Learn to sell 10k plus over the phone

Hey.

Hey, bro.

Hey.

Is it? Hey, Marcos? Just Matt from Sales Sniper. Buddy, is now still an appropriate time to chat?

Yeah, yeah. You say Matt from Cell Sniper?

Yeah, man.

Okay.

Yeah, buddy. Hey, dude. Yeah, so you obviously booked on a call the other day about possibly getting some help with your sales and your processes and stuff like that. We have a. We have a. I think we have about a 30 minute call booked in. Are you still good for now?

Yeah, actually forgot, but yes. Yeah, I still forgot that time.

Forget? How could you forget, buddy? This is important. I should start off by asking, bro, like, have you, have you found what you're looking for in between sort of booking the call and now or are you still looking?

Not really. I haven't thought what I'm looking for yet. I had a similar call with another company, which is X, Y and Z. So I'm, I'm in the making of, you know, kind of see what's for me out there and what can kind of benefit me.

All right, man. I guess. Do you know what you're looking for exactly?

Yeah, yeah. We have a sales process which is target for it clients, but our conversion rate at the moment is not really, I would say where it's supposed to be. If that makes sense, Matt.

Yeah, that makes sense. And I suppose, like, what is it about, I guess, you know, the content or the advertising that you saw that kind of attracted your attention to actually book the call?

Yeah, because I saw that you, you guys, you guys specializing fitness now?

We do sort of the back. My background's in sort of fitness, so I do do a lot of that. But we specialize in, I guess, helping people sell high ticket packages.

But yeah, yeah, I know that, you know, people that done fitness in the past kind of have a good objection handling background. So I feel like that my team, the sales process that we have right now doesn't really kind of miss that part and. Oh well, my guys kind of need a little bit of a refresh on that if that kind of makes sense.

Okay, all right, that makes sense. And so like, what do you guys, what are you guys doing for, I guess like a, like a sales process.

Now we do a two way call. Okay.

Okay.

And yeah, pretty much you a goal. We got a couple of accounts and we're looking to kind of get higher conversion on that because that seems to be what's been holding me back to achieve, you know, high kind of revenue.

Revenue?

Yeah, yeah, yeah, revenue. Because I mean, right now we make 100k a month, but by calculating like higher or possibly, possibly High conversion rate of the sales team. I would say that 150 is in the bag really easy. Okay.

And that current process that you have, like with the two calls and I guess the few closes that you have and all that scripting, like, like how long have you been doing it that way?

Since day one. So we've been up and running for like say four years right now. And yeah, we pretty much haven't changed the process yet.

Okay.

And. Which used to work really well on the, on the start, but now I feel like that is maybe declining a little bit.

Okay. And I guess, like, what is it that caused you to do it that way specifically?

You know, I've done. I used to, I used to work for a sales company in the past and I kind of developed my own script and I passed on to my script to them. So it comes really from my personal experience, to answer your question.

Okay, so do you like, do you like the sales process you have now?

Well, I, I kind of do, but.

What do you like about it? Let's talk about the positives. What do you like?

I like it because I made it. So, you know, is it something that I do have? It's something that makes me proud.

That's why I like my kids.

Right.

You know, I made them. So.

Yeah, yeah, yeah. So it's that part. See, like I'm, I made it. So is something that I'm proud of. It can come from like 10 years of hard work, but yeah.

Okay, that makes sense. And I suppose. Okay, so you made it because you like it. Sorry. Okay, you like because you made it. But like, is there anything, I guess that you think works really well right now? I mean, you're making 100k a month, right. So it's not all doom and gloom.

I mean, it's difficult because if I were to tell you true, what I think is, yes, I made that kind of cell system, but it was like a sales system that I learned 10 years ago. And you know, maybe the way how marketing as you, as you might know, because, you know, I kind of show you marketing as well. Marketing changed. So I guess like, you know, changing that will put us on a high speed. So kind of changing. Yeah, changing that kind of script, you know.

But it's, it's, it's going fairly well for you and I suppose besides, I guess like, you know, changing the marketing, but in the sales process, is there anything that you would change if you could?

Yeah, the script itself, I guess is a little bit outdated. You know, I guess they, since times are changing. We need to be able to have a new kind of injection of fresh. Fresh ideas in the script.

