Top Secrets of Marketing & Sales

David Blaise
  • 4.4 (11)
  • Marketing
  • Updated Biweekly

The Top Secrets of Marketing & Sales podcast provides tips on how to increase sales, improve profit margins and grow your business. Each week, we address issues related to important topics like targeting your ideal prospects, fine-tuning your messaging, attracting the clients you need, monetizing social media, the MVPs of Marketing and Sales and much more. From mindset to marketing and prospecting to podcasting, the Top Secrets podcast helps B2B and B2C entrepreneurs, professionals and salespeople get more of the customers and clients they need so they can do more of the work they love.

  1. 5d ago

    Get Responses: Create High-Value Communication

    To get responses, create high-value communication. When you’re doing this, obviously, you’re not actually telling your customer “I’m here to create value in our communication.” You’re just doing it: Adding value in the conversation. You’re thinking about, “what can I say when I reach out to this person the next time to make this communication more interesting, more beneficial?” By doing that, you’re going to create that in their brains and they’re not even going to know why or how it’s happening. David: Hi, and welcome to the podcast. In today’s episode, co-host Jay McFarland, and I will discuss how to get responses by creating high value communications. Welcome back, Jay. Jay: Hey, David, once again, great to be here with you as we talk again about a topic that I know in my business career, we probably haven’t had this conversation a lot. Communication is just something that happens. And it may depend on whether you’re old school or new school. Old school, we’re just making phone calls and picking up the phone. That’s high value communication. If it’s new school, we’re texting and emailing. And that’s the extent of the thought process. David: Yeah, and I think the adjective here, the high value part of it may be what we’re bringing to the discussion today. Because you’re right, communication in business is expected. It comes with the job. Mm-hmm. And we’re always going to be communicating. But the fact of the matter is that particularly now, as people are more and more likely to skip over communication, if they don’t like what you’re saying or if they don’t feel like it’s worthwhile to them, it becomes more important for us to ask ourselves “am I creating value in this conversation?” Am I creating value in this email, this text, this phone call, this podcast, right? Because if we’re not communicating value in the discussion, then we’re doing our listeners a disservice. We’re doing whoever it is that we’re calling a disservice. Whoever we’re emailing, we’re doing them all a big disservice. So, If we consider the idea that we need to be engaged in high value communication as much as possible, it will very likely change what we’re saying at any given time. Jay: Yeah, such a great point. I think that most people now are engaging these new technologies that make the communication part automatic, right? Like drip campaigns, newsletters, automatic texting or whatever. So that part of the equation is fairly easy to implement. But then the real question, as you’re bringing up, is if I’m not providing value in that communication, I am training the customer or the potential customer to block me out. Because that’s the other thing that’s so easy. It’s so easy to automatically communicate. But on the other end, it is so easy for me when I hit delete in my messages. It says, do you want to block this sender? And that’s it. It’s done. It’s over. So that’s why you want to focus on that word value. David: Yeah, and particularly now when people are using AI to help generate communications. And my belief is that’s going to cause a lot of communications to start looking like other communications. Mm-hmm. And everybody’s going to be saying pretty much the same things. But if you are operating with the intent of creating value in the communication that’s going to be a component that you might be adding that other people aren’t going to be adding into their algorithm, whether it’s with AI or whether it’s what they’re doing themselves. And you also raised a great point, which is the idea of if you’re not doing this, you are training people essentially to ignore you. And wow, that’s not what we want to train people to do. Jay: Right. my email service now, I use Mac right at the top now, they put the unsubscribe button, like that’s the first thing I see. So it is so easy, and I just think about it. There are newsletters that I keep, that I allow to keep coming, and there are those that I unsubscribe to immediately. And I kind of do this thing where I, okay, I’ll scan down quick. And I’m looking for value for me. Because I have a time to value, you know, ratio. So I’m looking, is this something, is there anything in here that this person’s sending me that I really care about? And if I get one or two and the answer is no, they’re done. That’s it. You’ll never get through to me again. David: Right. And when you think about it, particularly with something like email, but it also applies to texts or whatever, When you’re looking through your inbox, you’re going to see two things. You’re going to see who it’s from, and you’re going to see the subject line. Mm-hmm. What is it that they’re trying to communicate? So sometimes people will look at your name and they’ll say, “oh, it’s from Jay. I’m going to open this.” They don’t even care what the subject line is. Yeah. But if you don’t have that sort of relationship, they’re going to say, “okay, it’s from Jay. What does he want?” Right? And then they might go to the subject line and say, “does this subject line interest me enough to open this?” And if the answer is yes, then it will get opened. But that combination is going to be huge. And if you’re not thinking in terms of adding value in your communication, then you’re very likely not going to have any value mentioned in your subject line, and you’re going to dramatically reduce the likelihood that it’s going to get opened. Jay: Yeah, I agree. So we’re kind of talking about the drip campaigns or the ongoing attempts to kind of get in and remind them about us. That’s one part of communication. But I also think it’s important to assess the value of the regular ongoing communication that is happening. Like when somebody calls in, are they getting a phone tree? When somebody on your staff or you talk to somebody, is somebody going to hang up the phone and say, and we’ve all had this happen. I hang up the phone and I go, well, that was a big fat waste of time, right? And so clearly I didn’t have a high value conversation with the person who I was talking to. David: Yeah, exactly, and I think we’ve all been in that situation where we’ve either been on the receiving end of it or we’ve been on the ascending side of it, where we just feel like, “oh wow, I clearly didn’t create enough value in this communication.” If they’re ignoring us, if they’re ghosting us, there’s always a reason for it. Now that reason is not always us. maybe it’s not your communication. Maybe you’re doing everything right and this person just has different things going on, or they’re afraid to say no, whatever that is. We’re never going to completely get around that. But if you recognize the fact that most people are going to be looking for “what’s in it for me? What’s the benefit to me in pursuing this conversation?” Then we can change what we’re doing. And the really great point that you raised there is, yeah, we’re not just talking about drip campaigns, we are talking about every single bit of communication that you put out. And that’s sort of what we led off with, is that you need to create high value communication in everything. Telephone calls, voice messages when you’re leaving a voicemail message. A lot of people don’t get calls back when they leave a voicemail message. And some of the reason for that is very likely the fact that there may not be enough value created in the message that is being left. If the message is, “Hey, give me a call back,” and I don’t know why I should, because I don’t know how that will benefit me, then the likelihood of me calling back is dramatically reduced. But if I recognize that I need to dangle some sort of carrot there. Why should they want to contact me back? Why should they want to return the call? And if I can add some value in there, give me a call back so I can, dot dot dot. What is it? What can you do that would be beneficial to them? Because if you say that in the communication, they’ll be a lot more likely to reply. Jay: Yeah. I think today it’s so funny how we respond to things. When I get an email that I don’t feel like had value or that I didn’t ask for. I feel invaded. I feel like somebody has come into my house and forced their will upon me. And when I get a text, it’s even worse. We judge these communications so aggressively and one of the other things that jumps into my mind that is so important about high value communication, one of the things I hate is when I call and whoever I’m calling goes right into the sales pitch, like right away. We don’t want to misinterpret value as the minute I get on the phone with them, I’m going to tell you what my value is to them. My preference is that they spend some time getting to know me so that they can properly explain to me how their product or service fits into my situation. If they’re just going to start cramming stuff down my throat, the minute we start talking, I’m going to be gone pretty quick. David: Yeah, and that’s an excellent distinction. Because there’s the value that we will create if and when we do business together, right? If I’m trying to sell you something, there should be value created if we’re doing business together, right? Otherwise, there’s no purpose in that happening. But I’m talking about the value that has to happen to even have that conversation. When you dive right into “here’s who I am and here’s what I sell,” they don’t understand the value at that point, right? Because the value has to come, to some extent, from the relationship that we are establishing in that call. And so to the extent that we’re going to lead off with value in that call or in that communication, we need to do it in a way where they get the value upfront and it can

