x deliverables for the money put in?
And there are some simple ways to do this. Well, one of the first ways that you can make something valuable is you make it incomparable.
So if you are a book and somebody else has a book and somebody else has a book, you're gonna be judged between 10 and $30. Because most books sell between 10 and $30. And if you're a home study course, you're gonna be judged by every home study course.
If you're a consultant, you're gonna be judged by every other consultant. If you're an AI LLM, you're gonna be judged against every other AI LLM. But if you have a book that also has a custom LLM attached to it and a coach that goes alongside of it to help you out and and and they say, I have never seen an offer like this before because it's combined pieces together that have never been combined before.
Therefore, I can't judge it against other things. I can only judge it against the value that I see in front of me. The other thing you have to understand is different market segments value things differently.
So a millionaire will value his time at a premium over somebody who's a thousandaire. Somebody who's held the problem for a very long time and is in more pain will value the solution more greatly than somebody who's only lived with the problem for a little bit. So we have to find things that we can show to the audiences that with the least amount of deliverables we provide to them, they will get the most value from them.
So different people value things differently. And then the last thing is demonstrations. If you can show somebody how good something is with a push of a button or with some sort of way that proves it without any thinking involved they will remember it.
And if they remember it guess what? They will value it. Right?
Now let's talk about outcome. Really at the end of the day, this is what people pay for.
They don't buy the product. They buy what the product can do from them. And what they are actually buying is certainty to the outcome.
The easiest way that you can get more certainty is shrinking the promise. And oh god, I made so much money with this.
I'm giving you the sauce right here. People would rather make a thousand dollars by next month than $10,000,000 by next year because they can never see themselves making $10,000,000.
They have no frame of reference for it. They have no experience with it. They know nobody else who's done it but they have made a thousand dollars before.
It may have took them six months and if we can do it in six days instead, they will feel much more comfortable.
So we shrink the promise. We increase the certainty. The uncertainty to the outcome even though the outcome is smaller makes them feel more comfortable buying and so therefore more people buy.
So we shrink the promise. The other thing is we shrink the market. So people think in terms of the ultimate last result.
They think Ronaldo came out of the womb as one of the best football players in the entire world. They forget that at one point in time he was on a peewee team, and then he grew graduated to a national team, and then he went pro worldwide, that kind of stuff. So we shrink the promise and we shrink the market.
We only go after the easiest market to serve initially, and we go after the smallest promise to get people excited. And then we leverage those results as we optimize our deliverables to go after successively larger and larger and larger markets.
And then the last thing that we look at when it comes to money is resistance, where the price is the least friction possible.
Market, price, friction.
So who are the people that value money the least?
And you've probably had friends like that. They might have $50 left in their bank account and they would spend it on a movie. And you'd be like, dude, what's wrong with you?
By the way, they somehow still always find a way to survive and move forward into the future and they seem happier than most of us. And so certain people have the least amount attached attachment to money and they're the most likely to spend money.
Other people, they hold on to money with a clenched fist and they say, you'll get this over my dead body and then they die because they'd rather hold on to the money and starve to death than to buy food with it. So we ask yourself, which part of the market is quickest to invest in solutions?
And there are always certain segments that are more prone to invest to solve problems than others. Often this is a demographic thing. Young people think they can do it on their own with no experience and they can't.
And the wiser amongst us who've lived many more decades realize that effort is more expensive than money and time is more expensive than money. And so they're quicker to invest and so you have to then position your offer to the people who are the most likely to invest with the least amount of concern with how quickly can I see the money in return?
And we position so many offers that way. We're like, listen, if your risk tolerance is not a 10 out of 10, then this isn't for you right now. When we go back through and we test it 16 more times and we add all these other things involved, which of course will increase the price, then we will show it to you.
But for right now, this is for people who are in this position who even if they screw all of this up can still wake up tomorrow and feel good about it. This is who we are serving right now and people are like, I wanna be like that audience. So we actually will sell more people who are outside of that market, who aspire to be that market, but we will crush the market who is specifically who we just described.
So that's money. Really at the end of the day, there are just a couple key questions that you need to ask yourself. How much money does your audience make?
When and how do they spend their money? What's their belief around money? What's the segment of the market that is the least price resistance?
What could you give them for free that everyone else makes them pay for? How do they know when they get a good deal? What is valuable to the market?
