Why Random Acts of Marketing Are Destroying Your Business (and What to Do Instead)

Jeffro (00:01.739)
What if you could double your revenue just by improving three key metrics or eliminate the time wasters in your funnel by dialing in your messaging and targeting? Well, in today’s episode of Digital Dominance, I’m joined by Michael BuzzBezinski, the founder of Buzzworthy Marketing and the mind behind frameworks like Focus, the P3P profile and the Rule of 26. Buzz helps B2B businesses install marketing systems that predictably generate profit. And he’s here to share practical strategies to attract better clients, simplify your marketing and finally put an end to Feaster Fam and League Generation. So welcome to the show, Buzz. I’m glad to have you here.

Michael “Buzz” Buzinski (00:36.824)
Well, thanks for having me, Jefferyl.

Jeffro (00:38.784)
Yeah, I’m excited for our conversation and I’ll, I’m going to stop, start with a softball question. but I do want to hear your answer. You know, there’s a lot of business owners that try to be everything to everyone. So in your opinion, what’s the risk of doing that, especially when it comes to digital marketing.

Michael “Buzz” Buzinski (00:44.261)
Okay.

Michael “Buzz” Buzinski (00:54.914)
Well, let’s see, there is, and doesn’t really matter what industry you’re in nowadays. There is so much competition that if you are vague about who you are, then you will blend into the noise. There’s a lot of noise, right? Like, what is it like three, three or 4,000 marketing messages a day. Every single person gets

Jeffro (01:15.584)
That’s Yeah.

Michael “Buzz” Buzinski (01:16.534)
Right? And so if you ever have that friend, you ever have a friend who was like just known for something like I was known for playing guitar. So Buzz was like, yeah, Buzz is a musician. Right. But I did a lot of other things, but that was the one thing that we stood out in. Right. And so I always say that when you try to be everything to everyone, you become known to everyone.

Right. And, and so many people are trying to market all the things to all of the people. And the biggest thing that happens with that is that you are inefficient with your marketing because you’re trying to basically shotgun out. Right. And now the shotgun is great at close range because it packs a punch, right? And it’s like everything hits, right? But the further away from that shotgun, which is what we’ll call like the top of the funnel, right? So it’s kind of this V shape that goes out. So the further the way you get from your core center of the people that know who you are already, the further away you get from there, those pebbles start to span out. And now less and less are hitting the mess.

Jeffro (02:09.023)
Right.

Jeffro (02:31.691)
Right out.

Michael “Buzz” Buzinski (02:35.468)
that you were intending because you’re trying to go everywhere with it. Now you have these little pebbles that are doing versus a sniper sniper rifle. Nice big bullet goes to one place. Right. So if we were talking about focus, probably here in a minute, when we focus on one type of person or what type of business that you’re serving, right. With one type of problem.

Jeffro (02:43.595)
Mm-hmm.

Michael “Buzz” Buzinski (03:02.208)
It’s a lot easier to now narrow your focus of your marketing. And so it costs less, it takes less time, and you build a reputation for that one thing that you’re sniper focused on.

Jeffro (03:17.432)
Yeah, and I really like the way you broke that down and that’s a great analogy too with the shotgun. I hadn’t thought of that before, but it fits perfectly. And I think there’s so many ways we could look into that. There’s layers of why people don’t want to do that, right? Or they’re worried about what might happen if they do that.

Michael “Buzz” Buzinski (03:33.774)
Oh, it’s fear. It’s a fear. They feel like they’re going to lose business. And I think that the, and I did it. I did it guys. Like everybody’s listening. I am imperfect. Okay. So I’m only speaking from experience for 13 years. We were a creative agency that dealt with every type of business. Um, and had every, I can’t remember how many service products we had, but we had five departments within my company and each of those departments had multiple services it provided.

Okay. So yes, I’ve lived that we’re so afraid of losing business, the business we couldn’t that we might have to give away to somebody. But if we come at it at a, of a mindset of abundance and realize there is more business than all of us combined can handle, but yet we still think we fear that we’re not going to have enough rather than just double down on what we really want, the type of business we wanna do with the type of people we wanna do business with.

Jeffro (04:49.717)
Love it. Well, I think we should get into your focus framework here. does that stand for something? Just okay, tell us about it.

