3/17/2023 FF: How To Fix Offers:

Optimizing For Limitations

Alen’s Live Call Notes : Google Doc URL

The Call Recording : Replay URL

Opening The Call: Initial Discussion and Warmup

00:00 - How To Fix Offers: What To Look For

Usually when something doesn’t work, we’ve missed or misunderstood something -

often related to the audience/offer mismatch and which outcomes we are highlighting,
as well as missing points of friction or resistance that kill the sale.

05:35 - Wes Asks: How Do You Know It’s The Offer And Not The Ads/Sales Process?

The philosophical position of thinking is that the higher levels (wider, bigger, more
complex levels) will control the lower levels (narrower, small, simpler).

So the market has values, beliefs, and criteria. This is what matters - but often, we
build offers based on what WE want, value, or believe. This is one of the first areas we
look at when something isn’t working, and how/why we test markets before building or
going all in.

Further explanation below.

How To Fix Offers Call Begins

07:00 - Start With What We Are In Control Of

Which honestly, isn’t much. So we need to identify what we are TRYING to control, and
whether we can actually control that thing.
For example if we’re in crypto and the market is going down but we’re trying to
convince them otherwise - we can’t control that. There are sentiment echoes that exist
within the wider market, economy, and geopolitical environments - this sentiment
controls response to a much greater degree than we can.

The real power of an offer that takes off comes from when you LEVERAGE the existing
sentiment and market conditions, such that the audience will convince themselves
(relevance + recency); we leverage existing, internal motivating forces and then direct
them in our favor by creating/modulating desire and so on.

Usually when the offer doesn’t work, it’s because there’s a mismatch on this higher level
of sentiment and existing motivations, versus what we’re trying to sell to/motivate in
them.

11:00 - Market Constraints: Limitations of Resources, Awareness, and Capability

The audience’s limitations control and limit your offer.

Older markets may be on a fixed income, so even if they want to buy they simply don’t
have the resources. Likewise if they don’t know what we need them to know, our copy
ends up having to be more educational - sacrificing opportunity/real estate to
motivate - so we lose intention toward the sale because most people aren’t excited to
learn (think about school), even if the learning ultimately helps them. (This is part of why
it’s ideal for other people to educate our markets for us.)

Their capability to understand will limit what we can communicate as well - we have to
understand what is already in the mind in order to enter the mind without triggering
defenses. Our message and language needs to resonate with what ALREADY exists in
them. If we try to educate them overtly, they stay in the rational/defensive mind. This is
why people say you can’t educate the market - you can, but you can’t do it overtly like
that because we need them to be in their bodies, open and receptive (feeling state) in
order to get them into a solution/buying state.

So understanding their limitations is key.

15:40 - Ali Asks: What About How The Government Tries To Educate Citizens - Is
This Just Brute Forcing It?

If there is enough difference and fear, you can motivate via consequences. This is how
governments have to operate, at least in democratic/capitalistic societies.
Communism actually operates on incentives - you get your fair share if you do the work;
if you don’t there aren’t any consequences beyond NOT getting a piece of the pie. In this
system, the workers motivate each other in order to maintain the incentives for
everyone, including themselves.

But with capitalism and democracy as it exists in America, it really ignores a lot of the
human condition - it operates on consequences and forces people to work or else the
consequence is lack of needs fulfillment and a threat to survival. This results in FEAR,
and anger/violence are fueled by fear which is why we experience so much division.
That’s why we ease this is through the credit system, which creates its own set of issues
and consequences.

22:00 - The Audience Cannot Hear You Past Their Limitations

So when you want to understand your market, you have to get intimately familiar with
their LIMITATIONS - the lowest common denominator in the audience as a whole. Most
people miss this limitation or under/overshoot it.

People cannot understand beyond their limitations - they cannot absorb it in order to
transform.

These limitations include: age, money, thought, beliefs, capability, resources, location,
education, culture, gender, etc. Essentially demographics and psychographics = the
audience limitations.

So all offers are based on limitations, and helping your audience CHANGE/TRANSFORM
past these limitations - move them, reduce them, fulfill/empower them.

These are tied to the Core Limiting Beliefs, which generally track with age but are
impacted by all these other factors above as well. As well, people stop growing at
some point. For example, Alen doesn’t really grow musically anymore. He’s 38 and he
listens to the same artists now - he’s not interested in new music, most new shows and
movies, etc. It’s important to be aware of this so you know your audience’s reference
points and limitations.

