Top Secrets of Marketing & Sales

David Blaise

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. 3h ago

    Do Your Best Prospects Know You Exist?

    Your best prospects may not know you exist. Do they even know you’re alive? This goes back to the idea of money versus time. Because one of the advantages of social media is that if you have more time than you have money, you can spend more time posting and contacting people directly on social media. If you have more money than you have time, then you can run ads and you can get your ads in front of people without having to sit in front of the computer all day. So there are definitely different ways to accomplish this. If you want to become visible though, you have to have one or the other. You have to have time or money. You can’t be out of both. Well, I have no money and I have no time to do this. Well, at that point, you’re out of business. David: Hi, and welcome to the podcast. In today’s episode, cohost Jay McFarland and I will be discussing the topic Are You Invisible to Your Target Market? Welcome back, Jay. Jay: Thank you so much, David. This one is tough for me because when you know you have a product that people want, you just know it. And you know if they could just learn about you, that you would be able to sell this product and you just know they don’t see you. It’s a frustration. It really is. David: Yeah, we’ve talked about this topic before. I’ve talked about this topic in live presentations and probably in previous podcasts, and one of the reasons that I keep coming back to it is that it really resonates with a lot of people in business, a lot of sales people, a lot of business owners, because it is so important. The idea of being visible or invisible to your target market is going to directly impact your ability to make things happen. And what I find kind of fun about this topic, to the extent that it can be fun, is that a lot of times in the movies or in television, invisibility is generally viewed as a big advantage. It’s an asset, you know, Ooh, wouldn’t it be cool if I’m Harry Potter and I’ve got my invisibility cloak, and I can do all sorts of things that are cool and fun. But in business invisibility is just deadly. Because, as you indicated, if the people who could benefit from what you’re offering don’t see you, don’t hear you, don’t know you’re there, don’t know you are alive, then you have absolutely zero possibility of selling to them. So in evaluating that question for yourself, are you invisible to your target market? It’s probably a good idea to really think it through, and don’t assume that you are more visible than you might actually be. Jay: Yeah, we know about assumptions, right? But I think this is also important because a lot of people will only focus on advertising that gets them leads or some type of returns. There’s another level of advertising where it’s just brand awareness. You’re probably not going to generate clicks, but if you can be one of the options in their mind, you know, if you’re a plumber and you’re not necessarily getting a lead every time you send out a postcard or something, but when that toilet finally goes down, if you’re one of the three that they think about, then you’re so much closer. And so that’s a part of advertising that I think a lot of people miss. David: Yeah, I completely agree. I think another problem that people run into sometimes with this is that they’re trying to be everywhere at all times with everyone. And unless you have an unlimited budget, that just doesn’t work. So you can get in front of a whole lot of people who have absolutely no capacity to buy from you. I’ve worked with businesses in the past that were running radio ads and they were business to business businesses. And they’re running on music stations, and I’m like, okay, well, it’s possible that there are some business owners or some people who could buy from you who are listening to that station, but the majority of people listening to that ad don’t own businesses. They can’t use what it is that you’re selling. So you’re paying 100% of the purchase price of an ad on that radio station, but maybe only one to 2% of that audience is someone who could benefit from what you’re doing. So in that case, they have the opposite problem. They’re visible to lots of people, very few of whom can actually purchase. So recognizing that we need to be visible primarily to the people who have the ability to spend money with us is going to be key. Jay: Yeah, absolutely. And that takes research and time and tracking. But you work a lot with promotional products, and I used to think, what good is somebody giving out pens or mouse pads or things like that. This is one of those things, you’ve been holding that pen and using it for weeks and it’s got somebody’s name on it. I didn’t need ’em before, and now suddenly I do. And here’s this pen or this mouse pad that I’ve been using, and the phone number’s right there. So it’s kind of like a preemptive strike. You’re trying to be in their mind at the right time when they actually need you. David: Yeah, and when is the right time? It’s whenever they’re ready for it. So when you have something like that that is in front of people on an ongoing basis, the likelihood of getting that result is better. If you’re running a radio ad or a TV ad, you see it for 30 seconds and then it goes away. Or you hear it for 30 seconds and then it goes away. So things like promotional products can be very effective like that. Especially because it’s also extremely targeted. You can send those out physically, just to the people that you want to reach and impact. So you’re not going to have the waste that’s associated with a lot of other media. So, just sort of circling back, for those who know they need to be more visible to their target market and aren’t. You know, one of the first things that I would suggest is to evaluate who exactly is my target market? Who are the people that I need to reach? Where are they located? What companies do they work in? Or if it’s b2c, who are they? What neighborhoods do they live in? And are there ways that I can reach them so that I can start to become visible? And then create that level of awareness they’re going to need. I refer to that as entry level awareness. In other words, they don’t know you too well yet. They recognize that you’re alive. They recognize that you’re taking in air on the planet, but they don’t love you. They don’t hate you. They’re just aware that you exist. That sort of entry level awareness, and it’s a start, but that’s not where the sales happen. So we have to sort of move through these different levels. We go from entry level awareness to comfort level. I get to the point where I’ve seen you enough, or I’ve seen your information, or I’ve seen your ads, or maybe I’ve met you at a networking function or two, and now I’m comfortable enough with you that I’m willing to place that first time order. And so it’s moving people through these different layers. Starting out with moving from invisible to visible and then moving through the layers that’s going to ultimately generate the sales. Jay: Yeah. I love the concept of entry level and we’ve heard the statistic, I don’t know what it is now, but that a customer has to see you or see your brand, you know, three, seven, whatever times… David: Right. Jay: Before they get to that comfort level. David: Right. Jay: And that can be done in a lot of ways. We talk about social media a lot in this podcast, but the beauty of social media is that you can do a lot of things that do not cost a lot of money. But you can get in front of people. And if you can do things that people will share that can be worth a lot of money. Especially for that entry level awareness that you’re talking about. David: Yeah, and sort of going back to what we talked about in our last podcast, what does it cost to acquire a customer? This goes back to the idea of money versus time. Because one of the advantages of social media is that if you have more time than you have money, you can spend more time posting and contacting people directly on social media. If you have more money than you have time, then you can run ads and you can get your ads in front of people without having to sit in front of the computer all day. So there are definitely different ways to accomplish this. If you want to become visible though, you have to have one or the other. You have to have time or money. You can’t be out of both. Well, I have no money and I have no time to do this. Well, at that point, you’re out of business. And it’s really kind of sad. But there are business owners and salespeople that I’ve talked to who kind of say that, well, I don’t have time to do that, and I don’t have money to do the ads. It’s like, well, what are you doing all day? Because if the work that you’re doing during the day is not producing revenue that you could then use to acquire new customers, you’ve got to change those activities. Or if you’re spending time doing things that are not generating the customers to begin with, you need to change the activities that you’re engaged in in order to be able to get customers from it. So lots of different aspects to that, but starting out with the understanding of, okay, who exactly is my target market? Where are they? What percentage are you reaching now of the people that you could and should be reaching in your market? How many of them actually know you’re alive? There’s a definitive answer to that. You might not know the exact answer, but you’ll have a reasonably good idea. Jay: Yeah. And I also like the idea, for entry level awareness. If you have a system that encourages people to give referrals, I don’t think that there’s a better source for entry level. You know, somebody’s at home and they’re talking to their friend and they’re like, “I’ve got a problem wi