Michael “Buzz” Buzinski (04:56.492)
Yes. Yeah. So focus is an acronym that stands for fix one clearly urgent struggle. So I’m in marketing and you’re in marketing, right? We can fix a lot of things. Right. And I get the analogy I’d like to use today is car mechanics. OK. Most mechanics can look at most cars and do most things. Right.

Let’s say you have a Corvette. It’s kind of a nice car, right? Do we take the Corvette to the Subaru dealership or do we take it to a Chevy or a Corvette specific mechanic?

Jeffro (05:40.358)
Definitely the specific one. We’re not taking chances.

Michael “Buzz” Buzinski (05:43.358)
Why? Why? What do mean? What chance? All mechanics know what engines are. Why would, why would, why do we care what kind of mechanic it is?

Jeffro (05:46.279)
ss ss ss ss

Jeffro (05:50.538)
We want the experience of the person who’s worked on our specific kind of car to know and be guaranteed we’re going to get a better outcome.

Michael “Buzz” Buzinski (05:54.572)
Right. The most familiar with. Right. So when we talk about marketing, there are dozens of types of marketers you can be. And out of those dozens, there are an infinite amount of industry segments that we can serve. Right.

Jeffro (06:14.045)
Mm-hmm.

Michael “Buzz” Buzinski (06:15.956)
And so if you can get yourself to focus in on one clearly urgent struggle, okay, it doesn’t matter what your business is. I’m just showing you that like we all have specialties we can be in, right? Even in a space where there are so many things you can specialize in, right? And so if we think about it in the mechanics and you go down the row and you see the shops, they’re like, we’re a Subaru shop, we’re a Chevy shop, we do trucks only or an SUV shop or a sports course shop, dot, dot, dot. We go where we see the most expertise. And the reason they get good at, say, the Corvette is because they only work on Corvettes. So they understand the idiosyncrasies of the Corvette because the Corvette is a unique type of machine just like the people that you’re serving have unique struggles. And so if you can identify that one thing that most businesses that you deal with struggle with as your entry point, right? And you pinpoint that. How many messages do you need now?

Jeffro (07:27.668)
very many, just one.

Michael “Buzz” Buzinski (07:29.012)
One, just one. So I equate it to, do you remember ever seeing those shoebox cameras?

Jeffro (07:37.902)
yeah, with the pinhole.

Michael “Buzz” Buzinski (07:38.816)
Okay, all right, so for those who don’t know, shoebox cameras man a shoebox, right? And the first thing you do is you cut a hole in one end and you put some and you tape some tin foil and in that middle of tin foil you put a pinhole. And then inside the box you put some photo paper on the back of the box opposite of the hole. And then you close it, tape it up, make it nice and tight and you take it outside and you point it over once you want to take a picture of.

And then when you bring it back in. Now, the whole premise is that all light comes through that one pinhole. And once it’s through the pinhole, inside the box, all that light then disperses back to the back of the box and paints the whole entire picture. So I don’t care how many services you have. It’s just much easier to connect with people where they need to be best for your business, right? So you have these requirements. I just did a podcast on this. I’m actually just coming up here really soon. I just recorded a podcast on the fact that like you have requirements of things that people need to have. Certain things need to be in place before people can work with you, regardless of what type of business you have. In the B2B world, usually it is a stage of business, regardless of what type of service you’re in, right?

Even if you’re at startup, you’re like, okay, well, you at least you need a business license for me to engage with you. That might be your requirement, right? But for folks like me, we’re like, hey, no, you need to be like in the mid to upper six figures or at least in the seven figure space for us to have the most impact. Okay? And so we focus on those things, right? And so I have these that what we do is we fix random acts of marketing.

Jeffro (09:25.584)
Yeah.

Michael “Buzz” Buzinski (09:25.954)
That’s struggle is that they’re dealing with random acts of marketing. They’re not getting predictable profit from their marketing exercises, right? That’s the pain. That’s the clear struggle. They’re struggling to get their marketing to be profitable. But I only say that to the B2B service-based businesses that are in that mid to upper six figures and seven figures, because that’s who we do it best for. Can we help people below that? Sure.

How do we work with people above seven figures? Of course we do. But our sweet spot is right there around a million to 10 million. Because we’ve gotten very deep over the last 20 years of doing that. And every business has that. And so when we use that focus, you can now go in and say, OK, you have this one problem. Now, once I get under the hood, I’m going have a bunch of tools. I’m going open my toolbox because I’m going need a ratchet.

