Leveling Up Your Business 2024 (Business Bootcamp pt. 1)
Chris Do explains why your business is stuck: you're selling a service to the wrong market. Find who is starving for your results.
Chris Do
Founder, The Futur™ · January 6, 2024
Your Business Is Simpler Than You Think
Every business, regardless of size or industry, boils down to three fundamental categories. Two make you money. One is a pure expense.
The first bucket is marketing and sales. This is how you find customers and convince them to pay you.
The second is production or delivery. After you sell something, you have to make or deliver that thing, whether it’s a physical product or a professional service.
These two functions are your revenue engine.
The third category is simply “other.” This is everything else. It’s your non-billable staff, your legal team, your office manager, your IT support, and your administrative overhead. This category does not make you money. It is an expense.
Chris Do, founder of The Futur, explains that entrepreneurs building businesses from seven to nine figures are ruthless about one thing: reducing the “other” category to its absolute minimum. “Do you really need that person full-time?” Do asks. “Can you do that on a fractional level? Can you pay for a subscription service?”
The health of your business can be measured by a brutally simple metric.
The 5X Employee Rule states that for every dollar you pay someone in a revenue-generating role, they should help the company make five dollars back. If you pay a designer or a marketer $100,000 a year, they need to be contributing to half a million dollars in business.
If they don't, you are upside down. Your profit and loss statement will show it. The overhead is too high, and the team is not billing out at the necessary multiple.
This is not an employee problem. It is a leadership problem. As Do states, “Ultimately it’s not their fault, it’s your fault. We’re going to take a lot of responsibility… No matter what happens in your business, it doesn’t matter if it’s good or bad, it’s your fault.”
Your job as the owner is to keep a constant eye on expenses relative to revenue, a principle he attributes to entrepreneur Erol Garrison. The goal is not just to grow revenue. The goal is to grow profit.
The Problem You Think You Have Isn't the Real Problem
Most creative entrepreneurs believe they have a sales problem. They get a lead, have a conversation, and fail to close the deal. They focus on improving their pitch, their proposal, or their closing techniques.
This is a mistake.
More often than not, the real issue is a marketing problem. A marketing problem is a lack of qualified leads knocking on your door. A sales problem is the inability to convert the leads you already have. Do argues, “Between the two problems, I’d rather have a sales problem than a marketing problem.”
Why? Because a sales problem is fixable with practice. But you cannot practice without a steady flow of opportunities.
Do shares a story from his time running his agency, Blind, when he worked with a business coach. “One of the reasons why I was very successful with my business coach was I didn’t have a marketing problem,” he recalls. “We had probably between two to three new business calls every single week…between say $100,000 to $200,000, $300,000. Every single time somebody called us, it was for a job of that size.”
With that level of frequency, his coach could help him make small tweaks to his process. Each failed call was a lesson, not a catastrophe, because another opportunity was just a few days away. This is a core idea he also explores in his sales training workshops.
“When you’re dealing with a frequency, you start to develop patterns and habits and you start to see what you need to do,” he explains. “If you blow this one, let’s just say you totally effed it up, another one’s coming in a few days. You just know it.”
This is the confidence that marketing provides. Without it, every potential client feels like your last hope, creating a desperate energy that repels high-value buyers.
It’s like going to the gym. “If you were to go to the gym and only work out once every six months, it’s like you never worked out.”
You need repetitions. You need a rhythm. And that rhythm comes from marketing, not sales.
Stop Selling Services. Start Selling Results.
The solution to your marketing problem lies in a fundamental shift in perspective. You must stop selling what you do and start selling the result you achieve. This is the core of effective positioning, a concept Do covers extensively in his talks on pricing and value.
The relationship between what you offer and who you offer it to is everything. Do visualizes this as a triangle connecting three points: your offer, your target market, and the result they desire.
The mistake is focusing on the offer. The power is in connecting a result to a market.
“If I had a lot of gold to sell, but you have no money and you’re not interested in gold, it doesn’t really matter,” Do says. The value of the offer is irrelevant if the market doesn't perceive it.
He uses a stark example from the creative industry: video editing. “There’s literally some people in India who cut your video for 12 bucks. They’ll cut your short for seven bucks,” he was told. “If you’re in the video editing business for social media shorts, can you compete against $7? That’s the problem.”
If you sell “video editing,” you are a commodity. You are defined by the task, and the market will always find a cheaper way to get that task done.
But there are video professionals thriving, completely unconcerned by the race to the bottom. What are they doing differently? They are not selling video editing.
They are selling a result to a market that desperately needs it. They are selling:
- Time savings for a busy CEO who understands the value of their own hours.
- Brand authority for an expert who needs to build influence and attract high-ticket clients.
- Lead generation for a company whose business model depends on content marketing.
- Peace of mind for a founder who simply does not want to think about social media.
Do offers two astonishing examples to drive the point home. He knows a coach who pays someone $3,000 a month to write a couple of tweets. “It’s probably one day’s worth of work for the entire month,” Do admits. Why would anyone pay this? Because the client explained, “Chris, I do not want to get on Twitter, but it’s important to marketing my product that I be on Twitter… I value my time so much I would gladly pay someone $3,000 a month so that I don’t have to look at that thing.”
Another person he knows earns $5,000 or $6,000 a month editing one hour-long podcast per week.
This is not about the service. It's about the client. Both of these service providers are selling to individuals who run highly profitable businesses, understand their own hourly rate, and see content as a critical investment. The price is insignificant compared to the pain it solves.
The key is to detach from the service itself and attach to the pain of a specific person. “It is not the thing that you do,” Do emphasizes, “it’s solving the pain point of the person who’s going to write you the check.”
