How Jason Built $500K/Year Social Media Marketing Agency

Summary

يتناول ملخص النص المقدم قصة جيسون يورمارك، مالك ومؤسس شركة التسويق الرقمي 'سوشاليستيكس'، وكيف نجح في تضاعف الإيرادات في غضون两年半 وقريب من الهدف المئوي. يناقش النص الابتكار وال態度 الإيجابية التي أدت إلى تشكيل أسلوب حياة يسمح له بإدارة الشركة من أي مكان. كما يطرح النص النصائح الرئيسية لبناء وإدارة وكالة التسويق الناجحة، وكيف يمكن للشركات التعامل مع التحديات الفعلية والنمو بطريقة مستدامةة.

Takeaways

• 😀 **الحرية في العمل:** جايسون يورمارك يشدد على أهمية الحرية في العمل وبناء وكالة توفر هذا الحرية للعملاء والموظفين.
• 🚀 **نمو ملحوظ:** شركات Socialistics تضاعف الإيرادات في غضون两年半 وتقدم نحو المبلغ المليار للدولار.
• 💼 **العمل الافتراضي:** فريق جايسون يعم على أن يكون في أي مكان في العالم只要有互联网، مما يوفر مدى حرية وقدرة على التوسع.
• 🔍 **التركيز على العملاء المناسبين:** جايسون يحدد العملاء المناسبين للشركة بناء على ثلاثة معايير رئيسية: الاحساس بالضرورة بتسويق، وجود منتج أو خدمة مفيدة، وقدرة الوكالة على مساعدتهم.
• 💡 **التفكير الابتكار:** جايسون يستخدم التفكير الابتكاري لبناء وإدارة شركته من أي مكان، مما يتيح له السيطرة على شركة خدمات كاملة.
• 💰 **التسعير:** يتراوح الدعم الشهري للعملاء بين 2K إلى 5K دولار، مما يوفر مجموعة من الساعات العمل من فريق متعدد الوظائف.
• 📈 **النمو السريع:** جايسون يشرح كيف تضاعف مبيعه في فترة قصيرة، ويتحدث عن العوامل التي ساهمت في هذا النمو، بما في ذلك إعادة الاستثمار في العمل.
• 🔑 **القيم الأساسية:** الحرية هي القيمة الأساسية لشركة Socialistics، مما يعكس رغبة جايسون في توفير بيئة تسمح للموظفين بالعمل بشروطهم الشخصية.
• 🤝 **العلاقات القوية:** معظم عمل جايسون يأتي من العملاء الذين يعملون معهم لأكثر من ستة أشهر، مما يظهر القدرة على الاحتفاظ بالعملاء.
• 🌐 **ال_VIRTUAL_ الميزة:** جايسون يحول الضعف الظن به في كون الوكالة الافتراضية إلى قوة، مما يوفر مدى حرية وقدرة على جذب ال人次 المتميزين من جميع أنحاء العالم.
• 📊 **ال重视结果:** جايسون يشدد على أهمية تقييم النتائج وتقديم إرجاع مستمر للعمل، مما يضمن أن العملاء يشعرون بالقيمة التي يحصلون عليها.

Q & A

ما هي الطريقة التي يستخدمها جايسون لبدء ونمو شركته الإعلانية على الشبكات الاجتماعية؟

جايسون استخدم التفكير الابتكاري ولهجة الفعل يمكن أن تفعل لإنشاء أسلوب حياة حيث يمكنه إدارة شركته الخدمة الكامل من أي مكان في العالم، حيث يوجد اتصال بالإنترنت.

كيف اكتسب شركتك Socialistics الدخل ال近似 fourfold في两年半؟

تتضمن الخدمة المقدمة لعملائنا عقود شهرية تتراوح بين 2 إلى 5K شهرياً، مما يضمن استمرارية النمو وزيادة الدخل.

ما هي الميزة الفريدة التي تميز شركتك Socialistics؟

نحن وكالة شهرية على الإطلاق، مما يعني أننا لا نطلب من العملاء الالتزام على المدى الطويل.

كيف يمكن لشخص أن يبدأ ويكفل عميلاً مثل الAir Force أوTrupanion أوHabitat for Humanity؟

جايسون يمكنه التعامل مع العملاء الكبار بفضل التفكير الابتكاري وقدرة التعامل مع العملاء بشكل شخصي، مما يضمن النتائج الإيجابية وتحقيق الأهداف.

