How To Only Make Data Driven Decisions

Hey guys, what's up? Matt here. And I'm going to be taking you through the exact specifics of how you dial in your data. The little nitty gritty, itty bitty details that make a massive difference. So in this episode, make sure you watch all the way through to the end, like and subscribe, etc, etc and make sure that you take notes so you can figure out what's the one thing that's stopping you from moving forward in your sales and what's the one little change that you can make right now that'll make a massive difference later. All right, guys.

By.

How to deep dive and problem solve data. Like deep, intricate data. So the assumptions that we're going to make is that you are good at sales, which is true. And that our marketing is good, which is true. So those are the only assumptions that we can make. From there, we'll get that, we'll create a document, start to realize some moments. Okay, so this is last month. The sales process changed between last month and this month, like drastically.

Yes. So now we have people booking direct to Strat and Kayla's only taking triages and putting them through to me.

When did that. So we got it. Okay, so June. What was the sales process in June for the data that we're looking at now.

Yeah, good point. So June was we have like triages, implementation calls and people only going to Strat that I was booking in from either of those two. I think I'm pretty sure that was true for all of June.

Okay, and where were the triages? Was there a difference in where the triages and implementation calls were coming from?

Yes, the implementation calls are coming from the top 50 objections and then triages. I'm trying to remember now.

When was it, Was it all dm? Were they all DM set?

D triages, DM set. But also people I think, I don't know if this was June can book triages from. No, the VSL was the only other one. So I think all the triages were DM set.

So were the implementation goals going from the VSL?

Yeah, whatever. The, the top 50 objections VSL there was like an, you know, they download the resources and opportunity to like. Yeah, so implementation role play.

Okay, so, okay, so we. So anything organic was coming from triage and anything paid ads was coming from implementation calls.

Yes.

Okay, cool. So can we see how like. Okay, now we don't know anything, right? Because like. Oh no, we do. We do. I'm wrong. They're smarter than I thought. Okay, so we had a. In June, from triages from implementation, we had a 24 total, 12 show up 50%. Now what would be good to see is from that, how many no showed versus rescheduled versus canceled, that would be good to know. So I will ask you to get that need to know how many reschedule, canceled and straight no show. Because like that will let us know. Because like if you're trying to, if you're trying to fix no shows, it's a different problem than trying to fix cancellations. So we have a show up issue. We don't have a no show issue.

Right.

If we have a ton of no shows, we have a no show issue. But here is like, well, we gotta make this a priority. So do we try a bribe? Yeah.

And I know this is supposed to be data driven, but me paying attention to the implementation calls long enough, I. It isn't, it's a no show issue. They don't reschedule. And so it's always, it's cancellations or just straight, straight no shows.

No show and cancellations.

Right.

Insert process to inspect, look at. Okay, so we got to look at the process, but we'll go back to that in a minute. We might do this again. Okie dokie. So triages, okay. Triage going strong, which makes sense because like if the triages are coming from organic, that's actually not that great. Should be like in the 80s, 70s or 80s.

Right.

So we've got 57 total. Okay, so see how we have this? So no show is six, that's good. We had three cancel. So follow up triage as I assume that's going to add to the total. So really we had 52, right. I assume 52 new bookings and then we had cancel three, reschedule six taken 39, which is a 68 show up. Okay. It was pretty, pretty across the board. I would just aim to fix the, the reschedules.

Right.

I would aim to get that down to three. So match that. So it's like that's what I would go after. The reason why I would go after that is because like that's a very hard metric. That's pretty low. That's something we can maybe affect.

Right?

So like have a look and see if we can find the people who rescheduled and see what the see what the reason was. Because they usually give a reason, see who rescheduled, how many actually did and what the reasons were because obviously like it's not a huge data set, but it's enough.

Right?

That is roughly 12% of people reschedule, that's a fuck around. Especially when it's 500. So it might go back a little bit further, but because of the, because everything was changing so rapidly, I don't want to do that. So we'll make some assumptions, which isn't a great idea, but it's enough, there's enough of a data set there to where we can have an idea. Ideally I'd let that run for like maybe 250, but when people are constantly changing processes, you don't have that luxury. Which is why everyone's going to chill the out. And then you do all this stuff, you analyze all this data and then you go, let's just do one thing like I'm not touching this because I don't know this.

Right.

We have an inkling. But human beings are more likely to remember negative than they are positive. Especially you.

Right.

But that's not bad. The ideal from organic would be let's say 75%. Let's say that's like your, that's like your North Star, right? So it's like, hey, if we just get that down to 6%, we're pretty close. We're 73, 74. So like if that's 12%, let's get it to 6, let's get it to a 3. And then all of a sudden we're at our unicorn. Fucking sweet. So in order to do that we go into close. Right, let's go into close. Let's see who triage rescheduled last month.

You might have to try and filter it. Just me.

I don't know how to do anything in close.

Oh, okay. Do you want me to do it?

Yeah.

Oh, okay.

I don't know, I don't know how to log. Like I don't, I don't know what to look. I don't know how to look for it. Okay, so I use close on accounts four years ago.

Yeah. Leads opportunities. That is current status.

Is any of triage booked that, that rescheduled?

Well, the opportunity name stays the same. It's just a note to the activity notes that changes.

So then you had to filter through the notes, which I know Anthony knows how to do.

Yeah, you could do.

Note contains reschedule, I assume. Yeah, I'm sure there was five follow up triages booked, but they could be from the month before, so I can't really take a lot from that. But I do know that like if.

There'S five follow up triages booked contain exact words.

Now is follow up triage booked? Is that from the 39. That's taken.

Those are. I, I mean I didn't really know what that metric was, but if I had ever actively helped someone to reschedule their triage or let's say it's a up and, and you know, it's been some time and triage them again.

