Allan Dib is a serial entrepreneur, digital marketing coach, and author of The 1-Page Marketing Plan. In this interview, he shares the difference between heaven and hell when it comes to business model design, and how to design a marketing engine and business that supports the life you want to live, while making the world a better place.

John Meese 0:02
Well, it's afternoon for me, but good morning to you, Allan, how are you?

Allan Dib 0:06
Good morning. Good afternoon.

John Meese 0:09
I'm doing great. So I'd love to know, how is the future a little bit? I mean, because right now it's it's Tuesday for me, but it's Wednesday for you, which I've had clients before in Australia. And I've always got a kick out of that. It's just, it's fun to get a little preview of the future.

Allan Dib 0:22
It's good look the future's good. Future's good.

John Meese 0:27
That's good. Well, I'm glad to hear that. Allan, I really appreciate you making the time for this interview. I know you're busy. You've got a lot of stuff going on. But I'm excited to get your perspective. But for anybody who's listening to this podcast, who maybe don't know who you are, they have not yet read the one page marketing blueprint for some crazy reason that I would love to know. Would you take a minute and just kind of introduce yourself and what what should we know about you, Allan, in terms of as it relates to our conversation today? Who are you?

Allan Dib 0:56
Yes, I'm Allan. I'm a serial entrepreneur I'm a rebellious marketer and most recently I'm a best selling author. But really but really, I'm not from an academic background I'm not a writer or whatever. I'm really a business owner I've run several businesses a grind them from zero to two, a substantial amount done several business exits and really like everybody else, I struggled Well, I don't know maybe not like everybody else. But I certainly did struggle in my first business to really understand how to do marketing how to get clients and leads and prospects in the door and, you know, I was a just a dead broke IT geek. I didn't know anything about marketing, I attended all the seminars, I read all the books and you know, I got a lot of value from from each of them, but nothing really gave me the big picture. So I spent probably about a decade on trial and error and trying to figure this stuff out. And finally really sort of cracked the formula and really understood direct response marketing. So, to now gone full circle, and I'm helping other business owners do the same.

John Meese 2:07
I love that. Well, and tell us a little bit more about the book because that this is a recent thing, like you said you didn't, you know, think of yourself as a writer or an author, but here you are, Bestt Selling Author Allan. So, tell us a little about the book.

Allan Dib 2:20
Well, look, I really, like I said, I tend to a lot of seminars, I've had coaches, I read other books and things like that. And like I said, I've got pieces of value from each one, but nothing really told me I, you know, I'd get back to the office and I'm like, Okay, cool. You know, whatever it was purple cows or whatever, or all of that sort of stuff, or, you know, but what do I do to to get clients in the door right step and you know, I'm, I'm from an engineering background. I'm not, I'm not from like a creative marketing background or whatever. And I, I've very process driven like, what's step one, what's step two, what's step two? What do we do? How do we get clients in the door? And so I basically wrote the book I wish I had at the time when I was struggling. So I wish something someone had taken me from step one, okay, this is how we select your target market. This is the messaging, this is media, we use all of that sort of stuff just right through to delivering an awesome customer experience right through to orchestrating and stimulating referrals and all of those sorts of things. And so, unfortunately, I had to do this the difficult and expensive way I call it an expensive experience. And and it took me about a decade to do so I thought, you know, that there's really got to be a better way. And so, when I started coaching clients, one of the things I wanted them to do was to put together a marketing plan and a lot of pushback too hard, too difficult, don't know where to start, need to hire consultant, all of those sorts of things. And so I created a process called the one page marketing plan. It was a process long before it was a book You know, compliance rates shot up, you know, people, for the first time in their businesses and their careers had a comprehensive marketing plan that they could actually use that was actually practical. And so, so that I had that in place for a while. And then I thought, I want to get this out to a bigger audience. And that's, that's how I came about writing the book.

