icon-folder-black Mindset Entrepreneurship

Silvia Myers - A Story Of Determination and the Four Quadrants of Growth

icon-calendar 2021-12-14 | icon-microphone 1h 28m 24s Listening Time | icon-user Joseph Ianni

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Although our episode was recorded some time ago, much of what I learned from my guest Silvia Myers continues to resonate with me, rather strikingly. From her background story which I will not do the the injustice of summarizing, to her characterization of two conflicting archetypes; one trapped in analysis paralysis, the other treating risk-taking like it's their profession and also her growth quadrant, I'm left with a prevailing sense of gratitude for this platform and the opportunity it gives me. An opportunity I am delighted to now share with you.

Silvia Myers (silviamyers.co) is an entrepreneur and eCommerce mentor, teaching online retailers who struggle to take their business to the next level, how to grow profitably online. She helps online stores take their ROAS to a whole new level through a self-created system that’s based on interpreting human behaviour through key simple metrics. Silvia’s successful community of online retailers has grown from Sydney, Australia to 35+ countries around the world with online retailers achieving some amazing results.




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[00:00:00] Silvia Myers: As an entrepreneur, you don't get any of that. And so, you need to look for things and push yourself to self-growth because if you're not going to be growing yourself, then the business is not going to be growing with you either.

[00:00:28] Joseph: Although our episode was recorded sometime ago, you know, all of these are, there's a couple of exceptions, but anyways. Much of what I learned from my guest, Silvia Myers continues to resonate with me rather strikingly from her background story, which I will not do the injustice of summarizing, to her characterization of these two conflicting archetypes, one trapped in analysis paralysis and the other treating risk-taking like it's their profession, and also her growth quadrant. Among all of those, I'm left with a prevailing sense of gratitude for this platform and the opportunity it gives me. An opportunity I am delighted to now share with you. 

Silvia Myers. It is good to have it here on Ecomonics it's an honor to meet you. I know it's early for you. Um, so, so thank you so much for being here.

How are you doing this fine morning? 

[00:01:11] Silvia Myers: Uh, hi, Joseph. Thank you so much for having me. I'm doing really good. Thanks. Just had my breakfast and ready to go. 

[00:01:18] Joseph: Well, I, I wanted to commend you for the material that you had supplied, uh, for my sake to help put this episode together, some people they'll provide, you know, white sheets, they'll bring up talking points. So it's not the first time it's happened. But given that this was more of a fast track recording and we wanted to jump into it sooner, rather than later, I feel like I'm already learning about how you have, you know, how you do things, how you conduct your business based off the thought that you put into this, despite the short notice.

So, so for that I say, thank you. I'm just going to be transparent with, with my audience here. Um, Silvia and I, we, we talked for like 20 minutes before we turned on the recording, it's jarring to have like switch gears and go, okay, well now the recording is on. Now is the podcast voice, uh, would that I could just perfectly seamlessly transition from, you know, talking prior to, to talking on the recording.

I would, but you know, we do the best we can with what we got. All right. Opening question. Tell us what you do. Tell us what you're up to these days. 

[00:02:17] Silvia Myers: So I am essentially an e-commerce, um, coach or a mentor. Uh, I'm an entrepreneur as well, and I help online retailers who essentially struggled to take their store to the next level. I help them, um, improve profits and, and grow. And I helped them run their store profitably because what I found is that lots of online retailers and lots of people in the e-commerce. The struggle just with making sales, that's the first thing that they struggle with. But then later on, they really struggled with actually making money and keeping the business sustainable.

[00:02:54] Joseph: Because I, I hear that, that term struggling. I think what that speaks to is the state of mind that a lot of people are in and yeah, it doesn't, it doesn't come up all the time. And I met a lot of the people that I talked to, you know, they, they help out and people have different reasons for it. So when, when people are coming to you, what are some of the things that they're, they're struggling? Are consistent reasons? Does it vary from person to person? Do you notice patterns in what it is that compels people to reach out? 

[00:03:22] Silvia Myers: Yeah, that's a very good question. So I guess depends on what stages they're at. Right? So we've got some entrepreneurs who are the beginning of the ecommerce journey and their question is all about like sales.

How do I make sales? Because that's kind of the problem they're facing. Right? Um, and usually this is what we call our, the entrepreneurs in what we call the, the first quadrant in a, we've got this power grid. And, and, uh, essentially this is the first quadrant is the entrepreneurs who are turning over between zero to 5,000 per month. And normally their biggest struggle is like, how do I make sales? How does this work? I'm getting traffic, but I can't convert it to sales. Like, please help me out. 

Um, and then we've got the guys who are kind of between the five and 20 and, uh, that's kind of the second stage of, of the power grid. And typically they're are like, well, I am making sales here. You know, I might be making 15, I might returning over 50,000 per month, but so what's like, I've been putting all of this work into that and I can really see the light at the end of the tunnel. Like I'm, I'm making sales, I'm not making any money. What am I doing wrong? You know, what is it that I need to do? What is it, what is it, what is the problem? So they kind of have the machine that's kind of going and, you know, there's the momentum, but they understand there is some sort of a problem, but they don't know what it is. And they don't know how to fix that. 

Um, after that comes what we call the third quadrant and that's, um, usually usually stores that are kind of up to 50,000 per month. And for them it's more like, well, I do want to bring this to the next level, but I'm writing. I'm really struggling with my time. So how do I do that? Like how do I even get that? And then we've got the stores that are then in the, what we call the fourth quadrant. And that's kind of, uh, getting to the mark of the a hundred, hundred thousand a month. And for them it's more like, well, what, what does the next level of growth look like for me? And what is it that I need to start doing differently to what I'm doing right now to help me get there. And again, to help me get there profitably and sustainably without going crazy. 

Uh, because essentially, you know, as entrepreneurs go through the journey, um, each and every one of them realizes over time that, you know, the, the journey doesn't happen overnight and it's not always, you know, sunshine and roses and, you know, lots of entrepreneurs start their store because they want that freedom. They want to live life on their terms. However, sometimes over time, the business, you need to feed the business more than the business feeds you. 

And so throughout this journey is not just about your store growing, but it's about the entrepreneur as the personality growing to become the CEO CEO of their business and all their life as well, ultimately. Right? Cause it's like, well, you know, all of us, like here have these great CEOs out there in all these companies, but it's not like there was a school for CEOs, right. So nobody tells you like, what do you need to do? How you need to do it sports you need to delegate. And so it's kind of like an ongoing journey through, um, what we call the quadrant.

So that's, that's at the core of our methodology is that power grades, you know, like, um, you know, the different stages and the different struggles people are going through and not just the struggles, but also the questions as to, you know, what does that next level look like for me, how to get there.

[00:07:13] Joseph: That is a, a great answer to the question, what sticks out to me, especially, and it really came to fruition, I would say in the third quadrant, which is when the entrepreneur has to start, I suppose, uh, learning to delegate and recognizing that their time is going to become exponentially more valuable in certain areas and decreasing the valuable and others like to use a rather, um, wrote example would be if they're still doing customer service or they're still, you know, going through the, the emails you've been doing chat, something like that is now disproportionately not valuable, considering all the other things that they have to do.

So with that, what really stuck out to me is, and, you know, I don't recall every last thing that was said on this program, up to this point, as much as I try to, but what's, I think distinct here is there's also that personal development that I think has to happen in each of these four quadrants when the entrepreneur has to grow somewhat as a person between part one part two part two to three, and then three to four, and then, and then beyond, am I onto something here?

And have you noticed a change in the personality and in the mindset and their habits, maybe even like what they eat for breakfast to actually get them to run a business in those higher quadrants? 

[00:08:35] Silvia Myers: Hundred percent. There is a, there's a huge difference. And I, and I guess if I can wind that back little bit, um, it's kind of think about it as starting your career, right?

So you typically start your career, you know, either you a fresh graduates or you finished school, whatever, you know, wherever you start. You don't necessarily start and, and say, hey, I'm now a CEO of a, of a big study well-established company. You start somewhere as a junior. Right. I even, I even remember in my first graduate job, they, you know, my supervisor, even, he used to call me junior, you know, calling me like with my name. It was just saying junior. 

[00:09:15] Joseph: He was used to addressing people based on the title. 

[00:09:17] Silvia Myers: I think he was more of a joke. Like, like now we had, we had a very good relationship, but it was, it was just a joke. Cause I guess I was like the kid in, in the, in the team at the time. And so, you know, he, he loved to have even like the band towel off calling me a junior and you know what I meant.