Okay.

There was someone triage I didn't put through and I'm like, all right, you know, a couple weeks has passed, let's chat again. Then I put them in that, I put them in that spot.

Cool. So it's interesting, right, because like we need to have a common language for something like that. Because like I think I assume correctly that we have 52 unique.

Right.

So it's almost like we need to have 52 new unique triages within this time period. Like that's what we need to know. Because like if, if eight or 10 of them are rescheduled from the previous month or within the month, it's going.

To skew the data.

It skews it. And when you're not dealing with like when we're dealing with seventh level and there's thousands, it'll either skew the data horribly or not make a dent. So while you're looking that up, I'm going to.

Yeah, I'm just, I'm just finding the, I'm just trying to work out the filter at the moment. Yeah. So triage and then our call outcome. Okay, so call outcome is any of. So what are we doing? No show, no reschedule request.

Rescheduled.

Yeah. All right, cool. So there are 35 leads in that list and then you, we. Well, it's not going to tell us whether they did end up kind of like rebooking. It's just going to tell us that at some point these individuals that's across.

Implementation and triage or just triage.

No, that would be implementation as well because they get put in as an opportunity triage booked in the same. And a triage note thing.

So see, because we have a 50% show up rate to implementation.

Yeah.

But we don't have any other information about them.

Yeah, I can, I can, I can remove them.

Yeah.

So booked from AD filter. Booked from does not contain words starting with implementation.

So there's 30 left. Or that removes 30.

Yeah, no, that leaves us with 30.

Okay. Because that is, this is all.

Sorry. And this is all time, by the way.

Okay, so what, what about in last month?

Ye. Yeah, I gotta work out. It would be.

Is there an in between? Like you can just.

Yeah.

Have to be like opportunity Created in between the 1st and the 30th.

Yeah, let's see. We're extending beyond the scopes of my close IO.

Yep, that's fine. So let's, let's try and get that.

So what we want is date created.

Is between baby, the 1st of last month and the 30th. So 6123 and 6 30, 23.

1St of June you said, right? Yeah, 1st and 30th of June. Okay. Oh yeah. Now we're at 13.

Okay.

So that is their current, so their current status, that might skew it a bit because some of them might become, might have become strategy call booked in that time.

So then remove everyone who has strategy call booked because, well, it's not going.

To show up anyone that has strategy call book. So these are only triage people who were booked in for a triage between, you know, and they became a triage booked between start and end of June and they have a call outcome reschedule request. Right. So then like some, like, you know, some of these people, they would fit that criteria, but their current opportunity status isn't triage booked anymore because maybe they reschedule and they ended up in a strategy call booked at some point. Is that okay?

Yeah, yeah, for sure. So then like, so what we would do is, and I'm pretty sure that like if we had Anthony, we, he could probably filter it some more and do what he does because there is a way to find all that. But the, the outcome is we want to see like we got six no shows. And again, like this is a little bit minutiae, but it's about like the thought process. We don't have enough information on the implementation calls to make any adjustments.

Right.

Right now. So we have a suspected issue, right. Of which we could start to problem solve and we could have a look if there are any glaring issues. So. But we wouldn't add. We wouldn't go to add or change anything. We would maybe go to like remove a reword, something little.

Right.

Because we lack data set. If we then had the reasons for all the no shows and the cancellations, all that kind of stuff, then from there we can go like we did on, on this one, which is like, well, we had, you know, 52 unique bookings and here we've got 15 reasons.

Right.

So cancellations, Right. No show cancellation.

Right.

So we got 15. So what's 15 minus 52?

37.

Sweet. So we got 39 here. So like we're pretty close, but something's off, which is probably what that means, right. So we'll go like, what does follow up triage mean? So because you can see how like that might be the key to us understanding what the hell is going on. So anyway, we think we know that if I can identify everyone who rescheduled, then that is probably our lowest hanging fruit to making a change that will have a decent increase. Because if we just get, if our goal is to get to 75 and we're at 68, but by making that one change, making it go from three to six, we get to 75, then we can leave that alone and just reassess it later. But with this one, you know, we're going to go through, have a look at wording, but we're not going to make any significant changes without diving deeper into the what, like what's really going on. Also 24 is a pretty low data set, so I wouldn't fuck with it too much anyway.

Right.

So then we've got like strat calls, 50, 24, 3, 1148. So straight away, just in the face of it, the contract value to cash collection ratio is solid. So what can we glean from that? We can gleam, you know, that the people who are buying have the money to pay for it.

Right.

Are you sending everyone to financing? Most people just kind of paying like what's the.

It's either finance or It'll be typically a 3 pay. Yeah. And then every now and then I'll have someone that's able to pivot early or whatever, but otherwise at the onset of the sale, it's generally a three.

Pay or so what I would do is I would have the percentage of PIF because like this will help you project.

Right.

Percentage, 3 pay, percentage, finance and then like percent deposit and then I suppose.

Percent 3.0, percent 2.0.

Or you can just use like average cash collection.

Right.

So then like for example, for every single sales call that we book for Yash just sales call in his diary, we make 2,400 bucks just to just book calls, whether they show up or not. We made 2,400 bucks by having someone in his diary.

Yeah.

Right.

Deposits that convert and in what time frame. So if you know that it takes you an average of 45 days to get a deposit to convert. Like don't, don't try and put a round peg into a square hole and try and create a seven day upsell process.

Right.

Like, like figure that out. I've got someone coming through actually to be fine for him to see. Just, it's just this will be fine. Mr. Cothray Deal sent that deal center financing.

Yeah, we only started recording that recently.

Yeah, we need to clarify and clarify and set in stone the nomenclature.