  2. Oct 27

    The Activity Trap: Why More Work Isn’t the Solution

    More work is not always the solution. Some people wear “busy” as a badge of honor. I don’t really see it that way anymore. And there was a long period of time where I did. It’s like, “Oh yeah, I’m really busy. I’m really busy.” And then I realized, wait a second, what does that mean anyway? Does busy mean productive? Because if busy means productive, then okay, it’s good to be busy. But if you’re busy just for the sake of busy, it’s not. David: Hi and welcome to the podcast. In today’s episode, cohost Jay McFarland and I will be discussing the topic more is never the solution to too much. Welcome back, Jay. Jay: Thank you so much. I love the title of this podcast and I think it embodies something that we all do. Sometimes we think that because something’s not working, it means we’re not throwing enough at it. So let’s just throw more and throw more and throw more, and that will solve the problem. And perhaps we’re making it worse. Or at the very least, we’re wasting a lot of time and money that could be used more effectively in other places. David: Yeah, so often people talk about, and we’ve talked about in the past, time management. And time management is maybe not the best term to always think of. Because what it implies is that you have to do all these things and you have to manage it better, that maybe you’re messing things up there. But if you recognize that more is never the solution to too much, then you can really start to think about what actually has to be done? What could potentially be eliminated so that I can focus my time and attention on the most important things that are actually going to move the needle for myself and my business? What is the most important aspect of what I do? And how many things that I used to do before, really don’t have to be done anymore? And for anybody who’s watching this, if you haven’t gone through this exercise, I would really encourage you to consider this. Because it’s very likely there are things you’re doing that you’ve been doing for a long time, and it’s always the way we’ve done it. We think we have to keep doing it. But sometimes, that’s not the case. So if you find yourself trying to figure out how you’re going to get it all done, maybe it’s time to start thinking in terms of “what could I potentially eliminate or what could I delegate so that I could really focus on the things that are going to generate the best results for myself?” A lot of people are overwhelmed. People are constantly busy, busy, busy. They’re doing different things all the time. Some people wear “busy” as a badge of honor. I don’t really see it that way anymore. And there was a long period of time where I did. It’s like, “Oh yeah, I’m really busy. I’m really busy.” And then I realized, wait a second, what does that mean anyway? Does busy mean productive? Because if busy means productive, then okay, it’s good to be busy. But if you’re busy just for the sake of busy, it’s not. So now I think of it in terms of, “is busy a badge of honor or is it actually an admission of failure?” And I think in a lot of cases, for a lot of people, it becomes an admission of failure even though they may not realize that that’s what’s happening. And I have heard that term from some very high level, very important, impressive people. And when I’ve heard it from them, I thought, “Hmm, I wonder if they’re doing things as well as they could be doing them.” Jay: Yeah. It’s a great question. And there’s a lot of videos on the internet about productivity, and a lot of them, they’re like, Elon Musk, you know, gets up at 3:00 am. He schedules every 30 minutes, whatever. And they compared that to another billionaire who spends a couple hours a day and seems to achieve a similar amount of work. I think we have this tendency to think that there’s only one way to be. That we should all be that way. And when we’re not, we’re failing. And the reality is, we’re all different. We all have different sleep schedules. We’re productive at different times of day. So I think comparing yourself to other people can be good. But I also think it can be a negative if you’re not careful. David: Yeah, and if you look back over your life or your career, and no matter how old you are, if you’ve been in business for any length of time, you may be able to look back to periods in your life where you were working a lot more, but making a lot less. And that’s not uncommon, right? Because as we do this longer and longer, and hopefully we get better at it, hopefully we also get smarter and we say, “okay, well I can eliminate this, but now I can do this instead.” And it doesn’t take as much time, but it generates a lot more in terms of results and revenue and whatever else. So there’s not a direct correlation between the amount of work that we do, necessarily, and the results that we get. One of the things that I’ve heard over the years from a lot of people is “you get out of life what you put into it.” And I’ve never really found a direct correlation there, either. What I’ve found is that you get out of life some multiple of what you put into it. And it may be a 2x, or it might be a point 5x. You might be putting in a lot and getting back a little. Maybe you’re putting in a little, getting back a lot. You may be putting in a whole lot and getting back nothing. If you’re multiplying it by zero, then everything you’re doing is a zero. And so, for most people who are trying to master this sort of thing, it’s probably not a bad idea to ask yourself, what are the things that I’m doing that I could potentially eliminate? And, to the extent that I can eliminate as ruthlessly as possible. If it’s stuff that doesn’t move the needle, and if you can stop doing it and either have someone else do it, or maybe it doesn’t need to be done at all. That can really save an enormous amount of time and it can get your average dollar amount, in terms of what you’re able to generate on an hourly basis, a lot higher if you’re not spending time doing things that don’t move the needle. So if you eliminate ruthlessly and then you ask yourself, what can you eliminate or delegate? And that can mean either to people or to technology. Are there things that you can delegate to technology so that you’re not spending a lot of time doing it yourself? Jay: Yeah, delegation. It can be so hard. It can be so difficult, especially in small businesses, they don’t want to let go. But I found that even nowadays, maybe you don’t have a staff to delegate to at this point. David: Mm-hmm. Right. True. Jay: There are great services out there like Fiverr, Upwork. If you’re producing videos like we’re doing, there are people out there who will do piece work. And if you identify, this is not the best use of my time, there’s somebody out there who will do it for you. And so then you can focus better on your own efforts. One of the things I love about technology, I can have somebody in the UK working on editing my videos while I’m focusing on the more important part, writing them and putting them together, and those kind of things. David: Yeah. And the advantage of that, too, is that generally those people are going to be a lot better at the skill than we are. Right? Jay: Great point. David: Because if it’s what they do, and it’s what they like, and they really love it, they’re going to be a lot better at it than if it’s something that we can’t stand doing, and it’s frustrating and we feel it’s time consuming and we feel it’s a waste of our time. So it’s really a win-win, when you’re able to create those situations where you allow the people who are good at something to be good at something and to do the things that need to get done that you may not enjoy doing. So I feel like growth really depends on being as selective as possible. And that could be growth in terms of your own personal development. It could be growth in terms of what you’re earning, growth in terms of business growth. It’s all about being selective and deciding, “okay, if I had to examine it, is there a $10 an hour work I’m doing? Is there a hundred dollars an hour? Is there a thousand dollars an hour work that I’m doing? Because the more time I spend doing low dollar tasks, that’s what I’m going to generate. $10 an hour work is never going to generate thousand dollars an hour work results. Just doesn’t happen. So, selectivity is key. Jay: Yeah, so true. There’s a law, I can’t remember who said it, and I hate not giving credit, but it’s the rule that a task will fill the time that has been allotted to it. You know what I’m talking about? So… David: Yes! Jay: You scheduled eight hours for the task. It’s probably going to take eight hours. But if you scheduled an hour for it, then you could probably get it done in an hour. And I think that is such a profound way of thinking. You know, are we creating too much time for certain tasks and could we get it done faster, basically? David: Yeah. And in most cases the answer is probably yes to both questions. Yes, we’re creating too much to do and we could probably get it done in less time. Dan Sullivan from Strategic Coach talks about a concept called unique ability. And he says that every one of us has certain things that we’re extremely good at, that we are exceptionally good at. And that that’s where we should really focus our time. Now as long as it relates to our business, I think that is actually true. I think one of the mistakes that people make, particularly when we’re young and we’re told, “follow your heart,” I think you can follow your heart to some extent. But if your heart is not going to lead you to something that will allow you to feed your family, then maybe you need to save that for a sideline

  3. Oct 20

    The Promotional Products Industry Has Changed. Have You?

