Today we welcome Roy Steves, the co-founder of StatBid, an agency that helps small- and medium-sized businesses make money with Google and Bing, focused almost exclusively on ecommerce sites.
Most of the content that’s out there already are putting out best practices that aren’t as applicable to smaller accounts. Roy was working for a pool supply company, and he noticed they weren’t really doing much with Google AdWords. In two years time, with AdWords and email and affiliates, they were able to double their business, and eventually were acquired by Leslie’s Pool supply. He stayed there for about two years, but the rate of learning in that corporate environment was so much slower that he decided to double down on the favorite parts of his previous job. He started working on his business on the side until he was able to build up a team and take it full time.
If you want to talk shop and get a review of your current marketing campaigns, go to StatBid.com and request a free account review.
In This Conversation We Discuss:
- [6:50] How to know who to hire
- [11:15] The baseline for advertising returns
- [15:10] What to do after running a successful campaign for a while
- [19:55] Paid acquisition budgets
- [23:50] Paid ad automation
- Learn more at https://www.statbid.com/
If you’re enjoying the show, we’d love it if you left Honest eCommerce a review on Apple Podcasts. It makes a huge impact on the success of the podcast, and we love reading every one of your reviews!
It's much, much easier to run a very profitable, very small campaign, and then reinvest into it, than it is to pour a bunch of gas on at the beginning, and burn a lot of money, and then try and figure out how to make it profitable from there.
Welcome to Honest eCommerce where we are dedicated to cutting through the BS and finding actionable advice for online store owners.
I'm your host, Chase Clymer
And I'm your host, Annette Grant.
And we believe running an online business does not have to be complicated or a guessing game.
If you're struggling to scale your sales, Electric Eye is here to help. To apply to work with us. visit electriceye.io/connect to learn more.
And let's get on with the show.
Welcome back to another episode of Honest eCommerce. I am your host, Chase Clymer and today is a sad episode. Annette is on vacation, so it is just me, but I'll make sure to try to have both perspectives for everyone out there. Annette will be back next week, so don't worry.
But today, we welcome to the show, Roy Steves. Roy is the co-founder of StatBid. It is an SEM agency focused on SMB eCommerce marketing on Google and Bing. So there's a lot of 'S' words that we had there. SEM and SMB. Yuna, Give us a background on what your agency does, yourself, and the journey of the last five years that took you there.
Yeah, absolutely. So StatBid is, as you mentioned, an agency. And so we focus almost exclusively on running Google ads for eCommerce sites. And we focused on the small to medium-sized clients because that's where we come from. My team and I all have retail backgrounds.
So rather than coming from agencies prior to StatBid, we were selling everything from golf equipment, to snowboards to pool pumps, and so on. And that has given us a certain perspective on a very particular niche within the industry.
So, we don't really work with really, really big brands. If Nike came and knocked on our door, we wouldn't know what to do with them. But, that puts us in a position to work with people that are typically running on Shopify and Magento, and familiar platforms and solving familiar problems.
And we found it interesting to get into that niche because most of the content that is out there --all the videos and blog articles, they're all writing these best practices-- they're not really applicable to smaller accounts.
And so we find a lot of satisfaction, getting in there and sort of busting some of those misconceptions and myths around how smaller sites should operate within these channels.
So the backstory on StatBid was, I was networking at Leslie’s Pool Supplies, which is a national brick and mortar chain. And my team was running their website. They acquired the site that I was working for prior. We all moved out to Arizona from Northern California and have been here since.
I stuck around for about 2 years and found that the rate of learning was just so much slower in that large corporate environment and so I decided to take a risk and go do something completely bonkers and double down on my favorite part of my old job. I started managing just a handful of accounts myself.
Shilo, my co-founder, was there early on, encouraging me to take a look at starting a business from that angle. And so he, at the time, was --I believe he was-- working for a golf site and then later a lighting site. And after a couple of years, we grew to the point where we can both go full time on it and bring on some staff.