Right.

We need a ways of work. Okay, so we have a look at Lara's data from last month. Now first thing that we had to figure out is what was the sales process that we did for that month. Because we got to know that otherwise like the rest of the information's worthless. And we got to know that it was consistent for the month, which is why I'm only looking at this month. Right. So sales process, triage and implementation calls, people were only going to strat who went through that process. It's a very, very important thing to know. Next thing is triages only came from DMS and implementation cost came from the ads. Again, very important to know because like if it's all lumped together then we'd have to sit here and come through every single lead and figure out lead source and all that kind of. I mean because like maybe we're trying to fix problems that aren't there because like we just don't know if, what if it's a 10% shop rate from the ads and a 90% show up rate from the organic. So then from there we got to break it down. This is all the data we had. 24 implementations, 12 shop, 50% shop.

Right.

That's all the info we have.

Right.

So like we don't know anything about that. Now Laura said that she suspects it's a, it's a no show issue. Now we've got multiple reasons why someone cannot show up and you have to determine if you have a show up issue or a no show issue. Are they not showing up or are they no showing? Very different problems to solve. So can't really do that. What we can do is that 50% is not ideal. So we can, without knowing the data, we can look into it and try and find it, but we would just basically have a look at the process and have a look at any external issues that might have caused it. Like if I have a look at the data from July 1, July 7, I'm not going to glean any, any decent insight whatsoever about the overall efficacy of the processes that we're using because of the enormous amounts of public holidays. What I will gleam is that we should probably not do stuff during that time.

Right.

So we should aim to spend less money. Like why don't we in Australia just take the public holidays off or a week prior, really redirect ad spend to Australia Right. In the same way that like at the end of January we should redirect all spend to the US and the next day they're too hungover and then everyone just turns off until February 1st. We all know this to be true, right? So externalities, important things to know. Then from there we go. All right, cool. So let's go to the triages. No shows triage is 57, but we have this five random number which is follow up triages which I put in my notes here. We have to clarify the nomenclature because I don't know what the that means.

Right.

I also don't know what referral triage this means. I mean like triage is booked from referrals. Like what a weird stat to have on here. You know, like maybe have that as a side effect. Like hey, this is how many referrals? I guess I don't know.

Right.

But the fact that we don't really know what it means. Is it triages that booked follow ups is of people who did. We think we figured it out and we think that this is actually 52 new bookings out of 57. There's five. Those are people who might have rebooked a triage.

Right.

So we can minus that because we have reschedules and we have cancel. You know what I mean? So we're going to go ahead and assume based off best guess that this is 52. From the 52, we had six no show, three cancel, six reschedule, which overall kind of doesn't exactly work out, but it's pretty close. It works out to like 37. So there's something in this five that I don't understand. Something's being double counted or something's not being double counter. But anyway, we're pretty close. So like I don't want to be a little about it. It's fine. But the problem being if this, if this number is 900, didn't this kind of up, but it becomes an issue then. So but let's work on what we got. Now we look at no shows cancellations and reschedules and I go, well, it's a hell of a lot easier to fix the reschedules than is the no shows cancellations are at 6%. I don't really give a. That's 12%. 6%, 12%, right. So we're having a look overall at 28%, 30%, something like that. We're like, all right, cool, let's try and fix the reschedules. Now this is not a huge data set, so I don't know that I do much anyway. But we're like, while we're here, let's have a look. So then from there we go into the CRM. Who rescheduled and why? Because if we just get, if right now we have a 68% show up rate, then if we reduce that to 3, then we add back in 6%.

Right?

Makes sense. Adding 6% is a 75% shop rate. Pretty ideal. So like we're Gucci at that point. There's no point trying anything else. So changing no shows is really difficult. Fixing cancellations, it's only 6%. It's like there's not much you can do there. You're never going to get it to zero. But we can fix that. We can get that down to three. Let's see who rescheduled and why. Let's see if we can see a pattern going to close, find the leads, figure out who rescheduled, figure out the reasons why and if they rebooked. Because if, if, if five of them rebooked, it's like, all right, well let's, let's chase that dragon to see how far it goes, you know, I mean, and then figure out like of those people who rebook who show up. And then so it's like, then we can figure out if of let's say we had 50 people rebook and 48 of them no showed, there is no more reschedule, There is just cancel, right? Then from there we, then we try and fix the cancellations by like again putting in why are they canceling? And then seeing if we can figure out a reason and if we can boil it down to like one thing or like the most common thing, maybe it's like, saw your prices on Reddit, right? No, thank you. Okay, so now we're like, all right, cool. That doesn't mean they can't afford it. That just means they don't see the value. But they haven't spoken to anybody yet. So let's hire a Reddit team to take down every single mention of us. Easy done. Can have it done in a week. So now like I'm problem solving a sales issue by hiring a Reddit team. Or we could around and try and change our script a thousand times a month, right? Based on just looking at this one number of like 50% show up. You know what I mean? Stupid, right? So we gotta figure out what that means and figure out how we, how we work it. There's a lot more that you could look into, but that's a pretty good Starting point in terms of, like, problem solving this. But you can also see how, like, you can't make any changes without knowing it. And then from there, like, if you just go, like, all right, cool. All we're gonna do is focus on bringing the reschedule rate down from 12% to 6%. That's all we're going to focus on. And then we just change one thing. The first thing would be, like, if we're not collecting reasons why, let's collect reasons why. You know, that'd be the first thing. Let that run for a week, then look at it again. Then from there we go, okay, cool. Now that we know the reasons why, let's see if we can pick one of them that we think we can solve. Or we'd have a look and go, when are they getting the messages that where they can reschedule? Are they rescheduling a day out? 12 hours, 6 hours, 3 hours, 1 hour? Where are they rescheduling? What happens if we take out the rescheduling option on the most common one where they reschedule? What happens?