28:00 - How People Spend Their Time Is How They Spend Their Money

This is where a lot of differences come to the forefront as well; for example, the genders
tend to spend their time quite differently, which impacts the way they process
information and how important it is. You tend to do different activities at different ages.
You spend your time differently depending on your political beliefs, and so on.

We can generalize and make certain assumptions based on these things, even if they
are not 100% accurate to every individual in that group.

29:24 - Pricing WEIGHT

The higher the price, the heavier the emotions associated with the purchase/decision
and therefore the more difficult it is to make that decision. This is why we tend to need
to establish relationships BEFORE selling high-ticket.

30:50 - Inverting The Trade-Off

When you sell, you’re asking them to make more than one trade off. You aren’t just
asking them for money, you’re also asking them to spend their time differently, etc.

But when you understand this and sell according to their limitations, you can invert this
such that THEY are ones who are going to be asking YOU for the trade - this is a much
better position to be in. Not doing this is why so many digital DR businesses are working
with such small conversions.

32:30 - Testing For Limitations: Curiosity vs. Intent

There is a reaction to action ratio: any ad, email, etc is a REACTIVE format - we are
relying on generating a REACTION in order to then generate a buying action, because
the reaction is how we catch their attention.

So how do we get a reaction? We create a difference/polarity - two chemicals/things

that don’t work together or repel each other.

Once you get the reaction, you can see if it’s eliciting curiosity which is purely
emotional or intention, which is solution-oriented. Curiosity clicks just want to close
the gap and then bounce - there’s no intention to buy, just to soothe the emotion or
satisfy the curiosity we just created in them. Typically when we see high CVR rates but
low sales, it’s because we’ve generated curiosity rather than intention.

36:20 - Ali Asks: How Do You Determine Which Limitations To Sell To When There
Are Differences Within The Same Market (Education, Expertise)
We sell to commonalities - this is why we look to age and gender. Because everyone
has an age and a gender of some kind. When we look at ages we can make generalized
assumptions based on these commonalities, even knowing they won’t apply 100%. This
is why we will never have 100% conversion rates.

Would It Then Make Sense To Have Multiple Funnels For Each Different Cohort That
Your Offer Can Serve?

Yes, ideally but it’s not always necessary - this is often how ads work anyway; they run
your marketing to different “pockets” to test out cohorts, and we see certain ads do
better than others for this reason.

How Do We Judge If It’s Curiosity Or Intent?

High CVRs on the ad, but low opt-ins, CVR to checkout, or massive drop offs in VSLs
early on. We extrapolate ads from our offers, in order to be able to spot when there’s a
mismatch in the intention/expectation being created in the audience before they see
the offer. Then we know the follow-through is about a mismatch in
intention/expectation.

For example, you may have a high CVR on the ad, as well as clickthrough to checkout
on a page with no price, but then on the checkout you only get 5% it means they’re
curious and don't have a lot of intention. So you can show the price and filter for
intention BEFORE the checkout to ensure there’s nothing else going astray on your
checkout page.

42:00 - Fahir Asks: Can You Clarify “How They Spend Their Time Is How They Spend
Their Money?”

If guys spend most of their time looking at, talking about cars and chasing women,
that’s what they’ll spend their money on - they wind up following people who do the
same like Tate. With women who have kids, they spend most of their time caring for
those kids - so they’ll spend money on related stuff. People who spend a lot of time
studying marketing tend to also buy a lot of marketing-related products. Remember, if
you can get 1% of their time per day, you can get their money. (energy - including
money - flows where attention goes)

How they spend their time is reflective of their values and priorities, and this is what the
offer AND the copy needs to speak to at all levels.
44:27 - Isaac Asks: What About Lower CTRs on Ads?

If there’s low CTR, the market already heard the message too many times and it’s not
creating a reaction or expectation; or the outcome is missing. On some level, it’s not
causing reactivity that we can leverage (lack of novelty.)

Trump is a master at creating reactivity - both in his fans AND his haters. He operates
on difference and fear, which is why he’s so adept at this as he triggers egos left and
right (badum tss).