I may need some screwdrivers. may need probably need a hammer at some point, you all the things, right? But and what we call those is like basically the features, right? Those are your services that your people are trying to market. But really what we should be marketing is the fact that you can fix the problem.

Jeffro (10:43.215)
Right. And having that honed in message means that your messaging is actually going to land and they’re not going to ignore you. Because if I’m the Corvette owner and I see a video where some guy’s talking about, most cars need to be serviced every day. Something could break. And that’s very generic. I’m going to tune that out. But if you say, hey, if you have a Corvette, you need to service it every three months because they built a special coupling in here that if you don’t do this to it with our special tool, it’s going to break. We see it all the time. We can help but okay, I’m paying attention now because I have a Corvette. It’s not just generic info like, okay. So this is an example guys to think about like why it matters. It just clarifies everything. And you can see just from that example how this is going to be better at every level.

Michael “Buzz” Buzinski (11:18.382)
Mm-hmm.

Michael “Buzz” Buzinski (11:24.568)
Mm-hmm.

Michael “Buzz” Buzinski (11:30.062)
Right? Yep. Even more so you could go in. So that’s preventive struggle, right? What about like I have a Corvette and it’s and there’s something that my engine hesitates at about 4000 RPM to 5000. All right. I’m sorry. Two and a half, 2.5 or 2500 to 3500 RPM. Okay. And then after that it goes boom. So there’s just like this little hesitation now.

Jeffro (11:34.727)
Mm-hmm.

Michael “Buzz” Buzinski (11:56.948)
If I’m a mechanic and I’ve seen that problem come into my shop over and over and over and over again, guess what I’m going to start focusing on? There’s something that’s there. And so it’s like, hey, does your Corvette hesitate to accelerate between about 2,500 to 3,500? Well, I know what your problem is, and I can fix it.

Jeffro (12:21.924)
Yeah, like that. That’s a no brainer right there.

Michael “Buzz” Buzinski (12:23.244)
And now what do you get though? Now he’s going to get under the hood, he’s going to fix that one problem and he’s just start diagnosing anything else he sees. And that’s the pinhole to the picture, the photo paper.

Jeffro (12:30.086)
Sure. Yeah.

Jeffro (12:35.771)
Yeah, I love that example because going back to how a mechanic could work on any car, like, yes, sure, they could probably figure it out. It’s going to take longer because they won’t know exactly where to look and they’re going to have to go through all the tests. Like, sure, they have the skills, they’ll get there eventually. But if you’re the expert, you’re going to get there quicker. And like you said, you’ll have time to find those other things. And the end result for the client is going to be a lot better because

Michael “Buzz” Buzinski (12:55.214)
Mm-hmm.

Jeffro (13:02.95)
They’re not gonna be sitting there like, why is this taking so long? And now you wanna add on this other stuff too? yeah.

Michael “Buzz” Buzinski (13:05.454)
Mm-hmm.

Yeah, and now flip it around to the mechanic. So if the mechanic is only working on Corvettes, how many tools does he have compared to if he needs to work on domestic and foreign and yes, you’ve these and trucks and, and, and, right? So now I have, I need less assets to do business. I’m quicker so I can turn my prop, my each of my projects faster. So now I’m more profitable and because I’m an expert and I’ve fixed it fast and accurately, what are those people coming back? 100 % of the time. Yeah, yeah, exactly. And they’re gonna refer. Yeah.

Jeffro (13:44.422)
Yep, and referring you to their Corvette owner friends. and you’re to have better relationships with your suppliers too because you’re consistently ordering with them, maybe get better volume discounts instead of like one from this guy this week and two from that guy next time. So it streamlines a lot.

Michael “Buzz” Buzinski (14:00.318)
And if you’re a service provider in a B2B space, that means that when you hire, you’re just going to be easier for you to hire because you need less people and you can give those people when you do hire more work. So you don’t have to have as many part-time people. You can have some full-time people and full-time people stick around longer than part-time people usually.

Jeffro (14:20.409)
Yeah. And it’s easier to document all your systems, right? Because things are more simple and yeah, exactly.