    There is no doubt that the promotional products industry has changed. The question is, have you? There was a period of time when getting print and promotional product clients was a lot easier. People loved and appreciated your work. They answered and returned your phone calls. They placed orders proactively. Sometimes they even referred enough new clients that your customer base practically grew all by itself. Sounds like a fantasy! But does that still happen? It can. But nowadays? Not so much… Today, too many people in our industry are fighting against reality. They’re pounding away on activities that used to work, but don’t work anymore. Instead of changing their actions, they blame the prospects, or the marketing method, or the economy, or the tariffs. You’ll see them complaining in industry groups, saying things like “People aren’t answering their phones.” “Social media’s a waste of time.” “No one’s returning phone calls.” “Networking events are worthless.” “This economy stinks!” And while people may be experiencing those things, the people who are making money in our industry right now are not doing any of that. They know that all the whining, blame-shifting and scapegoating is not going to fix problems that are partially caused, at least,  by taking wrong or ineffective actions that no longer work. So instead, they’re adapting their approach, refocusing their efforts, eliminating ineffective tactics, and engaging in the tested, proven, strategic methods that work right now. You know, the gap between where you are right now and where you want to be is not going to magically fill itself. And you can’t count on the actions that used to fill those gaps to continue to do so in the future. Because they won’t. They can’t. It is literally impossible. Of course, very few motivated people will sit around willingly and do nothing, as the things that used to work for them continue to lose their effectiveness. But very often, they just double down and try to do more of it with brute force effort. Putting in more time, more energy, making more calls, and overcoming more objections, while continuing to fall behind. It’s exhausting to watch, and it’s even more exhausting if you have to do it! So why doesn’t that work? Because taking ineffective actions more aggressively does not create the results you want. Yes, in business, particularly when you’re facing challenges, speed of implementation is critical. But that only works when you’re taking the right actions in the right order. Doing the wrong things faster won’t get you to your goal. It’s like speeding off in a race car that’s going in the wrong direction. So while TYPICAL businesses try to fix the problem by running faster, working longer, pushing harder, and sacrificing more — to try to make the hamster wheel turn faster, and faster, and faster, while still getting them nowhere — smart, focused business owners are changing their approach to suit the times. You probably already know that if your business is struggling, and you don’t change your approach, your results cannot possibly change. It’s like Einstein’s definition of insanity, doing the same things over and over and expecting a different result. And since so much has changed in such a short period of time, you can’t even expect the things that DID work well — even a few months ago — to work well now. So what do you do? Well, it’s likely that if you knew what changes to make — if you knew exactly what to do, and exactly how to fix it — you would have done it by now, right? Because, who wouldn’t? What I’m talking about today is not for the majority of typical business owners who are just going to sit it out, wait it out, or worse yet, whine it out on social media. It’s also not for average performers who take average actions to create average results. That’s going to happen by default. When things get tough, average sales inevitably decline. Those of us who have been through these cycles before? We know the drill. You can read all about it in the industry publications when it’s in danger of happening, when it starts to happen, as it’s happening, and after it happened. Then, at that point, the articles will turn to discussions about the recovery. “Here’s what average distributors are doing right now to get back to their average results!” But what if you could build it out, max it out, and scale it out now, instead of having to ride it out to the bottom, just so you can slug it out to get back to where you were before? If you’ve been in the industry for a while, it’s very likely that your work has gotten better. Your expertise has increased. You have clients who love you, because the results you create are exceptional. If that’s the case, then why settle for lower sales, fewer clients, and “riding it out” when you don’t have to? Right now, I’m working with a small group of industry professionals who are dedicated to growing, building, and scaling their businesses NOW, so they’ll be light-years ahead of the typical, average businesses who are content to struggle and lose business while they “wait and see.” So if you’re ready to make the shift, to get more of your ideal clients faster and easier right now, go to TopSecrets.com/shift and download a copy of my free pdf that explains how we can help you. That’s TopSecrets.com/shift. Are You Ready to Address the Changes in Our Industry? If so, check out the five primary ways we help promotional product distributors grow: Just Getting Started? If you (or someone on your team) is just getting started in promotional products sales, learn how we can help. Need Clients Now? If you’re already grounded in the essentials of promotional product sales and just need to get clients now, click here. Ready to Hire Salespeople? If you want to bring in others to grow your promo sales, click here. Want EQP/Preferential Pricing? Are you an established industry veteran doing a significant volume of sales? If so, click here to get End Quantity Pricing from many of the top supplier lines in the promo industry. Ready to Dominate Your Market? If you’re serious about creating top-of-mind-awareness with the very best prospects in your market, check out this page.

