How Providing World Class Customer Support Can Make Your Business More Profitable with James Schramko

In this episode we speak with James Schramko of SuperFastBusiness. We discuss how you can engage, retain and grow quicker by providing wait for it…… actual support to your prospects & customers. By being easily accessible, answering emails/calls and having great support systems in your business.

James Schramko is the founder of SuperFastBusiness. He helps businesses grow faster, retain existing customers longer and maximize revenue through services and teaching smart online business tactics.


  • James’ track – A quick look at the path James took
  • Customer Engagement – Why this is important and how to succeed at it.
  • Retention Strategies – Easily retain more clients by using some simple strategies
  • Who serves who? – Are you working for you or your client?


Jake: Hello and welcome back to the show, listeners. I’m your host Jake Hower. This is episode 20 of the Multimedia Marketing Show.

In this episode we’re bringing on someone who has been spoken about in numerous episodes by both our guests, and also myself. That is none other than Mr. James Schramko from Super Fast Business.

James has in the past run $100 million companies in Mercedes dealerships in Sydney, Australia. He’s gone on to build a super successful on-line business, being Super Fast Business where he provides a number of different services around traffic generation and retention.

On the other side of the coin, he also runs some training forums including Fast Web Formula and Silver Circle, which is a business mindset, Mastermind.

James employs about 80 people in the Philippines, has a multimillion dollar annual income purely from on-line business and servicing the needs of his customers.

What we’re bringing James on today is not to speak particularly about multimedia marketing strategies, more about customer engagement and retention strategies, which I believe is a very key point to serving your customers well.

We will go into depth in this episode about how you should be treating your customers, how you can rise above the pack by providing amazing support both before a sale he’s transacted, and then throughout the entire lifetime as a customer. Let’s get stock straight into that episode right now.

Jake: Welcome back to the show, listeners. As discussed at the top of the episode, we’ve got a previous guest coming back to actually speak to us a little bit more in depth about what he does and how he services his customers and prospects so well.

We’ve got James Schramko on the line. James, how are you?

James: Good, thanks. How you going, Jake?

Jake: I’m really, really well actually. I’m very glad to get you on the show for a proper episode. We got you on for an impromptu episode, in episode four point five to debate the different forms of content marketing with Dan Andrews and Dan Norris, and that was fantastic.

It’s time to get you on and actually delve into some really good insights around obtaining customers and then of course keeping them.

James: Yeah, you’re the only guy I know who’s got episodes with point five in them. It’s like it was only half as good or something.

Jake: Yeah, I don’t know. It was certainly very much as impromptu and it was a little bit outside of the normal schedule. I didn’t want to make it five; point five is the way to go.

James: I’m pleased to have the limelight all to myself without having to fight this time.

Jake: Interestingly enough, you were probably one of the first people I booked in an episode with. As I said at the time, I wanted to get a few episodes under my belt so I could do this episode justice.

James: How’s the show going for you?

Jake: It is going fantastically well. Our listeners are really enjoying it. All the guests have been able to pull in different insights. Certainly I know personally I’ve been able to apply a lot of the strategies toward my businesses. I get the feedback from listeners out there that they are able to do the same.

James: What you do so well is you take concepts from different places. You apply them. Roll up the sleeves and do it. You share your results. You’re a natural. I love seeing how successful you’ve become in such short time. I imagine this’ll be a super famous broadcast in a year from now.

Jake: Here’s hoping. All we can really do on the mark is to provide value for our listeners. It’s the listeners who’ll be able to decide where the show goes. That’s fantastic.

What I’d like to speak to you about today, you’re obviously a business growth expert. While the premise of the show is content marketing using the different forms to bring in leads and customers, what I truly think is very important with this is focusing a little bit more on the mindset and then utilizing content marketing; also, strategies that you can help to maximize the value of the content marketing in the first place to obtain and retain customers, which you do extremely well.

James: Yeah, well gee, that’s a handful. I’ll see what we can come up with. (Laughing)

Jake: A lot of listeners out there who may not have come across your three podcasts already, do want to give them just a brief background of who you are and what you do?