ماذا تعني الحرية في سياسة العملاء لشركتك؟

الحرية تعني أننا نوفر بيئة لعملائنا حتى يتمكنوا من العمل وعيش حياة自己的生活terms. كما نوفر الفرصة لفريق العمل للعمل من أي مكان.

ما هي التكلفة الأساسية لبدء وكالة التسويق؟

التكلفة تبدأ من التكلفة الأساسية لشراء أدوات وخدمات للعمل، لكن التكلفة ليست عائقًا في بدء وكالة، بل الخبرة وال열 والمهارات التشغيلية هي العناصر الأساسية.

كيف تحدد شركتك العملاء المناسبين لتقديم الخدمة؟

نحن نختار العملاء المناسبين بناءً على ثلاثة عناصر: القدرة على التسويق، وجود منتج أو خدمة مفيدة، وقدرة شركتنا على مساعدتهم في تحقيق أهدافهم.

ما هي النسبة التي تمثلها العملاء القدامى في أعمالك؟

الغالبية من عملائنا القدامين، الذين يعملون معانا لأكثر من ستة أشهر، تمثل حوالي 80% إلى 90% من أعمالنا.

كيف يمكن لشخص أن يبدأ ويكفل بنجاح وكالة التسويق من المنزل؟

من الممكن أن يبدأ شخص بالعمل من المنزل من خلال التفكير الابتكاري وبناء تeamvirtualspreadacrosstheentireworld، مما يوفر فرصة لتقديم خدمات ذات جودة عالية.

ما هي النصائح الرئيسية لشخص يريد بدء وكالة التسويق؟

يجب على الشخص أن يكون متأكدًا من أنهم يستحقون القيمة التي ي索ForResults، وأنهم يتعاملون مع العملاء بشكل شفاف وصادق، وينبغي عليهم الاستمرار في التطوير وتحسين خدماتهم.

كيف يمكن لوكالة التسويق ال处置 من الخسائر؟

يمكن لوكالة التسويق ال处置 من الخسائر من خلال التركيز على العملاء المناسبين وتقديم خدمات ذات جودة عالية وتحقيق النتائج المرغوبة، مما يضمن البقاء ال長期 للعملاء.

Outlines

00:00

🚀 Starting a Social Media Agency

Jason shares his journey of starting Socialistics, a social media advertising company, and how it grew its revenue nearly four times in two and a half years. He emphasizes the importance of being a month-to-month agency and discusses the innovative thinking that allows him to manage his company from anywhere with an internet connection. The video promises to guide viewers through the steps to create a successful marketing agency and highlights the key client criteria for Socialistics.

05:03

💼 Scaling and Pricing Strategies

The paragraph delves into the specifics of Socialistics' revenue model, revealing that monthly retainers for clients range between $2,000 to $5,000, which includes a team's effort of 30 to 40 hours per month. It contrasts the agency's pricing with both large agencies and smaller startups, stressing the importance of results and return on investment. Jason also discusses the costs of starting the agency, emphasizing the low barrier to entry compared to traditional brick and mortar businesses.

10:06

🌐 Virtual Agency and Target Audience

Jason explains how Socialistics became a B2B social media agency, focusing on a niche to stand out in the market. He discusses the challenges of staying within the chosen specialty and the importance of delivering on promises to clients. The conversation also touches on the agency's unique approach of not requiring long-term contracts, which has been a disruptor in the industry and contributed to its growth.

15:07

📈 Growth and Client Retention

This section highlights the growth of Socialistics, with a current client base of 15 to 20 and a projection of needing 40 to 50 clients to reach a million in revenue. It discusses the impact of the pandemic on the business and the importance of client retention. Jason stresses the value of providing consistent, healthy growth and优质服务 to clients, which is more important than greed.

20:08

🤝 Building Relationships and Disrupting the Industry

The paragraph focuses on the importance of building strong relationships with clients and the strategy of not requiring long-term contracts, which positions Socialistics as a disruptor in the industry. It also discusses the team's growth, the hiring process, and the retention of talent. Jason shares his philosophy of creating an environment of freedom for his team, which has contributed to their loyalty and the agency's success.

🌟 Attracting High-Profile Clients

Jason shares insights on how Socialistics attracted high-profile clients like the Air Force and Habitat for Humanity. He emphasizes the importance of understanding clients' goals, being authentic, and delivering on promises. The paragraph also discusses the strategy of nurturing relationships and the value of persistence in follow-ups, which can lead to long-term partnerships.

