Sales Fire: B2B Sales & Business Development for Startups, Entrepreneurship, Freelancers & Creatives | Patrick Dang | Skillshare

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Sales Fire: B2B Sales & Business Development for Startups, Entrepreneurship, Freelancers & Creatives

teacher avatar Patrick Dang, International Sales Trainer

Watch this class and thousands more

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

20 Lessons (3h 15m)
    • 1. Sales Fire Introduction

      2:59
    • 2. About Me: How This Course Came To Be

      10:04
    • 3. Debunking Sales Misconception

      12:31
    • 4. Business Development vs Sales

      17:55
    • 5. Mindset, Strategy & Tactics

      4:29
    • 6. Why People Buy

      9:51
    • 7. Sales Fire Formula

      10:52
    • 8. Introduction to the Sales Map

      3:41
    • 9. Building Raport

      21:44
    • 10. Agenda

      9:36
    • 11. Pain

      19:50
    • 12. Budget

      11:14
    • 13. Decision Making

      10:06
    • 14. Closing Out Close Deal

      14:50
    • 15. Closing Out Schedule Next Meeting

      6:47
    • 16. Presentation

      10:43
    • 17. Objection Handling

      6:50
    • 18. How to Build Your Own Sales Map

      4:33
    • 19. Making Improvement to Your Sales Map

      6:03
    • 20. Next Steps

      0:22
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About This Class

The Ultimate Sales Methodology for Business Development & B2B Sales to Learn Sales Strategy, Sales Skills & Deal Closing

WHY MASTER THE ART OF SALES AND BUSINESS DEVELOPMENT?

No matter how amazing your product or service, if don’t have the right sales mindset, strategy, & tacticsto convince others to buy into your vision and generate revenue, how will your business survive?

And building business relationships and generating sales is typically the most difficult part about growing your startup.

Most people aimlessly go into sales meetings without clear plan, force their products or services onto their prospects, and go home empty handed wondering why they didn’t close the deal.

As you know, this can be a huge waste of time.

THERE HAS TO BE A BETTER WAY, RIGHT?

Fortunately, I’ve created a PROVEN methodology specifically for startups and B2B businesses to master the art of sales and close more deals. And it’s called Sales Fire.

Unlike other courses, Sales Fire is the COMPLETE BLUEPRINT the top Silicon Valley companies use to develop their sales skills and exponentially grow their businesses.

As long as you use our proven Sales Fire Methodology (which I’ll show you how to do step by step), you’ll be able to close a deal with anyone!

Here are some of the many things I’ll cover for you in this course that trains on how to turn a complete stranger into a paying customer from start to finish:

  • We’ll show you how to build your own scalable sales process to consistently close new customers

  • You’ll learn the psychology of why people buy and how to make your product/service irresistible for your target market

  • The best sales strategies and tactics the top companies use to build their sales team from scratch and generate more revenue

  • How to write your own sales script that converts strangers into paying customers

  • The best way to pitch your idea and convince people to believe in you

  • How to get customers to buy emotionally and justify logically

  • How to close deals without using high pressure techniques

  • How to handle deal breaking objections and turn skeptics into buyers

  • Exactly how to run a successful business meeting

This course will teach you EVERYTHING you need to know to develop more business relationships and generate more sales whether you’re already familiar with business development & sales or if you’re just getting started.

I’ve personally tested all these bulletproof growth strategies myself with small, medium, and Fortune 500 companies in all types of industries like retail, real estate, health care, etc. as one the TOP sales people at Oracle and Y-Combinator backed startup, Lob.

I'm confident the Sales Fire Methodology WILL WORK for YOU to grow your business or your money back guarantee.

Now if you’re ready to take your sales skills to the next level, I’ll see you inside!

-Patrick

Meet Your Teacher

Teacher Profile Image

Patrick Dang

International Sales Trainer

Teacher

Hey, it's Patrick here!

Now, I’m on a mission to help everyday people to generate more sales for their business using the most cutting-edge B2B sales strategies.

After a successful sales career in Silicon Valley, I packed two suitcases and booked a one-way ticket to Thailand and started my journey with the aspiration of creating world-class online B2B sales training all while living a digital nomadic lifestyle.

And since then, I’ve traveled to many countries while creating programs training over +30,000 students in over 150 countries.

And over time, it became clear that no matter what country you’re from, what your background is, or whether or not you think you have the talent to sell...I’ve found that sales is a skill anyone can learn... See full profile