John Meese 4:20
Well, I love that I've got my well worn copy of your book right here. So, The One Page Marketing Plan, Get New Customers, Make More Money and Stand Out From the Crowd, by Allan Dib. I love it. And I will say I also took the expensive experience route myself. And so when I picked up the book, most of what's in it, I already knew, but I was like, but it clicked. I mean, it all kind of fit together into one literally one page. So that's super helpful. So that's not the full focus of our conversation today. But I just wanted to talk about that for a minute because it is a really, I consider an a must read for every entrepreneur, so thank you for writing it. But uh, let's get into our conversation today. Because things things are interesting right now, right? I don't know about you. But in my personal life I'm actually kind of tired of talking about COVID-19, the gobal pandeimc. So what I decided to start a podcast about it, it was a, you know, a grudging commit begrudging commitment to talk more. Yeah. But it's an important conversation. So, I would love to know about your own personal COVID-19 experience. And specifically, I'd love to know when did you first realize that COVID-19 was a real threat to your personal life or to your business? Do you remember specifically where you were or what happened that made you kind of pay attention and realize, Oh, this is this is a big deal.

Allan Dib 5:33
Yeah, look, I was. I was speaking at an event interstate actually two events at the time, and I was interstate for a couple of weeks. And I mean, really had those events been a week later, they probably would have been canceled, but it was probably the very last time that we could have been doing those events. This was in early March. And so And so anyway, I was I was heading back home and I heard you know, basically, in a couple of days flights were shutting down. Then I got home and my wife was in a little bit of a panic and we went to the shops and you know, toilet paper was all out of stock and everything and I'm thinking it was kind of kind of surreal. And then and then even that I was kind of sort of chuckling thinking the you know, people are really overreacting here. And, and then I can remember I think was better awake after that we were at at the shops and there was a lady who was wearing a gas mask, like out of Chernobyl or something like that. And I'm like, this is like out of a movie like you know, she's just a checkout line in the supermarket with a with a full on gas mask and people were visibly shaken and very freaked out and I'm like, What is going on? And you know, we live in a sort of beachside community and you know, normally it's bustling at this time of year. There's tourists and things like that. And it was just like a ghost town and it was just kind of surreal.

John Meese 7:09
Wow. Well, so what was your thought process? I mean, you kind of shared some of it. But I love to know as a business owner, like, what was your first response? When you were like, okay, people are freaked out. You have something going on here? Yeah, it seems to be not just a one off person. But this is, this is spreading, does it suddenly a global pandemic of fear? How do you how do you as a business owner, what was your first response?

Allan Dib 7:31
So my first response was, first of all, make sure my team and my people were Okay, so we don't have physical offices. We all work remotely. So we had minimal sort of business impact. But I wanted to make sure my people were okay. They had supplies, they had all of that sort of stuff. And, you know, some of them, for example, like in the Philippines, where, you know, the restrictions were even more more draconian and in well enforced, so making sure that they were fine, financially, supply wise, all of that. Mentally. So that's one of the first things I did. The second thing it was, I started to think opportunity, honestly, like, and I sent an email to my list to kind of try and reassure people. You know, a lot of people say this is unprecedented. That's not true. There are many precedents. This has happened many times before. And I'll get I'll get to that in a moment. But, but I started thinking opportunity, right, so and you know, I've done very well in my life doing the opposite of what most people do. So I hired staff, I didn't fire staff, I hired stuff. I invested in the stock market. I signed off on new projects. So really, when everyone was hitting the brakes, I was hitting the accelerator and because I know a few things, I know for sure this will pass. I know, you know, some business will will be wiped out but others will do very, very well out of it. And I've seen both ends of the spectrum. With that, but like I said, this is not unprecedented it's normal in nature for for these kind of wipeout events to happen so you know whether it's a forest fire you know, every every now and then there's a big terrible forest fire and it is devastating and is really bad. I mean I just in January, Australia where I live in we had really bad ones Yeah, like normally I mean I've got a view from the Bay here in my office but literally couldn't say anything but smoke but that's that's another story in itself but but this is normal right? Pandemics happen. It's cyclical forest fires happen. recessions happen, economic downturns happen all of those things. And so yes, it is catastrophic for people in the moment. You know, people individually get get hurt by those things. But this is kind of like a cleansing event that night and is just in nature, we you might like it, you might not like it. Well, you probably won't like it. But, you know, nature optimizes for the whole of the system, not for the individual. And so that that's just what it is. So pandemics have happened before. And you know, if we compare to the current pandemic, two previous ones were way better off way, way better informed, we're able to work remotely, we're able to communicate, we're able to test at a high level so I think that the last major pandemics wiped out 10s of millions of people and I know there's been many people affected and many people you know, some people have have lost their lives lost their health and but if if we seriously compare the last ones, the previous ones to this one, we're way better off and so I'm not making light of it. I know there are many people, both businesses and health wise affected. And of course, do do what you can to take care of your health, take care of yourself and all of those sorts of things, but also put it in perspective of You know, we're very, very lucky. And so we're we are able to work from home. We were, you know, not, you know, we're not going to be hopefully, completely wiped out as a species and all of those sorts of things. So, comparatively, we are very, very lucky compared to previous kind of events.

