Enablement and I hope you're doing okay.
You can jump on the stream yard if you're just getting this
or you can call me back 210-683-9307.
That's 210-683-9307.
Happy to host you.
I'll bridge the gap in the meantime
as we talk about revenue and sales enablement
for visionaries.
Take care of my friend.
I hope everything's well.
Bye bye.
And welcome in to Vision Pros Live.
I am on by myself for now.
Roderick Jefferson might be joining us.
He might not be.
He does have quite the portfolio of experience.
So I'm excited to talk to him in the near future.
But there are plenty of practical ideas
that I've learned over the years myself
in terms of driving revenues and sales.
So we'll dive into my ideas.
If Roderick shows up, we will add him to the mix
and move from there.
So Vision Pros, let's enjoy the ride.
All right, welcome in to Vision Pros Live.
The Jackson Calame, I'm your show host.
We'll be doing interviews for visionary entrepreneurs
and guest leaders who are building
fantastic visions out there.
["Fantastic Visions Out There"]
Everybody, welcome in to another episode of Vision Pros Live.
I'm your show host, Jackson Calame,
founder and CEO of First Class Business.
And I'm excited to dive in about revenue and sales.
Two of the most important topics for visionaries
who are striving to create growth
because you need a vehicle in order to really create
the type of growth that you want.
If your vision, if the design of your vision
is to help others, one of the most important vehicles
you can have is revenue in and of itself.
I mean, look at what you're doing right now
and trying to accomplish in the world.
And imagine that you had $10 million available in assets
to be able to put towards that vision.
Would you be able to accomplish your vision
with better execution?
Would you be able to move your dream forward
if you had access to that type of capital?
My guess is yes, in most cases.
Now, there is a reality though that's there as well.
And that's if you are not a wise steward,
if you're not responsible with what it is that you do,
then that cash will actually magnify your efforts.
And so if your efforts are bad,
it's going to magnify your bad habits.
If your efforts are good and holistic
and you're well-prepared, it's going to magnify
that holistic nature that you've created.
Entrepreneurship is not an easy sport.
So let's dive in for those who are well-prepared
and those who would benefit from having that type of capital
or access to that type of capital and dive into,
if you had $10 million available,
what could you then be empowered to do with your business?
And you don't need $10 million to accomplish
most of the goals that you want to.
So let's take a look at these sponsors real quick,
ColdClick and SimplyFast.
If you're brand new to business,
I do recommend SimplyFast.
I've never used it, but I'm proud of a company
that offers websites at $179.
If I was in the position where I needed a brand new website,
didn't know what to do, I didn't have a team,
I would highly recommend checking out
what Shane Michael's building over there.
She's got a really good feeling for his heart.
I can't wait for him to come on the show.
That's again, if you've graduated past
or just aren't comfortable with the idea
of building it for free yourself on Wix or on Squarespace.
Now, I'll share one more truth about this.
And that's when I launched JCal Digital,
my brand did not need a website to win.
And that is critical to realize.
Most people think it's an,
like I can't start my business because I don't have a website
or my business isn't going to grow.
No, that's not true.
I was a web developer with offering websites to others.
And I had just left video power marketing
a little bit prematurely from when I had wanted to.
And that's a story for another day.
But I launched a website as fast as I could.
I had a header and everything below the header
said header one, header two, header three,
and lorem ipsum, it had no content on it,
ton of coming soon pages.
And I ended up getting my first four or five websites
with a website in that condition.
How did I do that?
Well, one, I had experience helping other people
with their websites.
I had case studies and testimonials, I had references.
My website was just a container to help show my past.
It was not a reflection of the present value
that I could provide individuals.
So that's something to consider
if you're in the beginning stages of getting started.
Coldclick, Coldclick is a system that we use
in order to, they help us with our LinkedIn automation.
So I write the messaging for what we put out there,
but they make sure that we stay within the boundaries
of what is allowed by the algorithm of LinkedIn.
I really appreciate the fact that they're on top of that.
They've got team members who make sure
that our campaigns are on point.
When it comes to messaging though,
the messaging is usually determined by you,
not the system provider.
The system provider can provide frameworks
and they can provide some insight,
but most people get that wrong.
And most people are too aggressive with their,
they're either too passive or too aggressive.
One of the most common messaging sequences,
you probably received this on LinkedIn, by the way.
Here's a sales enablement tip for you.
Fix your messaging.
People don't care about most of what you're putting out there.
