Scripting Part 2: The Pitch

All right, guys, welcome to another episode of Coffee is for Closers. It's me and James here today. What are we talking about today, James?

We are talking about the pitch, part two of our. I forget the name of the last one we did. It's been a while.

Scripting, I think.

Scripting. That was it. Part 2 scripting.

Yeah, we went over the previous ones. So sit back, relax. Today, guys, listen. And we're going to take you through the good things that you might be doing, the bad things that you might be doing, and how to ensure that you do not overcook, undercook, or basically up the pitch.

Yeah, let's not screw the pooch here. Let's get it right.

If you listen to this podcast, you will make your first million within three years. I'm going to repeat that. You will make a million dollars within three years of the first episode. You listen to. We don't want pikers. We're not here to save the manatees. We're here to make podcasts. You really want this? You listen and review. Put that coffee down.

It's the. The biggest part of the sales call. Well, the part that counts. It really.

It really is the part that counts. Yeah, you can fuck up a sales call pretty badly if you pitch like a maniac. I think you're going to do. You're gonna. You're gonna. You're gonna be okay.

Yeah, absolutely.

But you can also, like, you can also roll sales call. You can ruin it. You know, I think you can recover from a lot of things except a.

Bad pitch in most cases, depending on.

Your school level, like, even really good. Objection handling. I don't think recovers from a really poorly delivered pitch. And by pitch, I know everyone's like, oh, we don't pitch. It's like. You fucking know what I mean? Like, let's just. Okay. It's okay. Like, we're not salespeople. We don't.

Okay, yeah, we're problem solvers. That pitch. You still pitch.

I get it. You still.

Presentation.

How about this? We soften it by saying your presentation face. Okay, Whatever you want to say. But the parts where you tell them what they get for their money when.

You present your product to. For them to make a decision on whether they would like to purchase that product.

Exactly, exactly. So, yeah, so we'll go over it. I think I have. I think I have. I'm like. I think I have a controversial view when it comes to the pitch that most people know about me, where I like to deliver the price and term at the top of the pitch rather than at the bottom. I think it solves many problems, James.

Yeah, well, I mean, it sells your problems in the way that you sell. You might not solve everyone's problems in the way that they sell because they don't sell like you, but for what you do, it's perfect.

I dare you.

I dare. I do.

Yeah. So the way that I like to present my pitch is I'll go through, like. Okay, well, James, based off what you told me, I think that what we do would actually work for you. So if it's okay with you, I'll take you through what we do, how we do it, and then into that, we can figure out if this is a good move for you. Does it sound good? Okay, perfect. All right. Perfect, man. So it's 15,000 for 12 weeks, and for that, this is what you get. Okay. So that's how I would start my pitch. Now, a lot of people would just go straight into, like, okay, so pillar one is this, pillar two, however, we're going to the pillar structure later. But the reason why I do price at the top, the top of the pitch, is because I just feel like it. It just gives you. It stops the awkwardness.

Yeah, because people are waiting for it.

People are just waiting for it. And, like, a lot of people say, oh, no, but you got to build the value. It's like, well, I've just spent 30 to 40 minutes trying to build value. I feel like at this stage, if you do a sales call right, the deliverables make almost no difference. So it's like, does it really matter what I tell them they get in? Pillar one, pillar two, pillar three, pillar four. Like, it doesn't really make a difference, I don't think, because that whole call should be like, you're the trusted advisor. If I tell you to go knit in a corner for 45 minutes a day, but your confidence is going to get you the result. What does it matter? So I might as well just go, like, price term, get that out of the way. And then essentially all the context is, these are the things that help solve the problem that you have that we've just gone over in detail as to, like, what the problem is, why it's a problem, how long it's been a problem, what impact the problem is having. We've gone over what a solution looks like for you and ideal criteria of which I've sort of hinted that that's what we do anyway. And then we go over, like, what is an emotional solution? Like, what does it do for you emotionally, what does it do for you? Tangibly so I feel like we've just done all the work. And then because whenever you p Price at the end, you go, okay, so do you feel like that can really help you? Do you feel like that can be the answer for you? And they're like, well, yeah, but like, what does it cost? That's what they always say. And they say in that way because, like, if it's $150,000. No, it doesn't fix my $10,000 problem. If it's $10,000, it fixed my $10,000 problem. Like so, you know, they just don't know.