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Transcripts

1. Sales Fire Introduction: everybody. What's going on is Patrick Dang here and welcome to sales fire. This is gonna be the master class when it comes to sales and business of element. And you're gonna learn exactly everything you need to know when it comes to the art and science of sales and how to close Mawr deals Now I started my sales career Oracle, and within my first year became ranked in the top 1% of sales reps in North America. After that, I joined a Y Combinator back start ups selling into small companies all the way to Fortune 500 companies. And after a successful sales career, I started my own coaching and consulting business, training thousands of sales and business development professionals and entrepreneurs all over the world. Now here's the thing. No matter how great of a product or service you have, if you don't have the sales mindset, sales strategy and sales tactics, who actually sell something in order to generate revenue and close more deals, it does not matter, and you don't really have a business. Now. I read all the books, tried all the strategies and tactics, and I'm basically giving you what I found to be the most effective sales strategies that you can use right away to start getting results in. So sales fire is essentially going to be my step by step sales methodology. That's going to show you everything from A to Z on how to start a conversation with a potential customer and lead them all the way to the point where you actually close the deal . And what's going to make this course especially unique and valuable for you is I created something called the sales map, and the sales map is essentially a sale script version 2.0, where you're gonna be able to use some of my best lines, my best strategies and tactics and implemented directly into your sale. So when you have your sales map, essentially, it's a sale script. You're gonna know exactly what to do, what to say in any sale situation. And it's not a script that you just memorize and speak like a robot. Essentially, it's going to give you a framework to think about a sale. So not only do you know what to say and do, but in an event where people, you know, surprise you with something you may not have expected because you were giving you the foundations and the roadmap. You're gonna be able to think of a solution on a way to sell to your customers on the fly, even if it's something you don't expect now, this course is going to be designed for business development, sales, freelancers, coaches and consultants pretty much anybody who does any type of selling either over the phone or in person. So whether you're just starting your sales career or you've been in sales for a couple of years and you have some experience, I'm very confident you're still going to get a lot of value out of this course And for a class project like I mentioned to you before, I'm gonna give you a downloadable version of our sales map, and you're gonna be able to fill this out with your specific details on what exactly you're trying to sell so you can create your own sale script. And for the class project, all you gotta do is upload the sales script to the projects, and resource is page of this course so that I can see it and other people can see it in this course and give you feedback on how you can improve your sales script. So with that said, if you're ready to take your seal skills to the next level, I'm looking forward to seeing you inside. 2. About Me: How This Course Came To Be: Hey everybody, congratulations on enrolling into sales fire course. Now before we go ahead and get started and dive into the material in itself, I think it's a great idea for you to get a better understanding of who I am and how this course came to be. Now, to start things off, I want to let you know that my mission in life is to inspire others. And that's me over there as a five-year-old hissing my two front teeth. And why my mission is to inspire others is because when I was younger, especially when I was growing up, I used to be so afraid to talk and so afraid to express who I was that I would just literally never say anything. Obviously by never saying anything that led to a lot of life frustrations because I always knew who I was on the inside, but it was just too afraid to show it on the outside that actually led me into a deep depression as I got older. But fortunately, there were people who came into my life and they inspired me and they let me know that it was okay to just be myself and do anything that I wanted to do. And so over the years I slowly broke out of my shell and now I can fully express myself for who I am. So again, the reason for why my mission is to inspire others is because I want to paid for it and show you guys, no matter what it is that you want to do in life, there is a way if you put in the work and it is possible in so as it relates to this course, I'm going to show you how you can achieve your dreams, grow your business simply by learning to become a better seller. Now with that said, let's go ahead and start off with a little story. Now back when I was graduating from university and I went to USC, the University of Southern California as a business major. So at the time I didn't know what I wanted to do, so I didn't actually apply to any jobs. I literally spent the next six months outside after college just reading books, trying to figure out what I wanted to do in life. And after reading so many different books, I realized one of the most important skills that you can just have in life, in business in general is to learn how to sell. That actually led me to join a company called Oracle, which is one of the largest tech giants in the world. And I thought this was a great place for me to hone that sales skillset. So when I joined Oracle, but actually happened was they hired a bunch of us. And when I mean us, I mean, if a bunch of kids that just graduated from college and they put us in the Crown Plaza Hotel for five weeks. So we literally lived in this hotel and every day, five days a week, we would go down into the ballroom and we would take sales classes and refining our sales scales before we go on the job. So at the time, a lot of my friends and of course, because we just graduated from college, we want to have fun and a lot of times they would just go out after work or go out on the weekends, do fun things like camping and whatever. But for me, I really wanted to hone in and becoming the best salespersons I could be. So I literally stayed in my room practicing to myself, recording myself, doing all the sales practices that they asked us to do and reading all these sales books so I can really hone that skill set. And so after five weeks, we finally got to Oracle where we could actually get on the job. Now this is really a picture that I took at work. This is my cubicle where I actually had my first sales job. This one right here with my Lenovo laptop and everything like that. Now what was interesting was that even though I was such a hard worker everyday, I would wake up, go to Phil's coffee in the morning so early that all these other people would be lining up before the coffee shop even opened. Go back to my desk and work and try to sell things. But the thing was I just wasn't generating sales and this was getting really dangerous because at the time, I was actually in 2005 K debt in student loans from going to USC. And then I was also in $6 thousand of credit card debt. And that debt was only growing because I wasn't really making much money and it was very expensive to live in San Francisco. So I remember, I think to myself, Damn, in something has to change because this is just a dire situation to be in. And so I don't know what got into me that night, but I had all these papers I had from a previous project and I just throw all this inspirational stuff or thought stuff that I thought was inspirational and put it all over my wall and I just needed that energy boost every single day to become a better salesperson into actually generate revenue and dig myself out of this hole. And so every day I would wake up, get this espresso shot of inspiration and then I would drive to work and, you know, it was like a 40 minute commute from San Francisco all the way to Redwood Shores, which is where Oracle Headquarters was located. And I will listen to podcasts like mixer G to learn about startups and how other people were successful in selling their products and services. I will also listen to our to charm learning about communication skills. And I'm also listen to Tim Ferriss all around. It was just good podcast for self-development and business. So waking up early, listen to podcasts, and then I even joined Toastmasters to really refine my public speaking skills and just become a better communicator overall. And not only that, but I also took classes at Stanford after work. So I would drive an hour down from Redwood Shores all the way down to Stanford and take classes in negotiations, communication, and start-ups, whatever it was that I felt like can give me an edge in the sales world. I would take it and enjoy all the way home. And not only that, but then I also had to self-educate myself reading all the sales books that I can. Some of them were the ultimate sales machine, The Lean Startup. When Friends and Influence People, The Challenger Sale. So pretty much if there's a sales book out there, I've read it. And so what I was trying to do is I was trying to put myself in a situation where I had the work ethic, I had the hustle and I had the knowledge, so I needed to make it so that it was inevitable for me to become successful at Oracle. And really the real motivating factor was actually to get myself at a debt. And so after all this work, after a long six months, I literally do not close anything my first six months, but after that, I finally closed my first deal. And that was huge for me because that was the first domino that was not that led to another deal and another, and another, and another deal. And I eventually became very successful at the company, oracle as a salesperson. So fast-forward, what actually happened was I got out a credit card debt. I remember even how I pay that credit card debt. I just close one deal and just pay the entire thing in one go. I was ranked in the top 1% of insights sales professionals in North America at Oracle, which was really great. And after Oracle, I joined another startup and then eventually I started my own sales consulting business, training thousands of people all around the world on how they can live a better life simply by learning to become a better seller. And it also was able to achieve financial freedom for myself. And I'm literally doing what I love for a living. And that is simply just to inspire others and inspire you guys and show you guys that it is possible to. And the best thing about what I do, maybe this is something that you can also learn from yourself, is that I had now have the freedom to travel in work anywhere I want around the world. And I'm literally living the dream life and all this was possible from that very see that I had and had the idea to develop my sales skills. Because I'm telling you all of this that I have right now is only possible because I learned how to sell. Because when you learn how to sell, you can literally start a business in anything because you understand the psychology of why people buy and you can pull those triggers and generate sales. And so this course, sales fire. It's more than just a sales course. It's really a practical step-by-step guide on how you can develop the mindset and skills to become a real dangerous seller, I've literally mapped out everything that you need to know step by step so you know exactly what to do, what to say and when to say something I'll share with you is that it's not about the sales script, is about having a mental sales map, something that you can use in any type of situation. And don't worry, I'll cover exactly what I'm talking about as we move further along in the course. So how the sales fire methodology works is that there's going to be three major pillars that you need to pay attention to. The first section that we're going to cover is the sales fire foundations. And the foundations were going to debunk any sales misconceptions that you may have. And we're going to show you that sales is something that anybody can learn. And if you put in the work, you can be great at sales to. We're also going to show you the difference between business development and sales because a lot of people get this confused. And I'm going to show you which one will be best for your specific business and also in the foundations, you're also going to adopt the right sales mindset to be successful in any sale situation. Because again, it's not about the scripts, it's not about like what to say and feeding lines. It's about having the right mindset and being adaptable so you always can succeed in any situation. And finally, in the foundations, you're going to learn to psychology of why people buy and how you can position yourself, your product or service so that people will be dying to buy whatever it is that you have. Now in the second pillar, the sales skills and sales map here is how it's gonna go down. So this is something that I coined called the sales map. Essentially, when you're in any type of selling situation, pretty much it's always going to follow this map. And as you can see, every piece is going to be modular. So in a best-case scenario, Someone's gonna go down your funnel step-by-step all the way until you close the deal. So you're going to know exactly what to say from building rapport, getting someone to like you, having an agenda for the meeting, understanding their pains and solving their pains, that budget step, decision-making, then finally closing the deal or scheduling another meeting after that. In, as you can see, each module, we're going to have multiple pages explaining each module and she's going to show you exactly what to say. And as you can see here, we also have some line by line, so things that you can say. So you have an idea of how these meetings actually go down in how you can use it for yourself. And obviously it's going to be a very comprehensive guide that will show you literally everything from the moment you meet someone to identifying their pains, to even pitching your product, it goes, we're going to go in depth and show you how to do everything step-by-step. And so lastly in Pillar 3, what we're going to show you is we're going to show you how you can build your own sales. Everything that you're seeing here is going to be downloadable and customizable for you to edit so that you can create your own cells map for your own specific product or service and industry. And again, it's not about having a magical sales script. It's about having the right sales mindset and having these modules all down so that when you're in a sale situation, you can be very adaptable and do the right things and pulled the right levers. No matter what happens, that is going to be how the sales fire methodology is going to work for you if you'd like everything that you're seeing so far, I'm looking forward to seeing you in the next lesson. 3. Debunking Sales Misconception: Hey everybody, what's going on? Welcome to this session where we are going to debunk sales misconceptions. Now a lot of people that I personally know, a lot of times when they start out on sales, they'll have these limiting beliefs and those say something like, Oh, sales is not for me. I'm not a born salesperson. But the reality is all of these excuses and all of these limiting beliefs are really just inside their heads. So what I wanted to do in this section and show you guys that you do not have to be born a salesperson in order to learn sales. Sales is something that can be learned. It can be taught to anybody no matter what your experience is. And so to start off this section, what I wanted to do is debunk all of them. Common misconceptions people have about sales and show you guys, no matter what your confidence level or no matter where your skills are at in terms of how good you are with people. I'm going to show you that sales is something that you can learn and it's something that you can be great at no matter what. So with that said, let's go ahead and dive right in into the most common sales misconceptions. Now, I want to begin things off by saying that again, people have this misconception that's in sales. You've gotta be somebody like Don Draper or the Wolf of Wall Street. And these are people who are typically portrayed AS people who have slipped back here, they're wearing a business suit, smoking a cigarette, smooth talk in alpha male type of character. And this works really well in Hollywood, and it works well when you're trying to get people to watch your movie. However, this is really far from the truth of what reality is and the fact that you do not have to be like these characters to get people to buy your products and services. Now the top sales misconceptions I've, we're gonna go over in this course is that the first is sales people are born not made, which is totally not true. And throughout this course, I'm going to show you that sales is something that you can learn no matter what your experiences are. The second sales misconception is that you have to be a smooth talker to get people to buy your product or service. That is actually far from the truth because actually the best salespeople that I have ever encountered aren't the best smooth talkers. They're going to be the best listeners. And I'm going to show you exactly what I mean throughout this entire course. And finally, the top sales misconception that we're going to cover is that you gotta be extroverted, outgoing, and dominant alpha male to be successful in sales. And that is not true at all because you could be a female. You don't have to be ultra dominant in Alpha. In fact, doing the opposite might actually help you sell more products and services. And so with that said, I want to let you know that all of these sales misconceptions are completely false. You do not need to be any of these things to be good at sales. I'd say the most important thing is that you don't have to be born a salesperson. These are all skills that you can learn. Now before we go ahead and debunk all these sales misconceptions, I want to first say were a few, that some people actually don't believe they need sales at all. But the reality is when you're in business, generating sales is an absolute must for your business to survive. Because if you're not bringing in any money, how can you pay yourself? How can you pay your employees? How can you make sure that your business is healthy? So I wanted to make it clear that sales is a 100% absolute must because you need to generate revenue in order for your business to survive. And because you can have the best product or service and the entire world, nobody cares about what you have and they don't know who you are. What good does that do? So no matter how good your product or service. And, you know, there's this common misconception that if you have a great product It's going to sell itself is not true at all because there are many examples in the world where they're just absolute killer products out there. But if you don't have a way to sell your product, it just does not matter. And so I've seen this personally myself, where at Oracle, even though Oracle does have some of the best technology in a lot of things from cloud computing to HR software and things like that. They have a lot of competitors and I've seen Oracle invest millions of dollars into their sales team, not only in hiring the best sales people, but hiring the best sales trainers to continue to make sure that they have the absolute best sales team they can possibly have. And with that, Oracle has been able to have a lot of cases throughout decades because they have a powerful sales team. And I've seen situations where you had a great salesperson and you get a great product and you just completely killed the market. But also I've seen situations where there are products that aren't