Unless you've got a funnel that's converting
at a very high rate,
then you should be willing to hear that news and say,
well, what can I optimize to make that better?
And I'll give you some very, very helpful tips right now.
So number one, there's this message
that is constantly sent out on LinkedIn.
If you get a lot of connection requests,
you're familiar with this one.
And it says, hey, it looks like we have a whole lot of,
it looks like we have a couple of people in common, right?
That message gets so overused and it's sickening to me
because it's like, you don't actually care
that we have mutual connections.
You're just leveraging that as a tactic to get in my network.
I do not accept the request from people like that,
or I put a pretty hard reverse spin on it,
or I reckon, you know,
if you get in the proper leadership position,
you realize that person is a victim of bad marketing
and all their marketing stuff probably sucks
if they're still dealing with that type of messaging.
Another one is, oh, hey, you look like an awesome expert
in your field.
The same thing, you know, what's your point?
You know, what are you getting at?
That person is a victim of bad marketing
because you're not helping people.
You're not driving a sense of connection.
I would much rather receive,
and this is a LinkedIn hack, if you will,
I'd much rather receive a connection request
with zero message, right?
That tells me that you either reached out to me
on your own accord,
or you've simplified your automation
and you are confident in the value of your own profile.
And that's what you want people to see.
You want people to see your face,
you want people to see your title and what you stand for,
and you want people to do a little bit of digging.
It creates the click.
And that's the ultimate goal,
is to get somebody to truly want to know,
what do you do, who are you,
so that you can turn around and then help the person
that you've reached out to
or that your automation has gone after.
So anyway, those are some sales enablement superpowers
at the marketing phase of the relationship.
And what's the difference though,
between the marketing phase and a sales phase,
when it comes to, and do they overlap?
Are they in the same department or not?
Those are all things worth exploring.
So I recommend that you go ahead
and write some notes about this process.
Feel free to challenge me on it, of course.
Feel free to bring your own two cents to the equation.
Business is different
for every type of business that's out there.
Sales and marketing for restaurant is very different
than sales and marketing for an industrial warehouse.
Sales and marketing for Home Depot
is different than for Apple.
There are certain similarities,
but when it comes to sales and marketing,
do they go hand in hand?
Most of the time, yes.
Most of the time, the sales department
is a department within the marketing department.
And because of that, they're supposed to be harmonic.
With a company that is more focused on operations,
sometimes that sales department is not best fit
within the marketing department.
Sometimes the cell has more to do
with what's going on on the operations side of the business
and the sales department is better managed
under the CEO, chief executive officer,
instead of under the chief marketing officer.
And trust me, I wish it wasn't complicated.
I wish that it could just all be one giant org chart,
one way, one system for every single company out there.
When I was a very young entrepreneur
and I had that idea like,
I'm gonna create the ultimate org chart.
And I started the process of creating this lead magnet
of like the one universal org chart for everybody.
And it was one of the most debilitating,
frustrating experiences because I realized,
oh wow, this will never work for restaurant.
Who doesn't need position X, Y, and Z?
They need these positions
that this other type of company doesn't.
And I began to realize that all companies
have different structural needs for their hierarchy,
which is why also books like Rocket Fuel exist.
Rocket Fuel, I kind of recommend.
I recommend the E-Myth way more,
which is what the Rocket Fuel built their concepts off of.
But one of the things that they've chosen to do as a fad,
and I don't think it's a good move,
but it is something that is common is eliminate positions
and say, we're not gonna have these titles
within the companies.
And I don't agree with that approach.
I think that the titles are important
for the sake of defining clear roles
and they have their own way of doing it,
but I can understand why they're trying to create a new way,
a new paradigm, a new perspective to look at it.
If business were easy, every single person in the world
would run their own business and would be successful at it.
But when we have a country that has a success rate of 4%,
that means we have a failure rate of 96%.
And that's not today, that's over the last 100 years.
It hasn't really shifted that much.
We have to look at that circumstance and say,
okay, what are we missing?
What do we need to learn?
What all do we need to learn
to get out of this type of a performance?
And I will say that enabling sales and driving revenues
is probably key component one, two or three,
but I did not say sales teams are the key component.
I did not say learning to sell your product or service
is the key component.
And the people who already ran out saying,
well, that's exactly what I knew, Jackson.
That's exactly what I'm doing, missed the boat.
They don't understand how the process of sales works
from the get go.
So here's the biggest concept
that is not being taught in the market
that I often am teaching those who work with us.
And that is you have to learn how to clarify your vision
and create a culture in order to attract the right people,
which then creates what is market.
