Raw Footage: Real Sales Training (No Edits)

Okey-dokey. Alrighty guys, so, uh, we're gonna go back and we're gonna redo, uh, we're gonna start the sort of, um, the objection component over again. All right, so what I'm gonna do today, because I don't know who was here last time, uh, but we're gonna be going over objections. Okay, so in— this is week 2, technically week 4, but week 2 of the 6-week, of the 6-week bonanza. Okay, and we're gonna be covering objections this week. So what I want you to do this week is I want you to focus on the objection handling course component. All right, we're gonna keep all of the questions locked into objection handling.

Okay.

So like, let's just— let's keep it tight, people. You start asking me about your sales process, okay? I am gonna be bringing in sales data, cool? Okay, but we're going to keep everything about objection handling this week. Okay, and then next week we're going to go through a different subject. We're going to go through scripting. Okay, so week one was foundations. So go back, go through that, go through the sales foundation course. Week two is objections. Week three is scripting. Okay, alrighty. So what I'm going to do today is I'm going to go through like objection handling 101, and I want to talk about the overall process of objections. If you guys do have questions about the specifics of what I'm saying at the time, feel free to ask. Again, as long as it's about the specifics of what I'm saying at the time, because if you have the question, maybe somebody else does as well. Okay, so it's always good to clarify. All right, but one of the first things we want to sort of set the scene is that there are certain things that are required or best practice in order to get the best possible kind of results or outcome from objection handling. The first is that we're gonna make the assumption that the way that you pitch Okay, you're going to pitch in terms of like you're going to pitch like the full price and you're not going to say things like payment plan financing available, stuff like that. The reason why we do that is because it makes it significantly more difficult in order to effectively objection handle if you're doing that right. You end up going down inane rabbit hole-based conversations, okay, which are quite kind of difficult because you've gone like, you know, it's $10,000, we have payment plans available, how do you want to proceed? And then from there they go like, Well, what are the payment plans, right? Like, that's not an objection, that's just a random question, and it doesn't really allow you to go through the process. Okay. So that's really important that we do that that way, because it puts us in a much better position to be able to handle objections. We're not looking to avoid objections, we are looking to get them. Okay. Now, if it's an objectionless close, fantastic. But what you don't want is an objectionless no-sale. Okay, so if you don't do things to try and bring out the concerns, then you'll never get the concern. The issue with never getting the concern is that you don't get a chance to overcome it. Okay, so like by trying to avoid them, you end up doing yourself a tremendous disservice and you make it far more difficult to actually make the sale because these concerns are there. They're totally fine. They're valid. They're normal. We don't need to run away from them. So we do want to make sure that we kind of like go in and like attack and get the concerns out from the prospect. Okay, so that's a really important concept. The next one is that we want to follow like the hierarchy of the objection handling matrix. Okay, so if you haven't got the matrix, it's in the course material. Okay, essentially what the matrix allows you to do, and it's the document that you should study the most if you are looking to get better at objection handling, which I think is probably why you're all here. Right? But the thought process of what objections to handle when and why and how is all explained in that document. But like the you don't just want to know what to say; you want to know why you're saying it and when to say it. Okay? So the hierarchy of objections is like is done in a matrix. That's why it's called that way, right? So you've got your logistical. And then you've got your more like— I called it fear. I do regret that, but it is what it is. I would say more like ethereal, ephemeral, right? It could be fear, it could be something else. Okay. But you've got like your straight logistical is always going to be more important than anything else. Okay. If you divert, okay, as a principle, and if you're like, if you start assuming people have like mindset issues, okay, that's going to be very detrimental to your ability to handle objections consistently. Because like the chances that that's what's going on is not that high, right? The chances are that one, you just didn't drive enough urgency, right? Two, your value proposition just wasn't there and you probably didn't handle the logistical concerns very well. Okay? Like that's more likely than them being afraid of making money, right? Or being afraid of losing weight. Okay? But the fear is a good coping mechanism for sales reps to use to justify why they don't close people, right? So it's like, I don't like that framework because it sort of allows it to be their problem and not your problem. And if it's not your problem, then you can't solve it, right? So if everything's on