I don't know.

Let's try it. Oh, look, rescheduling is going down by half. Well, that's weird. You know what I mean? But, like, we didn't take out all of them. We just took it out of the one where they. They do it most of the time. So, like, that's a really small thing that we can change because that would have a potentially significant output because we went down the rabbit hole far enough to figure out what the actual, like, variables that we can change are. And then from there we try and change the things that have the least amount of, like, boat rocking. Because I can change your script, but then, like, how do I know the consistency in which you do the new change? So then we go, we started to have a look at some people, we started filtering some things in close to try and get some of this info. But let's have a look at sales calls first of all. Any questions on that?

Yeah.

So it's like when you guys are trying to problem solve your own sales, you know, you go, oh, half of them don't turn up. Cool story, bro. Like, I don't know how to fix that. And then it's like, instead of looking at it from like a. Well, like, what could be the reasons? And then having. You have to have the patience to try and deep dive far enough to where you think you found one thing that could have a pretty decent increase if it was fixed. Just one thing. Like this, we can try and fix no shows, cancellations and reschedules, or we can just try and take reschedules from 6 to 3, which gives us a 75% show up rate. Let's see if that maintains with higher volume. See, but I would only change one thing. If you change two, one might have a positive, one might have negative, and then all of a sudden you're at neutral. Like, that's why you got to do it slowly and consistently.

Right.

Okay. So we can get a bit more of that data. And I think Laura knows what she has to go and do in order to figure some of that out. Okay, so we got Strat calls. Okay. 50 book 24 attended. Jesus, that's a high. Now client cancellation. Fuck's going on?

Client.

What's admin reschedule that. You like bumping them because you run late.

No admin reschedule this. Just my numbers. I don't.

It's yours.

I don't know. Yeah. Oh, yeah. Those would be people that are like, hey, you know, can I reschedule? I figure out a time where I can still click the reschedule thing. And if I haven't rescheduled them, if they've asked to do it, I haven't done it by the end of the day, I just put them as cancel because they're not actually rescheduled. So those. I usually put those under client cancellations as well. So they're.

Yeah.

Sometimes there are people that, like, they request a reschedule. They haven't just, like, clicked the cancel button.

Yeah.

How many books straight to Strat?

Yes, I was just looking at that. It was only a handful of right at the start of June. So it looks like 1, 2, 3, 4, I believe. How many showed of those that were booked directly to Strat? Oh, none of them.

Sweet.

Actually, it was five. One of them showed and she was deeply unqualified.

This is actually 45.

That's just me glancing at my calendar. But that should be. That should be right.

And they wouldn't have been marked as no shows. Or were they all cancellations?

No, I. Well, I will. I can tell you. Give me one sec. I think, like, most of the time, I'll cancel them ahead of time.

Like if you or them.

Me, like if they're not.

If.

I've reached out a ton of different times.

You only had two advent cancels, though, last month.

Oh, okay. There you go. Yeah. No, this must have been a no show then. Yeah, yeah, no show.

How many?

And that's one. At least one and then this one was. Well, she requested to. Yeah. So that would have been a cancellation because she didn't physically reschedule. So, yeah, I put her as cancel. Never rescheduled.

Is that an admin or a prospect?

I put it that would have been client cancellation and then another client cancellation.

That's it. Two no shows, two cancels.

Right, yeah.

So now we've got. Now we've only got one no show. We've got nine. No, no, it's one more. It must be one reschedule or something.

Yeah, I thought there was one more. So I think it's this woman here. Let me just quickly grab her and close IO. She's great. And then that was a. Like, she requested to reschedule, but never.

So client cancel schedule.

So. Yeah, client cancel.

Interesting. So we're going to remove all those because they are from a different sales process. So we can't accurately assess them because we're trying to assess the efficacy of the implementation of the triage.

Right.

So as we can see, though, one showed that they buy another. Deeply unqualified.

Right.

Deeply, deeply equal. So, and then how many sales have we make? We made seven sales and 11 deposits. Is that plus.

Just trying to look at here, that.

18 or some of those deposits become sales.

Yeah, some of them become sales. But I don't. I don't have a way to like decipher which one, which. I was trying to look at my numbers. I mean, you know, most of the sales, I know this is feeling not data, but most of the sales are like on the call. The deposits typically take a fair while to turn into sales. Unless it's just like a, you know, give me do tomorrow so I've got more available and then it's an active actual sale. Like, yeah, they're pretty.

So was it. Was it three that you got through financing? Three of the seven, or you sent three deals and how many of those came through?

I would have sent three to Finance. And then in June, I couldn't tell you without looking at Slack whether they were, whether they came through. We are recording now deals closed by finance manager, but that wasn't being recorded at this time.

Yeah, so, like, as we can see, we're probably just missing some things here to give a little bit more context. Like, it's really tough now to go like, well, okay, so we had seven sales. How many came from finance, came from deposit. Is there a crossover in the people who. Here, like, did all those three people who got sent to finance also give a deposit? And they're Running under now. So now you've got two sales that were also sent to finance that are also deposits. You know what I mean? Now it says deposits taken, deals closed. I don't know what that is talking about.

Oh, the deals closed would probably be the deals closed by the finance manager number. Maybe we were tracking that last year month, so.

Or it wasn't being tracked but it is now.

Yeah.

And so the it just changes.

I don't remember it being tracked in June. I think it's pretty recent.

Yeah.

Sweet. So we have to get like probably a little bit more information or a little bit clearer on how we display the info. I think is what I'm seeing here. Because like it's not. We're going to have to start deep diving individuals like now we have to bring up all the sales. Like that's the only option that we have now is let's bring up all the sales and then I would like to see the time. So let's bring up the sales in closer.