In other words, you have to learn
how to sell your vision itself.
If you don't learn how to sell the vision,
you will have a very, very hard time attracting business
for as long as you don't do just that.
So I'll bring up a little screen share for this.
Let me go ahead and pull that up.
And this visual will help enhance the reality
of what I'm talking about.
So we built this concept so that entrepreneurs
could start to catch the drift and understand that, yes,
everything starts with a vision.
And there's two companies I'm gonna use to prove this point.
Both companies are either loved or hated
by their respective audiences.
The first one is Disney, right?
Anybody who hates the name Disney
does not care about the next Disney movie coming out.
If that is something that irks you
and you don't like the brand,
you're not going to go see that movie that comes out.
You're not gonna feel it's relevant to your life.
No matter how much somebody tries to sell you
on going to see that movie,
if you're truly against the entity,
it's not going to go over well.
On the flip side, if you are a Disney fanatic,
or you are a believer in Disney
and the vision and the culture,
or you are ultimately accepting
of the way that company is structured,
then you're gonna see that movie.
And you don't have to be sold on the movie itself.
The service or the product is the movie.
You don't have to be convinced,
you're just gonna do it.
Because you believe that you belong to the virtues
or the characteristics that draw you towards that brand.
They're not selling the product or the service
they're selling the vision.
They've created a culture that's attracted
a certain type of leadership
that you tend to focus on the positives of that leadership
and of that culture and of that vision.
Whereas the other side of the market
that doesn't want anything to do with that
and that feels that they're evil,
that's okay, that's their thoughts, that's their feelings.
The point is the product or service does not matter.
And that is a weird concept, but true.
The product and service only matters
once people know that the leadership
providing the product or service cares about them.
People don't care how much you know
until they know how much you care.
And that applies to principle number one
of revenue growth for a business.
Let's look at another example of that, a more recent one.
One that years ago, everybody said,
this stock's never gonna make it.
They have no chance of existing in the market.
Nobody's penetrated this market in 50 years.
And so many people were bearish.
That means they did not like,
they did not think that the company had any chance
or hope of succeeding.
There were major names who said,
this brand would never make it.
And this entrepreneur got up on stage
after having created enough drama around the company,
enough of a PR and media play because of his vision
and his culture and leadership.
And he sold a car on stage, meaning,
nobody got to get in the car and drive it.
Nobody got to even see under the hood of it.
And he said, hey, you're going to get this car
in two to three years from now.
Can you imagine buying a car and being told
you might get it in two to three years
if you invest in this?
And 180,000 extremely intelligent people
ended up buying the Tesla Model 3 right there on the spot.
180,000 signed up and it blew my mind.
As I watched that event and realized, whoa,
these are people who have great credit scores,
who are very smart, highly, highly intellectual,
and they're investing in droves in a car
that they don't even know when they're going to get it.
That is vision.
That is insane power.
So the reality is, if you, as a visionary,
and then let's talk about one further reality there.
There's this, I don't remember the name of it,
but there's this Netflix show that came out.
I think it was, I don't want to slander anybody.
There was a rap artist who was involved in it.
One of you drop it in the comments, you know,
I'm talking about.
He also sold a vision.
And the whole thing ended up being a heist.
I shouldn't say heist.
The whole thing ended up being fraudulent.
It didn't end up happening.
Nothing was there.
There was no event that occurred.
So there's a reality.
If Elon Musk had not had the fulfillment built out
and the operations and the systems,
one, nobody would have ever gotten him to that phase.
I don't think of how much influence he had created,
but two, he'd be in prison right now
for having sold a false vision.
He's not.
He's one of the richest people in the world at this point,
because he clarified his vision.
He created a culture that people wanted to belong to.
Those two things attracted amazing leadership
to come along and say, I want to be part of this.
I want to work with you.
I want to help build this out.
And because of that reality,
they then had something they could go to market with,
that they could market, that they could sell to people.
And again, that was the vision, culture,
and the leadership components of,
hey, here's what we're going to build
and how we're going to build it.
But nobody would have cared if he hadn't put
the right leaders into place.
And hadn't attracted them to begin with.
My question for you and your brands,
are you hiring the bottom of the barrel?
Are you hiring people to just take care of the task
instead of caring about attracting the types of people
who are committed to the dream?
Do you skip the dream phase and just say,
here's how you answer the phone.
Here's how you do this.
Here's how much you're going to make, by the way.