What do they currently spend on their problem and how do they spend it? What have they already wasted money on? What financial outcomes matter the most of them?
And what are the hidden cost involved that they think exist in that scare them and keep them awake at night? Alright. You done well my friend.
We're hanging in here. We're getting this last one and this is status. Oh my god.
I really screwed this up early in my career. I had no idea about the importance of status and specifically what I call rise.
So these are the four elements of status at the end of the day that's gonna make the biggest difference in your offers. So the first part of this, the r is relative.
So here's what's so crazy about us and you've probably seen this pattern by now. These things overlap each other. Um, we're always comparing ourselves to others.
That's the easiest way for us to know where we stand. So how do you help your audience get ahead of others?
Is there a way you can jump the pecking order for them?
This is the country club. Everybody wants to be part of a club that won't let them in. The moment you get into a club, it doesn't seem as special anymore because hey, they took you, they allowed you in.
So when I look at the market I say, who is one step ahead of them or one level above them in their mind? And is there anything that I can do to position my audience to be on equal footing or even better than them?
If not, then we turn them into an enemy because the enemy of my enemy is a friend.
So we poo poo the status of people that are ahead of them or above them. We bring that status down lower to the audience's existing status.
And really at the end of the day, we have to know who it's important for them to get ahead of, and how do we give them advantages that the people that they wanna get ahead of aren't likely to get access to.
We do this all the time with beginners. They say, well, all these successful people are already out there. How can I compete with them?
And it's like, you're fresh. You're brand new because you have a fresh pair of eyes, because you don't have the biases, because you're not cynical. You are actually going to be the first ones that can adopt new technology.
Old dogs don't learn new tricks. So you have a huge advantage. And now we have positioned the status of a beginner to be more elevated than that of an old salty dog and old pro.
Here's the second aspect of status. This is the internal status, which is how do we make them feel better about the good parts that are inside of them.
And how do we make them feel less bad about the bad parts that are inside of them.
So we have our own internal status signals. And one of the things is we always start with what I call the impoverished identity.
Where are the things that they look at themselves negatively that don't make sense that we can easily break or reposition? What are the areas where they are limited in their beliefs about themselves and it doesn't make sense for them to be limited?
Where do they on harshly judge themselves as inadequate?
And how do we help them see that they are more adequate than they understand and then they give themselves credit for.
Now, the other sides, where are they irrationally over valuing what they do?
And if you study every culture, eight out of 10 people think they're a better driver than normal. Eight out of 10 people think they're smarter than normal. Eight out of 10 people think they're better looking than normal.
In general, this is how the math works even though you can't have 80% of people be above average like that doesn't work. And so we wanna take the irrationally positive parts that they have which a lot of markets they overestimate their skill levels and their sense of self worth in certain areas.
Now we don't want to exaggerate them, we just want to validate them. We wanna say it's good that you see yourself as somebody who's capable of doing this. Don't you think then if you had these tools, it would make you even more likely to succeed than if you did it just by your own two hands.
And they're like, yeah, that totally makes sense because you are validating what I can do and then you are accelerating it or you are multiplying that to make it more effectively or we can even just sidestep it. At the end of the day, we can say it doesn't even matter if you have these issues like I don't care if you're scared.
Uh, I can still help you succeed even though you're scared. Because whether you're scared or not, if you do this thing and this thing happens, then you can win and still hold on to fear if you want to hold on to it.
If that's gonna make you feel good about yourself, then feel bad so you can feel good. These are the kind of things that we can help the market untangle and work through.
The next element here is the social component. So how do you increase connection and how do you decrease isolation?
There are studies where people who drink more in certain circumstances, alcohol live longer even though all the science shows you how terrible drinking is.
It's because people tend to become more social and they drink in these long Italian dinners that we've accustomed when we were, you know, living over in Europe for all of those, uh, months last year. And so what we wanna do is we want to enable connections to be easier to be facilitated.
We want people to feel more like they matter because they do by the way. It just doesn't show up in their life. And then what we wanna do is we want to check-in and show them we care.
So what we don't wanna do is compel consumption and this is a big problem.
Consumption Okay. Forget how I spelled that.
Just play along with me there. But this is a big problem. Is somebody signs up for a gym membership and then they don't show up.
