CORE Q&A

The next one, eight minutes.I just want to openit up to talk to you.What kind ofproblems do you have?And I will do mybest to give youthe best advice that I have.Now, when I was watching Tonydo the user experience journeyand he was doing something,I said, hey, you guys,do you guys mind ifI show you somethingthat might help you out a lot?And I've shown some peoplethis, and some of you guyshave purchased theselling strategy kitand we talk about it in there.The 30,000 foot view.That's why thatwhole video existsis because of asituation that I sawand we reacted in real time.I just jumped into Photoshopand did a whiteboard session.So I'm thinking from here onfor the rest of this call,we can do that.But what we needto do is we needto find a problem that peoplefeel is a worthy problemto resolve or solve.So I'm going toopen up to you guys.Dan, you moderate, you letme know who's up on deckand then I'll do my bestto answer your questions.So if you guys can just raiseyour hands with those threelittle dots, Ithink the three dotsI'm scrolling throughthe comments here.And by the way, Jim, I flew toHawaii to go film the volcano,and I was thinking,what a crazy idea.Super toxic.There's the warnings, peopledon't even go in that area,and he's flying into it.What a madman.Yeah, but he took a drone.So hopefully he'sjust like droningabove the actual dangers.Yes he took a drone.That's right.But if you've seen someof these photographs,it looks like he shootsthem with a really long lensand Oh yeah, sensor.So if I know the sensor ona drone is not good enough.Taking infraredcamera and I was like,why are you taking infraredcamera to like a volcano zone?It's just going to be likebright red everywhere.It makes all the othercolors weird, though.That's the cool part.So Jennifer says that shedoesn't get the hand raised,so if you're inparticipants, I thinkyou guys can see that ifyou click on participants,there's in that it says there'sa little thing that says morein that you can raiseyour hand, I believe,or if you give me somethingI don't know, maybe not.Yes, yes, you can do that.OK I think Victor is ready.Let me unmute, Victor.OK, well, there you go.Victor, what's up?I have a question for you.In doing discoveryencore, I knowthat a few peopletake core, and I justsaid to whatever they mayfind, that works for them.But my question is.Do you find thatit's wise to replacethe user journey for thesales funnel or conversionfunnel or include thatsomewhere in the process?I do include the userjourney, and I'm not sureif I've ever donea session whereI try to design the conversionfunnel right there with themor sales funnel.And it depends onthe client, right?So if I know enough aboutthe user, what we want to dois design the desireduser experienceand then change the way weinteract with our customersbased on that ideal map.So however you do that, howeveryou want to talk about that,it's entirely up to you.I had my bag somewhere here.A lot of different ways tocommunicate the same pieceof information, so I wouldn'tworry too much about the formthat it takes.It's more important that becomesa spine of the new experiencethat you're goingto create for them.Thank you.You're welcome.So do you guysknow what the userjourney, what we're talkingabout and the whole salesfunnel?If you if you have afollow up question,anybody wants to know aboutthat, we can talk about it.I just don't want to bore youwith information you alreadyknow.You because there was aseparate video just for this.Neither does any.Well, we said again, Alice.I was saying there'sa separate video justto use a journeyin the protocol.Yeah very good.Thank you.Omkar, Carlotta.I'm unmuting you.You guys arefighting each other.They can unmute themselvesbecause I know you justunmute yourself, please.Yeah, yeah, becauseyou guys are likea mute, mute, unmute, mute.Charlie, come on, talk to me.Hi ready.Go ahead.Oh, sorry, I had to go to theconference room real quick.So when I do the userjourney, one of thestruggles that Ihave so like we havebrand messaging and thepositioning statement,and it very easily goes intothis marketing campaign.And then and thenit becomes this.Of course, it's beautifulbecause it becomesa deliverable andthen it becomesdesigning the conversion funneland then the sales funnel justnaturally goes there.And of course, naturally,I'm kind of like afraid,like, am I?Should I be chargingseparately for this part?Or is this part of thewhole user journey portion?Ok? are you charging to dothis work to begin with?Yeah Yeah.OK well, you get to definewhat it includes, right?Yeah so I include Idivided it into four.I have the discovery.I have user profiles, Ihave the attributes and thengoals in the end.So part of thegoals is like whenwe transition fromthe attributes I do,the user journey and thengoing to go so naturallycreates