The Most Valuable Call Funnel Training You'll Ever Watch
A 107-minute whiteboard masterclass on paid-traffic call funnels: the math that sets your budget and headcount, the page and application that filter for intent, and the five systems that warm a lead up between booking and the call.
Posted
2 weeks ago
Duration
Format
Tutorial
educational
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23.4K
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Big Idea
The argument in one line.
A paid call funnel works when the marketing does the education a closer would otherwise do, and every decision about budget, friction and headcount comes from conservative math on cost per call, show rate, close rate and cash collected.
Who This Is For
Read if. Skip if.
READ IF YOU ARE…
You sell a high-ticket offer through sales calls and want to move from organic layup leads to cold paid traffic without your close rate collapsing.
You're about to spend your first $10K to $30K on a call funnel and need a sane way to set the test budget and expectations.
You run a sales team and want benchmark numbers for show rate, second-call booking, close rate and calendar capacity to hold people accountable to.
Your call funnel is live but unprofitable and you need a step-by-step way to find the one stat that's dragging the whole thing down.
You want a concrete order for application questions and a reason for every question you ask.
SKIP IF…
You sell low-ticket or self-serve products where no one ever gets on a call.
You want ad creative or targeting tactics; this covers the funnel and sales side, not how to make the ads.
You need a neutral software comparison; the creator repeatedly pitches his own AI product and coaching programs.
TL;DR
The full version, fast.
Cold paid traffic brings leads who still need educating, so a call funnel only works if marketing takes that load off the closers. Model everything conservatively first: ad spend divided by cost per call, then show rate, close rate and cash collected per sale, and use the same math to work out how many closers you need and when to hire them. Keep the page to a headline, a VSL and an application so attention goes to the video. Ask three typed questions in a deliberate order, integrate the scheduler, then use confirmation pages, value-dense emails, retargeting content, setters and AI enrichment to raise show and close rates. When it breaks, find the most contracted stat and double it.
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Agenda for the masterclass: sales alignment, budget, closer math, page, VSL, application, scheduler, backend selling, sales ops, team expectations, troubleshooting and scaling.
02:09 – 07:30
02 · Sales team alignment
Paid traffic creates education calls, not layups. Sales or trust assets, like a page listing every past deal with addresses and pro formas, shift education off the closer and onto marketing.
07:30 – 17:39
03 · Budget and the financial model
A row-by-row spreadsheet model: spend, conservative cost per call, show and close rates, cash collected per sale, costs and net ROAS, with benchmark ranges for each stat.
17:39 – 24:28
04 · Gambling budget and filling closers
Budget as a bet you can afford to lose and learn from. Filling three closers costs six figures, so start smaller and stack the odds with your best closer.
24:28 – 31:25
05 · Closer math
Reverse-engineering $1M a month at $10K per sale down to 833 booked calls, 38 calls a day and five closers, then using the same math to time hires.
31:25 – 42:38
06 · Page structure
Headline, VSL, then an embedded application or a button. Extra sections pull attention off the video. Friction and intent are tied together, and separating application from scheduler halves bookings.
42:38 – 54:36
07 · The VSL
Build scripts from real reasons and mechanism marketing, host on Wistia or Vidalytics for analytics, target 50%+ play and engagement rates, and add chapter markers.
54:36 – 1:10:48
08 · Application questions
Let sales and marketing agree on about three typed questions. Order: an easy multiple-choice layup, then a financial or skill-based qualifier, then a third question, with personal info last.
1:10:48 – 1:16:24
09 · Scheduling software
Integrated application and scheduler tools (Typeform plus Calendly, iClosed, SalesKick) cut post-application drop-off from about 50% to about 16%.
1:16:24 – 1:31:04
10 · Backend selling systems
Five touchpoints between booking and the call: confirmation page, value-dense emails, a retargeting campaign built on four content quadrants, setters, and shaping what AI says about you.
1:31:04 – 1:32:55
11 · Sales ops
AI agents enrich each new booking with tools like People Data Labs and Clay, then write personalized email sequences from a knowledge base of the brand's content.
1:32:55 – 1:38:01
12 · Sales team expectations
Benchmarks to hold closers to, 80% calendar capacity, a 72-hour booking window, call hours matched to the audience, and the educator and cleaner roles.
1:38:01 – 1:43:32
13 · What to do if it's not working
Bottleneck analysis: compare CPM, link CTR, click-to-booking, show, close and AOV against benchmarks and double the stat that's easiest to double.
1:43:32 – 1:46:14
14 · How to scale
Scale 10-30% a day or use cost-per-result targets, run the scaling math alongside closer math, and alternate between filling calendars and hiring closers.
1:46:14 – 1:46:59
15 · Outro and pitch
Pitch for the creator's AI product, coaching group and course, with links in the description.
Atomic Insights
Lines worth screenshotting.
Organic and webinar leads arrive pre-educated, so closers who only win layup deals will struggle once paid traffic sends them leads who still need teaching.
Model your call funnel on cash collected per sale, never on contract revenue, because financing cuts and partial payments make the gap real.
A $15,000 month at a $345 cost per call buys only 43 calls, which is about two calls a day for one closer.
Filling three closers at eight calls a day for 22 working days takes 528 calls, which is roughly $100,000 in ad spend even at a $200 cost per call.
The higher your cash collected per sale, the worse every other stat in the funnel is allowed to be before you have to shut it off.
When you launch a call funnel test, put your single best closer on the calls, even if that closer is you.
Hiring and training a new closer takes four to six weeks for most teams, so closer math has to tell you when to start hiring before calendars hit the ceiling.
Every extra section on a VSL page gives scanning visitors an excuse not to watch the video, which lowers the intent of whoever books.
Friction and intent move together: more friction gets you better leads at a higher cost per call and lower volume.
Separating the application from the scheduler drops about 50% of qualified applicants before they book, against about 16% when the two are integrated.
Three typed application questions is the sweet spot before added friction starts inflating cost per call more than it improves lead quality.
Most people say they'd lie about income on an application, so a skill-based question can qualify better than asking what someone earns.
Chapter markers in a VSL help, because prospects want to jump to the part that tells them whether this is for them.
The moment someone books, they switch from scanning to justifying whether the call is worth showing up for, and that's when they'll actually consume information.
Closers should run at about 80% calendar capacity, leaving time for CRM work and follow-up, with bookings no more than 72 hours out.
Doubling the one most contracted stat in the funnel, say page conversion from 1.5% to 3%, halves cost per call and doubles ROAS.
Scaling a call funnel is a loop of two jobs: fill the closers' calendars, then hire more closers, and repeat.
Takeaway
Let marketing educate so closers can close
CALL FUNNEL MATH
Cold leads need teaching, so profitable call funnels move that teaching into the page, application and pre-call touchpoints, and size every budget and hire with conservative math.
02Sales team alignment
Paid traffic sends leads who still need educating, so closers used to warm organic or webinar leads will struggle unless something else does the teaching first.
Send booked leads a trust asset, such as a page listing every past result with verifiable details, so they arrive already partly convinced.
03Budget and the financial model
Build the model on cash collected per sale, not contract price, and use the pessimistic end of every benchmark range so the plan survives reality.
Your cash collected per sale sets how bad cost per call, show rate and close rate can get before the funnel stops making money.
04Gambling budget and filling closers
Divide calls booked by working days to see daily volume per closer; $15,000 at $345 a call is only about two calls a day.
Treat the first budget as a bet you can afford to lose and learn from, and give it the best odds by putting your strongest closer on every call.
05Closer math
Work backward from the revenue goal: closes, calls taken, calls booked, then ad spend, then calls per day, then the number of closers needed.
Most teams need four to six weeks to recruit and train a closer, so start hiring when the math says you'll need one, not when calendars are already full.
06Page structure
Keep the page to a headline, a video and an application or button, because extra sections let visitors skip the video and book with low intent.
More friction means better leads, a higher cost per call and less volume; adjust friction based on whether costs or lead quality is the problem.
07The VSL
Base the script on reasons the market already believes, and look for a category-defining idea the prospect hasn't heard instead of a minority hook.
Host the VSL somewhere with retention graphs and aim for 50%+ play rate and 50%+ engagement; a cliff in the first 20 seconds means rewrite the opening.
Add chapter markers to the VSL so prospects can jump to the part that tells them whether the offer fits.
08Application questions
Ask sales and marketing separately which questions they need, keep only the ones both agree on, and land on about three typed questions.
Open with an easy multiple-choice question that signals who the offer is for, follow with a qualifier, and leave name, phone and email for last.
Most people say they'd lie about income, so test skill-based questions against your sales data and drop qualifiers that don't predict shows or closes.
09Scheduling software
Use a tool that keeps the scheduler inside the application; separate steps lose about half of qualified applicants versus about 16% when integrated.
10Backend selling systems
After booking, leads look for reasons to justify showing up, so feed them an urgency or due diligence video plus short videos on common sales questions.
Replace bare reminder emails with value-dense sequences starting at two or three a day, so falling interest gets pushed back up before the call.
Retarget booked leads with content covering their questions, second-layer questions, objections and expectations, and let setters educate rather than just qualify.
11Sales ops
Have an AI agent enrich every new booking with data tools and use the brand's own content library to write a follow-up sequence for that specific person.
12Sales team expectations
Hold the team to clear benchmarks: 60% show rate, 25% one-call close or 35% two-call close, with closers at about 80% of calendar capacity.
Keep bookings within 72 hours, schedule call times around the audience's workday, and add educator and cleaner roles for low-interest and aging leads.
13What to do if it's not working
When results disappoint, compare each stat to its range and fix the most contracted one before touching anything else.
Pick the stat that's easiest to double; doubling page conversion from 1.5% to 3% halves cost per call and doubles ROAS.
14How to scale
Run the scaling math alongside closer math, since 10-30% daily budget increases compound fast and decide how many closers you'll need within weeks.
Scaling is a loop: fill the closers' calendars, hire more closers, then fill them again, and stay stuck on neither side for long.
Glossary
Terms worth knowing.
Call funnel
A marketing funnel whose conversion goal is a booked sales call rather than a direct purchase, typically used for high-ticket offers closed by a salesperson.
VSL
Video sales letter. A sales video placed at the top of a landing page that explains the offer and persuades the viewer to take the next step.
Cost per call
Total ad spend divided by the number of sales calls booked. It is driven by CPM, link click-through rate and the page's click-to-booking rate.
AOV (cash collected)
Average order value, used here strictly as the cash actually collected per sale rather than the headline contract price.
ROAS
Return on ad spend. Revenue or cash collected divided by what was spent on ads; net ROAS also subtracts fixed costs, team costs and commissions.
One-call close vs two-call close
A one-call close sells on the first call. A two-call close uses a qualifying or setting call first, then books a second call where the sale happens.
Closer math
Working backward from a revenue goal through close rate and show rate to the number of calls per working day, then dividing by calls per closer to get headcount.
Play rate and engagement rate
Video analytics metrics. Play rate is the share of page visitors who press play; engagement rate is how much of the video, on average, viewers actually watch.
Layup question
An easy first application question, usually multiple choice, that signals to the right prospect they are in the right place without asking for anything sensitive.
Scanner mode vs justification mode
Scanner mode is the low-effort state of a prospect deciding whether something is for them. Justification mode starts after booking, when they look for reasons to show up.
Backend selling systems
The touchpoints between a booked call and the call itself: confirmation page, value-dense emails, retargeting content, setter outreach and AI visibility.
Sales ops
The layer between marketing and the sales call where software and AI agents enrich leads, confirm calls, route leads to the best-fit closer and personalize follow-up.
Bottleneck analysis
Comparing each funnel stat against its benchmark range to find the single most underperforming step, then concentrating effort on fixing that step.
Cost cap
A Meta ads bidding setting that targets a maximum average cost per result, which allows more aggressive budget increases than automated bidding.
“If you make their job easy, you'll offload most of what the salesperson would otherwise have to do themselves into the marketing process instead.”
the thesis of the whole training in one line→ newsletter pull-quote↗ Tweet quote
19:25
“A good gambler knows that you only technically lose when you run out of money to gamble with.”
standalone, memorable, needs no setup→ TikTok hook↗ Tweet quote
18:18
“$15,000 spent at a $345 cost per call. That's only 43 total calls.”
a concrete number that resets expectations fast→ IG reel cold open↗ Tweet quote
35:22
“You have to watch the video to get the information you're looking for. If you don't watch the video, you are probably too low interest to be the type of lead that we'd want on a calendar booking.”
contrarian page-design rule with a clear reason→ IG reel cold open↗ Tweet quote
39:14
“We have to understand that friction and intent are tied together. They're one in the same.”
short principle that applies to any funnel→ newsletter pull-quote↗ Tweet quote
1:06:34
“Dude, 80 plus percent of people said that they would lie.”
surprising stat about income qualifiers→ TikTok hook↗ Tweet quote
1:18:48
“The mistake that most businesses running call funnels make is they conclude that the person just booked, obviously they're sold on showing up. And that's why your show rate sucks.”
names a common mistake and its cost→ TikTok hook↗ Tweet quote
1:42:44
“I cut my cost per call in half and I double my ROAS based on doubling this one stat.”
clear payoff of the bottleneck method→ IG reel cold open↗ Tweet quote
1:45:22
“Fill the closers calendars, hire more closers. Fill the closers calendars, hire more closers.”
repetitive, chantable summary of scaling→ TikTok hook↗ Tweet quote
The Script
Word for word.