Keywords

💡تسويق الشبكات الاجتماعية

تشير العبارة 'تسويق الشبكات الاجتماعية' إلى العمليات التسويقية التي تعتمد على استخدام الشبكات الاجتماعية مثل فيسبوك وتويتر للترويج لمنتجات أو خدمات. في النص، يُعرف جايسون يورمارك كصاحب ومدير مarketing agency، ويتعلق النص بتجربةه في إنشاء وإدارة شركته Socialistics التي تركز على التسويق الرقمي والتسويق على الشبكات الاجتماعية.

💡نمو الدخل

المصطلح 'نمو الدخل' يشير إلى زيادة الدخل الذي يحققه الشخص أو الشركة. في النص، يُذكر أن دخل شركته Socialistics تضاعف تقريبًا في غضون两年半، وأنه على وشك الوصول إلى مبلغ مليون دولار.

💡وكالة التسويق

و'وكالة التسويق' هي شركة توفر خدمات التسويق لعملائها. في النص، يُناقش كيف أنشئ جايسون شركته Socialistics كوكالة التسويق وكيف تطورت وأصبحت ناجحة.

💡العملاء

العملاء هم الأفراد أو الشركات التي يشترون أو يستفيدون من خدمات الوكالة. في النص، يُناقش كيف يختار جايسون العملاء التي يرغب في العمل معها وكيف يحافظ على العلاقات مع العملاء القائمة.

💡التكلفة التشغيلية

التكلفة التشغيلية تشمل جميع التكاليف التي تتحملها الشركة لتشغيل أعمالها اليومية. في النص، يُناقش كيف أنشئ جايسون شركته بدون تكلفة كبيرة في البدء وكيف تأثرت التكلفة التشغيلية على الربح.

💡الخصية

الخصية هي الميزة أو الميزة الفريدة التي تميز الشركة أو المنتج عن الآخرين. في النص، يُذكر جايسون كيف قرر تخصص شركته في التسويق الرقمي والتسويق على الشبكات الاجتماعية، مما جعلها تتميز.

💡التسعير

التسعير هو المبلغ الذي يدفعه العملاء لشراء خدمات الوكالة. في النص، يُناقش كيف يحدد جايسون التسعير لخدمات شركته وكيف تغير مع الوقت.

💡الخصخصة

الخصخصة هي النسبة التي تمثل الربح الإجمالي للشركة من الدخل. في النص، يُناقش كيف تغيرت الخصخصة لشركة Socialistics مع النمو وكيف يسعى جايسون لزيادة الخصخصة.

💡التعاقد الشهري

التعاقد الشهري هو نوع من التعاقد حيث يتم التجديد على أساس شهري. في النص، يُذكر كيف أن شركته Socialistics توفر خدماتها على أساس التعاقد الشهري، مما يُعتبر فريدًا في مجال الوكالات.

💡الدعم الشخصي

الدعم الشخصي هو الدعم الذي يوفره المدير للفريق أو الموظفين. في النص، يُذكر كيف ي看重 جايسون الدعم الشخصي وكيف يسعى لضمان أن يكون لفريقه الدعم الذي يحتاجه لتحقيق النجاح.

💡ال自有

ال自有 هو الحرية في الاختيار والإدارة. في النص، يُناقش كيف يسعى جايسون لبناء شركته بحيث يوفر ال自有 لنفسه ولفريقه للعمل والعيش بطريقة يريدونها.

Highlights

Starting and growing a social media advertising company from home with minimal investment.

Socialistics' revenue nearly quadrupled in two and a half years, approaching $1 million.

Uniqueness of being a month-to-month agency without long-term client commitments.

Monthly retainers for clients typically range between $2,000 to $5,000.

Jason's innovative thinking allows him to manage his company from anywhere with an internet connection.

Steps to creating and starting a successful marketing agency will be discussed.

Identifying the best clients based on three key criteria.

Reinvesting profits back into the business to grow margins.

Advice on charging what you're worth in the industry.

Securing high-profile clients like the Air Force, Trupanion, and Habitat for Humanity.

The journey from working at Microsoft to launching a social media marketing career.

Targeting a niche market and specializing in B2B social media to stand out.

The importance of staying within your area of expertise to maintain agency success.

Cost considerations and bootstrapping the start of a marketing agency.

Current client service numbers and projections for reaching $1 million in revenue.

The impact of the pandemic on business trajectory and adapting to financial challenges.

