FAB Formula
How much would you earn if you could suddenly win 2-3 dream projects each year, (that you aren't winning now), because you learned to communicate extreme VALUE like no one else competing against you. ($100,000+)
I bet you are sick of being treated like a commodity, sick of being compared to lower qualified designers who charge less and sick of having to discount your services because you cannot fully explain why you are better (when it should be obvious).
Fees are only a problem when value is a mystery.
So let's remove any mystery. Let's communicate such a quantum leap in value so that your fees and competition become irrelevant.
- Use the FAB to communicate the value of anything in 3 simple steps.
- When you are an expert you know TOO MUCH. Your explanations are perfect for another architect but go straight over the heads of your clients. The FAB Formula allows you to speak the clients language
- Win the projects you want but would not have won when your clients are hypnotised by your ability to translate what you do into how THEY win
It is not enough to know you deliver value, you have to be able communicate and prove your value. The FAB Formula is how you do it.
CLICK HERE for Video Transcript
The FAB formula: heart sell, not hard sell. Three simple steps to communicate your value and win more projects. The number one question any potential client asks, whether they say it out loud or not, is: Why should I choose you or your service over all other options, including doing nothing or doing the design myself? You need to have an answer to that. Itâs all about a heart sell, not a hard sell. |
BONUS PDF RESOURCES
180 Plug-and-Play FAB Scripts
Live SIX Zoom Call - FAB Formula Workshop
CLICK HERE for Video Transcript
SIX FAB Formula Live Workshop.mp4 Transcript generated by Transcript LOL Richard Petrie00:00 - 00:13 Okay, let's get into the FAB formula. So what is the FAB formula? The FAB formula is a framework for communicating the value of something. It's a bit like the million dollar message, only it's simpler. Richard Petrie00:14 - 00:43 Okay, it's in the training, you can find it in the training, I'll show you where. It's in value. So in the value, there's a number of really good tools, you know, in here, Million Dollar Message, Power Pyramid, Fab Formula. So you may have seen the Fab Formula, you may have gone through the videos or maybe you haven't, but I think it's worthwhile going through it again today because a lot of people who go through the Fab Formula when we've done it live, have walked away and started Richard Petrie00:43 - 01:10 to use it and said this is, Peter Toohey is one of them. This is the thing that made the big difference for me was the Fab Formula, learning how to communicate, Learning how to communicate my value. Okay, so I'll just show you these slides. The better you communicate the full value of what you provide, the more they'll value what you offer them, obviously. Richard Petrie01:10 - 01:32 So most designers are not very, you do incredible work, you're just not very good at communicating the value of your work. You just assume that people will look at it and go, you know, and you go, ta-da! And they go, oh yeah, that's great. Or you talk about your work and go, here's my past projects. Richard Petrie01:33 - 01:43 Thinking that'll do it. Sometimes we need words. Sometimes we need words to convey our value. So that's what this is. Richard Petrie01:46 - 02:09 When it comes to selling, there are two languages often. Oh, this applies to you guys big time. There's the way the seller talks and thinks, which is one level. And then there's the way the client thinks and talks in the way that the seller, particularly when you're selling complex services like design services. Richard Petrie02:09 - 02:26 You guys don't always use the same language that they do. You use their language and they don't get it. So this FAM formula is somewhat of a translation tool. It allows you to translate your smarts. Richard Petrie02:27 - 02:41 Like you're too smart. That's part of your problem is you guys are too smart. You know too much. And so when you go to explain your thing, you're way too high a level in terms of understanding compared to the client and you lose the client. Richard Petrie02:42 - 02:56 They're not picking up all the things you say. it's too clever, right? So, we need a translation tool and that's what this is. Yeah, they're trying to understand what concept drawings are. Richard Petrie02:57 - 03:13 It took me three months to work out how to spell the word architect. I found that a difficult word to spell, right? So, you guys talk away and blah, blah, blah, blah, blah, and it's like the client is They're back there, right. Four-wheel drive. Richard Petrie03:14 - 03:24 So my wife wanted a four-wheel drive. So, okay, less than three years old, she had a... I'm just going to get rid of this thing. I've got something in the way here. Richard Petrie03:27 - 03:42 No, sorry. Here we go, some more of my slides. Okay, she wanted a four-wheel drive, less than three years old, under $40,000, seven seats. Okay, so she didn't trust me to find it. Richard Petrie03:43 - 03:53 I've got a friend who's quite good with cars. She said to him, can you find one? And he said, yeah, there you go. This is everything that you, this is a few years ago. Richard Petrie03:54 - 04:05 Everything you wanted, that's not the car. It's a photo in the US somewhere. And she said, no, I don't want that one. Why not? Richard Petrie04:07 - 04:29 You said you want a four-wheel drive, less than three years old, under 40,000, seven seats, this is it. And she said, oh, no, I want a black one, right? So the criteria that she had in her head was different. She was buying on emotion, she wanted a black one, but she gave him all the logical markers for what she wanted. Richard Petrie04:30 - 04:38 Right? What she wanted was a black one because a black one made her feel better. She didn't want a red one. Looks cheap. Richard Petrie04:39 - 04:48 Whatever, right? So she, when she was, buyers are liars. When she was giving him, here's what I want, it was different. to what she really wanted. Richard Petrie04:49 - 05:19 So we need to collect the logical reasons why people want something. And then we need the emotional. And when we're communicating ourselves, we need to communicate logically and communicate emotionally, right? Right, and we could, most consultants sell using logic, you know, oh, look, I've got 25 years of experience, bim, zam, wham, I've got all these qualifications, I've got 15 projects, I do concept drawings, construction, you know, all makes sense, right? Richard Petrie05:19 - 05:26 All makes sense. All makes sense. And then they go to someone else, right? And they're like, oh, I don't know what that means. Richard Petrie05:26 - 05:38 Now, great influences throughout history spoke emotionally. That's what made them so great. They moved. countries that moved large numbers of people. Richard Petrie05:38 - 05:50 People buy on emotion, justify with logic. All right, so we're going to use this three-step FAB formula, F-A-B. F stands for features. F stands for features. Richard Petrie05:51 - 06:12 A stands for, I'm going to change it actually to make it simpler. A used to stand for advantages, but now it stands for actions. Oh, I'm not, come on. pretty much doing