these deliverables.Yeah, of course.Yeah so but becausein attributes, there'sthe tone part and it goesinto messaging like naturally,the conversationlike goes into like,oh, we can make like avideo with this messagingand this idea.And then it becomesthis other thingwhere, OK, we're brainstormingmarketing campaigns, ok?And how much do you chargeto do this for right now,I'm charging 1,500.OK and so you're I hearseveral issues here.One is if the scopestarts to expandor the conversationstarts to derailand it starts togo into some placethat you don'twant it to go into.What are you supposed to do?Well, you're the facilitator.You're supposed to control themeeting and the agenda and timeboxing thing, so itspins out of control.It's because you havenot controlled the agendaof that particular exercise.So as you're doing theattributes or the user journey.And it starts to spillinto, oh, let's start rightmessaging for campaignsand things like that,you can say that's fantastic.We need a table thatright now because wehave to completethe other exercisesand you've given mepermission to hold the spaceand conduct the meeting, right?So, OK, I hate to say this, butthat's a failure on your partto control the meeting.Number two, if you wantto do this and this is funand you love to do it andthere's time to do it,I think all you needto do is charge more.So you feel likeyou're getting paidto do what it isyou're supposed to do.So I would just go in,and next time somebodyhires to do this insteadof charging them,$1,500 charge them 3,000.OK OK.And then if it still feels likeit's not fair charge even moreand just keep doing ituntil it feels like,yeah, I'll give youwhatever you wantbecause you paid for the time.OK, got it.I think because I'm inthe beginning trenches.I felt like I'm not there yet.But but like with yourrule, with doubling things,I'll definitelyget there one day.Ok? can I give you a tip?Yeah, I've been doingthis for 23 years.I'm never there, sowaiting for there.It's never going to happen.You're you're here nowand you're fine the wayyou are now.OK, here's what I know when youdo core, when you facilitatethis discussionwith your clientsto help them find outthings about their customersand defining their brand.That alone is veryvaluable to them.Everything else isicing on the cake.And even in the firsttime when I did this,I felt great about the resultsI was creating for them,about how it was helping themto understand their customersand their brand better.So I wouldn't worry aboutthe rest of this stuff.OK, let's get thatprice much, much higher.OK, thank you.I'd like you to add a 0onto that at some point,but right now, let's justdouble that will be super great.Thank you.Let's do it.OK You're welcome.Who's up next?Um, or not, actually.Ashley, let's rockand roll, Ashley.Who me?Ashley smithers?No, no, I didn't raise myhand, I think I collapsed.Yeah I'm good.I collapse.I just cough.Go on to the next person.Let's do it.You guys want to.OK can I ask a question?Yeah OK, cool.Four when you run core and whatare the final deliverables for?Let's say I want to charge5,000 to run the basic strategy.Mm-hmm What do I give theperson at the end like?How well presented in packagesis the food brand identity?Is it just the core thatwe ran packed up nicely?Yes, I do.OK, now if you, I'll show you.I'll show you, man.I'm going to find something.I shouldn't be showing you this.I'm debating right now.Let me just talk itover with you first.OK I noticed a pattern here.Every question that's come in,it's come about core, right,about discovery user journey.I wanted to open it upto other kinds of thingsbecause there's lots of peoplein this group that may notknow exactly whatwe're talking aboutor nor are theyinterested in knowingwhat we're talking about.So I'm going toanswer this question.I'm going to say that'sthe last question I'mgoing to have about core.And to be honest with you guys,if you have a lot of questions,I would direct them towards Josein the core tribe group that'son the Facebook group and youhave unlimited free accessto that.Whether or not Jose respondsto it or not, that's up to him.But that's reallywhere this shouldbe because everybody there isinterested in the same questionand answer.When we charge fordiscovery, we'regoing to chargesomewhere between 30to $60,000 or$70,000 to do this.We basically just documentwhat we talked aboutin that work session.It's all we're doing.So we'll write thepositioning statement.We show them what theattributes that they agree to.We typically reducethe attributesdown to two key attributesthat define a unique voicefor that program.We will then also documentthe user profiles.We strive to do three.We don't always get to 3.We we definitelywill finish two,and we will then alsodocument the user journey, howwe basically how you'retaught to do it in the