  4. Oct 13

    How to Get More Sales Without Relying on Cold Calls

    To get more sales without relying on cold calls, we don’t want to turn the alternatives into something as clumsy and uncomfortable as a typical cold call. Right? Because a lot of times they are. They’re clumsy and they’re awkward and they’re not comfortable. We don’t want to just come up with another way to be that. The idea of looking for these alternatives is to say, “okay, how can I make this experience better for the person that I am trying to initiate contact with?” David: Hi, and welcome to the podcast. Today, co-host Jay McFarland and I will be discussing alternatives to cold calling. Welcome back, Jay. Jay: I am so glad to be here. Thank you. Even the word sometimes, “cold calling.” I get the shivers, not just cause it’s cold, because I think that this is probably one of the most dreaded parts of the sales process, but in many industries, Absolutely necessary. And so how can you make it easier to get more sales? How can you make it better? And what happens if you don’t? David: Yeah, definitely gives a lot of people the chills. And the reason that I thought it would be good for us even to talk about alternatives is that there are a lot of people who have been trained that prospecting equals cold calling. Or cold calling equals prospecting. I need to do prospecting. I need to pick up the phone. I need to call people. I need to get more sales. Some people are actually trained that way. And some sales managers will evaluate people on how many cold calls they’ve made in a day. That’s part of people’s jobs description. If that’s part of your job description I’m not saying don’t do that, right? If that’s your job description, you have to do it. However, for people who have a little more flexibility in terms of the way that they initiate contact with a new prospect, there are alternatives to cold calling. You don’t necessarily have to pick up the phone. And so, there are two aspects of this. One is the first question that you just asked about, okay, now what can we do to get more sales and make cold calling better? Considering the Alternatives And there are certainly things that we can do there in terms of thinking about how we’re going to approach them, what we’re going to say, how we’re going to lead into the conversation, and all that sort of thing. But for a lot of people, a better question might be what could I do to sort of grease the shoot or grease the wheels so that when I pick up the phone and call someone, the results are a lot better. Yeah, and I think that’s so important because you know, you would regret or not want to do cold calling less if you’re getting a better result. And if, when people pick up the phone, they’re not hostile towards you, or they’re not indifferent to you, because you’ve done some things in advance. So that it’s not so cold that I don’t know what you would call it. Jay: Would you call it warm calling or something like that? Warmer Alternatives to Cold Calling David: It’s certainly a lot warmer if you’ve had contact with them in advance. Like if you met somebody at a networking function, you exchange business cards or whatever, and then you picked up the phone and called that person. I wouldn’t view that as a cold call because you’ve already met them. If you’ve got prospects that you’ve interacted with previously, then if you call them, yeah, that’s not really a cold call. So I don’t know, you can certainly call it a warm call. You can just call it a call. If I were to pick up the phone and call you, I’m going to give Jay a call. It’s not cold, because we know each other. So, the question becomes, how can we get to know people better, get them to know us better, so that when we do have contact with them, it doesn’t feel as cold. Even now, things like social media, if you and I connected on social media, if you commented on a post of mine, or I commented on a post of yours, if we exchanged messages back and forth through Facebook or through LinkedIn, we’ve had communications that way. At that point, if we had a telephone conversation, it will be a lot less cold. Jay: Yeah, I can certainly understand. And I see this a lot. Like I will be interested in looking around at something and I will see a social media post. I’m much more inclined to ask a question. You know, via social media or via a chat or something else before I pick up the call as a customer. And that’s going to open up those doors and get more sales, right? For you to be able to now, when we do finally talk face to face or voice to voice, it’s going to be a totally different experience, right? A Different Experience David: It really should be. Yes. And this kind of goes back to what we were talking about in a previous podcast, when people are not comfortable with these other methods of reaching out to people, it really limits their ability to communicate. Because, as you said, there are some people you get a phone call, I don’t necessarily want to call back. Maybe I’ll message you, or maybe I’ll send you something on Facebook or LinkedIn or whatever. And, at that point, if I’m, “No, I’m going to talk to you on the phone!” If you don’t want that to happen, it’s absolutely not happening. So I think there is a level of flexibility that salespeople need to start to adopt if they want to be able to reach the people that they need to reach in a way that people are willing to be reached. Jay: Yeah, I’m just curious as people go through your program, what are some of the ideas that come up when it comes to alternatives to cold calling or making at least the process easier or greasing the chute as you said to get more sales? David: Yeah. Greasing the shoot, exactly. Jay: Yeah. Greasing the Chute David: Well, there are a lot of different things that can be done. I mean, even things like direct mail. You could send something in the mail and then if you were to call and say, “Hey, did you get the thing I sent you in the mail?” Now, at that point, you at least have something to point to, to indicate I’m not just calling you out of the blue. Right? A lot of the clients that I work with operate in the print and promotional products industry, and for them to send out some sort of self-promotion item, in the mail, with a cover letter, is a great way to establish rapport and get more sales. It also creates that sort of gift of obligation. So when they get it, they feel like, “oh, somebody sent me something.” And then when you contact that person, you can say, “Hey, did you get the item I sent you?” Whatever that item is. And from that standpoint, they’re probably going to be more likely to take the call, if they have a conscience, than they would be to take a cold call from somebody that never sent them anything or that they had never heard from previously. Over the past couple of weeks, I’ve gotten a number of emails from people who have been asking about either being on my podcast or having me appear on their podcast. And a lot of it is just people who are writing on behalf of somebody else. And “Hey, I think so-and-so would be a great guest for your podcast.” And from what they’ve written, I can tell they’ve never listened to the podcast. They have no idea what we do here. Pay Attention to Get Attention And so I just ignore that sort of thing. Recently, there was a guy who was sending me something and I thought it was one of those, but he was actually asking me to be on his podcast, and he paid attention enough to what it is that we do that he said, “Hey, I’d like if you could talk about this particular topic.” It was about market domination, which is something that I talk about. So at that point, it’s like, okay, well that makes sense. Here’s somebody who at least made some sort of effort to understand what I’m all about before reaching out and either asking for a favor or whatever. So I think that’s an interesting approach too. Because in a sense, what he did was a cold email. But by simply putting in a little bit of effort to demonstrate that he had some idea of who I am and what I’m all about, it made me far more likely to respond where other people just wouldn’t have gotten a response at all. Jay: Yeah, I, love this idea. Doing a little bit of research, a little bit of homework. And when you reach out to them even saying, “Hey, I saw a particular podcast,” or “I saw a particular post,” or “I saw this story about you.” Maybe playing to their ego a little bit or at least letting them know that you have a genuine interest because you’ve noticed something about them instead of, “I just want to talk to you so that I can sell my product. So pick up the phone, dang it!” You know? Spamming People on Social Media David: Yeah. And there’s a lot of that happening on Facebook right now. Where people will send you messages, trying to establish a conversation out of nowhere. And they’ll say, “what do you do?” And they’ll send that via Messenger. And so they might have already initiated a friend request. You accept the friend request. And they say, what do you do? And at that point, I’m like, “well, did you look? You know, you’ve requested to friend me. I friended you. Did you look at the profile? Did you look into anything that I do at all? You know, it’s just like, “No, I’m connecting with you so I can send you this message. So I can try to see if I can sell you something.” And it just doesn’t create a great vibe. And so I think part of this idea, when we’re looking for alternatives to cold calls, we don’t want to turn the alternatives into something as clumsy and uncomfortable as a typical cold call. Right? Because a lot of times they are. They’re clumsy and they’re awkward and they’re not comfortable. We don’t want to just come up with another way to be that. The idea of looking for these alternat