    13 min

  2. Jun 23

    The Follow-Up Mistake That Costs Sales

    The follow-up mistake that costs sales (and kills communication) is a lack of sequencing. If I’ve got a sequence in place that says, all right, when I get a lead from a networking function, I’m going to initially, either same day or next morning, send out this email message, which essentially says, “it was great meeting you at the networking function. Nice having a chance to talk.” Then, you include something in that email to elicit a response. Some will initiate a dialogue, some of them won’t. So from that point, if you don’t hear back, you could have another one that goes out a couple of days later saying, “Hey, never heard back you on this, but something else occurred to me that I didn’t mention…” and then you add something else to the conversation that could potentially be of interest to them. So you’re not just hitting them with “call me, call me, call me, call me.” You’re actually creating value in the communication, which is particularly key when you’re doing sequencing like that. David: Hi, and welcome to the podcast. In today’s episode, co-host Jay McFarland and I will be discussing the topic of sequencing your communication. Welcome back, Jay. Jay: Hey, David. Great to be with you again. I really love that we dive into these things that can have such an impact on your daily business. Oftentimes people will focus on the large things, not understanding that sometimes the smallest tweaks can make all the difference. David: Yeah, and things like this really are kind of diving deep. And many times I know other people in podcasts or in stuff that’s actually going out to the public, they’ll just keep it all high level and not really get into too much. I think we’ve done a reasonably good job over the years of diving a little deeper and getting into things in a little bit more detail. Because it’s important for people who watch this or listen to this to recognize that there are a lot of aspects to all of this. And we touched on this in the previous episode. We were talking about sort of the high level goals, we were talking about the high level concepts versus the nitty gritty of what do I have to do on a day-to-day basis. And this really gets more into the idea of the nitty gritty. But sequencing is something that I don’t hear many people talk about in business. And I think it’s a real game changer for people in the sense that when you get this and you start implementing it, it changes the way that you interact with your prospects and clients to make what you are doing better and more appealing than what your competition is probably doing. Jay: Yeah, such a great point. And back to the idea of focusing on the smaller stuff. I’m weird. I call myself lazy because I want to avoid steps and reduce steps, but in the name of that laziness, I will spend weeks trying to create a system, whether it’s a software system or a planning system or something, just knowing that over the long run, it’s going to have such a dramatic impact. And I can be lazy about that thing after that. And I focus. I mean, if I can reduce one little step, I’ll spend weeks trying to figure out how to do that. David: Yeah. But that’s smart. I don’t think that’s lazy. I think it’s far lazier to just go into each situation, not knowing what’s going to happen, not knowing how to respond to the common objections you get, not knowing how to create a system that will allow you to bring clients through the door like clockwork. And when you do that, you’re basically going into work every day with no idea of what’s going to happen. So I think that’s really lazy and really sloppy and I don’t think what you described is lazy at all. Jay: Well, I don’t, you know, I think you’re probably right, but it is something that drives my wife crazy and it’s really bad. Like when we go grocery shopping, I have a route, and that route has a very specific design. It’s based upon how the groceries are going to end up on the conveyor belt. And that’s important because that determines on how they will go into the bags, because I want the bread on top and all of those things on top. So I have this all planned and thought out from years of experience. It brings me joy, David, it’s, it’s a little, probably obsessive compulsive, but that’s the way I am. David: That’s funny and she still lets you come along. That’s amazing. But it’s a great example though, because when you think about that, and there are two schools of thought when it comes to outcomes, right? You described a more outcome driven approach. And it reminds me of the expression, the road is better than the inn, if you’ve heard that one. Jay: Mm-hmm. David: And I remember hearing that years ago and thinking, no, I kind of like the inn, right? I like, where are we going? Let’s get there. Mission accomplished. Onto the next thing. But there are people who just enjoy the experience. Shopping is a great example of that. I have never been a good shopper. Jay: Mm-hmm. At least before online shopping. I was a terrible shopper. As a kid. My mom would drag me around to different stores and she could just look at stuff for hours. I got bored three minutes in. As a kid, I could go to the toy section and I could look around for a few minutes, maybe see something I liked or whatever. Then I’m done. Right? And people are just wired differently in that regard. But I think if we really get down to the core of it, and we start thinking in terms of creating the systems and processes that will allow you to get results in your business, and tying it again back to our main topic, sequencing your communication, what this will allow you to do is to leapfrog your competition. Because you won’t have to think about each step of it. And it really ties to what you were saying about, you know your process in a store. Well, imagine that in business. Imagine a situation where you create a sequence of communications to send out to the prospects that you want to convert, in a specific order, in a specific sequence, at a specific timeframe. You can automate that as well. And design it to accomplish a result Too often in business because we’re sort of focused all over the place, we’re here, we’re there, we’re everywhere. We think in terms of sending a message out to a prospect and waiting for them to reply. And when they don’t reply. We become confused and annoyed. It’s like, why didn’t they reply? I sent you an email. Why didn’t you reply? And it’s cause that’s not the way the world works anymore. Right? I sent you an email. Yeah, it’d be nice if it were like tennis, where you bat it across the other person bats it across, and you bat it across and you have a nice volley going. That happens sometimes, but more often than not, it’s not happening. And if you’re depending on getting that volley hit back to you right away, you’re setting yourself up for failure. Where instead, if you recognize, you may have to send it across the net 3, 4, 5, 7, 10 times before it gets lobbed back, you’ll be prepared. And if you prep that in advance, you are so far ahead of what your competition is doing. It’s just not even funny. Jay: Yeah, I, have this situation going on right now where somebody has sent me an email inviting me to do something. I don’t know who this person is. I’ve never heard from them, and then I don’t respond. And then like four days later, I get an email that says, Hey, you didn’t respond. And I’m like, Well, that should tell you all you need to know. And then I got another one. I’ve sent you two emails and you haven’t responded. This person is sequencing, but they’re doing it in a horrific way. I mean, by the third email, I’m like, who do you think you are? That you can sit here and demand a response from me? And I don’t even know who you are. The whole thing has soured me. I am never going to call them back based upon that type of sequencing. David: Right. And if that’s the type of sequencing we’re talking about, then yeah, don’t do that. That is not what I’m talking about. It’s interesting you should mention that because over the past several months I have received so many messages from people, pitching guests for this very podcast where they’re saying, Hey, I think you should interview this person who’s talking about this thing, and let me know if that’s of interest to you. You know, I’ve listened to your podcast. I think he’d be a great fit. And most of the time I get, you know, pretty much the same pitch for different speakers. So I’m on some kind of list and I normally ignore them. But they’ve got sequences set up where it’s the second one. Hey, just bumping this up to the top of your inbox again, you know, do you want to consider so-and-so for the podcast? And so finally, I just put together the response that I’m sending to people, which is to say, if you listen to this podcast, you would recognize that we are not an “interview of the week kind of thing.” You know, there are two of us who do this. Jay: Yeah. David: If we were a podcast that had a lot of people on and we were interviewing what you said would make sense, and I don’t get into all that much detail. But they’re basically not pitching the right thing to the right person. And so in those situations, yeah, sequencing is not a great idea. But when you’ve got somebody who is engaged or would like to be engaged and you want to find out whether or not they’re on board with you, when it’s done right… And that ties into the MVPs, the messaging, you know, is the messaging going to be good? Which combination of marketing vehicles you’re using to reach them, and who are the people you’re reaching? If you’ve got those three things in sync, then sequencing is going to work extremely well for you. Jay: So let’s talk a little bit more about.