Yeah, I think they're more receptive to the actual deliverables when they know the price because they're not thinking, oh, yeah, that sounds good, but what does it cost? The whole way through? You deliver that, then lose sight of things. But you also do something really interesting, which I picked up there is owl. I didn't pick it up there. I know you did it. I just. It reminded me in that pitch, you go to the full paid in full price first as opposed to offering payment plans. Why is that?

Because the black prince of Piff told me to. No, because it's easier to sell downhill than what it is uphill. If you, if you pitch $2,000 a month, you'll never get a Piff ever. Whereas, like, we got. We got a Pif today and one on Friday. Yeah, baby. You know, so if you pitch the PIF to people who have it, we'll just pay it to people who don't have it. We can drop to maybe a two pay, maybe three pay, maybe a four pay, maybe a 12 month payment plan. Who knows, right? But the goal, I think, of any salesperson should be to get the sale, but it should also the secondary goal should be to produce enough cash to where you easily liquidate all the marketing spend to allow the person who's running the business more liquidity to put back into marketing.

Yeah, totally. I think, you know, that could be dangerous if you're delivering on the price isn't sound. You got to be really confident coming in with that full price. Because I know as well, like for me, when I get pitched on price, it's like, oh, it's 2,000amonth. Contract is say 12 months. I'm in my head trying to figure out what the total cost of that is.

Yeah.

And then stop paying attention, which is a problem. You know, if your client is doing that or your prospect is doing that.

Yeah. I think it makes Them not listen. And I guess the counter argument to that is all. But you haven't built. The counterargument that I always hear is that, oh, you haven't built the value. So you have to do the pillars first to attach the value to the pillars. But I say, well, no, the whole call has been around building the need for something.

Yeah.

And what that actually is I think is kind of irrelevant. Right. I don't think there's going to be a difference in like, oh, we do a one on one every seven days as opposed to one on one every 14 days. Like that's not what's, that's not what's going to sell people. Like the features don't sell people, the benefits do. Yeah, like if I sell a coaching program that has no one on one, I make that a good thing. Like when I sell one of the coaching programs that I'm selling at the moment, you don't get one on one, but you get voxer access to the guy. And I say, you know, so one of the pillars is that, you know, we get, we give voxer access. So you know what boxer is? Yes, it's a walkie talkie app, yada yada yada. Well, the reason why we do that, it's just like, you know, sales is such a dynamic job that like, you know, yeah, we could give you a one on one every two weeks or something like that. But like all those questions that you have in the 14 day period in between, they're just gone. You want to have access to somebody now, you want to have it instantaneously. So this is how we can do that. Does that make sense? And they're like, yeah, sweet. So like, you know, it's, and it is actually like when you think about it, like for that particular instance, it's a really good thing. They don't particularly need that one on one time with somebody if they can get a lot of small amounts of one on time whenever they need it. You know, which I think is really important, but which is also I guess part of the pitch because it's about kind of like if someone, if I know somebody really wants one on one, then throughout the call I've got to kind of like kill the, kill the want for that and then really kind of crush it and make it all made sense. But I truly believe, man, like I used to sell without telling any deliverables at all. I didn't have any pillars, I didn't have any of that. I would basically just go like, hey man, we're Going to solve your problems and it costs this much?

Yeah.

They're like, oh, what do we do with that? What's like, well, maybe what we're going to do is sit down, do a 90 day plan, and we're going to figure it all out from there. They're like, okay. And that works. That worked the fuck out of it. When I was selling for one of the previous guys that I was selling, the deliverables kept changing and I couldn't really be bothered keeping up with the, with the Joneses and the portal kept changing. So I just, I just boiled it down to we do a 90 day plan. And in that 90 day plan, you will have a step by step what.

You need as an individual.