46:24 - Isaac Asks: What About With Something Like Mindset Coaches - Do We
Have To Differentiate From This?

There are different ways to differentiate based on Limiting Beliefs; in “Worthless”

markets we differentiate on status, in “Helpless” markets we differentiate on
process/info, and in “Hopeless” we differentiate on capability/preparation or control of
the future - ability to change the future.

For example, with dog training ads showing off all these cool tricks or the process, this
won’t appeal to women with kids who don’t have capability to be chasing dogs around
while looking after kids, taking care of chores, etc. - it’s intimidating for them.

Certain markets, especially men’s markets, are conflict-prone. Most women’s markets
are not - women generally aren’t attracted to/interested in conflict. The language
reflects this in its “sharpness” or “softness” - commanding vs. suggestive language for
example.

49:42 - The Human Body Mirrors The Mind

This is the basis of body language, but it’s actually most effective to focus on the FACE
- facial mirroring. It’s harder to do this accurately, especially when it comes to
micro-expressions, but it’s very powerful when you can.

50:32 - Pricing For Limitations

This is part of why collaborative pricing can be so powerful - because human beings
crave CHOICE, and removing it is very stressful. So if we’re not aware of these
limitations, we are automatically in conflict with these choices - to buy from us means
to LOSE choices they had before, more so than they’ll gain.
So we look for drop offs and examine what limitations could be impacting/affecting
that - what is causing the friction, what’s important to them that’s in conflict. Based on
that we fix it and they can move forward without friction.

52:25 - Example: Eric’s Offer

His audience is process oriented so there’s a limitation around VISUALIZING - so they

need to SEE the process laid out for them in order to progress; adding this visual
representation of the process to Eric’s page made a massive difference.

53:20 - Decision Fatigue

We repeat this process for upsells as well; however these upsell paths result in decision
fatigue.

Decision fatigue is when there are consequences to the decisions - there is a “wrong”
decision. If they spend X with you, what can they NOT spend it on, and what is the
consequence of that. That’s why typically upsell 3 will never do as well as upsell 1 or 2.

Decision fatigue is also a limitation - how quickly or how many resources they have to
make decisions. When decision fatigue sets in, you’re selling to a different identity
altogether, which is why the same messaging loses effect. This happens quickly when
we’re doing change work at the identity level, because it takes a lot of resources to go
above and beyond the current identity - this is why we get so tired when we’re working
on our own beliefs and growth.

As well, the less resourceful they are, the more sensitive they are to the consequences
and the more each decision costs in terms of energy/fatigue. This is part of why women
are more sensitive to decision fatigue as they are often caretakers and are more limited
in resources they have to spare as a result.

We use language like “you don’t have to ____” to communicate the limitation and
address it; “all you have to do is ____” reduces the weight, and also reduces the
resulting decision fatigue.

57:14 - Convincer Models

Another aspect is understanding the different convincer models you’ll encounter and
building SPACE into the sales process (relationship cycles) in order to work with
convincer models that aren’t “automatic” so you can reach more of the market and
open up your economics.

Q&A and Group Discussion Begins

58:26 - Idan Asks: What’s The Difference Between Objections and Limitations

Limitations are based on existing resources to use to gain; objections are about what
they are losing/giving up. Objections are BASED on limitations, which are based on
replenishable the resource in question is.

59:29 - Matt Asks: How Do Previous Steps Influence The Later Ones?

For example, to refresh an offer in the financial market, Alen just added recency in news
clips - this increased recency and relevancy to their existing market. As a result it also
increases response and creates MORE reaction, which we can then leverage in the later
steps of the sales process. Without that reaction, the rest of the process can’t function
well - loss of momentum when they had less to begin with means you stall out too soon
- and if the reaction is not powerful enough, then the pages will perform worse even if
they ARE speaking to everything they need to.

This is a reflection of how the higher levels and environmental forces are impacting the
sales process, which creates friction/obstacles at the BEGINNING of the process that
then impacts the performance of the rest of the process. So starting the reaction/sales
chain off in the most effective way can make a huge difference. At every step, we work
to minimize the loss of energy/momentum (friction). Congruence with this initial
opening/reaction is important to maintain the momentum of that reaction so it can
carry them through the process - otherwise, you lose intention/emotional momentum.

1:03:17 Fixing Checkout Pages Before The Checkout?