  5. Oct 6

    How to Outperform Your Competition Without Competing on Price

    If you need to outperform your competition, you want to look at who is the primary competition and what are their advantages? In what areas are they outperforming me? Are they outperforming me in terms of just price? If that’s what it is. And a lot of times that’s what people are up against in the online market. The online sellers are able to sell for less. And at that point you have to say, “okay, is that something I even want to try to compete with?” Or am I more interested in finding the types of clients who understand and appreciate the value that I bring to the table. David: Hi, and welcome to the podcast. Today, cohost Jay McFarland, and I will be discussing the importance of outperforming your competition. Welcome back, Jay. Jay: So good to be here again, David and this topic is very interesting to me. You know, I’ve been in small business. I know a lot of business owners and I got to tell you, oftentimes you’re so caught up in, just generating sales that what the competition is doing, how much they’re doing. Are you competing with the competition? A lot of times, those thoughts don’t come up because there’s just no time for that. And so I’m wondering what the consequences are if I’m not even thinking about my competition. David: Well, if you’re doing great and you’re making the money you need to make, maybe you don’t have to think about your competition at all. Maybe you’re the one that everybody is trying to come after. And when we think about that, it’s not just about the fact that, okay, well, maybe somebody else is outperforming me. But a lot of people, if they’ve been in a market for a particularly long time and they’ve been selling to people who have other options, they’ll find out who their competitors are. Because they’ll say, “oh, I’m already doing business with somebody.” And you ask who it is and they give you a name or they give you a company name. And you’re like, okay, I’ve heard that name once now. And then you talk to somebody else and now I’ve heard another name and now I’ve heard another name. So you have three different names. Then you go to somebody else. And now you hear two for this one. Then you hear three for this one. And then four for this one. You say, “okay, this person has a lot of traction in this market.” So you start to recognize them as competition. Also, as things have evolved online, there are now online competitors that compete with local businesses left and right. And so there are a lot of people who think in terms of the online competition. How can I compete with that? So, when we talk about the importance of outperforming your competition, it’s not because, “well, I’ve got to win at all costs,” and all that sort of thing. But if you are in business for yourself and you are counting on your sales and your salary to be able to put food on your table. And if your competition is sometimes interfering with that, then the necessity of outperforming your competition becomes very clear. You don’t want to run into a situation where somebody says, “yes, I’m already dealing with this person.” You want that person to go in there and they say, “no, I’m already dealing with you,” right? Jay: Mm-hmm David: You want to be the person who already has that sort of foothold, that sort of traction in a market. So outperforming the competition starts with saying, “okay, who’s doing a pretty good job in this market?” And is there somebody that I think is actually doing a better job in this market? Or is there somebody who is doing a job that the marketplace thinks is better? Right? Because you may know that you are already better than this competitor they mentioned. And nothing can be more frustrating sometimes for people, when you go into a situation, they say, “oh, I’m doing business with that person.” And you want to say, “oh, they’re awful. I can’t believe you’re doing that!” But of course you don’t say that. But when you recognize that you’re already better, but other people don’t have that same perception, you say, “okay, well, how am I going to fix that? How am I going to change that?” Because it’s not just about outperforming the competition, it’s about letting the market know and understand and talk about how you outperform the competition. Jay: Well, it’s interesting. So first I have to assess kind of where they’re at and where I compare to them and then create kind of a battle plan to be able to go up against them and demonstrate to my potential customers that when we talk about outperform, we’re talking about quality, we’re talking maybe about cost, customer service. I mean, there’s all kinds of different ways that “outperform” can be, right? That it can indicate. David: Yeah. And that is a really beautiful distinction that you just drew there. Because for some people, if their primary buying criteria is price and somebody else is charging less than you are, you might not want to outperform that particular person. Because, you know, as we often say, “the rush to zero margin is not a race I want to win.” You don’t want to put yourself in a situation where you’re cutting price and you make the sale and you end up regretting it because you’re not making enough money to justify the time that you’re putting in. So there’s certainly that aspect of it. But when we think in terms of outperforming the competition, it’s not even the kind of thing that you need to drive yourself crazy over. It’s not the kind of thing that I suggest that you really think about and focus on and get worried about. If it’s an issue for you, you want to look at who is the primary competition and what are their advantages? In what areas are they outperforming me? Are they outperforming me in terms of just price? If that’s what it is. And a lot of times that’s what people are up against in the online market. The online sellers are able to sell for less. And at that point you have to say, “okay, is that something I even want to try to compete with?” Or am I more interested in finding the types of clients who understand and appreciate the value that I bring to the table and who are more interested in working with someone like me, who may be willing to pay a little more from me because they know I’m going to deliver better and more consistently. And I’m going to be available, and all those sorts of things. So it’s almost like the sliders on a control board or, you know, volume controls and that sort of thing where it’s like, “okay, how’s the service?” Am I pushing the service up or down? Am I pushing the pricing up or down and looking at all the different options there and saying, “where do I want to excel? Where do I want to outperform my competition? Where do I want to be higher?” And price may very well not be one of them. For a lot of us, price is not going to be the one we want to do. We don’t want to become the Walmart of our industries. Instead we need to say, “okay, how does my service compare? Am I more accessible? Do I have more and better options available? Am I more reliable in terms of getting stuff to people?” We did a podcast recently with one of my clients who was talking about the fact that she tells people who say they’re doing business with someone else that ” if you’re ever in a pinch, give me a call.” And she gave this example of somebody who gave her a call because, and this was like a few days after she was told that they did business with someone else. She said, well, if you’re ever in a pinch, give me a call. Couple days later, she got a call and they said, Hey, the people that I use, can’t get it for me. Can you do this? And she was able to do it. And she didn’t even have to break a sweat doing it. It wasn’t like it was an impossible deadline and she pulled it off. It was like, yeah, this is something that she was capable of doing. It was already in her wheelhouse. And she was able to accomplish that and win the client. So once she does that, she becomes that go-to person, because they’d rather deal with the person who can do it for them than be the one who tells ’em they can’t and then they have to go find somebody else. Jay: Yeah. I think that’s such a good point. Part of the key though, is identifying where it is that you want to compete. And you’ve talked about this David: mm-hmm Jay: Do you want to compete on price? Do you want to excel in one way? I think it’s fascinating. You know, I’ve seen studies and research where sometimes when people just pay more for something, they feel like they got a better product, even though it’s the same level of service. Right? So paying a premium can actually be a way to outperform your competition, right? As long as you live up to that. David: Right. It’s an advantage for a certain segment of the market. I remember marketing legend, Dan Kennedy was talking about the fact that in every market, there’s one group of people who will always stay at, you know, the Plaza, you know, the, the highest end hotel. And there’s another group of people that will always stay at the Motel Six. They’ll always stay at the cheapest option. The majority of people are somewhere in the middle. You know, they’ll stay at someplace that is pretty nice. Probably more expensive than a Motel Six. And everybody could stay at Motel Six if it was all about price, right? Same thing with cars. If we’re all about price, everybody would buy the cheapest car. But people don’t. And very often people will spend more money because they feel that they’re getting a better experience. That they’re getting somebody who’s more knowledgeable or more responsive or just nicer to deal with. Or they want to deal with a human instead of a keyboard. They don’t want to be a do it yourselfer. There are lots of reasons that pe