    16 min

  3. Jun 16

    How to Achieve Your Goals: A Practical System for Success

    Wondering how to achieve your goals? Well, achieving goals is quite different than just setting them. So while the first step may be to set the goals you really want, then we have to prioritize our actions from high to low. What is the most important thing that I need to do in order to get there? Because generally, you can come up with a dozen or a hundred different things that you’re going to need to do to achieve your goals. But there’s probably one to three things on there that are going to be more important than the other 97. David: Hi, and welcome to the podcast. In today’s episode, co-host Jay McFarland and I will discuss how to achieve your goals. Welcome back, Jay. Jay: Hey, so glad to be here, David, and once again, I’m looking forward to this discussion. We hear people talk about goals all the time, and I know for me it’s something that I struggle with because what will happen is I’ll set those goals. I really haven’t defined how I’m going to get there, and then when I don’t achieve them, it becomes something that deflates me. So I think for a lot of people, goal setting can work against them. David: I think it can too, because I believe there is a lot of focus on goal setting, and it’s something that we do, particularly at the beginning of a new year. A lot of people focus on their new year resolutions, which are their goals. And while there’s been a lot written about goal setting, the importance of goal setting, writing things down, reviewing it regularly, having your affirmations and things like that. All of those things are certainly helpful, but they don’t actually, directly connect to the idea of how to achieve your goals. And that’s why I wanted to title this the way that I did, because setting your goals has been done to death, but how do you achieve your goals? I think it’s interesting to explore that aspect of this topic. Jay: Well, yeah. And one of the things that frustrates me is, when people talk about goal setting, they tend to assume that everybody’s the same. Oh, just follow this and you’re great. It’s like, I read The Seven Habits of Highly Successful People and what was never mentioned or considered in that was, it was also seven habits for highly organized people already. You had already achieved a level where all you had to do was put these things in place and you’re good. You can achieve your goals. Well, what about me? I wasn’t raised with systems and those kind of things, so what about me? I didn’t feel like there was any place that I could implement that. David: Yeah. And that is very common. I mean, I think everyone probably deals with that because unfortunately, when you’re writing a book that’s going to be on a shelf for a long period of time, you have to include things that are essentially timeless. And The Seven Habits of Highly Effective People, I mean, it’s such a great book. It’s a very inspirational read. But when you’ve got rules, like “Be Proactive,” that’s a big, broad rule, right? And in many cases you can be proactive, but what does that mean? It gets down to the nitty gritty. We’ve talked in the past about Michael Gerber, the author of The E-Myth. I love that book. The E-Myth, The E-Myth Revisited. I read the original copy a long, long time ago, and I just loved it, because this was all about processes. And that book talked primarily about the fact that you have to have processes. But then what are those processes, right? Because that’s the part that people like you and I need. It’s like, what are the processes? How do I do that? How do I make that happen? And so much of my career has been focused on that. How do I turn this great recommendation, “be proactive,” you know? Jay: Yeah. David: “Work on your business, not just in your business.” How do I take broad statements like that? To some extent, they become platitudes, and how do I turn that into something that is actionable? Because that is the only way you can ever achieve your goals. You have to be able to convert those great ideas into actionable tasks. Jay: Yeah, such a key point. I think for me, what I found is I have to break it down enough to where I can feel that feeling of success instead of failure. Right? So it’s got to be minute enough to where I can say, okay, I did it. I accomplished something. And it could be something very simple. But that motivates me to the next step. I find if they’re too big, then I’m setting myself up for disappointment. David: Absolutely. But I think anyone who reads any sort of self-help material or business material, if you can take what they’re giving you and then just ask yourself right away, “how do I apply this right now to my business?” Again, Seven Habits, “begin with the end in mind.” Jay: Right. David: I mean, you could find that in a fortune cookie, couldn’t you? It’s brilliant advice, but it’s like, oh, hey, yeah, that’s really great. Now, again, in fairness, because it’s an excellent book… Jay: Yes. David: And he goes into a lot of detail about some different ways that you can do that. But in some sense it has to be general. And that’s why, if you’re able to ask yourself that question, “how do I apply this right now?” It’s going to get you a lot closer to being able to achieve your goals. Because now it’s not about concepts, it’s about you: Your activities, your focus, and what your next step is. Jay: Yeah, so let’s get into a little bit more detail. I’ve asked myself, “how do I accomplish this now?” Is that a list you would write down or how would you recommend people proceed from that point? David: Well, yeah, I think what I would generally want to start with is thinking in terms of resources. What are you going to need to achieve your goals? Okay. because once I’ve written down the goal… say my goal is X amount of dollars in sales by the end of the year. My goal is to sell X number of customers by a certain date. Whatever your thing is, now you’ve got the goal. All right. Well, as I said, the goal is kind of the easy part. Now we need to think in terms of, okay, what are the resources? What are you going to need in order to be able to achieve your goal? Can I do it by myself? Am I going to have to hire additional staff? Hopefully you’re not. But you need to know upfront. Because if you don’t take the time to consider the resources that are needed, versus the resources at your disposal, then you won’t even know if you’re taking actions that are not going to allow you to get to your goal. But if you take the time to think upfront, okay, what are the resources I’m going to need? Who am I going to need? Right? It’s not just about the things. It’s also about the people. Am I going to need additional help with this? And if so, what kind of people am I going to need? There’s an excellent book called Who Not How, by Dan Sullivan and Dr. Ben Hardy. It talks about the fact that when we’re looking to get things done, a lot of times we think in terms of “how am I going to do this?” When in fact we’re often better served by saying, “who can help me with this, who can help me get this done?” And that goes back to the resources. If you have a clear idea of what you’re going to need and who you’re going to need, then it’s going to be a lot easier to achieve your goals. And then ultimately, how much am I going to need? How much am I going to need in terms of resources, in terms of money, in terms of people, in terms of time? Time is always one of those resources that you need to evaluate upfront, and if you don’t do that, you’re never going to get beyond the fortune cookie aspect of what it is we’re talking about here. Jay: Yeah, you’ve kind of brought up negative emotions with me because it reminds me, I grew up in the restaurant business. And before I became an area manager and a regional manager, I remember my area manager coming in every year and we’d have to set sales goals. And so first of all, it was a complete shot in the dark. It was based upon air. Right? Just how much do you want to increase your sales? And second of all, there was never any instruction on how you’re going to do this. And so, how do you do it as a restaurant? I’m not in control of the marketing budget because it was a chain. So what am I going to do? Nobody ever said, well, you can increase your sales by doing A, B, C, and D. They just came in and set this arbitrary goal, and at the end of the year I was beat up because I didn’t reach that goal. And I’m like, this just becomes a bludgeon that creates disappointment. David: Right, because the focus there is on the what. Jay: Yes. David: What is it that I want to accomplish? Just like we’re talking about with goals. This is the goal. Okay. The goal is established very early on. But then every day, every hour preceding that, you need to ask yourself, am I on track? And that’s going to go back to, first of all, do you have a plan in place? Because if you don’t have a plan to achieve your goals, then it’s not going to happen. But then beyond the plan, do I have the resources? Do I have them in place? Am I firing on all thrusters? Jay: Mm-hmm. David: Are we doing the things that we need to do in order to accomplish it? And then also just adapting, recognizing that, let’s say you establish your goals today, you lay out a plan today, and you’re starting on it tomorrow. Well, as soon as you start it, it’s like that old quote, I don’t know if it was Colin Powell, some military general talked about the fact that “no battle plan survives contact with the enemy.” Jay: Yes. David: And it’s the same thing with a goal in business. It’s not going to survive contact with prospects and clients. You set your goal in terms of what you want to reach, but every day you’re going to be taking actions, some of whi

