シャドーイング練習: View - 動画で英語スピーキングを学ぶ

In 2016, I had $1,000 to my name sleeping on a gym floor.

Nine years later, I broke the Guinness World Record for the fastest-selling nonfiction book

and generated over $106 million in sales in a weekend.

In this video, I'm going to show you how I'd build a business if I started all over.

So first, either sell extremely expensive stuff to a select few or sell something super cheap to everyone.

The middle is where people die.

So fundamentally, all businesses have the cost of getting customers

and what you make from those customers is the core economic arbitrage that makes a business a business.

You have a more efficient way of taking resources and allocating them to get superior throughput on the other side.

That's literally what a business is.

Why did I start with sell really expensive stuff or sell really cheap stuff?

Let's dive in.

So having worked with thousands of businesses now, I can tell you that it is significantly easier when you're starting to sell extremely expensive to a select few.

And the reason for that is that you have to make enough money to be able to serve the masses.

So if you look at Tesla as a great case study for this, Tesla started with a $250,000 Roadster, clearly selling to a select few.

And it was like a beta test car.

So like it definitely wasn't like completely street ready, all this stuff.

But from the few that they were able to make, they were able to get enough money or enough proof of concept to then eventually get to making the S, right?

And then after making the S for a few years, then they were able to work their way down and make the Model 3.

And so the idea is that you start high and then you can work your way down.

And so despite what most people leave, one of the simplest ways to create an expensive offer is to sell your time one-on-one, even if it's unscalable.

Now I'll give you a personal story and then I'm going to sell you on why I think this is actually useful.

When I started my personal training business, which is a gym on Huntington Beach, I had a client who wanted personal training.

Now my gym wasn't a personal training gym.

It was a large group training and semi-private training gym.

I did all group.

There wasn't any one-on-one.

But this one guy got referred to me because he had some like specific mobility things and like whatever.

He liked me and so he ended up doing personal training with me.

Now, this guy would do five days a week of 90 minute training sessions, which is huge for a personal trainer, right?

So I'm making, I think I was, I think it was charging 125 an hour or something.

So I was getting almost like 180 a day for that whole period.

So I just remember that I got something that I wrote of like four or $5,000 a month in cash.

He paid me in cash.

It was amazing.

That I would get per month from this one client.

And the thing is, is that me having that one-on-one time gave me the cashflow that I needed nothing from the business.

So I could just keep reinvesting the business's money to growing it faster.

And so a lot of people have this fear around like, oh, it's not scalable.

It's like, it doesn't have to be scalable.

Like when I speak to business owners, they have a lot of limiting beliefs around charging a lot of money or selling their time.

And so I want to drive this point home and give you a lot of reasons to show why it is superior, especially when you're starting out, to sell your time one-on-one,

even if it is unscalable.

So let me kind of sell you on this.

So number one is that you will learn more from fewer high value clients.

And if you're around those higher value clients, you will work with better people and it will shift your belief set about who really is in the market.

If you've ever struggled to sell a $50 membership as someone who has, it's insane when all of a sudden someone's like, here's 15 grand.

You're like, what just happened?

15 grand?

That's $3,050 sales that I'd have to make in order to get 15 grand.

That's how absurd that is.

But when that happens again and again, it shifts how you see money and what services you think about creating.

The next one that people get hung up on is like, well, I don't want to sell my time because selling your time is what poor people do.

Let me learn you some stuff, all right?

Which is every single person on planet earth earns money per hour.

They just don't necessarily denote it per hour.

But all you have to do is take what you made last year, divide it by 2,000, and guess what?

Voila, you have your hourly rate, which means you worked 40 hours a week, assuming you work 40.

And so even if you work project wise, you spent a certain amount of time on that project and you were remunerated, a little fancy word, you got paid based on that work.

And so even something like an investment where people are like, well, you know, investors don't trade their time for money.

Of course they do.

Because you think, oh, Warren Buffett bought this company.

He just wrote a check and then that was it.

He was done.

But what we're not taking into consideration is the amount of analysis that he does on macro markets, the amount of research that he's doing on a regular basis,

the thousand other deals that he did all the due diligence on, then to say no, to only decide to do this one deal.

So when you take all of that work in aggregate, for sure he's working.

Now, after he makes the investment, assuming he has no effort inside of it, which isn't always true, but assuming he had none, then at that point, he would get increasingly larger returns,

but still on a fixed amount of time that he put in.

So the proof point is you live in time and you earn money in time, which means everyone has an hourly rate.

And so the idea here is that as long as the thing

that you sell your hourly rate for is more than you currently own, you will make more.

Next point, when you are doing one-on-one, especially in the beginning, you have significantly more flexibility in delivery.

That means because it's one-on-one, you can change things on the fly.

And also when you have fewer clients, you can make these kind of quick iterations.

