- I'm so excited!
(upbeat music)
- I'll share this one little piece that I think maybe help
other people too.
Once you figure out your sales,
once you figure out your traffic,
a scaling game is finding partnerships
that you can roll into companies
and create mega companies.
- Boom, I love it.
Talk to us about that, I love that, I love that.
- We're rolling out a speakers division right now.
Obviously, events and speaking is great.
I do not want to go teach all of that.
As much as I can,
I don't want the company to be circulated.
I don't HeartCore Business to be circulated around Shanda.
I actually want other powerful people.
So I'm actually rolling other successful companies
into my company that fit my culture.
That's a really important piece.
We have a very, we're people before profits
and you know my profit margins.
It's like, we make our decisions people before profits,
we always do the right thing.
And so when we're rolling companies in right now,
we have two companies rolling in right now.
I'm in company acquisition mode
and these are gurus and personalities
that already have very successful companies.
We're not only going to weather the recession together,
but we now have multiple offers
inside the company that are not Shanda Sumpter.
Which means that they're not expecting me to show up
to those masterminds, which means
that they're not expecting me to show up to zoom trainings,
info products, whatever,
it means that the company can still scale,
we can serve our clients based on what they've asked for.
- Yes, what they need, yes.
- I was already referring out in these areas and also,
I don't take affiliate fees.
We only refer to companies that we, yes, we ask the
other companies to give our clients a discount
nobody else has and I don't take referral fees.
- And so, you see the people before profits piece,
so, if they fit our culture, we bring them in
and if it's something that our clients want,
and we are now, I own the company.
They own percentage profit margins in the divisions.
And after a certain amount of years,
and each of them are different, then they own a percentage
of that division, when they hit a certain year.
You know what I mean?
So it's based per year.
And those divisions are separated as separate companies,
but they're all under the umbrella of HeartCore business.
Does that make sense?
- I love it, I love it, and just so my audience knows,
it's not hardcore, it's E-A-R-T, H-E-A-R-T HeartCore, right?
- Yes. - Heart center,
which is, I love the way that you're doing it,
cause I think it's super innovative.
Now, I thought I'm the only one
that does kinda that kind of thing,
so I'm so excited to hear that's your model,
'cause same thing, I'm acquiring different companies,
not in so much in the personality space,
but in the software different space,
where I'm building there,
so I am focusing on my personal brand.
Focusing, I have all these businesses
that will fit into that personal brand.
- Yeah, that's very Tony Robbins style.
- Yeah exactly, that's what Tony did, right?
He has his personal brand,
but now he has a group of companies
that has nothing to do with personal development
and all the seminar business,
it's like all over the board right.
- That why I think people
that are growing in entrepreneurship need to follow
and need to follow first of all their,
you and I are doing it different.
- Yes.
- Yet it's actually the same result.
- Yes.
- You know what I mean?
'Cause my vision is to always, I love empowering people,
that's just what gets me off, I just love empowering people,
and so that's why my vision looks like this,
and we're going to the same place, where we're leveraged
and we're making a huge impact with our life and our breath.
- And we're bringing on more people,
like to make a bigger impact.
- That's right, but we're doing it
based on what lights us up.
- Yes, that's exactly it.
So then when we do still do the event and do that,
it's not just, 'cause you know there are speakers out there
they do events because they have to do events.
- Yeah.
- And there's a difference.
And it's like, I tell my team the same thing.
That we are very, very good at, of course marketing
and branding and social media, but really,
I'm totally on the same page.
I want to get to a point where we don't have to do that.
- Yeah.
- If that makes sense, it's not like we don't do anymore,
but I want to get to a point where our students,
they're so successful, that it creates this momentum,
that, oh yeah, you know what,
if we bring in more, more, more people, more students,
that's great, but just focusing on serving
and adding value to our existing students,
there alone, it's a huge thing, right.
That's what I want to focus.
- Well actually, what you're actually saying,
is that everybody's looking outside the bucket,
where if you actually looked at what,
the resources that you already have,
and spend time growing that, that's the game.
- And you see so many, even,
entrepreneurs into the marketing space, right.
They're so good at marketing, and bringing the leads,
and bringing people, but when you look at the product,
the product sucks, right.
The dropout rate is so high, or the refund rate is so high,
so they have to work harder bringing more,
more, more people, and as you and I know,
the cost of bringing new people--
- Is expensive. - It's expensive right?
But once you bring them in, you deliver, it's like "Duh!"
You bring someone in, you deliver results, they love you,
you love them, we guys stay with you for long,
long, long, long time.
- Yeah, yeah, and so everybody knows
that my first pace program that I launched,
I was originally called Sapphire,
I'll never do jewelry again,
but it was originally called Sapphire,
and not one person got their result.
And they, and two people still renewed with me.
And I'm like, I looked back, I was like,
"How do I make this better?"
I really think it took me about three years
to really make it better, and now it's on it's ninth year,
and the crazy thing is,
is I think going in the scaling process,
of selling 12 months out of the year,
and adding these coaches,
I think it's the best it's ever been.
And so you think about,
I've been working on the same product for nine years,
I mean it's just an ah-ha moment,
how something keeps getting better if you,
it's like a relationship, if you're intimate with it,
you can still find ways to make it better,
instead of just make it good enough.
Because it's like you said Dan,
if you focus on your client base, your customer base,
once you have them, and you can create raving fans,
and you can create, the game is reoccurring income,
so you create reoccurring income,
that means that every year that they're with you,
the cost of acquisition goes way down, for that person,
or that customer.
And that is the game of wealth, you are not,
when I hear these things like,
"I just had a seven figure lunch."
I'm like, "Yeah, and you gave 70% of that away to do that."
- And then you have a 5% refund, and this and that.
- Yeah, and I'm like, people don't get it,
I'm like, "You guys, a funnel's not a business."
You know?
- And I think they also brag about the numbers, right?
That's why I say, I tell people,
"Don't be so impressed with people,
"oh I made X amount of dollars with the launch,
"and a million dollars here and there."
I say, "Here's who you should be impressed with,
"people who are building a business,
"and they're successful for many, many years."
Don't study the people, oh they're successful in one year,
and the next year they're gone,
study people who've been around like 10, 15, 20 years,
and it's not a lot of this, it's more like this.
- Yeah.
- Those you want to pay attention to, right?
- That's right, that's right,
'cause they're gonna give you real advice.