(upbeat music)
- So, here's how it's gonna work.
I'm gonna share with you seven, how many?
- [Audience] Seven.
- Profit maximizers you can use to explode your business.
Seven of them, seven of them.
I'll go through each one of them in detail,
then we'll also do some exercises
and do some discussion as well.
So, profit maximizer number one, is this.
And that is strategic thinking versus tactical thinking.
Strategic thinking versus tactical thinking.
Most entrepreneurs, they are very, very tactical.
Not very strategic, very tactical.
And I'll explain in a moment what that actually means.
So, my first question is, what's the difference
between a strategy and a tactic?
What's the difference between a strategy and a tactic?
Just yell the answer.
- [Audience] Long term versus short term.
- Long term versus short term, very good.
- [Audience] Proactive versus reactive.
- Okay, proactive versus reactive, good, yes.
- [Audience] Leader versus a machine.
- Okay, a leader versus a machine, good, I like that.
- [Audience] Master versus an amateur.
- Okay, master versus amateur, okay, yes.
- [Audience] A strategy is a whole bunch of tactics
together that lead to a certain goal.
- Very good, very well said, say that again Aza.
- [Aza] A strategy is a whole bunch of different
tactics...
- Yes, a strategy is a whole bunch of tactics.
- [Audience] To get to a certain goal.
- To get to a certain goal.
Very nice, very nice.
Now think in terms of strategy and tactic.
Most entrepreneurs they are tactical.
When they seek information, they're looking for tactics.
Here's what I mean.
How do I do Facebook advertising?
How do I do webinars?
How do I do Google AdWords?
How do I do SEO?
Those are tactics, okay, those are tactics.
But, strategy could be, let's say, I want to do Facebook.
How do I run the ad?
How do I write the ad?
How do I get click?
That's tactic.
A strategy, okay, exactly what is the offer
for my Facebook ad?
Where do I drive them to?
When I go to my landing page, do I sell them something,
or do I try to capture the email?
What would the email sequence look like?
And what if they buy it, and what if they don't buy it?
Where do I take them?
And if they exit, do I have another pop up?
That's a strategy.
Does that make sense?
- [Audience] Yes.
- Cost per lead, cost per sale, backend.
That's the big picture, umbrella strategy.
And most entrepreneurs are tactical and they look
for a band-aid approach.
If I get a cut, I'm not getting customers, I'm not
making enough money, okay, give me a quick fix.
And usually that does not work
because they are not strategic.
They don't think in terms of, okay, but why didn't it work?
Why didn't it produce the results I was looking for?
I wasn't sure, so they take enough time to think,
I am a strategist,
I get paid the big bucks by being strategic.
Looking at the big picture.
Looking at this from 30,000 square feet above.
What do we need?
And very often what you think you need is not what you need.
Write this down.
Very often what you think you need, to get business
at the next level, is not actually what you need.
Because most entrepreneurs have what I call a tunnel vision.
In fact, do this with me.
Go ahead, everybody.
Do this with me.
Most entrepreneurs look at a business this way.
It's the tunnel vision.
Versus, take it down.
It's like wow, you could actually think outside a box
and look at all this stuff.
Look at the decoration, look at the lights.
Versus looking at it through this way,
and they try to solve the problem with this understanding.
With what they know.
With the existing understanding of whatever
their competitors are doing versus, hey, you know what,
there is so much more we can do.
Does that make sense?
- [Audience] Yes.
- Yeah, so tactical versus strategic.
So, strategy versus tactics,
strategy is done above the shoulders.
It's done what shoulders?
- [Audience] Above.
- Above the shoulders.
And tactics are done below the shoulders.
Tactics are done what?
- [Audience] Below.
- Below the shoulders.
Below the shoulders.
Now, what Dan are you saying there, I just need
strategies and I don't need tactics?
Is that what I'm saying?
- [Audience] No.
- No, you need both.
You need both.
So, a strategy is nothing more than a plan
that overcomes an obstacle.
A what?
- [Audience] An obstacle.
- Obstacle, a plan that overcomes an obstacle.