So we started getting are relative bands back together. I brought on some of my former teammates, he brought on some of his and so we managed to assemble a very high power team very, very quickly. And we focused on managing those accounts in such a way that we are very closely held to the efficiency of spend.
And the result is that we are growing pretty quickly based entirely just on referral business because we like talking shop and helping people out. The more we do that, the more things seem to break our way. And so the types of sites that we're really, really excellent at helping are the ones that are the most like the ones we come from ourselves and that sort of maybe 2 to 200 million range, which obviously sounds very broad.
But when you compare it to enterprise, it's definitely a niche. And it's a niche that continued to grow as we've seen for the past few years with the success of Shopify and other similar platforms.
Awesome. Yeah, that's, that's a great backstory there. And I love the talk of focusing on what your favorite thing about your old job was. I was actually just thumbing through This Won’t Scale by the team at Drift. They're a marketing app.
But they have this lead magnet, essentially. They send a book to me, so I read it. But within there, they're talking about how, when you're going from job to job, usually what someone does at their job isn't what they're actually really good at. And it's just funny that when you leave and focus, you get so much better.
Mm-hmm. Yeah, exactly. I mean, I was talking at conferences and stuff while I was still there. And so there were a lot of people that knew me from events like eTail and Bronto Summit and the like, and many of them were asking me whether or not I was going to start an attribution business because that's what I spent the most time talking about.
And when it came down to it, there were two options. I could either go into paid search optimization or I could go into attribution. And both, I felt had huge opportunities, but when it came down to it, it's easier to sell making money than saving money and attribution. At some level, it's a cost-control kind of endeavor.
And paid search is a direct response. You can see immediately whether things are working. And so that immediacy of feedback made it the more attractive path. But the fun part about this is that we, --because we bootstrapped the business-- we get to decide what projects we're working on and how much time to spend on each thing.
And so we get to still go back and talk about attribution, about email marketing programs, about marketplaces, and about all these other things. Conversion rate optimization. And I like that we still are very passionate about even if it's not technically our wheelhouse anymore.
Absolutely. So let's get into it. Let's talk about what you guys are doing today, which is paid ads through Google and Bing, specifically. So that is a fun topic. Let's go with this first question here that I have for you.
Me, as a small business owner. I'm not that tech-savvy. I have a hunch that Google is going to work for me and I am looking into hiring my first agency or my first partner or even my first freelancer or bring someone in-house to work on it?
How do I know what they're doing is good? What are some of those indicators they need to know, to maybe just even hold them accountable?
Yeah, yeah. Absolutely. Because you don't know if you don't know for sure. The challenge will be --at the beginning-- is interviewing whether it's with potential resources you can bring onto your team or whether it's with an agency. And so if you don't know what you're looking for at that stage, it's going to be hard to pick a good partner.
But conveniently, the same kinds of things that you should be looking for when you're measuring the success of somebody who you're already working with tend to be the same kinds of things that should come up during those early conversations. And it comes down to establishing good expectations, just like with any other role you might hire for.
But with paid search for Google and Bing especially, there are so many ways to control the behavior of the account if you're an expert. Then whatever expert you're working with should be able to produce a relatively consistent rate of return. There'll be some noise and volatility in any account of any size.
But when it comes down to it, money-in and money-out should always add up to something that you're excited about coming from the channel. And then there's only really a couple of more layers deep that you as the manager, the arbiter at the next layer up need to worry about. And that has more to do with the fact that not all campaigns within the account are created equal.
The best example of this is a campaign that you might have running against your own domain or your own trademark or your own brand. That will convert very, very well because it behaves like direct traffic.
If you're lumping direct traffic in with your organic traffic, you might see that biasing the overall performance of that earned traffic. Well, the same kind of pattern happens within paid even though it's less commonly focused on.
Because that trademark traffic converts so very well, it can subsidize a lot of bad behavior coming from the rest of the account. So if a third of your account is brand and that's producing revenue at a return on ad spend that's very, very strong, and then you have the rest of your account breaking even or maybe even losing a little bit of money when you add it all back together, it still looks like it's breaking even or doing a little bit better than that.