that. Richard Petrie06:13 - 06:25 So F stands for features, A stands for action, and B stands for benefits. Right, let me explain. Feature is what something is, right? It's what it is. Richard Petrie06:26 - 06:47 Advantage or action is what it does. And benefit is the potential transformation that it causes for the client, the potential transformation it causes for the client. So feature is just what it is. Me being a good listener, that's a good feature. Richard Petrie06:48 - 07:16 What it does, it means I sit down here and I listen for certain cues and unmet needs that you're saying, and also things that you're not saying. The benefit is you end up getting more than you could possibly hope for, or it could be anything. You end up getting the house that you really want, because rather than me designing get awards, I'm designing what you really want. Could be anything, depending on what. Richard Petrie07:17 - 07:25 Right, so let me give you an example of a car. Let's say airbags is the feature. I'm selling car, right, the feature. Airbag safety system. Richard Petrie07:25 - 07:34 I could say this car is equipped with airbags. Okay, boom. Right, what's the action? What does it do? Richard Petrie07:34 - 07:52 In case of a crash, it automatically deploys cushioning. So feature airbags, the action, it deploys on a crash. The advantages, the benefit, saves your life. Which one? Richard Petrie07:53 - 08:20 Feature, what it is, advantage, what it does, benefit, the transformation or the result to your life, how it changes your life. Right, which one is the logical one or logical two? Someone just call out, I'll go Victor, please. Calling Victor, you may be muted. Richard Petrie08:20 - 08:36 Yeah, I was saying saves a life. The logical one, no, no, not quite. That would be the emotional one, I would say. So the logical ones Speaker 708:37 - 08:37 are Richard Petrie08:37 - 08:50 the airbags and it opens. The benefit is more emotional, all right? So airbags, opens on impacts, saves your life, right? That's the money shot. Richard Petrie08:53 - 09:04 That's the money shot, that one there. Now, most people, when they're communicating, they'll talk about the feature. They might talk about the action. They don't talk about the transformation. Richard Petrie09:06 - 09:30 That's the money shot. There was a guy I met who used to run a tire, business, quite a big one in New Zealand, they're all over the country. And, you know, we're talking about sales, and he said, Oh, we had this good thing we'd do, we'd go and have a look. The guy would say, Oh, I want, I've got to, you know, I need a new tire. Richard Petrie09:31 - 09:43 He said, I'd go around the car. And he was the general manager of the whole country. And I'd train the whole everyone, we'd go around the car, if they said it was a front right car, we'd go and look at the other three. We don't need to look at the front right. Richard Petrie09:43 - 10:01 He already wants to change it. So we go and look at the other three and then we go back to the driver and we go, have you got any kids? And they go, yeah, I've got two kids. And they go, okay, we'll change the one on the left-hand side as well then. Richard Petrie10:03 - 10:16 Okay. Like jumping straight to the benefit. Well, there's an assumption. The assumption is that we're going to do it for the kids because we don't want to kill the kids. Richard Petrie10:16 - 10:29 So we're going to change the front left tire as well. So always, his thing was, have you got any kids? Yep. So now he's immediately moving the conversation to the potential benefit for someone's life. Richard Petrie10:29 - 10:41 Okay, we'll change that as well. Everybody knows what he's saying and why he's saying it. Yeah, we'll save the kids, right? Okay, people buy it and justify with logic, right? Richard Petrie10:41 - 11:10 Logic, logic, emotion. The benefit is emotion. The benefit is like, it's not even necessarily, I'm not saying it's not the truth, but it's the potential benefit that someone could get. If you look at any ads on TV, the outcome they usually give you, on how good life is once you've started using their product is not really literally true. Richard Petrie11:11 - 11:42 True, I mean, it's plausibly true, but I mean, when they're selling Coca-Cola, everyone's, you know, the implication is if you drink Coca-Cola, you become a really good looking person and you attend a lot of parties in your bikini and you look really attractive. Well, that's not literally what's true. You know, they're saying, but it's what they're showing you, right? So this is the framework. Richard Petrie11:42 - 11:51 What it is, okay, so I've got a few architect-y type examples. Feature, sustainable design. Okay, let's have a think. What does it do? Richard Petrie11:51 - 11:58 Uses low-impact materials. Okay, that's what it does. What's the benefit? Well, it saves the world. Richard Petrie12:00 - 12:19 saves the world, makes you feel good about yourself. Yeah, well, that's, you know, oh, it's true. I don't know if one house is gonna save the world, but, you know, we've all got a chip in, don't we? So, right, let me give you another example, structures. Richard Petrie12:21 - 12:34 Oh, this is if you're within your company, okay? So your legal structures, sets up ownership structures legally. So that's what the structures is, protects your wealth, right? By having a trust or something like that, protects your wealth. Richard Petrie12:35 - 12:56 You'll never lose all your money. Everything can fall around you, but if you've got your trust and your structure set up properly, they're protected, you won't lose your money. Right, so I'm not sure that download is still there, this is years old. Any questions around this? Richard Petrie12:57 - 13:25 And then what we'll do is we'll do some exercises and I'll get you guys to come up with maybe half a dozen areas that should be feature advantage benefited. And then you'll come up and you'll do a good job on one of them with a view that maybe I should do another six or 12, I should do the FAB on the other 12. But are there any questions on what you've seen so far? Speaker 513:30 - 13:47 No, but there's lots of permutations to any one of those elements. Like you chose sustainability. You could say that you create a very efficient house and the benefit is it costs you less to operate in the long run. So there's lots of permutations. Richard Petrie13:48 - 13:59 Yes, exactly. There are. Because when you get to the benefit, the benefit is here's how this could impact you. Right. Richard Petrie13:59 - 14:10 Well, that could be a number of ways. Right. But we've got to talk about that stuff because that is the money shot. Right. Richard Petrie14:11 - 14:22 Let me give you another example. right, the benefits can go anywhere. The feature, it's what it is, what it does, the benefits. And not only that, you can do here's the benefit. Richard Petrie14:23 - 14:34 And here's the benefit of the benefit. And here's the benefit of that. And you can start cascading the benefits. So let me come up with an example off the top of my head. Richard Petrie14:37 - 14:52 Okay, let me say the LCC. The LCC is the feature. What it does is you will sell pre-designed research up front. The benefit of that is you get paid where you used to work for free. Richard Petrie14:53 - 15:10 You get to qualify out anyone who's not