so great and aren't that competitive in the market. And they're great salespeople are still able to sell that product. So sales does definitely matter whether you have a bad product or good product. Because if you have a great product it with combined with a great salesperson, you are just going to blow up. And if your product or service is not that great quite yet, if a good salesperson has that sales ability, they can generate revenue even when the product is not that great yet. So I'm telling you, being great at sales and generating revenue is always a great thing. And that is why it's some of the leading companies like Oracle, Salesforce, ATP, all these major huge players, the investment millions of dollars in sales enablement and training their salespeople to make sure that they aren't as sharp as possible. Now going back to the misconception, the first one and we're going to tackle is salespeople are born not made, which is completely not true. And I'm going to use myself and his example where when I was younger, especially when I was in high school, I was shy, I was awkward. I was insecure, no girl wanted to. Go with me to any school dance people were making fun of me and I just wasn't that guy people would have seen as confident or successful. And like I said in the beginning of the course, everything started to change when I became aware that I needed to make improvements in my life, I remember one specific moment while I was in college, I interviewed for an internship at the California market center for a sales row at a fashion company. And so I went to this building and interviewed for the job to become a sales intern. And, you know, honestly the interview didn't really go that well and they didn't hire me. And I remember after the interview I knew I didn't get it, so I felt defeated. And as I was walking out of the building, there was this store. This is the actual store I went to. It was the fashion bookstore. And within that store I found this book called The Little Red Book of selling just randomly. And after having that bad interview, I thought to myself, well, I need to make sure that that doesn't happen again and I need to develop my sales skills. And so this was actually one of the first sales books that I ever bought in my life. And it started to get me thinking of what exactly do I need to do to become a better seller. And so from that point on, I started reading a lot of books, taking a lot of different sales classes to learn the art and science of sales. And so from there, I made that conscious effort to want to become a great seller. This is the exact process I took to become a better seller. So I consciously made the effort to learn these people skills from books, articles online, online courses and different coaches. And I would take all these lessons, I would go out into the real world, whether it's for my job or if it's just my personal everyday life and I would just practice, practice, practice. And then after I would execute on the things that I did, I would reflect and say, Okay, what do a good job and what do I need to improve on? And I would just make those adjustments and I'll just do that process over and over and over again. And every day I would get a little bit better, a little bit better, and a little bit better until I became the person I am today. And so I went from this guy who was shy, awkward, and insecure to the person I am today. And a lot of people when they meet me in real life or when I'm speaking, if the x0, that's confident guy who just says whatever he wants to say and I'm perceived as someone that is a great seller. I'm telling you that this is something I consciously developed over the years because at 1, I was shy, awkward, and honestly people just didn't really like me and they didn't think anything positive about me. But I was able to reflect on who I was and taken all this information and use it for myself and to develop my own personality and to develop my own style. And that's who I became today. So I'm telling you, no matter where you are in terms of the social ladder, whether you're awkward or shy it and secure like I was, if you put in the work and you learn from the right sources, you practice, you execute, and you reflect on the things that you did well. So if you didn't do well and you adjust and you do it again and again. You can be anybody that you want to be, but you just got to put in the work. So why I shared this story with you guys is because I want to show you that if you want to become a better seller or if you want to just work on your people skills in general, know that you do not have to be born with it because I certainly was not in these are all skills that I have learned over the years. So first was conservative salespeople are born not made. We totally just debunked that whenever we're going to go into the second one where people believe you have to be a smooth talker to get people to buy. And the reason for this is because it's just media, right? When you see pond Draper on Madman or Leone Leonardo DiCaprio portraying to Wolf of Wall Street. You think that this is what sales is all about. It could be very misleading, especially if you've never been in the industry yourself. And actually when I was at Oracle, I've learned that there's not actually that many of these Don Draper or Wolf of Wall Street characters that exist in the real world. Actually, when I was at Oracle and I was able to surround myself with some of the top salespeople there. And I'm talking people who are close into multi-million dollar deals that some of the biggest deals at Oracle. And fortunately, i, these type of characters mentored me during the early stages of my career. And I found that when I was on these calls are in these meetings with these large companies, the best salespeople aren't actually the best Smooth Talkers like Don Draper or the most aggressive like The Wolf of Wall Street guy. There actually the best listeners, people who learn how to listen the most, had the most empathy towards their customers and really trying to look out for their clients. Those are the people that are closing these multi-million dollar deals, not the ones who are going to be super aggressive because that just does not work in this day and age when it comes to high-stakes, there were actually very few people that I've saw that word, that super aggressive, extroverted type of style. And again, it's all about listening. And so throughout the entire course, you'll find that the strategies that I'm going to share with you aren't about how to force people to do something or pressured into making a decision that they shouldn't make. It's all about listening to their problems, understanding how you can provide value for them and letting them close themselves. And so that is what the sales fire methodologies all about. And so again, you do not have to be a smooth talker to get people to buy. You just gotta be the best listener and had the most empathy. You don't have to be extroverted, you don't have to be outgoing, you don't have to be dominant. You just have to be a good listener and have that empathy. And I've seen it at the highest level at Oracle, you do not have to be this aggressive Wolf of Wall Street character. And even for my personal career, I did not have to be super aggressive at all to get people to buy. And throughout this entire course, I'm going to show you all the secrets of strategies and tactics that you can use to become an effective seller yourself without compromising on who you are. One of the greatest things when you decide to become a better seller is that as you become a better seller, you're also going to find that you're going to become a better person. Because when you really think about sales, sales is actually just a category when it comes to people skills, right? So I'm someone that's very passionate about sales, but I know that the root of everything is actually just your ability to deal with people. It's the same with speaking or marketing psychology or copyrighting. These essentially all fall under the category of people skills. So throughout this course, as you work on your sales skills and getting people to make decisions, getting people to buy. Just know that you're not only learning those skill sets of how to generate revenue, but you're also learning how to become a better person. How to get people to like you, how to make people feel comfortable when you're talking to them. So you're not only going to benefit in learning how to make money, but you're also going to benefit in learning how to become better with people by learning these strategies and tactics that you're going to learn throughout the entire course. So again, when you learn to become a better seller, you learn to become a better person. And that's what this course is all about. It's all about personal development, self-improvement, and getting you to become the best person that you can be. So again, you do not have to be aggressive. You don't not be a smooth talker. You don't have to be born a great seller. These are all people skills that you can learn over time. All you gotta do is learn the strategies and tactics, apply them to your personal life. Reflect on if you did them well or not and just do it over again. And I promise you, if you practice the skills that you will learn throughout this entire course, you will not only learn how to generate a massive amount of income, but you're also going to learn how to become a better person. How did become a better listener? How to become more empathetic towards other people. So if all of these things sound good to you and you're ready to learn these skill sets to take your life and business to the next level. I'm gonna see you in the next lesson. 4. Business Development vs Sales : Hey everybody, what's going on? And welcome to this section where we're going to talk all about business development and sales. Now a lot of people actually don't know the difference between business development and sales. And so what we wanna do in this section is clarified the difference between the two. So you can see exactly the pros and cons of each. And then you're going to be able to figure out which one is going to be best to use to grow your business. So let's go ahead and dive right in. Now again, most people don't know the difference between sales and business development. And a lot of times people kind of bucket them into the same category. However, they are actually very different and it's going to really come in play when she start to scale your business. And one thing I will let you know before we dive in is that even though the strategies between sales and business development are different, the sales skills that you will need to learn to execute on these strategies will be almost exactly the same. And that's because the sales skills actually just come from understanding people skills, but the strategies and how you're going to position your business is going to be a little different. And so with that, I'm going to show you exactly what I mean. Now again, there's going to be three different ways you can grow your business. The first one is sale, Second is business development, and the third one is marketing. And so for the purpose of this course, we're going to be specifically talking about sales and business development, especially if you are a startup or an entrepreneur or have your own business. Now let's go ahead and dive into what sales is first. So the first thing about sales is that essentially you are building a sales team and to scale your revenue, you have to hire more people and scale your people. Now CLs works really well when you're selling a product or service that is very transactional. Whereas business development, It's going to be a little more strategic and complicated. And now with sales, your product or service usually doesn't change. Usually have like a couple of products or services and you just sell it to more and more people. And the way you make more money with sales is you either sell more of the same thing, you renew a contract, or you upsell someone in the future to generate more revenue. Now let's go ahead and talk about business development. So business development, it's a little different from sales in that you are building strategic partnerships to reach another partner's audience. In this way, you're actually doing a little different where it's not so transactional, but instead, you're providing more value to a existing base of customers. And if you don't get it quite yet, do not worry. We're going to go into this in more detail. I just want to give you a high level understanding of the difference. And finally, marketing is going to be completely different from sales and business development. Where in marketing, you're generating inbound leads from content creation and distribution. And these take the form of white papers, articles or videos. And essentially what you're doing is you're taking those leads, those inbound leads, and you're passing it to your sales team or your business development team to close. However, we're not going to really talk about the inbound lead generation. And we're going to specifically show you how to do sales and business development. So let's dive into sales a little bit more. So with sales, essentially, you're selling a ready to buy a product or service that isn't going to change much. Example of this is if you have a SaaS product that's software as a service or you're selling insurance or any type of non-complex consulting services. Also accountants and sales. Or if you're selling some type of physical product that hasn't really changed, like let's say Adidas sneakers and you're selling it to retail stores all across the United States. And typically go cells, like I said before, you're generating additional revenue by either renewing a contract or you're selling more of the same product or your up-selling. And this requires building a sales team to scale. And so to give you a visual understanding of how this works is let's say you have a company and let's say you have a sales person working for you. So that salesperson is going to go out and look for prospects. And what a prospect is, is essentially just a potential customer that may buy your product or service. So the salesperson goes out and find these prospects and final if mine another one and another one and another one and they'll basically fine as many people that they think that it gets sell to and they will do their pitch and their sales process. And so that prospect, if they find is a good fit to work together, will basically give money to that salesperson, and then that salesperson in turn gives it to the company and then you fulfill on your promises or whatever that order is. If you want to scale using a sales strategy, essentially you have to hire more sales people. So imagine if let's say you are an insurance company and you want to scale all over the United States. Well, that means you've got to hire a bunch of salespeople to travel all around the United States and find these different prospects. And so these salespeople will go out and they'll pitch their product or service event at the prospect, finds that it's a good fit to work together. They're going to give money to that salesperson at then those sales people, right? Let's say you hire three of them. They're gonna give money to you and then you're going to fulfill on whatever you promised them for that fee. So as you can see here, if you want to grow your sales team, you have to scale people, meaning you have to train each of these individual salespeople to go out and get money. Now business development, It's going to be different where it's going to require more strategy because you're building partnerships. And what you're doing with business development is that you're creating relationships with another company to sell directly for useful that you could reach their audience base. And it doesn't require you to build a large sales teams like I showed you in the last strategy. Instead, what you're doing is you're just building strategic partnerships. Business development people can also be used in parallel to help salespeople sell more. And I'm gonna show you an example of that later on this video. So just know that both business development and sales can exist at the same time. So let's dive into the four different type of business development so you get a better understanding of what I mean. So there's going to be four, it's going to be product distribution, brand, and channel. So the first one we're going to cover is product business development. In these business of element deals, what you're doing is you're building business partnerships that improves the end product. And essentially what you're doing is you're increasing the value of that product to the current customers, or you're attracting new ones by adding more value. Obviously, if you have something that provides more value to people's lives, you're going to attract new customers. And so an example of that is Spotify and genius, and they have a partnership going on here. So if you are a user of Spotify and for those of you who may not know, Spotify is one of the largest streaming platforms in the world where essentially you can listen to all your favorite artists for a subscription fee that you pay every single month. So this is how it's going to work. So There's this company called genius and the website is genius.com. Essentially what they do is they'd have all these artists lyrics and then people annotate those lyrics and they give meaning behind what the artist is saying. You know, this is interesting because a lot of people, they wanted to know what the artist was thinking or what people speculate the artist was thinking when they wrote those lyrics. So what they did is they partner with Spotify to embed these lyrics into the Spotify platform. So if we go back to the last slide, if you look here on the right side, say we're listening to Drake's passion fruit. You see on the screen here it says behind the lyrics, and it says on passion fruit drink details has struggled to maintain a long distant relationship. And basically it's powered by genius. So genius is embedding their information of the annotation of the lyrics for this song, passion fruit by Drake. And so listeners are able to listen to the music and at the same time get the meaning behind the lyrics. So this is an added benefit to all uses of Spotify because they don't have to go out looking on the Internet to find out what the artist meant. They can just do it right all on one platform. And so what happens is genius goes to Spotify and says, Hey, we can embed our technology into your platform so that people can view the lyrics right in Spotify. And so Spotify says, Okay, cool. And so they distribute the technology. And so millions of Spotify listeners are able to see these lyrics on Spotify. So how it works is these listeners basically pay Spotify a monthly fee to use the platform if they want no ads. And essentially Spotify is going to pay some type of fee to genius for having their lyrics into the Spotify platform. And so if you're a genius, Let's say you're a startup, you can go out to these big companies like Spotify or SoundCloud, whatever you're popular music streaming service there is and say, Hey, look, what we can do is we can embed our layers into your platform and people can't see the lyrics and they don't have to go anywhere. They could stay on your platform. And in return, we expect a fee based on how many people use our product or service. And so as you can see here, if you are a nimble startup, it's beneficial because you don't have to go out and get all of these users. You can capitalize on the fact that another platform has a lot of users and you could embed your technology or your service or whatever it is into their platform in automatically capture all of these audiences. Okay, So now we're gonna move into the second type of business development, That's distribution business development. And so what this is all about is you're essentially getting new customers by getting exposure to another company's audience or their customer base. And how you're