And you're going to get some vacation days
and it'll be kind of cool,
but make sure that you don't miss work
and make sure you don't do this and that.
We really don't like it when people do this and that.
Do you set a bunch of rules and tasks?
Is that your way of inspiring people
to want to work with you and build your vision?
Or do you help people understand
the vision that they're building
and how important they are to making that vision come to life?
And do you have procedures and operations
that help them fulfill their roles?
Or do they kind of, do you bring them in
and hope that they build it for you?
Well, if you do, they're going to build their vision,
not yours.
You didn't share the vision with them.
They have to now invent it.
And that's going to work to a certain extent,
but there are going to be some massive damaging pivots
that come along the way because you as a leader
did not provide a clear, responsible vision
to the people who are helping you execute said vision.
So again, I'd love to know what you think.
How that can help you with your growth.
We'll dive into some more practical ideas
related to revenue and sales enablement.
These are hard truths, so I know that.
This is kind of like eating broccoli and cauliflower
without ranch dressing.
It's not easy stuff to do.
We're going to go to some more of those images real quick.
So let me pull back up the slide.
You got to see this slide.
It's a little bit of a
slide, you got to see the slide of, again,
your foundation should be your vision.
You should then move into making sure
that you've established a culture leaders
want to be a part of and establishing your marketing,
not based on the product or service,
but based on belonging to the entity.
That means branding has a critical role here.
Yes, conversions are fun and they're exciting
and you want to drive them.
And you want to make sure that people are converting
for the right reasons.
If they convert for the wrong reasons,
it will not last.
They will not feel a sense of loyalty.
They won't have a lot of purpose
with continuing to work with you.
So you'll notice the red carpet here is labeled media.
That means that you do want to be attracting media attention
from the beginning of the get-go
and every single one of these phases as you build.
And advertising, this is referring to scaled advertising
on the top of the building, right?
This brand right here, well, this is my brand
because this is my company, but your company would be
replacing this logo right here.
Instead of saying first-class business,
it would say what your brand name is.
And again, these are the stair steps,
the foundational elements that will help you build
a very solid brand.
If you don't have these elements,
if I look at my company and my company's flaws,
I know that it is one of these stair step foundational pieces
that is flawed if we're struggling as a company
or wherever we are struggling as a company,
it is relevant and related to one of these
key dynamic portions of my company.
The other truth that goes along with that though
is when it comes to vision and culture, right?
Those two components are based off of,
what do you base them off of, right?
If you don't know the answer to that,
what do you base your vision, your culture off of?
And this next slide is going to help you tremendously.
In my opinion, vision and culture is best developed
on proven virtues, virtues that you can then utilize
to assess are the people I'm bringing into my brand,
both in terms of, oh, actually I shouldn't say both,
all three, in terms of investors in my brand,
in terms of clients of my brand,
and in terms of team members, right?
Do those individuals align with the virtues
with which we build?
If they do not, you are setting yourself up
for likely in an implosion of some type.
So these are our pillars of virtue, of virtues,
and they expand beyond this,
but these are the core virtues that we focus on.
And I could see us in the very near future,
one for the sake of designing an alignment
between this dynamic of the mechanics
or the departments of growth and the pillars.
I designed this originally with the eight pillars
because I'm very impressed with the Pantheon.
Well, I'd come up with the eight pillars,
one, two, three, four, five, six, seven, eight here.
And so I found a building that had eight pillars.
And the Pantheon happens to be the largest
reinforced concrete dome in the world
2,000 years after it was built.
I mean, that thing is sustainable.
And so when I found that, I was like, oh, cool.
Like the nerd in me geeked out like crazy.
And I realized that, okay, well, cool.
I'm gonna use that as the model to talk about
to help people understand the value of longevity
and the value of the system as well as the virtues.
So for now, our virtues are built on a different foundation.
In terms of virtues for the company and the culture,
it is built on the foundation of love.
We believe that everything that we do
should be about love and caring others.
And anytime I fall out of alignment with that
or my leadership team or somebody who's working with me
or one of my clients falls out of alignment with that,
we need to change.
We need to eat the humble pie
and come back to the reality that we should be building
what we're building for the sake of others.
If we were to just do that and do that well,
sustainability would be far more common far more often.
Now there's other pillars that help showcase
one that we actually have love
and two that we're also a trusted entity
that is going to build responsibly for others.
And that is the virtues of patience,
persistence, consistency and reliability.
These are huge.
I cannot stress enough.