    15 min

  4. Jun 9

    Increase Revenue with Upselling and Cross-Selling

    If you want to increase revenue, upselling and cross-selling can help. So what’s the difference? Upselling means selling a better or a higher priced version of the thing that they’re looking at. Whereas cross-selling is making a recommendation of something that’s compatible. David: Hi, and welcome to the podcast. In today’s episode, co-host Jay McFarland and I will be discussing the topic of upselling and cross-selling. Are you doing it? Welcome back, Jay Jay: Yeah, hey, thank you, David. Listen, have these bad memories when I was a kid and I was working in a fast food place and the manager was always pressing me, “ask them if they want a Coke, ask them if they want fries.” And I got to a point where it’s hard to upsell and I think this has grown into my adulthood. You know, I just barely got the sale and now I’m asking them for more. It’s not an easy thing to do for people. David: You know, it’s interesting you should mention the fast food example because it’s the perfect example. It’s the one that everyone can relate to. “You want fries with that?” Jay: Yeah. David: Or the shortened version that you hear a lot of times, “want fries with that,” as the four word upsell. And it works extremely successfully for people in that sort of industry. Because it makes sense. Somebody’s coming in, they’re ordering whatever, a burger or something, or they’re ordering a burger and a drink, “want fries with that” makes perfect sense. And some percentage of time they’re going to say yes. And whether that is 1% of the time or 80% of the time, it’s probably maybe 30 to 60% of the time, I would guess, they’re going to say yes. Because it’s like, “oh, all right, sure. Why not? I’m already here.” Jay: Yeah. David: And you hit on a great point, which is that we can feel funny about upselling, if we feel like the purpose is to simply get more money out of a person. If it feels like it’s completely one-sided, if it feels like it’s manipulative, then we’re not going to want to do it. So I personally believe that the times that we should upsell and cross-sell are the times when we truly believe that we have an additional solution that is going to be better for them. Now, in the fast food example, are french fries better for you on top of the Coke and the hamburger? Jay: Yes! David: Probably not from a, health level, but certainly from a satisfaction level, yeah, it’s better. People are likely to want that. But in business, if you’re selling something, and somebody comes to you and they have something very specific they want to buy, and you have something that would be complimentary to that, or something that would go with that really well and would increase the value to the buyer, then you kind of owe it to them to at least ask them if they’re interested in that. Jay: Mm, I love that. I love that idea that if you are feeling uncomfortable, maybe you should ask yourself why. And how do you feel about your product? Are you really providing a value to them or are you just trying to sell something and get a paycheck, right? And I think we all have to ask that question about our own careers and what we’re doing and what we’re selling. But, you know, if you can just feel great that what you’re providing them is going to improve their situation, then you’re just passionate about what you’re doing and that’s going to come through. David: Yeah. So when you are talking to somebody like that, if you’ve got something that is actually going to be a benefit to them, if it’s going to help them, then it’s a lot easier to do it. So that really just boils down to motives. What is the motive? And unfortunately, I think sometimes managers, like in the situation you described in the fast food restaurant, the manager says, “just do this. Ask them if they want this. Push it, push it, push it. Sell, sell, sell.” When instead, if the manager had said to you, Hey, listen, when people come in here, they’re hungry. They want something good. You know, they’ve ordered this, they’ve ordered that other thing, so they might want it and maybe they didn’t think of it. You might want to suggest that. Maybe they want dessert, maybe they want an apple pie at the end, right? Jay: Mm-hmm. David: Apple pie. I’m saying yes to an apple pie, right? And if you don’t ask, you don’t get, and it’s very easy for them to say no. Now, there are situations, and I’ve heard it referred to, particularly in online situations, where there are online upsells where you buy something and then it asks you if you want to buy this and you want to buy that and you want to buy this. Yeah, I’ve heard people refer to that as upsell hell. Now, if you get somebody involved in that, then that’s not good. But if you make a recommendation that makes sense for them, then I think there’s absolutely nothing wrong with that. Jay: Yeah, absolutely. I also have heard this, you know, back to the fast food example, when the person who’s embarrassed to do it, they say, my manager wants me to ask you if you, and I’m like, oh, that’s just the worst situation. But I think, you know, I’ve also had like servers say, ” you should try this because it’s really good.” David: Yeah. Jay: And that’s different, right? That doesn’t sound like an upsell. That doesn’t feel like an upsell. So how you go about it, and are you passionate about it? Do you really believe that? David: Right. Jay: That makes all the difference. David: When my son was traveling, he was in Italy with some of his friends and they went out for dinner one night and they went into this restaurant and the waiter was very happy to see them. Americans there to spend money, and the waiter came over to take for order and one of the guys ordered chicken and he said, “no, no, no, no. You don’t want the chicken. It’s terrible here, get the steak,” right? Now there’s an example of an upsell, I guess. Jay: Yeah, David: Upsold them from the chicken to the steak. The steak was a lot more expensive. Was the chicken there really terrible? I have no idea. But he presented it in a way that made them think, all right, I’ll get the steak. And it was entertaining, too. So I think there are ways of engaging in this type of behavior where if it’s not manipulative, and it actually gets them a better result than you might as well do it. You know, another thing I think that people should consider is that when it comes to upsells and cross cells, it’s not something that always just has to take place at the immediate point of purchase. I mean, obviously that’s a great time to do it, but if someone buys something from you… in the promotional products industry, I mean the, examples are kind of easy. Somebody buys t-shirts or sweatshirts, “want caps with that,” right? Would be the equivalent of french fries. And you can ask and they can say yes or they can say no, whatever it is. But if you don’t do it at the point of sale, you could contact them back maybe a few weeks, a month later. Hey, I just wanted to let you know we just got this new product in. I think it would go perfectly with those shirts you got. Would you be interested in having a look at that? Right? And that’s an example of an upsell or a cross-sell that could take place later. So it’s not like, If you didn’t do it the first time, you can never do it again. There are plenty of opportunities to do that throughout the sales cycle. Jay: Yeah, I agree. And the other thing, I’ve seen some research and it’s something that I’ve implemented that has helped me get over the upsell thing, is that research that I’ve seen shows that the time when people are most willing to spend more with you is when they just spent with you. And that seems counterintuitive, right? Like, I just got this money out of you. You just spent money and you’re willing to spend more. That doesn’t feel exactly right. David: Yeah, but again, if you go back to the fast food example, it does make perfect sense. I’m getting this and I’m getting that. Do I want this too? Yeah, sure, why not? So there is that aspect of it. Now, outside the fast food example, it might not be quite as obvious and there might not be as much of a connection. But once again, I think if we get beyond the idea of selling product, and we get more into the idea of satisfying the customer, what is the customer looking to get from this experience? So in a promotional products example, am I looking to buy shirts? Not so much. I’m looking to buy awareness of my business. Maybe I’m looking to have people wear this thing and have people see it and recognize my business. Perhaps I’m looking for a sense of affinity, that the people who wear it feel good about my company. So there are very deep things that I could be looking for in this purchase. And so if I’m able to connect my additional recommendations, my upsells and my cross cells to those types of things, the things that motivated them to want to do it in the first place, then they’re going to be a lot more likely to say yes. But they’re also going to be a lot more likely to appreciate the fact that you thought about what they actually want and you’re trying to deliver it to them. Jay: Yeah, and then you’re avoiding that salesperson feeling and you’re more like a consultant, as we’ve talked about so many times in these podcasts. I think the other thing that you have to remember, just from a pure business standpoint, we talk about customer acquisition costs a lot, and if you can upsell somebody, That’s product on top of your initial acquisition cost. And then if you can cross-sell them, take your existing lead database and cross-sell them into other products, that by far is a better way to do business than constantly having to find new customers and always paying that cost to get those new custom

    14 min

  5. Jun 2

    Still Chasing Prospects Who Will Never Buy?