videosthat we shared.And I think that's it.We don't include messaging.We don't include anykind of campaign stuff,we don't include style boardsor anything style framesare considered.I'm sorry.Sometimes we includethe stylus escapesand sometimes we exclude itbecause it requires work for usto do.So, so charging fordiscovery is notdoing the creative work itself.It's just to conductthe meeting to help themsurface any kind of insights.This dyleski, similarto a mood board or yes,there's a video on thatAlex is going to say,there's a video on that.You should watch that.There's actuallytwo videos on it.OK, Thanks.OK it's called this onecalled the empathy graph.There's a style scape andthere's one called revengeof the style escape.So you can watch it, andit's like fully explainsthe whole process, I think.Anybody here see it.And yeah, I've seenthem, and I've alsoseen the one with Ben burns,and I think, is it chris?Not not Chris.He's the other guy with Ben.It's about footwave, David wave.Well, David, wait and Ben burns.Yes, that's it.Yeah, Yeah.OK, so you know how to dovideos and they all go in depthand it covers all thequestions that are being asked.Highly media video.Hey, Chris.Yes, Jen, I knowyou said no more.Hello, no more, please.I know, I know.But it's a follow up.It's a follow up.So we were talkingabout core deliverables.You don't have to answer, butOK, what about the strategypart like at the end?Can you package up whatyou talked about and kindof flesh it out and havea reference for them?And then what about where?If you where do youput in like hereare some great avenues foryou to go down or ideas for,you know what to do.Oh, OK.The recommendations.So what we do is wedo summary insights.OK, so we'll typically I haven'tdone this a long time, guys.We'll have a page at thebeginning of the documentationto say, here's allthe key insights.OK And then they don't needto read the rest of it.Because the key insights arekind of like really the thing,right?That's the thing.If you have no key insights,you've done it wrong.OK, so some of the key guys?Go ahead.All right.I was going to say someof the key insightsare going to be things thatprobably are out of your,you know, they're not whatyou've been talking about,like, they're notnecessarily what you do,what you would deliver them.They're something totallyunrelated, potentially right,right?Like, for example, ifyou're doing a restaurant,you could tell them the menu,not the way it's designed,but the menu itself is nottailored towards the customersthat they want to attract.So then they wouldneed to hire a chefand figure all thatkind of stuff out.Do a lot of testing there?OK yeah, absolutely.I mean, if you firstof all, so here'show you're doingfacilitation incorrectly.One is you have no key insights.You cannot extract anyactionable thing or anyobservation you didn'ttell them anything new,you didn't tell them anythingthey didn't already know.That's a big problem.Number two, if all your insightsare things that you service,that seems a little odd.That's how you know,you're doing it wrong.Cool, looking at amuch bigger problemthan, say, whatever itis that you provide.OK all right.So just on that, Ithink I feel like whenI was doing discovery, they'reexpecting, even though Iwas clear on thefact that this isgetting you guysto surface thingsthat you didn't know before.They're expectinga lot out of you.They're expectingyou to give themthe ideas right off the bat.And you know, thedecks definitelyhelp because itkeeps them on course.But at the end of it, eventhough they identifieda bunch of problemslike my last clientwhere that huge objectionwas clearly displayed,all the things thatthey felt were an issueand they needed to changein order to move forward.Their objection was, oh, thisis scary, we can't move forward.This is comfortable,yada yada yada.And I obviously did my bestpart to keep them on track,but also making sure thatthey're not feeling unconfidentabout it because sheat one point was like,this is giving me anxiety.I'm like, well, I'm nothere to give you anxiety,I'm just here to helpyou move forward.So, so you know, and I evenwent back and asked her, why?Why do you feel like thisis giving you anxiety?This is stuff that hascome out of discussionsthat you felt were problematic.And they're justlike, well, thishas been working for usfor the past 20 years.I'm like, well, we're obviouslyhere for another reason.We're here becauseyou're moving onand you want you feel like youwant to grow your business.So all of that said anddone, it was still like,oh, I got to stickwith my comfort level,and I feel likeshe went backwards.Like, I mean, she'sstill obviously hate me,and she was reallyhappy that I wasable to share makeher think separately.But she did not move forwardwith half of the solutions.So I felt like that.I felt like I