If you want to build a successful entity that is scalable,
if your team members have the patience
to handle difficult situations and the persistence
when it's not easy to be patient, right?
To proceed forward and make sure
that they're determined enough to get things done
and they have the consistency to be able to show up
and do it on a regular basis.
And they're also reliable.
There's somebody that I can trust to do that with
or without direct supervision and management.
I have enlisted people in my growth and my company
who I can trust to help me build
and to build in strong fashion.
And these are all, this is a system
that is possible to continue to learn and grow in.
That's also important, right?
People who are dedicated to virtues
and developing virtues in their life,
the good news is they're constantly getting stronger.
They're constantly striving to exercise those virtues,
which in essence creates more value for them
and for those who are in life with them.
So those are also pillars that are super important
in terms of driving revenue and driving sales responsibly.
All right, so those, in terms of how these might apply
to your business or how you can apply these
to what you're doing, you know what, I'll model that.
I'll showcase some of the things that we do
to attract people to our brand.
And this comes in the form of the online version.
Let me go to share the entire screen
and we're gonna move over to our brand.
When some of the bigger players out there
are evaluating who they might wanna work with,
what types of entities they wanna hire,
when we're looking at what types of entities
we wanna trust, for instance,
like a restaurant we might wanna go to,
yeah, sometimes we'll take the chance on the hole
on the wall that we just happen to walk across,
but most of the time we tend to gravitate
towards restaurants that are more established.
And there's some subtle clues that help people know
what brands are established and which ones aren't.
So if you're looking for a brand
that is a bit more established,
then if the brand is missing, join our team button, right?
If they have not put a priority on attracting team members,
that is a big glaring red flag
that the entity does not have a vision for growth.
And again, I think most people subconsciously recognize that
and say, well, I don't really feel right about said company.
So as a company, it's important to have this,
but this is also important because it drives talent
to consider, man, maybe I wanna join these guys
on helping them build their brand, right?
So let's go over and take a look at what we have here.
The deeper you dive into this process,
the more you see the scale of the brand itself.
This isn't about manipulation.
This is about driving clarity around the vision.
And I'm gonna transparently show you some of our clarity.
So one, I gotta adjust this.
This is how we started the brand.
That was one of the greatest mistakes that I ever made.
It's very costly.
And I should say greatest innocent mistakes I've ever made.
I should have named the brand from the beginning first,
all spelled out.
We decided to do this and it was hilarious
because we're trying to write our own email addresses
within the first couple of weeks.
We made so many mistakes accidentally spelling it
all the way out and it was like, oh my gosh,
this is gonna be a nightmare for people.
And so we had to make a big shift from the get-go.
We had already gotten printed materials.
We had already created all of our websites.
We had to redo everything because of three characters.
That was it.
So moving down beyond that,
you'll notice that you can see the depth
of our brand growth right here on this page
based on the priorities and based on what's finished
and not finished and available in terms of our HR process.
So you can see that we do allow project managers
to apply for the position.
We do allow alignment specialists, salespeople
to apply to work with us.
We also are seeking graphic designers to work with us
and move our brand forward.
Web interns, it says coming soon.
We don't have that built out.
We don't have the infrastructure to bring on web interns
at scale and to manage and grow them yet.
When we do, we will activate that button.
An integrator, right?
We've got this position title.
We don't even have that title defined on this.
And I can say internally, we don't quite have that design.
That also was brought up by Rocket Fuel.
And again, a decent book, not again,
not as good as the E-Myth or Five Dysfunctions of a Team.
There's certain elements about that book
that rubbed me wrong as well, which
is why I tend to kind of poo poo on the brand a little bit.
I feel like they're unfairly manipulative of CEOs who
are coming to work with them.
And there's some half truths to some of their statements.
And if I pointed out to them, they'd recognize that.
But the bulk of what they're teaching
is better than what 99% of people
are teaching about brand growth, which is
why we'll reference the asset.
So social media manager, this is for our own internal
social media management.
We do have social media managing happening.
We do have teams that help us on our social media management
as well and that fulfill for our clients.
But in terms of the vision for what we want, man,
I want somebody to be joining our team eventually
who's got the ability to spearhead this
in a way that creates new strategic direction
beyond what I've established and my existing social media
team has established.
An administrative assistant as well.
I've got a series of documents to help me re-evaluate
how we go through that.
But one thing that happens is as a brand,
if you don't have these elements defined,
you need to be super cautious about your hiring process
because it will most likely backfire.
One, you're going to spend way too much time interviewing
in this process and trying to assess are they right.