Read-along
Don't just watch it. Burn it in.
See every word as it's spoken — crank it to 2× and still catch all of it. The same dual-channel trick behind Amazon's Kindle + Audible.
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metaphoranalogystory
Welcome to the Call Funnel Masterclass. This is the last one that you're ever gonna need. In this particular video, we're gonna go through 12 specific things.
The first of which, sales team alignment. Your ability to actually pick the right funnel. that is aligned to what types of leads your salespeople are actually probable to close makes a hell of a difference.
Two, we'll be going through budget expectations. We'll go through some financial modeling and we'll give you an expectation of how much your budget is actually probable to bring through in scheduled calls, calls that are actually taken, and people that are probable to close. We'll go through what's called closer math.
Most people fail to anticipate how many closers they are going to need and when. We'll go through all that together. We'll go through the page structure and the actual funnel itself and all the elements within the funnel will be discussed in detail.
which leads us into number five, the BSL itself. We'll be discussing BSL best practices and teaching you call funnel BSL best practices, specifically some of the expectations and the actual how -tos. Six, we'll go through application questions and what you should be asking in order from the first question to the last question.
We'll then discuss scheduling softwares. There's so many different choices out there for both applications and schedulers, and it makes a substantial difference if you integrate the two rather than letting them be separate on different pages. Eight, what I call my backend selling systems.
This is made up of five specific strategies that help offload some of the education process that your closers would otherwise have to endure themselves. Nine, a coin term by Spencer Vann, a guy in my Jeremy Center Circle program, sales ops. This is a step in between marketing and sales where you have an opportunity to exploit a lot of additional opportunities with some cool tech software solutions and mainly AI agents.
10, we'll go through sales team expectations. This is where we're actively going to discuss how to actually manage your team. What you need to ensure is actually happening from the team.
That way you get the most out of their individual performance. 11, what to do if things are not working. One of the most important things to consider is what do you actually do and when do you do it and why do you do it?
when you end up not having the ROAS you're expecting on the other side of this bet. And 12, at the end of the day, if it works out and when it works out, we wanna know how to scale and we'll be going through that too. So without further ado, let's dive in.
Okay, number one, when I say you have to understand sales team alignment, this is one of the most important things to consider with this whole thing. Call funnels, what they do is they create what's called an education call.
If you consider an organic sales process or you consider a webinar, whether it originates with organic or paid traffic, the education process is handled by the organic content or by the webinar itself. When the lead actually discusses anything with the closers, they're layup deals, every time. If you're running a call funnel right now organically, it's working because every person that comes through is a layup deal.
Any funnel can work if the organic content is done right. This is important you understand this. Sometimes people who are just getting organic call funnels to work think I'm gonna be able to plug into a paid advertising call funnel and expect the same outcomes.
Paid advertising will bring through a type of lead in a call funnel scenario that is at certain levels of varying interest, might be curious, might be generally interested, might even be highly convicted, but they have a lot of need for education. And in a call funnel, in a traditional way of its execution, you are putting all of the responsibility onto the closers for the education part of the sales process.
So if you have closers that are solely used to or only able to close layup deals, you're gonna have a bad time if you all of a sudden put a lead onto their calendar that needs educating. to understand something as well. When you go into this process, you need to be thinking with this top of mind.
That's why I bring it up first when I talk about call funnels in general. If you don't have this top of mind, you will lack the creative ideas that are gonna be necessary to make their jobs easier. There's a term, I refer to it as sales assets.
Sometimes I call it trust assets. It really depends on the context. These two different variables are almost one in the same.
They make the sales team's job easier, okay? That is the main goal that you wanna understand, that you wanna be thinking top of mind as the architect of the funnel itself, is make the team job easier, okay? As an example of this, we have a guy, he's in my Jeremy's Inner Circle offer, and he has upwards of a 75 plus percent show rate on cold paid traffic to a $22 ,000.
cash collected per sale on average that comes through that funnel with a 40 plus percent close rate. He makes his sales team's jobs extremely easy in one simple way. He has a sales asset that he sends prior to the sales calls.
He typically has a setter send this out. He'll email it to people. He'll remarket it to people so they can look and help in the education part of the process.
And it's such a simple thing that makes the team's job easier. His specific offer is helping people with a done -for -you Airbnb business. It's a very simple thing.
You have money, but you don't have time if you're a rich person. He comes along with an ad that says, hey, do you want a big tax deduction from buying an investment property? And maybe you'll get some cash flow and some equitable appreciation.
And at the least, you'll get a second place to live, right? If you're interested in something like that, here's some math, right? You might get a million dollar property.
You get a cost segregation study. You put 25 % down, you're out of pocket, 250K plus our 20 -ish thousand dollar fee. You're then gonna get about a 400 -ish thousand dollar deduction is essentially the premise of this ad.
Now, to be clear, whether true or unsure, I need you to understand what happens. A lead comes through and they book, they start to justify. What do I want?
How am I going to get myself to show up to this call? What am I skeptical about, right? All these things need to start being addressed as soon as the call actually gets booked.
If you make your sales team's job easier, right, you'd naturally have a creative idea right there. You'd be like, how can I get somebody to show up in high belief? I would start the process of building out exactly what this Jeremy's Inner Circle member did.
He built out a page. It has two or three videos on it. And more importantly, it just has a list.
It has addresses, a link to a pro forma, and a link to a video breakdown. And it's just a laundry list. of every single deal that this guy's done.
An address, a link to a video breakdown. And by the way, you can look up the addresses on Airbnb and like you could see the properties that are actively listed, right? And go look at the transactions.
The pro forma, by the way, for all those unaware, just a link to the financial breakdown, not the projections, the actual financials of the deals that they've executed, how it played out in terms of the down payments, the purchase acquisition prices, the cost segregation study write -offs that were able to get deducted against that person's taxes, et cetera.
So here's my point.
you know, not necessarily exclusively layup deal type lead that comes through like a webinar would or like organic traffic would, but it makes the sales team's job way easier because the person shows up a little more trusting, right? They show up a little more well -framed. A lot of people who run call funnels, they'll negate this step completely.
And if you ever choose to do that, I just need you to remember one key thing. Your sales team has to be capable of doing education calls because if you make their job hard, all of the sales processes on the salesperson.
If you make their job easy, you'll offload most of what the salesperson would otherwise have to do themselves into the marketing process instead. This is a very critical way to think throughout the process of building this whole thing out. And I need you to remember that.
Offload. a majority of the salesperson's work from the salesperson and put it onto marketing. We'll discuss that more later as we talk about backend selling systems and some of the best practices of the funnels itself, starting from the confirmation page.
So back to our. lessons here. Let's go through the budget of this whole thing.
When you look at budget, the main thing I need you to remember is it's always made up with financial modeling. Financial modeling is what ultimately determines what we actually do and what we don't do. This is a financial model that can be used for either a one call close or a two call close.
I just want you to put your attention up here in the top left of this whole sheet that we're looking at and just simplify it all down to row by row. The very first row is just ad spend. It's all that means.
From here, we're going to put a conservative cost per call. Sometimes people ask for this specific statistic. Should it just be a cost per qualified?
call or should it just be a scheduled call? And it's really up to you for how you want to do your math. I like to optimize it around the total calls that are going to come in because the other stats already account for who's actually qualified and who's unqualified.
But to each their own, if you say, well, I don't even want an unqualified person to touch my calendar. I'm going to have every setter reach out to people and people who are unresponsive or people who we just don't deem qualified. We're going to take them off the calendar and we're not looking for that type of person.
I'd rather model around that. No problem. Again, to each their own.
You just want to go into this with an expectation of, I'm financially modeling out how much spend I'm going to put out, how much my cost per call is probable to be, and how many calls that gets me. From there, we have, again, if we're using either a one -call close or a two -call close, a set of stats we need to define further.
Our show rate, this would be the show rate to the first call. You'll notice both of these following statistics are at 100%. This is how you'd use this financial model if it was a one -call close.
Cost per call, show rate, close rate. If it was a two -step close, we would have our cost per call, our first call show rate, our second call booking rate, our second call show rate, and then our close rate. Then we have what's called our AOV, average order value.
How much cash are we actually collecting? Sometimes people who remind me of hippies from the 80s that do an excessive amount of drugs that make them hallucinate, they'll like to put a number here about revenue, which isn't the actual amount of cash that they collected. You wanna operate in reality.
Reality is how you get the opportunity to actually make your dreams come true from operating a business and taking on all the excessive risk that you do. Cash collected would be the number per sale that you want to put in that specific column. Now from here, we just have some other line items that we can add to get the true profitability of our funnel.
We get gross ROAS. We have fixed costs that might be taken against that specific revenue. We have team costs that you might want to quantify that get taken against that specific revenue.
We have the sales team commissions in this specific column. Then we have our net profit and our overall net ROAS. In this kind of financial model, what you are trying to do is you're trying to make a conservative estimation, okay, a conservative projection of what you're likely to anticipate and what you're likely to expect.
In doing the math, many things will become obvious. Let me just set some expectations with you first so you get an idea of what each one of these specific stats should be. When you do what's called a bottleneck analysis, which is something we'll talk about later in this video when we get to the point of What do you do if it's not working?
You want to ultimately determine what the expectation is of each key step in the call funnel process. So in this example, let's say you had paid traffic as a traffic source and start with the CPMs, the cost to reach a thousand people. Then you have what's called your link click -through rate.
From there, you have your opt -in rate. An opt -in on a call funnel is specifically the click to scheduled. qualified booked call or just scheduled call in general.
Again, whichever you prefer to use. After we've got that defined, these specific steps, these are all gonna determine our cost per call. So our cost per call is determined by these three specific conversion stats.
The ultimate expectation I have for you, your CPM should typically range somewhere between about 30 and $80. Your link click -through rate should ideally be about 2 % for a link. click -do rate, not the overall click -do rate.
And your click to qualified scheduled call needs to be three to 5%, okay? Every click out of 100 people, you wanna convert three to five of them into qualified scheduled calls. Now, a proper conservatively set cost per call can range.
To be quite honest, it really depends on the stats and where they end up. we can typically set an expectation that somewhere between about $100 and $300 is a good cost per call or an expected conservative cost per call, depending on what your AOV is. Sometimes you might do math and say, you know, I have a $500 or $1 ,000 cost per call that I'd otherwise want to conservatively expect.
And that'd be if you have, as an example, a much longer sales cycle, a much smaller, more qualified TAM, a substantially larger average order value, the amount you're cash collecting per sale on average. It might sound a little silly, but believe it or not, the overall cost per call in terms of what you should expect and what you should kind of want to be within a range of is solely determined by the amount you actually cash collect per sale on average.
Because obviously if you cash collect far more per sale, you can tolerate far higher cost per calls than somebody who's cash collecting far less. So we'll go through the rest of the stats and the entire call funnel process and what some of the expectations are. as we continue to move on and progress in this video.
For now, I just need you to understand, each one of these specific statistics has to be conservative. You ideally wanna be at the upper end of the worst side of the range for each one of these particular statistics in terms of cost per call. Now, the following step in the process after cost per call is your show rate.
And remember, this is the first call show rate. If you're running a one call close, This is it.
If you're running a two -call close, you'd have two more stats after this, your second call booking rate, your second call show rate. Your stats, ideally, if you're doing a one -call close, you'd ideally have a 60 % show rate in your call funnel right now from paid ads, specifically cold audiences. Now, I've seen show rates as low nowadays as about 30%, the absolute worst of the worst.
This is like tech issue territory is if you get below 30%, but I've seen it in the 20s. It's more rare and it's less common, but I've seen people who are really, really struggling in the 30s nowadays. So when it comes to setting a conservative expectation, knowing that an ideal average is 60 % plus, maybe you'd wanna guess that it'd be 40 to 50 % as an example of a conservative estimation if you really wanted to see how bad your math could be to still be profitable and make this all make sense.
Again, from here, just for the clarity's sake, if you chose to run a two -call close, you'd have a second call booking rate that you'd need to factor in. Your second call booking rate in terms of an expectation should ideally be 60 % as well, if not higher.
This stat is ultimately gonna be controlled by both the setters who are taking the initial first call or the qualifiers, and ultimately the qualification level of each person that's getting onto the calls themselves. So if this particular stat is contracted too much in your organization compared to where it otherwise should be, remember, it might be a lead quality issue or it could be a set.
issue. We've seen it be both. Now from here, you have your second call show rate.
By the way, if you're asking the question to yourself, which one do you prefer, Jeremy? Do you prefer a one call close or do you prefer a two call close? I always prefer less friction as a marketer.
So if I can get away with doing a one call close, I'm doing that every day of the week. That's not to negate the fact there'll be follow -up on some of those people to ultimately get them closed, but just to set the entire process around two calls. I typically try to bias towards just one, but I've seen plenty of different businesses that have completely different justifications as to why they'd specifically do a two -call close process.
And I'm in agreement with both ways. You just have to have a justification for which path is gonna be more ideal for you for why you'd add the additional friction if you're gonna go with a two -call close. Your second call show rate should ideally be much higher than the first call show rate.