    How much time do you spend chasing prospects who will never buy? If somebody is not responsive, you can decide, do I want to continue to pursue this person? Or do I want to leave them to my competitors? Let my competitors chase that person. If they’re disqualified, you don’t have to spend time with them at all. David: Hi, and welcome to the podcast. In today’s episode, co-host Jay McFarland and I will discuss the idea of converting more sales: turning leads into customers. Welcome back, Jay. Jay: Hey, David. Such a pleasure to be with you. This is kind of the secret sauce, right? I mean, if we could all increase our conversion rates and bring down our customer acquisition costs that’s where the rubber meets the road. David: Yeah, in a lot of cases it’s a really critical part of it. I think some people make a mistake upfront when it comes to conversion. They want to try to convert everyone. You know, they just meet somebody for the first time and they immediately go into sales mode. And I think that they can really save themselves and other people a lot of time and a lot of aggravation if they actually start where it really should begin with a little bit of qualification. Trying to find out if they have the need, the desire, the money, the budget, the willingness to spend, those kind of things. Because a lot of times there are salespeople who will spend weeks, months, years pursuing somebody, just to find out once they get an appointment with them that they weren’t qualified to buy to begin with. And you can eliminate that right up front. Save yourself a world of heartache. Jay: Yeah, I love this point, David. I can’t tell you I’ve had this happen, you know, I’m on the phone with somebody and talking about the product and things like that, and then after asking some questions, I realize this is not a good fit. I don’t have the services they’re looking for. And I could have saved us both a lot of time if I had done a little pre-qualification before we got started. David: Yeah. Or if that’s happening on the first call, then you’re pretty good at that point. But literally, I know there are people who have gone to networking functions for a long period of time, and they’re talking to people and trying to get them to agree to an appointment, and then they finally agree to the appointment, and then you get out there and you’re talking to them. I had this experience myself early in my career. I’ll never forget it. There was this guy and I thought he was going to be a great prospect, so I tried to get an appointment with him. He agreed to the appointment. I showed up at his place. His place was a dump and he didn’t show up for the appointment, and I was sitting there looking around and I was thinking, “okay, why am I here?” And so a little bit of diligence upfront and a little bit of qualifying goes a long way. Jay: Yeah, I agree. And I also think technology can do a lot of that pre-qualifying, right? We had the experience where our Google ad buy was not targeting the right people. And so I was getting all these calls and I’m like, “wow, look at these leads we’re getting.” And it turned out I was just wasting time. So I’m wasting money on the Google ad buy. And then I’m wasting money fielding all of these calls. That’s just, you’re spinning your wheels at that point. David: Yeah, absolutely. And when you think about it, pitching unqualified prospects is the single biggest time waster on the planet. So if we can avoid that, we’re going to be a lot better off. Jay: Yeah. I think there’s a tendency though to think, “oh, we can sell anybody.” Or I think the other side of that is if you’re not pre-qualifying, then you don’t have a really good idea of how effective you are as a salesperson, because you’re comparing it to every person you talked to. Like, I’ve talked to a hundred people, my close rate was 20%. Well, if 5% of those were never going to be a lead for you, or never going to be a customer, then you’re not really using accurate numbers. Right? David: Yeah, exactly. Everything’s skewed when you’re doing it that way. So, I mean, I believe qualification upfront is really important and systematic follow up is another thing. If you’re not following up systematically with people, which means that you are in touch with them at the times when you need to be in touch with them, then you’re also going to be at a big disadvantage. Jay: Yeah. and that’s really an area where I struggled a long time ago, and that is if I didn’t get them right away, then I’m going to move on to the next person. David: Mm-hmm. Jay: And like you said, it’s about relationships. And again, I love technology that can do a lot of this stuff for you, drip campaigns and those kind of things. David: Right. Jay: But because somebody down the road, they don’t need you now, that doesn’t mean they’re not going to need you in the future. David: Yeah, and so if you’ve qualified them and you know that they would still be a good prospect for what you’re selling, then at that point you want to make sure that you’ve got something in place, whether it’s inside a crm, however it is that you’re doing, so that you know that you are in touch with them until they’re ready to buy from you. And when we talk about systematic follow up, it goes far beyond the, “are we there yet” approach that a lot of people take where it’s like when you’re traveling in a car with small kids and they keep saying, “are we there yet? Are we there yet? Are we there yet?” And there are some salespeople who do that. They just call and say, “Hey, you want to buy, you ready to buy? You ready to buy? Are we there yet?” And that’s not what I mean by systematic and or strategic follow up. Jay: Yeah. I think part of that is you start to seem desperate, right? And I think what we need to avoid, and I’m really learning this, is the feeling that I’m a salesperson and they’re a potential lead. If they feel like I’m a salesperson, then I’ve already lost kind of the battle, right? So, whereas if I’m a consultant, if I’m somebody who can help them grow, if I’m somebody who they have a relationship with, who they feel really cares about them, then that’s a real advantage. But if they just feel like this is sales to potential client relationship, that’s a much harder road to go down. David: It definitely is. And when we think about it, you know, once you’ve qualified somebody and you’ve got your follow up in place and you’re interacting with them. You know, part of the deal then is persuasion. You know, what are we saying that is going to entice this person to want to move forward? Essentially, are we hitting their hot buttons? What are their hot buttons? What are the things that are motivating them to either take action or not take action? Because if you’re not doing that, once again, you’re going to have a lot of difficulty converting. Jay: Hmm. Yeah. This kind of goes back to the pre-qualifying you talked about. You’re not just finding out if they’re a fit for your product. You’re finding out what their specific needs are. Because how often have you been in or anybody been involved in. I’m pitching a sales strategy to them and it doesn’t meet their needs. And what I’ve done is I’ve conveyed to them that I didn’t listen or that I don’t know their business. There’s nothing worse, in my opinion, if somebody’s trying to sell me something and they haven’t taken the time to really figure out who I am, what my needs are, what is my business model? That can really be a detractor to the process. You can lose the sale if you are going down the wrong path. David: Yeah, you definitely need to keep it focused on them. A lot of times we make the mistake of talking about ourselves and our product and our capabilities and how great we are and it’s like, you’ve lost me at hello. When you do that. Jay: Yeah, absolutely. And I’ve been there like with somebody else and we walked in the door and we were both supposed to be part of the sales process and before there’s even a hello, they’re like diving into the product and opening the book and this is what we have and what we have. And. I’m just like you got to at least take a few minutes to set some baseline relationship and ask some questions and pre-qualify even there, if you’ve pre-qualified them before you’ve arrived. I think that pre-qualify is really, I think there is a pre part, but there’s a constant requalifying that happens as you go along. David: Absolutely, and people are constantly cycling through the five levels of qualification. Sometimes they’re ready to buy right now. Other people have specific dates in mind. Still others are open to it. They’re generally receptive. Sometimes they’re disqualified, and sometimes they’ll just ghost you. They’re just unresponsive. When you recognize that they’re five essential levels, then you know exactly how to follow up with each one, and it becomes a lot more systematic. Jay: Yeah, and I love that you’ve broken these things down into different levels. Because that makes it really easy to classify. And that’s the problem is you may have a sense that you want to do this, but you really don’t know which buckets to put people in. What are those buckets? If you can have a system where you’re not giving a lot of thought, you’re just like, boom, this one goes here, this one goes there, then you can spend more time working on the right buckets, I’m guessing. Right? David: Exactly. Because if somebody is not responsive, you can decide, do I want to continue to pursue this person, or do I want to leave them to my competitors? Let my competitors chase that person. If they’re disqualified, you don’t have to spend time with them at all. But if you focus on those first thr