prepared to pay a few thousand dollars to get some research done. You don't have to work with them, you save that. which means you have a whole lot more time for yourself. You can save all that time of working with tire kickers, which means you can work on your marketing more. Richard Petrie15:10 - 15:45 And if you work on your marketing more, you can start getting more sophisticated and focused on the type of projects you want. And if you can win those, it means that you end up doing less projects, which means you can earn more and work less, which means you can relieve the stress you've got going on, which means you can go on better holidays, which mean you end up with a better marriage, which means you can go on forever. Now, as long as it's semi-plausible, this is what people are buying. Richard Petrie15:45 - 16:11 As silly as that example sounds, it's the benefit bit that's missing when you're talking to people, right? I'll give you one more example here. This was a good example. So this guy, This was a guy, a friend of mine, and he was captain, and some of you, this will mean something to you, but he was captain of the New Zealand cricket team. Richard Petrie16:11 - 16:29 So it's like captain of the USA baseball team or something. Anyway, so he had this wall at his house, and I said, oh, that's a core wall. And he said, oh, yeah, there's a bit of story behind that. And it had the gabby on, locking all the bricks in. Richard Petrie16:31 - 16:50 And he said, oh yeah. And he said, I had to put that wire mesh around it too, because the council told me I had to, but I said, oh, it looks quite good. He said, yeah, we didn't want to do it, but this isn't the wall. You would have to do it on a high wall like this, but his was a bit lower. Richard Petrie16:52 - 17:11 And he said, yeah, but the council came around, they looked at it and they gave me a permit for it. Yep, that's fine. And then, They came back later on after they'd given me the permit and said, oh, we're taking the permit back. You need to put Gabby on, make sure the wall's all secured. Richard Petrie17:11 - 17:23 He said, you've already given me a permit. And they said, yeah, I know, but it really needs, we've changed our mind. My manager came in and said, changed it. And Stephen said, oh, I don't want it around it. Richard Petrie17:23 - 17:35 You've already given me the permit. I can take you to court. you can't force me to put it on, you've given me the permit. And they said, I'll tell you what, we'll come around and we'll check it out. Richard Petrie17:35 - 18:06 So three of them came around, including the manager, and they had a look and said, nah, you're going to need the gabion around the brooks. And Stephen said, all right, well, I'm going to take you to court because I don't want to. And They said the manager went straight to the benefits and made a statement about a potential transformation. He said, well, you could take us to court and you may even win, but will that make you feel any better if this wall falls on one of your children? Richard Petrie18:12 - 18:17 I said, what'd you do? He said, well, the Gabion's on the wall, isn't it? What could I do? Right? Richard Petrie18:17 - 18:33 So talking, That way is very powerful. And it's so simple. What it is, what it does, and here's the transformation of what it will do for you. Now in that case, they all knew what the feature was, they all knew what it did. Richard Petrie18:34 - 18:51 Bang, what was missing was the transformation. Once he delivered the benefit, Stephen just backed down, didn't take him to court and put it on. But until the benefit had been dropped, right? Oh, there you go, right. Richard Petrie18:52 - 19:18 Wire mesh secures the rock, saves children's lives. Okay. You got me at the benefit. Winston Churchill speaking in emotions, he didn't say that, he said that, you know, we'll fight them on the beaches, we'll fight them in the landing grounds, we'll fight them in the air, and in a thousand years from now, they'll look back and say this was their finest hour. Richard Petrie19:21 - 19:40 Well, no one's saying that 50 years later, but it was a good speech. Got everyone going, okay? So, key thing, when you get to step number three, people buy on emotion. So make sure your, here's how it impacts your life, has a certain emotional quality to it. Richard Petrie19:42 - 20:03 I won't get on that. So let's just do that. So what I'd like everyone to do is come up with three areas that you think are really valuable in your business. Maybe it's the way you do something, or maybe it's a skill you have, or maybe it's a recipe. Richard Petrie20:04 - 20:31 So it could be your secret weapon, your secret sauce, anything you think is something that should be a reason people buy. and I want you to FAB it. Here's what it is, here's what it does, here's the impact it can have on you. So come up with three, and then do an FAB on at least one of them. Richard Petrie20:32 - 21:14 Three things that you should be doing the FAB on, and then we'll play around with them for the rest of the hour. And I think you'll see, I think by seeing the examples you'll see We'll see how you could use it. And stick the areas that you want, the three that you think you should be communicating the value of more highly, stick them in the Slack general channel so we can see them all. Okay, right, non-slip. Richard Petrie21:15 - 21:21 Okay, non-slip. Flooring, yes. What's the middle bit? Speaker 321:23 - 21:25 Well, prevents falls and injuries. Richard Petrie21:26 - 21:39 Right, so what it does is prevents falls. Okay, so I suppose it's, yep, yep. Speaker 321:40 - 21:41 Benefit. Richard Petrie21:41 - 21:42 Yep. Speaker 321:44 - 21:47 You don't have to pay your staff to stay at home on work cover. Richard Petrie21:47 - 21:49 Right, right. Speaker 321:51 - 22:13 Yeah, there's some things in these scenarios that are mandated, but you can do what is mandated and then extend it to where it would benefit your staff. So instead of just saying it's only required in this area, we'll extend it throughout. Speaker 622:14 - 22:14 Right, Speaker 322:14 - 22:16 right. Instead of the minimum. Speaker 622:16 - 22:17 Right. Speaker 322:17 - 22:21 extend it so that you treat all areas the same. Richard Petrie22:21 - 22:33 Right. Well, I suppose you can go, you know, look, injuries for staff. If staff slip with food, you've got to recook the meal. You know, if they slip there. Richard Petrie22:37 - 22:39 I mean, you could be sued. Could you be sued if you haven't? Speaker 322:40 - 22:40 Definitely. Richard Petrie22:41 - 22:50 Avoid being sued. And they might go, all right, you had me having to recook the meal. Speaker 322:52 - 23:12 Yeah. There are some clients who, uh, as a result of slipping everybody on the design team, as well as the fit out contractors are included in that lawsuit. So it might have nothing to do with the kitchen, but you get sued or you're included in the lawsuit. Richard Petrie23:15 - 23:18 There you go. That's enough. Stick it in, Andrew. Go on. Richard Petrie23:18 - 23:22 Yes. Stick it in. You got me. All right. Richard Petrie23:23 - 23:27 There you go. Okay. Who else has got Craig South? Let's have a look. Richard Petrie23:27 - 23:36 Listen to one of your one. You've got LCC. Okay. Craig South. Richard Petrie23:36 - 23:39 What's your... Speaker 223:39 - 23:52 Well, we've