Be decided by that is that we kind of grew into some sort of a career, right? It's like, you go to school, you go to university, then you started your first job. You've got a supervisor. And that supervisor tells you like, this is your job description. This is what you need to do. And this is how we're going to measure your success. And with these indicators, once you hit the number and the number is going to be here, you're either going to get bonus or you're going to be promoted. You know, you're also being told, what the apartment are you in? Like, it's clear, you know, you're in sales or you're in marketing or you are in accounting, wherever you are.

And you are also being told, what department are you not like, hey dude, you are not HR. You are not making decisions about HR. However, you know, our biggest customer internal customer is it, you know? So like all of these things are given to you. And then, you know, when you're managing as a manager and the manager has a manager and the manager has an agenda, it goes forever until those, the CEO right over time, like, it becomes clear to you and you, and you learn. You know, step-by-step step-by-step over time until eventually you are like, okay, I got this. I can run, not even the business, but I can run this one little affection of this business. 

But when you are an entrepreneur and you are starting your e-commerce store, nobody tells you any of this stuff. Nobody gives you a job description. Nobody tells you what departments you've got, who you need to interact with and what are the success measures, right? Um, you are not being told like, okay, this year, you know, these are your skills. We want you to improve. And next year, these are the skills we want you to improve. You know, like in a corporate world, like you always get those objectives. And they're like, well, this year, you know, we working on your, you know, stakeholder management and, you know, next year we working on your productivity or ability to organize or blah, blah, blah, you know, but as an entrepreneur, You don't get any of that. And so you need to look for things and push yourself to self grow, because if you're not going to be growing yourself, then the business is not going to be growing with you either.

And, you know, going back to your original question, like a hundred percent, I've seen a huge correlation between how businesses start and when they, and up and up, and it's very much tied to the growth of that business owner of the entrepreneur. And I've seen some guys who have that really well at the beginning, but then when they didn't really push themselves to grow further. And so some guys will look like they were going to be superstars, didn't end up making it. You know, there were some guys who were. Um, you know, going from zero to 30 K a month, like very, very quickly, but then couldn't break through because they just didn't have already takes and when willing to live for it. And then we had some guys who, you know, got stuck at the beginning and then eventually pushed through and, you know, continued on the journey. 

So in my opinion, it's not like one thing it's about the massive imperfect action on a regular basis. Like every day, like, what are you, what are you doing with yourself? How do you show up? Um, you know, you asked me like, what is, what is one of the main things, you know, did I eat something for breakfast? Um, this one of thing, it's so much eating, something for breakfast, as much as the accountability, it's like, okay, it's not my business is my business. It's my baby. I am responsible for feeding.

I am responsible for keeping it. I am responsible for bringing it to fruition and, you know, bringing it up as, as if you were bringing up your child, I guess, and, you know, it's my accountability to do that. And I think what I found is that entrepreneurs who end up struggling are the ones who don't have better accountability, who just, you know, end up wanting a magic pill or like, just fix it for me. Like, so they just fix it for me or just, or just give me this, or just do this for me. Or I'm just going to find an NGC who's going to do sales for me. You know, I've, I've seen like hundreds and hundreds of entrepreneurs who just wanted the agency to do the Facebook and Google ads for them without having a clue, what they're outsourcing, you know, nobody's going to run business the business for you.

I think that's the bottom line. That accountability. I think that's where it all starts. 

[00:14:25] Joseph: That's an incredible take on it. And there's a number of things to, um, definitely, uh, extract from that. So one of them is. In an earnest, this was something that was a little bit later down in the, uh, in the list of questions, but I'm happy to, um, uh, weave it in now rather than later is what are the things that, you know, we talked about even before we have recording is, you know, your, your desire to be free so that you can do things on your terms rather than on the terms.

This person would on the terms of this person on the terms of this person. And I don't think that there is a motivating factor that is any more potent or any more fundamental to ought to the entrepreneur's desire then than freedom. It's the more I see it, the coronary I gets, but, uh, I, I mean, in, in all sincerity, so what I think is happening is people, they, they hit that roadblock and they, and they want the things done for them. And in doing so have somewhat condemned themselves to not being, not being free, to continue to rely on structure, to guide them in order to be independent, you have to devise your own structure. You have to be able to set your own rules. And as you say, you have to be accountable. 

[00:15:34] Silvia Myers: Yeah. Yeah, absolutely. And, and, you know, and I guess the structure is something that we help entrepreneurs with, you know, a hundred percent, I guess we have recognized over time that there is no structure, right? Like you've got things. Coming at you right. Front and center, but that structure is so important, but that structure doesn't go without that accountability. Right. So kind of those two need to go together because somebody can give you a structure, but you still need to be accountable for your business. And firstly, mostly also to your customers. Right? So, um, you know, I found that lots of entrepreneurs start a business because they do want to be free, but that business can only exist. If you've got an offer that's appealing to a certain group of people who are your customers. 

And, and I think that's, you know, once you start drilling through that, that's another part where I think in the e-commerce world, because it's all online and you know, we've got numbers and we've got facts, which is amazing and which is what I love. But sometimes we forget. But every clique or a lack of it has a person, a human being at the other side. And I think, you know, that that is something e-commerce store owners in, particularly the ones starting out. Like they need to recognize this. This is, this is a human being on the other side. So what am I doing for them? What am I delivering? 

[00:17:07] Joseph: Yeah. So one of the, um, one of the points that I had written down is so when someone is in a, uh, is an, is an accompany structure, um, and then let's just say that, you know, customers are involved as they often are. There is a tension between, um, being of service to the customers, but also being of service to the other people in the company, namely the, the people above.

You know, bearing in mind that I'm in a company right now, but I, they, they gave me a great, great deal of freedom to do things on my own time. So, you know, I'm, I'm, I'm learning as I go, how to be more entrepreneurial, you know, as a as time goes on. So I just want to be out transparent about that because if I don't find out the irony, somebody else will anyways.

So I think what happens is a lot of their ability to, to grow and have a, uh, a sense of progression is, and as you've described, based on the metrics provided by the company. Now, when you're, you know, when you're not an entrepreneur, that's no longer there as you say, but what is there? Continue is the, is the customers.

And I used to make this argument. I don't make it anymore. Um, because my mind was changed on a little bit, but I used to say that in this sense, your boss, which used to be one person is now fragmented out into thousands. If not tens of thousands, because in one way, your customers are your bosses. They're the ones that are, you know, uh, and I shifted a little bit on that because it really, it comes down to being of service to others.

And so, yeah, I could still say they're the bosses, but in reality, you know, you are service to your customers. So what I want to ask is if there is a, a parallel, um, where the customers have the ability to influence the growth of the entrepreneur in the same way that your bosses or your managers or the CEO might also influence your growth there at first, it's a yes or no question, but it's also about, you know, have you seen this, have you seen customers really guiding people based on their demands and their wants and helping the, the, the sellers grow into the, the further quadrants? 

[00:19:15] Silvia Myers: This is a very good question. Very good question. Thank you. Yeah, I would say yes, I have seen that, uh, but it doesn't happen in a way how we expect it or expect in that kind of continuous improvement cycle is that, you know, we put out that minimum viable product let's say, and then you get feedback from your customers and then you improve it and so on and so forth.

So I guess what I was trying to say, and this typically happens in software development, right? That you put out a minimum viable product and you get feedback, you improve it. And, you know, he says demand and all that type of stuff now in e-commerce it works slightly differently in my opinion. So yes, hundred percent you are being guided by customers as to what's coming next, but you are not being necessarily verbally guided.

It's more about understanding what their feedback is through certain behavioral patterns. You know, all of us understand that there is a click through. All of us in marketing in the marketing world, we talk about click-through rates and we talk about every values and we talk about conversion rates and you know, each and every one of us can like Google, like, well, it's the best, you know, what's the average conversion rate or what's the best practice conversion, right? Or what's the best practice, open rates, you know, on an email or click-through rate on an email. 

And, and these are just numbers, you know, but when you put them together, they're telling you a story. And I think this is what is really important for e-commerce owner to understand that the story congruently is a story told by your customer needs. And it's really a beautiful story that you can easily adapt to. If you start watching what it is, I'll give you an example. 