    12 min

  6. May 26

    Social Media in Business: Conversations Over Clicks

    A lot of people think the goal is to get likes and engagement, but when it comes to using social media in business, conversations and conversions are the metrics that matter. That’s what results in sales. The rest are vanity metrics. Those who think it’s all about views and clicks might be missing the point. David: Hi, and welcome to the podcast. In today’s episode, co-host Jay McFarland and I will be discussing the best use of social media in business. Welcome back, Jay. Jay: Hey, thank you so much, David I feel like this is one of those areas where I don’t feel confident in myself, but I’m not in a position yet where I’m going to hire somebody to do it. And so, it’s hard to get motivated every day, because I know it’s an important part, especially in my business. Most of our leads come from the internet and social media, so it’s like I don’t know that this is something I should be handling myself. David: I think a lot of people feel that way, and for many of us, social media can be a huge distraction. And in some cases, like, well, the best use of social media is to keep it turned off if you have to actually get things done. But there are benefits to it when it’s used properly, and part of our Total Market Domination course involves working with our clients to help them through the best forms of first contact with a new prospect. And one of those methods is social media. I mean, you can be doing it via cold calls, you can be doing it via networking events, direct mail, lots of different ways to initiate first contact with a new prospect. But many people like the idea of using social media, particularly because it is a one-to-many method of reaching people. You can post something on social media one time, and hundreds of people could see it, or thousands of people could see it. And so it allows you a great deal of leverage much more than if you’re making one phone call at a time or meeting one person at a time. So there are definitely benefits to utilizing it. Of course, with the benefits come the flip side, the detriments that go along with it in some cases. One of the things that a lot of people seem to struggle with is that they go onto social media with one purpose and they end up doing 10 other things that they didn’t plan on doing when they got in there. They don’t end up doing the thing that they actually wanted to do. And so a lot of it, I think, boils down to the fact that we’re not sure what to do. In a lot of cases. We’re not sure, well, what should I post? What should I say? What should it be designed to do? And there’s so much talk among so many people about creating content, and I’ve done classes on this. The fact that content is kind of a misunderstood word. If you think about what is content? Well, content is whatever’s in something, right? If you’ve got a bag, whatever’s in that bag is the content. Could be something good, could be something very bad, right? But whatever’s in the bag. So if you think of it like that and you say, okay, I have to create content. Well, yeah, but you need to do more than just content. You want to make sure that whatever it is that you’re dispersing to the masses has enough value for people that they say, wow, that was actually worthwhile. That was worth my time. So a lot of what we focus on in the communication aspects of what we do with our clients is related to how do we do that? How do we create value in our communications? And I know I’m sort of rattling off all kinds of different things that could be entirely different podcast subjects. But coming back to the idea of the best use of social media, if you think about what it is, I mean, I’ve got an idea of what I believe it is. Do you have any thoughts on that before I spill the beans on what I think here? Jay: Well, I think it’s going to be different for everybody and what type of clientele you have. I’m guessing a key part of this and we’ve spent a lot of money on my end doing this. Is identifying who our end user is, what, what type of client are we trying to attack? When we first started it, we were and I’ve told you this story before, we were attacking so many leads. It was blowing us out of the water. But the leads were not closing, and so we had to narrow that field, finally to a point where we could just get potential leads. In order to do that, we spent a lot of time around a table figuring out who that potential client is and what are the keywords that are going to be interesting to them? And when you talk about posting content, if you’re just shooting in the dark and you haven’t identified who your target is, then you’re going to spend a lot of time on social media spinning your wheels, and you may be chasing people away or just making them disinterested because you haven’t put in the time ahead of time to really have an impact. David: Yeah. When I think about having an impact on social media. And I want to be really transparent here too. I have not used social media nearly to the extent that other people have to get clients. We have other methods of first contact that are extremely effective that work really well. And so don’t look to me as the expert on this, but what I can tell you is that to the extent that we have done this effectively, the way that we’ve done that is using social media for the primary purpose of initiating conversations. So when I think in terms of the best use of social media, For me, but I also believe for most other businesses, the best use of it is to be able to initiate a conversation with someone else. So if I’m able to post something that’s interesting enough to get someone to comment back, and then I can reply to that comment and then they reply to that, now we’re actually in a conversation. And of course, conversations is exactly where sales happen. You don’t have sales generally, if you’re a salesperson without having a conversation. Now that could take place via text. It could take place via Messenger. Maybe it takes place in comments. It could take place on the phone, in person. Lots of different ways to do it. “When it comes to social media in business, most people focus on likes and clicks. And while that might feed the algorithm, I still believe the metrics that matter are conversations and conversions. Conversations and conversions result in sales. The rest are vanity metrics.” — David Blaise But if we think about it from that standpoint, it makes things a little easier, because when we’re on social media, we are programmed to think in terms of likes and think in terms of shares and things like that. And likes and shares are fine. Shares are probably better than likes in my view, because it gets it in front of more people. And if the content is good, then it expands your horizons a bit. But if a bunch of people like your stuff and it doesn’t lead to conversations, then what really happened? Their likes might get it in front of more people, because I think that’s how the algorithm works. But, if people are not actually engaging with it and initiating conversations with you, then I believe there’s a lot of opportunity that is lost. And when you talk about delegating this kind of thing, hiring other people to create social media for you. If they don’t know what the goal is, then the stuff they create is not likely to produce the result. When they think the goal is to get likes, then they’re going to create content that is designed to get likes. If the goal is to interact with people, initiate conversations with people who could potentially buy from you, then what we’re doing on social media has to be completely different. Jay: Yeah, such a great point. I also think you know, you talked about conversations. It actually has become a very important part of the algorithm that you get comments and more importantly, that you reply to those comments, whether or not they’re important or not. If you could reply in such a way that they respond back then that’s going to increase the algorithm. So that’s an important part just to get it seen by more people. But then if they’re actually interacting with you, you’re now building the relationship. And I think oftentimes we forget relationships are the most important part of our business. Anytime I close a sale, when I’m done, I almost feel like I’ve gained a new friend. And in a lot of ways, I have. Somebody that I’m providing a service for, they appreciate that service. And it all starts with a conversation somewhere, like you said, on the phone, in the comments, that’s where it’s all going to begin. David: Yeah. I think also tracking what’s going on is important, and a lot of people don’t do that. They have a vague idea of, oh, this got a lot of likes. I got a bunch of comments here or there. People seem to like this one or that one. But none of that is really tangible enough to be able to justify, in some cases, the amount of time that goes into it. So if you track how much time you’re putting into it and you’re able to track how many leads you get as a result of it, and by leads, it may just be something as simple as having a conversation with someone, whether it is in the comments or whether it is through DMing, that type of thing. Then you’ve got some metrics. You’ve got some basic metrics to look at, to say, “okay, I put an hour and a half into this and I had two people enter into conversations with me.” Is that worthwhile? Well, let’s keep track of those two people. What happened? Were they even prospects? Did you get them qualified as quickly as possible? Were you able to sell to anybody who might have actually been interested in buying? Was it worthwhile? Because if you can make a decent volume sale with an hour and a half involvement on social media, then you can say, all right, that was worthwhile. If you put in an hour and a half on it and y