you, then you can make the solution, right? So it's just an easier way of being. Okay, so those are your 2 like sort of left and right categories. Then from top to bottom, because you can have these in both categories, okay, but we're looking for a system where we can create a hierarchy so that we can quickly identify which things we deal with and which things we don't. Okay? Because we cannot handle 2 objections at a time. And everyone, like, say that back to themselves. We cannot handle 2 objections at a time. Okay? Unless you're some sort of fucking wizard. Okay? Which none of us here are. You can't do that. So trying to is like an inane thing. It's just overly complex and not required. So we have our like left and right designator. Logistical is always more important than the fear. Okay, so we need to handle that first because we cannot handle a fear-based objection without handling the logistical. Okay. And if we go for fear first, we run the risk of beating people over the head with a mindset that before we even have a logistical conversation. And then that's just not that way. It's not that pleasant a way of doing it, especially if someone doesn't have a bad mindset. There is nothing more aggravating and gaslighting than yelling at someone they have a bad mindset when they just can't afford to do it. Okay, don't you have a bad mindset? I really don't. This is your problem. It's very— it's a very frustrating conversation and you will never get follow-up sales. Okay. And we're also going to go into like, how far is far enough? How do you maintain good quality objection handling while still being able to get follow-up sales but pushing hard enough, right? Because there's fine lines that you have to kind of learn. Okay, so you got left and right, then we got top to bottom. Okay, we've got money. Okay, and then we've got partner, and then we've got like timing, think about it, stuff like that. Okay, think about it is a, um, a throwaway because it's like, what do they want to think about? And then you get the objection. It's like, I want to think about the money, I want to think about the time, I want to think about Playing my partner, okay? Whatever it may be, but whatever it is they want to think about is like the actual concern, but it's like wrapped in this kind of more nebulous, you know, ephemeral type thing. Okay? So money is the most important. So if we look at that graph, right, money logistical is top left. It is the most important thing to handle. Okay? So when you're given like a shotgun blast of objections, you know, hey, this sounds really good. It's kind of want to go away, check my finances, make sure that my partner's on board, maybe check with the accountant. Then what do we do? Like get back in. 2 weeks. Could you send me all this over email? Maybe connect me with one of your clients, you know, and then from there, like, is that gonna be fine? Right? The answer to that is, money aside, do you feel like this could be the answer? Okay, so the moment I hear anything financial, I don't have to think about anything else they say. Okay, and this is an important skill set when it comes to objection handling. Is you have to like literally ignore everything else they say, throw it out of your brain, okay? And just focus on that one thing. Now all those other things can come up, okay? It doesn't mean that they won't, and this isn't some magic wizard like you know they will no longer give you objections type thing. What it is, it's a. It's a way of discerning and giving you a system that you can follow that gives you the best possible chance of handling the objections. Okay? Like, that's what we're doing here. So, and we want to avoid like having to do really complex if this, then that frameworks. We wanna avoid having to have it take a really long time. And we're not looking for the way to sell everyone here. Okay? If someone's selling you that, they're selling you snake oil. All right? So like, there is no system that handles everything with everybody. What I'm looking for is a system that gives me the highest chance of selling the most amount of people, which means like that way may put a percentage of the people off and not make the sale. Okay, that doesn't mean something doesn't work. Okay, like, and you have to sort of like realize that. Does that make sense? Right? So like, if I shoot a gun like this, and 8 times out of 10 it hits the center of the target, but it's guaranteed that 2 of them go way left, I don't really care because the 8 out of 10 is good for me. Right? But then you might make an— someone goes, oh, if you make this adjustment, you'll get those 2 back. But like what it will then affect the eight out of ten. Okay, so like we okay is that clear for everybody? Right, which is why like having a system and a process is important, and we're not this is where like discipline comes into play. Right, you know what I mean? It's like I need to do the thing. Okay, all right. So top left is money logistical. Okay, then from there you've got partner. And then you've got the time and the think about it. Okay. And you're going to deal with all of the logistical before you start going into any of the fear-based stuff. Okay. And then you've got like smokescreen in the objection handling thing, but like, I just think you can combine them because the smokescreen is like someone being too polite to tell you no. Right? Like, that's essentially what I've summed it up as more recently.

Okay.