Yeah.

Okay.

So I want to see like is it worth taking deposits?

Most of those people I took deposits from like they'll broke as it was like going to find the funds and it was like finding the funds to like do payment one of 2.0 because they've got terrible credit. Like.

Yeah.

I just wanted to get money off people because it made me feel like I did my job, that's fair and hopefully help them.

So that brings us to an interesting point. So we had 29 triages taken and we had 22 passed through to strat call.

Right.

So I mean that's a. Again, it's weird. We had the same issue when we're looking at the data last time.

Right.

Where's only there's three. So we got 25. So we're missing 25 calls. But you know what it is? It's because we need to go back further. It's because some of the people that write that booked like they booked the week before.

Yeah.

And they were in. So this isn't going off created. This is completed, I assume.

Yeah. And then I mean I have my like written data too.

Yeah.

So we're going off like there's created. Because the last week of May might have been quite big in booking reschedules, whatever. But it's all right. We've still got data sets so we can, we can use them because they create rules, you know, I mean so we've got this. But what we can look from this is we go no show is not a problem. Don't worry about it. Don't have a no show issue at all. According to this data, what we do have, we have an admin cancel. Admin reschedule. Sorry, Client cancel. Cancel, reschedule.

Right.

That's 16, 17, 20, 21, 22, 22. Hey look, it works out. Hey look. 45, 23.

Hey.

So the two biggest things are client cancel and client reschedule. So what I would say is what we need to do is why and why and where in the process. By that I mean, how close?

Most of it, because I think we've disabled them being able to reschedule strats themselves. So they're all like, you know, manually texting, like the. Mainly manually text through, like, hey, Laura, you know, sorry, can I have to reschedule.

Yeah.

And then a lot of those cancels, if I didn't cancel them, like they would have then been in like no show.

Yep, that's fair. That brings up a problem where like we're now not able to accurately assess if we have a no show issue because we're preemptively canceling all of them. So really what we should do is just mark it as a free spot.

Okay. Yeah.

Right.

Yep.

Yeah.

And then mark them as a no show.

Yeah.

Okay. Yeah.

And if they do randomly show up, be like, hey, we didn't think you're going to show up because you didn't respond to anything. And someone's you're already on another call. I'll give you a call as soon as I finish this to reschedule. Really apologize for the inconvenience. We did send you 17 different communications occasions, so. And then from there just like tell sai hey cycle or like tell one of the guys like in Slack, hey, I've got someone. Can I live transfer to a different zoom and then just have go for it. You know what I mean? So that's all you can do. Most of the guys are on slack, so it's like you can just ping people set smart as free and then no show. Then we know how many are actually now we're like trying to solve problems we don't have. We might not have a cancellation problem. We might have a no show problem. Oh, we don't know. Either way, the reschedules again are something that we can go after. Right. Depending on like where they're happening. Are they happening through schedule once if not having through text, if so when and how far out, like are they always happening 24 hours prior? They're always happening 12 hours prior. If so if they're always happening consistently like within on that 12 hour or three hour mark.

Right.

Like when that text goes out at six hours. Let's send them some testimonials.

Right.

Let's build some confidence. Let's do some.

Right.

But I don't know the answer yet. So we got to find that out. Contract. So 29% close rate. Solid.

Right.

Happy with that. Not going to kick it out of bed. Lead to sale 14%. Not bad.

Right.

You can see the leakage though. Like you can see the leakage like where it's happening. Like you can see it the whole way through. Like this trash, these ads. Trash.

Right.

Cut them out, have it all go through this process and this process and you've probably got double the sales.

Yeah. Because even like the triage, triage is booked from DMs. They typically have a really like a pretty good show. Like they have a better show rate for sure than people that are self booking. So even the fact that we just record, you know, I obviously put lead and lead info in my notes but in this thing it like groups them all together.

Yeah.

Kind of makes it look like, well maybe we have a no show problem. But I suppose then at that point you like dive in to separate. Well one of the lead sources have a greater. We know that but like makes sense that that's what you would do then. I guess what I'm appreciating about this is probably two things. I don't know if anybody else here. I know that I'm guilty of it. I make decisions even about myself based on how I feel. But then when Matt encouraged me to just like start tracking my data, I was kind of like the time that I was like, oh, I'm actually not as bad at sales as I was starting to think that I am. You know, when I was recording even the objections, it was like, oh, okay. Logistical money. Logistical. Okay. Right. So like I found that helpful. And then also just thinking differently about the data of like all right, cool. You know, how can I resolve that, that issue rather than just kind of, I don't know, running through the motions.

Yeah.

And like if you go through like say seventh level, seventh levels data, like, I mean it's like you get this like huge data set and you start getting like starts. Things become like more obvious.

You want me to bring up the sales from June?

Yeah, bring up the seven sales. This is all front end new stuff. So we had 1884 strats. 919 attended. No shows. 312 kind cancellations of 124. So, like, when you look at that, you're like, that's not actually a huge no show issue. That's a issue combined with that right now that admin cancellation could be slowing down that number.

Right.

Of the no shows, like, how many of those admin cancels would have no showed? And again, the guys probably have this. But, like, I don't know what they mean. Like, how do we define that? Do you guys know how to. Like, how do you define an admin cancellation, Scotty?

Yeah, so I have admin cancellation as like, we booted them out and then no show is like, well, they haven't been responsive.

So we.

And they were going to no show.

Yeah, effectively. So then no show I put is like, they've confirmed, saying, like, I'm really excited for the call, and they just haven't showed up. So that's how I've been doing it.

Is everybody doing the exact same thing?