That might be okay if you're running some traditional marketing types, like radio and television and things like that, where you expect a large halo effect. Paid search does not work like that. You should not expect halo effects.
You should pay for all of your ads directly from revenue that's coming off of the transactions that are being generated.
And so first, make sure that the whole account has the right ratio of money-in and the money-outa and then you should be asking about the difference between your trademark and your non-trademark campaigns because you need both of those to be profitable, independent of one another.
Hey, if you're in the product making business then we've got great news for you. Katana is here to make your life easier. There's now a Shopify app built and designed for merchants that make their own products.
Manage your sales, orders, raw materials, production schedule, inventory, and material purchasing all from one dashboard. The name of that app is Katana.
Katana is designed for makers, crafters, and small manufacturers selling on Shopify. Until now, product makers selling on eCommerce have had to settle with messy spreadsheets or regular inventory management software.
We know they both usually suck if you need to make your own products. Fortunately, Katana is built from ground-up with the needs of a small manufacturer in mind. Production, scheduling and inventory management has never been this easy for Shopify merchants.
A recent survey shows that 93% of Katana users say they love it because of the ease of the setup and how intuitive it is.
To try Katana for free sign up at www.katanamrp.com or search Katana on the Shopify App Store. There's a 14-day free trial. You do not need a credit card. And when you're signing up, use the promo code honest to get 30% off your first three months of a paid subscription,
Check out Katana today.
So if we're saying that we need to have a profitable engagement, and we need a return on ad spend, that's obviously positive, is there a baseline that you think people should start when they're first getting into it? I've had... With these performance-driven engagements, it's what you see in paid marketing and stuff like that.
I've had it all over the board where someone's happy. It's like, as long as I'm getting over a 1 for 1 return, I'm okay. And then some people are coming in like, "I have to see 12 X or we can't work together." So, where do you like to see expectations there?
Just the reality of how expensive Facebook... Not Facebook. How expensive Google is these days, what do you think (should be the) return on ad spend? For general business, average business, what a realistic expectation should be?
Sure. I think that the question is a very common one. But I think it's also running a little bit on the incorrect assumptions that we should be using for this kind of channel.
So if somebody comes to you and says, "Hey, I want to run more Bing ads, because the ROI on them is higher." That sentence doesn't actually make any sense because you have so much control over how much is invested into the channel and you can obviously measure the revenue coming back out.
You get to make that call. You get to pick your own return on ad spend target. And so when it comes down to it, the variable is not "What is the return on ad spend I should expect from a channel like this?" but instead, it's "How much volume can I get at the return on ad spend that I find attractive and profitable?"
And so part of the way that we do that is instead of talking about things in terms of return on ad spend or return on investment, --which is by far the more common approach-- we actually use the reciprocal of that. So instead of saying how much money divided by how much I spent to get a multiplier or percent, we look at it the other way around.
We divide the cost by the revenue. And that may sound arbitrary, but what it does is it produces a percent of revenue number. And that is very easy to compare to things like your gross margin or your cost of goods. And so when you put all of the pieces together of your puzzle, you have all of these costs associated with.
You're doing business at some overhead rate, for example. When you have a percent that you can fit back in, it's much, much easier to conceptualize how much of that revenue and how much of your profit is going to those ads. So, what we've seen typically --from retailers at least-- is something around 30% of their gross margin ends up being roughly in the ballpark of what ends up working.
But when it comes down to it, each business is different. And so how rich or how lean you run your account should really be a reflection of how much margin you have to work with and at what point do you hit diminishing returns. And so, my advice to somebody who's just starting out and hasn't run a lot of campaigns before maybe ran a few small ones, and isn't sure where to start, is to err on the side of the smaller end of the spectrum.
It's much, much easier to run a very profitable, very small campaign, and then reinvest into it, than it is to pour a bunch of gas on at the beginning, and burn a lot of money and then try and figure out how to make it profitable from there. And that tends to be a fairly common approach. But it's not one that ever set well with me.