only just started doing this, so it is all quite new. The LCC, just a simple research process at the start of the project. Okay, pre-design research. Richard Petrie23:53 - 23:54 Benefit. Speaker 223:55 - 23:58 It gives a clear pathway forward before spending too much money. Richard Petrie24:02 - 24:21 Now that you roll that off your tongue, like it's no big deal. you can really spin that out, right? Clear path before spending too much money. So that means, so that means reduces your risk. Richard Petrie24:22 - 24:37 It means, and what does that mean? Clear path before spending big money, Speaker 824:39 - 24:40 Yeah. Richard Petrie24:41 - 25:02 Reduces your risk, right? It's peace of mind. Yeah, it gives you peace of mind. And it's just a smart way to start with a small step. Richard Petrie25:05 - 25:43 All that type of stuff. is good, not overly emotional. If I was to make it more emotional, I might say, look, stops you spending big money if you know it's a sure thing. Right, so in some cases, and if you can think of a case where someone's, you know, started with a project and it's gone on hold, you could tell a story, you know, that, well, there's that, I don't know, I don't know if this is a good one, but Richard Petrie25:43 - 26:17 Frankton, that's in Queenstown, Frankton, you know, he did this whole thing, and then after spending 10 million, you know, 10 million discovered, I hadn't accounted for everything, it was gonna cost a whole lot more, couldn't afford to finish it, had to walk away. Had to walk away from the project and went bankrupt. There you go. Right, I don't want you to go bankrupt. Richard Petrie26:20 - 26:44 So, yeah, that's why we do the small step here. We go and do the research, we make sure about things, we eliminate assumptions, we reduce your risk, and we make sure we focus on the number one option for the site. If you go down the path of just committing to it and going into it, which I don't recommend, what if you don't eliminate all the assumptions? What if you discover things later on? Richard Petrie26:46 - 27:00 that you hadn't taken the time to do research. I mean, people go out, that's how developers and people go out of business. That's how people go bankrupt, right? So the diagnosis is the most important step in the whole thing. Richard Petrie27:03 - 27:20 A surgeon doesn't operate without doing a thorough diagnosis first. That's what I wanna do for you. I don't want to get you out of surgery and you come out with a vasectomy and you went in with a broken arm. I don't want to do that to you. Richard Petrie27:20 - 27:37 I've done it before. I used to be a surgeon and I said to myself, it's never happening again. All right. Okay. Richard Petrie27:37 - 27:42 Good work. Okay. Who else have we got here? Let's go. Richard Petrie27:43 - 27:52 Let's go. Michael Moody. Let's do 3D renderings. 3D renderings. Richard Petrie27:53 - 27:55 What's the action there? What does that do? Speaker 627:55 - 28:01 Removes the guesswork on the client's part of what it might look Richard Petrie28:01 - 28:06 like. That would be the benefit. That would be the start of the benefit. What does it do? Richard Petrie28:06 - 28:19 3D renderings. What is it? Give me the logic or the action. Well, it creates a 3D plan, right? Richard Petrie28:20 - 28:24 Yeah. Well. Is that right? Speaker 628:24 - 28:36 Well, it's the... 3D and plan are kind of oxymoron. It's like a, it gives you plan elevations and sections in one look. Speaker 528:41 - 28:41 Virtual building. Richard Petrie28:43 - 28:46 Yeah. Right. Okay. A virtual building. Richard Petrie28:46 - 28:52 Great. So 3D virtual building on site. So you can see, okay. The benefit is, Speaker 628:54 - 28:56 Well, it removes guesswork, alleviates stress. Richard Petrie29:09 - 29:21 It translates the design into a format you can understand. Would that be fair? Speaker 629:22 - 29:23 Yeah, yeah, yeah. Richard Petrie29:23 - 29:25 So it's almost like a translation. Yeah. A lot of Speaker 629:25 - 29:31 clients really can't read 2D drawings. Right. Speaker 729:32 - 29:34 Give them the ability to visualize. Richard Petrie29:37 - 29:51 That's an important word, visualize. Ability to visualize the end product, which means, if you just use which means, which means what, Mylene? Speaker 729:54 - 30:03 Well, it means that you can make corrections at the design stage rather than in the construction stage, Richard Petrie30:04 - 30:04 which means Speaker 730:04 - 30:05 you're saving money. Richard Petrie30:08 - 30:10 You save big money. Speaker 330:11 - 30:13 It's communication without words. Speaker 630:14 - 30:15 Right. Speaker 330:15 - 30:15 And Speaker 630:15 - 30:18 you get them to fall in love with the building before it's built. Richard Petrie30:20 - 30:28 Well, that's not what we're saying. There you go. That's good. Okay. Richard Petrie30:28 - 31:00 So it means you can remove the guesswork, eliminate the stress. What it does is translates the design into a format that you can understand, which means that you can visualize the end product, which means that you can make corrections at the design phase. when it's cheap to make changes, instead of being at the construction phase, which is really expensive. And it also means that you get to see what it's going to look like. Richard Petrie31:00 - 31:20 So if there's anything off about it, oh, you get to know that it's the right design before it's been built. We don't want to build it and for you to go, oh, that's not quite what I was thinking. So yeah. It's a translation tool that allows you to see what it looks like and be able to make changes or confirmations. Speaker 631:21 - 31:27 I think Victor had a similar post there. Okay. Richard Petrie31:28 - 31:32 What does he got? AI rendering software. Okay. Okay. Richard Petrie31:32 - 31:41 Very similar. Rendering, creates quick visual drafts, saves cost on producing work for progress visuals. Yeah. Okay. Speaker 531:42 - 31:43 Good one. Richard Petrie31:45 - 31:53 All right. Interview and questionnaire. Okay, this will be something a bit different. Okay, so what makes you differently? Richard Petrie31:54 - 32:03 We do an interview, we have developed an interview and questionnaire process. To try and Speaker 532:03 - 32:03 define Richard Petrie32:04 - 32:09 a program. Okay, which, let's have a look. What does it do? Speaker 532:12 - 32:37 So it quantifies the elements of a larger design idea is the benefit. But the action is that it defines the basic elements of a program, however you want to quantify that. So for me, it gives me a leg up on what are the parts of the puzzle that this client wants to solve. I'm not dealing with any aesthetic issues really yet. Speaker 532:37 - 33:10 It's really about the parts of the puzzle that they want a solution to. And then, in effect, that can lead to a conceptual idea for a building and its organization. Leaving aside the sort of aesthetic aspects of it, basically reducing the elements of the problem to specific elements that you can arrange or rearrange into any number of building organizational ideas. Richard Petrie33:11 - 33:28 Right, that's, let's dumb that down for someone like me. So interview and questionnaire process defines basic space program you've got. What does that do for me? How does your interview and questionnaire make my life better? Speaker 533:30 - 33:59 Well, for me, and not