Michael “Buzz” Buzinski (14:24.44)
You have a lot less documentation. Right. You don’t have, you don’t have every owner’s book, owner’s manual for all of the cars out there.

Jeffro (14:32.708)
Okay, so let’s move on to the next thing. I think we’ve hammered this point home, hopefully. You created something called the Perfectly Profitable Prospect Profile or P3P. Can you break that down for us and talk about how it helps with getting rid of bad fit leads?

Michael “Buzz” Buzinski (14:37.079)
Yes.

Michael “Buzz” Buzinski (14:47.468)
Yes. So this is where we talked about, like we just got done saying, or showing you how you can stop marketing all the things that you do, right? And now we’re talking about stop marketing to all the people because not all business is good business. Yes, money is green, but the people who hand it to you are not all the same.

Jeffro (14:56.485)
Mm-hmm.

Jeffro (15:05.029)
That’s true.

Michael “Buzz” Buzinski (15:10.858)
Right? And we all have the PEDAs in our lives, especially in the service-based world, because we’re dealing with people. We’re dealing with different personalities. We’re dealing with people who have different core values, possibly different core values than you, with businesses with different cultures than you. And there are studies that have shown that businesses that do business with other businesses that share core values and culture, Operational cultures specifically actually are more profitable. And why is that? Because if you share core values, there’s higher trust. If you have the same type of culture, that means you work similarly, meaning that you are on the same wavelength. So things just move smoother because there’s not a lot of hesitation of when you’re saying, hey, we need to get this done and we’re going to get it done in the same flow as you’re used to because you have the same type of culture, right? So I took a look at the ICP, which is your ideal client profile, right? And that everybody uses that. And when you’re first starting out, ICP is all you got, really, because you don’t have really a core. I mean, you might have your initial core values. That’s great. But you don’t have a culture yet. You haven’t built a culture. OK, so the ICP is where most people start.

But once you’ve been in business for at least a year, maybe two, you have now built a culture, you solidified your core values of what you stand for as a company. And now we need to take that ICP and we need to meld in our core values and our culture into that profile. And that’s where we get that perfectly profitable prospect profile, because now we’re trying to attract and we’re talking directly to…We’re getting that sniper rifle back out, right? And we’re like, okay, we’re firing for this problem to this type of person or this type of business. And when we say type, it’s not the industry that they’re in. It is the industry that they’re in that have these core values and have this type of culture. Now, are you going to always get that from your prospects? No, but you get what you focus on.

Michael “Buzz” Buzinski (17:25.774)
Right? And we always, in marketing, we always talk about the bullseye. And people are like, well, why are you going on the bullseye? It’s small, but it’s in the center. And if you don’t aim at the center, you’ll never hit the center. And when you miss the center, you still get points. There’s many points, but you still get points. But if you get really good with your focus and your P3P, you can start saying no to the wrong type of clients and how powerful is that? That means you own a business. You don’t own a job because now you have the entrepreneurial freedom to work with those you enjoy working with. And a lot of people say, well, my employees do all the work. So I mean, it really doesn’t matter to me. I I pay them well and all that other stuff. And it’s like, yeah. So you’re going to burn your people out?because they’re having to go through all that friction of serving those people. I have a client, the $10 million accounting firm, and it’s a husband and wife duo. He’s the CEO and he does all the sales and she’s the COO and does all of the client services, right?

They don’t have, so when he goes and makes a deal with somebody just to get him through the door, she then has to pick up the pieces of resetting the expectations. Now they’re a married couple. We get them in the same room and we finally get them to talk about it, but you know, there’s this going on, right? Because she knows it’s like, well, we need to grow the business. And so that’s the pain. But is it?

Jeffro (18:47.395)
Hmm.

Michael “Buzz” Buzinski (19:02.734)
because now she’s having to deal with PETA clients because they were brought in on the wrong premise or they weren’t the right fit. He should have said no. Right? So it’s a mindset. It’s not just the fact like when you’re first getting started, you’re going to take your first 10 clients anyway you can. You got to pay the bills. But once you get to number 12, 13, you should be able to start saying no and start firing clients.

Jeffro (19:11.072)
Mm-hmm. Right.