Or you're going to cut corners and you're
going to go to get rich quick route
and you're going to try to justify the process
because you're not well prepared.
But the ones where we are well prepared to hire,
we actually hire really great people.
Go figure.
And that's a huge element.
And the cool thing is, let's just
go into this alignment specialist application.
If you want your team, you want your revenues to grow,
you want your sales to grow, you need
to get these elements ironed out and scalable
so that you can move forward your brand as a whole.
And again, I know I'm skipping around.
I'm not giving you, there's no linear growth
strategy for business.
There's just not.
It's like a roadmap to Starbucks in another city.
And you've got hundreds of thousands of roads
you can choose to explore or not.
Some of them will enhance your trip.
Some of them will distract your trip.
You need to know as an entrepreneur, as a visionary,
what elements are most important for you in order
to enjoy the journey and make sure that you
arrive at your destination.
And I'm just deciding to today go into a lot of the elements
that are commonly overlooked by entrepreneurs
in their haste of trying to scale.
So let's dive in a little bit further again
if you have questions.
Feel free to drop them in the comments.
But we're now looking at the alignment specialist, which
is clearly labeled an independent contractor.
Why?
Because if you mess that up, if you forget to mention this,
you will have a labor issue on your hand.
And you will likely have a lawsuit down the road.
Now, I'm not going to give you any legal advice.
I'm not certified and things of that nature.
But it is important to understand
that having the job description defined up front
does protect your brand in very important ways.
But more importantly, people who are looking for a job,
while you could just give them a job,
they're going to come in with their preconceived expectations
of what working for you is like based on their past job
experience.
And here's my question for you.
If they were on the market for a new job,
do they want to be part of what existed in the past?
Or do they want something new?
They want something new.
But they're also going to bring the baggage of whatever
happened in the past.
If they were the perfect salesperson,
they probably wouldn't be on the market either.
And there's no such thing as perfect sales
person.
But the duties and responsibilities
of what you wanted to expect at your organization
are very important to define because they're probably
very different than whatever they
did in their past organization.
I will say this.
A lot of people get excited.
I think that gives me one of the biggest red flags
for organizations is when they say, oh, we just
hired the best sales rep for HubSpot.
Or we just hired the number one sales rep over at Disney.
And what I know about that is the best sales rep for Disney
is the fastest paper pusher.
Disney is easy to sell.
You don't have to sell well in order to work for Disney.
You have to be fast and efficient in what you do.
And so selling for an entity that's a little bit less known
or a lot of it less known, like first class business
or your vision, is going to be an extreme challenge
for that individual who basically had
a cakewalk of a sales process.
And they had to move fast and do things.
And they expected that.
They had people come in the doors.
They had to manage all that.
Well, they're going to have a very jarring experience
if they come into your brand where you don't
have any of that available.
And they're not going to feel comfortable
because they're not going to know
how to succeed in an environment that is completely different
than where they were before.
So the cool thing is as people responsibly read through this,
they're pre-qualifying themselves.
I don't have to do this part of the interview.
This can scare people off who aren't qualified
and who don't want a work environment that
aligns with all this.
There's plenty of people who do not want to work remote, who
want to go into an office.
And this helps me filter those people out
to help them make sure they get into a job environment where
they are well suited.
So the people who are then moving forward
are now expressing diligence.
I'm already testing their patience, their persistence,
and a little bit of their reliability.
Reliability and consistency come later.
So how can I test the virtues of somebody
throughout this process without me being involved?
That's how you end up clearing your schedule
and allowing yourself to go on and do
the important things for your business growth
that other people can't do.
The website can take care of this for me.
I got a welcome message.
They got to read it.
Do you have what it takes to serve clients at an elite level?
Are you looking for an opportunity to work hard?
Most people aren't.
That's OK.
I shouldn't say most people aren't.
I don't know.
Maybe everybody is.
But those who aren't are going to say, heck no, I'm out.
And I'm going to go, oh, thank you, website.
You did something to help protect my time
that I don't have to do.
So we define a lot of information
here to make sure that, again, our applicants who
come to this process are only applicants
that qualify for that.
Let's go and see the next piece of the form.
Hopefully that works.
I'm going to email.
It's not going to, but John at AOL, this guy's got to hate me.
I send him emails all the time.
555, 555, 555.
I think that will work.
Oh, come on.
All right.
Sorry.
All right, now we know.
All right, my system is pretty good in that regard.
My time zone.
There you go.
You know my address now.