And so our approach is very much on the "Start small and grow from there." And then you can always test that diminishing returns curve as you go. Maybe you start spending 10% of your revenue on ads.
And then after a while, when things are going well, you go up to 12% and see how much more you get for it and see whether or not the incremental spend is worth the incremental revenue.
And eventually, if you follow that kind of iterative process, you'll end up optimizing towards some sort of ideal balance that fits with your margins, your conversion rate, and your business overall.
That was a fantastic answer. So let's say, let's pretend. Let's move my fake, made-up small business forward here. We've been doing some ads here for a while. And we're 6-8months in and we're loving it.
And it's like, "Alright. Hey, we're actually making money here. This is cool. This is a great channel. Should I just let it ride? It's not broke. I don't need to fix it. Or what should I be doing there?
At that point, you do need to drill in a little bit. So this happens a lot when somebody brings on a new agency --us included-- or a freelancer or a new hire. Right out of the gates, there's going to be a bunch of changes, and hopefully, they're all good.
And the reason that that tends to be the case --almost regardless of what agency you're working with-- is because everybody has some sort of level of expertise, and they're used to looking at particular variables in the account or watching for particular, common mistakes. And so in the first few weeks or a few months, maybe, they'll clean all those specific things up and you'll hit a sort of plateau.
And that's normal and to be expected. The agency can't pull the same rabbit out of the hat more than once, right? So you expect that continuing optimization is going to roll-off toward channel maturity, and then you're really just paying to stay ahead of the changes within the shopping ecosystem, the types of behaviors coming off the shoppers, and things that Google change.
And those are enough to keep keeping account manager busy, for sure but if you're looking for that same kind of meteoric rise, that same hockey stick curve that you might have gotten when you first started the account up, you're not going to get it. You should expect to see some sort of maturity.
However, there are sort of false ceilings when you first get going. For example, if we set up a couple of different types of campaigns, and we're running them great, and then things start to flatten out. The question then becomes, "Are these campaigns running as efficiently as they could? Or are they just running much, much better than they used to?" And those are very good different results.
The other thing is, "Are we running enough times of campaigns?" And there are different strategies that you can use to attack parts of your audience from slightly different angles. And you can sometimes continue to get a little bit more incremental market share off of just outmaneuvering bigger players.
So because AdWords or Google Ads, rather, --nowadays-- is still an auction-based system, --your bids for those impressions are going up against all your competitors-- the behavior can change very, very rapidly through no change of your own.
So you could have been running this campaign for six months, profitably, and happily. And then if a competitor comes in and starts raising, their bids against the same types of searches that you've been doing well with, you're going to need to be able to respond to that.
And if you're just setting it and forgetting it, they'll not only eat your lunch but potentially cost you a lot of money. And so monitoring its performance to avoid negative changes is part of the way you avoid some of the catastrophes that that might lead to.
But also be aware that there might still be another level above where you are right now, that shaking up the account might break loose. Even without changing partners or adding different people, just taking a fresh look at the account as if it were brand new to your eyes, and seeing if there are opportunities, and working with whoever your expert is to do so, it's a healthy way of revisiting the problems.
Getting your head a little bit out of the weeds long enough to take a picture of the account at a high-level and say, "If this weren't my account. If this were a colleague or a friend at another company's account, what does this look like? And what would I recommend they do to improve it?" You don't need a very technical background to do that. And if you are working with an expert anyway, then you can really rely on them for the nuts and bolts of it and still just look at it from a high strategic level.
This thing is a tool and it allows you to put yourself in front of people that are searching for specific solutions to problems. If you can identify other groups of people that are searching for solutions to problems that you, you and your product solve, then fantastic.
So you just keep looking for ways to sort of broaden that net that you're casting. And keep an eye --as always-- on the efficiency of spend, and you can grow into those other niches of user behavior in exactly the same way you grew from no campaigns to those initial successful campaigns.
You're watching out for the same kinds of efficiency issues, you're still watching the way that your competitors are behaving in the resulting auction data, and so it's very much like a fractal. The things that you did well at the beginning, you then do again at a smaller scale, and you continue to build it up as the tree develops four branches.