Ideally, it'd be a 75 % plus on your second call show rate. These are qualified bookings that had a call already. That should by all means be excited and enthused for showing up to whatever it is that you've booked them into for that second call if you're doing things correctly.
Now from here, if you have a one call close or a two call close, you have your close rate to consider. If it's a one call close, you're ideally gonna be around 25%. for your close rate.
We've seen it around 20 to 25. It's the usual range. The worst closers will typically be like 10 to 15 % on one call closes.
For anybody that's doing much more than that, like 30 % plus is an example. Those are typically going to be above average closers. If it's a two call close specifically, you'd want to be at a minimum of 35%, if not much more than that.
And you should be much more than that because you added the extra friction. Every stat should be higher if you've added the extra friction because you'd be assuming that a lot of these people are coming through qualified and vetted already so from here the only other stat you have left is your aov your aov is ultimately up to you of course for how much you're actually cash collecting per sale but remember you should be at or even above if you're getting people to upsell and buy other things on that same closing call than what you actually want to be cash collecting per sale.
A lot of people are far less than what they actually are selling something for from what we've seen nowadays, especially in B2C markets or people that are selling to regular folks or the general public. Could be because you're getting hit on financing cuts, like the 15 % will typically take off the top, if not worse than that.
Or you're just getting poor people to come through your funnels and they don't have the amount that you're actually trying to get them for. So as a result of that, your AOV will really drive a lot of the decisions for what you can top. in terms of cost per calls and how bad your show rate can be.
I want you to remember something just while we're here talking about it. This AOV statistic matters so much, such an unbelievable amount. The higher the AOV is, the higher the amount you're actually cash collecting per sale, the more you can endure, the more pain you can experience without having to shut everything off.
The lower your cash collected per sale, the lower that AOV is, the less each statistics. pain range can be. That means your cost per calls, it's going to have to be excessively low because your AOV is terrible.
Your show rate's going to have to be really high because your AOV is terrible. Your close rate's going to have to be really high because your AOV is terrible. Versus if your AOV is really high, you get away with a lot more.
So anyway, back to my point, when you look at this whole process and you're considering like, all right, what's my ideal budget? You really want to make this decision from a few places. Conservative math is the first point that I'm trying to articulate to you loud and clear.
The second point is, it's based on call volume. So it's really important to understand this. If you just look at this math right here, we spend 15K over the course of 30 days, let's say.
Let's assume that our closers are taking calls just on weekdays. There's 30 days in a month. There's four weeks usually in a month.
That means there's four weekends. There's two days in a weekend. Four weekends, two days in a weekend.
Eight total days that our closers are off out of 30 days. That means we're only taking calls for about 22 days on average in this. Now, look at this math.
$15 ,000 spent at a $345 cost per call. That's only 43 total calls. If we bust out the handy dandy calculator, it's real simple math.
We're gonna take 43 and we're gonna divide it by the 22 days that we can take calls. So 43 divided by 22 is 1 .95. That means that our closer on average is only gonna have two calls a day.
Over whatever period of time, in this case, 30 days, we spend $15 ,000. So if you're like, well, dude, I mean, my closer would quit. They'd leave or, oh, I got three closers, right?
And I'm trying to fill all of them. That's what I mean by budget, right? The budget can ultimately be concluded from many different perspectives.
Number one, your gambling budget. So at the end of the day, if you can just walk into the casino, you can vaporize whatever that amount of money is, learn from the data that you're accumulating, go back and fix things in real time and open up a revenue source for yourself. You have to be able to do that mentally to be able to open the revenue source in the first place, the gambling budget.
If you walk into the casino and you bet too much and you lose it and you can't walk into the casino again after that because you lost too much, you lose the game ultimately. You know, a good gambler knows that you only technically lose when you run out of money to gamble with. So ultimately you have to remember here, this is a bet.
Okay. So the number, first of all, has to be thought through from that perspective. Sometimes people will come to me and they'll be like, man, I got three closers.
I'm trying to fill them up. I'm like, all right, cool. Have you got positive ROAS on a call funnel yet?
And they're like, no. I'm like, well, I don't know if it's a great idea to try to fill all those closers up. And they're like, why?
And I just show a math and I'm like, all right, let's see what it would take, right? So let's do that exact math. Let's say that you had this audacious $345 cost per call, which is high, but again, conservative.
If we're trying to fill up three closers, we have eight slots per day per closer and we got three closers. That's eight total slots times three, 24 total calls that we need per day. We have 24 calls.
And we have 22 days. So we have to multiply 24 total calls per day that we need for the 22 days we need it. That's 528 calls.
So watch this. If I needed 528 calls and in this conservative math, I had a $345 cost per call, that's $182 ,160. So imagine, I see this all the time, by the way, guys.
People will come to me and they'll be like, yeah, man, I'm trying to do a test on a call funnel. I wanna fill up my three closers. And I'm like, cool, man, let's do some math.
In that example, you'd have to spend about 182 grand to get the 528 calls that you would actually need if that was your cost per call, right? And then you'd be like, ah, I'd get a way better cost per call than that, right? And I don't disagree.
I think you could too. And I'm gonna show you plenty of ways in this video that I think you could. Let's use the example that you're still rather conservative, but you say it's a $200 cost per call.
Again, you have three closers. You're trying to fill up 528 total call slots. Let's use the example.
Let's just start throwing some math in here. 90 ,000 doesn't do it. You only get 450 calls at 90 ,000.
Let's say that it's 100 ,000. So you'd still need to spend at a $200 cost per call about 100 grand to fill three closers with eight calls a day. That's 24 calls a day for 22 days, them working Monday through Friday.
It's 100 grand with a $200 cost per call in that example, right? And so again, the budget starts to reveal whether you can actually spend. to fill up the amount of closers you've got now.
It gives you an expectation of how much you need to spend to actually fill your closers up now. And that may peg your test budget a little bit higher than what you may have walked into the casino with initially. But remember, don't over leverage yourself just for the sake of booking them up.
You have to remember, you can prove things out at a smaller level and you should. Now, I'm gonna tell you something really important at this point of the video, and it's a little slider for you as a pro tip. When you initially launch, and you're in the test phase where you're determining what your budget should be, it should be a conservative budget to walk into the casino with, and you should stack the odds that you win, okay?
I want you to do a little thinking exercise with me real quick, because you probably don't think like this naturally. What advantages do you have that you should exploit in order to make this work at the highest probability possible? Like if you, as an example, were gonna say, all right, I have 20 grand that I'm gonna spend on this call funnel over the course of 30 days.
What should my expectation be? I would tell you that you would want the best closer you've got. And sometimes that may even be you.
You might need to jump on calls when you initially launch it. And I know, I know you're like, that sounds super unappealing and I don't wanna do that. But you may be the best closer you've got.
You may be the one who's training your people right now, right? There's a lot of people watching this video. Some of you guys already have established sales managers, big sales teams.
You're trying to find these little pro tips in here. Some of you are like, man, I'm just trying to launch this on paid. I wanna see how much money I can make off this call funnel.
I wanna see what I can really do with this whole thing. And let me tell you, let me talk to all of you at once. You need to stack the odds when you initially launch it to get it to work its best.
Put the best closers on the line, man. Put the best closers on the line and fill them up. okay get proper feedback from the sales team that can be actioned immediately on the advertising side and the attraction side of the equation to get the right people coming through so the closers have the best odds of closing build out the things we'll talk about in this video like i already discussed the concept of a sales asset or a trust asset i gave you an example of that think with what can make the sales team jobs easier right foundational thinking to this whole process is what can increase the odds the bet plays out.
Because that thinking, by the way, that's ultimately going to determine the budget. That's what's going to determine what goes into this specific little sell -up here for the initial gambling budget that you're going to throw at this whole thing. And then again, the amount of people that you have.
that you're trying to fill up is also going to determine how much you need to spend. It's going to set your expectations for how this whole thing works. And when you realize, well, I don't really want to spend that much to fill them all up.
That doesn't make much sense. You're going to say, I'm going to start at a lower level, which makes sense. I totally agree.
And therefore you should say, what should I do to stack the odds? Best closer. Every day should always be best closer.
Let's roll into this next one here. Closer math. So when you look at closer math, closer math is.
how we determine how many people we need and at a given time. And I just gave you some general insight on that, but let's do some hard math. Let's use the example that you wanted to hit a million dollars.
And let's use the example that you wanted to do that audacious goal that less than 0 .1 % of people, according to research, ever actually hit. Okay, and you're a part of those odds, but let's say you wanted to hit a million bucks a month. Let's just go through it.
Let's say that we reverse engineered this math. Where would we start? We'd start with the goal.
And then we'd start with the cash collected per sale. In this example, we just have a simple million dollars that we're trying to generate. And let's say we're trying to collect $10 ,000 per sale.
It's really simple math. It's a million bucks divided by 10 ,000. That's 100 people that need to close.
Now we just work our way back. What's our close rate? So let's use the example that your guys are closing at 20%, right?
The 20%, we're gonna take 100. We're gonna divide it by 0 .2. That puts us at 500 calls that need to be taken.
Easy math so far. Let's say that you had that 60 % show rate, okay? That 60 % show rate, again, we just take 500 and we're gonna divide it by 0 .6.
That means you need a total of about 833 calls booked, okay? Now, again, you could do this math a little more granular if you were doing a two -call close. This assumes a one -call close.
From here, you'd want to say, well, how much is a cost per call? So as an example, let's say that I had $150 cost per call, right? So 150 cost per call.
That means that in terms of ad spend, I need to spend $124 ,950. That's how much ad spend needs to go out. Now, I want you to understand this real quick.
This is closer math as it relates to a goal. You wanna shrink this down to whatever actual amount of money you're trying to make off the funnel within a 30 -day period of time so you can see the reality of what you're actually gonna need to do to accomplish the outcome. Now, there's one key stat in this whole process that I really want you to pay attention to, and it's the amount of calls that get booked.
Okay, so here we show 833 total calls at $150 cost per call. We had to spend about 125K to be able to get those calls. We get 60 % of them that show up, that's 500 calls taken.
How many closers do we need to book into this, right? And I want you to remember some of the math that I was just articulating with you earlier. Let me help you understand this a bit.
So again, if we have 30 days on average in a month, okay? And we detract the weekends. So we just say, all right, no weekends.
Again, we have a total of four weeks on average in a month, two days in a weekend, four times two, that's eight days, right? So we have 22 days. of calls that can get taken, okay?
Now let's assume an average closer can get eight calls per day booked, okay? This is what you have to understand. We have 833 total calls that need to be booked in to only 22 days.
So watch this, if we take 833 calls and we just divide it by 22 days in the month, okay? So again, we're just gonna divide it. We got 833 total calls divided by that 22.
What we get is about 38 calls per day that need booked. Now remember, watch this. We have 38 total calls that need booked.
Average closer can take eight calls, right? Assuming that they're an hour. So we just take 38 divided by eight and we get 4 .75.
So we're just gonna round that up. Five total closers. That's how many closers we need.
So look at this. This is closer math. I need you guys to bear with me and understand this, okay?
If we spent 125K, we managed to hold $150 cost per call. We managed to get 60 % of them to show up. We managed to close 20%.
We managed to cash collect 10K AOV. We spent 124. We made our million in this example.
In order to make that million, we need five closers. Why do we need five closers? Because that's 38 calls a day.
That 833 calls that gets booked, yeah, that comes out to 38 calls a day. That's 38 calls a day because our closers are only taking 22 calls out of the 30 days in a month, right? Closer math.
So if you start with one closer or you start with two closers and you're trying to create a bridge of when you need to do what, you start to just simply break this down into steps. So as an example, let's say that this was the goal math, right? The goal closer math.
Then we just start to fragment it down. So all we have to actually do from here is just go from, let's say we're only at 300K a month and the very next step for me is 500K a month. And let's say right now I've got two closers that are helping me make my 300K a month, right?
And I'm looking to get to 500K a month. The first question is, do I need a third closer and when? That's what this type of math helps you answer because you would just change the math.
You would just say, all right, to get to 500K, I'm just gonna put 500K as the goal. I'm gonna divide that by my average amount I'm actually cash collecting. That gives me the amount of closes I need.
I'm gonna divide that by my close rate. That's gonna give me the amount of calls taken. I'm gonna divide that by my show rate.
That's the amount of calls that actually get booked. And then you could just stop here, right? Because that's the number that we actually need.
From there, I'm gonna pivot over to this math. And I'm gonna say, well, I'm trying to get. within a 30 -day period of time, this amount of calls to actually get booked?
Do my two closers I have now actually have enough capacity for that? And if the answer is no, you know that to get to 500K a month, you don't just need more booked calls. You know that you need another closer, you see?
So sometimes you'll go trying to Chad Ram your closer's calendars full to the brim, and you'll actually hit the ceiling. And when you hit the ceiling, all of a sudden you're in a reactive position where you could have been in a proactive position instead. proactive meaning you know when you need to hire who, and you know your hiring cycle timeline on average.
That's why closer math is so important. Average closer in the best case scenario is usually a week or two. From I know I need a new closer, recruitment, hiring, the actual training, and then getting on a call, best case, best case, you're a dog if you got it one to two weeks.