There is reductive and additive optimization based on intentionality.

The higher the intent, the more reductive the optimization; the lower the intent, the
more additive the optimization process will be.

If there’s a high intent to buy, get stuff off the page that may be creating friction
because they are ALREADY sold. Let’s say there’s a 50% opt-in rate to the checkout
page - this indicates a massive intent to buy. So if the checkout page is STILL trying to
sell them at that stage, it creates DOUBT - in this case strip it down and just put what’s
needed to complete the sale.

When you have lower opt-in rates to the checkouts and then they continue to drop on
the checkout, you need to add to the checkout page or add more to the page before it
- they are missing information and don’t have high enough intent yet.

We always focus on modifying prior intent when things aren’t working, no matter what
we test.

If the decision is based on the CONSEQUENCES of the decision, one of the major
factors is what they are GIVING you, or giving up. To optimize the CTAs and sales
language, flip that around so that they are GETTING something, and that’s the focus.
This reduces the weight and fatigue of the decision and leaves room for them to make a
decision in your favor.

1:07:29 - Isaac Asks: Is Subcommunication About Capabilities?

Yes, it’s about limitations, which impact/dictate their capabilities; too much
information too soon, and they can’t process it - it’s too heavy, too much work to
engage with/use.

Subcommunication is about second-order consequences - it’s about what they hear,

not just what you say, based on their capabilities, limitations, and consequences of
agreement (what it means for THEIR life to agree/accept what is being said).

This is processed subconsciously, not necessarily conscious, and is part of what drives
the reaction.

1:09:46 - Ali Asks: Reductive vs. Additive Optimization - High vs. Low Intent

It’s hard to have high intent without awareness, however high awareness does not
automatically cause high intent.

Higher awareness works better with reductive/simplified sales processes that clarify
the mechanism. If you add a bunch of stuff with highly aware audiences, they just
ignore it - it takes too much time/energy to engage with and they aren’t motivated to
do that (not in/overwhelmed with pain). This is seen in restaurants where if they’re
struggling, they’ll usually reduce the menus - and expensive restaurants also have
smaller menus.

How Do You Build A Long-Term Business If Environmental Changes Are Outside Your
Control?

There’s growth, plateau, and survival stages of business; it’s a myth that a business
should always be profitable or growing. That’s not ecological/sustainable or very
realistic. There are cycles of growth, and cycles of rest/plateau.

There are growth seasons and flat seasons where you’re just getting by as you were,
and then you grow again when the next growth season happens; this is the natural cycle
of business.

The biggest problem Alen sees in business is the constant need/desire for growth which
isn’t realistic - it’s okay to just survive and ride out a plateau, and it doesn’t mean we’re
not successful. If all we do is get by during the low times, we’ll make it to the next
growth stage where all the money is made again. If we try to push beyond what’s
possible, we’ll burn our resources out and are unlikely to survive to the next growth
stage.

Apple was in survival stage for many years, Bitcoin was in survival stage for many
years; Alen ducked out of Biz-Opp when it started getting difficult and just rode it out,
then came back when the environment/season was conducive to growth again.

Struggling against larger forces you can’t control just burns energy inefficiently - if the
market has turned against you or isn’t growing, it costs way more to try and push
against it, force it to happen.

How Do You Know How Long To Pause In Sales Cycles?

When you see responses start to decline, take a break from sales and build relationships
- give them a break. It’s partly intuitive - kind of like when you hang out with the same
friend all the time and after a while you need a break because you’ve had enough of
them; “distance makes the heart grow fonder.”

1:15:47 - Fahir Asks: How To Adjust The Psychology of The CTA?

You put transformational statements in the CTAs because all products are bought for
transformational value; transformational statements at the identity level are stronger
than more generic action statements that are typically used - this increases
intent/performance. Adding a timeline also helps - these details clarify the
expectations/outcomes and consequences so the weight of the decision is less.

If you don’t tell them WHEN they can expect the outcomes, the outcome is much less
tangible and feels less real - the expectation created is not as strong, which leaves
room for consequences and limitations to tip the trade out of your favor.

When you get to the CTA there’s an expectation created - anything that doesn’t
support it or isn’t addressed creates doubts. The “duo”, the other side of the trade, is
not clear which creates doubt and they leave.