Um, one of the things that I, I find particularly the starting entrepreneurs struggle with is even understanding the buzzword funnel. You know, like how many of us have walked into a store? Like we did this all the time. We go and walk into the store and you walk in, you have a liquid, there has sometimes you in touch things sometimes even try them on sometimes even ask about the price. And then you walk out like in a shopping mall, it happens all the time. Right. But somehow in the e-commerce as well, we expect the person to come in walking, try it on and the pull out level, it invites straight away.

So why do we expect a customer to do the set, to do that online if they're not doing that offline? Right. So essentially I guess the first thing. You know, one needs to understand is that it's not a square in terms of like one visitor does not equal one customer. You know, it's a funnel. You need to have multiple visitors to get a few customers.

And the more visitors, the more high quality visitors who actually are interested in you get the more sales you're going to make at the bottom. And in this way, it's, it's throughout this continuous process that a customer can lead you to understand what do you need to correct? And what is riding and you know, what they like, but also what they don't lack. And B, it also helps you understand how relevant you are and actually grow your business and grow yourself as a result because you get to understand the patterns, like, what is, what are the patterns here? What is it that I'm, that I'm looking at? What is it that the customer actually wants and how can I do better?

[00:23:17] Joseph: This was something that was a pretty significant eye-opener for me. Uh, in, in looking through some of our preliminary material is, you know, when you, when you talk about customer behavior in a store and, and I should mention, by the way, you know, I've been in the retail sector for, uh, for, for a while, you know, I've, I I've paid my dues in that.

And quick aside, I, we, you know, one of the things that they would track is actually foot traffic. Every time they walked in, the, the timer would go off. And so they, they, they, I mean, they didn't think that every person who walks around was going to turn it into a sale, but they were measuring is, you know, the, the average, then the value of it. And I, and I don't regret doing any of it because it was interesting to experience the pressure that a seller or an employee is under when the human behavior is supposed to translate into accurate data. But there's this nebulous territory where it doesn't factor in everything. And like somebody says, oh, you know what? Uh, my wallet's in my car, I'll be right. The data, doesn't tell you that story. Um, so, so getting back to the question that I wanted to ask is you, you described that customer behavior is actually less honest in person than it is online and I'll start it off, but then I'd love to hear you expand on this.

So brief example of somebody who walks in and they say, ah, I'm just browsing. But in actuality, they're actually ready to commit. They just want to be left alone or, you know, they, they they're thinking of buying. And so they ended up using the salesperson's time for 30 minutes, 45 minutes, but then they, they, they, they didn't commit and they weren't really even be truthful with themselves, let alone the, the, the seller and, and there's this intersection between the pressure that sellers are under in order to convert the pressure that the store is under to keep the lights on the pressure of the mall and all of that really influences customer's behavior.

So I don't blame people when they say just browsing. I used to say like, oh, so what's on the mind. Just try to like, you know, just talk to them and not immediately jumped into trying, not trying to sell them something like that. But on the other side, when you have online behavior, um, people are, you know, they're, it's a much more intimate setting.

They're on the computer, they're on the phone and they're just minding their own business. And unless you're like me and, you know, I wear a 10 foot, 10 foot high kind of guy. So I kind of assume I'm being spite on most people who, you know, believe that their, their actions are completely under themselves.

So that's, that's some of my takeaway, but let me, let me, let me summarize this so I can actually turn it into a tangible question is, can you, uh, expand on the truthfulness of online behavior versus the, uh, unfortunate but dishonest behavior that comes from, uh, shopping in, uh, in the offline sector? 

[00:25:59] Silvia Myers: Yeah, so essentially, you know, think about it. You already, you know, you already mentioned a little bit of that. You walk inside the store and you say, you know, I'm just browsing or I'm just doing whatever often. I guess when you have that face-to-face contact, it's hard to give people real feedback, right? Like, like how many times? And you know, I'm sure, like, you know, lots of people can relate to this.

Like you go into a store, you try on something and then you try it on and you might kind of like it, but it's not eat. Then you look at the price tag and you're like, man, this is way too expensive. And in the meantime, like you've got the, you've got the person knocking on the door. How are we going? You know, how is the size?

Oh. And then you opened the door. Let me see you. All this looks gorgeous on you. And it's like, no, it doesn't. No it doesn't, but it's not going to say F off it doesn't, you know, you're not going to say. 'cause you don't know that person, you know, that that person is really lovely. They're trying to do their job.

And all you're trying to do as the, as a shopper is just get the hell out of there. You know, because this is that point where, you know, now if you've lost that now you've lost that kind of connection. And now it's becoming a little bit uncomfortable for, you know, a human being. So you not going to keep like walking around the store and, you know, trying on more stuff or, you know, I'll give you another example of you go to the store and then you put 50 things inside of your basket, like walking out of that store and just placing that basket on the floor and running away like that. It would be quite uncomfortable. Right. 

And so, because of this human discomfort, we just come up with excuses. We just. You know, either don't even go into that store. Like, I even remember my dad, like, he's, he's a bit shy and he just wouldn't even go into a store if he thought there were too many shopkeepers in there. Cause he's like, oh, and then they're going to ask me, and I don't know what I'm going to say. Uh, cause I'm not going to communicate expresses. So I'm just not going to do that. Um, and so essentially you think you're getting real feedback and lots of, lots of the times, you know, physical retailers, when, you know, the push came in with a pandemic that all of them had to go online. Some of them saw that as a disadvantage, you know, because they were like, we know our customers, we can talk to them, we can help them. And yeah, a hundred percent like that human touch, if you have an ideal customer coming through the door, physically, you know, to physical store, that human statue like that is priceless.

However, online we don't have any of that. BS stuff, you know, like I'm just browsing, I'm not busy. I, this dress is too expensive. You can religious start watching the patterns and the patterns are in those key, simple metrics. Um, but the trick is not to get overwhelmed and not to start looking at everything and anything.

But the trick is just to start looking at few little points, like I'll give you, I'll give you an example. Bounce rates in e-commerce super important, super important, because what we found through working with hundreds and hundreds and hundreds of stores is that ideal bounce rates for checkout are somewhere in the sixties.

You know, you go above that, they're walking into the store and buzzing right out. Cause they're like, yeah, nah, I don't like this. You you've got something below the. You know, if it's in the forties or fifties, then they're probably just browsing and browsing and browsing, but you're not giving them a reason to actually, Hey guys, there's this time now you're not giving them a reason to check out or they just get lost or they might not even be the right audience.

So obviously, you know, the numbers slightly different based on, you know, what products you're selling and so on, I suppose, but, you know, for the vast majority, for the most part, and of course you need to, you need to correlate it with other, other numbers in your store, but you know, for the vast majority, like what's your bounce rate. If, if, if it's in the sixties, you know, I have it look how it correlates with your conversion rate. Like, like those do boss rate and conversion rates, direct correlation. 

[00:30:40] Joseph: I wanted to, um, just make a few points just about the, uh, about the retail experience. Cause you know, I, I like to harp on it, but there are, you know, there, there are, there are positives to it too. Um, such as what you described with being able to help people directly. What I would say is probably one of the best retail experiences that I had lately, um, was, um, shout outs to Casper mattresses. We had just, you know, we were in the market for a mattress and we, and we went to the store and they understand that most of their business is conducted online anyways. So their job was really just market the mattress and yeah, you know, you get some conversions here or there, which is great, but they understood that the purpose of this is to actually. Move their brand from strictly an e-commerce brand into a conventional brand. And so, and then that way, you know, final traffic to online.

So it was about, you know, melding the strengths of both. And, and that is where I'd like to see and to my audience and especially to my video editor, sorry about the lighting. I'm just, uh, learning the new, the new camera. It's a little, uh, over-reactive like the, uh, but anyways, that's what I'd like to see happen to retail is no, just focused on the human connection, focus on the, uh, on, on the pure marketing.

Yeah. You don't convert, but you have everybody having a positive experience and that's kind kinda where I want to see it. So I just want it to kind of like wrap up that point about retail. Um, you know, just to give both sides a fair shake. 

[00:32:01] Silvia Myers: It's just, if I may add to that, that is only possible if you reverse that. Right. So lots of physical stores kind of had that online as a backup. So this is the other way around. So if you're doing the other way around a hundred percent. Like some of the most successful online furniture stores have done that. You know, they started online first and then later on, they build a showroom, but it's an opposite model to a store that started as a physical store and is having troubles to convert it to the online world.