Profit margin fluctuations and reinvestment strategies for business growth.

The disruptive approach of offering month-to-month contracts in the agency model.

Building a team remotely and leveraging global talent for business success.

Core values of freedom and flexibility in business operations and team management.

Selecting clients based on marketing understanding, product demand, and mutual fit.

The significance of long-term client relationships and maintaining a high retention rate.

Transforming perceived weaknesses, such as a virtual agency model, into strengths.

Attracting high-profile clients through persistence, quality follow-ups, and strategic networking.

Embracing the virtual agency model for competitive pricing, global talent pool, and 24/7 accessibility.

The importance of charging a rate that reflects your worth and delivering on promises to clients.

Transcripts

(whooshing sound)

- Do you want to start and grow your own

social media advertising company

from the comfort of your home with little or no money.

(upbeat music)

- In just two and a half years,

Socialistics revenue nearly quadrupled

with Jason's eCommerce company

progressively tracking towards the $1 million mark.

- One of the things that makes us really unique

is we're a month to month agency.

- How are you able to quadruple your sales

over the last two and a half years

being on your way to a million dollars?

- Usually monthly retainers for the types of clients

that we work with range anywhere between 2 to 5K a month.

- Jason's innovative thinking and can do attitude

has created a lifestyle for him where he can manage

his full-time service company

from anywhere in the world

where there's an internet connection.

So where are you at today

as far as how many clients you're servicing

and how's that changed from when you started?

- Because we're virtual

because I have a team that's spread across

the entire world we're always open.

- And on this episode, he's going to take us

through all the necessary steps to creating

and starting a successful marketing agency.

- Everybody always asks us what is the best client for us?

It's really three things.

- But that's because that margin was huge

but now you've taken that big margin,

reinvested it back into the business.

- The biggest piece of advice that I got,

that I really got on board with

charge what you're worth.

- You'll be able to find out how he was able

to secure an oppressive list of clients

like the Air Force, Trupanion

and Habitat for Humanity to name a few.

(upbeat music)

You guys, we gotta be quiet

because of the environment that we're in

but let's go meet Jason. He's right there.

That's the man we're about to interview and talk to.

Hi Jason.

- Hey, man.

- Hey, good to meet you.

- Yeah, absolutely.

- Pleasure is all mine.

- For sure.

- Thanks for your time.

In a couple of minutes,

can you tell us a little bit about yourself

and how you got into the social media marketing company

and how that all began for you and why?

- I'm originally from Chicago and moved to Seattle

from Microsoft and worked at Microsoft

advertising office for Mac.

This is around '06, '07 before social media

was really taking off

and I got in on an early and launched social media

for office for Mac, their last physical product

and then turned that into basically a career.

I guess kind of just kind of stuck with it.

I was unfortunately one of the layoffs

of Microsoft back in '09.

They laid off like 5,000 people for the first time ever

and I was a casualty of that

and they ended up hiring me back.

So it wasn't the worst thing in the world

but I had a year to basically kind of figure things out

and I started to blog, started to really learn

about social media and built a following

and really that was a big launching point for me

in terms of social.

Always wanted to do my own thing

and then it was about almost two, three years ago

that the timing was right in my life

to kind of take that leap and I launched Socialistics,

a social media agency and we've been

kind of taking off ever since.

(upbeat music)

- Jason, let's talk about your target audience.

Did you decide on who you wanted to target

prior to opening this up on a bigger scale

where you are now or how did that evolve for you?

- It's a good question.

I knew that when I started an agency,

I didn't want to be a generalist.

So there's kind of two paths

that a lot of advice these days talks about

if you're gonna start an agency.

To pick a niche or pick a specialty.

Even better do both because if you want to stand out,

that's the best thing to do in terms of a differentiator.

I ultimately decided to focus on social media.

That's kind of where I had made a name for myself

and that kind of evolved into B2B.

So now we're a B2B social media agency, predominantly.

We have B2C clients.

So we took it even a step further

because doing social media well in a B2B environment

is much more complex than B2C.

There's longer customer life cycles.

You're having to engage in a longer period of time

versus point and click product purchasing.

So we really decided to kind of pick a specialty

and kind of stay in that lane

and it's been hard because we've got clients that,

"Oh, do you do this/"

"Well, we can."

But I've learned that you really have to work hard

to kind of stay in your lane.