1:19:44 - Recap: Optimize and Market For Limitations

You look at the process in terms of timelines left to right, then you look at outcomes,
limitations, consequences.

Why did the iPhone blow up? Because anyone can use it - no limitations.

Why did Linux NOT blow up? Because it’s hard to use - more limitations, you have to
learn, it’s harder to get started with.

Why did Google blow up? It’s easy, you just ask a question.

Why did MySpace NOT blow up? It’s like graffiti, way too much going on, hard to
use/interact with, inconsistent, etc.

Ease of use and ACCESSIBILITY (attainability) is based on limitation; the easier to use
and more accessible it is, the more people can use it - there’s less limitation.

1:23:14 - Zell Asks: Should I Be Pulling Back On Sales Altogether When Managing The
Relationship Cycles?

Yes, stop for a bit and then come back with valuable content that helps them without
asking for anything in return, while putting them in the problem state repeatedly, and
then you sell them. So you’ll end up selling less often, but more efficiently/effectively.

These cycles are built on problem-solution sequences; if the response goes down you
need to put them back in the problem state before you can then move them into a
solution state, where they can buy. Introduce new problems over time and/or new
people to the problem (grow the list).

1:26:32 - Idan Asks: When To Change Audience/Market If There Are Limitations You
Can’t Solve?

Example: An offer with ChatGPT for parents to build family trees with AI/Midjourney.

The limitation is that these people aren’t familiar with ChatGPT and a lot of education
needs to happen for them to be able to do this - so there’s a lot of resistance and
limitations to overcome.

There are two ways to approach adjusting for limitation; product centric and market
centric. So if you have the expertise/skill you can adjust the product to better serve
them/overcome the limitation but if you’ve never sold to them/in general, change
markets. You can look for markets that don’t have these limitations or markets that are
already buying similar products where some limitations still exist that you CAN address.

Alen prefers to work with audiences that he can have a long-term relationship with - he
doesn’t want to keep rebuilding his offers anymore as he already did that a lot. Many
good offers have short timelines, for example the ChatGPT offers have about 6-8
months and then it’ll be done; it’s good as long as you’re aware of this and can maximize
it, so you’ll know when to let go and move on.

1:30:06 - Ali Asks: Two Chemicals That Conflict - Is That Two Conflicting Feelings?

It’s difference - reactivity is based on difference. In all chemical reactions you have
charged ions that REPEL each other - this is the reaction that occurs.

In order for something new to come in, something old has to die - this is the conflict
that drives novelty. The difference is what’s new that does not gel/repels against what
exists and then replaces the current model.

Isaac Lara: Comparison + Judgment = Difference

This takes place and is controlled by the environment.

For high emotional states - how is the activity different. For low emotional states - how
are THEY going to be/feel different (because they’re wrapped up in the pain/emotion.)
1:33:30 - Tom Asks: Is There Some Kind Of Spectrum Between Ease That’s Presented
and The Work That Is Required - Is There A Language Pattern Or Tricks For This?

Typically on the spectrum of audiences you have a group that wants something for
nothing on one end, and one that doesn’t believe that shit is possible at all on the other
- then a mix in the middle. You can speak to the ones who are aware enough to know
things aren’t easy, but you still have to speak to their limitations. This is addressing their
criteria, which is an expression of their limitations.

Criteria are based on limitation - the limitation defines their “safety zone” and what
they can do while still staying safe enough to keep moving, growing, surviving, etc.

For example with FF, many people in Australia/Asian time zones have a limitation
around the hours that the calls run - they have to sleep. When this limits them, we know
their criteria are more important than the outcome - i.e. the limitation is too great, so
the outcome is not attainable for them or costs too much.

Possibility ------------[ Mechanism ]------------> Attainability

Mechanism is what enables someone to do something DESPITE limitation - it allows the

maximization of their criteria. If the criteria is “I can only work on this 2 hours a week”,
the mechanism needs to be “All you have to do is run this software for 1 hour a week.”

Difficulties occur when you have to change their criteria in order for the mechanism to
work/the outcome to be attainable.

Humans all operate within limitations, but they don’t all have the SAME limitations. This
is where differences arise.

1:39:25 - Tom Asks: With AC, There’s A Lot Of Effort Needed To Use It/Get The
Outcome - How Did You Make That Seem Attainable?