doing is you're providing more value to the customers as well as another person's company. So an example of a distribution business development deal is when production companies distribute their movies or documentaries or their type of media onto Netflix. So as you can see here, master of none is a Netflix original or the Dave Chappelle Show or the punisher or whatever it is, right? Essentially all these content creators are saying like, Hey look Netflix, if you pay us a certain amount of dollars, we're going to give you our content so that you can distribute it to the millions of users all around the world. So let's say you are the creator of master of none. If you just release your show on your own, on your own website, you may not get many eyeballs and people to watch it. However, if you take advantage of the fact that Netflix has millions of paying customers every single month. If you do a deal with Netflix and you get your content on their platform and they promote it, suddenly they're doing all the marketing for you. All you really had to do was create that content. And so in the sense, Netflix, they're distributing your content and they're giving you money to for your content. And you can sit back and relax and just after you create the content, you can let Netflix handle the rest. And so this is just an example of a distribution deal and it also works. Let's say if you're an artist on Spotify and you want Spotify to distribute your music, it works in many different scenarios. So if you're a startup and you want to fork with big companies. What you can do is you find people with big audiences and get them to distribute your content, your product or service. Okay, moving into the third type of business development. And that is going to be brand enhancing business development. So these are essentially partnerships that basically improves the brand image of everybody that's involved. So an example of this is this music festival called Life is beautiful. Now it's not gonna be as popular as a Coachella. How ever, by booking very popular performers, they're able to increase their brand awareness. So for example, let's say if you're a festival gore and you have never heard of life is beautiful in your life. And you're trying to decide whether or not you should go to this music festival. If you look at the lineup of the people that are performing, you see, Oh Chance the Rapper is performing 0, the gorillas are performing 0, Blink 182 is performing. So all of these big music brands are going to get you to go to this event. And suddenly you think in your head, I've never heard of life is beautiful before. However, it, because you have all these famous artists that I love, it must be a great festival. So by just Association and for life is beautiful for booking these artists. They're able to increase their brand awareness. And people will buy tickets to go to their event. And the other end, people like Chance, the Rapper, music gorilla lowered or blink when a2, they're able to win because they're able to say, hey, you know, we played at these huge festival called Life is beautiful. You may have never heard of before, but they're going to be thousands of people there. And we are big stars because we play on big stages. And so it's a win-win situation where, let's say a rapper like chances rapper, he gets paid to perform. And not only that, but he brings in people to go to this festival. So life is beautiful winds and the artists when as well. Another example is Gary Vee partnering with K Swiss, where Gary Vee, essentially he is one of the first entrepreneurs to have his own signature sneaker. So K Swiss, when this first came out, wasn't really on the map D This was killing it and IQ was kill an IPA case was, was just not really what people were talking about. Now by case was partnering up with someone like Gary V. They win because everybody has so much awareness all around the world for inspiring people in starting your own businesses. So case was wins in that they're associating their brand with a brand that's blowing out, which is Gary Vee, Jay reveal. So wins because he is one of the first entrepreneurs to have his own sneaker line. It may not be with a Nike or it may not be with Adidas. But by partnering with K Swiss, he's able to win because if this shoe becomes popular, he will get credit for making case with cool, which increases his brand overall. So it's a win-win situation where Gary Vee wins from a brand standpoint in case with winds from a brand standpoint, ideally, everybody wins from a profit perspective as well. So the last type of business development is channel partnerships. And this is essentially where there's a partnership between two companies with similar ideal customers and they develop a relationship where one company introduces the others product or service to their audience. And this could be also take the form of an affiliate program or a revenue share deal. So an example of this is, let's say Lewis Howes who has a huge audience right? On Facebook, Instagram, Twitter, Snapchat, and he has a really big email list and he's known for inspiring people and selling in food products and things like that. So there's another character of grant Kardon who also has his own products and services that he sells. So if Grant Kardon goes out to Lewis Howes and he says, Hey, look man, I got this product that I want to sell and I want you to tell your audience about it. And if you get them to buy it, you're gonna get a cut and then I'm gonna get the rest. And so Lewis says, okay, it sounds good to me. So Louis will say, hey, look, everybody on Snapchat, twitter, Instagram, Facebook and my e-mail list, I'm going to have this great product for you. I'm partnering with Grant Kardon to give you a special deal, blah, blah, blah, blah. And so what happens is if Lewis Howes is able to convince his audience to buy grant cartoons product, basically, these people are gonna give Louis Howe the money to get the product. Lewis is gonna get a cut and then grant Kardon, it's going to get the rest. And so it's a win-win situation where you're basically utilizing someone's channel their audience to sell your product to their audience. And I've also seen situations in the B2B world where Oracle does this as well. So if you get, don't know, Oracle's a huge, huge company with over a 100 thousand employees. And how they're continuing to dominate the industry is that they also have a reseller program where they're going to be individual salespeople who have their own companies, but they're affiliated with Oracle. So what these people do is they're gonna go out, they're going to have a customer base and they're going to sell or co-products to their audience. And so once they sell Oracle products to their audience, that audience is going to give money to them, which is the reseller. And then they're going to give a cut to Oracle because there are selling Oracle products. As you can see here, it's a channel partnership where Oracle works of resellers to sell to their customer base. So if you want to think like if you're a startup, for example, you could partner up with re-sellers and get those people to sell to their audiences. And you could give them a cut for doing all the hard work. And so with that said, we covered four different type of business development where its product distribution, brand, and channel, all different types that you can use for your business depending on what your business strategy is. So by learning all the different types you have to decide based on your audience, your product, or service, which one will be best for you, and even decide whether or not you want to do business development. Because again, there is a difference between business development and sales. To give you like an overarching theme of what the difference is. Let me re-explain it in a very simple way. So if you're deciding whether you should focus on sales and scaling people versus business development for sales, what you're doing is you're scaling people. So essentially you're going to go out or your salespeople were gonna go out to find customers and that customer is going to directly pay you for business development. Essentially, you have a product or service. You're gonna go to a third party like Netflix or Spotify at, then you're going to tap into their customer base. Then their customer base is going to, you know, they're gonna get money from their customer base and you're gonna get a little of that for providing a product or service. So if you want to think about it, direct sales, you're going to have more control over your salespeople and how you're selling to your customers. However, for business development, it's a little different way you're doing some type of partnership to work with a third party and you're capitalizing off of their audience. So in a nutshell, that is the difference between direct sales and business development. So if you want to go out there, you want to hire sales people and you want to knock on doors or email people and generate leads and try to direct sell people. Direct sales may be a great strategy for you and business development if you don't want to build a sales team and you want to leverage third parties, that's going to be a really great strategy for you. And we already showed you four different ways on how you can do it. So with that said, for your product or service, you're just going to decide which one is going to work best for you. But note that throughout the entire course when recovering sales mindset cells, foundations, and sales skills from strategies and tactics, it's going to be the same thing, whether you're doing direct sales or business development. Just know that even though the beginning strategies different and how you reach your customer when you're talking to people and when you're in a room with someone or when you're on the phone with them. Note that the sales skills are going to be exactly the same, whether you're doing direct sales or business development. 5. Mindset, Strategy & Tactics: Hey everybody, what's going on? Welcome to this section where we're going to talk about three important elements when it comes to the sales fire methodology, and that is mindset, strategy and tactics. Now the first thing I want to start off with you guys is that most people learning cells get caught up with the tactics on what to say. And this is extremely common because a lot of times when I coach people who are just starting out and sales, they always want to know, would you say, would you say, what do I say when I'm in this situation? What I say when I'm in that situation, and I totally get it right because people want some type of magic bullet. However, I want to show you guys that it's not about necessarily what to say. It's actually more about your mindset. And so let me show you exactly what I mean. So here we have the sales fire success pyramid. And as you can see here at the top, it's going to be the most important thing. And that is going to be your mindset. In the middle is going to be strategies and at the bottom, tactics. And so let's go ahead and dive into each of these variables. Now your mindset is going to be your attitude on how you feel about yourself, how you feel about others, how you feel about your environment, and how you engage and interact in these different situations. Easy way to think about it is more of how you feel because a lot of times your success, not necessarily determined by the mechanics of how to. It's more about the mindset that you have when you go into any type of sales situation. So that is why it's going to be incredibly important for you to have that emotional stability, that positive attitude, and that belief that you can do anything that you want to do if you put your mind to it. And don't worry, we're going to dive into the sales fiber mindset later on in this course so you can develop the right mindset to be successful in sales. Now, the second thing we're going to talk about in the sales fire success pyramid are strategies. And strategies are essentially your plan on what you will do and how you will do it. And it can be your behaviors or habits that you use to achieve a certain desired outcome. It basically the strategies. What exactly are you going to do? For example, in a sale situation, you could say, my strategy is to listen to this guy's problem and position myself as solution to his problems. So that essentially is a strategy. It's not necessarily the execution of how to do it, but it's the plan on what you will do when you enter that situation. And finally, tactics are going to be the skills, the execution, how twos, and the techniques on how to execute on those strategies. And so strategies are important because those are going to be the things that you actually doing, you're actually saying. But however you have to know that your mindset and how you feel before you go into any situation is going to be first the most important, then the strategy of the plan on what you're gonna do when you get there is going to be second. And finally, the tactics of actually executing on it is going to be third. And so an important thing that you've got to take away from this lesson is that your mindset determines your strategies. Your strategies will affect how you execute on your tactics. So as you can see here, if you only focus on the tactics, that's only 1 third of the story, you have to make sure your mindset, you mentally, you're in the right place and you gotta make sure you have the right strategies before you can even think about executing on those tactics. And that is why for the sales fire methodology, mindset and strategies are going to be critical. And then you're going to learn all of the tactics later on in this course. So with that said, you're gonna see a lot of mindset training throughout this entire course. You might want to dive into the tactics that and learn what to say right away. That's totally fine if you feel that way, but just know that the mindset and strategies are going to be critical. And then once you're ready, once you have that mental state prepared and you've got a plan in place, then the strategies are going to come in play. So again, throughout the entire course that you're gonna find a lot of information on mindset. And even as you'll learn to tactics, you'll see how the mindset and strategies are embedded in the DNA of how you execute your tactics. Just know that it's going to be throughout the entire course. But of course, you're going to learn all these three elements in great detail as you continue forward. So with that said, let's go ahead and move on to the next lesson. Now that you have an understanding of the sales fire success pyramid. 6. Why People Buy : Everybody, what is going on? So in this section we're gonna go over the mindset of why people buy and why this is going to be credibly critical for you to understand is because you need to understand psychologically, what is it that makes people want to give you money for your products or services? Because once you understand the foundations of this, what to say and I'll be how 2's are going to be extremely easy. But if you don't get the strategy aspect right and you don't understand why your customers are buying, then it's going to make your sale incredibly more difficult. And so let's go ahead and dive right in. Now to start things off, I want to share a little story with you guys. When I was working in San Francisco, Silicon Valley, everybody I knew I wanted to start their own startup. And of course, that's totally fine. But a lot of people who've, I've come across, they say they want to start a startup, but they always say that they don't have a good startup idea. Or most people who try to start a startup worked on very bad ideas that went absolutely nowhere. And I've seen people just use years of their lives working on a bad idea when really if they just understood what people wanted to buy, the would never have to get into the problems that begin with. And so with that, I want to show you exactly why people pay other people for their products and services and how you could implement it for your business. So a solution to the problem of not having a good startup idea is actually have a quote here for you by Paul Graham, who is the founder of Y Combinator, one of the most successful startup incubators in the world. And he says, the way to get startup ideas is not to try to think of startup ideas it. So look for problems, preferrable Lee problems, you have yourself. And so most people who are trying to start their own startup, they always get into this phase where they'll say, they'll just say in the room and brainstorm and say, Oh, wouldn't it be cool if we did this like a tinder for dogs are right. But in reality, the best startup ideas actually just stem from problems in solving those problems. And if you kinda look at Y Combinators, success in terms of the startups they incubated. You have people like Airbnb, Dropbox, Skype, read it, Twitch, all huge companies themselves and the company that I used to work at lab, they also set out to solve problems in the thing that all these startups have in common is that yeah, there are successful because they solve a specific problem that people are willing to pay money for. So the reality is, everybody in life has some kind of problems that they face, right? So people are willing to pay you or any company to make their problems go away. What you wanna do is you want to position yourself as the solution to their problems. So let me show you what I mean by this. So let's say on the left side we have this thing called who we are. So again, everybody has a version of who they currently are in their present day of time. Now on the right side we have this thing called who we want to be, and that is our ideal selves that we aspire to become in the future. Who we are as on the left side, who we want to be as on the right. And there is this gap in between. There's this distance that we have to cross to become the person that we want to be. And a lot of times the person that we want to be in the future, there's going to be a lot of challenges and obstacles that prevent us or make it very difficult for us to get to our ideal version of ourselves. And some problems can include that we just have no idea how we want to get there, or we might want to get there faster. Or number three, we want a blueprint or advice from an expert, someone who has done it before. So let's go ahead and give you some examples so I could specifically show you what I mean. So let's say I'm left side. Let's say we got a person who's a slave to their nine to five job and they absolutely hate it and they're not getting paid well well, so that's who they currently are and who they want to be. Is this person who's financially free, location, independent. They wanted to make a lot of money and traveled the world, right? So who we are, who we want to be. There's a gap in between and there's a lot of work that needs to be done to escape your nine to five job to get to that financially free point. Another example is let's say someone is unhealthy and overweight. And so that's who they currently are. On the other end, they want to be healthy, they want to be fit and they want to live a good, long life. And so obviously that gap, those challenges and obstacles that get to the person that they want to be. You gotta go to the gym and exercise. You've got to eat healthy, you gotta live that healthy lifestyle. So obviously there's this huge gap from who they are to who they want to be. And lastly, this is something that I actually help people with. Let's say some people are beginner in sales. You know, they're just starting out their business and they have a good product, but they just don't know how to sell it to different companies. And so who they are, that's who they currently are and who they want to be, is that they want to make more money with sales. So the challenge here is that they just don't have the knowledge and they don't have the expertise to get to that point where they are good salesperson. So as you can see with all these different scenarios, there is this gap, these challenges and