necessarily for the client, it gives me the quantitative and almost the qualitative elements of the puzzle or the problem to be solved. at least for me, I'm just speaking personally. That gives me enough elements to begin to organize an idea or more than one idea, multiple ideas about how the building can be organized for the client. Which means what? Speaker 534:01 - 34:27 It's a shortcut to a way that others are describing here of creating some kind of a complete idea, whether it be in 3D or other means, 3D is best. So a client can visualize all of the elements really of the home or the project, whatever it might be, in a graphic visualization. Richard Petrie34:29 - 34:30 The interview and questionnaire process. Speaker 534:32 - 34:50 Oh, I'm so sorry. Well, I'm asking the questions. The questions About them their life what they need what they want. You know what what they need and what they want or sometimes two different things i try and find a way to define those elements. Richard Petrie34:52 - 34:56 Okay let's simplify it because this is this is the thing you're too smart. Speaker 534:57 - 34:58 I'm sorry. No, that's Richard Petrie34:58 - 35:05 right. Don't apologize for being too smart. You know too much. So we need to dumb it down for someone like me. Richard Petrie35:06 - 35:16 So everybody needs an idiot to help them when they're communicating. The smarter you are, the more you need an idiot to translate what you do. I'm your idiot. Speaker 535:17 - 35:34 Well, it's my way of asking a client what they want without being quite so general and blunt. It's a technique for extracting, if you will, I try and do it in a way that extracts the reality of what they're trying to do, what they're trying to solve, Richard Petrie35:34 - 35:42 what is their pain point. What's the benefit of finding out exactly what someone really wants? It gives me Speaker 535:43 - 35:51 a finite... I'm sure anybody can jump in. You guys are all designers. I want to save time Speaker 635:51 - 35:52 in the design development phase. Speaker 535:53 - 35:59 Absolutely. You go from concept through schematic to DD pretty quickly. Richard Petrie36:01 - 36:03 Which, which means you save money. Speaker 536:03 - 36:18 Yeah. And you move quicker. I mean, you get to the issues that you can then refine, which you'll refine many times without, you know, the 10 wasted steps before. I mean, that's an idealized version of it. Speaker 536:18 - 36:49 If you cut to the quick, quickly, and that wasn't, I didn't mean it quite that you cut to the chase pretty quickly. And then you have time to focus really on something that they think is organized correctly and they like, and then it's simply a question of defining its appearance or its stylistic or aesthetic qualities, which is something people really love to do. I think they have a harder time with the analytical aspect of it. So this Richard Petrie36:49 - 36:49 is an Speaker 536:49 - 36:50 analytical tool. Richard Petrie36:51 - 36:53 Okay, good. Okay, I think Speaker 536:53 - 36:53 we've Speaker 836:54 - 36:54 got Richard Petrie36:54 - 37:15 the interviewer approach is you could say one is to save time. The other one would be something along the lines of you end up with a better design. Because of the questions, find out what you really want. Because we go deeper and ask better questions, right? Speaker 937:17 - 37:19 You'll have a more defined brief. Richard Petrie37:20 - 37:22 You have a better brief, which means a better design. Speaker 537:24 - 37:39 Well, it's the same thing as the LCC. More information upfront allows you to refine and produce a product that answers the question, even if the client decides not to proceed. Richard Petrie37:41 - 37:54 There you go. OK. Now, notice before, the way you were explaining it was accurate, but it was It would probably ideal for other architects. It doesn't matter what it allows you to do. Richard Petrie37:55 - 38:08 We need to frame it from what it allows them to do. This little bit here is not, it's not about you. It's about them. So I'm going to just talk this through. Richard Petrie38:08 - 38:30 I have a thing, we have a thing we've developed and we've developed our own proprietary interview and questionnaire process. What it is designed to do is find out what you really want, right? It takes longer than what other architects are using. The questions are a bit deeper, and we ask questions which other architects don't ask, right? Richard Petrie38:30 - 38:56 Now, we do this because we go deeper. we tend to ask better questions, which means what we end up with is a better brief. The brief is everything, because if we get a good brief, that leads to a better design, right? Now, if we get a better brief, not only do we get a better design, it's gonna save us by spending that extra time up front in the questioning. Richard Petrie38:56 - 39:37 Well, it may seem a little bit laborious, but it saves us a whole lot of time and development the fifth In a more detailed way. Practicing communicating in a more effective way, right? So what that does is it means I can get right to the nub of it quicker, faster. We can save you money, we can move quicker, we can cut to the chase, which means we can spend more time on the fun aspects, which is the design aspects, than going back and forward. Richard Petrie39:39 - 39:53 Right. So the technical aspect of it might be slightly different. We're just going through the process of trying to feature advantage, benefit, and talk in the client's language on the impact it's going to have for them, not for you. The impact it's going to have for them. Richard Petrie39:53 - 40:05 It's going to save you money. It's going to mean the project gets done quicker, and it's going to mean you end up with a better design. That's what the interviewing process means for you. Right. Speaker 540:06 - 40:28 Yeah, primarily on a, at a sort of, like I said, a quantitative level, the design and what it becomes, in other words, the art of architecture is then integrated into this. This doesn't necessarily generate the art of architecture. Maybe am I being too abstract? Richard Petrie40:29 - 40:48 No, no, but we won't get too literal around the outcome for the interview and questionnaire. We're just practicing feature advantage benefits. So if I haven't said it perfectly, don't worry. My key point is we say things over here that is client centric. Richard Petrie40:48 - 41:07 It's about them. It's about their life changing. And we're keeping it very high level and simple. You know, ironically, the clever you are as a person or an architect, the harder it is to do this exercise, right? Richard Petrie41:08 - 41:08 No, Speaker 541:09 - 41:17 you're right. You have to take on a slightly different persona. You got to dumb it down. Steve thinks that's pretty funny. Speaker 541:18 - 41:19 I think he's right. Richard Petrie41:21 - 41:37 Right, let's do another one. Let's go G. Let's see what she's got. She's got, I'll read it out rather than write it all down, but G has, oh, you're seeing my screen, aren't you? Richard Petrie41:40 - 41:59 Okay. Right, expertise in, okay, she's an expertise in bar and restaurant design. Okay, that's the feature. The action is streamlines process. Speaker 142:02 - 42:04 It streamlines the process. Richard Petrie42:04 - 42:08 Streamlines the process. Right. Okay. Okay. Richard Petrie42:08 - 42:19 Fair enough. Benefit results in a beautiful and functional space for the client. a boutique, oh, is that, that's the end of it? And then you've got boutique firm or something different. Richard Petrie42:20 - 42:29 Right, okay. Results in a beautiful and functional space for the client. Okay. Let's go a bit deeper on that, which means what, G? Speaker 142:35 - 42:49 Well, because we are experts, we know more about how to design restaurants. So we know about the functionality and what, how they need to work in the space. Richard Petrie42:49 - 42:50 Right. Speaker 142:51 - 43:01 More efficiently. And then, um, also as far as products and all of that goes, um, I mean, it sounds kind of funny, but we know how to design for drunk people. Speaker 843:01 - 43:02 Right. Speaker 143:03 - 43:09 And so we can design a beautiful space, but it's durable and these people aren't going to be able to tear it apart. Richard Petrie43:14 - 43:28 Good, there you go. The more specific you're getting, the more I can relate to it. So results in a beautiful and functional space for a client. Yeah, okay. Richard Petrie43:28 - 43:37 Let's drill down a level. Okay, well, specifically, we know how to design for drunk people. Do you ever get drunk people in your restaurant? Oh, yes, we do. Richard Petrie43:38 - 43:48 We can design the restaurant in a way where they can't tear it apart. stumbling and fumbling everywhere and ripping all your fancy interior design off. Speaker 343:49 - 43:50 Easy access to the back door. Speaker 643:51 - 43:51 Yeah. Speaker 343:51 - 43:52 I saw an Speaker 643:52 - 44:07 image of the phrase hungover. Yeah. There's this image from a saloon at the turn of the century, and behind the bar, they actually had these ropes stretched out that the drunk people would just hang over. They were just hanging on the ropes. Speaker 644:08 - 44:08 Oh, yes. Speaker 144:08 - 44:08 That's where the Speaker 644:08 - 44:11 expression came from. True. Oh, Speaker 144:11 - 44:12 that's funny. Richard Petrie44:13 - 44:15 That's right. That is true. Yeah. Speaker 144:15 - 44:23 Yeah. A lot of people who don't have expertise in bar and restaurant design don't think about how drunk people are going to interact with things. Speaker 644:23 - 44:24 Right. And Speaker 144:24 - 44:24 designing Speaker 644:24 - 44:25 ropes into your restaurants. Speaker 144:27 - 44:27 What was that? Richard Petrie44:28 - 44:30 Designing ropes into your restaurants. Speaker 144:30 - 44:31 Yeah. Richard Petrie44:32 - 44:40 Well, there you go, you see, right? Now, okay, that's a good one. When you go into, we know how to design and we can design for drunk people, which is something, do you get drunk people? Yes, we do. Richard Petrie44:40 - 44:49 Okay. Well, they need to be designed differently for sober people. We get that. And a lot of people who don't understand it, don't. Richard Petrie44:49 - 44:51 What's another thing that you do? Well, Speaker 144:52 - 45:02 I mean, from a functional perspective, we need to make sure that the route from the kitchen out to the dining room makes sense so that the food's still hot when it gets to the table. Richard Petrie45:03 - 45:09 So the food's still hot when it gets to the table, which means if the food's hot when it gets to the table, what's the benefit of that? Speaker 145:14 - 45:17 Less meals probably get sent back to the kitchen. Less Richard Petrie45:17 - 45:22 meals get sent back to the kitchen. Happier clients, repeat business. Speaker 145:23 - 45:23 people Richard Petrie45:23 - 45:51 commenting nicely about the food, there's nothing worse than getting cold, not hot food, referrals, referrals. So, so just on this one here, just to pull it apart. Expertise in bar and design restaurant is a very broad statement. But we drill down into some of the specific elements like designing for drunk people, getting Speaker 145:51 - 45:51 the Richard Petrie45:51 - 46:12 food, the design to the to the kitchen being very straightforward. And once you drill down into some of the things that you do, that was much easier to come up with a with a benefit statement, because it was something specific. So if you're too broad, you just go, Oh, I've been doing this for 20 years. So what does that mean? Richard Petrie46:12 - 46:26 Well, you know, but if you say, Hey, I've come across exactly your type of situation. Well, drill it down. Drunk people getting hot. We design the route to the kitchen is very straightforward route. Richard Petrie46:27 - 46:31 What does that mean? Well, that means this. What does that mean? People get hot food. Richard Petrie46:31 - 46:40 They like it better. They come back more often. They tell their friends. You end up making more money. Richard Petrie46:41 - 46:59 You can sell this business for a higher price because you're making more money. You can retire at 55 rather than 65. I mean, a bit of a stretch, but the benefit is this, which means this, which means this, which means this. Okay. Richard Petrie47:00 - 47:18 So drilling down to specific things. So don't just pick something big and grand and broad. What are the three things that you do that are narrow things that not everybody else does that you can feature advantage benefit? All right, that's a good one. Richard Petrie47:20 - 47:48 It's got no issue with boutique living, boutique later living complex. Well, once again, that's a big one, all right? Can you break that down to something with something smaller? So what he's got anyway, Boutique Later Living Complex, which what that does is better quality of life for residents, which means their grandchildren will love visiting them. Richard Petrie47:50 - 48:06 Boutique Later Living Complex. Okay, can you break Boutique Later Living into a series of, here's three things within that that we have deployed in that facility and talk about each of those on an FAB basis, Noel? Speaker 948:08 - 48:24 I think one obvious one is where you have shared spaces where people can interact and be more sociable than they would if they were living at their own home. So that becomes quite a key design element. Okay, Richard Petrie48:25 - 48:37 shared space. What it does is create community. Oh, no, that's a benefit probably. What it does is, you know, gets well, gets people together, create community. Richard Petrie48:38 - 48:43 Okay, that'll do. And what's the benefit? Is that correct? Am I on the right track there? Speaker 948:44 - 48:55 Yeah, it's true. Yeah, there's a lot of loneliness in society. And that's one of the ways that can be overcome by having a good complex that they can be part of. Yeah, reduces Richard Petrie48:55 - 49:10 loneliness. Okay, now we could go which means, so which means what? Yeah, which means quality of life, which means they live Speaker 849:10 - 49:11 longer. Speaker 549:11 - 49:12 Right. Richard Petrie49:12 - 49:28 They live longer. They live longer. They pay their fees for longer. You know, but it could mean that. Richard Petrie49:28 - 49:34 I mean, they are thinking of that type of thing. It means they stay longer. I mean, the happier they are, presumably, the longer people Speaker 949:34 - 49:37 live. Definitely, yeah, Richard Petrie49:37 - 49:38 yeah, Speaker 949:38 - 49:45 yeah, yeah. There's so many different types. I mean, some people are paying rent. Some people are part purchasing. Speaker 949:45 - 50:00 Some people are just