John Meese 11:19
Well, that's a refreshing perspective. And I would love to talk more about that, especially in the opportunity side. But before we get into that, I want to set the stage a little bit. So could you take us behind the curtain a little bit on your business in the terms of you have the book? And I'd love to know what what in terms of from a revenue perspective, what are your products and services in your business just so we can get a glimpse of how that's affected by the current crisis?

Allan Dib 11:42
Yeah, so I've got products and services at all ends of the spectrum that at the lowest end, it's free, where you can just join my mailing list and you'll get regular regular emails and I try to

John Meese 11:58
I get your emails

Allan Dib 11:59
perfect. You know, I've got a rule where the, the my free stuff should be better than other people's paid stuff. So it's not just kind of promote and sell and all of that sort of stuff where, as is often the case on people's mailing list, I really treat that as a product. You know, if someone was paying for this product, what kind of value would I want to deliver So, so there's that step up from that I think the book started $2 99 on Kindle, and then other $10 or something or $14, for the paperback, whatever it's retailing for. above that. I sell the course. So it's basically taking the concept in the book and moving people through implementation. So that that's very, very popular. Also have a membership program. It's a community where it's called Marketing and Business Academy, where every week we get on a call, and we'll go through something very topical. So for example, last week, we were covered, how to take leads to save And so, we've had things like email marketing, we really dive deep into one particular topic. There's also a big back catalogue of, of sessions that we've previously recorded. And there's a community aspect to it as well. Above that there's coaching. So there's coaching with myself and my team. And then the next thing we do above that is certification. So if someone wants to become a one page marketing plan, certified coach, consultant or marketer, we a few times a year we run a certification program, we actually got the next one opening up in a couple of weeks time so so they're basically the programs that we run at the moment.

John Meese 13:41
That's pretty cool. And so the all of that seems to center around this whole marketing in business, one page marketing plan framework, is that the core and the focus of all of your business,

Allan Dib 13:51
yes, the framework, the framework is the is the core but with most of the programs would walk through actual implementation of that say the frame Give you give you the plan that you can create the blueprint that you need. And then we, with the implementation programs we work on. Okay, how do we take this from plan to, to an actual build kind of like um You know, when I moved into this house about a year ago, we spent about two years building it. And I spent the first six months with the architect, right. So, you know, where do we put the pool garages, all of this sort of stuff. So we essentially built the house before we built it. We built it on paper first, and then we built it in, in reality, so. So the one page marketing plan is kind of building it before you build it. And then Okay, let's figure out how do we implement it? What CRM do we get? What sort of email sequences how do we write, copy all of that sort of stuff?

John Meese 14:44
Sure. Okay. Great. Well, and then you mentioned before that they you right before COVID-19, you were speaking in a couple events, right. So you do some public speaking as well?