Michael “Buzz” Buzinski (19:29.038)
So when you look at you say yes to 13, you now look at your worst client, your biggest PETA, and they’re usually your lowest paying client. And you get rid of them and you go, wait, wait, I’m not growing at the back, but you are because you just increased your bandwidth to take on the next 13 Right? And so the P3P really allows you to tell one, your salespeople who we’re going to let through the gate. And two, you’re telling your marketing team who we are talking to more specifically than just an ICP.

Jeffro (20:07.19)
Yeah. And if you’re brand new to business and you’re listening to this, you’re like, yeah, you’re crazy. Why would I, you know, fire a customer that’s paying me money? Like anybody who’s been in business long enough will tell you, as soon as I can, that person is gone because they bring all the headaches. Right. And it’s all because of what you said, the lack of alignment. comes down to a, there’s a disconnect with expectations. That’s the word I wanted. Right.

Michael “Buzz” Buzinski (20:22.552)
Right?

Michael “Buzz” Buzinski (20:30.914)
Yeah, there is a misalignment of expectations.

Jeffro (20:34.335)
Yeah, and there’s not enough trust there. let’s say someone has been running broad generic marketing campaigns. At what point, what are some signs that they need to revisit their P3P? Maybe they didn’t get it right, or maybe they didn’t have one in the first place. How do they know, okay, I’m too far off that center?

Michael “Buzz” Buzinski (20:41.314)
Mm-hmm.

Michael “Buzz” Buzinski (20:54.934)
Right. So there’s two ways of looking at it. One is your retention. Right. So you need to take look at the average retention rate of clients in your industry. Okay. Now in marketing, it’s crap. It’s like six months. Right. Now for us, our average, we’ve been tracking this out of the 20 years we’ve been in business, we’ve been tracking it for the last 12 years. Okay. Our average for our clients right now is almost three years is 2.84 years per client. That’s our average. Okay. Now, if that starts going down, I’m going to start looking at who we’re letting in. Okay and you can do the same thing. regardless of, if you can go as far back and say, okay, we, on average, we get our clients. Now this is for people who have reoccurring services that people keep going on. You can have people who are all a cart with you, but it’s a little bit different, right? So if you’re not on a retainer, it’s a little harder to figure this out. But I was just talking to a colleague yesterday who sells tchotchkes, promotional items, okay?

And we were looked at that and I said, so what happens when you have that client? He was talking to me about the clients that come in the first time they do business with this type of client that they have to have something like tomorrow. I think it’s last minute, got to jump through the hoops. And he’s always had this philosophy of jumping through the hoops and they’ll always come back. And I said, so what’s your percentage of returns on that? He said, how often do they come back in order again? He’s like, very, very low. said, so why do you keep doing it?

And he’s had a look at me and he had to go, yeah, you’re right. I got to stop letting that happen to me, right? Because what is he doing? He’s stressing me. He’s like, but yeah, but we do it well, you know, and it’s money. And I get it. I was like, yeah, but you’re also stressing out your team.

Michael “Buzz” Buzinski (22:44.898)
Right. And it’s also time that now you can’t go talk to the next client that will not need to be having a promotional item emergency. That’s just bad business. Right. And it also opens you up to say, listen, if, you want to do this and there’s a way to say no without saying no, like some people are like, I never say no. Okay, great. So we’re going to say this, I’m going to help you today, but only if you promise to meet with me next week after this, this is all done so we can start planning your next promotion and you never have to have this problem again. If they’re not willing to make that

Jeffro (23:22.206)
And by the way, there’s an expedited upcharge to get it ready by tomorrow.

Michael “Buzz” Buzinski (23:25.922)
Yeah, yeah, I mean, they’re already they know that right that the pain in the butts know there are pain in the butts. And the ones are like, well, I want to discount on top of your you tell them no, like they’re just not going to be profitable anyway, right? Because they’re they’re competing on price, and you’re competing on value. So I’m going to compete on value, and you’re not going to worry about the price as long as it’s reasonable, right? So okay, that’s great. But if they’re not willing to slow slow things down for the next time, so that they don’t have to they don’t have to jump through hoops or make the vendor jump through hoops, then they’re never going to come back to you. They just told you they’ll never come back to you because they won’t even come and sit down with you when they don’t have it. That’s like you’re done, right? And so if you’re looking at

Jeffro (23:58.1)
Yeah, no, that’s a great way to, yeah.