You're a killer, right? Average, closer to four to six weeks. So as an example, if you hit the ceiling of total calls, you'd be stuck for four to six weeks if you're the average person in terms of it takes you four to six weeks to know you have the problem, to start the hiring process, to actually hire somebody, to get them trained, to get them to the point where you're confident to actually book calls into their calendar.
It's a four to six week process for most people. It's very wise to anticipate that kind of problem instead of running square into the issue if you're picking up what I'm putting down. All right, so let's go through the actual page structure itself.
So I like to structure my pages very, simply initially, and I like to build them up further from there depending on the data that I get. So my pages, when I say they're real simple, I put a headline, I put the VSL, and then usually what I'll do is I'll embed the application straight onto the page itself.
This is what I mean by a really simple page. There are instances where I may build the page out a little bit more than this. So sometimes what we'll do, we'll have the headline, we'll have a VSL at the top.
Sometimes we'll put a button here instead of the application. That can be the case in some instances. In other instances, I'll add more sections and more elements to the page.
So again, we'll always have our headline. We'll always have our video. We'll have an application embedded or we'll have the button depending on what we're feeling like.
Sometimes below that, I'll put testimonials, okay? And sometimes I'll build out what's talked about in the VSL in the sections on the page, but that's only if I get too low of a play rate on the VSL. An ideal scenario, and this is very important you understand this, our goal on the page is to try to force the attention onto the VSL, okay?
How human nature is, and this is really important you understand this, if there's a bunch of other stuff on the page that they can go and scroll through, They are going to defer to that instead of watching the video. That's how it's gonna work.
And the reason it's gonna work that way is because we all prefer energy conservation. We're naturally inherently lazy. Not in the sense of, oh, your life sucks and you're a lazy turd.
I'm not talking like that. I'm saying nobody wants to go exert a bunch of energy on something we don't need to exert energy on. It's just naturally in all of us.
Now, let me help you understand something with that type of thinking factored in. If I add additional sections to my page, Nobody's going to watch the video because it's easier to scroll the page and quickly read headlines or quickly look at images and come to those snap second judgments that these people are definitely in right now.
The reason that we want to force attention onto the VSL is because if your VSL was actually well executed, you'd have a higher probability to sell the person on what you want them to do. you'd also have a higher probability to get them to come through with a higher level of intent. So understand what I'm saying.
I like to say there's a few key levels of interest. Curious, generally interested, highly interested, and then convicted. Anything above conviction, this is where deals get done.
Anything below conviction, no deal gets done. Now you as the person that runs the business, you should always be operating above a high level of conviction. Your sales team should always be operating above a high level of conviction.
Your leads, on the other hand, they'll come through with varying levels of interest. They may come through curious. They may come through highly interested and almost ready to buy.
They may come through generally interested. My point being, your job with the paid structure is to nurture the interest. It's a natural act of qualification to force attention onto the VSL.
The people that are too low interest, I promise you'd hate them filling up your sales team's calendar. If you build a page that welcomes low interest call bookings, you will close very few of them. You will naturally have a worse show rate.
You will naturally have a lower AOV. You will naturally make your sales team's job harder. if you attract low interest level leads.
So let me put this in perspective. What would attract a low interest level lead? Somebody that's just basically curious.
Low friction and a lot of easily accessible information outside the video. That's it. If you...
Listen to my page structure here where I'm just like, look, what I prefer to do is I wanna put a headline, the video and a button or a headline, a video and an application. The reason I like it like this, super simple. You have to watch the video to get the information you're looking for.
If you don't watch the video, you are probably too low interest to be the type of lead that we'd want on a calendar booking. So we don't want you. It's an act of deterrence.
You understand? Now, let me help you understand something else. If my application questions, and we'll talk about this extensively here in a moment when we get to that step.
If my application questions are too low friction, like they're all multiple choice, people will lie more. You can tell the intent of lead quality based on the length they answered typed questions with as an example. Again.
low interest people are the types of people that actually cause you to have a lot of the statistical issues you may have in a call funnel. It's very important to consider. So again, back to my point, natural human behavior in almost all of us, we defer to efficiency and low energy output as a natural state.
If I add too many sections to these pages, it'll convert worse. However, if you've... Come to know me as time has gone on, a lot of the advice I can sit here and give you is both equally and oppositely true.
Multiple things can be true at the exact same time in the exact same situation. So let me give you a few other perspectives. The times where I will add more sections to my page are if I'm operating in a niche where they just naturally won't consume videos at a high rate.
As an example, I always pick on the blue collar niche as an example of this. They're the perfect ones to demonstrate this point with. Blue collar niches very commonly, like selling to actual blue collar people, they hate watching videos.
They'll come through and they'll have low single digit play rates on videos. Doesn't matter who the type of blue collar person is, what niche of blue collar they're in, super duper low play rates on almost every VSL, on almost every confirmation video that has ever been put in front of those guys across so many different businesses that we've helped in those categories.
Understand my point in that example. We would either defer to what's called a DSL, something my buddy Josh Troy and I came up way back in the day. You just embed a deck here instead of a video.
That's a potential solution. But again, If you're naturally in a niche where the play rate's going to be low, then in that case, you would want to build additional sections out onto the page because they're not going to consume the video.
So most niches, thankfully, do consume videos rather than not consuming. So we're going to make this entire training naturally about what you would do on a page where people are probable to watch videos because that's what most people are probable to do. Let me show you some examples of a few of these pages.
By the way, I'm... air playing to my screen here. And for some reason, my videos aren't actually playing like they normally would.
This is a video thumbnail. This is specifically hosted on Wistia. You could also use Vitalytics.
I'm sure there's a bunch of other softwares that do this same, but it's the same thing for this page here. This is one of our clients, a guy named Brian Mark. And again, this would be a video thumbnail specifically here.
Usually we clip about five to 10 seconds of the video itself with either one of these softwares. And we showcase a particular part of the video that we want to highlight. Now you'll notice, headline, video, button, okay?
Headline, video, application embedded, right? Here's another one. This is from one of my buddies.
His name's Josh Troy. This is a funnel for his specific sales agency called Wires from Strangers. Headline, video, this one's a button as well.
And this one opens up to his application. Now, I want you to understand something. One cool thing that happens if you embed it right onto the page is you reduce friction.
We have to understand that friction and intent are tied together. They're one in the same. When we have high friction, we naturally get higher intent that comes through the funnel.
When we have lower friction, what we end up getting is typically lower intent and also lower interest leads. And so you'll see some of these tactics.
You're going to hear me use words like this is a low friction tactic. This is a high friction tactic. And I want you to be able to correlate in real time that that also means I'm going to get lower intent or higher intent or higher interest and lower interest people coming through my funnel as a result.
So as an example, if you choose to separate your steps out, so let me just put it in perspective like this. You have your ad or you have whatever your traffic source is that got the person to click in the first place, right? And then when they go over to your page, the page that you've got created, there's natural friction there too, because your page has a headline, a video, and it has an application or a button.
Now out of these specific things, this is important to understand. We're ideally starting the process of doing higher friction things so we get higher intent people through, but sometimes your costs are too high and sometimes you therefore need to lower friction a bit. Sometimes you're getting such a qualified person through that you also recognize you could lower friction a bit and you'd still get a bunch of qualified people to come through.
Other times you're getting really low level people to come through and really unqualified people to come through or really low interest or low intent people to come through and therefore increasing the friction would otherwise make more sense. In this example, if I put the application right onto the page, that is technically a low friction play because I'm reducing a step in the process.
Now it's also important to note, if I choose to put a button, so let's use that as an example, what I'm technically doing, as silly as it sounds, is I'm adding a little bit of friction. because then I'm making the person go to another step. They're going to another URL.
I know this sounds silly to say out loud, but it's very true in terms of how we mentally process it in real time. Taking another step, like literally just loading up another page, feels like exactly what it is, another step in the process. And mentally, if we put too many steps in front of people, it just comes off as exhausting, and that's why most people will abandon it.
They just won't consciously think this through. To be clear, another step of high friction is either, first of all, not having a scheduler at all, which sometimes, as an example, in some of my funnels, like my Jeremy's Inner Circle funnel, I get so many people that say yes to that, that I have to do all kinds of things on that funnel that are willful friction to literally try to slow down the amount of people that would otherwise come through and say yes.
So in that example, I don't even have a scheduler. We reach out to them and we use that as an example of friction. If you separate your application and your scheduler, you're typically gonna see about a 50 % drop.
in the amount of people that were qualified that filled out an application that then go and book a call. The reason for that is really simple. They believe you're gonna call them anyway.
And it's also a big signal of intent because again, it's willful friction. If you integrated your scheduler in your application, which there's a lot of different softwares that can do this, we'll talk about this here soon, that can reduce that drop off and get more people to come out the other side because it's a lower friction play.
Why you'd put the button versus why you'd embed the application solely comes down to friction and intent and the trade -off of one or the other. Something very important to consider. Now, we therefore, from this point, since we're putting all the attention, have to talk about the most important element that's on the first step of our funnel, which is the VSL itself.
First of all, the easiest way to actually get your VSL created nowadays is Jeremy AI. Jeremy AI, when you choose to use it, it's an agentic clone of me. It can do all this stuff for you.
You want to have an agent, an AI agent that actually goes and does research on your specific niche and your specific demographic because the research is going to be used for what we call real reasons. A lot of the times when people are selling stuff, they'll just make up. And the reason that making up doesn't work and doesn't have as much effectiveness is because it's not reasons based in the real world.
It's not an agreeable fact that's shared between two different parties. It's something that you just made up that other people don't agree with or believe to be true. Real reasons are things that are actually going on in the world as it relates to your niche.
Data that people actually believe and are actively thinking with. Okay, that's one of the most important things. You know, I had this guy the other day, comes to me and he says, hey man, I'm considering taking on a deal.
It's a water filtration company, but they're selling it as a biz op. Do you think that offer would have million dollar month potential? And I was like, no dude, I don't at all.
And he was like, why? And I was like, well, yeah, it's really easy. I never, ever, ever hear people talk about water filtration.
I feel like everybody's got that problem solved. I feel like that's been a problem and that people have solved it. I feel like if you had any real level of like, I'm trying to pursue better water quality, there's just infinite information that exists and all those solutions have been driven to like near zero costs or like really, really cost -effective things.
I just don't ever hear people say like, dude, you know where you could make a financial killing right now? Water filtration, dog. I never hear it ever.
So I'm like, no, I don't think that would actually work. And in that example, right? He had the opportunity to access real Jeremy to be able to save him from all that time, headache and trouble.
But in this case, this is why I say Jeremy AI acting as an agent, doing real world research would be able to just solve that for you. It'd be able to say, no, that doesn't make much sense. Let's go look through where your actual customers are currently talking right now.
Let's go find. the places that people are in conversation. And let's go look at what they're actually talking about that they actually want as it relates to these specific things.
Okay, you have to be able to use real reasons. Okay, so as an example, there was this guy, he runs a specific application software. We actually talk about it here soon enough.
It's called SalesKick, it's named Spencer. Spencer comes and he does a business breakdown, which there's plenty of here on my channel. I consider it what I call demonstration content.
I'm taking all these kinds of things and as they come up in real time in conversation with the person that I'm trying to give a scale plan to, I may bring different things up. It's an incredible way to see how all this stuff works in practice. But anyway, back to my point.
I'm at a business breakdown session with Spencer. And as I'm sitting there talking with him, I realize he doesn't recognize what his big thing is. He doesn't realize what his agreeable mechanism was.
You see, Spencer sells a software that was a few thousand dollars a month. If not almost. high thousands of dollars a month, give or take how many things you have it doing, give or take how many users you have.
And perceptually, a lot of people viewed his software as just an application and a scheduling software. Think real quick, what's your expectation of what an application software and a scheduling software should cost, right? Definitely not thousands of dollars, definitely not tens of thousands of dollars, right?
You'd probably think it costs. under a hundred bucks a month, maybe if you were really putting some serious volume through low hundreds of dollars a month, the smarter people sitting here right now, you wouldn't even tolerate spending money on some of this at some points. We see, by the way, and this is a crazy stat, upwards of 40 % of the people in my Jeremy's Inner Circle program right now vibe coding their own application and scheduling tools instead of paying for them at all now.
So if you're perceptually looked at like an application and a scheduling software, you'd have a really bad time with the framing. Now, Spencer was out here and he was marketing his specific software and he continued to communicate that it was something that could help with show rates and it was something that could help with all these things that related to application and scheduling tools.
And then Spencer, in the middle of this business breakdown, he introduces this concept. It's actually one of the points. This is how profound his point was.
Even I'm over here talking about it now. He goes, in between sales and marketing is a step that we call sales ops. And he goes, sales ops, and then he starts to describe it, which I will to you here soon enough.
But he starts to describe how he has AI agents managing calendars and actively moving leads around between closers based on what the leads. have been researched to potentially care more about and they match the lead with a specific closer's strengths. The AI agent will reach out and like confirm calls and try to actually have natural conversation with people.
And if they're unresponsive, it may take them off of a key closer's calendar and put them onto a setter's calendar instead. Understand this, the entire category that he sat there and just started wrapping off ideas about that he called sales ops was his big thing. but he had not a single thing about it on his VSL, in his ads, on his call funnel at all.
His call funnel was about things that we would call a minority hook, meaning a tiny amount of the total population of people that he could otherwise sell to would actually care about. what he's sitting there and discussing. When he started talking about sales ops, I sent him home from the business breakdown and I go, dude, hit the ground running and let that be the main thing, I promise.