So our jobs as an entrepreneur first is to understand
what the hell are the obstacles.
What are the problems we are trying to solve?
And sometimes it may not be so obvious.
It may not be so obvious.
What are the obstacles?
What exactly is holding me back from going
to the next level?
So you might think, well you know, I'm talking to a lot
of people, I'm prospecting all the time,
but I'm not closing enough sales, you might think
it's a sales problem, but if you look closely,
it may not be a sales problem,
it may be a marketing problem.
That you're not getting enough leads.
You don't have a full pipeline.
And when you don't have a full pipeline,
human nature, you'll be more desperate.
And when you go into a sales conversation when
you're desperate, the prospects can sense that,
and that's why they don't buy.
So you're looking at sales.
I need to work on my sales ability.
No, maybe you need to work on your marketing ability.
Maybe work on your lead generation instead.
How many follow what I'm saying, yes?
= [Audience] Yes.
- Hello?
- [Audience] Yes.
- Yep.
- Sun Tzu.
Strategy without tactics is the slowest, slowest
route to victory.
Tactics without strategy is the noise before the defeat.
Tactics without strategy is the noise before defeat.
The Art of War, how many have read The Art of War?
If you haven't, read it.
- [Audience] Your Art of War?
- It doesn't have to be mine, any one of them.
The Art of War, The Art of War, written thousands
and thousands of years ago.
Still very applicable, I believe actually.
People think it is a military strategy book.
I believe it is one of the best business books ever written.
If you actually understand what Sun Tzu is talking about.
Which is very deep, even as a Chinese,
it's difficult to understand.
But if you force yourself a bit,
and you try to understand, and try to think it through,
a lot of wisdom within that book.
A lot of wisdom within that book.
So the difference between strategic and tactical,
and that's a good comparison chart.
Read it out loud with me, okay?
So strategic is direction, is what?
- [Audience] Direction.
- Tactical is implementation, is what?
- [Audience] Implementation.
- Strategic is strategy statement, is what?
- [Audience] Strategy statements.
- Tactical is what?
- [Audience] Annual plans.
- Annual plans.
Strategic is a broad vision, a what?
- [Audience] Broad vision.
- Tactical is a specific detail, a what?
- [Audience] Specific detail.
- Strategic is unstructured, is what?
- [Audience] Unstructured.
- Tactical is structure, is what?
- [Audience] Structure.
- Structure.
Now both strategic and tactical, they are problem solving.
They are what?
- [Audience] Problem solving.
- But different types of problems.
Different types of problems.
Strategic is creativity.
Strategic is what?
- [Audience] Creativity.
- Tactical is analytical.
- [Audience] Analytical.
- Analytical, okay.
Strategic is external focus, is what?
- [Audience] External focus.
- Tactical, internal focus.
- [Audience] Internal focus.
- Internal focus.
Strategic, irregular.
- [Audience] Irregular.
- What is it?
Irregular. - Irregular.
- Irregular, tactical is...
Regular. - Regular.
Strategic is long term, and tactical is...
Short term. - Short term.
- Very good, and strategic is difficult to evaluate.
Tactical is easy to evaluate.
You can see Facebook, I do a Facebook ad, bam,
I can see how many clicks do I get,
how much traffic I'm getting.
You know instantly.
But strategy takes a little bit more time.
And sometimes you can't pinpoint what it is.
Is it exactly working?
Strategic, who focus on it?
The senior management.
Who focus on it?
- [Audience] Senior management.
- Tactical, middle-level management.
The implementation aspect of it.
So that's a pretty good chart, the difference,
strategic and tactical.
The question that I have for you is,
within your business, how much time you spend,
you invest, in your day to day, being a strategic
entrepreneur, thinker, versus a tactical entrepreneur?
Strategic versus tactical.
You don't have to answer that question, but think
for yourself, well, you now, how much time I spend everyday
or every week being strategic.
For most entrepreneur is what?
Very, very little.
Very little.
And that's why they're struggling and they don't
understand why they're struggling.
They don't know.
They do not know.