James: Sure. There’s actually four podcasts for everyone on the call, including Jake.

Seriously, I’ve got this business called The main specialty is in working with Internet business-related matters. I have a Internet business coaching forum called Fast Web Formula, where people can congregate with others. I’ve got a high-level business mastermind, which is really good for six-figure businesses who want to take it to seven. That’s a smaller group that really focused on their business and a lot more access to me. That’s the business coaching side of the business.

There’s services on the other side where we do WordPress Web site development and traffic, SEO-related services to help promote those Web sites. That’s pretty much a three-pronged business now. It used to be a lot broader than that. As I continue on, I keep refining, and streamlining, and focusing on the areas that are the real sweet spots for me.

The best thing about the way that that’s set up is that I have pretty much the same customer in each of those three corners. That works really well.

James: Yeah, you’ve as you say you keep refining it. There are a couple of common themes, which run through your entire businesses. You’re really fantastic at the strategy side of business. Also, as you say, you’re able to promote products and services which your customers naturally progress through.

Jake: Yeah, everything I’ve got is based around what people have asked me for. It’s really solutions-based. It’s, “James, could you have a look at this or help us with that or do you know blah, blah, blah?”

By only working with customer solutions that people actually want, it’s been helpful for us to get up and running quickly. I’m not classified as a start-up in a weird and wonderful market that doesn’t exist before. I’m sure it’s great for people to do that. They can own their whole market if it didn’t exist before.

However, I’m just working with really established market. The business growth has probably been around for hundreds and hundreds of years, maybe thousands. I’m not sure. Web sites have been around for at least what, two decades now?

Traffic and SEO, people are always going to want more customers for their business. They’re just fundamental needs. I’ve worked in that space. The best thing is that I have this core customer philosophy there’s really is one customer of this business who could potentially experience each part of the business. I took this idea from my old job, which was running Mercedes Benz dealerships.

I realized that we just had one customer, but the managers used to fight over the customer as if it was their customer. I’m like, “Hang on. Your service customer bought their car from our sales team. They financed it from our finance department. When they need to change the spark plugs, they buy the spark plugs from our parts department. We have the same customer.”

I actually called it One Customer. I presented this thing to a … it was a business development thing for teaching people how to be general managers. I presented this presentation called One Customer. It was this idea that the customer is actually in the middle. We should work together to communicate effectively with that customer, to take a lifetime approach to that customer. If we never abuse that customer, they will stay with the business forever.

We don’t give them a reason to go somewhere else. WE can all share that customer. That developed into my concept of the chocolate wheel. It doesn’t matter where someone comes into the business. They can work their way right around the whole business unit. That’s still the same customer.

When I draw a map of my business, it’s a big circle like a target. The customer’s in the middle. The pieces of the pie around that are the various business units from the business.

The outside of the circle is your customer attraction, your prospecting, things like podcasts, and sales pages, lead pages, blog content, Facebook posts, YouTube views. Those things bring the customers in. They turn into a customer. They go straight into the center where they get royal treatment and loving care.

Jake: Yeah, absolutely. Just to give a little of a extra context for our listeners for this particular conversation, how many customers do you have that you personally have contact with?

James: In my OfficeAutoPilot account I have about 23,000 records. A good chunk of those people have bought something at some point. I have a high transaction value for the customer, and a pretty small list size compared to your classic Internet marketers.

Each customer for me is a recurring customer. They stick with me for a long time. I’ve got some people I’ve had for six years. It just grows at around about 60 to 70 people per day at the moment. It’s not a huge influx, but they stick.

Jake: Yeah, okay. Why do they stick?

James: I’ve got a few golden rules. For example if I ever send something to a customer by e-mail, they must be better off for opening the e-mail. It’s not a take, it’s a give.

It might be give with a request or call to action. They have to be better off. If I don’t break that rule, it doesn’t matter the frequency. I could send them something every day. I could send them something once a week, once a month. It doesn’t matter because they’re better off for opening it. I’m always stepping inside their shoes and thinking, “How can I help them?”