Awesome. That's fantastic advice. So let's kind of pivot a little bit here. Let's talk about budgets. What should I be setting aside which I'll be allocating for my business to get into a paid acquisition channel?
Sure, yeah. The way that this question comes up for us --where we're talking to our clients-- is usually in a positive light. So a client will say, "Hey Roy, if we gave you an extra $50,000 this month, is there (something different) that you could do with it?
And the funny thing is that my answer is usually, "I have no idea." Which is not what you expect from an agency. Usually, they say "Yes, of course. Y - E - dollar sign. Ye$. But when it comes down to it because you're always watching for that efficiency of return, you're watching that return on ad spend, you're watching the dollars and dollars out, at some point, you're going to hit some kind of market saturation for the budget that you're running with.
And so, it's less about how many dollars you need to set aside and more about going back to that percentage. My preferred method of running an account, --this is how the vast majority of our clients run it and this is how all of the accounts I've run personally have been.
The budget is technically uncapped. As long as we're producing revenue at the rate of return that we need to support profitability, at no point does the client, --whether it’s internal or external-- say, "Roy I don't want that next order."
Now there are situations where inventory or production capacity ends up coming over the top and being a hard limit on that. But that's the minority case most of the time, you know, you're always welcome. You're always happy to have that, that next order. And as long as it's continuing to generate orders at that rate of return that you're aiming for, it ends up being better to leave things fairly uncapped.
There's actually a subtle behavior within Google ads. And this is a little bit in the weeds, but it has impacts on how you view it from a high level. There are budgets, daily budgets, you can set on the individual campaigns and whoever you have managed the account will definitely be using those as a risk mitigation factor as you might expect. If it's spending $10 a day, you can only spend some In a month.
However, Google also uses that to get an idea of how big you think that campaign's going to be. And so if you set those budgets too low, you'll actually have less reach into the eligible searchers out there. Then you would have changed no other variables than just raising those daily budgets.
Now, raising those daily budgets exposes you to potentially more risk. So do so, according to how confident you are that whatever system you have in place is managing the total spend correctly. But when it comes down to it, you've got this, this opportunity to sort of tell Google, "No, really, I'm here to play with the big boys."
Even when you're growing into your accounts potential because if you're controlling the bids correctly, you're still going to keep your total spend where it needs to be relative to revenue. But then you have this opportunity to try and cast the widest net possible without necessarily spending more money to choose
Support for today's podcast comes from our friends at Simplr: a new way to staff 24/7 sales and customer service on your eCommerce store.
It works with your existing email and chat platforms, so setup is quick and easy.
Simplr's network of on-demand, US-based, Simplr specialists are standing by to answer your customers' most common questions.
Set it up for free today and then turn it on or off depending on your customer volume. You only pay $2.25 for every resolution. There are no hidden fees, contracts or minimums.
Close more sales with Simplr by staffing your email and live chat around the clock with Simplr specialists. Start your free seven-day trial at simplr.ai/honest.
So we've got Google's bringing to the table some automation options within their own platform and then outside of that platform, Artificial Intelligence is huge. There are so many apps that claim to do with machine learning. They're going to do your Google ads for you.
The table is yours. Give me your expert opinion on what's going on with all these automation? AI machine learning options that are coming to the marketplace for paid ads.
Sure, yeah, Google has more and more automation built into the platform all the time. And they are definitely pushing people to adopt it. Be it a return on ad spend, bidding strategies for Target CPA or smart shopping, the vocabulary changes almost monthly in terms of the number of types of automation that they offer.
When it comes down to it, the thing that we look at there is that Google has the advantage of an absolutely monumental amount of user data behind this.
We don't have direct access to it but they can build these fantastically complicated models because they have these huge pools of data and user behavior that they can build these models from. However, there is the fundamental conflict of interest there because Google gets paid for clicks --for now-- and you get paid for conversions.