You're championing an idea now. You're gonna define a new category and you're gonna be able to take your software and plug it into that category and define what those kinds of things are worth. People will no longer compartmentalize you in the application and scheduling software deck.
They'll put you into a completely different category that you openly define for them for how to think with. Now Spencer goes home, he hits the ground running, makes all these ads, makes a new VSL, hits me up enthusiastically, and he says, this is unbelievable. It's been working for me.
I've gotten lower cost per call, much higher intent leads. Nobody's coming through and complaining now about the framing as it relates to pricing. People understand it now because he created a new category.
That's an example of a real reason that when two different parties hear about it, like as an example, think to yourself right now, have you ever heard of the category of sales ops? Have you ever heard of how AI agents are in between the sales and marketing process, actively doing two of the specific examples I just brought up?
We'll talk more about that here shortly, but think, have you heard that? And when you do hear it, do you just think? That makes sense.
I mean, that sounds like something I'm not doing now that I'd love to hear more about. Again, it's a mutually shared real reason. That's the kind of that you have to weave into the VSL, but back to back to back to back.
You also have to learn to do what's called mechanism marketing. Almost every single niche that exists now is hyper -saturated due to how Facebook's algorithm works and how all these social algorithms work. All these platforms do nowadays is once you are slightly interested in one thing, which might just mean paying attention to a post longer than the last post, it might mean clicking, it might mean buying, but as soon as you do that, every single subsequent piece of content and every single subsequent thing that's an ad that's gonna get served to you is categorically similar or the same as the company that you just expressed interest in or that topic you just expressed interest in.
That makes leads hyper -aware and hyper -sophisticated in real time. That means that every VSL needs to do unique. mechanism marketing.
Not only that, you then have to put your process on display. So I need you to know there's so many great VSL lessons that you can go check out in that specific video. But what I ultimately want you to conclude to is you should be using Jeremy AI.
You should be taking the exact information that I'm sitting here and discuss. having it already loaded into an agent that's readily available to you in the most cost -effective way possible that can go and find those real reasons and just craft you a script instead. This should no longer be something that takes you hours on end and that takes you an unbelievable amount of time and something that makes you say, man, this is the part of the process that I suck at the most, but it's clearly one of the most important things.
How am I gonna get this done? Just go get it done for the most cost -effective way. Have an agent do it.
When you get to the point that your VSL is done, And you go to put it on the page. The softwares that we specifically use in terms of hosting softwares, we'll typically always bias towards Wistia.
It's just been a tool that we've used for a long time. I'm not trying to make it sound like it's got a lot of uniqueness anymore in the market. As a matter of fact, I think Vitalytics is another example.
And by the way, I have literally no financial incentive in anything that I'm sitting here discussing with you in terms of softwares or tools. These specific things that I'm sitting here discussing are just the things that we use and the things that our people use. There's a few others.
that actively do like similar things to these two. And if you end up preferring one of those over the other, then let it be that way. But again, my point is we host the videos here.
The reason being, we wanna look at the analytics specifically. The analytics make a huge difference to us because when you actually see how your video is, you'll end up with this graph. It's called an engagement graph or attention graph.
I get on a call the other day with one of my Jeremy's inner circle members. His name's Zach. Zach shows up to the call and he's like, man, I'm running this call funnel right now and I'm just getting smoked.
I'm not sure what I'm doing wrong. And when I sat there and I opened up the Wistia analytics graph, dude, his drop -off rate was insane. In the first 19 seconds, his graph looked like this.
And then it was negligible throughout the rest of the video. He had, if I'm not mistaken, it was a 9 % engagement rate. That is obscenely low.
And the drop -off in the first 19 seconds, it revealed that his niche wasn't tolerable of anything that he said in that first period of time at all. But listen to this. He had two stats that mattered.
What's called the play rate and the engagement rate. So his play rate was the amount of people that hit the page and press play. That was actually high.
Ideally, you get a 50 % plus play rate. And ideally, you get a 50 % plus engagement rate, okay? Play rate meaning the amount of people that hit the page and press play.
Engagement rate meaning how long can you hold their attention to the video itself. An ideal analytic retention curve for that engagement rate would look more like this. I'm gonna get a semi -steep drop at the beginning.
And then ideally you hold attention through the tailored end of the video. Also, just like what you're seeing here on YouTube, if you look at the base of the video here, you'll notice that you can track all the different parts of the video with the time codes for when what is talked about. And those are typically represented with a little ball that you can click at the base of the video at different points.
And when you hover your mouse over it, you hover your finger over it, it shows you like what specifically is talked about in that area. That's called video chaptering, okay? Now, controversial take, I think that you should do this in your VSLs.
Now, some people will say, well, no, no, I want people to go through it sequentially in the order that I want them to, that I presented the information. And I tell them, I'm like, I think that's silly. I really do.
Because people aren't here to go through it the way that you want them to go through it. They're here to consume information in a way that determines this is for me or this is not for me. And that's really all they're here.
to get to a conclusion about. So if we tell them when we talk about what, and that's specifically what they care about, they're gonna jump right to it. Just like they would as though they were scrolling a page.
Video chaptering works unbelievably well. And remember, based on how your retention curve looks, it determines what you need to do. In this case, he really only needs to focus on the initial hook of the video.
In this particular case, depending on what your ROAS ends up being, you may end up doing nothing. because this was more of a standard look. You could still technically optimize a little bit at the beginning here, but it's not bad at all.
This would be, you need to change the VSL up. You need to actively look at the huge drop -off curve where you're failing to retain people. You need to change the whole thing up if it looks like this, but especially the beginning is what you need to optimize around.
Now that we've talked about the VSL, let's talk about the other key component on the page, which is the application and the scheduling steps. We'll start with the application. First of all, you get the opportunity when you build out a funnel to have multiple choice.
Or you can do long form or short form based typed answers. Now, give or take the specific software that you're going to use is going to determine what you get to do with this data in real time. So let me just give you some perspective.
If I get somebody. to type out an answer, back to the whole friction versus intent spectrum, it's a higher friction thing to get somebody to type something out. Therefore, I'm gonna get a higher intent person to come out the other side.
You have to also remember friction relates to cost. So when I increase friction, and yes, I'm gonna increase intent from doing so, I'm also naturally gonna inflate my cost per whatever I'm optimizing for, in this case, scheduled calls, just a bit. Now, in combination, if I stack too many high interest, high friction, high intent things into this application, I'm gonna have a bloated cost.
Let's go back to your sales team. What is your sales team actually gonna use? Because if you think about it in the context of an application, there's really two different people that should be making the decision, which is the sales team and the marketing team.
Both of these have some pull in terms of what they want. They share that they both want qualification to be something that matters in the process.
Marketers want to have qualified people come back so they have qualified people they send back to the pixel. The sales team wants qualified people to come through so they're only talking to qualified folks and have an easier time on the phones. That way both parties mutually get more money out the other side of this process.
What sales will specifically care for that marketing won't is the questions for how and what questions should be asked that can actually be leveraged inside of the sales process. The marketers specifically, believe it or not, will sometimes have different questions that will act as like the qualifiers that they may want asked that the sales team will not care about at all.
So here's what you have to understand, because this is like a pretty simple duality to really get in action. When you consider going to your sales team and you just ask them, hey guys, so in the sales process, when you guys get somebody that you're about to call or that you're about to confirm a call for, is there any information that would be helpful?
That's a phenomenal question to have. What leverage points are you looking for that you can use in your initial confirmation step? Or what?
data could you get that you can give to an agent to help leverage, an AI agent, to help leverage in the sales process to be able to help confirm calls before they even show up. Once you get to the point where the person actually shows up, again, you ask your sales team, hey, so when you're on an actual call, is there any key application data that you'd want us to fish from this person that helps you close a deal on a call?
And when you ask from both of those different perspectives, you're going to get two different types of questions. You then want to ideally start with sales, get those questions.
Then you go to marketing and you say, okay, so these are the questions that the sales team specifically want answered. Do you agree with these being in the application? And you want your marketer to ideally say, yes, that makes a lot of sense.
You want there to be overlap ideally in between the questions that sales and marketing agrees upon, because let me give you how this usually ends up working. Sales will have a few questions that they want. Marketing will have a few questions they want that when you take them to the other, they'll say, yeah, I don't care about that at all.
It's like the sales team will bring up a question that the marketers will be like, I don't want to add that that's going to inflate our cost. Your marketers are going to come up with a question that they want to use for qualification that the sales team says we're never even going to use that. You do not want too many of those because those are the real ones that inflate your cost.
You want mutually agreed upon questions within the application itself. That's what's going to ideally reduce the total amount of questions that we have to ask. Back to the whole friction versus intent spectrum.
Remember it, burn it into your head. It's pretty simple to understand. When we're looking for high interest and high intent, we have to typically add more friction.
And by adding more friction, we're inflating our cost as we know. Now, when I add friction, I'm also gonna lower volume when I inflate my cost and I increase my intent. So the trade -off here, and this is really important that you remember this trade -off, is how many questions is the sweet spot before we have way too much friction and we're technically overdoing it on intent?
Here's the sweet spot from tried and true experience. Typically, three typed questions is the sweet spot that you want to shoot for that doesn't overextend you on intent and friction. Therefore, it won't overextend you on your cost per result that you're optimizing for.
So if there's a whole bunch more than three, try to get your sales team and marketing team to agree together. What are the three that have to be on here? Now, in terms of total questions, let me tell you the flow in terms of how this should actually look.
Your first question should be a layup question. Now, I'm gonna tell you something in regards to messaging that I need you to understand. So bear with me real quick while I tell you a quick story.
A layup question. is a way of letting the person know, I'm the right solution for you. While also giving them a question that's easy enough to answer that makes them say like, this isn't too hard of a way to start this application process.
It's easy, it's simple. We don't want the first question to be seemingly too complex or immediately just fishing for the wrong information that signals the wrong things. We want it to be a layup question.
When you go through the process of buying something, I'll use my Jeremy's Inner Circle program as an example. You have to make a minimum of 100K a month to be a part of the group. There's somebody sitting here right now that does a couple million dollars a month that says, dude, I think this Jeremy guy might be able to help me scale.
And when that guy goes to my specific funnel for Jeremy's Inner Circle and he clicks on the application to start it and that guy sees the question, do you make more than 100K a month? He may think. dude, I'm in the wrong place.
I'm in the wrong place. That's way too low of a number. As an example, you signal to the right person or the wrong person who it's for and who it's not for, just based on the questions that you're going to ask in this process.
So the initial question, when I say it's a layup question, it shouldn't be some dumb ass. It shouldn't be something where you're like, yeah, I'm just going to ask a question. It's like super easy to answer, you know, because that's what Jeremy says.
It's like, no, dude. Come up with a question that signals to the right people that they're in the right place, but it's just an easier question to answer than like financial qualification. Or don't make the first question like a typed answer.
Typically the first question should ideally be a multiple choice, okay? It can act as a qualifier if you want it to, okay? It's okay to have it as conditional logic here is what I'm saying in other words, and have it do if this, then that logic, that's fine.
Okay, it's okay to lead score the first question. Again, I'm not saying not to do any of that. It should just be simple enough while signaling the right things to the right people.
that they're in the right place. And it should ideally be a question that your people are actually going to use. So when you look at your actual questions that you want to ask through the entire application, just have like a sorting filter on it.
Like if you went to an e -com site and you're there to buy something and maybe you want to see the most costly things or the least costly things, you get the opportunity to filter by price high to low or price low to high. Treat it like when you're filtering what questions you want to ask first, which one just comes off as the easiest one.
That also happens to be a multiple choice question. Now, your second question in the process. can be a financial qualifier.
We see people this up all the time. When it comes to financial qualification, this can really scare people off depending on how it's asked and why. So a lot of the times what people will do is they'll just straight up say, hey, do you have this amount of money to be able to invest?
Dude, that's a good question, but it's a high friction question. It's going to deter a lot of people right away. And if you want more calls and you want to work with those people on the phone, if you do a lot of financing deals, as an example, that type of question wouldn't make as much sense.
If you're like me. I want a lower volume of very qualified calls coming through because I don't want to have too large of a sales team. So I always optimize around the highest quality person I could get.
My financial qualifier is as direct as what I just described. Like as an example, if you come through my Jeremy's Inner Circle application, it straight up says this costs $10 ,000 a month. If you want the Jeremy's Half Circle program, it's 5K a month.
You acknowledge that that's the price. And if you proceed from here, that's what you're gonna pay. No ifs, ands, or buts about it.
That's the question that we ask there. We put that inside of my Jeremy AI product for what the price is, for master internet marketing for what the price is. We just put it there, okay?
And we make somebody acknowledge that. Now, if we have an income qualifier too, again, this is important to understand. We'll just say it super directly.
We'll say this, to be a part of this, you have to make a minimum of this. Do you make a minimum of this? And then if people say no, again, we'll just route them to other products.
If they say yes, they get to continue on in the application. So if you're gonna do something as aggressive as what I do within all my funnels, you are optimizing around a lower quantity of calls that are gonna come through much higher quality and probable to close because they already know everything. As another example, we have what's called a time qualifier.