So, um, We're gonna handle money logistical. Now, then we're gonna handle partner. Now, if they need to, like, if they're gonna— now we have to ask ourselves, if they have to go away and think about it, what are they gonna think about? Probably the money. If it's a timing issue, the timing is, is this a good time to spend the money? Okay, and if they wanna speak to their partner, their business partner, their husband, their wife, they wanna speak to them about spending the money. Okay, which is why the hierarchy is money. All right, so if you get— if you don't get a money objection, okay, if they say, I'd love to, like, it's not a bad idea to just do the money stuff anyway. Okay, if they, if they give you like, I just really kind of need to go away and make sure this is right for me, maybe speak to my partner, and yeah, I think like, you know, just really make sure that like everything like lines up at the moment, I'd be like, okay, money aside, do you feel like this could be the answer? The reason why I do that is because they might just go, no, no, the money all makes sense. Okay, so, you know, like one payment of $5,000 works in your current budget? Yes, it does. Okay, perfect. Like, how do you want to proceed? Yeah, I just really need to go away and speak to my partner and maybe need to do this, this, and this. Okay, and if your partner was here and they are on board? Okay. So I've very easily just gotten rid of— at least I know, because it's very— I cannot move forward Okay, without like the agreement upon a logistical money plan. Okay, which is why like it's not a bad default just to ask the question. Okay, to get it out of the way, because if it's not an issue, they'll just go, oh no, no, the money's fine. But what they'll probably do is go like, yes, and you go, why is that? Okay, we're going to go into that in a minute. Okay, but I want to be like really clear on like This is like, it's very important to like assess that you are like closing the door. There is, if someone's like, even if someone goes like, oh, I really need to do this, but I'm really scared, like straight away I would still go, money aside though, this could be the answer, right? Again, reason being is because like there is no progression without that locked in. And in terms of like a default, To where you can start to feel like you're in control of the process, because that's really important, right? You feel really confident and in control. It's not a bad default place to be. Is it like the ideal, most optimal? Maybe, maybe not. However, if it gets you into a place that you can start your objection handling process and you can start like whittling away those little things one by one, and you know that money door is closed, I know that they can do it, they can afford it. This is the exact plan. It works within their budget. Right? Because without those things, you cannot make the sale. All right? Sweet as? Okay, cool. Now I'm going to go into money specifically, okay? And I'm going to spend a bit of time on that, okay? The wording around money is very important, okay? So I say, money aside, do you feel like this could be the answer for you? What I am not saying is, if you had the money, would you do it? Okay, like that is a very different thing. Now I have said in the past, like if I give you a duffel bag with $5,000, I'll go through the use case for that. That's like a secondary thing. You wouldn't do that first. It's more of like if they don't understand what you're saying or they give you a weird answer, right? But money aside, this could be the answer for you. So what we want to do is we want to remove the transaction From the thought process. Okay, so I'm not saying if it was free. I'm not saying if you had the money, would you do it? Okay, because again, like, would you do it involves a transaction. Okay, so what I'm— what the point of my initial thing is that I want to put them into— I'm going to start the process of really digging deep on the value of the program itself. Right, and the ability to get the thing, whether it's solar, whatever it is, it doesn't matter. Okay, it's— we're going to reestablish the value of the specifics of the pitch and get them to tell us the most important thing. And then we're going to ask for detail as to why that is the most important thing. This is just reestablishing the fact that it works and why it works and what are the linchpins to them. And in their own words as to why this is important. Okay, so like that's what we're doing in this initial phase. Then, because I don't want a transaction to be involved in that, if I'm like, hey, you know, if you had the money, would you do it? It's a stupid question. Okay, so it's very specific. Okay, money aside, man, do you feel this could be the answer for you? Okay, so what we're doing is saying if the object— if that, that wasn't there, let's not worry about that. But would this actually be the answer? All right, then they go, yes. Okay, and then we immediately interject and we say, why is that? Okay, like it's an immediate interjection. All right, so yeah, why is that? Okay, generally speaking, if it starts with a positive, it might trail off to a negative. Yes, but. Okay, so when they give us a positive, we interject. Okay. If they start off with like what feels like more of a negative statement, you kind of want to let them roll because you don't want to interrupt a negative statement because like it's likely to go positive. Okay. However, when you interrupt like a thought like that in the middle, they don't resolve the thought. So you don't give them a chance to go positive. They'll just dig in on the negative.

Okay. Right.

Because we think and speak in real time. We don't think through our thoughts and then speak them. It's all happening at once. So if I'm like, yeah, like that, and I go, why? And go, well, then I immediately have to shift to justifying my position.

Okay?