obstacles that prevent people from becoming who they want to be. So let's try to solve these problems, right? So let's say in the first one their slaves to their nine to five job. Well, if somebody said, Hey, one of the courses I also sell is I teach people how to become a coach or a consultant. So if I say, Hey. Person who has a nine to five job. I have this online course that will teach you everything that you need to know to start your own consulting business from scratch, even if you don't have any experience. And so people who hear that pitch, they'll be like, Wow, I don't know how to get there. So you know how to get there. You have a blueprint that I can follow it. And by following your blueprint, I can get there faster. So of course, they're going to buy an online course that will teach them how to start their own consulting business if it's going to help them get to who they want to be. The second one, let's say you're unhealthy and overweight. So any type of fitness coat or nutrition coach can say, Hey, look, if you pay me for my coaching services, I'm gonna get you on a plan and we're gonna get you're exercising in the gym five days a week you're in and gets you eating healthy so that you can become the fit person you want to be. So any type of fitness trainer or nutrition is can fill that gap and help that person become were to who they want to be. And of course, this course, sales fire. It's basically going to take anybody who's a beginner sales or maybe if you're somewhat familiar with sales. And by teaching you all the mindset strategies and tactics really get you from a beginner all the way to a sales superstar so that you can make more money. So as you can see here in all these different scenarios, we are solving problems because people don't know how to get there on their own. They want to get there faster or they want a blueprint or advice from an expert to guide them in the right direction. So no matter what product or service you're selling, you have to think if your customer in two different forms. The first form is, who are they? What is their current situation and what are their problems that they're facing? And who is it that they want to be? What is their ideal situation, whether it's becoming fit, financially free, making more money for the business, their business, whatever it is. And how can you be the solution to their problem and fill in that gap? And so if you fill in that gap, people are going to throw money at you because you're solving these critical problems that they cannot solve themselves. And so most people have the desire to become a better version of themselves, right? That's just that a growth mindset mentality. But usually again, they have problems that prevent them or slow them down in becoming that higher version of themselves. So these problems and obstacles cause pain. Pain is the main keyword here. And so when you understand a person's pain, That's going to be the key to selling. So if the pain is strong enough, right? If people know who they want to be, but there's just these obstacles that just completely shut them down, is shut their dreams down. People are willing to pay good money to make that pain go away. So your job is to create value, right? And so value is created by solving these problems and making that pain go away. So whenever your product or service, you really need to think, what value are you bringing, what problems are you solving? And when you answer those questions, It's going to be a lot more easier to convince people to pay you money for your product or service because you're offering so much value. And as sellers, it's our job to understand another person's pain again and make their pain go away. You're almost like a doctor where you're diagnosing the problem and then you're prescribing a solution and it just so happens that the solution is going to be her product or service. And so I've seen that the most effective sellers are not the best Smooth Talkers. The best sellers are the ones who can listen, feel empathy, and make the other person's problem go away. And so that is the secret to the sales fire methodology where it's not about being a smooth talker. It's literally about listening, having empathy for another person, and solving their problems. And as you can see here, let's go ahead and summarize everything that we learned in this section so far. If you wanted to create value and you want people to pay you for your product or services. You need to think in the mindset where you're solving problems. So understand who your customer is, who are they in their current situation, and who do they want to be or what is their ideal situation that they want to achieve in the future? And what are the challenges, obstacles that prevent them from becoming who they want to be. So it's your job to get them to that other side. So again, no matter what product or service you're selling, you can always break it down and understand it in this way. And once you break it down and you separate the first element who they are, and that's like an element who they want to be in your product or solution fills in the gap. Selling is going to be a whole lot easier because people can clearly see the value that you provide. So with that said now that you understand how to create value, your product and service and how to have the right mindset so that you can share this with your potential customers. We're now going to move on to the next lesson. 7. Sales Fire Formula : Everybody, what is going on? So in this section, we're gonna go over these sales fire formula. And this is going to be a formula that you can use no matter whether, no matter what product or service or idea that you are trying to sell. And we're going to break it down into the fundamentals so that you can use this for your own business. Now the sales fire formula, but the entire purpose of the sales fire formula is to provide crystal-clear clarity on who you will help and how you will help them. It's also to strategically position yourself to succeed in selling situations, and also for you to create a feedback loop to iterate and improve your formula indefinitely. And I would say the most important aspect is the first line in that is to provide crystal-clear clarity on who you will help and how you are helping them. Because if you don't have these things down, it's going to be difficult for you to sell. So that's why we're going to cover it in this lesson. Now here is the formula in it's very simple, right? So over here you got market times your offer equals your outcome is go ahead and dive into each of these variables so you know exactly what they represent and how you can use them. So moving into the first one, your market. So your market is your ideal group of people or niche defined by similarities. You would like to sell your product or services too. So it could be either a B2B thing or a B2C thing. It doesn't really matter, but it's just understanding who exactly you're selling to. And the most important thing when it comes to defining your market is that they have to experience a common problem and they would want to get it solved. So like I've said throughout the entire course, to become ineffective seller, you're essentially listening to what another person's problem is and then you're going to be the solution to their problem. So ideally, the market that you're serving, whether you're selling a product or service, they're all experiencing some type of common problem that you can solve. So once you understand that you can solve their problem, it's going to be a lot more easy to sell to them. So of course you understand your market is understand what industry they're in, their maybe their revenue, how big their company is. There all types of different types of ways to really break down your market? But essentially the core of it is that they have a problem that you would like to solve. Now the next thing we're going to cover is the offer. So an offer is your solution to the markets problem in the form of a product or service. And ideally it achieves astonishing results, were very low effort and can be easily repeatable or scalable. So essentially you want to think about the offer, like what is it that you are doing to help them solve their problem? And that's just as simple as that. And lastly, the outcome. And so the outcome is defined by the promised end result when your market and offer collides. So your outcome must solve your markets problem. And ideally it achieved astonishing results with very low effort and time. So essentially you want to think of it like this, the outcome that you have for your clients, right? So you get your market, who the people you're serving, your offer, which is what exactly you are doing to solve their problem, then the results is the outcome you what happens when you combine that market with your offer and then you get that outcome, which is the result. And when I talk about effort versus revenue, you want to think of it like this. So on the y-axis you're going to have the effort defined by difficulty and time. And on the x-axis you're going to have revenue. How much revenue you're bringing in by solving someone's problem. So as you can see on the bottom left, there's low effort, low revenue. That's not the way to go because even though it's low effort, you're not making much money, the worst place to be is on the top left, which is low revenue, high effort, meaning you're doing a lot of work and getting very little money. And on the right, high revenue, high effort, that's okay. But the best place that you want to be in terms of how you spend your time and how much money you make. You want to make sure that you're getting high revenue with a low amount of effort. Meaning you're solving a really big problem in the very easy way. And it doesn't mean you're providing low-quality work, it just means for you It's a very easy. So when you think about your product or service, you just want to make sure that you position yourself in a situation where you're generating high amounts of revenue with low effort. Now moving forward what these sales formula, Let's go ahead and give you an example to clarify exactly what this is and how you can use it. So again, your market, right? It's going to be the first thing you think of. So your market, essentially people that you're serving and ideally they're going to have a common problem that you're solving. So an example, let's say I'm selling a lead generation service and my market is early stage tech startups with fiber less people based in Silicon Valley and San Francisco. And the problem that I would like to solve is that these startups have difficulty generating outbound leads to get meetings. And what they wanna do is they want to get a consistent flow of meetings to close deals and generate revenue, right? And so this is my target market as a lead generation consultant, let's say. And so let's say my offer is I'm going to go to these startups and I'll say, hey, look, I'm going to generate outbound leads for you using cold emails within 60 days. And the delivery model on how I'm gonna do is I'm just going to do all the work for you. And in return, you're gonna give me $2500 a month recurring, right, as my fixed fee. And for every lead that I give you, you're gonna give me $100 per qualified lead. And so that's the offer. That's the thing that I'm gonna do for them to solve their problem and the outcome we may mark it and offer collide is that I'm going to get them a consistent flow of 20 plus qualified leads per month. It's not going to be very difficult for me, medium difficulty. And the time I'm gonna do is I'm going to get this run up and running within 60 days. So as you can see here, no matter whether you're offering a service or you have a product, you can always define your market, right? Who's your market? What problem do they have? Where do they want to go? Your offer, which is, what does your product do, right? Is it a software? Are you providing a service? You're going to do all the work for them or maybe you're doing consulting and just giving them advice. So whatever it is that is your offer. And you're also going to have your pricing in there. And then the outcome is when your market and offer collide and they come together. And then this is the desired outcome that you're going to have for your potential customer. There's gonna be a lot of different industries that can use this formula. Basically any industry from business health and fitness or dating in relationships. Let's say you're in health and fitness. Your health and fitness coach, right? Your market may be unfit, unhealthy people who want to become fit. Your offer is I'm going to do some training and nutrition programming for you. You pay me this amount. The outcome is you're going to feel the best you ever felt in your entire life. You can be healthy fit, you're going to lose X amount of pounds, whatever it is. So again, any type of industry, any type of product can apply the cells fire formula because you're just breaking it down by your market, your offer, and your out. And so here's when this become dangerously effective and that's when you implement the sales fire formula with feedback and time. So you wanna think of it like this. You have your market, you have your offer, and you've got your outcome, right? And so there's something called a feedback loop. And what a feedback loop is used for. It's used to constantly improve, defining your market, creating a stronger offer, and achieving more desirable results using less effort and time. For example, let's say you go out, you have your market, you're offering outcome, you go out and you pitch it, right? Some people are going to like it and some people would be like, I'm not really that interested. And so you go back to your formula and you say, Okay, where did I go wrong? Maybe I should offer a different offer. Maybe the outcome that they want as little different, maybe instead of 20 leads per month, they want 50 leads per month. So whatever it is, you want to just change out these variables and then try again. So this is the beauty of the sales fire formula because once you define all the elements of market, offer an outcome and you really dissecting it into different variables like we showed you before. Then you can make changes to those variables, go out into the market, Do your sales calls, and then you can hear what people are liking and you can hear what people are not liking, then you can go back to your formula and make some tweaks. Change the variables. Maybe you're changing your offer. Maybe you're changing your outcome. Maybe you're changing your, your market, whatever it is. Then you go back to the market and then you do it over and over again. So this is powerful because it really falls into the aspect of time and compound interests. So when you invest money, right? And you constantly increase that principal over time, your money is going to exponentially grow. And this is very common in for any type of investment or 401 k, the sales fire formula also uses it as well, where as your, once you have your market offer an outcome MO, then you go out to the field, you practice, you do it, and then you get feedback, you go back to the toolkit, you do it again and again and again. And over time, you'll find that your pitch in the way you are selling your product or service is constantly going to get better and better and better. And then eventually you can get to the point where basically everybody is going to be dying to give you money for whatever is that you're selling. Because you're constantly making changes to your formula, tweaking it to make sure that it makes sense for the market. And it makes sense that the market will want to pay you money for you to solve their problems. Most people, they give up before they reached these exponential results, right? Because they don't go out into the field and they don't do the work and they don't constantly improve their formula. Or they may be putting in the time, but they don't have the formula to constantly improve. And so that's why they just kinda give up. But if you use the formula and you use it over time and you constantly improve, you're pretty much guaranteed to get exponential results because you're just gonna get so much more deadlier as a sales person. And so it's important to trust this process, trust the formula, and trust the process it because it's essentially like using the scientific method. You have a hypothesis, you go out into the field, you test it, you get your results, come back, make improvements, and you do it again. And you gotta work with urgency. But you wanna make sure that you practice patients right? You wanna make sure you're going out there and putting in the work. But note that things may not always work on the first try and you've gotta put in the time and do the iterations to improve your formula. But if you do this process and you're actually making tweaks to your formula. And you're going out there and you aren't your sales calls and you're trying things out, results will be in, inevitable is just baked into this formula. Before you go out and sell anything, you've got to understand who your market is, what's your offer and what's the desired outcome that you are providing for your market from a high-level perspective, this is how you want to look at your sales strategy. And then from there, once you're in the meeting, that's when you're going to start executing on your sales skills, which we will learn later in this course. But before you even learn the sales gives, you gotta make sure you understand your market, offer an outcome. Because if you don't get those things right, it's just going to be very difficult to sell anything. And it's going to be difficult to understand why things are not working. So again, if you're a startup and you're an entrepreneur or you're just starting out in sales, understand your market, offer an outcome, and then the sale skills will come after that. So with that said, that's everything that we have to cover when it comes to the sales fire formula. And I'm going to see you guys in the next lesson. 