I mean, we do build partnerships

to kind of deliver other things

but if you really want to continue

to be a successful agency, you really need

to stay in your lane, be the very best at what you do

for who you do it for and that's going to allow you

to continue to grow as opposed to just having

to fight for every piece of business that's out there

which isn't a scalable strategy in my opinion.

(upbeat music)

- What do you charge for your services

and how do you come up with sort of those price points?

- Sure. So it varies.

It's been a lot of testing and figuring out

how to deliver on what we do.

It's really time-based.

I try to figure out how long will it take

the folks that I have on this to do this type of work

and we've kind of tested that back and forth.

Usually monthly retainers for the types of clients

that we work with range anywhere between 2 to 5K a month.

- Okay. And what's the time commitment

on those price points?

- They're getting a team.

They're getting an account manager,

social media manager, a paid ad strategists

that are attacking the work for them.

That are putting in roughly 30 to 40 man hours

in a month to do the work.

We're middle of the road I would say.

- That's for industry-wise?

- When you look at the industry,

you've got your giant agencies.

They're working with the Nike's and the Cokes of the world,

those business have unlimited budgets. 50, $100,000 a month.

And then you've got your folks that are just starting out.

One person operation, maybe just graduated college.

Can't do as much as we can.

They're probably going to charge you half that roughly

or maybe a little bit less

but you get what you pay for.

- And so it's all about the results as you mentioned.

- It is.

- Right. You can spend five grand on getting nothing back,

you could spend two and get more than five.

- Right. As long as you can demonstrate ROI to a client

you're going to be comfortable with what you pay

for that sort of thing.

(upbeat music)

- How about cost of starting a marketing agency like this?

Are there any particular costs that you didn't anticipate

and incurred?

- I bootstrapped what I did.

I mean, it was definitely a slow bill.

I started with...

it was kind of a side hustle to begin with.

There's certainly a cost involved.

I mean, it's a lot less expensive

than a brick and mortar startup

when you're having to pay rent

and you have physical things

that you kind of have to surround yourself with.

- Because he can do this with a laptop

in the middle of a parking lot.

- And people are.

I mean, there's plenty of examples of agencies

or consultants that are...

that are basically doing this sort of thing.

As long as you have a laptop and the smarts

and that's really all you need.

I mean, you're going to have to pay for things,

tools and things of that nature to kind of

deliver what you do

but cost is not a prohibitive factor in starting an agency.

It's really just having the experience and the passion

and the entrepreneurial chops to just kind of go after it.

(upbeat music)

- So where are you at today

as far as how many clients you're servicing

and how's that changed from when you started?

- Well, we have about between 15 and 20 right now currently.

- Currently. Okay.

How much do you think you need to get to a million?

Probably twice that. Let's say-

- Really? You'd get to a million with 50 clients.

- I would say between 40 and 50 clients roughly.

That depends too.

I mean, once you start to make a name for yourself

you might get into a position where you can

start to charge a little bit more.

You become a little more of a known commodity.

And so it really depends.-

- Just some good numbers.

- I'm not going to raise rates unless it feels right.

Unless I feel like we've evolved and we're worth that.

I always want clients to feel like

they're getting value from us.

For me, it's not about greed.

It's about consistent, healthy growth

that's in the best interest of the business

and servicing our clients.

(upbeat music)

- How were you able to quadruple your sales

over the last two and a half years

being on your way to a million dollars?

- Yeah.

It's been an interesting 2020. Before the pandemic hit,

we were on a trajectory to probably hit a million

by the end of the year.

We had really kind of crossed that threshold.

Then it hit and lost some clients.

- Just due to financial reasons.

Yeah and (indistinct) given the choice

between spending money on marketing

and keeping people employed,

they're going to take the latter.

Some sense of normalcy will return

but that normalcy will be different than it ever was.

I think companies are starting to realize,

well, we kinda need to get back to business.

So we've seen things pick up quite dramatically

over the past month even.

We're back over a half a million

and there's a good chance

that we could still crack a million by the end of the year.

- That will be awesome.

- A lot of that might depend on market environments

but we're pushing hard to continue to grow

at a pace that makes sense for us.

We don't take every client.

It's gotta be a good fit.

So we've had a natural kind of growth.

(upbeat music)

- One of the things that our viewers

I think would really love to know,

given it some business is your profit margins.

In this industry, do they vary? Why? What are yours?

- Your profit margin in the beginning,

it kind of fluctuates.

If you're a one man show,

it kind of starts where it's pretty high

because you're just charging for your time

and you don't have a lot of hard costs.