So, before getting to profit maximizer number two,
let's take two minutes, how long?
- [Audience] Two minutes.
- Just discuss among your table, strategic versus tactical.
Strategic versus tactical, teach each other, okay?
Two minutes, go.
(audience chatter)
Okay, stop.
Give your neighbor a high five
and say thank you for sharing.
(audience cheers)
okay, so share with me, just yell the answer,
what does that mean for you, strategic versus tactical.
What have you discussed?
Just yell out, yes?
- [Audience] Ryan said that be strategic as a leader,
and delegate the tactics.
- Yeah, okay, be strategic as a leader
and delegate the tactics, very good, very good.
Yes, Sherry.
- [Sherry] Is strategic working on your business,
and tactical working in your business?
- Yes, strategic is working on your business,
working in your business, very nice.
Yes it is.
Yes?
- [Audience] We all have natural tendencies
where our personalities, where we are leaning to,
whether we want strategic or want to implement,
but it also depends on our personalities.
- Yes, it has a lot to do with personality.
But also believe it's also a question of habit.
That of course, I tend to be, I'm an idea guy,
I'm a big-picture person, that's my personality,
but at the same time I know, it's a lot of tactics
with saying it's a business, or marketing or management.
Example would be, I know SEO, I could delegate SEO,
I could do SEO, I just don't have the time.
But, how many of you hire some people,
let's say you outsource some of this work,
and you found the results not so satisfactory.
Yeah, very often what happens is I say, if you don't
understand the topic, how could you delegate it
to somebody, and how do you know if they are doing
a good job or not?
So if I know SEO...
One second.
If I know SEO, if I'm talking to an SEO firm,
that I'm gonna outsource my SEO tool,
I ask them a few questions, and they would say,
well, you know Dan, how we do SEO is we spam Google man,
you know, we use these techniques, and the text
at the bottom, and we turn it into white so Google
won't see all the shit, okay.
That's bullshitting me, right, so that doesn't work.
Because I know SEO versus, if I talked to them,
you know, how we do it is we build links for you,
and make good content, and make sure your page
is optimized, your title text...
Okay, that's exactly how you would do it.
It makes sense to me, so then I would outsource to them.
Does that make sense?
So, they're only as good as how much you understand
your subject.
So it's like, Steven was talking
about copywriting last time.
I'm not trying to turn you into a copywriter,
but at least as an entrepreneur you have the basic
understanding, you recognize good copy when you see it.
So then when you hire a copywriter, okay, you can
give them feedback.
No, the headline, what's the benefit here?
What's in it for me, I don't quite get this.
What's the call to action?
There's no urgency with this offer.
So at least you know what to look for.
Does that make sense?
It's the same thing.
So, if you're getting people, you're outsourcing,
they're not performing to where you want it, look within.
Am I being ignorant?
What am I missing here?
Is there something I need to know that would make me
a better leader?
Yes?
Okay, one more thing, yes, Andre.
- [Andre] Every single time I brought somebody in,
expecting that they could come in and create a miracle,
no more, every single time...
- Every time, Andre expects to bring someone in,
and create a miracle...
- [Andre] It never happens.
- It never happens.
It never happens.
It's like you expect someone to go in there,
go in your business and do what they do,
and everything will be great.
It's not how it works.
'Cause at the end of the day, as an entrepreneur,
the buck stops with who?
You. - You.
- It's you, it's you.
But you can have people helping you, supporting you,
that's okay, but don't expect them to do a miracle.
It just doesn't work.
It's like you hire a personal trainer, and suddenly
you expect you're gonna be like Mr. Universe.
(audience laughs)
At the end of the day, your personal trainer
can't life a dumbbell for you, right?
You gotta lift that dumbbell.
You gotta go on that treadmill.
He can show you, he can hold you accountable.
He can show you techniques and help you plan your diet,
but you gotta get on the thing.
You gotta get on the thing.
It's the same thing with business.
'Cause nobody cares about your business more than you do.
Nobody.
Period.
Make sense?
Yeah, okay - Yes
- [Narrator] 10 times your finances.
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