8. Introduction to the Sales Map : Hey everybody, welcome to this session where we're going to give you an introduction to the sales fire map and how you want to think about the sales fire map. It's almost like ACL script. However, it's going to be a lot more module and it's going to be a lot more flexible and specific towards your business. And it's going to show you exactly what to do, what to say during anytime during a sales meeting or a sales call. And I'll show you step-by-step exactly what to say the moment you meet somebody, all the way to finding out who the decision makers are, how much budget they have and even how to close the deal. So this sales Matt is going to be downloadable for you as either a Kino if you're using Mac or as a PowerPoint if you're using a PC. And again, this is a sales map that you can use and you can fully customize it for your specific market, your product and service. And so with that said, let's go ahead and dive into the sales map itself so you get a better understanding and feel of how to use it. All right, guys, so as you can see here, this is going to be the sales map and it's going to be downloadable. You as either a Keynote or PowerPoint, depending if you're using a Mac or PC. So on the first page is just going to be the cover page. And in the second page, what you're going to get is the sales fire Map Overview. So you already learned the foundations, right? And what's going to happen is as you have your business meetings, either if they're over the phone or in person. Pretty much every meeting, it's going to be structured in this way, where the first step is you build rapport with somebody, set the agenda, identify their pains, and then talk about the budget, how much money they have to spend on your product or service, and then the decision-making step in the sales process. And then after that, you're going to be able to close the deal. Either you're going to be able to close it on the first call right there. Or if your sales cycle is going to be a little bit longer where you have multiple meetings. And this is more common when you're dealing with Fortune 500 companies. You're going to close out the meeting schedule, the next meeting schedule another meeting, and then finally do a presentation and close the deal. And then at the end we're going to have a little section where you are able to learn about how to handle objections, as you can see throughout this entire sales map. If you look here, it's going to be the outline, right? And it's going to be in chronological order where you're gonna go from start to finish. And so as you can see, building rapport, this is the exact line by line talk track that you're going to use when you're building rapport. And of course, all these documents here, are you going to be available for you to download and edit? So as you go through this process, just know that every sale is different. Everybody has different products and services and different markets. So you can adjust it and fine tune it for your specific needs. So again, building rapport up here, then it's gonna go to Agenda than the pain. And then I got a lot of steps on how to identify and pain because it's going to be very important during the sales process. Then we're gonna go into budget and again, and the top is going to be some sales tips to remember. And then from there it's going to give you line by line of what to say and pretty much an example talk track that you can base your sales map up of and then going down decision-making, closing out the deal. Part 1, part 2, part 3, part 4 or scheduling and next meeting, part one, part two, part three. And then at the end we have objection handling. So again, as we go through this entire section, I'm going to teach you page by page exactly how to use the sales map. So you're not only going to learn the sales skills required to do each individual module, but you're also going to no line by line what to say. And so pretty much during any type of sales meeting, you're going to take somebody through your funnel from building rapport, getting them to like you all the way to closing the deal. And then after you learn all these different modules, What's going to happen is at the end, I'm going to show you exactly how you can tailor it for your specific product or service, then you will have your own refined sales map. So that sounds good to you so far. Let's go ahead and move on to the next lesson. 9. Building Raport: Hey everybody, what's going on? Welcome to this session where we're going to talk about building rapport. Now, why this section is going to be very critical for you in becoming a great salesperson is because building rapport is all about getting the other person to like you and trust you. Because if somebody likes you and they trust you, It's going to be so much more easier to communicate with them and get them to buy into your product or service. So with that said, let's go ahead and dive in how you're going to learn how to master the skills in building rapport. Now taking a high level overview of the salesmen, as you can see here, the first part is going to be sales fire foundations, and those are going to be all the things we talked about in the last section, where it's the foundations, the mindset, the attitude that you come in when you're trying to sell somebody. But now we're gonna move into building rapport, right? Like I said, it's going to be the first step and the first part of the sale cycle. And that is the moment you meet somebody, what do you do? What do you say? How did you get this person to like you and trust you before you even get into any type of selling insult. That is exactly what we're going to cover in this section. Okay, like I said before, the first step in running a sales meeting is to get the prospect, meaning the person you are trying to sell to, to trust you. And the best way to gain trust is actually by building rapport. And so the standard definition of what building rapport means is basically a close and harmonious relationship in which the other people or groups concerned understand each other's feelings or ideas and communicate well. And to put it a little bit more simply, building rapport is just getting someone to like you, right? Because when you get someone to like you selling to them or getting them to buy whatever it is your product is or your services is going to be a lot easier. But if someone doesn't like you and they don't trust you, you got to think what are the chances that they're going to spend money on your product or service. Okay, So diving into building rapport, your goal is to make the other person subconsciously think and feel, I like this person. I feel comfortable. This person gets me right and we're really boiling and distilling it down. And so if you get the other person to feel these emotions as they are meeting you, you are essentially building rapport and you got to understand that these are all things that happen in the humans subconscious. So people aren't literally thinking this in their heads. They're just subconsciously processing it. And so in this section, we're going to show you how to tap into somewhat subconscious and make them feel these emotions so that you can build report. And so a common theme I see, especially with new salespeople, is that they make the mistake of focusing too much on the sales tactics. And so what happens is they're going to fall into these common sales Pitfalls, right? And that is, are too focused on the technical details of what do I say. They're not building a human connection first, and they're thinking in a logical mindset versus an emotional mindset. And a lot of times this can come off as fake or on authentic. So an example of this is when you're going to a used car dealership. Now all around the United States, there's this reputation for a used car dealerships where they're very pushy and salesy. The moment you meet them, you kind of feel a little slimy like they're trying to pressure you into buying a car. And it's just overall not a great experience. And from a lot of people, they just want to avoid these types of salespeople at all costs. Now at the other end of the spectrum and you look at something like the iPhone where every year Apple comes out with a new version of the iPhone, whether it's a different color, maybe they'll add a new camera features or add faster processor or whatever it is. And the reality is that even though you don't necessarily need a new iPhone every single year, there are millions of people all around the world that will constantly upgrade their iPhones every time a new one comes out. And it's not necessary logical because of an iPhone that's one year old, it's perfectly fine that could do everything you wanna do, but people want to buy the new iPhone. And so this is just an example of Apple selling their iPhones emotionally. And they do such a good job in getting people to invest in their product emotionally. Salespeople are that work at the Apple Store. It actually don't get any commission when they sell the iPhone because they know they're at the point where iPhones just sell themselves. And this is a lesson that we're going to see throughout the entire course and that is people buy emotionally and they justified their decisions logically. So when you go back to the iPhone, people will say, Oh, I need the new iPhone because it has a new camera as a faster processor, it has this, it has that. But in reality they don't actually need any of these new features. It's just that they're buying emotionally, which Apple does a fantastic job in. And they're justifying their decisions logically and say, oh, I need a new iPhone because XYZ, even though they actually do not need it, if we want to learn from what Apple is doing and what all great sellers actually do. And that is, we want to sell to people emotionally or get them to emotionally invest in our product or service, and then get them to later justify that decision logically. And so here we're going to be some general rules for building rapport in how you're going to get people to buy emotionally and justify that decision logically. And the first three things is that first you got to feel comfortable with yourself because if you don't feel good about yourself, other people are not going to feel good around you. And so the second of make others feel comfortable. And lastly, if both people feel comfortable, meaning you're comfortable and the other person is comfortable, your ability to persuade improves, right? So. Building rapport, the first step in getting people to buy emotionally, it's just feeling good about yourself emotionally, making the other person feel good about themselves emotionally. And when that happens, communication is just going to be so much more effective and efficient. And your ability to persuade is going to be so much more, greater. And so once you focus on these emotions and getting everybody to feel comfortable in the room, the tactics of what to say and all those things are going to come naturally. But if you don't have that natural energy, you don't have that natural ability to make people feel comfortable. The tactics aren't really going to work because people are already have their guard up and they just feel very uncomfortable. And just it to give you an illustration of that, Let's just go back and think of the sleazy used car dealership salesmen, right? Once you kinda just get a vibe of that snake oil salesmen kinda talk, then you're just not going to want to deal with them because you think that they're going to rip you off. But if you get people to trust you emotionally than that is just not going to happen. And so here is going to be a sales fire tip when it comes to building rapport. And instead of putting all of your energy in trying to close the deal and make a sale. Instead, what you wanna do is you want to focus on getting the other person to just simply like you as a person. And once they like you as a person, then you can see if it makes sense to work together or not. So the sales firing methodology is not about trying to sell people. It's just about building rapport, getting people to trust you. Once you get someone to trust you, you're not even trying to sell them, then what you're just doing is you're just trying to help them. You're trying to see what their problems are and you're trying to see whether or not it makes sense for you to work together. And if it doesn't make sense to work together and whatever your product or service is and they just absolutely don't need it, then the sales fire methodology says to not sell them that thing because they don't need it. So you just trying to see if it's a good fit to work together or not. If it is great, if it's not, that's totally fine. But you just have to get them to trust you to even get to that point in the conversation to see if it's a good fit with all this said, right, we got all the strategy down. You want to get people to like you as a person, okay, great. But what's the secret to actually get people to like you? Well, this is where the elements of communication come in. And like I mentioned before, most people make the mistake of focusing on the persuasion tactics and what they want to be fed these lines of what to say and not what you want to do. But in reality it's not what you say, it's how you say it. And let me show you what I mean. Now there was a study done at UCLA where they were trying to figure out what would the main elements of communication of getting someone to like you when you first meet them, especially within the first five seconds of meeting someone. And they found that 55 percent of whether or not someone will like you within the first five seconds actually comes from your body language, from your, your eye contact, how you're sitting, your posture and things like that. 38% is going to be the tonality, how you are seeing your words. And finally, it's only going to be 7% the words that you actually say. If you really take a step back and look at the statistics over here, 93% of whether or not someone likes, you don't even come from the words that you're saying, right? So this is why I say the words you say actually aren't that important. The lines that people feed you aren't going to be the solution to becoming a better seller, getting someone to like you and building rapport. It's all about having the right body language and having the right tonality you, when you get those two pieces. Now, it's going to be very easy and effective to get anyone to like you before you even say any words. So let's go ahead and just dive into each of these categories so you know exactly what I'm talking about when it comes to body language for now, the words. And then we're going to show you how to use these things to get someone to like you and build a rapport with them. So the first element of communication is body language. So some examples of poor body language would be slouching, shifting your eyes, looking left and right, right, and looking down as you speak. But some examples of good body language includes sitting up straight your shoulders, back, and you're just looking over all confident. And so if you just look good and your body gestures are good, then people are just naturally going to like you more in it's just a scientific proven fact. When you break down tonality, It's going to be broken down into three different variables, and that's going to be pitch, pace, and volume. So pitches is essentially how high or how low you're speaking. So if you're speaking like this, that's going to be a low pitch. And if you're speaking like this, that's going to be a very high pitch. So obviously having the right pitch and having it not too different from the other person that you're speaking with is going to be crucial because if it's too low, people are gonna think that's kinda weird. But if it's too high, That's also going to be strained as well. Your pace is how slow or fast you're speaking. Now, if your talking like this is going to be too slow and people are going to get really annoyed. But if you're talking like this and these two guys and nobody knows, understand what you're saying, right? If you're talking too quickly, people don't really get what you're saying. And so you have to make sure you have the right pitch and volume. Obviously, if you're talking too soft or if you're talking too loud, you have to have the right volume that fits the tone of that meeting. So elements of tonality and pitch, pace and volume. And finally the words that you're saying, right? It just some examples of this is, let's say you use the word problem, which problems you usually have a negative connotation. But if you swap out the word problem for challenge, suddenly that a problem turns into something that you can overcome. So you can say. We have a really big problem here that sounds really negative. But if you say, you know, we have a challenge here that I believe we can overcome. That sounds totally different. So know that the words are important in swapping out words and making sure you say things the right way so that people don't get offended. However, when it comes to getting someone to like you and building rapport within the first five seconds, you first want to focus on the tonality and the body language at then the words will come afterwards. So words, it will be important after you establish rapport. So when trust you, having the right words will have a crucial role during the entire sales cycles from start to finish. But when you're building rapport, focus on the body language and tonality first and then the words later on. Let's go ahead and give you some examples of building rapport. Here, I'm going to really focus on tonality, where I'm going to show you some examples of good tonality versus that tonality and you're gonna see the difference. The first example is going to be bad to Nelly. Hey, how's it going? And then the prospect might say, It's going pretty good, right? And so that's an example of bad tonality, low-energy. It just doesn't sound that great. But if I say, Hey, how's it going? And the prophecy says, oh, pretty good, see there's a complete difference over there where the first one was, Hey, how's it going? And second time around, I said, Hey, how's it going? The second time around on smiling, I got energy and body language and my Gallo anthem I speak and it really makes a difference in how people respond. So I'll give you another example. If I say, hey John, it's currently, it's really great talking to you here. How are you doing? It's great to meet you too, right? It's really low energy. It's just how you building trust that way. But if I switch it up and I say, hey John, it's really great to talk to you today. How are you doing? It's great to meet you too. So you can see here just for my tonality and how you're, how I'm saying the words. You can see complete difference in how someone can respond. You're really talking low-energy and you just don't sound confident, people are going to respond to you that way. But if you have high-energy, you're confident in yourself and you really enthusiastic people who also respond to you in that way as well. So tonality does make a difference. And so let's say you're in a sales meeting and you just want to build rapport with someone. This is the first five seconds of meeting them, right? What do you say when you first start off a meeting? So the moment you meet them, I could say something like, hey Sally, great talking to you here. How are you doing today? Sally says, I'm doing great. How are you? And I'll respond. I'm doing well. Thanks for asking. Now if you're ready, we can dive right into the call if you want. Sally says, Sure, sounds good. And this is going to be great for people who don't really know what to say the first moment they meet someone or when they start a meeting, as you can see here in this example, I'm just starting a sales meeting and I'm meeting this person Sally, and if it's a good fit to work together. And so I'm not talking about sports, I'm not talking about the weather. I'm just literally say, Hey Sally, great talking to you here, how you doing today. And based on that, my tonality and how I'm saying it, I'm just instantly building rapport with Sally because I got that good energy to start the meeting, right again, I'm not talking about sports, I'm not talking about the weather. And to start the meeting, I'm just saying, hey, if you're ready, we can dive right into the cough you want and Sally will say, Sure, sounds good. And then you could start the meeting right there. So that's just an example of how I would build rapport and start any type of sales meeting. So contrary to popular belief, having small talk is not necessary to get someone like you and like that pass example, you literally do not have to have anything in common. Although that helps. One easy way to build rapport with someone is just to have the right tonality and body language and have that good energy that people want to deal with. And now once you build a rapport with someone just based off your body language and tonality, what you wanna do is you want to transition into the SAR of a sales meeting. How you do that is once you say hi to somebody, great to meet you, blah, blah, blah, all you got to say something like, if you're ready, we can dive into the call if you want. And that is if you're doing a meeting over the phone or you can say something like, Do you mind if we go ahead and get started though? Say Sure, why not? Another example is, I want to be mindful of your time. So how about we go ahead and get started and there you're gonna say, okay, sounds good. And so that's just a transition phrase that you can use to go ahead and get started in your sales meeting. Again, building rapport is it's not about the words that doesn't really matter how you say it is just your energy and how you say it. And people will just say, okay, Sure sounds good. And your transition, the next stage of the car, and I'm going to remind you over here, It's not what you say, it's just how you say it. He now we're going to dive a little bit more deeper into building rapport. And one special technique that you can use when you want to build a connection with someone is just