Another secret to it is to be relevant and to be contextual. Those are the two big words; context and relevancy are what it’s all about. When you recognize how important that is, about having the right conversation with the right person at the right time.

That’s when systems like InfusionSoft or OfficeAutoPilot become a really powerful weapon in your on-line marketing business compared to the classical one bucket for everything-type systems like A Weber or whatever where you tend to just be broadcasting or heaven forbid, blasting your list, which are words that I just ban from our team.

Really our segment and do things such as lead scoring and attribute a value to each customer so that we can categorize them correctly and group them and now just communicate to that group.

Someone who buys a Web site will get a Web site communication. Someone who’s in a coaching community will get a coaching community news update. They’re having the right conversation with me.

Jake: Yeah, that’s fantastic. You could almost say what you’re doing is you’re respecting your customers. You’re giving them information that they want. What these systems allow you to do is that they’re allowing you to leverage the communications you would only have on a one-on-one basis by segmenting them further than what they’re … something like an A Weber or a MailChimp allows you to do. That’s a really fantastic way to really power up your content marketing.

James: There’s some tweaks you can do to this that just boost it that nobody does that make you stand out. That really has been the Holy Grail for me is to …. I get e-mails like this, “Hi, James. Just wanted to find out have you taken me off your list ‘cause I didn’t get an e-mail the last few days, and I only receive e-mails from my family, friends, and you, and no one else.”

For me, that‘s like, “Wow, I’ve made it to the in box where people want to open the e-mail.” There’s things you can do to cause that to happen. I could go through a couple if you like.

Jake: Please, yeah.

James: One of the most important ones that I’ve done is I send e-mails from my own e-mail address. I put a note at the bottom of my e-mail that I reply to e-mails. I personally reply to e-mails. I’ve been doing this for a long time. It’s quite uncommon in business. Most people send an e-mail from a noreply@, which I liken to saying, “I don’t give a shit about you. Listen, I’m going to push this communication to you, but God, if you want to talk to us, forget it. We’re not interested. We’re just here to sell you something.”

If you want to speak to somebody’s comments, you have to jump through ten hoops to go to support desk, to go through a little problem solver to find out had they already answered in the knowledge base. It’s too hard. It’s much easier for somebody to e-mail.

I figure why wouldn’t I want a prospect or a customer to be able to hit Reply and ask me another question that helps me solve their problem that will lead to sale?

James: Yeah, definitely, definitely. A lot of people see systems and automation as the Holy Grail. Failing to realize that the idea of systems and automation is to give you back time. When you’ve got that time, you’ve got the time to be speaking with your customers and answering e-mails.

Jake: There’s a few things there. I learned from some really wealthy, smart people, a real estate agent. I remember clearly when mobile phones were new I was just a kid.

We were driving along and his phone rang and he’s talking to a customer. At the time, I was in debt collection. I was about 18. I was a debt collector. My experience was that people did not want to answer the phone. They don’t want to hear from people. Funny that, when you’re asking for payments.

I said, “Why are you so accessible? How come you don’t have a secretary screening that stuff like all my customers?” He said, “I want people to ring me because they want to buy something. They want to … they’ve got a question. If I can solve it, they’ll make a purchase and it could be worth $20,000 to me.

Another thing that one of my mentors taught me was not to process people. People hate being processed, “Here’s your ticket number.” It’s like when you go into a McDonald’s these days in Australia. I’ll have to specify that because, “Oh, no it’s a McDonald’s in France.” I actually had and ATM system. You push on the screen; you choose your meal on the screen, then you go and pick up your order. It was completely hands off, no human involved.

In Australia, you go and order from the thing. As soon as they’ve got your order and taken your money, they just turn their back on you and walk off. It’s like you are dumped, dropped, forgotten about and processed. You have to somehow figure out that you’re supposed to shuffle down to the next counter and wait for your order to be assembled.