[00:32:43] Joseph: Getting back into, to metrics because I think this is really where your expertise is. Who's going to be most appreciated by our audience. So, um, we're, we're, we're going to circle back to some of the, you know, the opening threads here, which is so if somebody, they exit the corporate structure, they're gonna make it out on their own.

And naturally the logical thing to start is sales as like the key metric for them to go off of. And so, um, so you've touched on a bounce rate, um, and what I'd like to, uh, continue on your is the metrics that are key to identify before the sales started rolling in. 

[00:33:19] Silvia Myers: Yeah. Great question. And, and for those guys who are starting out, I would say those, those guys don't even watch bounce rides because for those guys who are starting out, what are you to understand is like, what goes into that sale? You know, it's kind of like baking a chocolate cake, measuring how many cells you got. It's like measuring how many perfect chocolate cakes did you bake, but the chocolate. It's like as, as the results of something, right? Like you've got the ingredients you have to put in milk and, and sugar and butter and eggs and flour and chocolate, whatever goes inside that chocolate cake.

And then it goes through the cooking process in the oven. Right. And then it's all about like how long a cookie for what temperature is it on and, you know, blah, blah, blah. You might even put some final touches, like I sing or whatever, and then you've got the chocolate cake. And so what, uh, online retailers really need to understand is that the same is, would sales, like the sales that's the outputs, but there is a process and there's inputs their goals inside to then. Right. 

And so firstly, and foremostly, it's all about like how, you know, how much traffic are you getting to your store and is the traffic of high quality? Are those people actually people who are. Likely to be buying or are you just attracting a random group of people just so that you can say you have visitors to your store because there is a fundamental difference, right? And, and particularly when you are a small business, you know, where you spend your budget and how you spend it crucially important. You know, what I found is that entrepreneurs often start with, I guess, modeling brands. They know, but modeling brands we know are brands like, you know, Coca-Cola or, uh, you know, union Unilever or whatever big brands there are.

And, and these big brands typically start with wards. Uh, I call it the billboard strategy, you know, like you just randomly have a billboard on the freeway and you don't know who you're going to get, but that's okay because they can afford to do then billboards on the freeway. But as a small business, you can't afford to do that.

And, uh, so firstly, and mostly you need to start looking at your audience. So, you know, where is your audience coming from? Um, how are you driving that audience to your store? Are you driving just like random audience or is this audience actually set up for conversion? Like, is this a conversion audience? Are these people who are looking to buy? 

[00:36:04] Joseph: If I may, one thing I wanted to, to touch on, I think, cause a Coca-Cola, I mean, I bring it up. I, and I know my examples. I tend to go with pretty mainstream stuff, just so everyone's on the same page. And what I think is also, um, distinctive about what they're able to do is yeah. I mean, yes, they want to sell cans, but I think beyond that, what they're also aiming to do is really cement themselves as part of the lifestyle of, of, of culture. So even if somebody doesn't want to drink soda. Or maybe they, they, they like soda. They just don't want to drink Coke. They're on all. They want to drink Pepsi. And now there's a cultural clash between Coke versus Pepsi and actually gives people an extra facet to their personality, a small one. But these things they add up can coming from, from, from the gamer space, you know, don't get me started on the console wars. Now that was what, that was a whole thing that made school a lot harder than it should have been.

So one thing that I'm, I'm, I'm, I'm curious. And this is more like a speculative question, but I really like to hear your take on it. Um, w as I mentioned how say Casper mattress, for instance, um, are, are working on bridging the gap between e-commerce and, and, and just conventional commerce is have you seen, um, either, you know, by your own, uh, uh, hand or even by some of the people that you're studying under, or even just through osmosis, through, you know, able to you speak to people that you've, uh, some of your colleagues, have you seen brands come up with a strategy to really pass the e-commerce threshold and into the more conventional threshold? Because in my view, I think that is a goal that a lot of brands want to have, which is, you know, we want to be cemented in, in society. We want to be, uh, recognized we want to be a part of people's lifestyle because then we're people are marketing us just by having conversation. 

[00:37:48] Silvia Myers: Have I think brands? Yeah, I I'm pretty sure. I'm pretty sure I have. Um, I can't name any of the top of my head, but, um, I'm just thinking of some of the like, uh, online mattresses as well, as you mentioned too, there's a big brand in Australia called koala. Uh, they started online and, uh, you know, it's definitely becoming if they're selling the, I guess in the officially startup stage, but in a huge, huge startup stage.

Um, and other, uh, online, online retail store, uh, in Australia is temple and Webster. Um, they sell furniture, so definitely started as an online business. Um, you know, becoming in a, really a household brand, one of the fastest growing retail. Uh, and the same way fair in the US and you know, and, and the UK markets.

I mean, they also started online as far as my understanding goes, um, and really became a household brands. So, um, hundred percent like a hundred percent, I, I am sure that there is like dozens and dozens and dozens or hundreds more that I could name, but I just don't have any prepared right now. I couldn't get back to you and they don't want yeah. 

[00:39:06] Joseph: No worries. It was a, yeah. Um, even the ones up off the top of the top of your head, like even Wayfair waivers. And it's just an example because there is an example of one that I would have just. Taken for granted like that they have been around for a while. So there there's a, there's an insight there about, you know, position yourself as, so we've always been here.

What are you, what do you mean? , we've always been here. We just, yeah. Anyways, I'll, I'll leave it at that. 

[00:39:30] Silvia Myers: Or actually there's one more example that I just, that I just remember, uh, do you guys know, um, in Canada ugg boots, have you heard of? 

[00:39:40] Joseph: Ugg? Yeah, I know the boots. Yeah. They, they come up. 

[00:39:45] Silvia Myers: Yeah, I've got pink ones. Um, anyway, I love my sneakers, so, um, but that's also a traditional brands. I mean, they probably want the other way around, but it's also actually the show brand that is mainly online these days, you know, like they've gotten maybe four stores around the world that's it, like majority of the sales come online.

[00:40:07] Joseph: This is just purely for a personal, but let's just say hypothetically, I wanted to buy that as a gift for certain someone you'd like them to. 

[00:40:14] Silvia Myers: Yeah, they are very comfortable. Okay. This one's I'm brand new. I just got them yesterday. Uh, yeah, very, very comfy and warm. And, uh, this one's very brightwhich is my thing.

[00:40:27] Joseph: I had to get that on my system because there's always a gift that has to be bought at some point anyways. So, um, so getting back on track here. So one of the next things that we wanted to, to also cover is, you know, you have, we have our data points. Um, we have our metrics, um, but analysis is the next, uh, limiting factor for a lot of people. And what we, what I, what would we talk about in, in the material that, uh, we were looking to looking at prior to is you have these two extremes. So on the one hand you have, I mean, either they don't have any data and they're just, I don't know, through rolling the dice or they have the data, they can't make sense of it.

So they just roll the dice. And this is the gambling extreme. And the other extreme is the analysis paralysis, where they have the data. They either, they don't know what to make of it, or they constantly tell you they don't have enough. So, uh, can we go through these and, you know, and discuss, I guess, the corrective method in either case and how they can send them.

[00:41:20] Silvia Myers: Yeah, yeah. A hundred percent. Okay. So this is, I guess, one of the behaviors or some of the behaviors that we observed other we've got, we, even as everything in our method that we teach, we split that into, uh, I guess quadrants. And these are also entrepreneurial behaviors. So, uh, we've identified that we kind of have four entrepreneurial behaviors.

So one of them and I, and I'll touch on each of them, but one of them is what we call the gambler. The second one is what we call the graduates and then we've got the experts and then we've got a CEO and so essentially and gambler has huge advantages. A gamble has an advantage because they take action.

They're like, yeah, I'm taking the leap of faith and I'm taking action. Now. Unfortunately, the problem with a gambler is that they are taking action on something that they don't know what they're doing. Right. So I guess lots of entrepreneurs that we work with, you know, they're that stage way, you know, they are, the hits started to make some sales. Uh, but now they're all of these screens they're are looking at because lots of our, lots of our, um, lots of the entrepreneurs we work with, you know, their, their product makers as well, or they could be product inventors. And so suddenly they see these screens and it's like, oh my God, what are these screens?