Now if I go, I mean, I guess it could, like that, even that, I'm just like, why do you think it could though? Okay? Because again, I want them to justify it. Right now, if they start off with, it's expensive, right, which isn't— you didn't ask that question, but they might do anyway. Just let them roll with that, because if they go, it's expensive, but it seems pretty good, why is that? Okay, so I need to be disciplined here to let them kind of— to make sure that I'm doing the right thing. 9 times out of 10, it's a yes. It's just a no-brainer yes. If it's a no, like a hard no, you fucked up something spectacularly. Okay, so like I just would would cop that one on the chin and move on. Okay, so if money aside, you felt this could be the answer too.

Yes.

Why is that? Well, this, this, and this. Okay, then from there it's like you take one of the things. What is it about X specifically that you feel like is you know I guess you know kind of most beneficial or the key to the castle? Whatever it may be, it's just like what is it about that thing that they said?

Right?

That is really beneficial to them. Okay, then they're going to dig deeper on that, and then from there I go, okay, so what are some ways that we can come up with the funds to where you can get that? That thing they just said. Okay, so what are some ways we can come up with the funds to where we can get that? Okay, because like if they've said that this thing here is the linchpin. to them getting the success that they need, then it's like, well, how do you get that then? They're like, oh, and then they actually have to kind of think about it for a second. And then from there, they might come up with some ideas. You could go through some suggestions, or you can— that's when you can start offering like different payment options right now. You want to creep it down slowly. And if you have multiple options available to you, right, or if you don't have multiple options, this is where you might start to like drop sell if there's like a different feature-based set. Right? Like if you're selling a car, it's like, well, what if we, you know, remove the leather seats? Do you know what I mean? Like stuff like that, right? So there's usually— this is why you want to sort of pitch, you know, one of the higher possible options within what you think that they can do. But if you just pitch the lowest all the time, you can never roll the ball down the hill. If you pitch, you know what I mean? So you want the ability to roll the ball down the hill. Okay, so if you have like multiple things that you can add to make it more expensive, then you might pitch that one and then take some features out. If you have payment plans that gets more expensive to do over time, then you start off with like, let's say it's a 5-pay of $20, but it's a PIF of $15. I would pitch it at $20, not $15. Okay. The reason being is because I don't want to go, you know how you don't have enough money? It's more expensive for you. Okay, but if I pitch it at $20,000, get the buy-in, and then from there I go, hey, congratulations, if you pay it off in one go, you actually get like a— you get rewarded for that, right? Then maybe someone can do a 2-pay of 2 pays of $10,000. I take the $10,000, then go, hey, did I mention that you get a paid-in-full discount? They go, no. I go, oh, fuck, man, I'm so sorry. You actually get $5,000 off, so you save yourself $5,000 if you just paid it extra $5,000 today. Do you want to do that? Oh, fuck yeah. All right, sweet, dude, let's do that. Right, so like, that's how you get that stuff done. And so like, you wanna have the ability to roll the ball down the hill. And so that way, if I, let's say in that scenario, I can go, yeah, it's 2 payments of $10,000. They go, okay, sweet. I get them, you know, they go, uh, and I go, okay, it's, you know, 4 payments of $5,000. Right now, I know if 4 payments of $5,000 is my max, right? But at least now it hasn't become more expensive. Right, and then I can offer them a discount once they've signed or when they're like just about to, right? Like if they do a two-pay and it's a little bit cheaper or whatever, right? So this gives me a little more flexibility, and it means that I'd never get the objection, "I'll wait till I have the money to pay in full," because that objection is fucking difficult to overcome, right? It's really difficult, especially if like someone has a crazy. Type payment plan where like it's like vastly different, you know, like it's 10 if you pay in full and 20 over the course of the year or something like that. Like it's like the interest rate is outrageous. So it's like, well, I fucking— I'll just wait, man, you know? So I want to put myself in a position to where I avoid that eventuality. Okay. Which is why like I'm going to pitch without saying financing a payment plan. I'm going to pitch like an expensive version of it so that like When I space it out, it never becomes more expensive. Like I'm setting myself up to mitigate a lot of the issues that a lot of reps get. Okay, because they think that pitching it at 15 makes it easier to sell than if you pitch it at 20. There's no fucking difference. Right? It's easier to pitch it at the 20 and then drop it to payments of 20. It's significantly harder to pitch it at 15 and then make it payments that equal 20. They're gonna be like, hang on a fucking second, that's $5,000 more expensive. That's 25% interest rate, dude. Be like, yeah, is there anything you can do for me? You know what I mean? So you end up in these nebulous conversations. Okay, so now this is where you're gonna— so once you get into that, this is where you wanna like— you are looking for something more definitive. Sweetie, Summer. Oh, okay. I thought she was eating a cookie. She's not. All right. It's like the morning here. It's 8:25. I was like, no cookies in the morning. So, okay. I've tizzled out. Where was I? Okay. So once you get that sort of, okay, cool, like money aside, you feel this could be your answer?

