Fix Your Business in 90 Days, Win $100,000 - Episode 2
In a Nutshell
Min Jenkinson’s core bottleneck is low ad spend and conservative CPA caps despite strong unit economics. The fix is switching to a $1 7-day trial of the annual membership (with physical bundle upsell) to convert far more boot camp buyers into continuity, combined with massive creative volume, pain-based hooks for colder audiences, and performance-based spending up to $100 CPA. These changes are projected to dramatically raise AOV, LTV:CAC, and allow scaling to $100K+ ad spend on the next launch.
These notes were generated by AI and may contain inaccuracies.
Min Jenkinson teaches crafters how to make stickers through an online business. She started the business 10 years ago after being diagnosed with breast cancer, using sticker-making as a creative project during chemotherapy and radiation. Over 10 years, she has taught over 20,000 crafters worldwide. In the last 12 months, the business generated 1.1 million Australian dollars (approximately 800K USD), with multiple seven-figure years total. Profit margin sits at 30-35%. The three-year goal is to reach 3 million USD annually.
Revenue comes from low-ticket digital products, primarily the Secret Sticker Society membership priced at $27 per month or $270 per year, plus other interchangeable low-ticket digital products with strong upsells. The main funnel is a live paid boot camp launched three times per year, which funnels into the membership. There is no free offer; the boot camp ticket costs $10. The conversion rate from boot camp ticket buyers into the membership is 22%. Average order value is approximately $36, making some events slightly unprofitable on the front end but profitable overall by the end. Two boot camps have been profitable from day one.
The primary bottleneck is acquiring higher volumes of people into the boot camp. The business has not reached capacity for lowering CPA. Switching to pushing the annual membership doubled average order value. The recommendation is to make the annual membership the only offer available at the next launch, with bonuses included.
Scaling is important to pay off the home loan and set up the family financially. Having been diagnosed with breast cancer 10 years ago and having lost friends to cancer, the founder wants to ensure her family is financially secure even if she is no longer around. She is married with two kids and brings a strong desire to support her mom and family through the business income.
The business generates over $500K in profit annually. The founder previously capped CPA at around $50 and total ad spend at $16K for the last launch. The challenge is to be willing to spend up to $100 CPA. The founder acknowledges finishing launches thinking she should have spent more but then entering the next launch with the same conservative cap.
A recommended spend cadence allocates 5-10% of total budget in the first week for testing and creative validation. The following two weeks are relatively flat while scaling proven creative. 60-70% of spend occurs in the third week. The final 10-15% is split across the remaining periods. The last three days often account for 50% of spend. The founder previously launched four weeks out with smaller testing spend but felt limited runway and mindset constraints prevented higher spending.
The founder is advised to think in hundreds of creatives rather than single digits. Static ads can be generated quickly using AI. Screenshots from the community group can be repurposed as ads with added highlights. A "Super Secret Sticker Set" (SSS set) can be unlocked as an incentive for members who post videos of themselves making stickers, turning customers into ad creators. Sticker images posted by members can also be used as ad content.
Live sessions during boot camps should be clipped for use as organic and paid content, including Q&A sessions and quick tips. The founder is advised to create 80 personal ads by taking the 20 highest-converting ads and recreating each in four different backgrounds, settings, and outfits.
To scale ads effectively, targeting must expand beyond product-aware or offer-aware audiences to include more pain-aware or problem-aware audiences using Eugene Schwartz's five levels of awareness. Recommended hooks include pain-driven questions such as "Are you bored?" or "Do you not know what to do?" These colder-audience hooks allow broader targeting and prevent performance drops when scaling spend.
The founder commits to removing self-imposed caps on total ad spend when ads perform, rather than stopping based on CPA thresholds. The goal is to spend based on performance rather than predetermined limits.