Okay, and so how long do you feel like that's been a problem.

As I was telling you before, with declining? And that part of the last two years is being. Going from like 120 or 110 now to 100. So I want to try to fix it before it gets even worse than that.

Okay, so that. That, like, declining revenue, has that had an impact on. On your sales team?

Well, yeah, because, of course, you know, going from closing 6 out of 10 to going from 4 out of 10 now, it's making the guys feel like, is this still the job that I want to do? You know, I would. Sometimes sales guys can in a pretty bad. Yeah. It's difficult to get them out of there. So I'm pretty much worried for them as well. You know, like, get. Get them accountable. Keep them accountable.

Yeah. I mean, like, as a manager, sometimes you can feel like you have this, like, I guess, responsibility and. Sure. That everyone's doing things in a way that you feel confident with.

Right.

You know, because you sort of, you know, you're like baby birding everyone, so, you know, there's mouse to feed, so let's make sure they get fed.

Yeah, definitely.

I can empathize with that, man. I guess just so I can see the rationale behind why you might be looking to really, I guess, increase those sales conversions. But besides having the better scripting and the marketing, what's the main reason you really want to kind of, I guess, really streamline this process now instead of kind of doing it the way you've been doing it for the last three, four years?

Well, I would say more if you allow me to. Is that right now we're not. Since we've been declining, it kind of got me in a position where I feel a sense of insecurity. So it's like, is it next month gonna be from 100 to 90? Since last year was 110. Yeah. So the. The answer your question. Why the now is because I don't want to get to a point where I'm below the under K because I've been working for four years to get to that point.

Okay, and how many guys do you have on your team?

Six. Okay.

And how many sales are you making every month right now?

Well, let's say I can give you the analytic of last month, and that is like 30.

Okay. And what's the average sale value?

I don't do the math now. 3k around the 3k mark and I.

Suppose, like, how many sales would you, would you want to be making if you could?

I think there is a high chance to double on that because that conventional rate is below the 50%.

Okay.

Yeah, we got 30 sales where we go like 90 calls booked for six people in a month.

Okay. So potentially getting it up to like what, like 40, 45? Some of that.

Yeah, yeah, that would be, that would be okay. Okay, yeah, that would be an okay standpoint. That will bring me back to, you know, the other 20 under 10.

Okay. And I guess like before kind of talking to me, like, were you out there looking for ways to increase your sales conversions so that you can bring in more revenue and I guess have, have more security for your team?

Well, yeah, you know, I contact X, Y and Z company and we kind of have the same kind of code that we have with you. So we kind of evaluate the option there.

Okay. And I guess, like, I'm curious, man, like, what is it that kind of prevented you from going with good old xyz?

That's a good question. I guess is yes, they give us the script, but they don't give us the one on one. So. And I think since my guys are going down on morale and accountability, having someone that can kind of shake them off rather than just me, you know, because maybe they're attached to my script, that would definitely help. So that's, I guess, is what I'm looking for. Okay.

All right, well, let's just do this just to make sure that what we do would actually work for you. But besides the scripting and that individual training, like, I guess, like, what are you looking for in a coaching or training system? Like, like, like what would be the ideal criteria?

Yeah, I need someone that can lead my guys to really shake them off and give them a new option there for sale, a new script. They can adapt to them, they can be. Keep them accountable, can get them out of like a dark hole, you know, because sometimes when the morale goes down, they question themselves a lot. That's tv. Always ask guys, I've been there before, so I guess you've been there before that.

Okay, but like, I guess, like, why is it important to you now though?

Yeah, because if he's. I was under K last year, under K this year, I don't want him to hit 90k next year. That's not an option. So, you know, fixing the problem before it gets out of control, I guess that's one moment to say we want.

What do you mean it's not an option? Because it's always an option.

Well, I mean there has to be changed because you, you gotta fix the issue. I kind of see the issue because I got self experience, but I can't fix it on my own.

Okay, okay, that makes sense I suppose. You know, you're in sales, right? And like, like I'm in sales and.

So.

