Why I Repair the Acquisition Process Before Adding More Volume

For a long time I would publish, write or make new ads when I felt like it. The change I describe in this lesson was setting minimum commitments and doing the work consistently. I also learned not to add another responsibility before the current acquisition process was being handled properly.

Make the commitment specific enough to keep

In the historical routine I describe, my minimums included three emails to the list, one YouTube video and ten new ad creatives each week. I also set a minimum for Twitter activity and periodic sales-video tests.

The important word for me was minimum. It meant I could not simply wait until I felt like doing the activity. Those were commitments for my own operating setup, not a schedule every beginner needs to copy.

Do not increase the input while follow-up is leaking

My outreach example is an operator adding far more sending infrastructure while failing to respond to the leads already arriving. The expectation is that much more sending should create proportionally more appointments.

I compare the missing follow-up with a leaking fuel tank. Increasing the input does not repair the leak; it can just make the waste more expensive. I want the reply and follow-up process handled before assuming more volume will solve acquisition.

Deal with the opportunity that already exists

When someone responds, I emphasize getting back to them promptly and making contact rather than leaving an interested lead unattended. The operational task is not finished when the campaign produces a reply.

I would not add another marketing responsibility while that one is still being neglected. Otherwise there are more systems on the task list without a dependable process for turning interest into a conversation.

Client Ascension related reading: the acquisition economics guide connects qualification, response, sales and fulfillment as parts of the same model.

Keep the early setup simple enough to learn

A beginner is dealing with uncertainty about the offer, technology, sales conversations and delivery. I recommend a straightforward proposition, a simple landing page and a channel the operator can work consistently.

I favor sustained activity over trying to force all the volume into a short burst. The point is to keep learning and handling the process, rather than interpret buying more infrastructure as proof that the business is ready to scale.

Say the commercial proposition without the technical fog

In one coaching example, the operator explained an accounts-receivable service through AI, custom development and a long technical description. I reduced the proposition to collecting money owed to the client and being paid according to what was collected.

The delivery technology still exists, but the buyer can understand the arrangement without reading the entire technical document. I want the explanation to say what is done and how payment relates to it.

Client Ascension related reading: the offer-versus-product guide separates the commercial result from the way the agency delivers it.

Use responses to decide the next test

Testing a script can mean changing the angle, the result described or the next step offered. I give examples such as offering an explanatory video, a case study or a trial instead of repeating the same request forever.

I also suggest asking prospects what is uninteresting or what they would actually want. The same applies when somebody says the offer is too expensive: asking what else would be useful is more informative than waiting for someone else to approve a downsell idea.

Adapted by Client Ascension with AI assistance from Daniel Fazio's lesson. The first-person narrative follows the source speaker’s account. Watch the original video