mirroring, right? People are wired from a psychological level, too few more comfortable around other people who are just like them. To give you an example of this, Let's say you're, you're gonna go into a business meeting everyone There's wearing business suits and talking about money, blah, blah, blah. And then let's say you come in, in hypothetical situation in a clown costume and you just go, Hey guys, let's talk business. And they're going to look at you like What are you doing? Get out of here, right? Because they're not going to take you seriously because you're so different from them wearing this clown costume. Obviously, this is an extreme example, no matter what you have in your head, whether you have the best ideas, business ideas, and it can make everybody a fortune. If you're coming in with a clown costume, no one is going to take you seriously. So if you were a suit like everybody else in this business meeting room, then they're going to take you seriously and it's going to be so much easier to sell whatever product or service that you have. So before you even start selling, right? This really plays to the robot and rapport. You gotta get people to like trust and emotionally connect with you. And one of the fastest way to do it is actually to mirror somebody. And so what mirroring essentially is, is you're mimicking a person's body language, tonality, and worth. And remember, those are the three key elements that people use. To determine whether or not they like and trust you within the first five seconds I'm meeting you. So for example, how they sit, how fast you're talking in the words that they say. Because people are subconsciously thinking, Do I like this person? Do I feel comfortable? Is this person similar to me? So let's say I'm going in and I'm trying to sell my product or service to a prospect and his name is John, right? So the first moment when I meet him, what's going to happen is we're going to both shake hands. And so when you're shaking hands, we're gonna keep in mind that body language is super important. So if he has a firm handshake and I have a limp handshake, he's going to think, why is this guy's hands so lumpy? But if he has a weaker handshake and minds as super-strong, he's going to think, why is this guy so aggressive? So what do you do in this scenario? Well, what you wanna do is when you shake this person's hand, you want to match the pressure that they have when they're shaking your hand. So if he comes in with a firm handshake, I'm going to come in with a firm handshake. If he comes in with a little bit of a weaker handshake, I'm going to come weaker as well. And that is because you just want to mirror whatever the other person is doing, because people like to buy from other people who are just like them. And so let's say we continue on with the sales meeting and we go into John's office and John says, Hey Patrick, would you like a cup of coffee? Now most people, they might say, Yes, I would love coffee, I'm dying for coffee. Or they might say no, they are no, I don't want one. But in a scenario where John has coffee and you say no, it's kinda weird because he got one and you did it in the case where if he asked you for one, you said yes and he said no. Now you got coffee and he does it and that's kind of weird as well. So the best thing to do in this situation is just to ask a question back and reverse the situation and says, Are you having one? So whenever John says if he's going to get coffee, you're gonna get coffee. If he's not going to get coffee, you're not gonna get coffee either. So whatever he's doing, you gotta do as well. So when he's sitting when John is sitting down and he crosses his leg, you want across your lay if he's talking fast, you want to talk fast. If he's talking slow, you're going to want to talk slow. Essentially, all you are doing is you are mimicking his body language, tonality and the words that he's saying. And again, people are going to like people who are just like them. And this is not being faked. It simply doesn't mirroring subtle body language and hitting certain cues so that people subconsciously think, wow, this guy is just like me. I like him, I trust him, I want to buy whatever it is that he has. And so once you build rapport with somebody, that is actually when the real game of sales starts. Because once you can get someone to like you, then you could run them through your entire sales map. And trust me guys, I've used this bonding rapport and mirroring all these strategies and tactics I just showed you all around the world in my travels. Even works in situations where countries where they don't even speak English and I'm just matching their body language tonality, then people will just naturally gravitate to me because I am matching them. And even though I come from a different culture, I come from, yeah, I don't even speak the same language. If you can match these things and you can understand people psychologically and hit these points. They are going to gravitate towards you and know that throughout the entire sales cycles you are constantly building reports. So as you take someone through your entire sales Map, know that you are constantly building rapport throughout the entire time. It just doesn't stop. You know, within the first five seconds you constantly have to do it because if you break that cycle of building rapport and you're not matching them, you're not mirroring and matching the other person. Suddenly they may not like you in the middle of the sale cycle just so just know that you got to build rapport throughout the entire sales cycle. So now that you understand the concepts of building rapport, let's go ahead and dive into the sales maps so you'd know how to use these strategies and tactics that we just showed you to use a for your own product or service. So like I said before, building rapport is going to be the first part of the sale, which will, once you build rapport, you can build that trust and everything else in the sales map is going to flow. So once we go into page number three over here, building rapport. So we got some sales fire tips that you can use. It just basically summarizes all the things that we learned throughout this section. And so the talk track that you want to have the first high seconds when you're meeting someone. As you can see here, the example that I have it, let's say I'm meeting this person whose name is Tim. Hey Tim, It's really great to talk to you here, how you doing today. And Tim's gonna say I'm doing good. Thanks for asking. Yeah, Then just talk about this. That doesn't really matter. And then once you pass that part, what you wanna do is you want to transition, right? So here the goal is once you build report with someone, which is just basically the small talk in the beginning, you want to transition into the agenda and that's when you cover all the things that you will cover throughout the sales meeting. But don't worry, we'll cover that in the next video. So to transition and get down to business and actually talk about business, you want to say something like, All right, So if you're ready, How about we go ahead and get started? And then the prospect will say, Okay, sounds great. Then it'll transition into the agenda. Just know that building rapport, It's just that simple. You just have to match their body language, tonality and then the words that they say and just get this person to psychologically like you as a person from there, all the other steps with the sales process is going to be so much more easier because once people trust you, you can make mistakes here and there, but they trust you. They're going to buy whatever it is that you have and know that you literally do not have to have anything in common. You don't have to talk about the weather if you don't want to, you don't have to talk about sports. You could literally just say, Hey, how's it going? They're going to say great things. And then just say, hey, if you're ready, let's go ahead and get started. And that's it for whatever your style is of communication. And you know, for me I like to say, Hey, how's it going? Hey, how you doing? How are you doing today? You know, that's just my style. But if you have your own style of your own introduction that works for you, go ahead and just replace that out. And then from there, once you replace these for your product or service, and you could go ahead and just start using that in your sales map. So with that said that is everything that we have to cover when it comes to building rapport, which is going to be important the first five seconds when you're meeting someone. And then the next section we are then going to cover agenda. So if everything sounds good to you so far, I'm gonna see you guys in the next section. 10. Agenda: Hey everybody, what's going on? So welcome to the section where we're going to talk about the agenda. What the agenda is all about is setting the right expectations for every sales meeting that you have. Because once you set the expectations, you actually gain control of the flow of the entire meeting. And once you gain that flow and you get that control running the entire sales meeting, it's going to be much easier. And to illustrate why setting an agenda is going to be critically important. I have a little story for you guys. So back in the day I remember I went to a dentist for a regular routine cleaning. And my dentist at a time. You just kinda was operating on my teeth. And really he just did not say a word in the whole time I was sitting there with him putting these sharp things in my teeth. I didn't know what they were. I'm just thinking in my head, is this going to hurt? Is my mouse supposed to feel like this way? Is that a drill? And this dentist didn't say anything and the whole time in my head I was in that panic mode. Now here's the interesting about fear. Now fear stems from the unknown, right? And so in the dentist example, I didn't know what was going to happen and so I was afraid. Now the key to this is that when you clear up any unknowns ahead of time, people have nothing to be afraid of and they will feel like they could trust you more. So again, fear stems from the unknown, but if you make the unknown known, it's gonna be a lot easier to build trust. Now going back to a dentist, I actually went to another dentist after this experience because even though the last experience was a regular checkup, it was just not a good experience for me. So I went to this other dentists and this time it was a sheep and instead of just operating on my teeth before she did anything, she would ask me questions or she would tell me what it was going to happen ahead of time. So she would say this is going to hurt for a second, but don't worry. It's going to feel a little slimy in your gums, but that's normal. It should only last for 30 seconds. Don't worry, I'm not going to drill your teeth. We're just going to do a deep cleaning for your teeth. It shouldn't hurt, but if it does, let me know. So this then test was a lot better in that she set the right expectations for me. And I had no reason to be afraid of this regular check-up because she told me everything that was going to happen ahead of time. So by setting expectations are not only making another person's fear go away, you're also taking control of the conversation while making the other person feel like they're in control. And this is called perceived control, right? You wanna make the other person feel like they're in control, but in reality, you're the one that is controlling the entire dialogue of the meeting. So when every sales meeting, and I know I gave you a dentist example as a metaphor. But in sales there's always an opportunity to set the agenda at the beginning of the conversation. So let's go ahead and break it down and show you exactly what it means to set the agenda in a sales example. And the purpose of a sales meeting again, is to see if it makes sense to work together or not. So in sales, you're not trying to hard sell anybody. You're not trying to force them or trick them into buying your product or service. You're simply having an open dialogue and open conversation where you can honestly see if it makes sense to work with each other, makes sense and they should buy whatever it is that you're selling. Great, but if not, that's totally fine and you're just going to move on. And so here is a sales fire tip in your sales meeting, especially when you're sending the agenda, you want to make it clear that you're good at. You can take a yes or no, but you'd never want a maybe, and maybe it's going to be the death of all sales because any type of sales meeting at the end of the meeting, you want to make sure that, you know, this person is interested or not interested because you don't want to waste anybody's time. But I'll dive in a little bit more into this later in this lesson. You're the guidelines when it comes to setting your agenda, right? And it's gonna go from top to bottom and it's going to be in this order. The first is the time and purpose of the meeting. Then you want to talk about the other person's expectations and their agenda. Then you want to talk about your expectations and your agenda. After that, it's going to be the outcome of the conversation. Again, that's going to be the yes or no, but never a maybe. And then the last thing, this is optional. You could talk about any challenges or obstacles that you might want to bring up ahead of time. So this is a high level overview and we're going to dive into each one and then we're going to piece it all together and show you how you can use this structure for your product or service. The first thing you gotta do when you're setting an agenda is you want to make it clear how long the conversation is going to take place. And you want to also explain the purpose of why you're even having the conversation. So an example, time and purpose is, I wanted to take 20 minutes to see if it wouldn't make sense to work together, right? That's very simple statement. You're saying it's going to take 20 minutes. The purpose of this meeting is just to see if it makes sense to work together. Then the next part is your knee go into the other person's expectations and their agenda here, you want to make sure that you have empathy towards the other person situation and you want to address their main points of interests, right? Meaning you want to just make sure that in this conversation you're going to cover everything that they want to hear. So an example of that is you're going to have some questions for me and how our services might be able to help grow your business. I'll do my best to answer any questions you have. Very simple. It could be one or two sentences that hits the main points of what people want here and why they're taking your meeting. Then you want to make sure that you make it clear what your purposes for that meeting. So an example is, and eventually I'll have some questions for you so you can get a better understanding of how I can best help you in this example. I'm just making it all about them. So after your and their expectations have been covered, you want to make sure that you make it clear what the outcome of the conversation will be. So an example is at the end of our call, either one of two things will happen if we find it doesn't make sense to work together, that's totally fine. But if there's a fit, we can work out what the next steps will be towards the end of the call. Does that sound good to you? And the other person's gonna say, okay, Sure, That sounds good. So I'm doing two things here. I'm saying I'm gonna take it. Yes, I'm ticket no, but I'm never gonna take it maybe. And if you get that, yes, we'll work out what's going to happen at the end of the call, right, setting up that next step. And then the last part is the challenges and obstacles and this is optional. And this is for situations where you always run into an objection or a challenge that happens in every single meeting. So bringing it up head on, he removed the surprises throughout the entire conversation. So an example would be now a lot of people tell me that they're interested, but after the first meeting, they'll start replying to my e-mails and disappear from the face of the earth. So if you're not interested in my services, I want you to know. You could tell me No at anytime. Does that sound fair? And they're gonna say, Sure. So now if for whatever reason, if people just are not interested in, instead of telling you to your face, they'll just stop replying to which wastes everybody's time. You're just making sure that it's okay for them to say no. If they say no, then you can handle their objections right there instead of trying to follow up an email. So that's just an example of challenges and obstacles. But for every different cell with no matter what your product or services, you're going to have different challenges and obstacles. But I just wanted to give you an example of one that it's very easy to understand. So now what we're gonna do is we're going to bring it all together using the sales man, Okay guys, diving into the sales fire map over here. So we already talked about building report, which is building a human connection with somebody getting them to trust you right? Now, what happened is you're transitioning into the agenda. So how you're going to get to the agenda, which is all the things that we just talked about, is you're going to have a transition sentence like this. So you'll say, all right, so if you're ready, How about B, go ahead and get started. They're gonna say, Okay, sounds great. Then you just dive into the agenda. So as you can see here, I have some sales fire tips, so the top, but let's just go ahead and dive in and put it all together. So after your transition sentence, you're going to dive into the time and purpose, and then you're going to go through this entire thing step-by-step and then they're going to agree to it. So let's go ahead and get started. So you start with the time and purpose and you say, I wanted to take 20 minutes to see if it wouldn't make sense to work together. Of course, you're going to have some questions for me and how our services might be able to help you grow your business. And I'll do my best to answer any questions that you have. And naturally, I'll have some questions for you so I can get a better understanding of how I can best help you. At the end of our call, either one of two things will happen if we find it doesn't make sense to work together, that's totally fine. But if there is a fit, we can work out what the next steps will be towards the end of the call. Does that sound good to you? And they're gonna say, okay, Sure. Then you go challenges and obstacles. Again, this is optional. Now a lot of people tell me they're interested, but after the first meeting, they'll stop replying to my e-mail and disappear from the face of the earth. So if you're not interested in my services, I just want to let you know you can tell me No, at anytime. Does that sound fair? And they're gonna say, yeah, that sounds fair. And so from there, you set the agenda, right? You just want to say it all straight. The shorter it is, the better. But you wanna make sure you cover all the main points, which is time and purpose, their agenda, your agenda, What's going to happen at the end of the call or meeting, and then any obstacle or challenges you want to bring up right away. If you don't have any, then that's totally fine. This really can take like 30 seconds of a call, right? You just want to set the expectations. And again, you do not want to skip this step because if you do not set the agenda for the other person the entire time, they're going to wonder in their heads, how long is this gonna take? Why am I here? What's the point of this conversation? Sky trying to hard sell me. Just think of the metaphor that I gave you what the dentist, I didn't set the expectations. So in a sales example, it's pretty much the exact same thing. But by setting these expectations, your removing the fear someone has when they're dealing with you. And once you remove the fear, then it's going to be a lot easier to get the person to trust you and get them to buy your product or service. So from there, once you set the agenda for the meeting, everybody knows what's going on, then you're going to transition into the pain process. And so now that you understand building rapport and agenda, we're going to now move on to the next phase. So if that sounds good to you, let's go ahead and move on to the next section. 