Allan Dib 14:53
Yeah, I do. I do. Look, it's not it's not a main kind of thing that I do, but I do get invited to speak from time to time and last year was in the United States. I spent about five weeks doing a book tour doing some speaking. I absolutely loved it had a great time.

John Meese 15:07
That's great. Okay. Well so thank you for giving us a landscape in terms of what's going on in your business kind of at the end that's I said it's a very obviously marketers dialed in kind of description of your business in terms of it's a very natural ladder. But I'd love to know how how has the income economic crisis impacted your business so far? Has it been some some services affected more than others?

Allan Dib 15:30
Yeah, so people ask me how's business going with a pandemic? And I say, Yep, we've been affected by the pandemic, but positively. We we like I said, I sent an email to my list and it looks looks as though we'll close out in our best year ever and again, it's it's really comes down to business model, it comes down to also pivoting. So for example, we when this thing, hit I wanted to do a couple, so we had planned to do Marketing iand Business Academy later it later in the in the year, but we brought it forward. And we basically did it at 10% of the cost that we would so we plan to launch it at $1,000 a month. We launched it, we quickly launched it pivoted at $97 a month. And we did that for two reasons. First of all, we wanted to help the community to really get through this and and really get them through a difficult time. And, you know, basically to help my audience because it's not just about revenue for me, I get it, you know, the revenue is nice, but, you know, at my station, I get up every morning and I get up on a Monday morning excited because I get to impact businesses every day. So that was my way of contributing to to the community but also aligning with what's what's relevant. So So what I've said to people in my inner circle is, look, yes, there's a pandemic, because a lot of people sort of come to me and say, Look, is it okay to market now? I just don't want to look like a jerk and all of that sort of stuff. And yes, absolutely. If, if what you do will help your audience, you've got a duty to, to do your marketing right now. But, yes, we've got a course correct. Maybe we've got to change up the product mix. We've definitely got to change up the messaging because we don't want to be tone deaf. We don't want to, you know, you know, people are suffering right now. People have been negatively impacted. So we don't want to be tone deaf. We don't want to be oblivious to what's going on. And we want to adjust our messaging. So as marketers, sometimes we use fear in our messaging scarcity. So we probably want to pull back on on that sort of stuff. There's enough fear there's enough scarcity in the air right now. And so adding to that is probably not appropriate at this time. So So the answer is Yes, if you've got something that will help other people right now, you've got a duty to be marketing to them. But don't be tone deaf, adjust your messaging, adjust your offers. And so that's exactly what we did. So I signed off on projects, I brought things forward. I adjusted pricing, I adjusted the offers. And so and so that's, that's been really, really good so far.

John Meese 18:23
Well, good. Well preach it. I love hearing your perspective on just not apologizing for marketing, but really thinking of it as a way to help and serve your customers. I think that's really key. And you mentioned that you just said your pricing and you just said your offers both how you communicate them and what they are. Yeah, but beyond that, I'd love to know how are you adapting your business to really respond to the crisis? Is there anything that's changed about your financial approach or or your marketing approach but in terms of just your financial or your operations, and you already said it to your remote team, so you already prepared for that, but is there anything else that's kind of changed in terms of how you think about your business and responses In the crisis,