There'S an interesting, there's an interesting thing, right, that I, that I kind of hear a lot of people say and it's something that sounds good on the surface but isn't necessarily always a good thing to hear or say. And that's I will fix it no matter what. Right. And so I just like there are options. Like we've had four years of options and we've seen a steady decline. So like, you know, and I'm on team sales, right. Like I'm on team market. Like, you know, I think you guys can crush it and I think there's definitely some good ways. But like we've seen the steady decline over the last two years.

So.

So like I'm not super happy with your answer of like, well 90k is not an option because I hate to tell you man, it fucking is an option. Like, you know what I mean?

So I guess that's why I'm on the call.

Like why, like, like why is it important to you though? Like, like cause like 90k, 80k next month, 70k the month after that. Those are all options. Do you know what I mean? So say it's not an option. Like, like what's going to be like what's the catalyst of change that's going to stop you from being in the same, the same. I guess I don't want to say mindset, but that's probably the only way that I can like articulate it. Well, that's going to bring you out of the same mindset that you've had for the last two years. Like why, why is right now going to be different?

Yeah, because totally honest with you, if we decline, I don't seem like. Because right now we're losing money. Like the company is not profitable because the, the guys are not on commission, only they get bigger salary on top of it. Okay. You know, so I have to be able to kind of switch the gear because otherwise we close, we close doors. 100k is not where. Yeah. Is not the margin that I want to make. I'm afraid that if he goes down and I won't be able to pay that salary that I have to let people go. Yeah, that changed something. There, you know. Yeah.

You ever heard of the. I don't know. This is a random question. Are you religious?

Yes. Yes.

You ever heard of the term stewardship?

Yeah.

Yeah. That's kind of what I hear from you. Right. Like, you have a. Like a moral responsibility over the people that are under you. Yeah. Because the thing. The first thing that you said was different than the second thing, you know. So anyway, so I guess you sort of told me about the money and you'd mentioned you guys want to make more money. And I know that that's a byproduct of supporting your team, but, like, what's the ideal? Like, what's the ideal monthly income. Okay. And is that. Is that the ideal or is that, like, what you want to tell yourself is the ideal right now? Because anything else seems unattainable.

Well, the ideal. Yes. In basic calculation, will be under 50k. That will put me in a much better position than I am right now.

Okay, so with what you're doing now, how close are you to being able to get to 150k and staying there consistently?

Not even close.

Okay. And I suppose, like, what specifically is you think the biggest things that are holding you back.

In terms of systems? You mean in terms of. As a person. Well, as a. As a person is letting myself out, the fact that what I created is not working anymore. So I have to be able to kind of change that. And as a system is. Yeah. Finding. Descriptive. Finding someone that can give us a little bit of a fresh injection. Yeah.

You know, like, I don't feel like you have. You know, because if you bring on somebody, I think it's. I think that that could be something that needs to be addressed. Like, if you, if you bring somebody on. Right. And then they fix the issue. Like, you fix the issue, gentlemen. Like, if I. If I'm overweight and I hire a personal trainer, I've taken the action to do what I need to do to put myself in the best position to get the outcomes that I want. It doesn't mean that the personal trainer has done that. Like, I have done the work. If you bring in someone to help with your processes, you have done the work. You know what I mean? And it's a good manager and a good business owner that can see past themselves and go like, okay, I need to bring in expertise and script and skill sets, which is why you don't do all the sales. It's why you don't do all the admin. Do you know what I mean? Because, like, expertise is expertise, and you Know, so, like, I don't think you need to see it as like, get past yourself and, and be like, you know, I need to understand that what I wrote isn't working anymore because, like, you know, I can get a personal trainer to write me a program and if I do that same program for five years, like, it's not going to work. Like, like there has to be some variation. You know, it's just, it's just the nature of the beast. So, you know, I suppose, like, it's just kind of a different way of thinking. Does that make sense?

Yes. Is that, is that your advice on this?

I mean, it's not really advice, I guess, you know, I guess it's just some sage wisdom. So just take it. Just take it for what it is.

I definitely didn't see from this perspective. I definitely.

Yeah, I think, because I think, like, what I hear from you is that you have again, that stewardship over your guys. And I think that, you know, and you can correct me if I'm wrong, but it feels like you're, you're kind of possibly like you like being the leader, you know, I mean, I think, which I think is a good attribute and I think that that's a powerful attribute for someone to lead forward. But also what I don't want you to get is stuck in a trap saying that you have to be the guy who knows every answer because that person doesn't exist.