Then when you kind of break through,

you need to pull people in to deliver on the service

and maybe you're sliding more into business development,

CEO, president territory,

where you're handing off the day to day stuff

and then you're starting to invest

in maybe a little bit more technology

to do what you're doing.

You go from a really healthy profit margin to razor thin.

- But that's because that margin was huge

but now you've taken that big margin

and reinvested it back into the business-

- So it's almost like-

- At the expense of-

- It's like here, you're going to go down to here

and then-

- And that's scary.

- It is and then...

But this is unavoidable.

Like, if you want to be more than just the one person,

you have to take that leap to here

and then what happens is every client you add,

then your profit...

it almost doubles.

We were hovering around 15% ish.

These days, we're at about 35.

I'd love to get into the 40s, which is totally doable.

(upbeat music)

- And one of the things that makes us really unique

is we're a month to month agency.

We don't require our clients to commit longterm.

- Is that pretty unique for the industry?

It is and other agencies don't like that.

They don't like that because the reality is

a longterm contract only benefits the agency

and I completely get it.

If you're looking to kind of sell your business someday,

it's going to be more marketable to buyers

if you have clients that are committed

to longterm contracts

but it's been interesting that since we started that way

and it's really been a disruptor for us to help us grow.

You would ask how have we been able to 3X, 4X?

- Yeah.

- It's things like that.

I mean, you have to disrupt.

I mean, I'm a huge fan of the whole idea

of disrupting an industry.

One of my favorites when you look at like Uber, for example.

- Totally a disruptor.

- I always think about them

or whatever they invented that or however that (indistinct).

They're sitting in a room

and they just thought to themselves,

what is everything that people hate about getting a taxi

or getting a ride somewhere?

What would be the way to do that?

What would be the best user experience?

And I wanted to take that kind of mindset with our agency.

What do clients hate about working with agencies?

If they could design an agency and they work with them

in the perfect way, what would that look like?

(upbeat music)

- How many people do you have working with you,

for you currently?

How did you find them?

Any tips and tricks on who to hire?

Who do you look for and how?

- Yeah. It's a great question.

- And how do you retain them? Sorry.

- Yeah. I have a team of six right now.

We're actually looking for another

cause we're growing pretty quickly.

Finding great talent is one of my favorite things.

When I was at Microsoft early in my career,

that's one of the things that I learned.

I took away from them more than anything.

I went through their recruiting, training

and interviewing and I learned a ton about

how to find the right people and how to manage people

and how to take care of people.

I am authentic and I care about people.

If you're in my inner circle,

you're going to get taken care of.

It's small and there's not many in it

but if you're in it-

- You'll be taken care of.

- You're going to be taken care of.

So I'm really lucky to have an incredible team right now

that allows us to do...

We wouldn't have what we have

if it wasn't for the people I have put around me.

You need to hire great people and get out of their way.

You need to trust them to do their work and to take risks

and to feel freedom around what they do and how they work.

(upbeat music)

- In terms of disrupting

if you're wanting to start an agency,

you really need to think of

what is everybody else not doing.

For us that was not doing longterm contracts.

If you're trying to build something and grow

and really disrupt, that was a big thing

and it still can be because most agencies still do that.

You want to compete with the big boys,

that's a way to really disrupt.

Clients love that because they know

you're basically putting...

You're walking the talk.

You're saying,

"I'm gonna own this work every day, every week,

every month or you can go elsewhere."

So that's a big way to do it.

The other thing for us is really focusing on

as a social media agency is real metrics.

Clients don't want to hear about Facebook likes

or Twitter followers or metrics

that don't matter their business.

You got to speak their language.

Leads, customers, sales.

You have to be able to map what you do exactly

to what it is that they're trying to do.

Really establishing their goals and objectives

and making sure that you held yourself accountable

to those results and then they're going to stick with you

and then those month to month contracts

that maybe keep you a little awake at night

wondering if they're going to stick around,

it works itself up because you can deliver results,

you take care of people,

you're good to them. They're going to stick around

and you don't need those longterm contracts.

- That's awesome.

(upbeat music)

- Our number one core value and this stem from

why I really wanted to do this from day one.

Is the word freedom.

I was tired of being tied to a desk.

I was tired of sitting in a car for three hours

going to work.

I was tired of my life being dictated by what I did

and I wanted to flip that script.

I wanted to build an agency that allowed me

to not only create freedom for myself

to live with the way that I want under my terms

but to build an environment for people to live the same way.