Michael “Buzz” Buzinski (24:07.822)
your retention is going down, you’re going to have go back and look at your, you’re going to have to go look at your, um, your messaging and say, what is allowing or what is attracting these types of people? And so you just go back to the people who didn’t stick around very long, right? We have a spreadsheet that literally breaks out like how long they were with us, what service did they have? And then why did they leave?

Now, sometimes it’s out of your control. They sell the company that goes out of business. They have a, but then there’s the misalignment of expectations. There’s a communication issue, or maybe we didn’t get the type of results that we, that we wanted. Right. So now that comes into what are we promising? How are we delivering? Right. And how are we communicating? So all of these is feedback so that we, so it’s a consistent process, right? We go, Hey, we just had this person leave. We don’t think they should have left because of we fell short here, right? And you have to have that constructive dissatisfaction of making sure that you’re always trying to improve and iterate your process so that you’re always giving the best service and the best outcomes because that reputation is irreplaceable. It’s invaluable.

It’s priceless. And so it’s either going to be how many times you have to jump through hoops if you don’t have recurring revenue and how many times they come back. And you start looking at that. Or how long are you retaining your clients and are you seeing a fluctuation of that based on the type of people coming through the door?

Jeffro (25:41.651)
And I love that you track that stuff because once you track it, then you can manage it and improve it and everything else. while we’re talking about metrics, your book, The Rule of 26, focuses on three core metrics that can help a company’s revenue. So can you tell us what are those metrics? And I’m also curious where the 26 comes from.

Michael “Buzz” Buzinski (25:59.214)
Well, you’re going to find out because that’s part of the rule. So the rule 26 came about when, you know, if you go to like CRM’s like HubSpot, you know, you can track like 126 different metrics in the serum. You go to Spotify, they’ve got something like 76. I’m like, why?

Jeffro (26:01.471)
Okay.

Jeffro (26:09.876)
Mm-hmm.

Michael “Buzz” Buzinski (26:24.076)
I mean, there’s use for a lot of them, right? And in marketing, those are just the top. I mean, if you start getting into business intelligence and all the other things that can be plugged into that, you’re talking hundreds upon hundreds, maybe probably over a thousand different types of metrics you could be tracking. But who has the time or even the inclination to be looking at those numbers and what do they actually mean? A lot of them are lagging and others are what we call vanity metrics likes, engage, stuff like that, right? And for the business owner, what’s the number one thing a business owner wants when they’re doing marketing?

Jeffro (26:52.393)
to those.

Michael “Buzz” Buzinski (27:02.894)
That’s right. They want return on investment revenue. That’s all they care. So I’m like, okay, so maybe we should be looking at the KPIs that actually drive revenue. So I look, and this is specifically for your website marketing, right? And so I looked at all of the KPIs you possibly could look at, right? And I bolded it down to these three. And that is traffic, because without traffic you have no business conversions, without conversions, you have no business and your average revenue per client, the quality of leads you’re bringing in. If you increase each of these metrics by 26%, you will double your revenue. Just three KPIs.

Now, we just talked about Focus and the P3P. Those two things right there will probably increase your average revenue per client more than 26%, like that. And you can go back to some of your clients now that are PIDAs and tell them, by the way, this is what we’re doing and this is what we’re gonna charge, because a lot of people are not charging enough for their services, right? They’re just trying to get the business to the door. And it’s like, okay, wait a second. I’m undercharging. I’m losing money doing that service, right? So some of it has nothing to do with marketing, but quality of the leads is there. The great thing is this you as you’re increasing one of those metrics. So a lot of times if you have a decent enough conversion rate, so say you’re getting a two and a half, three and a half percent conversion rate. for every two or three people who, I’m sorry, for every hundred people who come to your website, two to three people raise their hands, right? And out of those, you’re getting a decent close rate, right? So then it depends on what your close rate usually is dot dot dot, right? So that’s all there.

Michael “Buzz” Buzinski (28:54.862)
But if you increase that by 26%, you’re only talking like a half a percent higher and you’re getting 20%, 26 % more revenue just like that. Just focusing on that one thing. Oh, focus, that word keeps coming up. I don’t know why. And the same goes for traffic. If your conversion rate, say study, and you bring in 26 % more traffic, you get 26 % more opportunities to sell and if you close and if your close rate is good, it stays the same you’re gonna have 26 % more revenue you add all three of them together it is an exponential or a leveraged equation that gives you double the revenue from your website and the great thing is that you can do it again and now you quadrupled your revenue

Jeffro (29:43.025)
Yeah. Why not? Why stop? Right? Keep doing it until it stops working. Do you find that most businesses are ignoring one of those three areas in particular? Like, is there a weakest link that you see when people come to you? Okay. So they’re undercharging.