  6. Sep 29

    Stay Focused: Get More Done in Less Time

    Stay focused. It’s easy to say, but harder to do. Anybody who’s been in sales has probably been in a situation where you’ve been in a room with someone and you’re looking at them and having a conversation with them. But they’re looking around the room. They’re looking at things. People are buzzing them on the phone. They’re like, “excuse me.” They’re taking the call and you’re sitting there thinking, “why am I here? Why am I doing this?” So other people maintaining focus (or not) will give you a really good idea of where you stand with them. David: Hello, and welcome to the podcast. We are back once again. Jay McFarland, and I will discuss how to stay focused in your day. Welcome back, Jay. Jay: It’s so good to be here, David. And I know that focus is something that everybody’s working on. One of the reasons I know this is all of the technology companies are building focus tools into their devices. We must want this because I can now tell my phone, no I’m focused on this and it gives me different screens for that particular time so that I can stay focused in on this. So we must all want to be able to focus better. And the question is, how do we achieve that? David: Yeah. Especially when there are other technology companies that are trying to get you to stay focused on them. Right? You gave a great example. I noticed that too, on my phone, there’s the new focus button. And I like that idea, but in the meantime, nearly every social media platform is designed to steal your focus, to derail you from what it is that you wanted to do today in favor of what they would like to have you do today, which is to scroll, scroll, scroll, scroll, and then scroll some more. So we do have technology that is working for us, and we have technology that is working against us. But last time when we were talking about the idea of building proactively, I think these things tie together. As we’re building proactively, we recognize that it does require us to stay focused day-to-day. And so in order to do that, we have to say, okay, how are we going to make it happen? Particularly with all sorts of forces, potentially conspiring against us. Jay: Yeah. I love that point, that on the one hand tech is trying to help us stay focused, and then everything else in the world, I’m like, “squirrel!” You know, squirrel there’s something new and it’s not just social media who’s trying to distract you. It’s the employees who want your time, the customers who call up because they don’t know your schedule. They just know they have a question, right? So they’re calling you. So how do you go about building some semblance of focus throughout your day with all of these distractions that are coming in constantly? David: Well, from my standpoint, I think we need to decide at the beginning of the day, as early as possible, what really needs to happen today? Because that’ll help us to determine where our focus needs to be. What is it that actually has to get done? What has to happen? What do you have to do versus what do other people in your organization have to do? So if you own the organization, you’re going to have to determine what you’re doing and what they need to stay focused on. And how are you going to avoid distraction? Lots of people have, or had, open door policies when people were working together. Do I have my door open? Do I have my door closed? I liked the idea of having an open-door policy. So for many years in my business, I did. But unfortunately, that sometimes programs people to think, okay, door’s open! I’m constantly available. So you really need to balance that and make determinations as far as how much of your time during a given day is going to be dedicated to focus time. The work that you have to get done in a specific time frame, in a specific way, without distraction. And then adapt or create an environment that allows you to stay focused. Jay: Yeah. I have a funny story. I went to a company, it was a brand new company. They just built this beautiful building. And I went to the CEO and his desk was right out in the middle of everybody else’s. David: Wow. Jay: No cubicle walls, nothing. There’s the CEO’s desk, right? And about six months later, I went back. And instead of that desk, there was an office. And I’m like, what happened? And he is like, well, I just realized, as much as I wanted the open door feeling and that people could come to me. I just couldn’t do the things that I needed to do, because it was like a line, where people were wanting to talk to me every few minutes. David: Right. Yeah. And so everybody needs to determine how much they can take. How much they can actually get done, without completely distracting themselves. And you basically have to engineer your environment around that. But I think the idea of, professionals in particular, requiring the time and ability to stay focused. It can’t be understated. You really need to be able to do that. And a lot of times, because we’re so reactive, we don’t even think about it. And so simply by identifying the fact that you are going to require focus hours in at least some of your days. Probably most of them, if what you’re doing is important work. And because of that, you’re going to very likely have to change the way that things are done. Jay: Yeah, I know people and I’ve tried to start doing this in my own life where they only check their email at a certain time of day. They have an email check time. And their point is that they never get an email that has to be responded to immediately. If somebody has an immediate concern, they’ll call. They’ll do something else. And so they literally do not look at their email. I have my email up all the time. I’m going to be totally honest. And when one pops up, I will leave whatever else I’m doing. And I will respond to that email. And I know that this is an issue for me because then afterwards I’m like “now, what was I working on?” Because if I was typing something up, now I’ve lost my train of thought. And so I know that I’m hurting my productivity, David. But I still do it anyway, because I’m such a creature of habit. And I also have FOMO, the fear of missing out. I have FOMO so bad that I’m not sure how to stay focused long enough to overcome it. David: It sounds a little like a shared malady. Entrepreneurial A.D.D. Jay: Yes. Yeah. David: Where, it’s always the next thing. What’s the next thing? What’s the next thing? I certainly have a tendency to share that as well. But one of the things that I do when something is a real focus project –and actually, you and I through this before we jumped on this call. I literally turned off my phone, not just silenced it, not just turned it upside down on the table. Literally turned it off. Closed out the email, shut everything down, got rid of all the other apps so that we can have this conversation. And for something like this, it makes perfect sense to do that. But if there are other projects that I feel like I need to get done, I just do the same thing. And if it’s available to you, you’re going to do it, right? If you can access that email right away. And if it is in front of you, you are going to be a lot more likely to respond to it. I do tend to check email a couple times a day. There are some times where I’ll grab my phone and I’ll do it in between. But for the most part, I’m not a complete servant to my email for the exact reason that we discussed. It’s critical to set aside time when you can stay focused. Email is a list of other people’s priorities. And so if you’ve got priorities of your own, that are important enough to you, then you’ll start to do that. At least for me, that’s what I did. You know, another thing that helps me stay focused… actually, let’s start with this. One of the things that really distracts me from focus is input. So things like whatever, email, videos, social media, all of that is input. Most of us get paid, not for our input, but for our output. What is it that we’re doing? What are we actually putting out into the world? If you recognize that input is generally not dollar work and output is dollar work. It becomes easier to say, okay, no more input for now. I’m going to stay focused the next two hours on output. And that means shutting down social media, maybe turning off the phone or silencing it. Shutting down the email and then just focusing on the output. If you just think in terms of input and output, you can really start to make a big difference in terms of the focus hours you’re able to put in during any given day. Jay: I really like that. Kind of maybe having a balance scale in your mind. Am I spending more time with the input or the output? How much more could I accomplish in my job? How much more proficient could I be if I stay focused on that output? I have to tell you, while we’ve been talking, a text has come in and it’s up in the top left corner of all my screens. I haven’t looked at it. But It’s there. And I know it’s there. And it is so hard for me, David, to not look over at that while we’re… And so I forgot to put my computer in do not disturb mode. And so now it’s sitting there and I’m like, you know, “what if I just peek over?” But there’s no way that any text that I have coming over is going to be more important than what we’re talking about right now. So I’m going to exercise self-control and I’m… David: You’re doing great. Jay: …going to keep the discussion. Yeah. David: You’re doing great. I think if something popped up in the corner of my screen, I think my eye would automatically go to it. So you’re doing very well. To nutshell it really, I think a good question for all of us to ask ourselves is how much time each day can we actually stay focused? It doesn’t have to be eight hours a day. I mean, you ca