All right, so let's just put CE and go next.
You'll notice.
OK, so we still got the same form there.
Submit an introduction video via Loom or YouTube.
I don't need to meet with them to see their video
or see who they are.
We need the video.
And I don't need to do this either.
I want this to go to my team.
And my team has the ability to evaluate
do they seem like a fit or not.
And now we can decide to not respond or to say,
hey, thank you for your time.
We're not filling this position right now.
There's a lot of different ways where
you might want to respond to this
and make sure that you consult with an HR person
to ensure that your response is in line
with the standards of the country of which you're hiring in.
Every country, every state has different rules
in some regard.
How much experience do you have doing inbound sales
and or closing in the past?
A brand new where they got three to five years of experience.
Other.
Be honest, if you have no sales experience,
that is not an automatic disqualifier.
We're giving people a little bit of a cushion, to be honest,
because a lot of people are so desperate for jobs
that they are willing to share little white lies
or they second guess their background when in reality,
they have great sales experience.
For instance, a mother, a mom who's never
worked in a sales environment but has four teenage children,
she spent a lifetime trying to convince those four kids
to listen to her.
She had to win sales arguments all the time.
When is dinner?
When is bedtime?
Why you can't go to your friend's house for this occasion?
Why you should be excited about this family event?
Why you need to go to church with us?
There's all sorts of things.
Moms are so overlooked in the workforce,
and they are some of the absolute best managers,
and they are some of the absolute best assistants.
Because assistants, what do they do?
They're assisting the person, the visionary,
with everything that the visionary does.
That is overwhelming.
And the only role that I know of that's more overwhelming
than that, than being a visionary, is being a mom.
It doesn't get much harder than that.
So anyway, those again are, let's go through this.
Let's pretend we submitted a video here.
You guys are welcome to go through this, by the way.
This is, oh, I got to do a little dot com.
There we go.
Now we ask some questions.
Please describe some of your experience and offers
you've closed in the past.
What's your experience looking like in marketing, media,
buying social media?
How much have you closed in your sales career?
All these questions are strategic questions
that help us understand and help that person understand,
do they really want to work with us or not?
And reliability, as I mentioned, and consistency
gets tested as well.
Because if they aren't even able to fill those forms out
correctly, why would I want them handling my clients?
Why would I want them handling my potential business
opportunities?
Again, we've got to build based on those virtues.
That's going to help with the process of sales enablement
and revenue enablement.
Those are all practical ideas that you
can put into place to help with the growth of your brand.
One of the things that I'll circle back to,
and for those of you who are just tuning in,
I'm going to go back to the slide.
That is one of our secret hacks about advertising.
So if I go over here to this slide of where I showcase
the priorities of a business and building out
your vision, your culture, your leadership, and your marketing,
because that's what people buy into first is,
do they belong with your brand?
Then they make space to care about the service
or the product that you're offering
unless they have a massive pain.
If they need a root canal because they've
got a problem with their tooth, that's different.
They are going to get that solved by whoever's immediate,
most fastest, closest location.
But in general, and in the reality of most relationships,
they're going to find a dentist they're permanently
comfortable with that they want to go back to time and time
again.
That's established by these first four foundational elements.
Advertising up here, the advertising process
and experience is one that this is referring
to scaling your ad budget.
But too many entrepreneurs do not understand that advertising
with something like Facebook, where
you can spend a couple of dollars
and you don't have to throw the whole kitchen sink at it,
that is one of your best friends.
It is research and development.
You're gathering votes about the quality of what you do.
So you can do that by yourself.
You're probably not the best data scientist is my guess.
And if you are the best data scientist,
you probably need to be spending your time
helping other people with their data.
And you know as well that you benefit
from having multiple eyes and perspectives on how do we
assess the value of this data, the hidden intricacies
within the data that help us understand, OK, well,
people didn't buy fast right away.
But does that mean they're not interested?
No.
It just means that when they're home shopping,
they have to be in a position to be
able to buy a home in order to take action
on said advertisement.
But are there mechanics that we can see?
Are there elements of that ad that we can see that help us
understand that they take interest at all in the offer?
Or were they attracted or inspired by the offer?
Well, it depends.
What does the offer or the call to action associated
with said advertisement?
If you've invited them to sign up for your newsletter,
nobody signed up, it's not necessarily
because they didn't need a house.
It's because nobody cares about your newsletter.
Why would they?
There's not necessarily any context around that.
But if you have a button that says, and realtors,
I would write this down, sign up to get your maximum home value.