You know? So, uh, for some people, the easiest thing is to like, just close the window. Cause it's like, oh my God, I just cannot deal with these cranes. Like what is going on? Uh, some people just go like into full panic mode, like, oh my God, what am I looking. Well, some people end up doing, and this is where the gambling comes into swing is that they're just like, I don't know what this is saying. Let me just take whatever action. I just download all of these apps and I install these apps and I pay these guys and I paid those guys and I'll just like, You know, throw everything, throw everything on it. So that's kind of the gambling, uh, the gambling, uh, behavior.

But again, let's, let's just point out that the massive advantage of a gambler is at least they're taking action, but it can be really expensive right now. The second type of behavior that, that we've got is what we call the graduates. And that's a person who originally like, takes like magnifying glass and it's like everything under a magnifying glass, you know, you've got like, I've good luck for visitors coming to my store. And, you know, often we find that these graduates, they like watch them. I now watch the customer lives and then they went there and then they went there and then this, and then they dropped off. And as a result, like they're so microscopic everything that they think they have patterns and that they're really smart, but they don't even have patterns because four or 10 visitors and you know, that just like watching them one by one. And then based on that information, they're taking some small action. And this is the problem because when you've got like, when you're, when you think you are making statistically relevant a conclusion, but you're not, you might end up changing images and changing pricing.

And this is what we see all the time. Like we see all the time, the gamblers and the graduates just forever and forever and ever changing product images, changing pricing, swapping the themes, moving things around, installing apps. And then at the end, they're like, I've tried everything. I've tried everything, nothing worked, but you know, it's like, you haven't really tried everything.

You just mumbled things around in these two behaviors. So, you know, either you've been rolling your dice and you just been doing everything, but without any kind of like, Or you'd been kind of stalling your progress because you'd been microscopic on for visitors. Um, and so I guess from that stage, we, we help people to move into what we call the expert stage and that expert stage is that understanding, okay, this is how I drive high quality traffic.

You know, these are the metrics that I need to watch for which, which I can talk about those metrics too, if you want. Uh, not sure, you know, how much detail is too much detail. I just don't want people to get overwhelmed either. And you know, these, this is the patterns that I need to watch, and this is how I convert, but that expert also has a message tab problem, cause that expert, and that's normally the third squadron stage where they kind of have the head on where they believe that they have to do everything because nobody else does it better than them, which is true because nobody else is ever going to be the owner of your business.

But you, but at some point you need to value your time more than, than the money you were paying. And at some point you need to, you know, put the leap of faith into others as soon as the fourth. And the fourth stage is essentially what we all aiming for and that's the CEO, right. That's director head. And so, yeah, essentially the most common are the first two, the gambler and, and, and the graduate who does the analysis paralysis and, and that's, that's kind of what we want to bleach, right?

So the way how you breach that is having understanding of what is a minimum number of visitors you want to have coming to your store on a daily basis. And so what we always say is the minimum, particularly if you're in the first quadrant, the minimum you want to, you want to have hundreds so that you can at least draw some conclusions out of bed, but obviously hundreds, uh, hundreds quality visitors. So, you know, there is no point of doing analysis paralysis on your website and watching your Shopify analytics if you are not clear on how to even set up your Facebook ads or your Google shopping ads. 

[00:47:08] Joseph: I recognize that, you know, we're, we're, we don't have all the time in the world. Um, so I'm going to them and people are welcome to always come back on the program.

So, uh, what I'm, what we're finding is the more granular stuff is usually safe for like, you know, the second visit or the third visit. So with that in mind, what I wanted to actually commend is the positive quality of the gambler. Because as you say, you know, these are the people who are actually taking action. And in some way there to distill that to the fundamental is in some way, anybody who was in entrepreneurship is taking a risk, right? It's uh, it's, it's, it is gambling on informed gambling, but it is taking a risk on doing things our own way, rather than, you know, adhering to adhere and just structure. So there are commendable qualities in there and that's, and that's just one thing that I wanted to articulate because it's important to not castigate people who happen to be in these, in these roles.

They have, they, that there's good. There's good reasons to be there. So in, in some way, uh, having that, that will to just go out and be all right with failing is something that pretty much everybody needs anyways.

[00:48:16] Silvia Myers: A hundred percent. And the thing is, and yeah, that's, that's probably what I, um, you know, constraints a bit more, is that a hundred percent the gambler, uh, the gambled tech section, which is fantastic.

So they also have lots of energy that they're putting out there, the dangerous of course, that they ran out of money. So they just need to recognize already. Today's recognize that they're a gambler to put a little bit more structure into that now. The graduate is typically somebody who used to be a gambler, and this is why they are graduated because they used to be a gambler.

And then they went full 180 and they're like, no, no, no, no. Okay. Now I'm going to do things the right way. So I'm just going to do analysis process on this for visitors. And I need to learn more and learn more, learn more. And this is also a dangerous thing, you know, with, with entrepreneurs where they feel like they have to go to another school and to another school and to another school and to another school because that, that also, um, can start preventing the growth, right?

So what are we looking for is somewhere in between, like, you know, you, you've got to be taking action, but recognizing that, um, you know, you need be more structured into them cause otherwise, you know, you can end up giving your money away and, and which is something, by the way, you know, I have experienced on, on, you know, on my own scheme, through my own experience. It wasn't pretty, uh, let's, let's just put it that way. 

[00:49:37] Joseph: Um, it reminds me of, um, something that I learned in drivers out of all places, because they, you know, they'll, they'll, they'll show those videos about, you know, driver behavior and the different, no drive for avatar. Uh, aside from, you know, how to do a turn say, no, the thing that really stuck with me after all these years is they're showing some of the different characters that you'll find on a freeway.

And one of them is, you know, respect and an elderly person. Um, but this person was driving slower than basically everybody else in the freeway and was saying, well, I'm just, I'm just trying to be careful. But what was happening was being too careful is actually its own risk because if you are, you're actually a liability to others, uh, the traffic that might need to merge and now you're, you're getting in their way.

Um, so there's actually a lot of, a lot of risks to being over careful. And I would also make that same association with even having a savings account. I love talking about this cause you know, it took me a long time before I started understanding finance. And if you, if you just let your money sit, it actually loses value over time because of inflation. So you actually have to have a healthy amount of risk really in order to get ahead. 

[00:50:45] Silvia Myers: A hundred percent. Yeah, exactly. So it's like, as you said, every entrepreneur is taking a risk, so, you know, what are you going to do with the money that you have? You know, are you just gonna like slowly be bleeding? It that's essentially is the person who is not taking the risk.

Right. Cause they, you know, if you're not looking at generating any sales, then you just slowly going to be spending your expenses or are you going to put that leap of faith and actually take action? So yeah, a hundred percent agree. 

[00:51:13] Joseph: Well, we've got, so we got some time left that too much time where we do got some time. So one of the things that I wanted to also hear about was a case study or two. Um, so there's two that stuck out to me, uh, from the ones that you had supplied. So one of them is the bicycle apparel, uh, and a sports clothes. Oh, I see what I did. I wrote him, I wrote them into both different, so the bicycle apparel one and then the sports clothes one.

So the bicycle one stuck out to me because I saw the increase. Uh, is like two K uh, revenue. And then, well, my, it was a significant more than that. It was like a 12,000, basically like 7,500 per each one K and increase. And the other one was, and this is, uh, you know, one of the current hurdle where you have no revenue and then they have some revenue. I didn't write it down. It was like 5.8 K. So, um, I'd like to hear about what are some of the, um, the limiting factors and what we were able to do to, uh, declare these, uh, to clear these hurdles, you know, considering everything that we've talked about today. 

[00:52:13] Silvia Myers: Yes, of course, of course. And I just kind of want to point out. You know, for everybody to understand that there is not one thing, right? There is not one thing. There is no magic pill. It's that massive imperfect action. It's really putting structure into what you've got. And I also want to point out that the, you know, the case studies or the results our, our network has generally, they're not mine, they're their results, right?

Because we teach them through our methodology. We take them through that step by step, we give them tools, but it's up to them to take action and up to them to generate their results. And, and the same with these guys, you know, I just want to. Put it out there the day, put in like ridiculously hard work to make this happen.

And, and, you know, they deserve all of that success hundred percent with, um, you know, with, with everything, uh, on top of that. Um, and so I guess the first one, you know, we, we talked about the bucket peril, so this is a, um, this is one of our amazing, wonderful students. His name is Austin and yeah, I'm just, uh, you know, so happy just thinking about him because he is just an amazing, amazing person and amazing entrepreneur, you know, he's, he's gone through a huge growth journey.