Yes.

Why is that? Okay. What is it specifically? Okay. What is it about that that you feel like is most benefit to you?

Okay.

What are some ways that we can come up with the funds to where you can get X?

Okay.

If I broke it up, would that help? Okay. Or whatever version of that you can do. If we extend the payment plan, if we like— is that too much? Is there anything that like if we were able to drop that price, maybe remove some of the features that you like weren't like war winners for you, like would that help you out?

Yes.

Sweet. Okay, cool. We can do that if you'd like. Do you want to have that conversation?

Yes.

Okay, so it seems like you're kind of overcomplicating that little stage, but like, I want them to be involved in like that. If we had like— if I could break it up, would that help? Yes. Do you want to have that conversation? Yes. Hey, what we can do is X, and then I'm going to give them like the toupee, right? Or like the next bump down. I don't want to like drop again because I'm rolling the ball down the hill. I don't want to like just throw it at the bottom and then hope for the best, which a lot of people do. Okay, so it's like, all right, cool. The toupee. Then what you're doing is you're like reading them to see if you're going to keep dropping or what you're doing. If they go, uh, like, it's like, I could do a 3 if that would help. Oh, you could do that? Yes, I can.

Right.

All right, just make sure I'm on the right. All right, cool. Right, so you're looking for that and it's like, yes. Yes, like that would work. And we go, then what we do is we get super, super clear and we go, okay, so 3 payments of XYZ, you know, 30 days apart, whatever it may be, that works within your current budget. Now, if they then go, yeah, I would just need to speak to my partner, you ignore that entirely and you come back and you make sure that you get Affirmative response. Yes, that works within my budget. Okay, because there is no point moving on until you get that— those words. Like, there's zero point. Okay, so if you need to like stay in there and loop around, okay, like you might need a couple different ways of— it's like, hey, yeah, I understand that. But there's no point going to your partner unless we have this side sorted. So like, does that work within your current Budget. Yes.

Okay.

How do you want to proceed? Okay. We don't then ask for the partner.

Okay.

We didn't just go, how do you want to proceed? You never know. They might just go, yeah, I mean, let's do it. But they might just go, yeah, I just need to speak to my partner. Okay, cool, man. And then we just go through partner. Okay. So, and the whole time they might be referencing their partner. They might be, yes, but I have to speak to my partner. I could do that. But you just, you just deflect back and because you're going to deal with partner. But there is no way to deal with partner until you've dealt with money. Okay? Which is why, like, if someone gives me a partner off the bat, I'm gonna go, okay, but like money aside, do you feel like this could be the answer for you? Yes. And they go, no, the money's not an issue. I go, okay, so the $20 grand works in your current budget? Yes, it does. All right, and you feel like this is the best move for you? You feel like it'll work? Yes. All right, cool, what do you wanna do from here? I just wanna go and speak to the partner. Okay, man, if your partner was here and they were on the call and they had kind of all the context, do you feel like You know, they would think that this could work, which is another one of saying partner aside. Do you feel like this could be the answer for you?

Right?