The Accidental Discovery of a Starving Market
The theory is simple. The practice is hard. Finding this perfect market often happens by accident, after a long period of frustrating failure.
Do recounts his own painful experience trying to launch a high-ticket mastermind group. His initial idea was to create a program for creative entrepreneurs, his own community, charging $36,000 a year.
The logic seemed sound, but the execution was impossible. For weeks, he struggled to write the sales page. “If you try to write a long-form sales page to a person you don’t understand, you’re just throwing up garbage,” he says. “And that’s what I was doing, just straight hot garbage.”
He even tried using AI to help, but ChatGPT just gave him a “more generic version of this hot mess.”
His heart told him to keep going, but his gut knew something was wrong. The problem wasn’t his offer; it was his market. Many creative professionals, he realized, have a poor relationship with money. They don’t value coaching and are hesitant to invest in their business, preferring to rely solely on their craft. This is a common trap that he discusses when explaining why passion alone isn't enough to make money.
The breakthrough came unexpectedly.
Do was invited to speak at an event for finance and real estate professionals. They were, in his words, “not my tribe at all.” They were “super alpha, bro-y types…so aggressive.” He gave a talk on personal branding.
Afterward, they swarmed him. These mortgage brokers, loan officers, and real estate agents, who all did between half a million and ten million dollars a year in revenue, came up to him saying, “I want to buy something from you. What do you have for me?”
He had nothing for them.
But in that moment, the market spoke. It told him what it wanted. It was a market hungry for creative services to help them stand out in a “sea of sameness.” They had a clear pain point, a desire for a solution, and the money to pay for it.
He had to let go of his attachment to his original idea. He had to make the tough decision to serve this new, unexpected audience.
Suddenly, the sales copy became clear. Because he now knew exactly who he was talking to, their pains, their desires, and their objections. He and his team came up with a new positioning line: “Helping left-brainers think right.”
For this new audience, his creative skills were like magic. “You know, I try and teach creative people,” he says, but with these finance pros, “you fart a little font on them and they’re like, ‘Oh my god, that’s genius!’”
What was a struggle to sell to one group was an easy, high-value transaction with another. The business went from a “hot mess” to a confident projection of a “$3.6 million business venture, at least.” The market was hungry for a solution that was incredibly easy for him to deliver.
Defining Your Ideal Customer Avatar
The lesson from Do's mastermind story is a mandate for every business owner: you must define the person you serve before you can create a compelling offer. This person is your customer avatar.
This requires a difficult act of unlearning. “You have to divorce yourself from everything you knew up to this point,” Do instructs. “Because what you’re going to do is you’re going to create an avatar of the exact same person you cannot sell to, who doesn’t value what you do.”
You cannot effectively target an audience you do not understand. You must commit to a specific person and learn everything about them. The solutions only become easy when the person becomes clear. Building a strong personal brand, as he explains in other detailed talks, starts with knowing exactly who you're building it for.
The central exercise is to build this avatar by answering a few critical questions:
- Who is the person you are trying to help? Be specific. Give them a name, a job title, an industry.
- What problem do they have? What is the pain they are experiencing in their business or life?
- Are they urgently seeking a solution? Are they just aware of the problem, or are they actively, even desperately, trying to solve it?
The goal is to find a market that is not just interested, but starving. “When you can identify that,” Do says, “all the communication, all the marketing, all the positioning becomes super clear.”
This is an iterative process. You don't get it right on the first try. You create a hypothesis in your “cave,” and then you test it. You write copy, you have conversations, and you see if it resonates.
If you're struggling to write your sales page, it's a giant red flag. It’s a sign that you don’t truly know who you’re talking to.
A Modern Playbook for Finding Your Market
If you don’t know who your avatar is, you’re not alone. “If you knew them, you wouldn’t be here,” Do points out. “You'd got it all solved.” So how do you start when you have no idea?
You can use modern tools not as a crutch, but as a sparring partner. AI platforms like ChatGPT can be powerful for brainstorming market personas.
The key is to give it the right constraints. You can't just ask for an avatar. You must guide it with the principles of a high-value market. A good prompt might look something like this: “I want to build a buyer persona for a person who's looking for [RESULT YOU PROVIDE] in the [INDUSTRY] market, where they can afford to spend [PREMIUM PRICE POINT].”
The AI will give you an initial output. It might be generic. Your job is to refine it.
Do shares a technique he learned from author and entrepreneur Daniel Priestley. After the AI gives you an answer, simply tell it: “reflect on your answer and try to improve it.”
This simple command often produces a much better result. It's not because the AI is “thinking.” As Do explains, it's simply rerolling the variables with new data points, including your latest input, to refine the output.
Use this tool to generate several potential personas. Look at them. Do they feel real? Does their pain resonate with the solution you provide?
This is your starting point. You take these hypotheses and go into the real world. You find these people online, you listen to their conversations, you have calls, and you validate whether the pain is real and whether your solution is valuable to them.
The process is built on a simple framework:
- Person: A specific individual with a known role and industry.
- Problem: A painful challenge they are actively trying to solve.
- Product: The service or offer you create that directly solves their problem.
- Promotion: The pitch or message you use to connect your product to their problem.
You are likely stuck at step one. You haven't truly committed to a person.
The choice is yours. You can continue selling a service to a broad, price-sensitive market that doesn't appreciate your work. You can keep fighting for scraps in a commoditized world.
Or you can make the adult decision. Let go of the audience you thought you wanted and go find the one that is starving for the results you can deliver.
Your business will transform the moment you do.
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“It is not the thing that you do, it's solving the pain point of the person.”
— Chris Do
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