The outcome and the methods of getting that outcome were already INCREASING in
terms of costs/effort. So we’re offering a new way to get the same outcome that by
contrast is MUCH less costly than alternatives.

As well, in that environment it was a HUGE value for very little cost - Alen offered it for
like $5 so it was an easy trade because he knew he’d have time to leverage the
relationship and recoup costs over time; he wasn’t in a rush to monetize them to the
max. Others were selling similar types of information for 10-100X the price if not much
more.

1:41:35 - Tom Asks: How To Apply To Guitar Offer?

What’s the biggest limitation with learning guitar? It takes a long time to get good,
takes hours of playing regularly for years.

BUT you could learn just ONE song in a few days and get really good at it, such that you
can play it, share it with others, feel accomplished, etc. You break down the outcome
and make it more achievable, in order to move them forward - this makes it less
INTIMIDATING.

Intimidation comes from limitation.

When it comes to copy, you can identify if this is happening or where you’re going
wrong by looking at the different copy types:

Motivating - not focusing enough on their outcomes

Educating - that means the market isn’t talking about it
Intimidating - this is not factoring in their limitations

1:44:18 - Ali Asks: Limitations and Modal Operators - Are Limitations Self-Inflicted
Rules?

Yes, limitations are born of their understanding of the world and the rules they’re
working with; if within their rule structure that’s all they can do, the product has to fit
that or you need to expand/shift their rule structures in order to fit it in. BUT knowing
this, you can adjust and replace limitations - you can also apply limitations to
alternatives and other products in order to make them less attractive/attainable in
order to make YOURS better.

You show them how they’re actually limited in other ways, and in contrast your product
has LESS limitations or none based on the way you’ve redefined it.

From Alen
Reactive -> Anger -> Fear -> Lack of capability -> Limitation
Sam’s adjustment/thought process:
Lack of capability (pre-existing) -> Reactive (try to fix, change when made aware) ->
Limitation (cannot fix, change) -> Fear -> Anger

Example: France raising the retirement age is creating a lot of reaction in the form of
riots; it’s IMPOSING new and more costly limitations on them, going past what they can
accept as a limit - they don’t have capability to meet/operate within the new
limitations, exist within it. In this case, what are they going to do at 70? What work can
they do that can’t be done better/cheaper/faster by someone else? They don’t have
the health, energy, skills, time, etc. to compete in the job markets or continue sustaining
the same degree of productivity.

1:48:33 - Isaac Asks: Is There A Point At Which You Can Stop Them In The Process of
Reactivity? Where Can You Create Desire?

In the anger stage, you lose control (this is the problem Trump had) and the audience
becomes highly irrational. Soyou don’t want them to get into an angry state.

If you’re capable you’re not afraid - there’s nothing to react to - because you can’t be
afraid of something you feel capable of handling. The capability is a perception based
on limitation or lack of limitation. You can shift perceptions around whether something
is happening TO them or FOR them. This comes back to the doubt inversion, creating
and removing doubts as we need them, to move them.

Example: “I don’t know anything about copy.” GREAT, you don’t have to UNlearn
anything, you can just learn the right way and skip past all the troubles that most
copywriters have because so many learn the wrong way for years, then spend years
having to unlearn… etc.

In this way, we’ve flipped it so this is happening FOR them, using what if (good) rather
than bad.

Alt example (flipping Tate’s message to the positive/empowering WITH women rather
than against): It’s good women aren’t dating most men, because they’re the
gatekeepers of what genes get passed and them being choosy means the best genes
proceed and we collectively get better and better over time; this is why the most
powerful men get to procreate - so when they reject you they’re telling you what no one
else will and helping you get better, grow, because they only date men who meet this
standard.
But this message wouldn’t work on TikTok because people WANT to be victims/blame
others (defensive ego, absolution of responsibility) - this is why fear/difference is so
powerful. Anger comes from some expectation about what’s causing their lack of the
outcome - this connects to radicalizing the market.

1:54:30 - Brad Asks: How Are You Prioritizing What They Perceive To Be Their
Limitations?

Your marketing/ads on the front should be conforming to their limitations, speaking to

and addressing their limitations (For overworked practice owners, for practice owners
with little time, etc.)

The outcome they want is being limited/negated by their biggest limitations.