So sometimes you wanna disclose what expectations are. within your sales process and your marketing process, you can do it right in the application itself. So a time qualifier for me, dude, we don't allow anybody inside the Jeremy's Inner Circle program that doesn't commit for an entire year.
And nowadays we make them sign a contract when they join in. So this is important to understand. We are already at the cap of that offer.
We have so many people where their goal is to be a part of that group, where they either want to financially grow to the point where it's possible, or they just wanna wait for a wait list spot to finally open up so they can join in. I have to do really high friction things in the application in order, again, to deter more people from saying yes, because we're not accepting more people.
We have the people we have, and when those people drop, we'll put a replacement message out there to everybody on the wait list. So back to my point, we have a time qualifier. You're in here for a year.
and you're gonna sign a contract. Those are the kind of expectations that we set right here. That way we don't waste time on the phones.
You're not gonna show up to a call and hear the fact that it's a one -year commitment and be shocked. You're gonna be like, no, I already knew that because they just closed it in the application process. Now, consider that like the most extremist version of the spectrum, okay?
Now let me tell you the exact opposite end of the spectrum. The exact opposite end is just not having a financial qualifier at all, okay? It's just...
We're not even gonna ask people their incomes. We're not even gonna ask people whether they have the amount of money they need for this program. We're not gonna say any of that stuff.
We're just gonna skip over this step. That's the exact opposite end of the spectrum. That's a much lower friction thing to do.
If you are getting the right types of people coming through, totally fine to do. because you're gonna condition the pixel with who you send back with the right people, assuming the right people are coming through. If the wrong people are coming through and you're sending that data back to your pixel, it's gonna start going after more of that type of person who's coming back and hitting the pixels.
So just keep all that in mind. It's something very important to consider. Anyway, back to my point.
The sweet spot is ideally somewhere in the middle of that, where instead of such an extremist way of doing it, And instead of such a nonchalant way of doing it where you don't do it at all, you have a pocket that's somewhere in between the two. Now, you gotta come up with a question that's sophisticated enough that people won't actually lie.
So as an example, we asked a question inside of my Jeremy's Inner Circle program to all the people that are there. We said, in an application, if we asked you what your income was, would you answer accurately? And 70 % of the people said that they would lie.
So 70%. of guys that make a couple hundred grand a month. Richer demographics would say, yeah, I would lie.
So then what we did is we went into one of our clients' Facebook groups, tens of thousands of regular people that were in here that bought this guy's offer. We asked the same question there. Hey guys, if we added a question to our application process before you had bought this program that asked you what your income was, would you tell the truth or would you lie?
Dude, 80 plus percent of people said that they would lie. So a majority of people will lie. on the financial qualifier.
So as an example, if you're gonna be an extremist like me, and supposedly a majority of people are gonna come through and lie, we literally, as a friction point, will make people show us on a call. We'll make people show us their actual revenue, like pull up the payment process or improve that you're at a specific revenue range.
We'll make people do that, especially the ones that are at a lower level, right? Just near the qualifier as an example. Again, the middle part of this spectrum is if most people are gonna lie about the financial qualifiers that you're gonna otherwise ask on your application, when I say you have to have a sophisticated question, it has to be good enough where people won't lie.
And it has to get you the data that you need that actually signals who's qualified and who's not. One of my favorite examples of this is one of our Jeremy Inner Circle members, longtime member, Daniel Fazio. Daniel Fazio runs a company called ListKit.
He also runs a company called Client Ascension. I believe he does this for his Client Ascension offer specifically where he teaches agency owners how to start and scale. Now in Daniel's business specifically, one of his application questions is a math -based question.
and it's the perfect qualifier. He proved it with AI through an analysis of everybody that had bought versus everybody that didn't buy. He correlated it with AI with everybody who showed up at a high rate versus everybody who showed up at a low rate.
And he found that the simple math question of asking somebody, you're in an agency deal, you close somebody for this amount and your expenses were this amount. How much did you walk away with on the deal? And it's not a trick question.
It's the most basic question. You made this. You subtract this from your expenses, how much are you left with?
Anybody who answered that question inaccurately in Daniel's words showed up less, bought way less, like a negligible amount of the time. And anybody who had answered the question accurately had the highest correlation to high show rates and high close rates out of anybody else.
He didn't have to ask people at that particular step, a financial qualifier. He didn't have to actively say like, what's your income? He didn't have to say like, here's my price.
He just had to ask one question that he found through his application data historically that ended up enabling him to strip away some of the other questions that he thought were qualifiers. Some of the other things that he specifically asked, he found historically. He loved to optimize around.
He loved to say, okay, when people answer it this way, they show up and they buy at a higher rate. When he actually did the analysis, a lot of those qualified questions didn't actually have any correlation at all to people showing up at higher rates or buying at higher rates. They were negligible.
So he was able to either get rid of those questions or just not have the reliance and send data back to the pixels based on those questions. Something very important to consider at that particular step. Three, this is a good time to ask the third question.
Whatever the specific one is, remember I told you about prioritization, like being able to sort and filter the questions for what should be asked first based on easiest, ideally the financial qualifier or the qualifier in general, right? And then we specifically went on to say, there's a third key question if you're in the pocket of total questions that somebody's either gonna type answers to or answer multiple choice with, that's where you ask the third question at this particular step.
It's the least important of the three. From here, you get into either multiple choice, And you get into something else that you specifically want to ask that you've determined needs to be there.
And then usually you leave the personal info for the end. The personal info is one of the easiest steps to abandon the process at. This would be name, email, phone, specifically when I say personal info.
At that step, the reason you leave it at the last step is that's the part that people will usually abandon the most compared to any other step. Now, sometimes people will put one step where it has the name, email, and phone all within the same step of the application. We actually don't do that.
So what we'll do is we'll have typically Sometimes we'll even go first name. Hey, what's your last name?
But you can just put name as well. Then we'll put phone. And then we'll put email.
And usually from there, we'll just simply move a person over to a scheduler. And so this is an important consideration. I told you at the beginning of this whole process when I said, listen, one of the things we're gonna talk about in this video here together, we're gonna talk about the application best practices and then we're gonna roll into what's called the scheduling software choices.
Obviously, when we have a call funnel, what we're trying to do is we're trying to get people to book calls with us. And I had mentioned, I had said, well, when you're building out your page, As an example of higher friction that brings through slightly higher intent, if you separate the application from the scheduler in your software choices, this would be as an example, like you're using the go high level application and then you use the go high level scheduler.
They're literally separate, like they're on different URL pages, right? They're on a different forward slash whatever. They're an actual different step, right?
There's so many different softwares I could use in type form and schedule once, right? Separate step. using a HubSpot application and a HubSpot scheduler, separate step, right?
There's application and software combinations that literally integrate with each other that when somebody's actively filling out the application, one of the steps in the application, it does not forward them over to another page. It keeps them within the application. In that specific example, we'd ideally like to use softwares like Typeform and Calendly.
iClosed is another example of a software that does this. SalesKick is another example that has like the integrated softwares. There's a few others that are just starting off like vibe -coded solutions seemingly that may exist.
There's people, by the way, again, I'm not exaggerating when I say the statistic. I did a whole poll on it on my Jeremy's Inner Circle group. 40 % of the people that answered this poll said that they have vibe coded a specific application and scheduler step that integrates with one another and that follows all of the best practices that they specifically want for their organization.
So there's so many different solutions that you can use, but I need you to remember. You are going to lose. This is the average statistic.
The quantity of people that apply and are qualified, you will get 50 % of them to drop off if you separate the application and the scheduler. You will get a 16 % average drop off. if you integrate the application and the scheduler into one.
And it's something very important to consider nowadays when you're looking at what options make sense from a scheduling step perspective because they all offer like slightly different things, okay? So to be clear, the classic, the one I've been talking about for years because it's just been so tried and true and it's always got us the best cost per call has been Typeform and Calendly.
But some people hate Calendly. Let's use the example that you have a terrible show rate. and you're doing negligible activity to try to improve it, even if you think you are, obviously the number's not going up, so whatever you're doing's not working, so does it really count?
But anyway, back to my point, when you specifically have pains or frustrations that come from certain softwares that you're otherwise gonna use, you'll naturally seek something else, right? And so that's where I say iClosed is an example of a software that initially came up around the Typeform and Calendly timeframe that initially sucked .
But as time went on had gotten much better and had followed the same logic of Typeform and Calendly with integrating into the same step but with some added benefits that people were pissed off about as Calendly users or as ScheduleOnce users. Some of the specific scheduling softwares that exist nowadays, things that do double bookings, or you've got tools like SalesKick.
SalesKick specifically has started the process of trying to become like an all -in -one solution with those added features that Spencer calls sales ops added into the software. But it's thousands of dollars a month. So it's categorically not very similar to like a type.
in Calendly cost or a iClose cost or like a go high level application and then a separate scheduler cost, right? So again, tools like SalesKick, but they do a lot more stuff, right? So yeah, you have the application and you have the scheduler integrated in one, but they also take tools that do the credit checks of people that technically opt in for it in countries that allow for this currently.
where they'll do a credit check and they'll do like an income report and that can be factored into lead qualification. One cool thing that SalesKick specifically does as well, which I don't understand why Typeform and other tools don't do this, but anyway, back to my point, they'll grade the application based on long form or short form typed answers, which is really cool because most of the other softwares, if not almost all the other softwares that are out there, they'll specifically make you only have conditional logic used if it's a multiple choice question.
So the added benefit of having some kind of AI analysis in the background of the software in real time while the person's filling out the questions, having a grade and a score and like essentially a lead score or an intention level that's mapped in real time, that can determine calendar routing and that can determine what calendar it goes to and what calendar it doesn't go to.
That's an example of some of the sales ops tips and tactics that Spencer adds into his software there. My point being, and I just want to be really, really clear on this, there are a lot of different options at this point.
And when I say people are vibe coding their own application and schedulers, there's people who are just unsatisfied that have a need for like a very specific way of going about doing things, or in some instances, just want to mitigate costs. And they'll just vibe code all this stuff themselves to be able to get this kind of stuff done.
And that really depends on your staff, of course. But remember, simple, simple lesson here, integrate the application and the scheduler together. Now you move into this next step.
which is in between the call being booked and the actual sales call happening. So I have a set of strategies. I told them to you at the beginning of this, they're called backend selling systems.
Okay. And when I say there's five of these, it starts off on the confirmation page. Once you get past the confirmation step, the next step would be the emails that start to go out.
We do what's called value dense email sequences. We'll talk about more of that here shortly. We do a remarketing campaign with content specifically.
We refer to this as a hammer them campaign. We have setters that are going to reach out with some best practices. And then in addition to that, we want AI to say great things about us.
Specifically, we call that AI manipulation mastery. But let's go through a few of these and help you understand the thinking behind it. The most important thing to remember is when somebody is on the front end of the process, they're in what we call scanner mode.
Scanner mode is a very simple process to understand. It is the energy conservative state that I articulated to you at the beginning of this video that most people will find themselves in. When you're actively scrolling through a news feed and you all of a sudden get targeted by an ad and you have enough curiosity to click to try to satisfy your curiosity and maybe solve a potential problem or a solution you're seeking and you go to the page, you're not gonna consume 100 % of the video that's there.
You're not gonna consume 100 % of the written words that are on the page. That's not how it works. You're gonna at a glance try to scroll up and down the page rapidly and determine, is this for me, is it not for me?
And you're gonna try to leave? Or are you going to try to justify staying there a little longer? If you can justify staying there a little longer, you'll pursue more information.
Maybe at that point, you'd choose to watch the video. And even then, you're not going to give them 100 % of your attention. You're going to start to skip around in the video.
That's why VSL chaptering matters a lot. When you're in scanner mode, you're in an energy conservative state. You're simply trying to conclude, is this for me?
Is this not for me? Now, once you actually convert, so in this case, once the actual call gets booked, you switch to a mode. that we call justification mode.
Now, this is where you're no longer on the front end. This is where you're officially on the back end of the process. That's why we call them the back end selling systems.
As soon as somebody books, the mindset that they immediately switch to is, I gotta justify now spending the time to show up for this call. The mistake that most businesses running call funnels make is they conclude. that the person just booked, obviously they're sold on showing up.
And that's why your show rate sucks. That's why your salespeople complain because you're not trying to make their job easy because you operate under the assumption that they're already sold on showing up. I operate on the opposite.
That's why I originated these strategies. I operated under the assumption that, okay, I'm trying to make the salesperson's job easier. I'm trying to get paid more money.
I want higher ROAS. I want leads to show up more educated and more aware, right? What would I do?
I would simply exploit justification mode because once they switch to that back end, they have to be able to justify showing up to the call. They have to be able to conclude and have data to think with. about why they should show up and why they should care.
That's what you have to remember about justification mode. In all these different, these are just vessels of information, right? Right on the confirmation page, we can start feeding them data to think with that helps encourage them showing up.
If you, as an example, tried to turn the person who's showing up into a call into a salesperson, what kind of information would you give them? As an example, sometimes you get a lead that comes through that isn't the decision maker. You'd be wise to turn that person into a salesperson so they can go sell the decision maker.
What kind of data would you give the person? When somebody buys something or somebody's in consideration of some serious purchase in their life, one of the things that holds people back from those kinds of decisions are their significant others, their loved ones, or close people to them. Think about this.