Right.

And I think that from an identity standpoint, as an effective leader, you can, you know, employ different people, consultants, and get the resources that you require and it's still you doing the leadership. Does that make sense?

Yeah, he does. He doesn't. See, I never seen from this kind of perspective, you know, I thought more about getting someone on board to get it from me, but I, that right now I feel like more to learn more rather than getting someone else, you know, like to learn more from someone else and to put it on my guys so I can go back and be a leader.

Yeah. And you bringing that person in, you know, it establishes that you're willing to do what it takes and find the expertise to get the people what they require to do the job they need to do. But let's just kind of go back to that 150k because I want to kind of be really clear on the goals here. Like, like, if we, if we are able to get, you know, if you, if you were able to hit that 150k per month, like, what would you do, I guess, like with that revenue?

Well, you Know I talk about it a lot and me and my wife, we were talking about it and we really want to buy a house, like a holiday house. And we had this plan for like in the past three years. And yeah, as I told you, the revenue went down so it kind of fell off the track there. So I guess like going back on track on putting the deposit down for that, that would be a huge milestone that I can see in front of me right now.

And so how much do you need for that for the deposit?

The house is 1.5 million. So I guess we need 150k up front plus 100 plus other 70. Right now we could be 180. So we're short of 60. There you go.

Okay, cool. And then what's your like what's your monthly. I guess if you're at 150k, what's your monthly profit in that? Like that you'd be able to take home.

For what I take home currently?

No, like if you're at 150, like what would be your take home?

I would say under 50amonth. I'll get definitely, definitely bring on like 650, $450,000 between the 450 to 650.

Okay, so what's that like? Okay, so around, around like 40, 40 to 50k a month. Yeah. Within two months you'd be, you'd be comfortably be able to save that so you can buy the holiday house.

Yeah.

And like I suppose being able to do that for you, for your wife and for yourself, like, I guess like what would that, what would that do for you personally? Because it's always important to have like a personal anchor on something.

Jesus. I'm like, you know, I'm a gold driven person and I felt like the will make me happy to go back on feeling that I come on track of my goal, you know, and I didn't really felt that way. Like I don't feel that way right now.

So you don't, you don't feel happy about that stuff right now?

Well, you know like when you were, I guess you, you mentioned your kids, so I guess you have a wife and when you kind of point a goal and you don't really achieve it, they kind of put a little bit of stress on you.

What do you, what do you mean by stress?

Well, there's two ways of stress. The stress on the business in terms of like, you know, are we going to be profitable? And the stress is stressful performance, which is like am I performing what I'm saying? I'm performing too. It's like, okay, let's buy a house in the next three years. And that is not deploying. So, you know, I'm not that kind of person. Okay.

And I guess, like, how long do you feel like that's been going on for.

For the past three years?

Do you. Has that had. Has that had an impact on you and your. And your family?

Yeah, definitely, I had. Because I hardly look at the budget anymore. Yeah, I. I feel afraid to look. What's the budget for that house? I feel definitely afraid because I know that it's. Nobody needs to be. We had the Under a K. We were on track to make to have that budget by now, and every time I open the account, it's always the same number, and that frustrates me a lot.

Okay, that makes sense. And I suppose, like, how would it be. How. How would it be different? Like, if you were making that money, I suppose, like, what would you do besides that house? Like, what would you do in your business that you. That you maybe can't do now?

I would say being happy. Overall, I forgot what that feels like.

Okay. And you know.

You know the feeling of. Sorry for interrupting. I think it's important you know what the feeling you have when you close a cell when the first cell is the first time. Yeah, I'm missing. I'm missing that feeling. So, you know, it's.

That's the part in your business. Like, are you, like. I know that you're, like, the head of it, but it's like, is it. I suppose. Is there anyone, like, Is there any other, like, partners that you. That you feel like, need this kind of help too, or are you, like, the main guy?

No, I've got the pencil.

The decision maker.

Mm.

Nice one.

All right.

And I suppose, like, you know, do you feel like it's time to start making some changes in that sales process so that you can get back to that 150k a month?

