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Why Buy Books Or Courses?

Why buy books or courses?

My answer is of course my opinion, though that opinion is backed with many years of experience. And I presume you're reading my blog because you're at least interested in if not value my opinion.

Most people buy books or courses for the wrong reason.

Why Buy Books Or Courses In Your World

Here's what I see most people's buying behavior driven by in the online marketing world:

You buy books or courses because you are looking for the magic bullet.

You are looking for a quick win.

You are looking for the easy answer.

These are bad reasons.

The truth is you're unlikely to find the answers in what amounts to a shiny object.

Success comes from many factors, and most of all from the internal sense of success that you have about yourself. Your beliefs. Your outlook. And these lead to the actions you will (or won't) take.

My Answer To "Why Buy Books Or Courses?"

My answer, which you shouldn't really be surprised at by now, is quite different.

I buy a book or a course because I have identified a NEED.

There is a GAP between what I know and where I want to go.

Take this book:

operational excellence why buy books or courses

This is a $57 book.

Why did I buy it?

I was not looking for a fast answer.

I did not need help with process, in terms of "How do I do what I do?"

I wasn't lacking some transformational magic bullet that would change my life.

No.

I invested in this book because I wanted a specific thing. I wanted some words and phrasing around problems business owners have when they're looking for improvements in operational excellence. These are vital to the effectiveness of the starting point of my marketing & sales funnel.

What better source than a book on that topic?

Have I got some pain point language from my own experience? Of course. But I wanted outside opinions. Something different, something new to me.

And it was well worth it to make what a lot of people would think of as a scary investment ("No way am I spending $57 on a book") in order to find that out.

Note how specific my need was.

How easily success would be met by the investment.

How big the payoff is (five and six figure projects) from this decision.

And now contrast these terms with those, probably not fully clear or understood, you've been using in your decisions about why to buy books or courses until now.

>> Jason Kanigan is a business strategist and process optimization expert--whether it is a sales process or fulfillment process, we should speak. <<

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The One Right Way

The One Right Way is something everyone—even me—seeks. Let's look at a story about this idea: back in college 20 years ago, I tutored fellow students in AutoCAD. That's computer-aided design (or drafting).

When I was 18 I walked into an engineering office that had posted a job for a CAD operator.

"I don't know anything about CAD or engineering," I told them. "But I'm a fast learner. Let me come in for a day. If you like what I do, you let me stay. If you don't, tell me to go away and I will."

They took me up on that offer. At the end of the day, the owner told me to come back tomorrow. At the end of the week, I got a paycheck.

Over the summer they hired a bunch of people to help archive a military base...converting the drawings from paper to electronic. Come Fall, they let everyone else go and I was the only one left.

autocad drawing one right way great western king

So by the time I was 20 I had some experience to share. Here's what I found, and you can use it to understand people's behavior:

People want to be told The One Right Way to do something.

The One Right Way Is What Your Client Wants

Now with AutoCAD there are at least a good half-dozen ways to accomplish a task. You want to put a circle on the end of a specifically long line? Depending on the elements around it, you could crop, lengthen, mirror, and do a bunch of other things to make that happen at the right spot.

But people do not want to have that level of creativity. They don't want those options. They want The One Right Way.

I found tutoring initially quite frustrating because of this idea.

I'd have say three or four ways of doing something, but the person wouldn't want to hear about them.

"Just show me how to do it," they'd tell me.

So I would. I'd limit myself and show them just a single way to do the thing.

In your world, as a marketer perhaps, you probably know a good half-dozen ways to do what the client wants done. But the client doesn't want to hear all of those options.

You know why?

Having all those possibilities brings LESS confidence to them.

MORE uncertainty.

They have to try and think about all those ways it could be done...try to figure each one of them out.

And that's overwhelming.

But if you show them just ONE way of doing the thing, that gives them the certaintly they secretly seek.

This is why giving prospective clients only one or two options to choose from is most effective.

Clients don't want skill. They think they do, but they don't. What they're really looking for is certainty. So know what you know. Come up with all the options on your own. But choose a single way to present to them, and give them The One Right Way.

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Value Of Reserves: The Unexpected Problem of 100% Utilization

Value of reserves is a concept frequently missed in the real world.

Think it's good to have all your resources hurtling along at 100% utilization? Think again.

Sounds good, doesn't it. Everything at work on your behalf. Nothing sitting around. Money, people, time. All maxed out.

And yet—

—what happens when you run into The Unexpected?

What then?

100% utilization means you have no reserves. Whether the scope of the issue is big or small, it means you're in trouble.

This is completely contrary to “logical thought”, isn't it! Let's look at a few examples, though, and you'll see the problem right away.

value of reserves army

Value of Reserves In The Corporate World

The first instance is one I've witnessed many times in the corporate world. Again and again it has also been brought to me by high level consultants I work with, like a Change Management expert who works with IT firms employing over 1000 people.

The firm has teams that are working on highly technical implementation projects for their own clients.

They have a handful of expert-level staff, who are naturally at 100% utilization. They are busy, locked down on one project or another.

And then something breaks.

Something in another project falls down, and that one expert's attention is not just needed but excruciatingly badly needed over there.

But the expert's plate is already full. There's no more of their time to give. If management's decision is to pull them off the project they're assigned to and put them onto the emergency, what happens?

Hue and cry. Expensive overtime. Unrecoverable critical task delay on Project A. Stress levels up on both projects, in other areas of the organization as well as for both clients.

If the company had planned to have some of their expert resources in reserve, all this would have been much lowered or completely avoided.

Value of Reserves In Your World

OK, Jason, you say. That's a big corporate example. But I run a little business. What about me?

This second example is in your world.

You're a business owner who does it all: sales through fulfillment, bookkeeping and bottle washing.

Your calendar is booked wall to wall and you respect your calendar. There's always something more to do. And your money...well, it's working at 100% utilization for you and there's nothing to spare.

So how can you ever grow?

To improve you need, say, to learn how to use a new CRM. Heck, first you have to pick that CRM. But you don't have time to research. And you don't have the extra money to jump on a deal for software even if you do find something tantalizing. Then you have to find the time to learn how to use the thing!

No reserves. Neither in your time or your money. Equals no maneuverability. No ability to grow. Stuck in the same day after day after day in your business, never working on your business.

My third example is even simpler, from the world of home renovation. A building contractor I was speaking with not long ago blurted, “If only I'd had a little more cash available, this renovation would have gone much more quickly!”

Now why did he say that?

Was he simply wishing for more money? I don't think so. His complaint matched up directly with the things I've seen an experienced elsewhere when it comes to the use of resources.

His problem was not just about buying supplies. It was about scheduling, managing, handling The Unexpected. All adding up to a big headache for HIM.

Understand the value of reserves.

Generals throughout history have known this value: they kept some of their units in reserve to plug gaps in the line and take advantage of opportunities.

Those reserves give you flexibility. They give you the ability to handle problems with lower levels of stress. And they let you move faster.

100% utilization seems to make logical sense. But it'll stress you out, limit your growth, and cause you a great deal of trouble if you pursue it as policy.

>> Jason Kanigan is a business strategist and founding partner of The Closing Engine. To book a two-call strategy & adjustment consultation package with Jason, click here. <<