And so whenever there's a disconnect between those two types of actions, there becomes... The issue is that there's a type of arbitrage that Google can play there. If they can get you to buy those clicks, and as many of them as possible at the highest rate possible, then they are successful.
And you are successful in a completely different set of metrics. And so when you look at those automation systems, you have to remember, "What was this built to do? Is it built to keep my best interest in mind? If not, how do I police it? How do I regulate it within my account to make sure that I'm getting the best out of it that I can?"
And there are reasons to want to do that. Their automation, for example, --in our testing-- has shown that it is more effective at extracting value from mobile shoppers. They have a certain percentage of people that are identifiable on multiple devices and so they do some multi-device tracking and the like.
They're building their multi-device tracking more and more into the fundamental stats which means that you can't necessarily peel it apart as much as you used to but they are using that to do some interesting things. However, they also have a ton of mobile device real estate. And there are way more searches on phones now than on computers.
And the conversion rates on mobile --even if you include multi-device shoppers-- is still so much lower than most sites are at most doing half of their revenue on mobile. And in many, many, many are doing the vast majority of it's still on larger format devices.
So Google has all of this revenue that you are trying to get your hands on, this potential revenue, and they have all of these clicks, not all of which are equal, but Google wants to sell them all.
And so when they lump them together, you can think of it like they're making sausage and they're throwing cheaper and cheaper stuff into the top of the hopper and trying to sell the sausage at the same price that they were when it was all just, filet mignon or whatnot.
And so it's important to continue to monitor some of the fundamentals under the hood, even if you don't have that much influence. You just want to make sure that that you are not subsidizing Google's stock price. And the way to do that is to watch for whether or not you are getting the full value out of the traffic that you are buying. And that can usually be done with some sort of segmentation.
Now that's where third-party automation becomes part of the conversation for sure. And there are very smart people working on bidding platforms outside of Google. I've had the pleasure of talking shop with many of them over the years. They run into similar issues that Google does.
On the upside, they act as an intermediary, so they don't have the same kind of conflict of interest necessarily the Google has directly. So they're acting as armor between you and Google's sticky fingers.
However, they still run into limited data. If you're in a small account, even if that vendor has a lot of clients, that's nowhere near as much data as Google's. And so their models can only be so sophisticated because you only have so much data.
Whether you're using sophisticated AI, or layers of machine learning or even just some basic statistics, everything comes down to sample sizes. The model is only as good as the accuracy of the assumptions going into it. And that's coming from, how many clicks and conversions do you get in a given period?
And there's not going to be a magic way to get around that unless you have Google size amounts of data. And none of us do. And so the other types of automation that are out there have an ability to take advantage of different types of use cases. And they're better at some than others.
But for the most part, the bigger the account, the more effective those types of solutions are. The smaller the account, the better off you are using basic algebra. And so that's sort of been our attack. We're very engineering heavy. I mean, I, myself was a web engineer well before I was a marketer, and you see that through the DNA of our team.
But at the same time, when it comes down to it, if you're bidding on campaigns and accounts where you're spending less than $10,000 a month or something like that, --which is much, much smaller than some of these solutions are designed for-- you're almost better just treating it as if it were all just the rigorous application of 8th-grade math. And that's fundamentally what all of this is. It's all just algebra under the hood.
And then if you have enough data, then you can start layering some statistics on top of that, and we do. But I think that there's a lot more hype and bluster around AI, as a solution for this, than I think is quite warranted. There are very, very clever solutions but I would definitely be skeptical of someone who throws the buzzwords around but can't explain the philosophy that went into building that supposedly intelligent system.
Because just like raising a child or nurturing a new employee, part of how good that system is going to be as how it was designed and taught and developed and trained and vetted. And if you can't get good answers about that part, then I would, I'd be skeptical of the performance coming out the other side.
On the flip side, if you can plug in a solution and it does better, basically right out of the gates than anything the campaign's done in the past, then there is probably some very clever math in there. And they've probably built a model that happens to be good for your use case.