It's the same question. Okay. It's not would you do it if your partner was here? Like, would you do it? It was like, do you feel like this could work? Okay. Go away. Alrighty. How do I stop iMessage on my phone? Quiet, gypsies. Mute you all. Hide alerts. Okay. All right. Um, okay, so that's like the basis. We have 15 minutes. That's the basis of like the objection handling hierarchy and then money. Okay, so now we're going to open it up to questions specifically and only, and I will just not answer the question and move on awkwardly. If it's not about these things, about like the objection handling process, like the thought process behind like money, sorry, behind fear, like logistical, and then like the hierarchy of how they go, right? Or the execution of the money itself. Questions? Or did I just fucking nail it? Jess. Hey, Matt, I just wanted to clarify. You said mindset issues that we put onto the prospect. What did you mean in regards to that? Because I wasn't quite sure. Yeah, so when we're dealing like a lot of like people want to deal with like fear-based reframes, right? They like that stuff because they find it fanciful and it sounds cool and like a core view. Whereas in reality, like a lot of the time it's just not that required. Sometimes I'm sure that it is. So a lot of reps default to like going to that stuff quickly for two reasons: one, because of what I just said, but two, because it gives you a very good coping mechanism as to why you didn't sell them because they had a bad mindset. Okay, like the the odds that the person has, the odds that the person seeing a problem in their life. And you're doing like, if you're doing like direct response advertising, that person is a low information buyer. Like there's someone who is like on the precipice and looking to solve their problem, right? So it's unlikely to be like a pure mindset issue that you do run into those things. However, it's just people handle them in ways where they go for like mindset first because it sounds fun and cool and they like doing those reframe shit. And then from there, like it is the ultimate get out of jail free card. So if you just realize that like no, there's a logistical barrier that a lot of people have to overcoming, right? Like we have to deal with the logistics of it first. We can get like I've sold people who have like you know they were scared to move forward, right? But you have to get the logistical underpinning correct first because they'll never overcome the fear without like the agreement upon. Like, this is how you're paying, this is when you're paying, these are the parts that you find beneficial. Like, they have to have that underpinning in order to move forward regardless. So we want to make sure that we deal with those first and foremost, and in our default process, we always handle those. And then if we have to get into the ephemeral, we can. But it's like, you'd be shocked at like how many— if you just did money logistical really well, You would overcome a lot of objections of people who can buy, right? And then we just have to be okay with some people not being able to buy, and it not necessarily just being a bad mindset; they just might not have enough money, right?

Thank you.

Clear? Awesome. All right, Todd.

Matt, appreciate the wisdom. Can you hear me?

I can.

Oh, perfect. Yeah, my question was in regards to, you know, the price pitch, and I hope this kind of goes aligned— this is aligned with the objections. So you said to pitch like the highest price first, but would you recommend pitching like just one option compared to, let's say, a payment plan right from the get-go? And let's say if the payment plan is even more expensive, To, like, if you split it in 2 or 3, it ends up being higher than the initial pitch. Like, how would you kind of work around that?

You pitch the highest. You pitch— I'm just— what's the highest payment plan that you have? Like, how many times can they split it up? 3, 5, 10? What is it?

2 or 3 or 4.

Okay, okay. So 4 would be the— would be the answer, right? So the 4-pay. You would pitch that price, but you wouldn't reference the 4-pay, right? If the— like, what's the 4-pay cost a lot?

Yeah, let's say $6,000. 1-pay is $5,000, 4-pay is $1,500 times 4.

Okay, so $6,000. Yep. So you'd say it's $6,000. How do you want to proceed? Right then, like, there's no fucking difference. Right? Like, let's be, let's be really clear. There's no fucking difference, right? In terms of like, if they're not going to buy it for $6,000, they're not going to buy it for $5,000, right? Like, you know what I mean? So, but you just pitch it to $6,000 and then you just go like, it's $6,000. How do you want to proceed? Then you can break it up, right? And then you can give them like surprise discounts. Oh, hey, they must have changed it. Now for the 2-pay, it's only this. Fantastic. You just got yourself a $500 discount. High five, buddy. Love your work. Right? So like they're going to be nothing but happy. It's like or or or you do the the bowler move, which is like you know what? They actually the the two pay actually used to be a little bit cheaper, right? And I've still got the old links. You seem like a fucking good dude. I'll do you. I'll do you a solid. I don't mind if the manager yells at me. And then you give it to them at the fucking other price. And now you're a fucking legend. You ask them for a referral, right? So like you know just pitch it to six.

Yeah. Gotcha. Cool. Thanks.

Easy peasy.

No worries. Tim and then Brennan.

Hey Matt, can you hear me?

Yes. Awesome, man.

So this might be more—

I have an ad agency and this might be more—

I'm not answering anything that isn't objections, just so you know. So is it about objections?

Yes, yes, yes.

Yeah.

Okay, sweet. So if someone says, Like towards the end of the call after the pitch, they said, oh, I talked to another agency and they're cheaper. That might be a presentation issue more than objection issue. You can just let me know.

Or it might just be they spoke to a different agency and they were cheaper, right? So you would want to uncover that within your sales process. Like before you started talking to me, you've been out there looking for ways to actually solve this problem. Yes, I had a talk with an agency last week. Okay. And what prevented you from moving forward with them?

Mm-hmm.