As soon as they’ve got your money, you’re out of there. You don’t feel very special about it. There’s no personality involved in that. People do not like to be processed. If you’re using automation, be mindful that if people feel processed, you’re going to depersonalize it.

When you say, “PS, I reply to my e-mails personally.” They can hit reply and they ask you a question, and you actually reply back with their name, how good is that compared to everyone else out there already? That’s aside from the fact that I’ve got other things like helping them select the frequency they’d like their e-mail. It’s such a simple, obvious thing to do.

It’s like, “Hey, would you rather receive a weekly update instead?” They can click on that and be moved automatically, through automation, to a weekly list. Now they can hear from me weekly. Instead of having to leave my list, they can just dial down the intensity. That’s a little safety net to take.

The other things you can do to really show people that you care is you can use a real name. You can put your picture on the support desk. You can list your phone number and your address. You can put a phone number for people that they can call you in their own country that is going to cost them the minimum possible.

Jake: Yeah, so let’s give again let’s give listeners a bit of perspective again. You’re doing multiple millions. You’ve got 80 employees. You’ve got so many different customers. You display your phone number in clear daylight on all your Web sites. How many calls a day do you get from customers?

James: I probably average one or two calls a day. I’ve got customers in every country. Sometimes it’ll fly through to voice mail. If I’m awake, and it rings, I’ll answer it. I can tell you the closing rate on sales inquiries is 100 percent. They’re hovering on your site. They’re looking at a package that might cost $1,000. They’re saying, “Listen, I just have a couple of questions.” You say, “Sure.” They ask the questions. You answer it. They say, “Great, I’m ordering it now.” It really … it’s a high paid thing to do.

It’s also when you’re dealing on-line, trust is such a huge factor. If they feel like they’re not going to get ripped off, then they’ll proceed. I suspect for the few calls that I get, there’s probably a lot of people who see the number and feel more confident about it just because it’s there. It’s so easy for people to contact us.

We also have a leave a message tab where they can click a support ticket. They don’t have to put in anything other than their e-mail address. It’s not like 27 fields. We don’t run them through a knowledge base. They can ask us anything.

We get a lot of tickets every day. We get dozens of tickets every day. I have fulltime support team who answer tickets every day. They quite often will lead to sales.

Jake: That’s really interesting. We’re combining these fantastic techniques by segmenting your client base so that they’re getting relevant information with being super open about contacting you. As you say, I’m sure many people will visit the site, see the number there and out of respect for the fact that you’re respecting them, they’re not going to call you unless they really need to.

James: If they do really need to then you’ve got a high chance of making a sale where it may not have been possible.

Jake: Also on the flip side of fixing up a potential issue or problem.

James: Yeah, and the steps that I get in my business are just … when other people see it and they just can’t comprehend it. For example, my returning customer percentage is 91.5 percent. That means that I’m growing my business probably at about ten percent continually.

People just keep ordering, and ordering, and ordering and average value is very high. It’s yeah, it’s really high actually.

Jake: Yeah. You play a pretty big role or a central role in most of your marketing strategies. Do you see that as important for our listeners to do something similar?

James: Yeah, there’s two main roles you want to do in your business. That is to be the marketing strategy chief and to control the costs, control the checkbook. Don’t give away the checkbook. Don’t hand over your marketing mission. No one’s going to drive your business with the same passion as you.

No one knows what you’d like or don’t like or your philosophies as well as you do. Even if you have people help you implement it as both of us do. We have teams surrounding us that can translate our vision. Both of us are creating the original content. It’s highly personal.

No one else in the world can be James Schramko. Technically there are three of us from Facebook. What I’m saying, in my capacity as the driver of my business, if I can step up to the plate and make videos and audios, it’s highly personal.

If I care enough about someone to respond to inquiries and to be approachable, that is a big differentiator from your average marketing person. I remember some saying about … my grandfather used to give me to be able to walk amongst the common man and not lose touch or something. It’s about being able to walk with kings or walk amongst the common man.