If we load that person up with enough data through five different vessels of being able to communicate this type of data, if we can get that person enough data in their head to be able to justify their decision to show up to other people with enough valid, agreeable data, that's the thing. Some of you guys feed people such bullshit when they go and book calls or you feed them nothing at all that when somebody calls them out and is like, yo, you're gonna do what?
The person has no data to defend the decision of showing up to the call they booked with you. Versus the opposite is true if you give them enough information for them to think with. Picture the internal battle that people have.
Picture that little angel and the little devil sitting on their shoulder that tells them, this is why you should show up, this is why you shouldn't show up. All of that comes down to the data that they have to think with. And when they enter into justification mode, that's when the willingness to consume that data exists.
That's why we do the backend selling system. So it all starts on the confirmation page. Soon as somebody books, we want to put information in front of them, like an urgency video or a due diligence video that starts helping them do their research on us and our process right away, or that starts feeding them real world reasons.
Defensible, agreeable reasons, matter -of -fact reasons for why they should do it now, why they should show up now, why it actually makes sense to prioritize this. From there, we can incorporate more information. We call it breakout videos.
If there's any key things that your salespeople are tired of having to talk to people about on the phones, put them below the main video on that confirmation page. You will see very high consumption rates of these videos if the first video is done well enough. You can then put things like testimonials and other framing information that you want to make clear on that page.
Here's the key. This is the thinking behind the confirmation page. That way you understand it fully is you are trying to give them information that allows them to go and defend what they're going to do with your business to others, defend it to themselves, be able to justify that there's a real urgency -based reason for why they should prioritize this now.
And they don't get the opportunity to just do it later or whenever the hell they want. You have to remember that. That's the goal of this.
The sub goals are, let's get them more information that our salespeople are tired of having to talk to people about. Let's get that off on this step as well. It's a secondary priority though.
The first priority, the reason that we think with that first priority is because that's the thinking behind the first video and the first impression they have on that confirmation step. The breakout videos are a secondary goal. From there, we have what's called value dense email sequences.
So many people just do the really basic show rate reminders where they're just like, hey, you got a call coming up, show up when you can. We're excited to have you, you know, just really basic confirmation sequences. What I'd rather see you do right after somebody books is I want you to start pouring into them right away.
I want you to start the education process. I want you to continue that justification process. I want you to continue feeding them more data that gives them more to think with.
Okay. And I need you to understand that this particular step, this is where a lot. of justification occurs because the emails will reach people more than once.
The confirmation pages reach people when they were in the state of mind that just got them to book. The email sequences continue to nurture them in between the call booking and the call, which is usually when interest starts to fall a little bit. If the value dense email sequences are good enough, they'll take the slowly falling interest level and the right email will bump it back up again.
And then that next email comes along and if it's good enough, it'll bump the interest level up again. Interest is not a static thing. Interest slowly drops the more we get back into real life, the more we get back into that newsfeed, the more our priorities start screaming at us to pay attention to them.
Your email comes along and if it's good enough, it bumps the interest back up. It's so important. You can't just do the basic reminders.
Your reminders should be weaved into your value -dense email sequences. Now, I know this is gonna sound ridiculous. I've had people that have executed this poorly that have ridiculed me for this.
I can sometimes tell people if they do good enough on their email sequences to send up to six of these a day. And I know. It sounds audacious.
It's essentially during a 12 -hour period of time, one almost every other hour, okay? Really think about this. That's a lot of communication, right?
What type of person would possibly wanna get six emails a day from a brand? A person who's being highly educated in a way that... they actually care about from that brand.
You start with about two to three a day. I encourage people to start with two a day, maybe three a day tops. These have to be valuable, not things that you selfishly think are valuable, things that the user reading genuinely finds value in.
There are plenty of things I'd rather sit up here and talk to you about that I personally find far more valuable for you, but you currently find this to be be far more valuable. And so I will continue to talk towards what you want to know because I optimize around you, right?
I don't selfishly optimize around me when I'm trying to help you. I optimize around you and getting you what you need. Now, again, I can't stress this enough.
Most people will really these two steps up. And these are the first impressions of the backend selling systems. I would encourage.
that you take you out of this part of the process. Use Jeremy AI for this. There's a link down in the description for it.
It's the most cost -effective. agent. It's an AI agent.
It'll do things for you. It's going to be like sitting back after you prompt it, watching your computer work for you. It'll build out what you need to say in your confirmation page videos, your breakout videos.
It'll tell you the order of what everything needs to be placed. It'll write your value dense email sequences for you with your specific ICP at top of mind. This is the part of the process that I need you to understand in its execution, but I'd prefer you to move out of your way.
So as an example, with the hammer them strategy, what we do is we take short form content and we take long form content and we hammer the person in the newsfeed. We find them where we already found them. With short form content and long form content, it's so cost effective.
It's the tiniest little audience of people, people that just booked calls. You have to have an audience that's a minimum of 150 people to get this ad to serve. Otherwise, it won't serve if the audience is too small.
Ideally, you're operating on a large enough scale eventually where you can operate your hammer them strategy within a 72 -hour period of time. That's about the average time it takes for somebody to book a call to then have the call happen. But you're probably not operating at that scale.
So until you get 150 calls in that tight of a timeframe, you have to widen it up a little bit. You're probably gonna do like a full 30 days.
That means if you have 150 calls in 30 days that you got booked, you'd have to extend your audience out for a full 30 day period of time. Your goal is to put as high of a quantity of short form and long form content in front of that person. within that timeframe prior to the call happening.
That's the goal of the campaign. The reason the goal is that is because we're trying to replicate the organic sales process via paid ads. And what gets a lead to come through hotter than consuming a hell of a lot of content?
There's naturally a very specific type of content that we encourage you to put there. Here's some really easy advice. If you've had some organic content that's done well, great.
that's where you'd use it. It's a great idea to work it in there. There's a very specific set of best practices.
I refer to it as the four quadrants. The four quadrants is what I refer to as questions, second layer questions, objections, and expectations. These are typically the areas that hold people back from buying more than any other area.
And so allow me to explain. If you go ask any New Yorker, hey, you guys have good food? They'll tell you, they'll be like, oh man, good food?
Dog, you should try the bread. The bread's insane, right? And then you're like, why is the bread good?
That's the question. They'd tell you the water. You'd be like, the water?
What do you mean the water? The second layer question is, what do you mean the water? You don't care about the second layer question until the first question is asked.
or prompt. You see, so there's a set of questions that make sense for you to put in front of people. And then there's a set of questions that make sense to also get in front of people.
But after they've heard the first set, there's a set of objections that come up. Like how do people make sense of the money right now? Or how do people justify the timeframe?
This and that, right? All these things can make sense to make direct videos about and put in front of people right into the newsfeed, right where you already found them originally with the ads. And then expectations.
Expectations are a little different than objection handling. Expectations are you ideally articulating yourself time and time again about how you want people thinking and coming through in the process. The hammer them is full of short form content and long form content that accomplishes these four objectives.
Setter best practices. When you look at your setters, they in some instances will have the highest connection rate compared to anything else. That's the thing about the backend selling systems.
There's a reason there's not one and there's a reason there's five. Confirmation page may be where all the consumption exists and then they may not consume anything else. It may be that they consume nothing on the confirmation page, but they only read emails.
It may be that they're not gonna open a single email, they're not gonna watch a single video on that confirmation page, but they'll go back and scroll through the newsfeed and they'll watch your content there. They may do none of that and they may prefer to talk to your setter and have more of what feels like a customized, tailored process.
If your setter reaches out, remember earlier in this video we talked about sales assets and trust assets, right? If you load your sales team up, and by the way, you can do this with an AI agent nowadays.
It doesn't necessarily need to be a human being setter, but nonetheless, a lot of you use human being. You can have a human or an AI agent act as a setter and their sole job is not to just qualify. Their job is to provide as much value and education as possible before the sales call.
Because remember, we're trying to alleviate pressure from the sales team. critical. We're trying to alleviate the need for the sales team to do all the education.
So that means having a setter start the education process prior to the sales call is naturally going to alleviate some of that pressure. And then when I say AI, we have this. entire sop it's called ai manipulation mastery it's got a five -part solution we call the pentagon solution and it's just five specific ways to be able to manipulate ai to say positive things about you because a lot of people in a lot of demographics your potential buyers they're outsourcing their critical thinking out of ai agents and ai models in general and so you also got to learn how to get ai to say positive things about you or interpret you a particular way and usually that comes down to having different information ranking well and being in different places that ai scrapes and searches from.
But again, we leave that for offline solely because we don't want the AI to know about it. Our next key category that we're going to discuss, as I mentioned, my buddy and Jeremy's inner circle member, Mr. Spencer Van, he came over here and he used this term called sales ops.
Sales ops is important to consider in terms of how it actually works and what it does. It's the step in between. the marketing process, like in between the backend selling systems and the sales call itself, that tech and AI specifically can help with.
And if you really think about it, all this is really an agent's job. As an example, one of the sales ops things that we've had in my organization for a while now, we have an AI agent that goes out and tries to enrich a lead as soon as they book. So as soon as we get a lead that comes in, we'll use a few different enrichment tools.
Like we have one called People Data Labs. We have one called Clay. And we'll just try to go out and acquire more information about this person some people use like zoom info a little more costly but like good for b2b people specifically i don't think you really even need to pay for that anymore i think there's so much accessible data out there that can help enrich your leads that are far more cost effective but still Point I'm trying to make is an enrichment protocol is a good example of sales ops where the agent is out there trying to get more information, build a better profile, and then you can give that agent, like we gave my agent specifically a Notion database that has my voice and everything to follow, to sound like me.
It has every free thing that we've got. YouTube videos like this, lead magnets that we've created, low ticket offers, mid ticket offers, high ticket offers, et cetera. It's got every free blog that we've created.
It knows everything that we're posting on social. channels in real time. And what it does is it looks at the lead.
It looks at the enrichment data that it got. It actually researches the person. It tries to see what they may have already done in our database in the past, if they've already been in the database.
And it tries to craft custom value dense email sequences for the person instead of just a static value dense email sequence, like what you'd put inside of the CRM back in the day. All right, let's talk about this next one. So sales team expectations.
A lot of this has to do with you. and what you should expect from your team. Again, in terms of show rates, ideally we want a 60 % show rate.
If we're gonna do a second call booking, ideally we want at least 60 % of those people to be booking a second call. If we're gonna do a second call show rate, we wanna have at least a 70 % plus second call show rate. If we're gonna do a one call close, our one call close is ideally a 25 % close rate is what we ideally wanna get.
out of each one of our closers that's taking calls for us on one -call closes. If it's a two -call close, we ideally want to see far higher than that, but at least 35%. Now, this is also important to consider.
If your people aren't hitting this, is it their fault? A lot of the times they're going to say no, but you ideally want to have both of your departments individually accepting accountability over the statistics they have influence and responsibility over. This is the set of stats you want to hold your people accountable to.
And if you don't find that these stats are being hidden, you want to try to hold your people accountable to try to actually pull out the performance that you're after. Because if you don't get it, you're going to have a bad time. Let me help put this in perspective for you as well so you understand in terms of sales team expectations.
Ideally, your salespeople are operating at about 80%. of their calendar booking capacity. You don't ever want them at 100 % because if you do have them at 100%, they're not gonna have time to do the CRM activity.
They're not gonna have the time to do like the admin work. They're definitely not gonna have the time to follow up and do everything else that you need them to do. And so this is the most important consideration, believe it or not, is can your people get close to about 80 % and be their absolute best?
If they can do more, and still be their best let them but most of the time you won't see them actually be doing their best once they get above that specific threshold in addition to that in terms of sales team expectations you don't ideally want to have bookings that go out more than about 72 hours for the booking window If you have salespeople that are going to take calls on weekends, usually the weekend calls are going to show up at lower rates.
They're going to close at lower rates. You may find different patterns for your organization relative to what your patterns are. If you have an audience of people, as an example, that are usually nine to five workers.
having your salespeople's hours be nine to five is a terrible decision. You want it to be before that or after that mainly or around lunchtimes because that's when people are actually most probable to book. If you have a B2B demographic, you don't want any calendar bookings in the off times.
You'd rather have it be in the middle of the day because it's a sales action or it's a business action. It's justified in comparison to the nine to five crowd. Other sales team expectations as it relates to call funnels, and this is one of the most important ones, it's called the educator sales role.
So when you look at this specific role within your organization, there's another one that we're going to talk about here shortly called the cleaner role. These are creative roles within your business, and they both do separate things. The educator is somebody who can show up onto a call and actually handle the process of taking a lead from a lower level of interest to a higher level of interest.
That's really important as the educator. in the business. There might be one type of salesperson you have in your company that can do this that should be like tag teamed in in real time on the calls.
If a closer has a lead that fits that category and they suck ass at it themselves, they should be able to call on the educator to come in and have that process taken over by that individual. The other really key thing that an educator does, and ideally your entire team can do this, by the way, in terms of an expectation, is they can transition into a closing call.
So an education call, going to a closing call is the whole key of what your sales team has to do. And usually that means that they need loaded up with education assets. If you built a webinar out, you have slides, you have a presentation, you have a flow of information.