completely buying out the flat for themselves as if they've downsized to another property. There's different ways in which that works, but it all works beneficially to the developer if he does it properly. Richard Petrie50:00 - 50:46 That's right. And so there's some financial benefits we could go down that track, or for the resident, we could talk about, you know, feeling connected, sense of belonging, you know, all that type of the emotional stuff for the resident. And then you could talk about the financial stuff for the, you know, but a world, you know, we're talking, Shared space, I'd imagine a lot of people would do a shared space. If you talked about an Isherwood shared space or using the Isherwood method and try and make it seem something unique that other people don't use, we've got a nine point Isherwood method for shared spaces. Richard Petrie50:48 - 51:02 Right. Right. Now, the feature, it's not, you know, before it was a feature, anyone would include a shared space in a senior living facility, right? But they wouldn't include a nine point issue with method for shared spaces. Richard Petrie51:04 - 51:40 Right now, what we do is we create, I'm just going to play around with this, you know, right, we create connection. based on the rules of science and psychology, I don't know. So what we've done is, at the Isherwood Foundation, we've studied science and technology and we've discovered there are nine key factors for creating you know, connection and shared spaces that are better than anything else. This is the best practice. Richard Petrie51:41 - 52:03 And so what it does is do all this stuff, but we do it in a scientific way. We've studied it, we've researched it, and we deploy, you know, the nine secret, the nine points that has come from our... Okay, no one else does the Isherwood method. No one else goes into as deeply as we do. Richard Petrie52:05 - 52:40 So if you buy into the idea that the Isherwood method is good, there's only one place you can get it, from the Isherwood Foundation of higher design. Yeah, so I guess, if you're trying to communicate the value of something, don't be too broad, take an area that you think is really good, but say, well, what are the two or three things You know, I want to talk about shared spaces, but can I drill down on that? What are the two, three things I do within the shared spaces that are good? Richard Petrie52:40 - 52:46 Oh, it's one, two, three. Great. Let's take each of those and do an FAB on the next level down. Speaker 952:49 - 52:49 That's good. Richard Petrie52:51 - 53:02 Good. Okay. Mylene, I've missed out. I'll come back to you, Steve. Richard Petrie53:03 - 53:04 Right, what have you got Mylene? Speaker 753:09 - 53:21 Well, excellent knowledge of building codes and zoning bylaws and skilled architects skilled at interpreting the bylaws. Richard Petrie53:21 - 53:31 Okay, so let's just work on that one. Right, so building code knowledge, what does that do? Speaker 753:35 - 53:41 What it does is that it rapidly identify what's possible. Richard Petrie53:43 - 54:03 Okay, okay. What to do and probably gets it passed first time. Sorry, say Speaker 754:03 - 54:03 that again. Richard Petrie54:05 - 54:13 I'm going to say, you know, you don't have to go back and forward, back and forward. You know what to do. Job done right the first time. Well, Speaker 554:13 - 54:24 zoning shapes the bulk, the volume of the building too. Richard Petrie54:25 - 54:30 Right. So it gets through first time, which means you save time. Speaker 754:35 - 54:49 What it does is you can have a better, well, maybe we're going into the benefits now, but knowing how to develop the land to maximum capacity. Richard Petrie54:53 - 55:03 Yeah, we're on benefits. which means when you can develop the land to maximum capacity, that means? Speaker 755:04 - 55:07 Best ROI. Speaker 655:07 - 55:10 More value for your dollar. Highest value. Yep. Richard Petrie55:15 - 55:24 ISROI, right? And if you're making more money, and that in turn reduces your risk, the more money there is, then if things go Speaker 755:24 - 55:25 wrong. Richard Petrie55:26 - 55:26 And Speaker 755:26 - 55:35 for the clients, they move with confidence. It eliminates stress, because they know somebody's got their back. They're doing that for Speaker 655:35 - 55:37 them. Maybe you recommend this to their friends. Speaker 755:41 - 55:42 But yeah. Richard Petrie55:43 - 55:47 Okay. Good. Speaker 755:49 - 56:12 And helping them achieve their vision, because sometimes if you get a no and you're like, oh, we can't, well, then you can't. But if you're skilled at kind of working around and interpreting the body, well, you can't that way. But then here's the loophole and how we could do it. And in the end, you're going to achieve what you want. Richard Petrie56:14 - 56:29 Yeah, yeah. We might refine this a little bit and say building code knowledge. Zoning bylaws. Okay, zoning bylaws. Richard Petrie56:32 - 56:47 The feature might be, we know zoning bylaws for difficult projects. Well, the feature could be we specialise in zoning for difficult projects, right? Speaker 756:50 - 56:55 Specialise in zoning for difficult projects. Richard Petrie56:55 - 56:55 Or getting Speaker 756:57 - 56:59 permits. Yeah, getting permits, yeah. Richard Petrie57:00 - 57:02 For difficult properties. Yes. Speaker 757:02 - 57:03 That's what Richard Petrie57:03 - 57:06 it is. What it does is, what we do is we, Speaker 757:10 - 57:14 make possible what was thought as not possible. Richard Petrie57:14 - 57:27 Well, identify the best path. Something like that. I mean, you don't have to get too clever. Yeah, which means we get through first time, which saves you money, saves you time. Richard Petrie57:28 - 57:52 You know how to, well, maxim ROI reduces your risk, eliminates stress because you do it right first time. I mean, because you have the right people. I mean, it doesn't have to be always, you know, lots in here. It can be just simple. Richard Petrie57:52 - 58:13 Look, we specialize in getting permits for difficult projects. What we do is we identify the best path that will be permitted, right? What that means is we get it right first time. we get the highest return first time, right? Richard Petrie58:13 - 58:13 Something Speaker 758:13 - 58:23 like that. Achieve vision without compromise, that's a nice one. Richard Petrie58:27 - 58:42 Okay, and that would be slightly different, good. Which means you make more money. Mr. Developer, Mrs. Developer, you make more money. People who work with us, work with us because we help them make more money. Richard Petrie58:42 - 58:56 How do you do that? Well, we specialize in getting permits for difficult projects. So we specialize in getting permits where we maximize the number of units on a site that we can get more units because we understand the process. How do you do that? Richard Petrie58:56 - 59:05 We identify the best path that will be permitted or that can be tolerated by the local body, right? And Speaker 159:05 - 59:05 what that Richard Petrie59:05 - 59:24 means is you get more from that piece of land than you would have got without us. We help you make more money. We help you make more money. Because either we get things through that you want, that you can't get through, or we get you more than you can get through. Richard Petrie59:24 - 59:31 So I mean, it could just