I assume so. I thought that was just kind of like John.

Yeah. So I do admin cancellation. If they're like, yeah, they either haven't done the homework, which is I get very low admin cancellation, or unless they're also like, for example, like, the other day I put in one admin cancellation because the dude literally showed up and was just like, oh, I want to see how long my coaching's gone for.

Okay, so what do you put as admin reschedule then? If they show up and they haven't done the homework?

Yeah, that's. That's what I do. But I don't do admin cancellation if they haven't done that. I do reschedule.

Yeah.

Or like, if they're driving in the car, then I'll be like, admin reschedule.

I think we can all agree that we don't have a standardized version of what that is.

Yeah.

Definition of these, which means that that number means absolutely nothing.

Yeah.

SOP for how to actually, like, what these clear, like, clearly defining exactly what each one of these data sets is.

Exactly.

Is it in the close IO sop.

I got like, a calendar like, like, coloring that Kyle sent out, so you can look at it from a snapshot of, like, moving forward, who's confirmed, who hasn't, like, who was a. Who was an admin reschedule. Who Prospect reschedule.

Admin cancellation for me as well is if they don't respond. Like, if they're not responding. Yeah, well, that's what. That's mainly what it is.

So it's. I think we need to sort of define those things a little bit better or if they are defined, then re educate.

Right.

So right. These things happen. Do you know what I mean? So, okay, so you can go through and you can start to have a look at like where like close rate 31 is good. Like we have a high volume, a good close rate. I would want to see if that close rate includes the deposits. Deposit. Well, I did copy. Right. 3855 deposits. Something's I ain't right. Anyway, shop rate, reschedule contract.

Here we go.

Trying to work out how to filter the sales by date.

I got no idea with that.

Current status is one. One by follow one by finance team. I'm lead owner. I can't find anything that like it became X status between X date and next date.

If you go into opportunity.

Yeah.

And then do date of date, date updated and then do one and then choose the range.

That should work and go one.

Yeah.

Like one as in like W O N like you won the opportunity.

Yeah. It doesn't. It's giving me. Find the latest status change where and I can pick a date.

Yo, Marco.

Yeah. It doesn't bring up.

Hey man. So I'm going through and I'm diving deep into the deep in the matrix. This is like deep, deep, deep. Like analytical analysis.

Yeah.

So I'll sort of take you through.

Right.

So I was having a look at Laura's data before. Then I just brought up seventh levels just to kind of like give a little bit of a juxtaposition. And it's interesting, right. We're coming up with a few good things. So first of all we're problem solving the sales. One of the issues that I'm seeing is like I think that there's an issue with setting in stone the particular verbiage that we're using for different things.

Right.

Like follow up triage. You know what I mean? Referral triage. Like I can kind of understand that. But how does that relate back to this number, the 57. Do you know what I mean? Like are things being double counted or not counted In a Data set of 57, 5 is a big difference. It's like 10%.

We did fix that one, just so you know. So follow up is clear as booked from us following backup. Okay. So it's called booked from us following up.

Yeah.

So they're rebookings from previous cancellations.

Yeah. So up top now you find the activity and at the bottom you will find the tag. For example, you see zero referrals, triages. It means she hasn't done any referral. Yeah, she hasn't produced any referral. Triage.

Yeah.

Cool. And is that. Is this data booked in the month, created in the month or completed in the month?

This data is booked, booked and created in the month. That means that if you book on the 31st, you are, you belong on the 31st data. And it gets reconciliated by backtracking.

Yeah. Which is why like this number of the 22 past the sales call is always vastly different.

Yeah. And we know that.

Yeah, Sweet. I was just trying to set the rules. So implementation call for this month was all from the top 50 ads. This is last month. And the triages are all from dm.

Yes. For red. That's fairly accurate. Yes.

Yep.

Sweet. So implementation, we had 12, 24 total. 12 show up. Now we don't know anything else because we. Yeah, for the implementation because it looks like we don't have no shows, reschedules, cancellations.

No, we, the implementation, we only record like showed and like pass through.

So that makes it hard to problem solve. But suspected is like a no show cancellation issue. But we can inspect that. So let's go to the triage of something we can affect. 52 unique. I took out the five, made it 52 out of 50, 57 because I wasn't sure how much crossover there was.

There's 50 is 52 from like DMS and 5 from follow ups.

Okay, perfect. So let's just say it's 52. We had six no shows, three cancels and six reschedules. So my thought process when I was going through is no, shows are really hard to fix. Cancellations are really hard to fix. But also like there's only three of them. I would go after reschedules. Yeah.

And also there is a data in the seventh level us, which it tells you sales made by reschedules because that's what we were looking last month. So we at seventh level close 80%. That was for the data. When I was in Miami, we were looking at data the month before. So I guess the month before last month we close 80% of the people that reschedule and get in the calendar now for it. I don't know for Parpo.

So that was one of the things that I thought we should look at. First of all, who rescheduled? How many actually, actually rescheduled, like from the people who asked for reschedules. How many ended up doing it?

Yeah, there is a way of doing it.

Yeah, you can find it in close.

No, no, this one pulls it for You. There's a way of doing it. You gotta let the chief technology Officer, which is Anthony.

Yeah.

Let it speak. But we look at that data. Yeah, we do look at that.

And what I would look for is, like, if we know the reasons why.

Yeah.

But the next layer that I would look at is, is there a particular message reminder that coincides with the time that they reschedule?

Yeah, I can give you the data on that one. So the reschedule. The main reason of rescheduling, and we do know that by two weeks of data for as much as we go, is I got a sales call right now in my calendar and I didn't know. Or hey, I had an appointment, I forgot and I can't show up. That's the only reason why people don't show up.

And we're sending out reminder texts.