Example: I want to lose 50 lbs but I don’t have the willpower to cook food and do cardio
(“but” indicates limitation)

I want _____ BUT I don’t have _________ to do it.

The second blank is the limitation your mechanism needs to address and/or eliminate in
order to make the outcome (first blank) possible AND attainable even if with that
limitation.

From Isaac:
Humans all operate on limitation.
Usability is based on limitation.
Criteria is based on limitation.
Mechanism removes limitation

1:58:45 - Tying In The Limiting Beliefs

You change your language to something like “I want cash paying clients and I would get
them ONLY IF I COULD ___________________.”

That’s the limitation framed more in the positive to attract helpless rather than
hopeless (for burnt out practice owners). And the mechanism is framed as the missing
piece.

The limitation is limiting them, but it’s also not something they want to or can give up -
it costs too much to change it/give it up. So you have to respect the limitation and work
around it; create a solution that respects, accounts for, and works with/complements
the limitation rather than competing/conflicting with it - removing it as an obstacle to
the outcome.

2:03:06 - Ali Asks: Is The Limitation A Belief That Hides In The Past And The Source
Of The Problem?

You can’t have a problem state with no limitation. If there was no limitation, you would
not have a problem.

Where are you addressing all the other potential limitations?

This is what all the copy is addressing; it’s more subcommunicated than everything else
in the transformation process - how to go from (current limitation) to (outcome)
WITHOUT (thing that they don’t like/can’t do because of limitation).

When you’re writing to this level you’re making them feel good on an energetic level; but
we don’t speak directly to the limitation like time for example, because that’s not how
people are thinking in their own minds.(Example: I can’t because that’s too hard = I don’t
have the capability, time to get capability, energy, etc.)

2:06:05 - Zell Asks: Are Limitations Their Concerns Then?

It’s like a speed limiter in the car - if your car can only go 50 mph, you can’t go any
faster, that’s the cap.

For a high-performance person when you work on the identity level there is a LOWER
limit - you cannot go UNDER 50 mph; this is their limitation, they cannot NOT do
something.

So there can be limitations on either end/extreme.

Excuses are the seeds of limitations; look at criteria and what’s important to them,
because what’s important to them is the real reason they buy.

If you know the REAL reason they buy, you don’t need a 50-page VSL, you can just say
that; often we need the VSL because we don’t know this, so we have to hit all the
potential reasons they might buy. The sales process shrinks with scale/market
penetration because we have data/opportunity to figure out the REAL reasons - this is
why Rolex isn’t marketing their watches with long-form copy; they don’t have to.
What’s important is based on their criteria, which is based on their limitations. So
essentially criteria is how they feel they can get the outcome within the limitations
they’re aware of/have accepted. It represents what’s important to them because these
are limitations they have ACCEPTED/AGREED to.

You market and sell to limitations, and out of the limitations, you create justifications.

Example: Criteria = limited amount of money to spend on gas for the car; Limitation =
can’t buy a big ass truck because it’s not fuel efficient and costs too much to drive. But
if the truck is ELECTRIC, then they can justify having the truck while still meeting their
criteria because the gas cost is non-existent/minimal.

2:12:26 - Fahir Asks: How Can You Apply This When Selling Commodities Like Baby
Clothes To Women?

What’s limiting them? In that case, with commodities and ecom, it has a lot to do with
alternatives and differentiation. For example a celeb baby clothes line is based on
being organic/chemical free but still affordable (because the prior limitation blocking
access to organic was price.)

Another limitation is how quickly babies grow out of their clothes, which limits how
much they can spend per item because they have to buy so many/more frequently; you
also have pockets of people who are more or less affluent and want/need to get more
out of their money - they look for quality, durability, etc.

2:15:20 - Ali Asks: Tying To The Thoughts Into Emotions Call?

From Ali: When you’re going through possibility and necessity pieces, you go to the past
and show why they don’t have results, then go to the future and what it would be like if
they COULD get the outcome, and then the mechanism transforms or removes the
limitation in order to make that possible future attainable - then we add rules to make it
a necessity to purchase to get the future.

Yes. Mechanism is a modifier of limitation; our mechanism removes limitations and

THEIR/ALT mechanisms add limitations (us vs. them, removing alternatives.)