Michael “Buzz” Buzinski (29:49.794)
Right.

Michael “Buzz” Buzinski (29:56.866)
Average revenue per client. Average revenue per They’re undercharging, they’re allowing tire kickers and pitas into their gates, in through their doors, right? The quality of their leads are very low, right?

Jeffro (30:06.929)
Mm-hmm.

Michael “Buzz” Buzinski (30:15.412)
So, know, so if you’re finding yourself and you say you have three levels of service and you find yourself closing more of the lower tier of the three, you have a quality of leads problem, which is messaging and or placement. So your traffic is crap. Okay. So, cause you’re going to have a high conversion rate, but if you’re only selling the bottom, you’re talking to the wrong people. Right So if we can get it to where your average buyer is now buying in the middle and you’re getting a couple more percent up at the top, that’s really easy to get 26 % more average revenue per client from that traffic.

Jeffro (30:58.62)
Well, we are getting at end of our… Yeah. I mean, I could keep talking to you for long time. This has been a master class, I think, guys. This is super insightful. I hope you guys are taking notes. I love the clear frameworks. Like, a lot of this is very practical and actionable, guys. You can take this and start looking at the metrics that you’re tracking or not tracking today and start tracking them and start doing this stuff.

Michael “Buzz” Buzinski (30:58.754)
But most people ignore it. Yeah.

Michael “Buzz” Buzinski (31:21.902)
Thank

Jeffro (31:24.86)
If you guys want to connect with Buzz and get a free copy of his book, The Rule of 26, you can use the links in the show notes. But to wrap things up, Buzz, here’s your final question for us. As we look toward the next 12 months, what is one thing you think service businesses should stop doing in their marketing?

Michael “Buzz” Buzinski (31:34.798)
Okay.

Michael “Buzz” Buzinski (31:43.202)
Oof. Stop random acts of marketing.

Jeffro (31:49.276)
You

Michael “Buzz” Buzinski (31:50.07)
Right? Like stop driving around without a plan. There’s so many people without a marketing plan because they just buy the next new shiny thing. And there’s a lot of new shiny things, especially AI. AI is a very shiny object and it’s very alluring, but in the wrong hands and an untrained hand in, and especially without a strategy, it is extremely dangerous. It is a very wasteful, I mean, it’s already commodity guys. Like it has been commoditized. You can get it for $20 a month. You can get all of the AI you possibly could ever want. And what, but it doesn’t mean anything. I had a client actually bring me his, his chat, GPT marketing research on something. I looked at it I said, okay, so just remember AI as a six year old, I, this is how I equate it is a six year old with all the knowledge in the world, but no context in the world it lives in has no experience, right?

So when you’re working with people who are talking about AI, make sure they have the experience behind what the AI is leveraging. Because these people are saying, I’m going to give you all these prompts. You don’t need prompts. You talk to the dang thing as a prompt, right? You don’t like something that spits out. Tell it, hey, I don’t like it that way. Stop doing it that way. It’s a six-year-old. You just got to keep talking to it until it does the way you want it to do it, right? You don’t need to buy 1,000 prompts. And you don’t want to have AI doing the work for you need to use AI to leverage anything you’re using it for. I don’t care what it is, right? Now there’s some things that it’s like we use it to compile data. It does that really well. Create executive summers. Awesome. But you’re always the editor of anything it outputs. So stop driving around without a stop marketing without a strategy. And

Michael “Buzz” Buzinski (33:50.806)
I mean that right there by itself will probably get you in the right lane and keep you from chasing new shiny objects.

Jeffro (34:00.444)
All right, well, I love that. Thanks again for being on the show, Buzz. Thanks to all you guys for tuning in. If you found this helpful, please leave a review and share the episode, and we’ll catch you next time on Digital Diagnostics. Thanks again, Buzz.

Michael “Buzz” Buzinski (34:11.438)
Cheers.