Exactly. And I used to make it into a positive. So listen, man, I can tell you all these deliverables and all these things into the day, a good plan goes out the window as soon as you get punched in the face. So let's go in, punch each other in the face and then just figure out the plan from there.

I'm interested. Back when you used to sell fitness, how did you deliver the pitch there and what's changed?

I did the same way. I've always done it the same. I've always done it that way.

Okay. I assumed that you change that over time as your style.

I think I've just always done it. I think every now and then I won't do it for some reason.

What's that reason?

Yeah, I think if I get the feeling I just, I do it totally by accident, sometimes you'll transition into a pitch quite early. So if I'm like, okay, so it's, it's on purpose, but it's like an attention factor, really. Yeah. It's like if I am very, very sure that this person has a very low chance of closing. And the only way is if I do my what we call cardone smash method, where we're really gonna start throwing some haymakers of people, then I'll usually pitch really early, do an extended pitch, and then do the price at the end, and then smash them with objection handling. But that's only if I know they're broke.

Yep.

Like if I'm 100% certain that they are broke.

Yep.

Then I will pitch it that way because it's a way that I can shorten the cycle because I know that I'm gonna have to go through all the rig morale of a sales call anyway, do the pitch, then do 45 minutes of objection handling regardless. So I'm like, okay, I know exactly what's going to happen here. I'm just going to skip to the end. Now, is that a technique that I recommend people emulate? No, it's a terrible idea.

Yeah. Situational. There's a tool in the tool belt. Really?

Yeah. It's just because I know that, like, I. I think I. Because I know, like, I think me and Marco are the only two people that I know of who could pull it off because it's pure objection handling. And you've just got to be willing to sit in the saddle 45 minutes and loop people around into oblivion until they just go. I guess I have to, in some cases.

Two hours.

Yeah, man. Some long ones in there. But I think, like, that's not a great tactic. I think the best tactic for most people is just to kind of do the same thing every time. But that is the time when I do break the rule and I'm like, oh, I just. I just know this isn't going to happen. It doesn't mean I can't get the sale. I just know that no matter how good I sell them, it's not going to make any difference. It's all going to come down to objection handling. So I'll just do, like. It's just the way to sell broke people. It's what it is. I'll make it into a system. How to sell broke people.

Ideally, you know, if everything's done right, you should be seeing less and less of the broke people over time as feedback, marketing improves. But that's not always the case, you know.

No, but it's a real problem. Yeah, it's a real problem. Like, we've, you know, we have that thing all the time. Well, you're selling the leads, like, yeah, but they're. They're. They're no bueno. They're not good leads.

Because.

Why are you selling them? Well, because we're wizards. Because we are endowed with the dark arts. Like, don't. Don't. You know, it's funny, man. Like, one of our clients. A total tangent. One of our clients is doing sales, not sales assessments. It's doing some sort of, like, hey, just come have a chat and we'll help you. Right. Like, that's.

Will help solve a problem when you're busy.

Yeah, that's how. And Marco has had two of those calls, and he's sold two of them. And he's like, yeah, but they can't do that. I'm like, well, you're shooting yourself in the foot, buddy. I was like, he's two from two. What's a marketing guy gonna think?

Keep doing that 100%.

Yeah. And he was like. He was like, yeah, but I had to, like, do crazy shit to get him to buy. I'm like, the only thing you can do is make them listen to the calls.

Yeah.

And say, if you think this is scalable, you let me know.

There's an issue there with that as well. And he pushed to get those sales because there was a quota that he had to hit and there wasn't many calls, so we had to sell them. Otherwise he's in a position where he's not hitting his targets and he just, as a human, can't accept that. And that's because they're poor targets, which, you know, we've. We've fixed that and address that issue and fix it, but we haven't.

But.

Well, I mean, the plan is in place. It's just these things take time and, you know, small pushes in the right direction.

Yeah.

Solve a problem. But you mentioned a little bit earlier and you said, we'll get into it, there's certain pillars that you take in the pitch. Let's. Let's go on to that.

Yeah.

So this. I've never heard you talk about it before. That's why.