Well, they were too expensive. Okay. What do you mean too expensive? Like, could they not get the result? Right. So like, or like, you know what I mean? So you'd want to uncover that early. So that's a good lesson of like, like there are certain like, listen, you can sit there and argue about, you know, features, benefits and all that kind of stuff, you know, because like they're always going to be cheaper. Now, if they're better and cheaper, you're fucked. Like you should just be better, right? Like that's like, that's a problem. If they're the exact same and cheaper, That's a problem again. It's like I've been asked that before. How do I overcome someone who went with a competitor that's cheaper and better? I was like, you go work for the competitor. I don't understand the question. Like, you don't. They should go with a better option that's cheaper, right? So it's like you don't overcome that objection. And so those are the things that you want to handle very early and really make a conscious effort, especially when you're doing agency work and if they're shopping around. Right. So you want to find like what— because then in your pitch, you would— the thing that they don't have that you do becomes the emphasis, right, throughout the process. Like, oh, they don't have this. Oh, okay. What is it about that that you think is like the linchpin to you actually getting the results? And then you've— and then if you provide that thing, then that becomes like the thing that you talk about moving forward.

Right.

Perfect.

Thank you, Matt.

Awesome. No worries. Brendan? And then Jordan, and then I'm probably—

yeah. So Matt, question on the snowballing down. Like, what do you recommend on offers where they're really— it's PIF or nothing? There's really no— there's no other options. There's no flexibility. Like, they have the money or they don't.

Yeah, I mean, then like, it is what it is, you know what I mean? Then you're just gonna have to spend more time building the value, and you're probably gonna have to get better at farming people, right? Because if they don't have that money up front, Then they're gonna have to get creative, right? So you're gonna have to get good at using things like finding funding or Amex Blue, or depending on the price, like, what's the price point?

It's a 2-call. The first, you know, it's kind of an upsell. The first call is $1,495. It's a mold inspection service. So it's $1,495.

Yeah, yeah, I remember that. Yeah, right. I mean, I think for I think for like professional services, stuff like that, like especially, you know, I think that I'm assuming it's some sort of like deposit and then certain timeout from payment. It's, you know what I mean?

So—

Yeah, it's a 2-call system. The first call is $1,495. They go to the home, they do the onsite.

Yeah, I have a recollection of the conversation that we had.

Yeah.

Right. The second call is then another $5,000 to $7,000. So we don't wanna sell the first call without an understanding. Yeah.

I mean, like at the end of the day, it is what it is. Like you just gotta, like I would probably see what happens if you pitch it a little bit higher and then offer an incentive. So like, you know, what most SaaS companies do is like they have fees that they can specifically discount for speed, right? Like in Dialer, like we have joining fees and we require a joining fee because our onboarding is quite manually intensive, right? However, like, the rep has room to move on that if they really want to, if it's worth it to them, you know what I mean? And so, like, you know, um, like, you could just put in, you know, obviously speak to whoever you're talking to, but, you know, you, you, that this is where kind of like the action taker type discount stuff can do stuff, but I wouldn't frame it that way. I would just say things like, you know, listen, we do have an opening. because we had a cancellation. If you want, I can take it from, like you pitched it at $2K, but I can do it for $1,495 if you're able to kind of get in faster. You know what I mean? So you just try and, you always wanna have, you wanna try and create some incentives, right? You know what I mean? But that's like, you know, but if you're not allowed to do that, then it just is what it is. You have to really focus on driving more urgency throughout the call.

Yeah.

Like that's really just what it is. And then it's like, just pitch it confidently and go like, no, this is what the price is like. You know, and then go, and then if they go, okay, you still go through money aside, you feel this could be the answer. Why is that? Okay, cool. And then you're just going to focus more on that stage and you're just going to skip the part where you do the payment plan. Yeah. All right, cool. All right. This is the last one. Uh, Mr. Sims, how are you, buddy? Hey, pretty good. Look at you. You've grown up. You've grown up so much, buddy. Right. When I met you, you were just a young kid. How old were you when I met you? Like fucking 19?

I was, uh, 18.

18. What are you now, 19, 19 and a half?

Yeah, 20.

Uh, Jordan used to work for me for years, so you guys know.

Sniper.

Yeah, well, and Sevens.