  7. Sep 22

    How to Rule Your Territory and Dominate Your Market

    It’s not like there’s just one method to rule your territory. But the one thing that is critical to all of it, is identifying your area. Identifying your territory. Focusing in on it. Making sure you become a known commodity, so people have the opportunity to choose you. David: Hi, and welcome to the podcast in today’s episode, cohost Jay McFarland, and I will be discussing the idea of ruling your territory. Welcome back, Jay. Jay: Yeah. Thank you, David. This is a really interesting topic. I’ve been excited to get to this topic, ruling your territory, being the master of your general… David: your domain Jay: …area. Yeah, of your domain. David: That was a Seinfeld episode, I think. Jay: Yeah, that’s right. However you want to say it. So many of the things that we talk about, I don’t know if they’re top of mind for business owners or for salespeople. They have so many other things going on. For them to be thinking about market share or things like that and how that can affect their business, especially over the long haul. David: Yeah. That’s why I think it’s great to discuss. Because when we are in the thick of it, we tend to forget about the fact that, whoever we are, if we’re a business owner or a salesperson, we are operating in a particular territory. And recognizing that we could be spread out, we could have a few customers. Let’s say we have two customers in one huge city, and we’ve got two customers in another huge city somewhere else. If we’re sort of spread out, but nobody else in either of those cities even know who we are, at that point we’re really not ruling our territory. And this idea sort of traces along with the idea of dominating your market, which is something that we talk about quite often. You know, what is your market? What is your territory? How do you define it? Is it defined primarily geographically that you sell primarily in your small geographic area? In your area of town? Your city? Your state? Is it nationwide? Is it with particular industries? How do you define it? Because that’s going to determine whether you are just inhabiting a territory or ruling it, dominating it. Jay: I like that question. Are you just inhabiting? Are you just there? Or are you ruling it? And I think one of the things that can be done, and I don’t see this in a lot of small businesses, is just making a list of all of your potential clients. And that should give you an idea of where you stand. And then if you know a list of who they’re using. And so, you know, your client and you know who your competitors are. I would think that that’s probably a good place to start. David: It’s a great place to start. And also thinking in terms of the other people who are like your clients who operate in a similar area, either in a similar geographic area or a similar demographic, however, you’re defining your territory. Also, when I use words like ruling and dominating, I don’t want them to sound as intimidating as some people interpret them to be. What I mean is that you’re essentially staking your claim. You’re saying, okay, look, this is an area where I want to do well. I want to excel. I want to be known. I want people to know me and I want to know other people in this particular market. They’re not all going to do business with me. I recognize that, but I want to make sure that all of the people who could potentially use my products and services at least know that I exist so that they could consider me if it makes sense for us to work together. Jay: Yeah. I think that’s really important. I think a lot of times people think about, well, I go in and I get the sale and if I don’t get the sale, well, then I’m done with that customer. But if you make it more of I’m going to go in and get a relationship, instead of a sale. If you get the sale, that’s great. But if you don’t, what happens when the customer they’re using falls down? David: Right. Jay: When the customer they’re using makes a mistake or goes out of business. If you already have that relationship, well now you are going to be the first call, right? So that relationship, I think, is so important. David: Yeah, I agree. And I think for most salespeople, the idea of relationship, it’s always a great talking point. Not always as well practiced as it should be. But it’s absolutely true. If we’re establishing relationships, that’s going to be great. And as many relationships as possible and as makes sense in a particular area. So let’s say somebody’s focused on selling to a niche industry, a niche industry, however you want to pronounce it. And you’re selling to the tech industry. You want to make sure that you’re interacting with as many tech people as possible within the market or territory that you’ve identified so that they have the opportunity to potentially talk about you. Oh, do you know Jay? Oh yeah. I know Jay! Right? Because if that happens, then you can start to develop a little bit of buzz. You can start to get more referrals. And when you become better known in a market, it just becomes a whole lot easier to dominate, you know, to actually score in that territory because they talk to somebody else, “oh yeah, I know them. I use them.” And when that happens enough, when they have enough of those conversations, they’re going to be a lot more likely to use you than if nobody else has any idea who you are. Jay: Yeah, in that first blush cold call. Is this a reason to like go to Chamber of Commerce meetings, and get involved in those types of organizations? David: It could be… Jay: …to help build those relationships. David: It could be. I think they definitely require investigation. Because some of them are great and some of them are terrible. And I know a lot of people who have gone to Chamber of Commerce functions and you go back week after week and it’s the same people and everybody’s trying to sell and nobody’s trying to buy. But I think that also goes to the strategy. Because if it’s the same people coming each week, then you want to at least build relationships with them and find out who in their organizations could actually potentially buy from you. As opposed to “yeah, I don’t do that.” And we’re just going to stand around and eat food and drink drinks and not get anything accomplished business-wise. That can happen. So I think it’s a good idea to say, okay, how far can I take those relationships? If they can refer me to the people in their organization who either could use help regarding what I do. Or if they could introduce me to somebody else that they know who could potentially use that sort of help, then you can get some sort of viral effects going. Jay: Yeah, I like that. I know you’ve also talked in the past about sending something to everybody who may be a potential customer. If you’re in the merchandising or print-on-demand business, sending them something with their logo or something like that, just so they’ve seen your name a couple of times. That can be a good start as well. Correct? David: It can, and when you’re doing something like that, some people say, “well, I don’t want to spend the money to do that.” But when you realize that your time is worth at least as much as anything that you might be sending to someone, it can really change your perspective. Some people are like, “well, I don’t want to spend 10 bucks and send somebody a promotional gift.” And you say, “Okay, well, are you going to spend three months of your life trying to figure out if this person is a good prospect for you?” What’s that worth? It’s worth a whole lot more than 10 bucks, probably. And so, if you can utilize something like that to get their attention, to get them engaged in conversation sooner, and to get them qualified in or out faster, it becomes worth a high multiple of whatever it is you would pay to send that out in the first place. Jay: Well, and also maybe you don’t send it to every potential customer. David: Right. Jay: Maybe you send out 10 a month, you know, five a month, whatever you can budget and just have that as part of your plan. So you don’t have to write this huge check that you can’t afford right up front. David: The other thing that something like that does, is it forces you to think about who it is that you’re reaching. Because you’re not going to want to do that with just anyone. And that’s actually a good thing. Because it forces you to think, okay, this is a large company. This is a person who probably makes the buying decisions here. This is somebody who’s worth a $10 investment to even have a conversation and get them qualified in or out. So I think it does a lot of good things in that regard. Jay: Yeah, I, love that idea. What else can I do as a business owner to focus on mastering the market? David: Well, I think if you really look at where you are currently spending your time, again, is it geographic? Is it within a particular industry? Are you spread out all over or do you have a nice, tightly concentrated group of clients in a particular area? If you do then to be able to spread out from there is easier. You can spread out closer to home, essentially, closer to where you’re already dominating. If you automatically jump to a new area, a new pond, you know, you want to be a big fish in a small pond or whatever. If you’re jumping from pond to pond, you’re not going to get the traction you’re probably looking for. So if you are established in a particular area, get as much business there as possible and then work to slowly spread out as close to that area as possible. If you are known in a number of different areas and you don’t have your business sort of consolidated, then explore which of those seems like the best opportunity for you. If you’re operating in a number of different industries, for example. So if you’re dealing w

  8. Sep 15

    Is Customer Service Really Dead?