be as simple as that, you know? Speaker 759:32 - 59:32 Yes. Richard Petrie59:32 - 59:48 We get you more units or, you know, more past, we get you more permitted than you can. Yeah, that's, I like that. That's all we need. That's all we need. Richard Petrie59:52 - 1:00:07 Which means you're going to make more money, right? If you're making more money, your risk, your risk goes down and your profits go up. which means you're going to hire us again next time. Or recommend us to your friends. Richard Petrie1:00:08 - 1:00:10 And you're going to recommend us to your friends, Michael. Speaker 81:00:11 - 1:00:11 Yes. Richard Petrie1:00:12 - 1:00:17 And you're going to give us a testimonial because you're going to be so happy. Yes. Although that does Speaker 71:00:17 - 1:00:18 nothing for them. Richard Petrie1:00:18 - 1:00:24 And you're going to invite me to your Christmas party because we're going to be a key part of your business. Speaker 31:00:27 - 1:00:28 You don't question the price either. Richard Petrie1:00:29 - 1:00:43 And you won't question the price, because even though I'll be more expensive than anyone else, I'll be the best value of anyone. Excellent. Good. Takeaways. Richard Petrie1:00:43 - 1:00:51 Let's do takeaways. And then you get the idea. Feature, advantage, benefit. You have to practice. Richard Petrie1:00:51 - 1:01:03 Make sure your feature is something specific. Don't get too broad or vague. You know, we specialize in getting difficult permits. Great. Richard Petrie1:01:09 - 1:01:19 What do we do? We work out a plan to get through, and then we get you more than you could have got. All right, takeaways. Drop them in the Slack general channel. Richard Petrie1:01:27 - 1:01:39 This is kind of like an exercise that you really want to be doing. It'd be good if you did one a day. Just practicing it. Because if you learn to talk this way, you know, here's what to do. Richard Petrie1:01:40 - 1:01:50 Car seat. Opens on impact, saves your life. Just remember that one. Takeaways, says Andrew. Richard Petrie1:01:51 - 1:01:58 Great to reconnect and focus on AMI for the next three months. Good. We're glad you're not so busy that you can't attend these sessions, Andrew. That's good. Richard Petrie1:01:59 - 1:02:12 We want you busy. Craig South. Working through the FAB was insightful. We are creating a better life for our... Richard Petrie1:02:12 - 1:02:24 That's the secret, Craig, actually. You've hit the nail on the head there. is how can you make their life better? That's what the benefit is usually. Richard Petrie1:02:24 - 1:02:38 It's how does it affect their life? How is this going to affect their life? So if they're a developer, we're going to get you more on this site than you can get yourself, which means you're going to make more money. Make more money, you'll be able to sleep better on this project. Richard Petrie1:02:41 - 1:02:50 You got more fat. We can get you more fat in this margin. Right. Victor says, don't be broad. Richard Petrie1:02:51 - 1:03:01 Specify an important feature. Describe the benefit that the client can connect to emotionally. Yeah, make it emotional because everything can be made. Here's how it will affect your life. Richard Petrie1:03:03 - 1:03:34 Steve Nickel, fascinating review and group discussion on the fab. It's difficult, though, to put all the stuff into a project story, but always need to think about it. Yeah, you don't have to put it literally into a story like we've done, but you do need to be thinking about all the different things that you do and making sure that you do explain them in a meaningful way. You translate it into something the client will understand, as opposed to leaving it too clever and architect-y. Richard Petrie1:03:38 - 1:03:51 Noel says, start practicing the fabs to attract more niche clients, making their projects the best of their type. Great to be back in touch. Yeah, good to see you again, Noel. See you next week. Richard Petrie1:03:52 - 1:04:12 Lee says, a winning strategy to make a happy client and successful projects need to keep it simple. Yes. Yes, you need to keep it simple from their perspective and keep it specific. Michael Moody, this makes it clear why we should help the client feel more appreciative of what we do for them. Richard Petrie1:04:12 - 1:04:31 That's right. We're translating the value which might be obvious to you into a language that becomes understandable for them. Yeah, that's what we're doing. All right, that's the FAB formula, folks. Richard Petrie1:04:31 - 1:04:49 Hello, Stephen Cohen, I just saw you now. See you all next week. Yeah, please practice the fab. Just make up little aspects of your business and just mentally go through the process of Feature, action, benefit. Richard Petrie1:04:49 - 1:05:03 How does it affect the person's life? Just practice it. Because what it will do, and this is what Peter Tuohy found, is once he started using it when he was talking to clients, it increased his conversion rate massively. He just said that this morning at the mastermind group. Richard Petrie1:05:04 - 1:05:24 He literally said that. He said, the FAB formula, when I learned to talk using the FAB formula, it stopped me feeling salesy, and my conversion rate, changed my conversion rate of me being able to win projects like night and day. Speaker 61:05:24 - 1:05:29 There's a lot of stuff I think we have to work into our key proposals. Richard Petrie1:05:30 - 1:05:37 Yeah, yeah. This is a nice little three-step tool that allows you to do that. But it's Speaker 51:05:37 - 1:05:45 really a mindset. You have to kind of retrain yourself. to not be an abstract know-it-all, right? Richard Petrie1:05:45 - 1:06:01 Yeah, yeah, yeah, that's right. Because it's very easy when you know lots of stuff to just talk about the stuff you know without thinking about it and going, well, this would be way over the client's head. Let me translate it. Here's what we've got. Richard Petrie1:06:01 - 1:06:07 We've got this thing. Here's what it does. Now, who cares? Who cares about the thing and what it does? Richard Petrie1:06:07 - 1:06:15 Here's what it's going to do for you. If you don't do it, you'll get this. If you do do it, you'll get that. Do you want to do it? Richard Petrie1:06:16 - 1:06:23 You do want to do it. Very clever. Very clever. All right, let's do it then. Richard Petrie1:06:24 - 1:06:25 Let's add that to the bill. All Speaker 61:06:26 - 1:06:26 right. Richard Petrie1:06:27 - 1:06:35 Yeah. All right. Excellent stuff. I'm seeing some comments here, but I think they're all a bit older. Richard Petrie1:06:35 - 1:06:39 Thank you so much. It was awesome. Have to run. See you. Richard Petrie1:06:39 - 1:06:44 Have to run. See you next week, guys. Thank you very much. Speaker 51:06:44 - 1:06:44 Thank Richard Petrie1:06:44 - 1:06:46 you all. Take care. |
Create & Optimize Your FAB Formulas with Oracle
Oracle will help you craft a "FAB Statement" – a concise marketing message that clearly communicates a compelling BENEFIT for a specific FEATURE of your firm, your experience, your tools or your process.
How does this work?
Go through the step-by-step process to define a feature, advantage, and benefit for your firm. You'll receive personalized suggestions at each step, and by the end you will have three FAB statement variations to choose from.
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