Right.

Like I'm assuming 2412, 6, 3, whatever, same as that. Yeah.

And then I send. I send it out. I send them out personally as well. I message them when they book in.

Yeah.

And then I try to get, you know, what do you sell? And then I do a day off.

So if there's. Let's say there's five reminders.

Right.

Sent out. Let's just say that.

Right.

I don't know what it is, but five reminders, what is the. Like, what's the percentage? Like. Because if I got four reminders and like on the third one I texted into reschedule. So the way that we would pull that it was we would look at like, what's the. What's the most common. Not the average. What's the most common time before call that people try to reschedule.

Yeah. For this one, for red. I don't know. For some flavor is the second message that we went to change. Because that was the problem that where people were used to get like responsive.

Yeah.

We change it. So we took off the.

So see how guys. It's exactly what I said we would do. Just trying to teach them how to look at things differently going down until you find like the easiest source thing to change.

And also keep in mind, this is for everybody here. Like this line of thoughts Matt teaches to me. So it's easy that I answer half of the things that he say on the fly. Like, I know what I'm looking at. But for example, the sunflower. The biggest difference they're reducing or show was to not send them the thank you page with a lot of testimonial. Just send them one testimonial, industry specific.

And that Works because it's not overwhelming. Yeah, right, cool. So that's good. So we can figure that out. Okay. So also during, during this period there were five that were booked to Strat book straight for Strat, but it was two no shows, three cancellations and one reschedule.

Yeah. So those five were all I look at this data on the whipping last week or the week before. So those fives were all booked from dm. Since then we told Laura and Laura, you can tell that to restrict them the qualification. Now what I did though is from the funnel they're coming into a 60 minutes and from the other side they're coming 50 minutes. There was up on the stack but now seems to be fixed.

Okay, awesome. So we had 45 booked essentially because I'm removing those because I just want to see the efficacy of the ones from triage as an implementation.

Right.

One no show. Great. But I think one of the things is that and I think that they're doing the same thing on seventh level is if we client. If we client can't like admin cancel or client cancel, like I don't think we're actually able to see if we have a no show problem because now we're masking the no show problem with if. If they're unresponsive, we cancel them.

I got the data for that.

All right.

So I looked into client cancellation and no shows. So what I did, I got Ace to survey everybody that canceled and that was some flavor the month, the week before I was in Miami for all the month. So he went through 50 calls. Right. So they know the price. So as you tight the qualification those what they do is more research. Yeah, they do research and they cancel. So there is a fine line between funneling down really hard because you're in using by asking the question if there was way and possibly help you out, would you be in a position to invest in yourself? The correlation is well depends. The people that say well depends they go on the website and search so they don't walk into the cage of the lion. That's what I'm based on. Me doing my own data and me doing my own research is what I came up with. Yeah, but the same flavor purple on the other side. Like you can't not qualify people because the currency is time. So you're in this debacle.

Yeah. I think one of the issues is though like if we're client like I think it's the nomenclature. Right. So I think the right process is if they don't confirm then we should cancel them. But I think we have to let it run to see if they no show. Like so still booking over the top.

Right.

And still do the same process. But if we declare that an admin cancellation.

Right.

It's almost like then we're going to end up like reducing our no shows. But not actually reducing our no shows.

Yeah.

Because those people would no show anyway. Or maybe they wouldn't. But like most of them will no show anyway. So it's like now we end up on this like data set like having a massive reduction in no shows going. Hey guys, look. Hey guys, look. We did it.

Right.

And then a huge increase in admin cancellations.

Right.

Which would have no showed anyway. So I think it makes it harder to read. And I asked Kevin and I asked Scotty, what's an admin cancellation? And I got two different answers.

Because like from their side of the coin, the only things that they do is they market as canceled.

All right.

My side of the coin is translate that data into visual data that we can see.

Yeah.

So if you go on. If you share your screen and you go on purple double thing.

Yeah.

Right. It will show you. So let's say go on last week, Matt.

All right.

44 shop rates. You have a 38. 38 people that are prosper to reschedule. 16 admin reschedule. So we rescheduling on people and 29 admin cancellations.

Okay.

So in base of that, like what we know on our side that we are canceling 1929 calls. That means that though the way we had in 29 no shoes. Yeah, right. So we know, we know that because like we can compare it. It's like, well, we wouldn't cancel it if we didn't not show it.

Yeah, yeah.

That's how it becomes like a clear data. It's like a score subtraction. So you subtract.

Yeah.

As long as we're like aware of the funny that that creates in the. In the actual data.

Yeah.

Now the issue is if someone like you were saying doesn't cancel and put it in close IO as cancel. If he puts it as follow up, whatever you want to call it, that creates a massive data issue. But I got Kyle barking on people about that.

It's almost like we have to have an admin cancel. Likely no show.

You don't get to distinguish either what type of cancellation it was. It's just canceled. It's not client cancellation or admin cancellation.

If you look up top, that is client cancellation. So it tells you which One are canceled by the client. So go up top map. So 2944. You see the 44.

Yeah.

Those are the clients canceling.

Yeah, those are them rescheduling them. Those are canceling themselves. Now do they do that through the links?

We do that through this once link schedule once feeds back into this.

Yeah.

And you've looked at the common, most common message.

Yeah, I got an appointment most likely. I like things last minute things last minute things last minute.

Yeah.

Difficult things to fix or the cancellation, the client cancellation 1. A lot of them were and me and Anthony today we go through it because we go through every day is more is more likely. Oh, I'm not ready for this. Oh, I'm not ready for that. That's kind of tells me like, oh, that's what I told you, man. We gotta get the Reddit things out because people know.

All right.