Yeah, man. All right, I had a quick question because now I'm going into, going into roofing and, uh, definitely different than the high-ticket world. Uh, less from what I've gathered already, less like one, one-call closes and mindset reframes. So the one, the biggest one I anticipate getting is the, I'm gonna compare my options for, especially for the first company out there. And I guess I'm wondering at what point do I go, hey, do I go comparing your options aside? Do you feel like this could be the answer for you? I don't know if that makes sense. I guess I'm wondering what that process would look like and then kind of how to help them narrow it down and worst case follow up.

Yeah, I mean, I suppose like what you, what you wanna do is you wanna get them like Again, you want to make sure that you're getting that early.

Okay.

Like you want to— like, that should be a very distinct part of your process. And then from there, you want to find the thing that they're looking for. Okay. It's like, okay, so what's prevented you from moving forward?

Okay.

You know, and then it's like, okay, when you get the criteria met of XYZ, what are your— like, what do you do then? Do you then continue to look? Or like, how do you know that you're making the right move? And you want to get that early and then try and really establish like, okay, once you, once you find someone that ticks all the boxes, what do you do? Right. Again, so these are objections that are difficult to overcome. Now you have access to the top 50, right? So like the specific wording of how to deal with that is in there, right? Do you know what I mean? Like it is.

Yeah.

Like, you really want to try and avoid getting it because, like, they are difficult to overcome. So you want to have a lot of ammunition before you get it, knowing you're going to get it, like, every time.

Yeah.

And then from there, it's like, you know what I mean? Does that make sense? It's like, just stack the deck in your favor. Like, if so, like, if I know, like, if it's coming up to Christmas and you don't mention Christmas and someone says, well, I just wanna wait till next year, it's like, and you've done nothing to kind of combat that, then you're in a bad spot, right?

Mm-hmm.

But that's a you thing, you know what I mean? So in that ideal criteria phase, you know, 'cause they can look at 5,000 people, you know what I mean? They're never gonna know they made the right choice until after the fact. So what do you need to see from us to give you the confidence that you're actually like getting the right stuff? Are you looking for the cheapest? 'Cause remember, you only get like, you can get the cheapest, the fastest, right? Or the best, right? So if you want it really good and fast, it's gonna be expensive. If you don't mind it being fast but super slow, then you can go cheaper, right? You can only click 3 of the— 2 of the dots at a time.

Mm-hmm.

If you want the best, the fastest, you're going to get the most expensive. So what things are really valuable to you when it comes to choosing a roofing company?

Hmm.

Is it quality? Is it speed? Is it price? Because if you go cheap, you're gonna get potentially slow and great, but it might take 2 years to do your roof. Do you wanna have a tarp over your roof for 2 years? No? Okay. So what are your priorities? And then I can know if we're a right fit for you. 'Cause I just wanna make sure that there's no water in your house when it rains. I mean, that's a good look. Right. Yeah, I mean, so again, do the work first, and then when it comes up, you can then conversationally deal with it because you've already done the groundwork. Does that make sense?

How do you mean, like, conversationally work around it?

Like, hey, well, if you've already— if you've already gone over it, yeah, you're like, yeah, man, like, that makes sense. But like, how do you know? You could talk to 10 more people. I'm sure they're going to present a good argument. That's what they do for a job. But like, how do you know unless you do it? So do you want to get the— do you want to get it sorted now? Because like, or do you want to sort of like wait? Is this a now problem or a later problem? Do you know what I mean? And then hopefully the urgency that you've built, and then just go through the top 50 and like literally the exact wording's there. But it's very similar to what we just sort of spoke about in the pre-handle.

Yeah.

So I would really focus on like the pre-handle, and you've done enough salesing over the years. That once you have the ammunition, I don't think it will be particularly difficult.

Got it.

It's just doing it without the ammo is hard. Yeah.

Yeah, that's where I'm trying to figure out, like, what kind of ammunition do I need? Because there's a lot of educating that goes into it as well. Uh, Caden helped me a little bit.

I need to know exactly what they want to see in order to make a decision.

Yeah. And they, like, have no idea.

And then if you— and then walk them through the things that you do.

Yeah.

Right? You've done this before, mate.

Yeah.

Right?

I used to do it as you. Yeah, exactly. You're the only guy that's ever been in my DMs. Um, all right, all right guys, I hope that was helpful. I've gotta run. Okay, that was, uh, we got the next one tomorrow. Okay, next one's tomorrow. We're gonna be going more into partner and sort of timing type stuff, and then we're gonna be going through like think about it, fear reframe, stuff like that in the next one. Okay, all right guys, have a good one.