2:17:15 - Brad Asks: Different Types of Limitations - Is There A Priority/Hierarchy In

The Types?
We look to the limitation of resources and which are replenishable. The first/major
non-replenishable resource is time, then energy, then thought, then money - but most
people are not “aware” of time to the degree that it’s their most motivating resource;
we often see it as replenishable on a daily basis (try again tomorrow, 24 hours in a day,
now it’s a new day and we’ve got 24 more hours…)

A resource is only limited to the degree/frequency of its replenishment.

If it’s not replenishable or very hard to replenish, it’s a more powerful limitation that
needs to be addressed sooner/earlier.

2:19:12 - Ali Asks: Tying To Radicalizing Audiences - Three Types of Resources, One
For Each Limiting Belief

Status for worth, knowledge for helpless, and hope for hopeless; this is the resource
that’s ultimately limiting them depending on their core limiting belief, and what you
need to give back to them through the mechanism. This is how you become the “savior”.

2:20:37 - How Data Is Received and Processed

The eye processes light in specific ways; this is why light text on dark pages is hard to
read. Lighter colors give better contrast to darker colors; darker colors don’t give
contrast to light colors as well. So the higher the difference between objects, the less
energy needed to process it/learn and absorb the data.

Contrast is the basis of difference, which is the basis of awareness.

Ego is difference; ego notices differences rather than similarities and that’s how we
primarily learn - because we have to watch for differences/changes in our
environments to stay safe from threats.

Difference comes out of limitations and the ego operates on the differences that it can
or can’t have; it notes the contrast/differences between us and others, us and the
environment and so on. The degree the ego can be different/better is based on the
limitation of the differences it can get/achieve in order to have status.

So in a market where everyone is pitching, we contrast by giving stuff away for free,
and so on.
Example: Want to preach compassion/unity on race, invite everyone to the church and
preach in the dark. “In the dark we can’t see the differences between us, so we can
see/feel that we’re all the same.”

When you package all this up within metaphors, you can communicate all this within
stories/metaphors directly to the subconscious to cause profound change beneath
their awareness and without triggering the ego. We’ll do a call on this.

2:26:30 - Ali Asks: What’s The Specific Meditation You Mentioned At The Start?

The ego can’t meditate - it’s hard/ineffective because the ego is always comparing,
scanning, looking for differences. All competition and hate and judgment come out of
differences. We look for the ways we are different, because the ego protects itself
through these differences and if you remove them the ego has to go do work/change to
restore them/stay safe - it doesn’t want to do this (energy conservation.)

Most meditation is just being still and doing nothing, and the ego doesn’t like or
cooperate with this.

The key is to expand yourself from your body, to your room, your house, your
neighborhood, your city, etc, in order to feel part of the whole, and then flip it such that
the whole is inside of you and you feel safe as a result because you’ve taken external
differences in and made them part of you - then the ego dissolves/calms down.

Energetically, we’re all the same - just vibrating atoms/energy. If we’re the same and
there’s rapport on that deep energetic level, we don’t want to harm each other because
that’s harming ourselves if we’re one and the same. But if we see ourselves as different,
we want to harm others that are “threats” as a result of the differences.

When you remove differences, you remove fear, limitation, etc., and can get into a pure
creative state where you can tap into Source and just flow/create by dissolving the
ego, which is the boundary that keeps us separate/disconnected from the whole. This
disconnection bars us from being creative because all creative energy is based in the
collective consciousness/mind - “God,” “source,” and so on.

So this unifies your own mind.

2:36:16 - While It’s Important To Know What’s Working Now, It’s More Important To
Understand HOW It Works
How it works gets you to the first principles that are timeless, which gives you the
capability to adjust and apply even as things change/transform over time. You can
always succeed, you’re not limited by what others are doing because you understand
the cause behind the effect and create your own “causes” to generate the effects you
want.

All atoms are magnetic, all cells are magnetic, so feelings are magnetic.

In truth, growth is more reductive than additive - it’s removing what’s in the way and
impeding the growth; the greatness is within and we just need to remove the barriers to
its expression. (Pruning.)

2:38:37 - Discussing Why Disagreement Can Throw Us Off - How To Avoid/Negate

Doubts Instilled By Others’ Opinions

Next Week Potential Topics: Metaphors, Creating Desire 2.0, Anatomy of Ads 2.0
Etc.