So this kind of relates back to the first point of like, you learn a lot faster when you can just have these tiny little pivots.

You don't have to change the systems.

You have to retrain staff.

You don't have to look, you don't have to recode.

You don't have to have the scalable solution fixed perfectly.

It's a great way to beta test ideas.

The next one is that because you can still cap the time that you choose to spend with clients, you can still make sure that you're allocating as much time as you need to, to do everything else.

And one of the big lessons

that I've learned in terms of making more money is that when you have demand, cut supply.

And so when you cut supply, what does that do?

Why is the acquisition.com logo two concepts, leverage, which is a full chrome, and then a supply-demand curve?

Because those are, in my opinion, the two most powerful concepts in business.

And so when you have supply and demand at work, which we do, the reason 101 is so powerful is because the supply is so contracted, so fixed, it's so small.

And so it forces, as long as you don't have limiting beliefs, which is why I'm trying to make this for you, it forces you to raise your price.

And so the next one, and this is controversial, you make the money.

Nobody else does.

If you trade your time for the money, you have 100% margin.

It's fantastic.

Now, some people are like, well, hey, well, my hourly rate, it's not though.

You're awake.

Your hourly rate is the food that kept you alive.

That is your hourly rate.

Beyond that, the rest of it goes in your pocket.

And so what I think what people lack consideration of It's like every business can have five one-on-one clients.

100

Now, when you're like, how would I do this in a lawn care business?

101

Well, it's just who's going to be your account rep.

102

You can say some people get your cell phone and some people get the account rep's phone.

103

Who's going to lead the, you know, like who's going to actually design the whole garden?

104

Is it just one of my guys or is it going to be me?

105

There's always an opportunity to make yourself the super premium version of whatever it is that you have.

106

Now, here's a fun one.

107

I want to break this blue because I know the next one that comes up, which is it's still just not worth my time.

108

Bro, it is worth your time if I give you a trillion dollars.

109

And so the idea here is not, is it worth my time?

110

It's you have to fix the price so that it is worth your time.

111

Not you would begrudgingly do it or think to yourself, well, no one would ever buy that or no one ever spend that money.

112

Or I think someone would be crazy.

113

Fine, let them be crazy.

114

Let people live a little bit.

115

Let them be wild.

116

Let them be a little spicy.

117

If they want to pay you more money, you should give them the opportunity to do so.

118

That's the point here.

119

now what else happens

120

when you have a super high ticket unscalable premium one-on-one experience you lift your entire brand

121

because if you charge ten thousand dollars an hour something absurd doesn't matter

122

and the thing

123

that you have is a hundred dollars you can then have

124

a very natural narrative of listen a lot of people can't

125

afford to work with me one-on-one that's totally cool i've taken the lessons i have here

126

and i put them in a scalable format for everyone it literally increases the perceived value, not just from the anchor effect, but from the narrative, the association,

127

the branding that occurs as a result.

128

Because even if you charge that and no one ever buys it, they still assume because that is the narrative and that's what you put in front of them, that that big price tag,

129

the value associated with it still gets transferred to a degree to the lesser thing that you have that might be scalable.

130

Every business can do this.

131

This is the action step before we get into tactics on how we can make something be perceived as more valuable.

132

The action step is this, just have the price listed wherever you sell.

133

And if you don't list it anywhere, say the price when you offer.

134

And here's the thing that people mess up about this.

135

You must confront the high price.

136

You have to confront it.

137

If you just say like, oh yeah, we're working with one-on-one, it means like $10,000.

138

But anyway, what most people want to do is, no, in order for an anchor to work, you have to allow the prospect to make a full consideration of the decision,

139

which means you have to say, hey, would you like to work with me one-on-one?

140

It's 10 grand an hour, right?

141

And that's, I think, the highest likelihood thing that I can do to help you get to where you want to go.

142

Now, the thing is, is at that point, what do we do?

143

We shut up.

144

We let them talk.

145

Why?

146

Because talking might result in them saying yes.

147

And if they say yes, you get money.

148

That's amazing, right?

149

And so we're at this point, right?

150

Now, if they then balk, you say, don't worry, I'm going to pull out a couple of the components of this

151

and give give you this thing that has 90% of the elements of this first thing, but it's significantly more scalable.

152

How's that work for you?

153

They're like, oh my God, thanks so much.

154

This sounds amazing.

155

This is exactly what I need.

156

And they buy.

157

The thing is, is even if, and let me do the math for you because this is important.

158

Let's say you have a $100 thing and you have a $1,000 thing.

159

And let's say of the 100 people, 10 of the 100 are buying the really expensive thing.

160

So 90% of people buy the $100 thing.

161

What does that do to your business?

162

Guess what it does?

163

It doubles the revenue of your business.