didn't providethem with enough valuebecause they didn'tactually go ahead with it,but at the same time, it'slike it's not really my problemif they're not planning ontaking action on it, right?Am I right to feel that way?Yes, I'm going togo a little further.You could begin your clientinteractions, whether you'rerunning for or not, is tostart off with a statementsomething like this.And let me thinkabout how to say this,because I have inmy deck somewhere,I'm trying to phrasethis correctly here.It's going to be something like.I'm going to.Work in the best interestsof your customersand not of the corporation.Some of the dialoguewe're going to have todaymay make you uncomfortable.And if you wantto be comfortable,we should end the meeting now.OK because if you wantto be comfortable,then we should getout like beanbagsand and we can drink tea andwe can listen to mood music,but that's notwhat this is about.And you can tell acouple of storieslike I mentionedto you guys beforeand different protocolsis it's imperativethat you have casestudies ready to whip outat any point in timeto make a point.And here's why,and here's the onethat I like to pull out whenit comes to stuff like thisis to say that doyou know who inventedthe digital sensor that'sused in most of the camerasthat we use today?And people will say no.And then you tellthem the answerwas Kodak, an engineer at Kodak.Invented the digital sensorin all digital camerasthat are used today,that technology,but when it was broughtup to upper management,they said this isterrible because thiswill cannibalize and kill offour own market of selling film.So what happens?They shelved the projectand then they go bankrupt.Years later, and theyshould be the leadingcompany in the digital imagespace, and they're not.They mended the attackand they threw it awaybecause the corporateinterests at that timewas to go and sell more film.So you're an advocate forthe customer, the end user,and also the long rangebusiness goals of the company.So you're going to talk aboutthings that need to change.Because you're achange agent and youwant to facilitate thisdialogue happening.But what you can do isyou can reassure them,you can reassure them at theend of this entire conversation,we're going to have solutionsand then it's up to youto decide what you wantto move forward with.Not up to me.So for the exerciseto work properly,we have to go way outof our comfort zoneto learn things that we didn'talready know about ourselves.And then you get to decidedon't have to spend any moremoney after this.That's up to you.So when you're hearingthis thing from your clientsaying this isreally uncomfortable,this is giving me anxiety.You should ask why?And is the feelingthat you're havingmore important than hearingwhat the solution might be?So you facilitate allthis stuff happening or.And I think the biggestthing I got backwas I think it was afear of detachment.They were just super attachedto what they had and itwas, I guess, this pride.And I did say I did use the termsaying, well, in this instance,it's not necessarilyabout you, it'sabout your clientsthat coming inand you've already donea great job for 20 years.Let's let's make a betterimpact for the next 20, right?Because the generationtime is changingand we're takingbaby steps like evenuse their owninternal terminologyto help them getthrough with this.And I think it dideventually end up working.I just reverseengineered certain thingsand kind of presentedit backwards,and it seemed to have worked.But one of the other biggestthings that I found was there,and this might just be me notpresenting the users the userjourney properly is they'rejust not understanding whatthe point of that when they'restruggling, creating a userprofile, they're strugglingwith the demographics.They're making itharder than it is,and I've tried to facilitate it.But then it's hard because youtend don't want to influence,you don't want toinfluence what they say.You want to, you want to,you want to facilitate it.So you're not tryingto say, OK, this personshould be an Asian female.Right, right.OK, hold all that.What? we're getting reallydeep into this, right?So let me take a step back.I want to make sureeverybody understandshow to manageclient relationshipbecause this is a moreuniversal than running core.When I talked abouthaving case studiesand being able to talkabout this kind of stuff,there are a couple ofthings that you can use.These are my go to tricks, ok?First of all, if youhaven't done so already,I posted this thing andsomething like the 10 thingsyou need to do right now toget new business or something.There's a blog poston the feature page,and you should watchthe videos I recommendyou watch becausein one of them,I think I linked to GuyKawasaki and he has a talkand it's a wonderful talk.It's a very good public