So other ways what they get. Another problem that's from just from DMS is they got people sending them links with it costs 49 and they buy that and they cancel. I was like, are you bought 49? And after they come to us because hey, it's cool. It's like I bought any PQ 2.2. I was like, no you didn't. Oh yes I did. No you didn't. And after they bought the bootleg version.

How often does that happen?

Last month was acquired thing after we got Samurai Aido guys to delete a couple of of them that were fairly often coming up.

Yeah, they're deleting like, like at least 50 or 60 sites a month. The Russian one, they said don't even try.

They get Moto, whatever it is, gets voodoo, gets Vodo. That's it.

They said like, ah, it's Russian, bro. Nothing you can do.

Yeah, that's tough. So we look at that on a daily basis. Like I know we got a lot of feedback. Plus Laura, she's perfect because like we built a marketing campaign around what she wanted. Like the DSL was made just from feedback that she got from the start. Which is like those people, those chicks don't have goals. BSL mentioned you gotta have goals. They wouldn't qualify. We had the type form. Now the VSL's are about the NPQ structure rather than being mindset. Then nobody cares about it. So it's like you gotta work with them with time on changing things.

But yeah, awesome. I've got Laura looking into a couple of things. What she's going to do, she's going to grab. I told Mark, I told Anthony to Do the same thing. I want to know the average time it takes to make a sale for someone who actually buys. And then I want to know past that time, what's the chance of selling them?

Yeah, we need to know.

Do you want me to record that moving forward or do you want me to go back through the data?

If you have time to go back through like say 10, 15 sales. Because like my hunch is that you're closing everyone who you close in 45 minutes and if they take 46 minutes or longer, you got like a 2% chance.

Yeah, well, I mean, it won't take me long to go through all the sales, so I can do that if it's just right.

Laura. So do you know like in close IO when there is the form that populates right in the notes, just write time of time. And one thing is it will actually help a ton. Now I'm thinking about it when the leads was created. So if the lead is created on Tuesday and you sold it on Wednesday for me, like, okay, so yeah, that'll be huge.

Just while we're here, sorry, is there, is it possible we could get those people to put in maybe like, you know, what they sell in their, in their type form or something?

That's.

Yeah, I can do that.

That. Okay. Just be good luck. You know what industry and what do you sell?

It's like that's super easy. I'm, I'm doing. I'll do it right now.

Get their credit score and how much liquid they have.

No.

Man, keep in mind that I read there is $60 per call right now. Every person you get in the calendar there as anywhere in between 0 and 5. Now the qualified one are 110 because they're more likely. This is actually the VSR runs better on the red side than the purple one.

From the seven sales that you made last month, did you get them up and have a look at like what the lead source was?

Yeah, yeah. So now, interestingly so, only five are showing up in June. And I was like, why is that? So one of them was actually a sale for seventh level, but he came through. So I made him one in that close area. So he's not actually showing up in here. And I made him. Haven't made him one in here because I didn't want to mess up the data. But I'll see if with Berlin do it and you just delete it and then another one because I'm obviously Australia on my end of day form. I make it a day behind but in close, I'M not doing that. So she's actually showing up in July because I sold on the last month of June. So I'm thinking that I should do close IO a day before as well.

The one thing is I would say in terms of data there is always a variant of an accuracy which is 2%, right. It's like if you have a 50% show up rate. I'm not sure if 52% is like we're looking at the same thing, right? Yeah, Closing rate is different because 37 to 39 is different data. So for a specific map, like last starting this month she closed three out of the IG BioVSL, which is the new VSL that we got. And she grows, I think one or two from the top 50, which is the campaign we were still running from though that were created the last month. So they have like a 30 to 60 day nurturing.

Is that a lot longer that time to close that? Is it longer in red than what it is in purple?

Nah, they lead magnets. So the results. So you the way how I see it is 30, 60, 90 days, right? So you got those lead magnets, slash lead form. Takes like 60 days to get them in. Because the master classes are the catalyst of like converting them.

Right.

So that's why Laura, if you see the tags are top 50 master class and after sale, top 50 masterclass sell. So that speed up the what I worked on when I was in Miami, speeding up the process of connection across everybody.

Right.

So master classes speed up the process. So top 50 going from 90 to 60 days which is working. And BSL is direct ads. So VSL has a week. If you don't sell them in a week, they buy something else. So that's why you go to top of funnel, middle funnels and bottom funnels.

Want to know what's really interesting about those seven sales from Junemat? What really interesting? They were only one of them was closed on the call. I sent her straight to funding and they were able to like get it done like same day. Oh actually no, I did it myself. So yeah, she was financed and then all the other ones were like first one became a lead 6th of June strat call on 13th of June, took a deposit partner objection. And then like three days later she came on and then the next one was my God. This was a long follow up. She booked a discovery, became a lead 10th of May and like logistical money and then became a sale on 22nd of June.

And then this is where you, Laura, you need to be able to go like, for example, when I was selling, I was like, this many people will show up to a sales call. I'll close this many of them on that day, and then I'll close this many of them in 30, 60, 90 days. So like, that's good data. Like how many deposits convert? Like, you need to know that one because like, you know, sometimes it's worth taking deposits, sometimes it's not. But overall, like, if you have, you just have to know your conversion rate and then from there you track the ones that do convert, have a look at the life cycle of that person, and then try and replicate like the process that works the best. You got to know, like sales PIFs, three pay finance deposits. The ones that like book a follow up call, how many follow calls it takes. If you know all that stuff, then you know like, what the input has to be to get the output, because the output will work out over a quarter. You're like, okay, how many sales I want to make each quarter? I want to make 100 sales a quarter. Cool. That's 33amonth. All right, cool. Like, how do I start doing that.

For example, Just to give you an idea, right, Laura?