Yeah, definitely. That's why on the call, taking an action. Not taking action is not an option. There's gonna be an action. It's more likely what the program entails that can make me get an action. Because we gotta move forward somehow is how we want to move forward. It makes the sense.

Okay. But again, man, taking no action is always an option. You know what I mean? You know? So I guess, like, what do you. Like, what do you think happens over the next three, six, or even twelve months if you. If you don't do anything about this?

Well, we owe you. Go random and Say let's, let's see how this turns out and hope they get better. Which he won. Oh, we get someone and kind of fix, but yeah, we just gotta hope that gets better.

Are you willing to settle for hope?

I know that I'm like, I believe in God, but I thought it would be too much though. So much believing.

Okay, well, I guess whose choice is it whether or not you actually take the steps to get it fixed?

Yeah, I'm fully aware it's mine. I'm fully aware it's mine. But as a business owner, I gotta take the responsibility.

So I guess, are you sort of willing to, I guess, put some of that, you know, stuff aside that we've talked about and start to really bring in some processes so that you can create that revenue and actually be able to, you know, I guess, I guess like be that leader and be that guy that you kind of need to be.

Yeah, yeah, yeah. Something that I can commit to.

Okay, well, that'll, that'll make sense, man. I suppose there's anything else that I, that I need to know before we kind of move on.

Not really. I think he's a good job of kind of, you know, understanding situations is more likely to see what you guys have and see if we can go along.

Okay, well, I guess, man, like, based off what you've said, I think what we're doing might actually work for you. I think because you know how you said that you're kind of struggling like within your process and that you feel like your team doesn't have all the tools that they really need in order to close deals. And I guess your process just feels a little bit like, I guess a little bit outdated at the moment. Right. And I think he mentioned it was causing you like a tiny bit of stress. Is that right?

Yeah, yeah. I wouldn't call it A tiny bit is a lot of stress.

Okay, well that. Okay, that makes sense. And I suppose, well, like, I guess if you feel it's appropriate, what I can do is kind of take you through how we work, what we do and then, and then from there we can, we can see if it feels like a good idea to proceed. Would that be okay?

Yes, I'm kind of open to that. Yeah.

Okay, man. So I guess like you have six sales staff, so what we would do is a four month training program for $60,000. And for that, this is what we'd give you. So we'd give you one on one training for every single staff member. And we would do that to ensure that they're given the best tools to be the most successful possible so that they can stay within your organization and, and I guess be the salespeople that you need them to be to hit your financial goals. Right. The next thing we would do is redo all your scripts. The reason why we would do that is because we really need to dial in like a really positive form of scripting. And I guess just let me ask you a question. How did you feel about the process that we've gone through today?

No, it was really smooth. Like I, I kind of see a point that I didn't see before, so I can definitely see the value on that.

Okay, so that, that process that we've gone through is relatively similar to what I want to be able to teach your guys. So if you see value in that, then I'm glad because otherwise it just, just wouldn't align and I guess. Do you, do you feel like.

Do.

You feel like that would be. Be useful to your team to get that sort of scripting through?

Yeah, because mine is more an approach, like old school one, as you can know, like, like really going X, Y and Z, X, Y and Z, X, Y and Z. Like they say that we say that. So definitely this one is more like a dialogue one. And I guess. Yeah, yeah, I think it would be a good kind of. When I was talking before with you about, you know, fresh injection, I think that would be a good kind of injection.

Okay, perfect. And the next thing that we would do is I guess arm you as, as like the, the head of sales or the owner with the tools to be able to create like the culture that you think you need and give you some of the data management strategies in order to give your team the best opportunity to grow and be developed long term. Right. And that's going to ensure that you have your flock right, long term, that they're not kind of like offer hopping or you don't get good people and they get bored and stuff like that so that we can constantly develop them and create some plans. Does that make sense?

Yes, it does. Yes, it does.

And then the last thing we would do is really kind of inject culture by having team meeting schedules and by having somebody come through and by having some of the SOPs that we have for our system put into your system. And the reason why we do that is to really, again, give you and your team the best opportunity to be as successful as possible long term, but also create an environment people want to stay and they can grow internally, which means that you, you'll have to hire and all that kind of stuff. So, you know, we're trying to reduce your overall. We're trying to increase your overall profitability, not only through the high conversion rate and sales, but through a lack of turnover in staff. Does that make sense?