speaker.And he says thathere's Guy Kawasaki.Top 10 things to innovation andinevitably one of his talks.He'll talk somethingcalled jumping the curve.He says you can't jumpthe curve by making small,iterative changes,you just can't.You need to jump the curve.And he says so here'sthe funny thingabout how this works, right?He says the company and he says,I think it's called Daystar.They made.The Daisy wheel printer, right,so there's the typewriter,and then there's the Daisywheel printer that basicallyhad the 27 or 26characters in alphabet,and it would spin and strike thepage and it would go like that.So that was the new technologythat would then replacepeople typing things out.It's just thatcompany should havebeen the next company, which isthe dot matrix printer company.And the leadingcompany at that timewas the company maybe called Oak data.I don't know.He has the history and thenames of all the brands.This is thatcompany should have.The dot matrix printer companyshould have been the laserprinter company, but it wasn't.That was Xerox or canon.Each time the industry leaderin that space, in that verticalshould have been ableto jump the curve,they weren't able to becausethey could not see the future.He says here, letme illustrate thisand I've shared thisstory many times before,so I'll do one more timefor the new people, ok?This is actuallythe ice businessis an excellentbusiness to look at.No, seriously.Ice 1.0 was Bubbaand junior going outwith a sled and horseon a saw out to the lakewhere it's frozen, and theywould carve out a chunk of iceand they would sellice and this was beingshipped all over the country.He goes, it's a realbusiness because he'slike in x number like 1912,like 160 million blocks or tonsa ton of ice was sold.So that's what Bob and juniordid, but there was problems.And limitations with thatsystem, which was theyhave to wait for thelake to freeze over.They had to have a ready,readily available supplyof water.And so it was only itwas a seasonal business.So then ice 2.0 came about andthat was ice manufacturing.They had a facility, afactory that could pump waterin from any source,they could freeze itand then they wouldship that out.Now they were free fromseasonal issues and controlsof temperature, et cetera,so they can ship that out.So ice 2.0 should havebeen the business and thenice 3.0 comes out,which is refrigeration,and it puts everybodyelse out of business.And each and every timethere was a moment,some kind of inflection pointfor them to make the decisionto move forward forwhatever reason,they were so ingrainedin doing the thingsthat they did thatthey couldn't innovate.You have to be ableto jump the curve.And this is what is it calleda cautionary tale for allbusinesses that ifyou're a blockbuster,you should have becomeNetflix and you weren't.Each and every singletime it happens.Tower records should havebeen iTunes, but they weren't.Because it couldn'tjump the curve.So this is the thing thatyou have to prime people for.And like everything, onceyou set it up correctly,then everythingelse fits into placeand you keep referringback to that.You don't have to doit in an aggressive waythat I'm comingacross right now,but you do needto set the stage.You are not an agent tojust take notes and dowhat they tell you to do.You're wasting their timeand wasting their money.And if that's thecase, you should leave.OK thank you, Chris.Yep, thank you.You're welcome.So I hope you guyscan understand this.This is a very fundamentalshift in the vendor clientrelationship that once youstart to learn how to behaveand how to think likethis, it will dramaticallychange who you are as ahuman being and the natureof your business.OK, follow up non-core questionsor open one new thread,and I'm ending the columnalready eight minutes over.Now, everybody's scared.And of course, Jasonis going to be fun,and Amazon should haveoh, wait, they did.Amazon is destroyingevery business out there.And when you readarticles and hearother CEOs talkabout Amazon, they'reamazed they're blown away.They're saying thatthey should notbe able to move from onevertical to the next,and be as successfulas they are.And it's scary, so whenAmazon moves into your space,they're just droppingbricks in their pants.I mean, can you believe it?Alexa is smoking Siri andin some instances, smoking.What is the Google Voice person?What's her name?It would be it just Google.Google assistant, right?Yeah, Googleassistant, yeah, thoseare the guys in here with me.I actually had Google Alexaand I had Google home,and Alexa is somuch more advancedand intuitive than Google Home.I have no idea how that.How do they do that?They're not even atechnology company like that.Yeah, amazing, right?And they're destroying it.Oh my gosh.OK I think the most curiousthings that come in China,they have like they're going torelease