That's one of the most lucrative engagements, opt-ins,
for the real estate market that I've seen time and time again.
People care about knowing what their maximum home
value is right now.
Really, always.
They always want to know what's the maximum amount of money
they could get if they sold their home.
So you then get a whole bunch of people moving forward.
But the cool thing about advertising as a means of research
and development is this wasn't even available 30 years ago.
So all your old school marketing strategists and advertisers,
they have no concept of this because they're usually
scared of the word advertising.
They know that in order to test snail mail,
you had to spend $10,000 a pop.
Or if you wanted the tested billboard,
you're spending $15,000 to $20,000.
You're throwing everything at it.
If you want it on TV, same thing.
You're spending $20,000 to $30,000 just to try
to see if that works.
That is dangerous and scary and completely ineffective
with markets that are pushing products and services still
and not building a vision, culture, and leadership
process.
You might figure it out.
There's plenty of brands out there.
I'm sure you can think of them that have invested so much.
And they've done really well locally
in terms of pushing that product or that service out there
while having almost no vision alignment.
One thing I can think of is legal entities.
I mean, those personal injury attorneys,
they're just kind of always in your face,
especially where I live, San Antonio, Texas.
San Antonio personal injury attorney
is one of the most expensive cost for clicks for Google ads
on the planet.
And part of the reason why is it's an auction-based system.
So every time you out auction your competition,
you just have to keep climbing the ladder of paying more.
The same is true of SEO, which is
why those aren't great tactics to grow your business.
But I'm digressing back to the point for the rest of you.
You want to be testing with a system,
whether it's Google ads or Facebook ads,
I prefer Facebook ads, that enough of your audience
is on Facebook and on Google in order to test.
There are millions of people, and you can't reach them all.
But what you need to do is you need
to target an audience where you can reach at least 400 people.
And what does that reach?
It's going to cost you about $3 to $4 to get
that many eyeballs on your ad.
And if your ad drives clicks and comments and shares and likes,
that is telling you that you're onto a subject that
makes sense for your audience.
And you've only spent a couple of dollars
to make sure that your message is good.
How many of you out there are organically posting,
and you're all about organic, and you're basically
testing your marketing, testing your methods.
You don't have 10 years of experience yet.
You don't know what you're doing.
You're 99% certain because you're self-assured,
just like most entrepreneurs, and that's a virtue.
But you're putting out new content
in front of your warm audience, which means you're using them
as your lab rats.
You're testing your new content on people that you care about,
and they might have a different reaction to it
than you're assuming.
Well, take the same concept.
Run a $4 ad to test the theory and see
what people say, and if enough people like it,
you get a click-through rate of more than 1%,
and you get a cost of lower than $1,
then you might have a concept that you do.
At that point, you've got what we call a power ad.
You've got a great campaign that you can put out there
and start to scale the process of that message.
Does that mean every other element associated
with that message is tested?
No, it doesn't.
So those are the elements to consider.
There's a lot.
There's a whole lot to consider when running a business.
Many people want to call it easy,
and I will say that there are certain recipes
within the cookbook of business that are easy,
and most aspects of business can be
streamlined into a process which makes it simple,
but it is an intricate, complicated process
of pulling all of the easy, simple recipes together
in order to create a holistic brand and in order
to create sustainable revenue growth.
That is not an easy process, and people
who are selling you that usually have
their own specific bias that they're after,
they may want to make you feel better,
and that may be the only thing that they want
is to make you feel better.
They may want to sell you something
and get you into a program.
That's a little bit more common,
but I would be very careful about falling
into the trap of people who are offering easy solutions.
So there's some practical ideas and advice for you
in terms of revenue and sales growth,
and I know Roderick Jefferson is going
to provide different angles on this same topic,
and that's perfectly healthy.
That's important.
That's why mathematicians love to work together,
and chemists as well often love to work together
because they can learn from each other.
So we'll have him back on the show in the future
if he feels so inclined, and Vision Pros,
I hope you have a phenomenal day doing what you need to,
to build your brand the best way possible,
to become the best leader that you can in order
to inspire people to follow you along the way,
and I will see you on the next episode.
Everybody have a great rest of your day.
Bye bye.
Thank you for being here today.
I'm really happy that you tuned in to Vision Pros Live.
I'm looking forward to seeing your reactions
as these episodes continue to move forward.
This is going to get more and more fun.
We'll have more and more engagement as well.
We'll invite people to participate in the show,
and thank you for giving us your time and attention.