Yeah. Yes. Yes, it does. Yes, it does.

Okay. And that kind of process, that structure that I've laid out for you, does that feel like it could be the answer for what you're looking for?

Yeah, I'm thinking on it.

Okay. Is there anything in particular that you think would be of real use to you?

The 101, and you're talking about the culture and being a leader. They're kind of light.

Why do you feel that's so important right now?

Well, because you're right. Like, you know, let's say I get someone else to this and I don't become a leader. That I don't think. See, I don't think this one being beneficial in the long term. So I guess that's the main standpoint that kind of will put me on an edge to make a decision on this rather than the other company that I'm thinking of.

What do you. What do you mean by. By that? Like. Like, I'm sorry, I'm just a bit like, can you just be.

I.

Maybe I just didn't hear it correctly, but, like.

Yeah.

Can you just. Can you just sort of explain what you mean?

Yes, of course. So, as I was telling you, we got in touch with another company before, but. And I got in touch with you right now and I really enjoyed the conversation. That is more likely evaluating which one is the best for us at this stage, you know, And I really think that this one has the culture standpoint, which the other one does, and the one. One. The other one does. So. Yeah, I mean, just. Just needed to kind of think a second and see.

I suppose. Do you mind if I ask you a question? I don't want to kind of interrupt your thought process.

Yeah, yeah. No, no. Well, that would be. Yeah, go ahead.

Why did you start your business?

Because, of course, you know, I was a sales guy and I wanted to kind of bring it to the next level. I was capped on income. I was like, you know what? I can kind of transmit to other people what I like to do in life.

You're passionate about sales?

Yeah.

Yeah. And, like, because your team seems super important to you, right?

Why.

Why is that? Like, I know a lot of. A lot of. In a lot of organizations, man, salespeople are just treated like. Like barnyard animals, you know? Like milking like, like, like, like a dairy cows.

So, you know, the mini version of me, that's the way how I see them. So for being me version of me, I have the responsibility to keep. Keep them in a better mood possible. Why? And, well, because like, as I was telling you before, you know how a sales guy gets in a bad mood and he has bad life and everything turns to shit and after he quit. And I don't want that to happen to them. So I guess it's my responsibility to kind of put the edge on that, you know, and keep them accountable and go for it.

Okay, so just on a pure, like, don't worry about programs, don't worry about anything. Like, what do you feel you need to put yourself in the best position possible to be able to nurture and guide your staff in the best way that you can so that not only do are they successful, but you're successful. Like what do you think you need?

I just need to be a leader. Like you were saying, what do leaders.

Do.

In this scenario?

In general, what does a leader do?

Well, it does make decision in terms of like, because I can thinking just about in this kind of scenario. This of course is what I need to be able to see for become better. So is I need to be able to change, make a scenario and also step up a little bit and kind of. Yes, I know they are mini version of myself, but I had to be able to, to get them better than myself.

I just. Before we take this any further, like, if we come on like you're, you're gonna be expected to be more than what you are. Are you. Are you genuinely okay with being held to that higher standard?

Yeah. Why? Because I have to. I have no choice in that. There's no chance in that because I trust what you say, so I no choice in that because I know what doesn't mean not not doing it. I can kind of see what does it mean not doing it. So definitely.

Okay. All right, man. Like, I don't. To be honest, man, I don't really have anything else for you from here. What we would do and like, if you think it's appropriate, is we would go ahead and organize like a 30% down payment. We could do that with a Visa or a debit card. Then from there we go through, we organize your onboarding, I introduce you to my operations manager. We do staff introductions. We send you a rather large packet of information that we need to get because we really need to understand your product as well as what your sales staff do. Because we have to be able to chunk that information down into something that can really be digested easily.

So.

So that we do keep our sales staff, but also we can onboard if we need to, then from there, do some staff assessments and then start to kind of, I guess, take the steps to hold you and your staff to a higher standard. So, like, would that be appropriate? Or, like, how would you like to proceed from here?

Yeah. Yeah. I think we can definitely start. I can see the value in being a leader and seeing the other company that they don't really provide that. So I can definitely see this kind of what's the benefit in there? So I'm willing to start.

Okay, cool. Yada, yada, yada. Sweet.