Yeah. So I'll usually try and boil it down to three or four pillars. Right. This is when it comes to coaching. Right. So this is more coaching specific. But obviously pillars are a thing with any pitch, whether it's solar or whether it's. Whatever it is. Right. But like, just for everyone listening, I know we have a lot of listeners that do a lot of different things, but, like, a lot of the stuff that we talk about is going to be coaching and consulting or fitness based, simply because that's the realm that we deal in.

Most of the biggest niche.

Yeah. But like, I did get asked to do a video specifically for solar guys the other day, so I'll probably do that. But again, pillars kind of work because it's like, you know, say if you're selling solar. People only buy solar for two reasons. To save the environment, to save money. Right. So you could have two pitches structured on saving environment one, Nose trading environment one, on saving money.

I think there's three reasons. I think you missed one.

What's that?

They want to keep up with the Joneses and everyone else around them has solar and they want to fit in.

That's true.

Yeah. Ego move.

Yeah, yeah, that's very true. So what I do is I try, let's say, for fitness. Right. Like Coaching. So accountability pillar one, training pillar two, nutrition pillar three, community pillar four. There is your four pillars. If you're a fitness guy, just use those. You don't have to get any fancier than that, right? And if it's coaching, it's the exact same thing. So it's like accountability. For any, any coaching program has to have an element of. Of like accountability. Then it's training, which could be anything, which is like going to be individualized or specific. Okay. To whatever it is you're doing. So and you can break that up into like, you might get sales training and you might get marketing training. Right? So you're going to have a couple different sex and then you might have like the community or like referral base as well. So you have three to four pillars, depending on how you want to do it. If I'm selling sales training, it's going to be like, pillar one is going to be like, okay, so you get, you know, you get coaching. Okay? So now the coaching is this. You get one on one here, you get Voxer here, you get this here, right? The reason why you get that is this. And this is what it does. Okay? So whenever I'm laying out my pillars to keep it nice, just for the sake of brevity, I keep it nice and short. So I'm like, okay, James, so what we're going to do is we're going to give you once a week, one on one. Okay. The reason why we do this is because we want to make sure that you're getting regular contact with a coach, that you're able to have your questions asked in a really regular basis so you can sort of really dive deep and break things down. Hey, because remember how you said, okay, and then we link it back to a problem and then we go. So because remember how you said that you really struggled to, you know, implement some of the things that you were taught last time? Well, that's going to fix that. Makes sense. That's all we have to fucking say. That's pill one, right?

Like, then you just do that fade to rinse and repeat for each pillar.

Yeah, we give you this because you know how you said that and it's. And it potentially you can say, and it was causing this. Well, that's why we do that. Make sense? Perfect. Next pillar, we're going to do a scripting session with you. The reason why we do scripting is so that we know that from day one you're going to have the best possible script available. Because you know how you said that Sometimes you were inconsistent with your sales and that was causing you, I think, to have like, you know, ups and downs with your income. Well, by giving you a script and then having your coaching sessions, that's going to allow you to have consistency and guarantee efficacy. Makes sense. Okay, great, Moving on. So we just bang that out, like. And like, you don't need to go into these extended. Some of the fucking pictures that I see are so long and like.

Yeah.

Get to the fucking point, man.

And a lot of our coaches, clients, where we've got them like major results really quickly is stopping them from overcooking that pitch by really reducing the timeframe that they're in that pitch.

If your pitch is 15 minutes long, you're losing sales. If your pitch is 15 minutes long, you'RE losing sales. I guarantee. Unless you have like a super complex product.

Yeah, yeah. You know, where it's like a three call, four call, close time, you know, tech thing where.

But even like some of the bigger B2B deals, you know, that we've done, like, the pitch is like, okay, so this is your problem. You structured a different way. If it's more like. So this is the problems that we've uncovered through our previous calls. This is what the pro. So it might be like, okay, you're only converting at 17%. Okay. We know that. To be profitable and hit where you want to be, you want to be hitting at 30%. Okay, so you have a 13% gap. Okay. That problem is causing you X amount of money. Right. This problem is causing you X amount and it will cost you X amount to fix it. Like, that's how we structure the beginning of the pitch.

Yep.