    13 min

  7. May 19

    Are Your Priorities BS? Aligning Actions With Goals

    Are your priorities BS? Well, focusing on that area in particular, looking at what are the things in my life that really are important to me? What are the actions that I want to take and need to take that are important to me? Even if they’re not urgent, how can I get those things scheduled so that they have a better likelihood of getting done? David: Hi, and welcome to the podcast. In today’s episode, co-host Jay McFarland and I will discuss the topic Are Your Priorities BS? Welcome, Jay. Jay: Hey, David, as always, such a pleasure to be with you. And another great topic. I think that it’s so easy to just do the squirrel thing or the squeaky wheel gets the grease and we don’t really know what our priorities should be a lot of the time that’s half the battle I think. David: Yeah, I think that’s true. Knowing what our priorities are and recognizing that a lot of times they’re not really what we think they are. And most of the time when I talk about stuff on these podcasts, it’s not because I’m particularly smart, is because I feel like I’ve made every stupid mistake that anyone can make. And so if I can help our listeners and viewers to avoid doing some of those things, then that’s a pretty good service. And when I think about priorities and I reflect on the priorities that I’ve had over the years and over my life, I recognize that we have priorities that we really put out there. We say, okay, this is what’s important to me. What’s important to me is my family. What’s important to me are my friends. What’s important to me is, whatever, losing weight, like if we have goals, my my priority is to do this and to do that, and all these different things. And then when we look at our actions and we realize that our actions don’t really line up with what we say our priorities are, it raises the questions are our priorities BS? And I think in some cases, even when we don’t realize it, they might be. Jay: Yeah. First of all, I’d say there’s nothing wrong with learning in the school of hard knocks. I mean, sometimes those are the best lessons we can learn. But I also think it, we can spin our wheels a lot trying to reinvent the wheel, so learning from other people can help expedite that process. Right? Which is why I’m glad you’re so willing to share the trials that you’ve had. I think that that’s so critical. But I think you’re right. We’ve talked a lot in the past about self assessment. Can you really look at yourself and know what your weaknesses are and what your strengths are? And oftentimes, I think you’re right. We think something is a priority for us, but in the grand scheme of things, and according to our own actions, it’s really not. And we’re kind of fooling ourselves. David: Yeah, and the way that I’ve actually sort of worked through some of this is recognizing that there’s a really big difference between our stated priorities, the things that we say are priorities to us, and then our actual priorities, meaning the priorities we act on the things that we do, the actual steps that we take or don’t take. Because if our priority is to spend time with our family and our actions are that we’re working all the time and we’re not spending time with our family, then we have two different sets of priorities, our stated priorities that always sound good, and then our actual priorities, which is what we’re doing on a daily basis. Jay: Yeah, I see this all the time in like TV reality shows. I don’t know why this comes to mind, but you see people saying, my family is the most important thing to me, and they’re working 80 hours a week at their career, or their job. And I’m sitting there thinking, Hmm, no, I don’t think you really understand what your priorities really are. David: Yeah, and most people are sincere, I think, when they say those things. It’s just that in many cases, life interferes. And when we allow life to interfere, then it turns out that our actual priorities are different than the ones that we’re telling ourselves and telling other people. Jay: So how do we sift through that? How do we do that self assessment and really identify what our core priorities are, and maybe we need to identify them as BS and head in a different direction. David: Well, I put together a worksheet. You can download it here. It’s very simple. It’s basically got stated priorities on the left and actual priorities on the right, and what you do is you list down on the left hand side all the things that I tell other people and that I tell myself are my actual priorities. And then you just keep an eye on what you’re doing every day. Did I take action on my top priority on the left hand side of the page? And if I didn’t, what did I do instead? If my goal is to write a book and instead I slept until 10:30, then I’ve got a stated priority and I’ve got an actual priority. And so when I’m working with clients, these are some of the things that we look at. What is it that is most important to you? What is it that you believe, that you truly believe is most important to you? What do you believe your priorities are, and then what are the actions that demonstrate what your actual priorities are? Jay: Yeah, and I think, people have specific priorities, but they get trapped in the every day. So it’s not like it isn’t my priority and the priority’s not really BS. What is BS is that I’m, not doing anything towards it. I’m letting my business run me instead of me running my business. David: Yeah, I mean, a personal one for me is like I’ve been losing and gaining the same 10 pounds for probably 20 years, right? So if my priority is actually to lose 10 pounds or whatever it is. But then I have a conflicting priority, which is, “oh, dessert!” Right? Then those two things are in conflict. And every time I choose the dessert, which is the actual priority, it’s the action that happens over the stated priority of losing the weight, then it really is BS. It’s BS to say that this is the goal, if the actions on the right hand side of the sheet are not going to correspond to that. And that’s where I feel like, by calling ourselves out on it, it might encourage us to take the actions that we need to take to accomplish the results we’re looking for and to really get our priorities in order. Jay: Yeah, and let me tell you, there’s nothing to be ashamed of, of breaking even on weight loss. David .Losing 10, gaining 10, at least you’re not completely losing that battle. So that’s something to be proud of. So we talked about the worksheet and identifying your priorities. And making sure they’re not BS. I’m guessing then you want to set a path, you’ve got to break that down into smaller chunks or something. You can’t just say, “oh yeah, that’s my new priority,” or that I’ve identified it. You’ve got to talk about how you’re going to get there. Right? David: Right. So when we look at the left side of the page and we compare it with the right, and we determine that, okay, our actions are not in line with our priorities, then it’s a matter of looking at each of those priorities and breaking each of those down into projects and tasks essentially. So a project is anything that requires more than one action. A task is basically one action, right? That’s the way I break it out. So if there are a series of three or four things that I need to do to accomplish that, then those are three or four tasks. If there are three or four or five or 10 related things that belong to an entire project, then I put it in the form of a project. And the way that I manage my time is that I use a time planner that allows me to use different colors for different things. So I use one color for projects and another color for tasks because I can look at it and say, okay, here’s a task. This is something I can knock out relatively quickly. And when you know which goals, which priorities your projects and tasks line up with, then you can always be taking action on something that is actually important to you. Jay: Yeah. And I think you’ve hit on something very key as part of this process is by writing things down, by having a color code, by doing those things, you’re giving yourself kind of back testing, right? So you can look back and say, okay, you know, do a monthly assessment. I know people who spend a couple hours on Sundays just reflecting back on their previous week and saying “Did I really make my priorities, priorities?” And so that process of writing it down, whether it’s digitally or some people still use day planners, you know, they actually still use paper. That drives me crazy. But I understand, because that’s got to be an important part of the process. David: Yeah. And I think the calendar is really an important part of the process because we could do another podcast called “To-Do Lists are BS,” right? Because I feel like in a lot of cases they are. If you have a to-do list that has a hundred things on it and you don’t get to most of them… If you’re getting to the most important things, then it’s worthwhile. But if you’re not, then how do you fix that? And generally, the only way that I’ve ever been able to fix it is to budget time on the calendar for those specific activities, block it off just like you would any other appointment and say, “okay, from this time to this time, this is what I’m doing.” Turning off the phone, not answering calls focused on doing this just as if I were having a meeting or an appointment and making that appointment with yourself. I’m sure I’m not the first person to recommend something like that, but for me, just moving things from a to-do list onto a calendar helps a great deal. As long as you’re willing to follow through on what’s on your calendar. And if you’re not, yeah, then you got some real issues. Jay: Yeah, it’s rea