164

And not only that, all of that incremental revenue, the stuff that came from those top 10 people is 100% margin.

165

So let's say that on your 100, you make 40% margin.

166

So you're actually making 40 bucks on those 90 people.

167

So you're making $3,600 in profit off of 90 of your 100 buyers.

168

Now of the other 10, you make 10 times 1,000.

169

So you make $10,000.

170

So you actually make three times the profit on your expensive thing and one times the profit on your cheaper thing.

171

So three quarters of what you make comes from this thing.

172

That's why people miss it, is they don't get the math behind it.

173

You have the expensive thing because even in tiny, tiny volumes, lots of zeros still add up.

174

And so if you're getting started, I would strongly recommend, even if you have a scalable thing, even if you're on school, you have a community, you charge 100 bucks a month, whatever it is, have something that's $1,000 a month.

175

Have something that's $10,000 one time.

176

Have it up there.

177

Just make it available.

178

And so I'm gonna give you three different frames to working through this.

179

The frame number one is, what if we charged 10x or 100x more than your current thing?

180

What would you include?

181

Just go crazy with it.

182

Just think if instead of $1,000, if someone gave me $100,000, what would I do?

183

Just write down everything you would do and then look at the cost of doing all those things.

184

What you'd be amazed by is many of the things that you have these ideas for don't actually cost that much.

185

And so cross out the ones that have hard costs and then look at what's left and then say, well, I think I could do that.

186

And then we ask the question, would you be okay doing that for a thousand or $10,000?

187

You might say like, well, yeah, for 10 grand, I would do that.

188

Make it available.

189

The second way to think about this is

190

if I had to make a service or a product that was only grown off of word of mouth alone, and all you have is this one customer in front of you.

191

And the only way that you will be able to get more customers is if you get that customer to tell

192

their friends about your stuff.

193

What would that customer's experience, what would the service, what would the components of the offer look like if that was the requirement?

194

Write down all of that stuff.

195

And if you're willing to do that for a higher price, present it.

196

An amount greater than zero will say yes.

197

And I'll give you a third frame.

198

This is different than the other two, but I think that's still very valuable when you're thinking through how do I make something well, more valuable.

199

If we had to take everything out of it that is unscalable, but we have to make it worth 10 times as much, now how do we do it?

200

So this gives you three different intellectual attack vectors to think through the value creation for making your more expensive,

201

one-on-one, unscalable thing that in many times will make you more money, especially in the beginning, than your less expensive thing.

202

And the other part of this is that it makes for great marketing.

203

One, because you can say, hey, this is one of my clients, one of my private clients, one of my individual clients.

204

And what that does is people are like, oh, this guy must be a little bit, you know, has more authority, right?

205

On top of that, when you share the learnings from those quote private clients, it gives you marketing material to actually talk about, right?

206

And where do you think your best case studies are going to come from?

207

There.

208

And so you're going to get amazing case studies.

209

You're going to have amazing marketing materials in terms of the learnings and lessons that you're going to have.

210

And then one of the things that I personally prefer is

211

that these people are way cooler and they will be people that you actually end up being friends with that you like.

212

And they're the ones who actually shift your worldview

213

because you actually will spend more time with these people than all of these people.

214

And that will shift you in the correct direction.

215

Now, let's deconstruct value in a tactical way so

216

that we can take the three frames that I just gave and do even more with it.

217

Here are the two steps.

218

Very straightforward.

219

Pick the right avatar.

220

Do not try to make your unscalable expensive thing

221

and then think about the person who is currently buying your thing for $100 and think, what would this $100 person be willing to spend $1,000 for?

222

Do not think that.

223

Likely, the person that's going to spend $1,000 is a different person.

224

So you have to think about that person, not the person underneath.

225

Next, once you have this avatar, they have the money, they feel the pain, they're easy to reach, right?

226

Then we have to think, how can we describe their pain more accurately than they can describe it themselves?

227

And so the big hack, and this is also new with some of the AI stuff that's out there, is go into the books that people are buying in your niche

228

and then extract the reviews and then get the quotes that are specific to their pain.

229

And so one of the really interesting things about copy is that if you can articulate someone's problem better than they can, they will inherently believe that you can solve it.

230

So this is what we're talking about, the dream outcome.

231

It's like, make sure we're talking about the right avatar about what they really want in the way

232

that resonates with them specifically.

233

Because pain and persuasion only exist in the specific, never the vague.

234

And if you do this successfully, their pain and your description of their pain can be a better motivator of persuasion and action than a greater promise.

235

So how do we then reverse engineer what someone actually wants?

236

They don't really want your time.

237

They want to buy an outcome.

238

Now, why is one-on-one a valuable vehicle?

239

Because the perceived likelihood of achievement when you do something one-on-one in an unscalable way actually goes through the roof.