Previously, pushing the annual membership increased annual uptake from 10% to 30%. A recommended bump offer after selecting annual or monthly is the physical sticker paper kit or full physical bundle, which has high margins. Cost is estimated at $10 plus $10 shipping. Pricing the bundle at $99 or positioning a $149 decoy bundle as a premium available only with annual membership can increase perceived value and push more customers toward annual commitment.
A higher-risk test is to remove the monthly option entirely during the launch, selling only the annual membership with the physical bundle included. After the cart closes, the monthly option without bonuses can be offered via a mop-up campaign. This structure aims to increase AOV to $300, providing greater confidence to spend more on acquisition even if front-end conversion drops.
A second high-risk test positions the boot camp as a 7-day trial of the $27 monthly membership. This converts 100% of traffic to continuity rather than 22%, with customers required to cancel if they do not wish to continue. The trial serves as onboarding, and the focus remains pushing to annual during the period. A $1 trial price is suggested. Math comparison shows that even at 55% trial-to-paid conversion with $300 LTV, revenue increases compared to the current 22% conversion model.
Current model: $3,700 spend to acquire 100 boot camp buyers yields 22 members at $300 LTV, generating $6,600 gross profit. Net CAC for the 22 members is $200, but overall the model produces positive return. The trial model aims to increase the number of members acquired per spend dollar by converting a higher percentage of traffic into continuity subscribers.
The first recommended action is to test offering a trial during the launch event. This single change alone is expected to significantly improve both membership numbers and profit. The trial will only be available to those who purchase the annual plan during the event, because the physical product component is expensive to produce and ship.
The trial is positioned as a way to give new members a strong experience during the launch period. While free trials had been considered before, testing one specifically during a launch was a new approach. This is described as a bigger, bolder move that feels manageable and exciting.
The existing spin cadence will continue but with greater creativity in the next round. Plans include:
- Creating more organic content to feed the list
- Using more pain-based hooks to reach slightly up-funnel audiences
- Increasing spinning capacity from a customer acquisition cost perspective
The next test involves the trial offer. If successful, the focus shifts to producing 800 ads and spending $100,000 on the following launch.
Current revenue is higher than headcount would typically suggest, placing the business on the higher-performing side of the scaling room. The plan includes moving to annual pricing, adding premium elements to the offer, and creating extra content for better free lead magnets.
Recommended optimizations:
- Ensure campaigns are optimized around purchases
- Track earnings per click (EPC) to gain confidence that the numbers are healthy
When creating ads, experiment with different call-outs for specific avatars rather than broad segmentation. The recommended approach is to drain 100 small ponds instead of advertising to the ocean. This means running highly specific messaging to narrow audience segments instead of using the same messaging to cover everyone.
This strategy requires going narrower, which runs counter to typical scaling intuition, but is viewed as the path to greater scale.
The proposed changes are expected to generate more revenue upfront. The test is derisked by running it as a split test at the same $10 price point, allowing the ads to remain identical while one version includes the trial and the other does not. All other funnel elements stay the same.
The verdict is that the business will scale. The plan is described as simple, with encouragement to spend more aggressively on ads without fear, given that the business can always return to previous methods if needed. The changes have the potential to 5x or 10x the business.
The participant reports feeling validated on concerns that had been worrying them, along with receiving concrete solutions they had not identified independently. There is excitement about implementing the recommendations and seeing results.
Alex notes that one prior recommendation had already doubled average cart value when partially implemented. Both new changes are expected to further increase cart value. The business operates in media arbitrage, buying clicks for less than they generate, which makes it fundamentally scalable once the math is correct. Churn sits at 5%, which is considered very good.
The next 90 days are expected to be strong if the given process is followed and the planned actions are executed. The business has a good product and the founder possesses 10 years of marketing experience, providing the technical ability to implement the strategy.
Following encouragement to go much bigger on ad creatives, angles, testing volume, and using a structured playbook for testing, early promotion results are moving in the positive direction predicted. The business helps parents of children with autism, ADHD, and speech delay.
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