He put in so much crazy hard work, uh, and he deserves all his success. So when we first started to work with him, I do remember, and one of the questionnaires, um, he wrote in like, you know, the, the headline $2,000, uh, revenue coming from Facebook. Last time I heard of him, he was turning over about 150 thousand per month, which, uh, you know, well done to him. Um, that's, that's an excellent, excellent story. And, um, you know, one of the things that, uh, also struggled with, he was very good in understanding his customer. You know, he, he is, uh, he rides bikes himself. So he knew exactly what apparel these guys needed and how we had to be.

And, you know, what are the features of that? So he really knew his customer, but he struggled to attract that customer. And the reason why he struggled to that, why he struggled to attract a customer was because he had that little bit of a graduate, that analysis paralysis behavior. You know, I do remember some of these audiences when we first started to work together, some of his audiences were like so tiny. He was forever targeting these little, little audience of 40,000 people, and he was lucked forever recycling those ads in that pool. And those of you guys who ran Facebook ads, you know, you wouldn't be able to relate to this. He was having like frequency of 7.5 and he was like, struggling, why am I not able to like, grow from this point?

Um, and so that was his major, major problem that he was stuck in that analysis process. And he just wasn't able to see the bigger vision, you know, that bigger vision of what he's got and how he can, you know, what he can do with that and what is the next option for him. And so, um, you know, if we, if we kind of speak more strategically that it was his big thing, like he had to really step back and see kind of like, this is the potential of my business.

This is how it can grow. Um, the market is there. I've got the tools, um, I've got the weights and not the customer. But this is how I need to go on about that. And first thing was, uh, really helping him share that audience and shape how to drive traffic to that store and then how to keep doing that over and over and spelled it from that point onwards.

Does this answer the question like, is this detailed enough or? 

[00:56:09] Joseph: Uh, the one, the, the one, uh, last thing, but I want to ask about that is what was the audience size? It increased too. So it went from 40,000 to how much did it go to? 

[00:56:18] Silvia Myers: So I guess when you're targeting people and says, look, you know, uh, typically what we say, you do want to start with an audience somewhere around a million, uh, so that it would have been his first kind of shift rides, uh, because you know, with, with an audience of 40,000, there is only as much as we can do. It's extremely localized. You know, we are, we are online brands, like take the U S market alone. You know, there is a difference between having a local shop in a. Little tiny county somewhere where you just have, you know, the local dudes who know about you versus like bang, emphasizing to the north American markets.

Like that is the difference there. And, and often what we found is that entrepreneurs tend to focus on certain locations, uh, because you know, somewhere they herds their locations that they have money, you know? And it's like, oh, I heard Texas is quite wealthy and oh, I heard, you know, California is money and new Newark.

So then, you know, um, entrepreneurs end up just like picking these little like pockets. Uh, but it's still like, it's actually, you know, the targeting divided only is about the other way around. It's more about, you know, don't worry about the locations they're in like the country yet, but don't worry about the location.

They're in worry about what they're interested in. And we've got the data for that. Like, hello, this is the. You know, like the location and the demographic, you know, whether they're male or female or, you know, whether they, their household income is 70 grand or 150, all that is secondary, like worry first about what are they interested in?

[00:58:03] Joseph: Okay. Well, that's a, that's certainly a lot to absorb. I'm just, I just feel like giving me, giving myself a second to, to process it, but, um, there's, there's what I, what I appreciate about your, your, your, your answer here is, you know, being able to relate it even to say the difference between a local shop versus, uh, uh, expanding hours into the market.

And, and I guess my, my one, uh, um, sticking point for me is I would imagine that location is only important if location is important. So let's say I was selling surfboards. I would watch the market to where people are going to be able to use it. And then, you know, not so much in the middle of. Really have, um, I have to have water to surf on.

So that's just my take on it is I do think at times location is important, but I think for something like cycling it's well, it's pretty well universal if there's somewhere to ride on there's, uh, there's, there's a, there's a market for it. 

[00:58:54] Silvia Myers: Yes. But going back to the surfboard example, um, logic tells us that right. Logic tells us that let's target, you know, areas that are around the ocean where people can actually surf, but then why would you have a skiing shop in Sydney? Why would people be buying ski boots and, and, you know, ski gear is Sydney. There is, there is no snow. There is no mountains here, but people still buy because they still go on those holidays and they still slide to Japan and do skiing there. And the same goes to surf. 

So, what do we need to in online advertising? What we need to really understand is do whatever you do best, but leave the algorithm, what the algorithm does best, what the algorithm is designed for. Like these algorithms have been designed, but some of the smartest coders and smartest marketers on earth, like you've got to give a little bit of that face to that algorithm to, and that algorithm is designed to find you that person who is interested in what you're selling that's, that's its core purpose.

So why would I waste my precious time and my analysis browsers and my budget on controlling specifically the location in certain markets. If I can just say, hey, I don't care if they live in the fucking desert. If they love surfing, I might be the only person we supplying to them. Like how many people are there in remote areas everywhere around the world who will love e-commerce because finally they've got the equality, like, this is the beautiful thing about online shopping.

It gives us all equal access to way previously. You might have not had any access at all. Like, like that's, you know, if you take it to the next level, that's democracy right there, right? It's like, it's like enabling somebody to have equal access, regardless of what the hell in the world. 

[01:01:14] Joseph: Well, that's magnificent. Uh, I, and I'm, and I'm glad that I, uh, that I brought it up just to hear what, uh, how you, how you described that the, the, the ability for, to, to help, to help, to tell people that they can tell their own stories wherever they happen to be. If they, as you say, they, that they love surfing. They happen to not be around water. They love surfing, they'll find water and yeah, that, uh, the, at the very least provide them with the, with the surfboards. So that to me is a fantastic takeaway.

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As far as the time of this goes, I just want to make sure that I'm going to keeping you longer than I, that I get to, um, how much longer. You're okay. Okay. So I'll just run through my, uh, our, our final act agenda here. And then we'll, uh, we'll put a bow on this. I would like to just touch on that other case study, um, because the, the, the, the bicycle apparel one, you know, they were, they were selling, but they weren't selling, um, there, they needed to expand.

Uh, and then the other one, the sports clothes was, they weren't generating any revenue and now they're able to start generating revenue. So I want to touch on that. And then the other question that I wanted to ask you is, um, just free to touch on your backstory as well. Uh, talk about some of the stuff that we had talked about prior to recording, and then we'll, uh, we'll wrap this up. So, uh, with that, let's enter the final act. Um, tell us the story of the, of the sports clothes, um, uh, situation. 

[01:02:55] Silvia Myers: Yeah, so we've, I had a couple of, we've got a few really, really successful, um, students that we worked with them. Uh, broader sports crawled, you know, really quite fast to, you know, about two, three, some of them $6,000 a day. Um, but I'm just gonna think of one of, one of these guys and how he did eat. And again, going back, there is no magic pill, right? So all he had was an offer that was attractive to his audience and he was able to drive traffic to that. And, you know, with him, the really, really big parts was just to be able to optimize certain parts of the funnel, you know, so essentially.

Uh, with him, you know, he was a very quick learner, you know, very quickly able to understand, okay, I've put this offer out. And he was selling sports shorts, uh, you know, the sport shirts with the pockets, you know, had these other sponsors very popular with the pockets, uh, where you put like your phone in and you can play basketball and the phone doesn't bounce around. So essentially he dragged that, um, the trends quite well in terms of, uh, of that, I guess, attractiveness of that offer. And, um, the struggle though, was the how to optimize all of this. How do I make decisions? Because, you know, let's say I put a hundred dollars on Facebook ads. I get some sort of sales back.

He was able to see traction relatively fast, but he wasn't able to grow that. And so that's, I think what w what we really help them with, you know, he, he was able to make few first sales first, but he just wasn't like, but then what do I do? And again, there is no magic pill, you know, it's all systematically builds up. You know, if, if I purely, I believe that if somebody is able to generate, you know, $10, they're able to generate 10,000 or a million, right? Because once you have that one sale, you are able to, you know, there is something in there you've got proof of concept, and you are able to multiply that burn. You just need to keep kind of a lid on that.

And so with this momentum, all he needed was that structure. So when you're driving the traffic, when you putting money on Facebook, like, what is it that you need to look at? You know, some of the things that I tell, uh, entrepreneurs that we work with is always watch your CTR link click-through and this is different to CPR.