The worst thing you can do is, why haven't you been to the gym yet? When are you gonna show up? You need to come into the gym.
You need to use it. They will hate you and they will quit giving you money. But instead if you check-in with them and say, hey, listen.
We've missed you here and we wanted to see if everything is okay. Is there anything that I can do for you to help you out? So it's not a matter of you should feel guilty because you're not using the thing you paid for.
It's assuming positive intent. I'm checking in with you because I haven't seen you. I wanna make sure everything is okay.
Tell me what's going on in your world. When we run company meetings, I used to think it was the biggest waste of time in the world to do small talk. And then I read this book Trillion Dollar Coach of Bill Campbell who used to coach Steve Jobs and all these big people.
And he says, you should always do small talk at the beginning because this is how you understand what's actually going on in people's world and this is how you make connections with them. And so now when we get together with the team, it's always like tell me something fun that happened over the weekend.
When people feel seen, they will do more of what is required to get what they want.
And then let's talk about external. So these are like signals that you can provide to help them show the world how awesome they are.
And a poor person who gets a little bit of money who wants to appear rich, they will buy the most ridiculous Gucci outfit possible just to show other poor people that they're rich While rich people will buy lower piano and be like, we don't want you to know that we're rich, uh, but these are external signals. So these are what I call green squares.
And I call them green squares because GitHub really and this is like a multi billion dollar company at this point. They got programmers to work thousands of hours for free because a programmer could show how much they contributed to a community because every time that they did a piece of code or a fork or if they debug something, they would get a green square.
And the more that they work that day, the darker the green square. But if they didn't work tomorrow, they would lose their streak of green squares. And then if you were to go to their profile at a glance, you could see everybody's green squares.
And so how do we help our customers show the world how awesome they are?
What are some external things that at a glance will allow people to be impressed by the people that are your customers?
And we call these screenshot moments. So when I used to teach people how to sell on Amazon, Amazon did something I think by accident but damn that it works so good. They would when you logged in show you how much you sold the last day, the last seven days, and the last thirty days.
And then my audience, the moment they sold anything without me having to ask them, they would screenshot it and they would post it in our Facebook group. And then I would be able to collect all of those screenshots and when it came time to pitch the product, I had more proof than I ever had in my life without ever having to ask a single person for a testimonial.
So how do you create screenshot moments? And then how do you create rewards, badges, acknowledgements?
How do you do things? And if it's not you, what are third party status symbols that you can purchase on behalf of your clients?
If you can put them in really luxurious places even if they're renting it, they will feel like they're part of a club.
So at the end of the day, if we really wanna understand what makes a killer offer, all's we really need to know are the terms of success.
I've given them to you here today. Time, effort, routine, money, status, and I've given you formulas for each.
It won't be easy to understand these 19 things immediately, but as you solve for the offers you create, just run through these and over time they will start to become part of who you are and you will make better and better offers, which means you get more money from people and better, you get them better results.
The Hook
The bait, then the rug-pull.
He opens with the credential and the compression in the same breath: 26 seven-figure offers, reduced to a five-letter framework — TERMS — with a named formula behind each letter.
Frameworks
Named ideas worth stealing.
00:00acronym
TERMS
Time
Effort
Routine
Money
Status
The top-level five-lever model for designing an offer, drawn as a diamond diagram; each letter expands into its own named formula covering 19 total sub-components.
Steal forauditing any existing offer before a relaunch or price change
03:08acronym
RAW (Time)
Recover — how much time you can save the client before adding anything new
Availability — the real time commitment required to get the result
When — the initial, first, and ideal wins, future-paced before the sale
A three-step process for minimizing and repackaging the time an offer demands: reclaim wasted time first, halve the remaining commitment twice, then design and pre-communicate three separate wins.
Steal forcutting a course or program's stated time commitment without cutting the result
A single continuous talking-head breakdown of eight offer-design moves — from price anchoring to status signaling — pulled from launches that sold $9.8M in eight days and $57.9M in 226.
A five-category breakdown of fifteen spoken-language patterns — swapping direct claims for questions that get the listener to convince themselves — pulled from a track record of $100M+ in sales.
A 16-minute numbered-rules breakdown from a man who has done $57.9M launches and consulted billion-dollar companies — no sponsor, no filler, just nine earned principles.
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