Allan Dib 19:01
honestly, not a lot of structural changes to the business at all. Like I said, most of our team was remote. We already delivered virtually. When I sold my last tech company, and I had a great time, but it was very high pressure. We were in an office, I wore suits, all of that sort of thing, I made a list of what was going to be my to do list and what was going to be my not to do list and then not to do list is very important. And so I said, You know, I don't want to, I want to wear what I want to wear, I want to work from home most of the time. I want to work with people and projects that I actually enjoy. I don't want to have to commute or travel unless I actually want to. So I was very clear about what the vision for my future business was going to look like. And so that I think was really, really helpful in creating the kind of business that would be get me through this kind of event because like I said, most of my team was remote. We delivered pretty much everything virtually or remotely. So there was not much change in terms of the business. What what it's really highlighted to me is the importance of your business model. So, and I sent an email, I think earlier, it was earlier this week to my list and I talked about hell and heaven when it comes to business models, you know, some business models are just hell like where you have to do you get you do the work once you get paid once, there's no recurring revenue, you've got very high fixed costs, you know, there's very low margins, it's very difficult to satisfy the customer, all of those sorts of things. That's a terrible kind of business. Where, whereas other business models, you know, are awesome, there's recurring revenue, it's easy to get customer satisfaction, the high margins, low overheads, all of those sorts of things. And so that's really, you know, probably 70% of your success. Choosing the right business model because you can be an amazing entrepreneur, but just in the wrong business model, and then that's going to be the difference between you do doing mediocre financially versus you doing very, very well financially. So a good business model is very forgiving, you can make a lot of mistakes and still do very well. Whereas a bad business model, you know, is very unforgiving. You make a mistake, and it's going to wipe you out.

John Meese 21:25
Hmm. Well, let's talk about your business model, then it sounds like if you were able to weather the crisis and even thrive in the midst of it without making any significant changes to your operations. What specifically do you think you've done right and setting your business up for this crisis in terms of from the business model perspective? Are there things that you decisions you made, you know, years or months ago? Yeah, that really allowed you to weather the storm?

Allan Dib 21:48
Yeah, one of the things I always look for, whether I'm investing in a business or I'm running the business is will this is this high leverage business. And by that I mean is, can I sell an extra 10 units and it not cost me, you know, an extra 10 units to deliver. So for example, if I've got a, I've got a restaurant that's kind of one example of a like a hell business model, right? I've got that you think about it, there's very high costs, I've got to pay rent, I've got to pay wages, all of those sorts, I've got very high fixed costs. I've also got very limited geography. So you know, maybe someone will travel 10 miles or something like that, but it's very geographically constrained. Now, I couldn't do marketing and then sell 10 times as much right? Because I've only got certain limited seating, maybe I've got 50 seats or whatever. So so you can't sell 500 seats because you've done a great marketing campaign or whatever, at best you can get to 100% capacity and that's it. Margins are very, very thin. So I've heard that, you know, I've heard it Some somewhere around 15%. And depending on how big the chef cuts, the steak can mean the difference between you making a loss and a profit, right. So. So that's kind of my idea of a hell style business model. Whereas at high leverage high leverage businesses, businesses, where you're selling primarily intellectual property where, you know, I could sell one course or I can sell 10,000 courses, and it's not going to cost me 10,000 times as much to sell. So incremental sales don't create create incremental costs. Now, yes, there might be more helpdesk burden, there might be more tickets coming in and all of that, but it's not a linear amount of cost compared to the linear the amount of additional revenue. So this, there's some other things I really look for. So first of all, is that high leverage, is there a recurring revenue component, so there's Nothing more difficult in my view is starting the new month and starting with revenue being at zero, right? And then we've got Okay, now we've got a hustle, we've got a push, we've got a cold call all of that sort of stuff. So I'd like knowing that I can start the month and I know there's a minimum amount of recurring revenue that's going to come in, that's really, really powerful. Because you know, the way I operate my business today, I open my email inbox. And I see this people who want coaching people want to buy a course, people who want to interview me on a podcast or people who want me to come and speak it's a pleasurable way of running a business and if I had to get up every morning and think, okay, I've got to now make 20 cold calls. I would hate my life, you know, that, you know, that would. that's a that's a terrible way of running a business and so, so the other things I look for particularly leverage, ability to expand across geographic regions where appropriate ability to create recurring revenue One thing that very few people look at is how easy or difficult is it to satisfy a customer because customer satisfaction is a super, super important metric. And you know, going back to the restaurant, you know, everybody orders something customized. I'm gluten free, I can't eat this or that I can't have dairy and so your cost, you have to customize the product for almost everyone. And it's very difficult to get someone to kind of be super happy, like a to have a great you know, people are Yeah, it was okay or whatever, or they'll complain about this or that or whatever. It's actually a very, very difficult to get someone to walk out of your restaurant. So Well, that was just amazing, an amazing experience, right? That rarely happens. Whereas in, in an information style business or in an intellectual property style business, it's it's much easier to do to orchestrate that customer experience where they walk away and they think, Wow, that was awesome. You know that that content was awesome or that experience was awesome. Some of that interaction with that help desk was was awesome. So and so that's super important, because that's going to impact your reputation that's going to impact the amount of refunds you get the kind of reviews that you get all of those sorts of things. And so really thinking about how easy is it going to satisfy a customer in this line of business? So that's another thing I really look for.