CTR link click through. I just cannot stress that enough, how important that is, because those are the people who take action. Those are the people who are interested in what you've got. And based on that number, Facebook also rewards you or punish you because if the number is low, guess what Facebook is going to say.

I don't want you guys advertising in here because these guys you are advertising to, they're not interested. So when they're going to be scrolling through the feeds, they're going to be annoyed that this guy, this ad is coming up again. And so they're going to punish you for that. And so your cost will exponentially rise. If that make sense that hopefully makes it. 

[01:06:29] Joseph: Yeah. I mean, cause Facebook, they want to, they want there to be some consistency with the user experience. Um, they don't want to users to be scrolling through and to find that they're encountering content. Even if it isn't an advertisement is so far removed from the other level metrics that they have, or their level of quality there.

I mean, you're, you're, you're competing for attention with people who are sharing their personal stories, hearing images, clips from TV shows. And so there has to be some, um, uh, some efficacy to the ad otherwise face. Who's going to say, look, this is just not up to speed with our user experience. And that is well valuable to us, which makes total sense. 

[01:07:10] Silvia Myers: Exactly because their purpose, their sole purpose is to keep you on the platform for longer, because the longer you are staying, obviously the more advertisement space you're creating, that's logic cried.

And so essentially that's why the CTR link clicks. It's so important for marketers to look at, to make decisions. Um, and then of course the next really important part is like, you know, what, how much is your audience costing? How much, how much, you know, what, what's the CPM you're getting here. Um, and so we've, uh, this particular, uh, this particular store and this particular students and students that worked with us, that was the main thing for him.

You know, how do you make decisions? Like how, how do we help you to build this systematically? Um, and mainly, you know, he already had that offer some manly. Um, what we worked on together was really helping him put, put it all together. Right. Cause again, there is not one thing it's about putting it together.

Okay. Like I'm driving traffic now, then what do I do next? Well, next thing you need to start making some decisions. And these decisions we're making them based on that link live through, and then we're making them based on how much we're paying for each of these clicks. So that's the first decision then we're getting to the website, you know, what is the conversion rate here? You know, if we having low conversion rates, then you might be having the best, best cost per link clicks. You might be having the best traffic for the best price, but if you can't convert them, there is a whole, you know, the next bottle was okay, how do we help you to essentially plug those holes in your funnel?

Right. So essentially there was leaks and those leaks, they then need to be repaired. So that was the, that was the main, main thing with him that really very, very quickly. Got him to, uh, you know, from zero to few thousands a day. But one thing I do need to point out though, is that one thing he, uh, one of the challenges he did end up facing afterwards, and that's, I think is something that online retailers really need to pay attention to is that sustainability of your business is really the full circle of afterwards. What customer service do you provide and how do you get your customers to come back? Because, you know, you might have the best traffic. You might have a really high conversion rate. If you don't provide great customer service, those refunds, they going to be coming in, they're going to be biting you biting your button, you and, you know, your business might be looking like, oh, it's so profitable.

But if I only, you know, if I only fix this little part, but there is no one in the part, like it's a business, right? So the customer service crucial important because if you don't have that, you're going to be getting a ton of refunds. You're going to be getting complaints. You're going to have to put resources on. And then essentially that's that can be scoring you down on online platforms too. Like Facebook also gets awesome feedback from the customers. If you get bad reviews, you're going to be scoring you down. So eventually that snowball is going to come crashing on you. And then the last part is like, repeat purchase, you know, do you have something to sell them after this?

Because if you don't so hard to make money so hard to make money, like we all know that repeat purchases, like six to seven times more profitable, not even cheaper, more profitable than the freestyle. So that's something that, um, you know, I always encourage everybody we work with is that guys, like, it's great that you've got this, you know, one, one offer one product and it's working really well for you, but I'll, as you have something afterwards I'll, as you have something you can, you can offer to these people. You don't have a business. You just have one final indents each. 

[01:11:07] Joseph: No other the word for it. That was a magnificent as well. So certainly a great deal to take in, but I think it, um, it, it just speaks to the multifaceted nature of this and that. Yeah. As you, as, as, as you've said, you know, it's not just about looking for the one solution.

It's about understanding what are all the factors in place and what is, uh, what is lacking? What is over-correcting and balancing all of it out. So cer certainly warrants a, um, uh, an extra listen through, I think if any, one of our audience needs that, I, for one, um, I'm looking forward to checking this episode out again, just to, to help myself, you know, continue to, to put all this together. And, and I think as well too, you know, you have your, your stuff with your e-comm system, and I think that's accessible via just signing up by way of email. Yeah. 

[01:11:51] Silvia Myers: So, um, anybody who is interested, uh, can just check out our website. Our website is silviamyers.co. So it's not.com, but it's co. Of course you can, you know, download a bunch of, uh, resources for free. We've got, um, a blogging there too. You can download, uh, our blueprints as well, uh, that kind of enclaves our methodology and, and gives people, you know, freestyle. Get started within forward with. 

[01:12:17] Joseph: Uh, amazing. Well, um, with that. So the last thing, as I said that I wanted to, I hear a little bit about too is, uh, you know, one of my measures on the show is to always try to endear the audience, uh, to the guests.

And, uh, I'm part of that is the, the knowledge, which you've, um, I shared a great deal of it, but it's also about, you know, what's, you know, what, you're a driving factor. So what I think sticks out in, you know, in your backstory has been, you know, you're yearning for freedom and, and it's, and it comes across, uh, with nearly everybody that I speak to is, you know, how important it is for people to be able to have their own, uh, choice and their own agency over what it is that they do.

So, um, what I'd, uh, what I'd like to hear about is, you know, this driving factor, at what point did it manifest in your own life? And, you know, I get you to where you are. 

[01:13:03] Silvia Myers: You know, I, I guess, you know, I live in Sydney, Australia, you can hear from my ex and I haven't grown up here and, you know, for me, the driving facts, and now looking back, I wasn't aware of that at the time, but it really manifested very early, you know, I got my first job, uh, when I was 16, um, it was in McDonald's, you know, I was, I was a high school students and, um, um, I would work like after school, I would go to, to McDonald's and work a whole shifts and then go home and do my homework and all this stuff.

At that time, I was getting a whole $1 for each hour a work. But anyway, I had to do that because, um, my parents divorced when I was very little and, um, you know, there just wasn't that much money around. And I was like, okay, I've got to do something I've got to do better. I have to get, I have to elevate myself out of whatever this is. Um, and it's not at a plant in a Sully go abroad. Um, but I guess it would have probably my, my mission and my purpose because it just ended up happening. And I kind of was forced into that. I always strive to do better in life and to get, uh, to get a great education. And one of my big kind of knock backs was when after high school.

And I, you know, I went to grad high school that it was like that I got myself in there was selective and all of this stuff, but I didn't get into university, um, back home. And the reason why I didn't get in was because, um, I failed the German test and I was like, oh my God, I felt the German test. What am I going to do? What am I going to do? And, um, somewhere I heard these like great idea is that, oh, did you know? You can actually go to Austria where obviously the main language is German parents lead. They've got like this European union clause where you could like study for free. So the tuition doesn't cost you anything.

Um, and you know, you can learn German there. And so I was like this kind of idea, like came from a friend or somebody I can't even remember. And I was like, well, that's an, that's an amazing idea. Uh, but obviously I spoke no German. So going to a German speaking university let's begin in German. Like bed was already like, you know, a disaster on the wall right there.

Uh, and of course I had no money, you know, like the, um, you know, the accommodation, uh, just, just the dorm room was like, um, you know, more than my monthly monthly income. So I obviously had to find a way to make it work. Um, you know, and I practice, I'm proud to said that I did end up making work. Sometimes I wonder myself how, and, um, you know, and I, and I've finished at university with bread and not just that I finished a university with pride, but I ended up winning a scholarship to come to Australia and, and, um, you know, did my masters here, which was, which was fantastic.

But going back to that entrepreneurial spirit, I guess, you know, looking back, it all, it kind of started to the draft study very early because the drive was really about how good, how do I get myself out of this? You know, how do I get myself somewhere into a happy place? Where I no longer have to like, listen to mom and dad fighting about who's going to buy me when to jackets or who's gonna like, you know, who's going to pay for whatever.