240

So if I had a meal plan that I gave you as a PDF or I said, I will talk to you one-on-one every day, the outcome is still I want to lose weight.

241

But the likelihood that they're going to get there is going to be significantly higher.

242

The likelihood, the ease, how easy it is for them is going to go up.

243

And all of these components play with one another.

244

So that's the outcome side.

245

Underneath of that, we have perceived like of achievement, which I touched on briefly within the vehicle of one-on-one.

246

But within this case, your reputation over time acts as almost an implied guarantee.

247

And the nature of the delivery also has some level of implication that they're going to get the completeness of you.

248

And so as long as they believe you are competent, number one, and two, have strong intention to help, the likelihood that they believe that giving you money will help them get what they want goes really high.

249

And so that's why I like 101.

250

That's why I like unscalable.

251

And to be clear, just cap it.

252

It doesn't mean you have to do it all the time because that will get in your way long term.

253

But in the short term, it can allow you to live on this and then cash flow all the growth.

254

And so this is me giving kind of like the bootstrap strategies to growing a big business

255

is like be willing to take 5-10% of your time, charge 10 times more, and make enough income from that that you can take all the other money and go aggressive, go on the offense with it.

256

So third one is speed.

257

Now, if I had to pick one thing that I could do to maximize persuasion, it is speed or the inverse latency.

258

How do I decrease latency?

259

How do I increase speed so I can make sure the outcome happens as fast as possible?

260

Because latency beats magnitude seven days a week and twice on Sunday.

261

The reason that this is important is that it will motivate someone's action to buy more than just about anything else.

262

So you're not going to sell someone who's wealthy on how much money you're going to save them.

263

You'll sell someone who's wealthy based on how much time you're going to save them even more.

264

Because money has an implicit value.

265

Their time is the one that over time will become significantly more value than money.

266

One of the things that anyone can do to sell

267

that expensive thing is just take whatever the delivery time you currently have is and cut it in half, cut it in two thirds.

268

And if you have a one-on-one service or a higher tier service that should add a zero or more, you can just say, you will always have priority.

269

You will always be first in line.

270

When I have a new thing, you'll be the first one to see it.

271

Whenever there's an emergency, you'll be the first to respond.

272

I'll pull someone off a job to come to your house.

273

All of these things are about speed.

274

Those things, like think about the vectors of value.

275

The higher the number, the more done for you, the more turnkey someone expects something to be.

276

This is how you reverse engineer ease.

277

You go through the customer experience and you take a note every time you have to do something.

278

Now, you might find out that in order for someone to get the outcome that you want, they might have to take 10,000 actions.

279

And so then what we do is we systematically go

280

and reverse and delete friction point by friction point actions that they need to take.

281

And so this is the process of making an exceptional product.

282

Now, it might cost you more money to make this product, which is why you charge more money for it.

283

So if you have, of course, there's technology that can automate some of this, but from many services that exist in the real world, which 70% of people or 80% of people in the US, at least are service-based businesses, then you're going to spend some more money.

284

Now, here's the magic of this.

285

Well, some of my business relies on other vendors or other parties.

286

Guess what happens when you charge 10 times as much?

287

You can pay them more to prioritize your customers.

288

And so this allows you to make your own priority ring on top of that, that allows you to consistently out-compete competition because you pay your vendors,

289

you pay your partners better than anyone else does because you have this service tier.

290

And so the TLDR big picture is that no matter what, no matter how many customers you have, if you simply make a 10 times more expensive offer,

291

you will have a percentage likelihood that is greater than zero that someone will buy it.

292

And when that happens, you will be reinforced for doing so.

293

And I think you will actually see how powerful adding one, sometimes two zeros to your price tag really is.

294

Thank you for coming to my TED Talk.

295

Charge more money.

シャドーイングとは？英語上達に効果的な理由

シャドーイング（Shadowing）は、もともとプロの通訳者養成プログラムで開発された言語学習法で、多言語習得者として知られるDr. Alexander Arguelles によって広く普及されました。方法はシンプルですが非常に効果的：ネイティブスピーカーの英語を聞きながら、1〜2秒の遅延で声に出してすぐに繰り返す——まるで「影（shadow）」のように話者を追いかけます。文法ドリルや受動的なリスニングと異なり、シャドーイングは脳と口の筋肉が同時にリアルタイムで英語を処理・再現することを強制します。研究により、発音精度、抑揚、リズム、連音、リスニング力、そして会話の流暢さが大幅に向上することが確認されています。IELTSスピーキング対策や自然な英語コミュニケーションを目指す方に特におすすめです。

シャドーイング練習: View - 動画で英語スピーキングを学ぶ

このビデオで話す練習をする理由は？

文法と表現のコンテキスト

発音の落とし穴

シャドーイングとは？英語上達に効果的な理由