    14 min

  8. May 12

    Stop Wasting Time on Unqualified Prospects

    Unqualified prospects can be a huge waste of time. Lately, I’ve been on a bit of a kick in terms of commitment versus interest. If you’re interested in the possibility of working with us, that’s very different than if you’re committed to getting the results you want in your business and working with us to do it. David: Hi, and welcome to the podcast. In today’s episode, co-host Jay McFarland and I will be discussing the pursuit of unqualified prospects. Welcome, Jay! Jay: Hey, it’s so great to be here again, David, and I always love the topics that we get into. I think usually, I’m in pursuit of just any prospect. I don’t give a lot of thought to are they qualified, are they not? It’s like, just send me all the leads and I’ll sort through it. I’m sure I’m wasting a lot of time doing that. David: It’s funny, isn’t it? It’s like just looking for warm bodies. Anybody who can fog a mirror, right? And to some extent, that’s part of every process. Because we really don’t know who’s qualified and who’s not until and unless we have a qualification procedure in place to figure that out. Or if we just get good at it from having conversations and hearing what people say. So I think you’re right. I think no one really sets out to pursue unqualified prospects. But to some extent, we all do it every day. Jay: Yeah, exactly. I will tell you that as a company, we’ve done some things. when we first started using Google ads. It was crazy. I mean, we were getting so many responses. And then after taking all of these leads and calls, we realized that 90% of them were not good. Because, our key words that we were using for Google were bringing us the wrong type of client that we couldn’t help and that we couldn’t close. So once we just did something as simple as figure out our keywords, wow, that saved us a lot of time and money. David: It really helps to dial it in, doesn’t it? When you’re more specific and it, you’re right. It could be the difference of one additional parameter, one additional thing that you’re saying in the messaging that you’re putting out there. Because all of that’s going to contribute to the type of people who respond to your ads when we’re talking about leading with advertising. Jay: Yeah, exactly. The other thing we found is a seasonality to it, and you and I have talked about seasonality a lot when it comes to sales. But we’ve found that the same keywords don’t work the same all year long, that there’s different motivations that things change. And so, we’re kind of starting to keep track of that now for the first time, and I’m excited. You know, we probably won’t reap the benefits of that until next year. But that’s how far ahead we have to be, to know when and how to start pivoting and adjusting. David: Yeah, I can see exactly how that could be the case. And it’s something that you discover through doing it, right? Through iterations. You try different things and you say, Hey, this isn’t working. This used to work. What’s the reason for that? So a lot of it too is sometimes talking to people. One of the things that we’ve done for a long time is when people make a decision not to work with us, or sometimes, if someone expresses interest in working with us, but then doesn’t follow through, we’ll reach out to those people and find out. “Hey, it looks like you were thinking about contacting us. Looks like you were maybe thinking about scheduling a strategy session with us. You didn’t do it. What was it that held you back? And the answers you get from that can be extremely helpful in terms of finding out what might also be holding other people back. Jay: Yeah. That is so powerful. I think sometimes people are afraid. They’ve turned you down and they’re afraid that if you make another phone call you’re going to be bothersome to them. But if you do it in the right approach, or it can even be done in a form, a survey after the fact. You know, some way to kind of gather and harness that information. Something really obvious might rise to the top and you’re like going, “oh my goodness, why didn’t we think about that? It should have been so easy for us to see,” but we get that tunnel vision so often. David: Yeah, and everything’s obvious in hindsight, right? Once we figured it out, I was like, “oh, of course. How did I not know that?” You know, one of the things, too, that I think about unqualified prospects is that they’re everywhere. Right? They are everywhere. And I know one of the early mistakes that I made in my business was assuming that everybody was going to be qualified until they proved otherwise. And that’s a tough mistake to make, too. Jay: Yeah, totally. I mean, you have to be proactive about this process. If you’re letting them decide if they’re qualified, well then again, you’re going through a pile of paper, a pile of leads, whatever it is, and you’re honestly just wasting time and time is money. And if you can get that down to where, your close rate you know, instead of one out of a hundred, you can get, five out of 20 because you’ve got 20 good leads instead of a hundred anybodies. That could change your whole life. It could change your whole business with just that one simple adjustment. David: Yeah. And numbers like that frequently do. They change everything. They change your life, they change your business, they change the number of sales you’re going to make. They change everything. And when we look at it, and think in terms of the fact that, yeah, we have to determine if somebody’s qualified to do business with us. But on the flip side, they are also deciding whether or not we are qualified to do business with them. So as you pointed out, sometimes people think they’re qualified. They think that perhaps they want to do business with us. But then when we have questions, when we ask them some things, we may determine that it’s not a good fit on our side. It has to go both ways. One of the things that I’ve always maintained is that when two parties to an agreement want to put something together, they will figure out a way to do it. But if one of them doesn’t, it’s not going to happen. If you and I are talking about putting something together and we’re both pretty excited about the idea, we’ll make it happen. But even if he or she’s not saying it, if one of us doesn’t want to make it happen, there will be excuses. Things will come up and it just won’t end up happening. So when you realize that and you say, “okay, well these people think they’re qualified to do business with me, I’m either going to have a conversation with them or not.” I mean, if you can determine that somebody’s not qualified ahead of time, you can potentially avoid a conversation. Normally, if somebody is excited about doing business with us, we want to at least have the conversation. But very early on in those conversations, you can usually figure out whether or not it’s going to be a fit. And if is, then great. You move forward and you work with them. And if it’s not, you determine that as early as possible. Then you either recommend another solution for them, or everybody just sort of moves on and goes from there. Jay: Yeah. This is such a unique and powerful, perspective. David, I was talking to a financial planner the other day and I was asking him, “so what is your criteria for a new client?” And he said, “well, we sit them down and we interview them to see if they meet our standards for a new client. I was sitting there going, wait a minute, you interview them? Isn’t it supposed to be the other way around? That they’re assessing you to see if you’re good for their business? And he’s like, “No, we decided years ago exactly what our potential client looks like. We know who we can help and who we can’t. And if we choose the wrong client, then both sides are going to be dissatisfied because we didn’t do the work upfront to see, like you said, if there’s going to be a cohesive, kind of gel between the two parties. David: Right. And the other reason that I think he’s right is that we can only ever decide if we feel that someone is qualified to do business with us. We can’t decide it the other way. So if you think about it from the standpoint of a financial planner, yeah, they need to decide is this person going to be a good fit for us? Do they have enough money to invest? Do they have a similar philosophy to the way that we operate? And if those answers are yes, then it makes sense to work together. On the other side, the client is thinking, “okay, is this person on the same wavelength as me? Am I going to trust this person with my money?” But those are the decisions that that person gets to make, right? The client makes a decision. And the organization, the salesperson makes a decision. They both have to come to positive decisions if they’re ever going to move forward. And the thing is, we can’t decide for the person. We can try to convince or persuade them to do business with us. But generally, it’s far easier to find people who you resonate with and who resonate with you so that you can just put it together. Everything becomes a whole lot easier when you’re on the same page. Like I said, when two people want to do business together, they’ll figure out a way to do it. Jay: Yeah. An d it’s because, you know, and we’ve talked about this so much, it’s about relationships. no matter how you slice it, there’s going to be a long-term relationship between the two of you. It is going to be about more than just picking up the phone and calling you. It’s going to be, “Hey, how’s it going?” There’s going to be understanding of each other’s lives and each other’s needs. I will tell you another point is I’m getting really good, because I spent so much time on the phone,

    16 min
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About

The Top Secrets of Marketing & Sales podcast provides tips on how to increase sales, improve profit margins and grow your business. Each week, we address issues related to important topics like targeting your ideal prospects, fine-tuning your messaging, attracting the clients you need, monetizing social media, the MVPs of Marketing and Sales and much more. From mindset to marketing and prospecting to podcasting, the Top Secrets podcast helps B2B and B2C entrepreneurs, professionals and salespeople get more of the customers and clients they need so they can do more of the work they love.

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  • Creator
    David Blaise
  • Years Active
    2005 - 2026
  • Episodes
    299
  • Rating
    Clean
  • Copyright
    Copyright © David Blaise, Blaise Drake & Company, Inc. | TopSecrets.com | 463414
  • Show Website
    Top Secrets of Marketing & Sales

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