If you can slide up and down the social spectrum and be able to talk to anybody without being an asshole, or being over the top, or special, or arrogant, or whatever then you’ll be really, really going well in your business.

If you’re a good communicator and you genuinely care. In fact one boss once told me I cared too much. I would argue that yes, it does burn you with a little bit of stress if you care so much that it’s bothering you. You really should care about the customer and stop fluxing about paying off your mortgage or your credit card.

The customer does not care. That is not their motivation for buying from you because you’ve got a debt burden. They’re buying from you because of their problem that you can solve. If you just obsessively focus on customer problems and customer challenges and solve that, the rest will take care of itself.

As Peter Drucker said, “The only purpose of a business is to attract and then retain a customer.” That’s what I focus on. I attract the customers and then I retain the customers. It’s just so much easier to keep existing customers and just to develop that relationship.

One of the commitments I made several years ago strategically was I had got to this crossroads. Do I stay where I’m at and let the customer move past me or do I step up and grow with the customer? I’ve ended up creating things like my Silver Circle Mastermind, where I can grow with the customer all the way to the top of their limit.

Now I can have someone start at entry point, go right through to the top end. That‘s given me amazing bandwidths to stick with that customer. If I can solve their biggest challenges like a Web site and their traffic, they don’t really need to look outside for those core things.

Jake: Yeah, that’s incredibly interesting. I love it. Okay, James a couple of episodes we had Pat Flynn on. Going through our conversation, he spoke about something which you speak about, yourself. It’s being interested versus being interesting. How does this play out in your business and in your dealings with your customers?

James: I see a lot of gurus or experts trying to … in Australia, we use the phrase “Wank off a bit.” They’re trying to make themselves special and use all this just really basic goal-oriented aspirational marketing; the scene of them driving along or whatever. That’s very effective for them. It’s not really that genuine.

What they really should be focusing on is being more interested in their customers and just getting down to how they can actually solve problems. Rather than being a circus parny or a feature star actor. If you care enough about your customers to actually want the feedback from them and to ask them if they want anything to let you know than to just push market to them.

In the old days, people were just sending e-mails, pushing out their messages with aggressive marketing, making people jump through countdown banners, exit squeezes, all this sort of stuff. They were being very forceful marketers. They were trying to razzle and dazzle them. That wears off.

For the long haul, it’s far better just to be genuinely interested in your customers, solve those problems, communicate them without being a dick and be there for them for the long haul. I’ll still be around when most of these people have fallen off the edge as they tend to do.

I’ve seen it happen. Some of them have lists of 500,000 e-mails. They can’t get a fraction of it to open. Just the tiniest little percentage will even open the e-mail. They’ve just been worn out and over run. They’re just no longer interested. Being interesting is fine in the beginning, but it doesn’t last.

Jake: That’s real interesting, the concept of that. You can see a plan in many different areas. If you’re being interesting, and it wears out, then all you’re trying to then do is to drive traffic to your interesting thing.

Whereas if you’re being interested in your customers, you’re likely to keep them for a longer period and not have to worry about or worry so much about driving new customers or new traffic to what you’re doing.

James: It helps people feel better. If you go back to the beginning of this podcast, unless you edit it out to make me look silly, I asked you how your podcast is going even though you’re interviewing me today. I’m actually genuinely interested and I admire the growth and challenges you’ve overcome to get this thing going from no … from memory, you used to stutter a lot.

For a lot of people, that would just stop them in their tracks. They would think, “Well, I’m not … definitely not suited for podcasting.” You’re just like, “Well, whatever. I’m just going to get out there and do it.” You’ve grown this thing. You’re taking sales from the related products that you offer.

Being curious is a fantastic skill in business. In fact there’s someone on my payroll who I pay to do two things only. She prepares numbers every day for me for my dashboard. She gets paid to be curious. That is it. Her job is to poke around the business, to all the different departments.