Your salespeople don't need a deck, but they need like a set of questions to ask that can ignite the sales process. They need to have things that they can leverage that get the counterparty to genuinely feel competent and educated enough to be able to make a financially qualified decision as to whether they want to close or not.
When you look at what a cleaner role is, this is also a great role. Mathematically, it becomes near impossible to follow up with everybody forever. And so what you have to understand about that part of the process.
That means that you are gonna eventually create what's called a buy or die culture. Buy or die culture is really simple to understand. You specifically have a finite amount of time where your salespeople, as they continue to get new bookings into the future, can still mathematically follow up with everybody that they just previously spoke with and talked to.
A cleaner role is somebody who, after a certain amount of time where your salespeople are no longer mathematically capable of following up with leads, they are no longer assigned to the original salesperson and they get reassigned to the cleaner. And the cleaner starts the process. They almost act as a setter, but they're also a closer in most instances.
They can just work leads that are taking longer in terms of time cycles to buy. Both of these specific... roles within your organization, maximize the overall profitability that's gonna come from a call funnel.
Let's talk about the last two most important things, which is A, what to do when it doesn't work, and then B, what to do if it does work. So in terms of how you're gonna go about this process if things are not working, you have to go back to the tried and true bottleneck analysis. This is the first step that you're gonna wanna accomplish.
because it's gonna determine where specifically we're gonna put our attention. You have to remember something very important. There's only one thing or maybe two things that are likely contracted in your entire process that are causing you to be lower ROAS than you actually want to be.
And each one of these steps can easily be mapped and I'm gonna set expectations for you for each. If you have a one call close process, it's a very simple flow. You have your CPMs, you have your link click -through rate, You have your click to qualified call booking rate.
You have your show rate. You have your close rate. And you have your AOV.
If you are not at the rise, you want to be one of these specific statistics is outside of the range that it should be. You should be at about a $30 to $80 CPM range, a 2 % link click -through rate range. Out of the total clicks to qualified booked calls, you should be at 3 % to 5%.
Your show rate should ideally be at 60 % plus. Your close rate should ideally be at 25 % plus. And your AOV should be as high as it can be relative to whatever you charge.
If you're going to do a two -call close, a two -call close starts off the same. It's CPMs. It's your link click -through rate.
You then have those clicks to qualified booked calls. Same initial flow. You then have the initial show rate.
You have the first call show. You have your second call booking rate that follows the first call show rate. After the second call, booking rate is factored, and then you have your second call show rate.
And then from there, you have the close rate of people that showed up to that second call and closed. And then you have your AOV. Now, again, it's the same range for these initial statistics.
You're going to be at about a $30 to $80 CPM range, a 2 % link click -through rate range, 3 % to 5 % clicks to qualified booked calls. Your first call show rate is still going to be the same at 60%. Your second call booking rate should be at least 60%.
Your second call show rate should be at least 70 % plus. and your close rate should be 35 % plus. Again, your AOV should be as high as you can possibly get it.
Now, if something is specifically wrong and you're just not getting what you want, you do a bottleneck analysis because you have to determine which specific statistic is the most contracted compared to any other stack. So when you look at this, it's very simple to understand. Let's use the example as your CPMs were quite high.
Maybe your link click -through rate's fine, but your CPMs are inflated. Maybe your page click -through rate to get people to click and book a qualified call is well below this specific range.
Just in terms of cost per call, if that's where your issue lays, those three stats make up cost per call. You'd either put attention on the ads or you'd put attention on the funnel to get one of those specific statistics higher. Which area you put attention on is purely determined by which area is more contracted than the other.
When you look at your first call show rate and your close rate, again, these might be well below the averages that you see here. Some of these specific statistics, although yes, I'm telling you, if contracted, I'd encourage laser focusing your attention on that area. When you laser focus your attention on a particular area, you may find that it's because you just have the wrong people coming through.
Maybe every stat looks totally fine until your close rate, and then you realize, yeah, your close rate's terrible because you have the worst people on earth showing up through your funnel. If that's the case, you still have to put attention on the ads, even if the ads are good, because you're attracting the wrong people in the first place.
You get what I mean? So the bottleneck analysis shows you where you should laser concentrate your attention to find why it is contracted. And putting attention on that specific issue is what is going to open us up to having more revenue potential.
Let me give you an example. If I had a one -call close, let's use the example my CPMs were $40. Let's say my link click -through rate was exactly 2%.
Let's say that my page conversion rate sat at only 1 .5%. Let's say my show rate was 60%. Let's say my close rate was 25%.
Let's say my AOV was $4 ,000, right? The example that I'm trying to demonstrate to you here with this really simple math, the CPMs are within range. The link click -through rate's within range.
Our conversion rate on our page is half of where it should be at the lower end of the range. Our show rate's fine. Our close rate's fine.
Our AOV, maybe it could be higher, but again, this is relative to whatever your offer is. In this example, if I doubled my statistic from 1 .5 % to 3%, I'd still be at the lower end of this range. That's clearly what's easiest to double compared to anything else.
If I double that specific stat to 3%, I get twice as many people to show up. I get twice as many people to book calls. I get twice as many people to close.
I get twice as many people giving me $4 ,000. I get twice the ROAS. You understand?
This is what's important to get. I cut my cost per call in half and I double my ROAS based on doubling this one stat. You want to pick whichever stat is the easiest to double.
And if something's going wrong, here's what I'd encourage. This is really important. You need help in real time.
You need loaded up with information in real time. If you've tried and exhausted everything that you think there is to try for any one of these particular steps, just remember this. You've just run out of data to think with and you have to seek new data.
Use my channel number one and load your brain up because I have information on damn near every one of these steps. And I have it for people just like you and just like me. Now, to be clear, if things are going right and you specifically look at scaling up, There's a bunch of ways you can scale up.
You can do the classic 10 to 30 % daily rule. You can do what's called surfing, which by the way, OG Mr. Tim Bird introduced me back in the day to.
To be clear, you can scale 10 to 30 % multiple times a day if your cost is holding and if the additional volume is coming through. You could always do what's called the cost per X strategy. which is, let's use the example, I have $100 cost per call, I want 10 more calls tomorrow, 10 more calls, $100 cost per call, that's 1 ,000 extra dollars I have to spend tomorrow.
If I have something like a cost cap in place, otherwise known as a cost per result goal, what I can incorporate into that strategy is a little more aggressive scaling tactic in comparison to if I'm doing automated bidding, I may not even scale 10 to 30 % a day. I may scale 10 to 30 % every few days. Also, people never do the math.
People never ever do the math. Do the scaling math. If you actually plugged into a Google Sheet what scaling 10 % a day looks like for 30 days in a row, you're gonna spend a substantial amount of money at the end.
If you remember the closer math that we went through earlier in this video together, I described to you, you need to be able to break down how many closers you need and when based on how many total calls you're gonna get per day. When you look at scaling up and you consider the math and what you actually need to do to get to the next level, scaling 10 to 30 % a day is going to reveal to you how much you're gonna spend per day.
seven days from now, 14 days from now, 21 days from now, 30 days from now. And it's gonna reveal to you based on your cost per call, how many calls per day are gonna be coming in. That's gonna reveal to you how many closers you need by then.
And again, based on your current hiring process of how long it takes you to hire, train, close, and get somebody to the point where they're ready to take calls. That's gonna determine how far ahead of time you need to scale. Do the closer math in addition to the scaling math.
And just start the process of trying to book additional calls. And you have to remember a call funnel is. an incredible thing.
It's daily lead flow. They come in every day and you get the opportunity to be able to close deals every day in this type of funnel. But here's one of the most important things that you have to consider is that in the process of scaling up, it's just two simple things.
Fill the closers calendars, hire more closers. Fill the closers calendars, hire more closers. And if you consider this like riding a bike, the faster you do it, the faster you're going to scale up.
The slower you do it and the longer you get stuck on one particular side of the equation, the longer you're stuck. It's one or the other in terms of the problems you have. You're either able to fill up your closers calendars and you just can't hire more closers or the best closers or the right closers.
They keep churning. Solve the actual problem at hand and then flip it to the other side. Fill the closers calendars again.
Just back and forth, back and forth, back and forth. That's all scaling this actually looks like. So anyway, I hope this video is tremendously helpful to you.
I know with certainty, this information applied into your business would help you a lot more than what you may be doing now. And I know with certainty that Jeremy AI would be able to hold your hand or do it right alongside of you or do it for you. If you're looking for any one of these particular steps to get executed into your business, there's a lot more information that you need to know.
There's a lot more information. that I promise you should want to know. But that information, of course, is gated behind my Jeremy's Inner Circle offer or inside of my Master Internet Marketing Program or inside of Jeremy AI with the conversations you're gonna have with it or the work that it's gonna execute on your organization's behalf.
Take advantage of one of the three with links down in the description. Thank you so much for being here. Subscribe to the channel if you haven't done so already.
And most importantly, go get richer. Talk soon.
The Hook
The bait, then the rug-pull.
The title promises the last call funnel training you'll need, and the opening backs it with a numbered agenda: twelve topics read off in order before any teaching starts. What follows is less a pep talk than a spreadsheet with a voice, built around the claim that cold traffic leads arrive uneducated and someone has to do that work before the closer picks up the phone.
Frameworks
Named ideas worth stealing.
00:00list
The 12-part call funnel build
Sales team alignment
Budget
Closer math
Page structure
The VSL
Application questions
Scheduling software
Backend selling systems
Sales ops
Sales team expectations
What to do if it's not working
How to scale
The order the masterclass walks through building and running a paid call funnel.
Steal fora checklist for auditing any call funnel
1:38:51model
Call funnel benchmark ranges
CPM $30-80
Link CTR about 2%
Click to qualified booked call 3-5%
First call show rate 60%+
Second call booking rate 60%+
Second call show rate 70-75%+
One-call close 25%+
Two-call close 35%+
Conservative cost per call about $100-300
The expected range for every step, used both for conservative modeling and for spotting the bottleneck.
Steal forsetting up a funnel KPI dashboard
24:33model
Closer math
Revenue goal / cash per sale = closes
Closes / close rate = calls taken
Calls taken / show rate = calls booked
Calls booked x cost per call = ad spend
Calls booked / 22 working days = calls per day
Calls per day / 8 per closer = closers needed
Works backward from a monthly revenue target to ad spend and headcount. $1M at $10K per sale, 20% close and 60% show works out to 833 calls, $124,950 spend and five closers.
Steal forplanning hires ahead of a budget increase
39:14concept
Friction vs intent spectrum
Adding friction (typed questions, a separate scheduler, a button instead of an embedded form, no scheduler at all) raises lead intent and cost per call while lowering volume. Removing friction does the opposite.
Steal fordeciding how hard to make any opt-in or application
33:45list
Levels of interest
Curious
Generally interested
Highly interested
Convicted
Deals only close above conviction, so the page's job is to nurture interest and filter out the merely curious.
Steal forqualifying copy on any sales page
59:47list
Application question order
Layup multiple-choice question that signals fit
Financial or skill-based qualifier
Third, least important typed question
Any other required questions
Personal info last: name, then phone, then email as separate steps
Sorted from easiest to hardest, with about three typed questions total, agreed on by both sales and marketing.
Steal forany lead or intake form
1:16:27list
Backend selling systems
Confirmation page (urgency or due diligence video plus breakout videos)
Value-dense email sequences
Hammer-them retargeting campaign
Setter best practices
Shaping what AI says about you
Five channels that feed a booked lead information during justification mode so they show up educated. Different leads consume different channels, which is why there are five.
Steal forraising show rate on any booked appointment
1:17:20concept
Scanner mode and justification mode
Before booking, prospects skim to decide if it's for them. After booking, they look for reasons to justify showing up, which is when they'll read and watch far more.
Steal fortiming long-form education in any funnel
1:27:41list
Four content quadrants
Questions
Second-layer questions
Objections
Expectations
The content types used in retargeting booked leads, covering what holds people back from buying.
Steal forplanning a content calendar that pre-sells
1:35:44concept
Educator and cleaner roles
An educator can be tagged into calls to move a low-interest lead up and transition into a close. A cleaner takes over leads that age past what the original closer can follow up with.
Steal forstructuring a sales team beyond basic closers
1:38:23model
Bottleneck analysis
Map each stat against its range, find the most contracted one and fix it first. Doubling page conversion from 1.5% to 3% halves cost per call and doubles ROAS.
Steal fordiagnosing any underperforming funnel
CTA Breakdown
How they asked for the click.
VERBAL ASK
1:46:14product
“Take advantage of one of the three with links down in the description.”
Soft pitches for the AI product are woven in at the VSL and email sections, then the close names all three offers and says the deeper material is gated behind them.
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A live 68-minute business audit of a trading algorithm offer — tracing how an 8x ROAS collapsed to 3x, how a lazy setter team was the real cause, and why the $250K/month webinar unlock keeps getting avoided.
A 100-minute whiteboard walkthrough of a paid live-webinar funnel for high-ticket offers, from test budget and messaging through the close, the sales calls, and the 10-day cleanup that decides whether the money comes back.
Two operators at a whiteboard map organic content as a full funnel: what to post, how comments become booked calls, how to tie revenue to a single post, and how to pour fuel on the winners.
A marketing millionaire stands in front of a Miami mastermind room and dares everyone in it to admit they're lying to themselves about how hard they're trying and how much money they actually need.
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