And I will go to the grave,

continuing to build a business-

- Pretty committed.

- That allows for that.

They love it.

They are loyal because of it.

They're an extended family-

- That's the retention reason right there.

Yeah. Why leave?

- You decide when you're going to hang out with your kid,

you decide that you want to fly to Italy

and spend a month there and work from there.

It doesn't make a difference to me.

As long as you're available and you do great work,

live your life on your terms.

- That's really cool man.

- So that's the biggest thing that really brings me

a ton of pride is to be able to give that

to as many people as I can.

(upbeat music)

- Everybody always asks us what is the best client for us?

And it's really three things.

One, they don't have to be convinced

that marketing is a thing their business needs to do.

If I have to sell them like you should market like that,

never ends well because they're not going to have

the patience for-

- They don't see the value in that.

- Successful.

The second is that they have a product

or service that's wanted or needed.

Marketing can't fix a bad business.

So if we feel like the product's not there yet

or their website really needs some work,

we advise and like,

we really think you need to take these steps

before you throw any money at marketing

cause it's not going to solve your challenges.

And then the third is can we help them?

Can we actually help them?

Are we the right fit for them?

And sometimes we might not be.

And if there's one thing that we've learned is

better to say no, than get into a relationship

that's never going to end well because bad reviews-

- Yeah. Bad for both.

- Bad for both sides, waste of time, we just won't do it.

So that's contributed to the velocity of our growth.

If we took every piece of business that came our way,

we'd be a bigger agency but I've had the luxury

of being able to take our time and do it the right way,

pick the right clients and kind of continue

to build off of that and I think

we're now in that sweet spot where that patience

and that approach is really starting to pay off for us.

(upbeat music)

- Jason, what percentage of your business

comes from longterm clients?

And as far as cultivating relationships,

anything specific that you do that makes clients come back?

- The majority of our business is clients

that we've worked with for six plus months.

- Okay. So that's 80, 90% of what you have?

- For sure.

I mean, I think that a successful agency is as much,

if not more about holding onto clients as it is,

as winning new ones.

So it's critically important that we make sure

that every client that we work with

feels like the most important client.

We don't want to lose clients for reasons...

Obviously we're not producing results.

That doesn't happen with us.

The only churn that we've ever really had

is because I made a mistake early on.

Accepting a client paying less than they probably should be

or I was a little bit iffy on their product

but I'm like, you know what,

I'm going to take a flyer on this one.

So that's where you get into situations

where it wasn't a good fit

or I've had situations once or twice

where a client treats my team poorly

and I don't-

- You can't tolerate that.

- I've worked hard to build a really quality team

and keeping them happy is critically important to me.

So if clients treat them poorly,

I have a very small window of patience

when it comes to that sort of thing.

It should be the case.

(upbeat music)

- We're a virtual agency.

When I first started Socialistics, I thought,

Okay, well eventually I'm doing this out of my house,

then eventually I'm going to get my office in Seattle

and I'm going to be this...

that's the path to success.

- Big grand.

- And what I found was,

as I added people to the team and we were virtual,

I turned a weakness into a strength.

At least what I thought was a weakness.

Oh, when clients come to our website

and they don't see a big fancy office or address,

that's going to be prohibited for us.

- It's a weakness. - It's a weakness.

- But a lot of the things that I've listened to and read

is learn how to turn your weaknesses into strengths.

And that's exactly what we did.

I said, you know what? I'm going to embrace what we are.

I'm going to embrace the fact that we're virtual

and we don't have a big fancy office.

Why does that benefit the client?

Well, we're going to be able to be more competitive

on price for you because I don't have to spend

thousands of dollars on an office

and all this fancy stuff, number one.

- Yeah. Lease commitments, et cetera.

- Number two, I'm going to attract better talent

because my talent pool is the world.

It's not Seattle. - That's huge.

- And the third is just accessibility.

Accessibility and responsiveness.

Because we're virtual,

because I have a team that's spread across the entire world,

we're always open.

If they need to get ahold of somebody

or if they have a question, we are on it.

I mean, we live within 5 to 10 minutes, in most cases.

If somebody has a question, phone call,

email, chat, whatever.

Somebody is awake, somebody is working.

So that accessibility is a game changer.

So I really started to embrace that

and instead of working towards this big office,

I'm like, Nope, we're a virtual agency.

- That's awesome. That's so fascinating guys.