Look in the help desk, speak to the managers, speak to the link builders, speak to the web developers and just be curious. “What are you doing? How’s it going? What … how do you think we could do a better job of this? Who’s the most difficult customer we have right now? Which parts of the job do you love? Is there something else in the company you like to do?”

She’s just curious and interested in our team. That flows through to our customers. They feel that the work that we’re doing is impassioned and high-quality and good stuff. People will stick around.

Jake: Yeah, absolutely. Have you given her a title yet?

James: Technically, she’s just number one. She was the first one I hired. She’s still the big boss. We just call her Number one.

Jake: I was just thinking you’d probably look at something like chief interesting officer or chief curious officer.

James: I could, but I thought all that’d be cliché. The funny thing is when I became a general manager, I got given business cards. I don’t think I used more than about five of them in four and a half years in my last job.

I don’t really need that status and labels for stuff. I’m like, “Screw that. Just be yourself whatever that is.” I don’t have a title for myself. I don’t have business cards per se. Actually labeling things or titling things can be dangerous. It might restrict somebody’s ability to go beyond that scope.

One of the greatest techniques we have in our business and also when we’re applying this to customers is to not limit ourselves to the traditional standard partitions and labels that people want. We don’t really strive to be normal or like everyone else.

Yeah, we don’t have mantras and stuff and vision statements and all of this stuff. Look, really if we’re going to put it down to like a word or two words, we have a lifetime customer focus. That is what our business does. We recognize it’s way easier. It’s a lot more enjoyable. It’s extremely profitable. We don’t have to wonder about what we should do.

The customers tell us because we ask them. They tell us. We say, “Thank you.” Even with the racecourse strategy that I deploy, it’s so driven by customer comments and e-mails. Like the classic episode where I gave people a studio tour of my gear and a guy said, “Hey, you know, you should stop wearing cheap tee shirts and you should shave.” I put out a response video, “Should I shave?” That had over 300 comments.

It just polarized my audience like, “We don’t care what you wear, James. You’re awesome. When I first saw you, I thought you were a bit scruffy, but now I know your material’s good as soon as you open your mouth, so I stuck with you.”

I’ve recognized that if I just shave more often, and maybe wear a polo shirt, I’m going to get a broader audience. It’s customer driven. I wear the polo shirt and I’ll shave for the customer, not for me.

It’s not too much of a compromise out of my standard. I’m going to put a tee shirt on anyway. Does it matter to me if it’s got a little collar and a button? Not really. It’s kind of fun. Sometimes I stir people up too. I wore a pink one to tape the PC element. It turns out they loved it as well.

I’ve got a pink and a purple polo shirt. It’s customer-lead. It’s customer-driven. I’m doing it because I respect them. I could be a little less selfish if it helps them receive my content and help them with their business.

Jake: I like the purple polo as well.

James: Do you like the purple one, the aqua, and the blue, and the gray. I like the gray one. That’s more my speed. The Ferrari one’s good if I really want to grab peoples’ attention. I’m leveraging a big brand.

Jake: All right James, let’ give our listeners some key takeaways. How can they implement some of the strategies we’ve talked about in this episode in their own content marketing efforts?

James: Okay, the first thing is how easy or difficult or is it for your customers to contact you? Do you have a system or way that is obvious for them that they could get a hold of you to let you know your Web site’s down or to let you know that they would’ve bought this if you’d just changed that or do you have such and such? Make it easy for people to contact you even if you have a support team.

In my business, I’m the only one who does phone support. There’s no one else in my business. They’re all techs-based support. That‘s for a specific reason. It’s just way, way better.

Second action step would be what percentage of your customers are coming back and buying again? Do you have recurring products? You can put a much heavier investment in following those customers and really looking after them if they are rewarding. If your average customer value is 12 or $1500, then you’re not going to be a tight ass when it comes to giving them good content. You’re getting paid well for it.

If you do have team, just have a talk to the team about what it means to work in your business. We have a values-based business. For us communication is definitely one of our core values.

That means that we communicate with our customers very effectively, rapid response times, and elevating something to the person that can solve the person’s problem as quickly as possible. If it happens to be me, they will find me and draw me to the ticket where I can solve it.