So that was kind of the drive from like very early on, like I've to do something, I've got to do something I'm going to do something, but then it still hasn't really, it still didn't really manifest to that entrepreneurial journey for a long time. And when he finally beat was by the time I was living in Australia and, and I was, uh, in the corporate world.

And, you know, I was one of those people who you could say was successful. You know, I had a good career. I was earning good money by that point. I didn't have to thank God deal with any of the previous hurdles that I had. Like, you know, like my job being tied to my visa and, and, you know, having, uh, having to take a lower salary, all of that stuff was behind me, but in a job where I felt completely brain-dead. I felt there was no creativity whatsoever. I didn't like working with my boss. In fact, I really didn't like being around my colleagues either. And I was just like, at some point sitting there and I was like, what am I doing here? Like all of these effing hard work all these years, you know, to get myself from where I was to where I am now for this.

Like, honestly, no, thank you. And so there was this one day where, you know, I just got my, it just really all came to me. You know, I, my, my grandma was unwell and I really wanted to go and see her back home and I had to ask for approval and, you know, and then there was all these postings going on and. And lots of my colleagues just waiting for retirements, you know, being bought to death, but scared to leave.

And I was like, you know what, I guess this is it. And so I walked out, I walked out on their job and I resigned and I got home and I told my boyfriend and a husband. Now I told my husband, Kristin, I did it. And he's like, you did what? And I said, I quit the job. And he was like, what the hell are you doing, Silvia? What are you going to do? What are you going to do? And I was like, don't worry. I've um, I've got this all figured out. I'm going to do this. Right. And so I was like, okay, I'm ready to start my own business. And you know, that it was the final straw and I was all enthusiastic. And I had my gambler head on and I was like, I'm smart. I'm experienced. Like, I speak all these languages. Like I've gone through so much stuff time in my life. Like how hard can this be? Like, I've got this. And then, you know, on the business. I'm just like saying in like chord max, then the business, because really there was just like an simple website and then nothing happens literally like nothing, like not one sale, like nothing crickets.

And I was like, oh my God, what am I going to do? And so I started to do all of these different things and I paid for courses and I was like, oh, maybe this, maybe this is the problem. Maybe this is the problem. And I ended up doing exactly the same, what all of these entrepreneurs do, you know, when, when I first meet them, they are just like, oh, maybe it's this. Maybe this is the problem. Maybe, you know, and then I just ended up like throwing my money away and, and, you know, gambling money on Facebook and Google and email and, you know, all of these different tools and things. 

And then, you know, six months later, I was just completely overworked all of my savings that I had saved through, you know, my migraine journey, which was not easy at all. All of that was gone. I was in bed and I had $2,000 left in cash and I was like, what the hell am I going to do now? And so I kind of knew, you know, I was like, well, this is, this is really, this is the last chance. And I just felt so crushed and defeated. And it wasn't just because, you know, the former colleagues, like whenever you bump into them, they were like, you know, few of them got promoted and everybody was like overconfident.

And it's like, oh, I'm a director now. And I'm like, whatever, you know? Um, and there were Lexus Silvia, how is this expensive hobby of yours going? You still got that little thing there? Um, you know, I just felt like, like complete, complete failure and you know, my dad, he was like, he was like, You know, like now looking back, I appreciate, he was scared for me, but he wasn't helping other because he was like, oh my God, Sylvia, what are you going to do?

I was thinking, you know, just take your former boss for lunch and beg her. If you beg me and she's going to give you your, your job back. And I was like, I'm, I'm not ever begging anyone. Like, you know, this, this is not me. And so I was like, okay, this is my last chance. And so I locked myself, I locked myself in our spare room and it just I've got to work. And I, and I was just like putting on the wall, you know, what have I done all of this past six months? What worked, what didn't, how did I do to, how did I not do that? You know, I was just like drinking coffee after coffee, you know, at some point I was like, really bust out. And then like early morning, like early hours in the morning, I like stepped back and I looked at the wall and I'm just like, oh my God.

Like all my goals, like the answer. Has been here in front of me this whole time. I just had no system. I just had no structure to it. That that was either as simple as it is. Like there was no methods to Demendez. I was like doing this and that and gambling my money way. But because it wasn't like a system, it wasn't a structuring. Wasn't a method. It was hard for me to pinpoint why somethings didn't work for me. You know, why some of those things that I implemented that I follow the YouTube videos that I've watched or the, or the programs that I've purchased, it was hard for me to tweak them because I didn't have a method in how I was going about that.

And for me, you know, that it was the real turning point. Like that's where I, I guess finally found that entrepreneurial freedom because, you know, I quit my job in order to be free, but really I locked myself up in this little. Of whatever that it was, you know, no money, fear, anxiety, everything else. But finally at that, you know, that early hours in the morning, finally, I was like, okay, I'm onto something here.

This is why I didn't work because there is no structure. And I guess that it was the beginning of it all. There was the beginning of, of the system and the method that we teach, you know, it was all about, okay, how do I restructure these? And really put that into some methodical order then, you know, eventually I tested it in works and I tested it again and made it better and better and better. And, and here we are. Yeah. 

[01:23:32] Joseph: And now you share it with others as well. Yes. What I'm glad is having asked about the backstory at the end, which I tend to do, um, unless sometimes I say like, oh, well, let's come to the backstory right away. But what, the reason why I'm glad that I asked it, um, now as opposed to at the beginning is because seeing, you know, hearing your, your, your, your insight and your expertise and your systems and the CR the quadrants wondering where all of that comes from. And it all, it all comes from that moment of discovery, um, where all of those had been had together. And it was a long time coming, and then the structure hits you.

And now, you know, you, you, you, you made it for no other way to say it. You made it to the other side. Um, and, and it's a commendable story. And, uh, I don't know, You know, I, I I'm, I'm, I'm not hurting for inspiration on this show. I get a lot of inspiration from a lot of people, but what I really appreciate about your story is the significance of it and just how it's, it's distinct from everybody else that I've talked to.

So, uh, I really appreciate your know your time today, and I really appreciate you sharing with all of us, because I think for, for me, and for a lot of other people, sometimes it's just one more story is all they need to hear to, for, for it to snap in their head and just say, that's it, that's what I was missing.

I think for a lot of people, it is that structure is, you know, for, uh, for freedom. Isn't the ability to just screw off and do nothing. Freedom is deciding structure for yourself. And again, coming to terms with what that has to be. 

[01:25:00] Silvia Myers: A hundred percent, it doesn't mean that, you know, it doesn't mean that I get to do nothing all day long or run around in my bikini or go surfing all day long.

Right. That doesn't mean that, but it's really, as you say, that the freedom of the choices. The empowerment of understanding what I can do. And I do that online terms.

[01:25:21] Joseph: I could not, um, ask for a better way to, to wrap this up. So we're going to wrap this up. Um, Silvia, it has truly been an honor and a privilege to, uh, have you actually been, uh, we very rarely do we pass, like, you know, like the, the hour of 20 threshold, it's like you Greg Halpern and Arturo and, and I think that's it. Um, so the time that I got to have you today, I, it, uh, it really does mean a lot to me on a personal level. And I, uh, it means the same to my audience. So with that, uh, let the audience know how they can, uh, find your web presence, uh, check out your content and, um, you know, learn more about you. Uh, however, they may see.

[01:25:57] Silvia Myers: Yeah, thanks, Joseph. So first of all, thank you so much for having me on the show. It's been an absolute privilege to be here as well and, and be hosted by you. I've listened to your podcast before, and they're just absolutely fantastic. So it's really great for me to listen to the podcast too, and still learn because you know, I'm absolutely not saying that I've got it all figured out that there's nothing for me to learn.

Like it's, it's, uh, in fact it's the opposite, you know, I'm still learning myself and yeah. A hundred percent. So if anybody wants to get in touch, the probably the best way is, uh, silviamyers.co. That's our website. You've got all of the tools, resources in there. You've got links in there to our Facebook, our YouTube channel too. We've got a bunch of free content on YouTube as well. So just look us up and, uh, get in touch more than happy to hear how you using our content and our tools and strategies, our methods to get to the next level. 

[01:26:53] Joseph: Excellent. Well, to my audience, you know, what's about to happen. Um, but to thank all of you, so it is an honor and a privilege to take this information, use it for my own benefit and believe me, I do, and then share it with all of you as well.

So, uh, thank you all for your participation Silvia, one more thank you for the road. And to everybody take care, we will check in as soon as possible.

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Joseph Ianni

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