John Meese 26:25
That's good. Well, let's talk about opportunity. Because you mentioned at the beginning, that's the first thing you saw with this crisis. So how do you decide and which opportunity to pursue? In other words, if you see a lot of opportunity out there, when this crisis hit, and you look to your business, and you say, oh, man, there's so many things we could do right now? What's your process for deciding which opportunities to pursue first and how to pursue them?

Allan Dib 26:48
Yeah. So it's funny, my, my team leader, she, she often just has to push back because you know, like many entrepreneurs, I am always like, let's do this. Let's do that whatever and she's like, Whoa, okay, hang on, we're doing all these projects already. Should we either raise resource these new things? Or should we pull back some of the other projects? So she's kind of got to pull me into line sometimes. But having said that, how I how I assess opportunities, is really what's going to really matter in the next four years, five years, what am I going what's future Allan going to thank me for for for having done. So, and really, you know, if it's something that's not going to matter in a year or whatever, then it's probably not that a greater opportunity, but if future Allan is really gonna thank me and pat me on the back for having done that, then that's a really good indicator. The other really good indicator is kind of the opposite of what a lot of people are doing. Like, like I said, there was there was a lot of people who just kind of froze with fear they like, shut everything down. They're not you know, they're just not doing anything or paralyzed with fear or following staff and I know in some businesses that's just unavoidable you know, some people just have a physical presence and they operate out of that physical presence. Yeah, like restaurants. Absolutely. So, but having said that, some you know, some restaurants kind of just closed down and they were like, Alright, see you when this is over. Whereas others were right, how do we pivot? How do we change this and so when people were struggling, so some started doing take away some started changing up the the menu, other started even selling groceries, I mean, when, you know, they've got a different supply chain to the supermarkets and things like that. So when people were struggling to get supplies and toilet paper and all of that sort of thing, they they pivoted and that they were able to meet those needs. So I remember Actually, I saw u, I really ate at McDonald's but I was passing by and I saw you could buy a dozen eggs at through the McDonald's Drive-Thru. I mean yeah, so they had clearly thought of that. So it's, it's a matter of trying to and you know, these are physical businesses so for example, um, martial arts studio that I was part of started doing lessons via zoom via video, all that sort of thing. Fitness started doing some of the fitness programs that way as well. So there was some that kind of froze and said kind of see after this is over, and others trying to innovate it and figured out Okay, what else can we do? Where can we pivot? What are some of the strengths that we've got? So restaurant might have seen, hey, we've got a different supply chain. So where people are running out of stuff, we can we can be a supplier there and I know it's not ideal, but being able to kind of pivot and still maintain your staff still, do some revenue still get through this. And the other thing I've said to people is People have kind of discounted this year and said, Okay, well, this year's a Wipeout, and I'm saying, look, maintain your goals. If you had a goal to do $2 million, or whatever, maintain that goal, motivate your staff find a way to do it just in innovate your way through this because staff get demoralized as well. If the leadership is like, hey, okay, skies falling in, there's nothing we can do. We're basically going to wait this out. But you know, maintain your goals. Maybe you don't reach the 2 million, maybe you get to 1.8 or 1.5, or whatever it is, but don't just shut down all of your goals and things like that, because there are people who are doing very well out of this because I see the inside of many businesses, some absolutely booming and killing it. Like I said, some have been very heavily impacted because they've got very high overheads very physically dependent. You know, there may be non essential services that have had to shut down. So no doubt about it. I'm not saying everybody can can do this. But many, many people can do this and just taking the attitude of, hey, this year is not necessarily a Wipeout. How can we still make our goals work?