Just have this approach where you actually focus your efforts around solving customers’ challenges rather than your own personal financial needs. The rest will flow.

Jake: That’s awesome. I can see that a common chain or a common resistance to doing this is that, “Well, I’m too busy. I’m doing too much already. I can’t. I don’t have the time to be looking after my customers.” Really, you’re then one focus right now is to build a system or a team to give you that freedom of time to be able to provide this sort of support.

James: There’s nothing more important than the customers. I have a Internet business coaching community. I log in every day. I’ve consistently logged in every day even to the prior one for about five years now and done something like 16,000 posts in the two combined. You can’t get that in many places.

I don’t know anywhere where you can go and be in contact with someone every day if you need to be consistently for five years. Not many people are prepared to roll up their sleeves and put in the sweat equity.

I’ve set the framework around my frequency schedule and what I’m able to commit to. It works out great. There will actually be some effort involved. Sorry to alert people to that. You might have to talk to someone. You might have to handle a hot call every now and then. We still get some crazy people coming to the business.

To give it the right context, I was born to do this in my career having been a debt collector, having phoned up people and asked them for money on the phone. I realized something really important. I’ll share this with our listeners. The customer cannot punch you in the face over the phone. There’s no need to be scared of the telephone.

If you have a resistance to speaking to people on the phone or communicating with them, just remember they can’t punch you in the face over the phone. That helped me a lot with my debt collection. It’s probably … I doubt people have ever heard that quote before. Once you realize that, you’re just so unlikely to die as a result of a phone call. Just stop being scared of it. Reach out to people.

In fact, a great experiment for your listeners would be to change their signature line in their e-mail today. Put a little PS and say, “PS. I reply to e-mails personally.” Just see what happens to your business. You will get the best research data you can possibly get. You will sell more stuff. You will get to know your customers better. You’ll separate yourself from all of the faceless marketers who don’t really care about their customers.

Jake: Yeah, that’s tremendous, James. You peeled some of the layers back behind how you do it. You’re bringing in millions of dollars. Our listeners should take note of a lot of that and see where they can implement it in their own business.

Where can our listeners find out more about, James?

James: is where you’ll see all of this in play.

Jake: Yeah, absolutely. If you are struggling with time, and you need to implement systems, I also recommend heading across to Fast Web Formula where I’m a member and this is obviously James’ private community. I learned how to build a system of … in this community. I can assure you that you’d be able to do the same.

James: Oh, well thanks for the endorsement, Jake. You’re a classic example of someone who gets more value out than what you invest. That’s the fundamental driver for me. I want every single member of that community to be able to get their monthly bill and say, “If I was to stop this subscription, I would miss it and I would feel sad that I’m not there.”

They renew again. That’s why so many people stay on board. I have to earn it. I have to work hard for that. I’m prepared to do it.

Jake: Yeah, absolutely. All right, James thanks very much for coming on this episode. Listeners, thank you very much for tuning in. We’ll speak to you again very soon.

James: Thanks, Jake.

Jake: Okay and welcome back, listeners. I hope you really enjoyed that episode. I certainly did. It’s great speaking to James about this particular topic because he’s so good at it. I hope you got a lot out of that episode.

If you’re not already on our mailing list I suggest you head across to Sign up. You will get access to a whole heap of goodies including show notifications. Importantly though, is I produce also a little shorter weekly podcast, Get Naked, where I’ll go behind the scenes of the Multimedia Marketing Show, and focus on how I’m actually personally trying to get the brand out there and some of the strategies I’m using for things like conversion optimization, increasing the amount of e-mail sign ups, and just generally how business is running.

It’s a look behind the scenes of the show. I know you’ll really enjoy it. The only way you can get access to that particular show is to be on the mailing list, so head across to the Web site and sign up there.

Thanks very much for tuning in for another episode. I’m so glad that you could spend the last hour or so with us. I’ll look forward to again speaking with you shortly.