    Is customer service really dead? Technology can either help customer service a whole lot, or it can harm it a whole lot, depending on how it’s used. It’s like a weapon. You can use a knife to cut a steak, or you can use a knife to hurt somebody. And I think technology is being used the same ways. They’re trying to save themselves time, energy, and effort. But they’re forgetting the fact that there are other human beings on the other end of that technology. David: Hi, and welcome to the podcast. In today’s episode, co-host Jay McFarland and I will be discussing the idea of customer service. Is it well and truly dead? Welcome Jay. Jay: Well, I think it depends upon the industry, but I’m going to say it’s more dead than not as far as I can tell. David: Yeah, it’s sad. And I feel like in some businesses, in the best businesses, it’s not dead. And it creates a tremendous advantage for those who are still keeping it alive, whether on life support or just because it’s the way they do business. But wow. I have had so many experiences recently where it seems like not only is the customer service unresponsive, uncooperative, unpleasant… Jay: Mm-hmm David: And there’s just this level of apathy that seems to go with it, which when you combine those things, really does seem pretty deadly. Jay: Yeah. And I think there is a temptation, because there’s such great technology out there. There is a temptation to say, “look, we can cut our costs if we just implement this new technology that maybe answers questions online” or “press one for this or for that.” I can see the temptation, but I don’t know if they clearly understand the frustration. I’ll tell you one of my pet peeves right now are the chat bots. I’ll go online and they’ll say, “Hey, if you don’t want to sit on hold,” which is an admission already that you don’t have enough people, ” go ahead, just chat with us.” And I’m thinking I’m going to get a live person. And no, I get a chatbot and I type in my question and it sends me to a predefined link that doesn’t answer my question. And I’m like, “I’ve just wasted 15 minutes and I could have been on hold the whole time.” So, very cool tech, but on the customer end, I think it’s frustrating a lot of people. Does Technology Help or Hurt Customer Service? David: It really can, particularly because technology can either help customer service a whole lot, or it can harm it a whole lot, depending on how it’s used. It’s just like any other weapon, right? It’s like a weapon. You can use a knife to cut a steak, or you can use a knife to hurt somebody. And I think the technology is being used the same ways, where they’re trying to save themselves time and energy and effort. And they’re forgetting that there are other human beings on the other end of that technology. But even beyond that, tech aside, there are now situations where you leave a message for somebody, or you send them an email. I mean, that is obviously tech as well, but if the human being behind the email does not respond to the email or they don’t return the phone call or they don’t return the voicemail or they don’t return the text. Now it’s actually more human error than tech error. And that’s where I think customer service is really struggling right now. Because if you’ve got well-meaning well-intentioned people who are determined to use the technology to make customer service better, then those companies are not just going to survive, they’re going to thrive. But the problem is there are people in organizations who just don’t care enough about the customers to even do the basic minimum things like returning phone calls, returning voicemails, and that sort of thing. Jay: Yeah. And then there’s the question of, you know, how do you know if you’re a business? How do you know if those calls are being returned? How do you gauge your customer service? Do you have a system to follow up with customers to see what their experience was like? If you don’t have a system to gauge that, you may be in real trouble because of your customer service and not even know it. David: We were talking in a previous episode about the idea of when costs are increased and you have to look for places to cut back. When there are situations where a company is employing people who are not taking care of the customer, if you’ve got to cut back personnel, that’s the best place to start. If there are people who will not be educated, and who are unwilling to learn what it takes to continue conversations with clients, that is really problematic. And so for the people who are serious about growing and expanding their business, who are serious about maintaining the type of customers that make you want to go to work in the morning, instead of the type of customers that make you want to run screaming from the room? Then it really means that we’ve got to up our game. We have to up our game from a customer service standpoint, a management standpoint, and an ownership standpoint, to ensure that our people are being taken care of. And as consumers, I think it’s essential for us to let businesses know when we feel like they’re falling down on the job. Because you’re right. They might not know it. And they might not have the systems in place that they should have in place to track that. So if they don’t, really, the only thing that’s going to get their attention is the squeaky wheel, right? The customer who says, “Hey, listen, this is the experience I had, is this what you meant to do to me?” Jay: Yeah. And unfortunately, I think from the research and surveys I’ve seen, people are more likely to just stop using you than they are to tell you that they had a problem. Or they’ll go online and they’ll give you a nasty review. The nasty review can be a source of finding out where your problems are. But a lot of times I think customers just say, well, I’m done with them and they move on to the next guy. David: That’s exactly right. And most of the time that’s what I would do, I would say, “Okay, that’s it. Never going back there again,” I recently had a situation where we went to a restaurant that we go to pretty frequently. And I got an email from them saying that I had a $15 credit that was good till the end of the month. It was some sort of promotion or something like that. And I use their promotions frequently, so I was like, “oh, okay. I got a $15 credit. Let’s use it.” It was close to the end of the month. I said to my wife, “Hey, we should go here and grab some food.” It was, I think it was the 30th. It was going to expire on the 31st. We hadn’t planned to go out, but I thought, okay, $15 credit. I’ll use that. Right. Drop it on the floor. See how quickly I pick it up. And so we went to the restaurant, and had a great meal. Good time. The server was fantastic. Got to the end. Attempted to use the coupon. “Oh no. That’s only for people who took part in this particular promotion that went from this date to this date and who bought a gift card.” And I was like, “I don’t think it said all that in the email I got.” So she apologized and she was very nice about it. And like I said, I go there frequently, I like the place. But when I got home, I’m like, “this does not sit well with me.” So I submitted essentially a review, not an online review that people could see. I submitted it to their complaint department, which would go to somebody who could read it and address it. And I got a call back the very next day from the manager who apologized for the confusion. He said, “don’t worry, we’re going to take care of this for you. I see you’re a good customer,” I’m like a frequent rewards member, stuff like that. Go there a lot. So they saw how much we spent and the guy was great. He made it right. And in those situations you can say, “all right, whew. That’s good. Glad I was able to bring it to their attention and I’m glad they were willing to address it.” But there are a lot of businesses who are just like, “eh, yeah, too bad.” Gone. Jay: Yeah, and this is one of the things that bothers me. It’s that I think sometimes businesses, fear the customer that is complaining. And really they should be looked at as an opportunity. Because I’m going to bet that even though you had a bad experience with that restaurant, the fact that they called you right back after that whole process, I’m going to bet you’re more loyal to that restaurant. Because we all know that nobody’s perfect. All we want to know is that if they make a mistake that they’ll fix it, that they’ll solve it. And if we know that, we’re going to be more loyal, not less loyal. So having good customer service, especially when it’s complaints, I think is an incredible way to build loyalty. David: Yeah. And I think also when you’re complaining, you don’t want to burn bridges. Because if you’re a jerk about it, they’re going to be a lot less likely to help you. When I reported this incident, I talked about the fact that the food was really good. The server was great. It was a great experience, except for this one thing. And so I gave them an honest evaluation of what happened and they responded appropriately. But when we think about the idea of customer service, I like to believe that customer service is not dead, particularly among the companies that are smart about it and take it very seriously. I think that it does give a tremendous advantage to the people who are committed to fixing things that go wrong and who are committed to continuing to look for opportunities to make things better than what other people are doing. And to better serve their customers. With technology, it can and should be easier when we utilize it the right way and when we put that first. When we put the idea of engaging our customers, k

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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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