Case Study: Anatomy of a $10M Online Education Business

I won’t go into much detail here, other than to say that, conceptually, I think of these books fundamentally as content (and therefore traffic sources), rather than products (to make money from). Sure, our regular customers also like to buy our books, so it works both ways. However, fundamentally the role of books, to my mind, is to reach new audie

Systematise The Cash

have found that having a team that is focused on product, tasking them with listening to student feedback, and then, most importantly, empowering them to take that feedback and make direct changes to the product themselves, has been one of the best things we have done. Our programmes have improved way beyond anything I could ever have done myself,

Carefully crafting our niche positioning and defining our teaching methodology exploded our sales and dramatically freed up my time.

Core Offer - Our flagship product, which is the single offer we make to all new prospects. Available evergreen. ● Standalone Offer - Solo, one-off products which are sold as promotions or upsells. Allow us to maximise customer lifetime value ● Continuity Offer - A way for existing customers to pay us every month. Allows us to build team in a safe a

From a business model perspective, think about the Continuity Offer as a way to enable your customers to continue spending with you over time. This creates a layer of recurring revenue in the business that brings real stability. As you scale, this predictable revenue allows you to grow your team with stability and predictability.

I want to acknowledge some key people who have shaped how I think about business. You will find traces of all these people in everything I do. Ben Settle - taught me to find my voice Scott Oldford - taught me to see my potential André Chaperon - taught me to write emails Dan Kennedy - taught me to think Russell Brunson - taught me to sell Michael S

I’m constantly amazed by people I meet who resist this concept and insist their business can be all things to all people. Big mistake. Figure this out, and insane traction is waiting for you on the other side.

The entrepreneur should think of the word diversification in a very different way. Here's my view in a nutshell: ● Don't even think of diversifying your core business until you're making at least $1 million per year ● Between $1-2 million per year, start diversifying ● Actively diversify your business model from $2-10 million