And the way that we're going to do this is this like super simple. And then it's just bang, bang, bang, bang, really, really quick, really, really easy like that. And then you can field questions, but if you have like 17 slides per pillar, no bueno, no good. It's too much. Like, all it does is. It's just like one. The person gets bored. I watched a sales call the other day as a review. There's like a 10 minute pitch and you can see the guy just turned off.

Yeah. Because they forget about what you said when there was pain and problems.

Exactly, that's. That's a really good point that I fully would have forgotten to bring up. But like, so if you've got like. Unless you're Tony Robbins, right. And you can like carry the emotion of a room for three, four hours, like, you've probably only got half an hour, 40 minutes. Because, like, let's say we're having a conversation and we bring up some really good points, and then it's an hour later, and now we're pitching, like, because your pitch has been going for 20 minutes or 15 minutes, you know, I mean, you're having to reference back things. Like, people's, like, emotional memories don't last that long. So, like, really, you want to get to the pitch by, like, minute 25. Right. You should be pitching at minute 25. Your pitch should go from 25 to 30, and then you should have objection handling.

Yeah. And then they're thinking about, like, the deliverables. Are they. Do they do this? Do they do that? How does this work? How does that work? Rather than the problem that they've acknowledged and, you know, took a bit of digging to get to.

I had one guy the other day who was stuck. He was stuck on. Oh, it's not lifetime access. No, it's not lifetime access. Everyone else gives that, like, so what does that got to do with the price of eggs?

So, yeah, why can't you learn it in 12 months?

Like, what the fuck are you lifetime access for? Yeah, that was probably just me not doing a very good job.

Yeah. Yeah. It's like, okay, well, if we haven't taught you how to do this in six months, then we haven't done our job.

Yeah.

What are you gonna do, Come back when you're 84 and go, I wish I did this?

The portals closed and, like, are you. Are you gonna reach out to us when you die.

So we can cancel your subscription? No, it's ridiculous. We'll just keep debiting your inheritance.

Okay, man. I'll give you lifetime access as long as when you die, you reach out to us. Can you agree with that? And if you don't, then we get to charge you $5,000.

I promise I will never die.

Now suck my cock, Gary.

Yeah, it's the best way to prove loyalty, Right? That's why I trust Matt.

Anyway, it has to be the first.

But I think it's like, it's very, very simple to figure out your pillars, right? And the first one is understand your niche. If you don't understand your niche, you don't know the pillars. Understand your niche. Understand what your product does and how that helps people. And it's very simple to put those three to four pillars together so that people know what they're getting and the emotion is tied to it. Would you agree? If you don't know your niche, you don't know It. Yeah, yeah.

And just like, know what? You guys got to know what problems you solve. And then if you have like a coaching business or you have whatever, you just gotta follow through and be like, you know, because essentially guys, the deliverables don't matter. They just don't. Like, the deliverables are not gonna make a sale. Like, you're not gonna get someone who's really massively on the fence. And there's one deliverable that just gets them over the line. Like, it just doesn't work like that.

Yeah. And it's as simple. Like as the coach or the business owner, it's your job to teach that niche inside out to your sales people because they really need three things.

Right.

They need to understand, one, that the person is able to afford the program. Two, they need to understand that that person has a need for the program. And three, they need to understand that that person, if they do that program, that they're in the right space to get a tangible ROI from the product or a tangible fitness result or whatever that is.

Exactly.

And the only way that they're able to deliver that and understand those three points is by understanding the nation. Those pill, you know, if you don't have those three things, like, you can't relay the deliverables and how the product works.

Yeah. So I think overcooking the pitch is a big one. Like, I think it really, it, like it protracts the sales process. It. I think it causes, think about it, objections when you have a really, really like, long pitch. And a lot of the time the, the, the main, the absolute main problem that people come to us with is we get lots of think about it. Objections. And I'm like, well, like, that's not that difficult of an objection to overcome because it's not a real objection. It's just like it's a.

Scared an objection from a, in my opinion, of a misinformation of clarity. So you don't have clarity on what is there. Therefore you're like, oh, how does that actually work? Maybe I do need to.