But when it comes down to that, that's why we focused on specifically eCommerce advertisers. Because obviously, hotels and dentists and lawyers use Google ads as well. But (if) anything that you try is built for a one-size-fits-all approach, it's going to miss the opportunity to be good at one thing.
And so definitely keep an eye on the types of clients that are being served successfully by any solution, whether it's a freelancer, agency or new hire and see, do you really think that your use case is similar to theirs in meaningful ways? And if so, fantastic.
And if not, that's something to be wary of, because this artificial intelligence and machine learning solutions are billed as a sort of a one-size-fits-all, cure-all. And they're just not. They're a very clever tech. And they are very powerful tools, but they are not the solution for every account's behavior in our experience.
Yeah, I mean, you couldn't have said it better. (laughs) People are slapping AI and machine learning on an app they've been working on for years, just to try to get some more seed money at this point.
Yeah, yeah. Exactly. And (laughs) might as well just slap blockchain on the end of the title and really try and go for the big keyword Yahtzee.
Exactly. (laughs) So, you are a wealth of knowledge and I cannot thank you for joining us today and you're being even more generous with what you're offering our listeners. You want to give them a little bit of insight on how to follow up with you and kind of get that awesome deal?
Oh, yeah, yeah. Sure. So, when we're talking to prospective clients, obviously any agency out there in our space does some sort of account audit, which is, I think, a marketing fail. Nobody likes getting audited. What are we thinking?
So we do account reviews. But unlike the sort of auto-generated PDF, five pages of charts telling you how much you need, whoever gave it to you, ours have always been more like a deep cleaning.
It ranges from 15 to 30 pages of details, and they are done entirely by either myself or my senior analyst. And they have a lot more personality because we write each one of them individually.
Those are huge undertakings and since we don't charge for them, we definitely have a finite pipeline, but what I'd like to offer is a streamlined version. we're calling them "sprint reviews".
And so the idea is that instead of going into all of the detail of the logic, and the reason, and the process that we recommend in place of certain issues, we'll just go straight for here's what we found and here's how to fix it.
And then that's much faster for us. And we can always, answer questions and follow up. But basically, the idea is that we'll do probably about 6 to 10 pages of analysis, completely devoid of any attempt to sell anything. Like I said, we're growing on purely a walk-in business right now enough. So we're motivated just to help talk shop because the more accounts we see, the more insights that we can gain and the more examples that we can refer to in our own heads while we're looking at accounts.
So the more accounts we see, the better we get at our jobs and we've already looked at all a lot of accounts. So take a look at our testimonials but if you want to hit us stop and take us up on that sprint review offer you can go to statbid.com/sprint-review and contact us there.
Depending on how many people take us up on it, there might be a little bit of time for me to catch up. But I will personally ensure that that we get something valuable back to everybody who takes us up on the offer. And you do need to have an account already running or there's not much for me to take a look at.
But even if you don't, you just want to ask some questions of an independent expert, we're happy to talk shop. It's a big part of why we started the business in the first place.
Gotcha. And then just to clarify to people, what's going on with that amazing offer, just real quickly, that is a free offer. There are no sales involved there. They...
They want to talk shop, they are passionate about pay per click and they want to help you.
Yep. Yeah, that's exactly right. Yeah, we’re obviously open to exploring whether we're the right solution for some folks. But what it comes down to it, we're not rolling in and assuming that we're the right solution for anybody, nor are we assuming that everybody needs a third party.
You might be looking to get the review because you're considering taking it on yourself. And if I can give you 10 pages that give you the 80/20 principles worth of what you get out of hiring somebody, then I call that a win. I feel like I've made the world a little bit better place by helping out people who are on the cusp of that kind of autonomy and profitability.
Awesome. Seriously, thank you so much, Roy, for sharing all that awesome information with that super generous offer. I'm sure that a lot of our listeners are going to hit you up about that.
Yeah, I look forward to it. It should be fun for me, too.
We can't thank our guests enough for coming on the show and sharing the truth. links and more will be available in the show notes. If you found any actionable advice in this podcast that you'd like to apply to your business, please reach out at electriceye.io/connect.