John Meese 31:15
I love that. Well, I think I've quoted you several times in conversation with someone where they started talking about the new normal. And I said, No, no, I don't know the new extraordinary because I saw you said that out. You said we're gonna we're gonna start talking about the new extraordinary instead of the new normal. Yeah, I think that's a good perspective to have. I love that. So what advice do you have? And you've already shared some of this as we've been kind of going through this conversation, but just to wrap up for today. So to the business owner, the entrepreneur is listening to this and they're sitting in their car or their couch or wherever, and they're thinking about what to do next to either build or rebuild their business. Yeah. What advice do you have for business owners about how to build or rebuild a profitable business in any economy? Yeah.

Allan Dib 31:56
Well, I think this is a perfect time to really reassess everything Zero base everything do do what I did about four years ago, which was, you know, I'd exited the tech company that I'd been in and I was thinking, Okay, what next? And I started to make that list. What do I want my day to look like? So do I want to work remotely? Do I want to work from an office to? Who do I want to work with? What projects do I want to be doing? What kind of business model do I want to be running? So this is a great time to reassess what you're currently doing and zero basis so if you had no legacy, no existing commitments, no. Staff, all of those sorts of things. What would you be doing? And so I'm not saying just completely trash what you're doing and start over. But what could you work towards so and how can you pivot because now's a great time to do it, you know, in in good times. You know, you might be thinking hey, it's crazy to kind of just drop things and, and do it, but now's a good time to really rethink Things What business do you want to be in? What kind of model do you want to be working? What do you want your data look like? Do you want to work from home? Do you want to work from an office? Where do you want to live? What do you want to what do you want to do on a daily basis? Who do you want to work with? What kind of projects do you want to work on what's going to excite you and, and make you look forward to Monday's on a Sunday afternoon, you're going to be excited that tomorrow is Monday, you know, so. So having a think about that, because it's really possible and now, people are much more open to virtual and remote delivery. You know, I know I had clients where literally they would fly from right across the world for like a one hour meeting, because that was what was expected in the industry. And now people are much more open to zoom calls or video calls or remote delivery, all of those sorts of things. So it's really opened up a lot of doors where you know, you might have had to commute or travel previously, but now people are far more open that they're now realizing, hey, there's no need to travel or there's no need to go all of this way for a one hour meeting or half an hour meeting or whatever it is. So what do you want to be doing? Zero basing your business zero basing your life, both personally and professionally? What do you want to be doing? What do you want to be known for? And where do you want to go in life?

John Meese 34:27
Well, I love that. Alan, thank you so much for sharing your advice and your perspective. And I know that's going to be helpful for so many people listening into this. So where can we go to learn more about you and how you can help us with our business, Alan?

Allan Dib 34:38
Yes. Pleasure, John. So is my website. You can download the One Page Marketing Plan Canvas for free. You can join my mailing list and keep in touch my book. The One Page Marketing Plan is available on on Amazon. It's also available in audio format on Audible. So yeah, that's where it can connect.

John Meese 34:59
It's also available for sale at Cowork Columbia, my coworking space in Columbia, Tennessee, so if you happen to be local. Yeah. That isn't it most people but still. Well, Alan, thank you so much for your time. I appreciate your perspective and appreciate you sharing your story.

Allan Dib 35:13
It's a pleasure, John.

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John Meese is the author of the #1 bestseller Survive and Thrive: How to Build a Profitable Business in Any Economy (Including This One). An entrepreneur himself, John is on a mission to eradicate generational poverty by equipping entrepreneurs with the tools and training they need to build thriving businesses from scratch. He is the CEO of Cowork.Inc, co-founder of Notable, and host of the Thrive School podcast.

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