If you guys haven't yet already subscribed to our channel,

please hit that subscribe button.

We encourage you to comment below, ask any questions.

It definitely helps with the YouTube algorithms

and we appreciate you for engaging us.

That would be cool.

Ask questions. Jason's here for all of you guys.

Quite a fascinating industry I gotta say.

(upbeat music)

- How you were able to attract Air Force as a client,

Habitat for Humanity and some of these other bigger names.

What's the story on that?

- Air Force definitely opened some doors for us.

That was less about them finding us

and more about us nurturing them.

They came to us really frustrated

with their current agency relationship.

They were sending them these 30 page reports

that made no sense to them and I said,

"Well, what are your goals and objectives?"

And ultimately- - Two key questions.

- It was to raise awareness of the opportunities

in the Air Force for people to be recruited,

to consider the military as a career.

We really took the time to understand

what does success look like?

It's a great question that I always ask clients.

This is the best question you can ask.

What does success look like to you six months from now?

And I even frame it up further say,

Imagine six months from now, you think back to hiring us

and you think to yourself, hiring Socialistics

or insert your agency was the best decision I've ever made.

What would need to have happened for me to think that way?

So that's my favorite question to ask

because it gets them in that state like, Well...

and then they start to really answer that question

in a tangible way and then we come up with a strategy.

Okay. Well, based on that,

this is what it would take to get there

and that's what we're going to be held accountable for.

When you take that approach, people fall in love with you

and they want to work with you.

You don't even have to sell them.

Just be yourself, be authentic, help them

and then they're inherently going to want to work with you

if the numbers line up.

(upbeat music)

- So another tip for if you're an agency just starting out

or wanting to start out, is you really...

and it's hard. You gotta pay the bills.

Sometimes you gotta take what you can get

but you really wanna put yourself in a position

where you don't say yes to everybody

because not everyone's gonna be a fit.

And the biggest piece of advice that I got,

that I really got on board with,

charge what you're worth it.

Sometimes it feels uncomfortable

but you know what you're worth

and you don't want to really stray from that too much

because then you set the bar there

and then even you've tried to go back

and try to charge more and what you're really worth,

it's never gonna work out.

So always be comfortable with what you're worth.

As long as you're going to deliver the results

and you know what you can do,

charge what you're worth.

If they can't afford it,

you gotta pass it up and look for the next opportunity.

- These principles are fascinating guys.

If you're not blown away by just the simple ideas

that we're talking about here

and how they directly impact

your bottom line of the business,

your scaling of the business, your growth of the business,

mind blowing.

(upbeat music)

- Habitat for Humanity was an event.

- I see. Okay.

So you got a return on that.

- Yeah.

It just happened they had somebody at an event

that we had a booth at and I did a presentation there.

Anytime you get an opportunity to kind of help people

by doing webinars or doing a speech

is a great way to get good visibility.

They heard that, liked what they heard.

That one took six months though.

I mean, I went in, I gave them a proposal.

I just kept...

To us, that's a strategic client.

For them, we just counted.

It's a great cause. It's feel good work.

That was less about-

- I think all of us need to have a part of that.

Yeah. It was less about making money

and more about helping an organization

that really needed it and I'm not naive.

Of course, having Habitat for Humanity

in our portfolio helps us.

That's the value for us.

Showing great work for a good cause.

- What I'm hearing though is somehow they found you.

You were in a database but what it came down to

is follow up.

Follow up, follow up.

- And the quality of the follow up.

Always being persistent.

In my emails, when I follow up, I always say,

It's a yes until it's a no so I'm going to keep going.

Until they say no, it's a yes.

- Sometimes it takes seven, eight times to reach out-

- It does.

- Till you get the true yes.

- I mean, you just gotta catch people at the right time.

Some people take a long time to make a decision.

- Well, there you have it guys.

I hope you enjoyed this awesome episode with Jason Yormark,

the owner of Socialistics.

What an incredible amount of content we heard today.

The questions, the answers, the things that they're doing

to provide paramount service to their clients

and what that's doing to their business.

I hope you took a lot out and come back and re-watch it.

That's what you need to do to really grasp

some of the principles, some of the ideas.

If you haven't already subscribed to our channel, please do.

Comment below. Engage with us,

it helps the YouTube algorithm.

We do have a blog it's in the description below as well

and a lot of awesome previous episodes,

different businesses and a lot more coming up.

Stay tuned. We're with you. We're here for you.

Take care.