the data that they haveblocked 11 million peoplefrom letting them buy ticketsbecause of their social rating.So basically, theyhave installedin all of the differentcities, the camerasand then using AI technologyto analyze the faces of people.And they think they'repotentially not like they havebad things can, can,can do to the social,and they're notallowed to buy ticketsand they will create sometension inside of the society.That's the weirdest thing.And it's happening already.Sure like, Yeah.Anyway, off topic.Yeah, a little bit offtopic machine learning.All right.OK, so no more,OK, so if we don'thave anything else to say, ifthere's a specific request,this is the last part.There's a specific requestfor formats or thingsthat you guys findto be most valuable.I'm happy to do it.I noticed something I don'tknow if it's because there'san influx influx ofnew pro members or not,but the people joining uslive has grown a little bit,so I kind of likewhere this is going.I'm just curious asto if you guys havesuggestions or thoughts interms of how I can give youthe most value in the hour anda half that I spend with you.Any any thoughts?And then we're going to wrap up.What do you think?OK, Alex, go first.OK, if we have some role playlike practicing something, Idunno, I think ask about it.OK, thank you.Yeah, Yeah.OK are we able to getlike special speakers thatdon't pertain to being likepublic feature instead of,you know what I mean?So are the core groupbasically get the, you know,like someone specific to dopro calls with us like wholike as an example, like if wewere to get like the copywriterJared Kessler, who hehad a session with us,but it only lasted like 20minutes because no one had.No one had the Zoom pro andit just didn't last long.So I don't know if anybodywas able to get anything outof that or if we were toget like Douglas Davisto answer questionsand stuff like thatand kind of talk aboutstrategy and stuff like that.Ok?all right.I have a solution for that.Public speakers don't want tocome in and do a free coachingcall for 50 people.They want exposure.However, however,we could do this,that the next live stream,because Douglas wantsto do more contentwith us for sure,is I will send out an invitejust to pro members onlyto join us on the Zoomcall with Douglas.And then you can askwhatever questions you want.So you can talk to him.But he gets the benefitof being able to broadcastto thousands of people.That's a good compromise, right?Yes you don't necessarilywant exclusive access,you just want to beable to have access.I could do that.Cool OK.So I have a couple ofinteresting people coming upthat I will send youa Zoom invite to.So here's the thing.Please don't screw it upbecause if it blows up,I'll not do it again.OK, here's what we have to do.You guys have to make sureyou're in a quiet roomand you've got a good micand you have a solid internetconnection.Because nothing kills flow.Then just when youturn your mic on,it's like 1,000 soundscoming into our ear hole.Lets it get yourself into quietroom, a good mic and headset,and we're solid.OK, good, we can acton that right away.So I'm currently strugglingwith all these contractsand thinking about artist rightsand how I should protect myselfwhen I speak tothese big clientsbecause they seemto be requiring,like really fixed termsand conditions from meall the time, evenbefore they specifywhat the scope of workers.So is there any protocolwhich has already been done,which teachers which teachespeople how to make contractsin the design field?No all right.Let's talk about this.We're not attorneys to givelegal advice would be criminal,and that would be problematic.However, we are working onour legal kit, which will beavailable in a couple of weeks.It's going to coincidewith the business bootcamp.So as soon as it is donefor boot camp, of coursewe'll sell it separately.And then you guys get it.But we always recommendwhenever you'regetting into contractnegotiations,you better talk to an attorney.It's money well spent.OK, OK, OK.Yeah, Yeah.Thank you.You're welcome.Hey, Chris, I just want to sayThanks for everything, man.Great content.Wonderful, wonderful stuff.That's already startingto change things upfor me in the way that I'm ableto approach people and talkto them about strategyand business and designand so many ways.So I just want tosay thanks, man.Oh, I appreciate that.Thank you.Thanks, Chris.OK that's it, I thinkwe're wrapping, guys.Thank you very much forjoining me this week, guys.We'll figure out what we'regoing to talk about next weekand see you guys then.Thanks for spendingthis morning with me.OK hi, everyone.Hi, everybody.Thank you, Chris.Thanks, guys.Thanks, Diane.I forgot to say thank you.Thank you for moderatingfor me, my co-pilot.Loving it by my job.All right.Bye, Mike.Yes thank you very much.Bye bye.