11. Pain: Hey everybody who, what is going on? So welcome to the session that we're going to talk about pain. And this is where you're going to learn exactly what motivates people to buy into your product or service. And from an emotional perspective, pain is going to be one of the strongest emotions that you can leverage. So like we've been talking throughout the entire course, people buy emotionally and they'll justify that decision logically. So our job is to get people to buy in emotionally. And the strongest emotion to make someone take inaction is pain, pain, pain, pain, pain, pain, not happiness, not joy, not pleasure is going to be pain. And just so you guys know, it has been scientifically proven throughout many different studies out there that pain is the strongest motivating factor. Let's say for example, you broke your leg. Obviously you're gonna do something about it because it hurts. But if it doesn't hurt that much, you may never go to the doctor. You may never go to the hospital. But if it's broken sideways, then obviously you will go immediately because everybody wants to avoid pain in some capacity, whether it's for their physical health, whether it's in their business no matter what it is, pain issue, the strongest motivator that you can use to leverage when you're trying to get someone to buy your product or service. So some people are really know what their pains are. And that is going to be called a realized pain. And as you're gonna see in this course, they're going to be a multiple number of different types of paints. So first one again, realize pains, they know what their problems are. Some people don't even know that they have a problem and that's going to be called a latent pain, right? These are just problems that don't exist in the prospects head because it was never brought to light. So typically the first step when you're trying to make a sale is to get someone to realize that they actually have a problem. Because if they don't have any problems, then there isn't going to be any pain. And if there's no pain, there's not going to be a sale. So here's what you gotta do. First. You want to take a latent pain, a problem that someone does not realize quite yet. And then you want to turn it into a realized pain. A pain that's so obvious that they're going to want to make it go away. And so from the realized pain, you don't want to stop there. You want to go even further and you want to make that relies pain into an extreme pain. And so what you're doing is you're turning that pain that they just realized they have and then you're gonna make it hurt as much as possible. And I don't mean literally you're making the person cry, but you want to just make them feel anguish and you want to make them feel like they have to take an action to make the pain go away to make their lives better. So what you wanna do is once you make the late in pain into an extreme pain, you want to position yourself somewhat like a doctor or someone that's going to come in and make that pain go away. And so it just so happens that once you position yourself that way, your product or service is going to be the solution to make their pain go away. And so you're not necessarily hard selling somebody, they're going to want to buy whatever it is that you have because you can solve their problems. So now that we understand the different concepts of late in pain, realized pain and extreme pain. We're gonna go into why people buy. So essentially you have these two versions of who people are that we talked about, who they are and who they want to be. And so what the greatest salespeople do is that they widen the gap between who someone is and who they want to be, whether it their small business not making that much money. And then you widen the gap and they want to become this super-large business making a ton of profit, right? And so you widen the gap as much as possible. And so when you widen the gap, then you want to fill that gap with a lot of challenges and obstacles because the main problems that people have from who they are into becoming who they want to be is that they didn't have no idea how to get there. They wanted to get there faster or they want a blueprint or some advice from an expert. And that can be you in the form of service or a product as a salesperson or someone who is trying to get some of the buyer you want to widen the gap as far as possible and make it her as much as possible. And so what I mean by this is that by widening the gap, you're making a seem almost impossible for them to get to who they are, to who they want to be on their own. So you want to make it seem like four in order for them to become the highest level versions of themselves that make their business as best as possible. They're going to need your help to get there and they cannot do it any other way. And so by positioning yourself as a solution to their pain, they're going to want to buy whatever it is that you have at any cost as long as it's reasonable to make that pain go away so that they can become the better version of themselves. Now that you understand this concept, you might be asking, okay, So how do I start and getting people to feel that pain? Well, the best salespeople again, are not the ones who are the smoothest talkers or had the loudest voice is the most effective salespeople are going to be the best listeners and the ones that have the highest level of empathy. So let me explain what I mean. So the best way to uncover pain is actually to ask questions. It's not to drill an idea into someone's head or talk them to death. It's literally to ask them smart questions and get them talking about their problems. And so how we're gonna do this is we're going to use something I like to call the pain pyramid. And so this pyramid represents, is it's going to be a way to ask questions to your prospect and the top of the pyramid. It's going to be surface-level questions. They're going to be a lot more easier questions like that. Talk about the what they're easier and they're much more logical, then it goes into the business or family questions, which is a little bit more personal in getting into someone's business, which is good because now they're getting to trust you and they're telling you more about their business or their family or whatever it is. And then at the end, you want to start asking emotional questions. These are questions that are, that are going to be a lot more difficult, that talk about the why they are harder and there are a lot more emotional because people buy emotionally and they'll justify logically. So by starting at the top, starting with easier questions, working your way down all the way to emotional, personal questions. Once you get at that level, you're getting people to tell you all their problems from an emotional perspective. And you're almost like a therapist where you're just listening to all their problems have been from there. What you're gonna do is you're going to position yourself as a solution to their problem in, before we get into that, let's break down these type of questions so you know exactly what I'm talking about. So before we dive into the variables, you want to know that when you're using the paint pyramid, it typically, typically takes at least three questions before you get into someone's personal pains throughout entire sales conversation, you're essentially spending, I would say at a minimum you're talking 20% of the time and letting the prospect talk 80% of the time. And while you're talking so little, It's because you're just asking good questions and letting the other person talk and you're going to be listening. And so once you feel a pulse of that pain, then you want to go deeper and deeper and deeper and make it her as much as possible like we've been talking about. So let's go ahead and dive in the different variables of Dupain pyramid. So like we just saw the first level of the paint pyramid or the surface level pains. And so when you're starting the conversation, they could be questions like, can you be a little more specific? So what exactly do you mean by that? Can you give me an example? How long has it been a challenge? Have you tried anything to fix this? Obviously, these are very easy logical questions that you can ask at the beginning of a conversation. So if somebody says, we want to generate more revenue because our advertising doesn't work, and then you could respond, well, what do you mean by that exactly. And they're gonna tell you, Oh, blah, blah, blah, blah. We tried this, we tried that. And can you give me an example? And so as you can see here, you kinda driving them down this pyramid and you're asking more and more questions just to get them talking about their business, getting them to trust you more and more. From there, you're going to talk about their business pain or their family pain depending on the product or service that you're selling. So a lot of times for most people it's going to be their business pains. What are the business pains that they are facing in their business? So you could ask, why do you think that didn't work? Has anyone tried to do something about this? If you were to take a guess, how much this is costing you? Are you committed to fixing this? If you do nothing, what happens? You can see here, these questions are a little bit more personal, where they're asking direct questions on if nothing happens, if you don't fix the problem, what's going to happen? Then the prospect might respond with something like, well, if we do nothing, we're going to lose $10 thousand every single month. And then, as you can see here, the more if you get into the business pain right from the surface level to the business, it gets a little more personal and it gets more emotional because it's directly how it's affecting the health of the business. And then from there you want to dive into the personal pain questions. My favorite one to use as how does that make you feel? But other ones include, how does this directly affect you? Are you ready to give up? How do you think I might be able to help? Sounds like a major issue. Why hasn't anyone taking care of this? So once you get to the personal pain questions, this is typically where people start really spilling their guts and telling you exactly how they feel. So let's say someone's completely failing in paid advertising for their business. And you ask them, Well, how does that make you feel? And they might say, Oh my God, I hate it. I think I'm about to lose my job. We're losing so much money, blah, blah, blah, blah, blah. And so this is where you want to take somebody because now they're getting emotionally involved in their problems. And at this point, again, you haven't even mentioned what your product or service is. You're not trying to make a pitch. You're just trying to build empathy. Get this person that trusts you and tell them all of their problems. And you just want to be the best listener that you can possibly be. Because once you understand these things, then you can position yourself as a solution to their problem. So summarizing the pain pyramid again, Surface business or family paints and then goes into personal. Start with the surface and ask more questions. They'll tell you a little something, then you ask more questions, they'll tell you more and more and more. Then you finally get to the personal pain questions. You ask them things like how does it make you feel? Does it directly affect you? And you want to look for the things where it says like, oh my god, like, how am I going to pay for my kids, college or things like that? Because once it gets to that emotional pains, that's when they're going to really want to take an action and make that pain go away. And using the sales fire methodology. And we're going to jump into the sales map in a bit. But before we do how it's gonna work is you're going to use this pain pyramid, right? The set of questions from Surface business and personal. And we're going to inject them into the sales fire pain steps. So as your guiding someone through this pain period funnel, what you're actually doing is the structure is taking them from 1, 2, 3, 4. So first you're gonna talk about why exactly they are here, right? That's how you're going to start the pain process and don't wear out. I'm going to show you in a minute. So you talk about why they are here, then you go into their present situation, what their current situation is like, that you're going to uncover their deep pains. What's making them her? Then then the fourth part of the sales fire pain step is to understand what is their desired situation, meaning after you talked about all their pains, you know, a lot about their business. Ideally, where do they want to be in their business? Where do they want to be personally? And that's how you're going to understand exactly what paints someone is in and what their situation is and the future and how you can position yourself as a solution or vehicle to get them to their desired situation. So with that said, let's go ahead and dive into the sales maps so I can show you step-by-step on how to apply this in a sales meeting. All right, guys, so we are in the sales map now as you can see here, we talked about building rapport agenda, and now we're going to dive into the paint. And the paint is actually going to be a really big part of a sales meeting. Because if you don't get this part right, you're not going to make the sale. And that's just true because if you don't understand someone's pain, you cannot be the solution to their problem. So you want to spend most of the time actually in this section where you're understanding and building empathy for someone's pain. Get into the pane. Over here I have a little chat with the paint overview, still some sales fire tips. And then from here I got diagrams of understanding that what you wanna do is you want to just understand who they are and who they want to be. Widen the gap as much as possible over here, and just make it really impossibly hard for them to get to who they want to be without your help. And again, I have another chart here with the surface pain business handle pain, personal pain, basically what we just covered earlier. So pains step 1, right. And so first, when you dive into the pain section, you want to talk about why they are here, essentially where this is going to take place is you just talked about billing report, blah, blah, blah. And then you talked about the agenda, right. So the last thing you said is at the end of the call, either one of two things will happen. If we find it doesn't make sense to work together, that's totally fine. But if there is a fit, we can work out what the next steps will be towards the end of the call. It Does that sound good to you? And then they're gonna say, okay, yeah, that sounds good. And then what you do is you basically say a transition sentence, right? And so how you do that is you talk about why are they here. So basically the next thing you say as hate him. So I'm curious to know what got you interested in taking this call today or taking this meeting today, right. And then they might tell you exactly what their problems are right away. But if not, that's totally fine. They might just say a few words and say, Hey, you know, I just got interested in the email you sent me and I just wanted to see what you're about. And then from there it's okay, you can just dig deeper. So in this scenario, a lot of times the prospect will say something like, Well, you know, you email me, let's say you send them a cold email and then that's how the meeting happened. And then they might say, Hey, you send me a cold email about how you can help me with my Instagram marketing. Sound that interesting. So I just wanted to talk to you and just see what you're about and see how you can help my business. And you can say, okay, Cool, Sounds good Tim, though, if they talked about, let's say Instagram marketing and paid advertising could start off by saying something like hates him. So I was curious to know what kind of advertising are you doing right now. And they're going to say, Oh, we tried Facebook advertising, instagram advertising, baba, baba, blah. Then you can say something like, Well, can you be a little bit more specific? When you said you've tried to Instagram marketing, how deep did you guys go? And they're gonna say, oh, you know, we tried a little bit about blah, blah, blah. Well, can you give me an example of an ad campaign that you tried and what was the budget for that campaign? I was just curious. Then they're going to start talking and say, oh, our budget was five K for this campaign, blah, blah, blah, it didn't work and blah, blah, blah. And so as you can see here, you're just asking the surface level questions to understand like why exactly they are here and why exactly they're taking the meeting with you. And so from there, you want to move on to pain step number 2. And that's going to be the present situation. And so what you're doing is you're trying to understand the foundations of their business, right? Understanding exactly what they're selling, what they're doing. Because if you don't understand these elements, then it's going to be difficult for you to understand how you can help them. So you can say things like, so what exactly are you selling? Who's your target demographic? What price coins do you offer your product or service at? Why do you think people buy your product or service? So these are all questions are again, they're actually surface-level questions that are meant to just understand someone's present situation. Why that's important is because you want to understand who they are in, everything that's happening over here. So then later on you can understand who they want to be and you can widen this gap. But if you're missing this point in the sales pain process and it's difficult to make that gap if you don't even understand their current situation. So asking these questions, understand their presence situations, right? And again, you don't have to ask all these questions, but these are just some examples that you can use in your conversation. And you want to tailor your sales map towards your product or service. And then go ahead and just ask the questions. And then from there what you wanna do is you want to move into step number three, which is uncovering deep pain. And that is when you're going to use the business pain questions in the pain pyramid or even dive into the personal pain questions. So this is where you actually uncover all of the emotional pains that someone is going through. So before you understand their current situation, understand where they are, their current situation. And now we're going to dive into emotions. Say things like, Why do you think that didn't work? Has anyone tried to do something about this if you were to take yes. How much is it costing you? So again, these can be very emotional where they might say like, it didn't work because we just don't know how to do it. I tried to Google it but I can't figure it out on my own, baba, baba, right? And then from there, once we start talking about their business pains, then you go into the personal pains and you say, How does it make you feel? How does this directly affect you? And they might say something like, Oh my God, I absolutely hate it. It's so confusing. I don't know how to hire the right person to do this for me. Like I am just totally lost. And so that's great for you because the more someone feels as anguish and pain. The easier it is for you to position yourself as a solution to their problem. So, so far, we understand who they are. We understand their surface pain, we understand their business pain. Do we understand their personal pain? Now the next step is to understand who they want to be, what is the desired situation. And so with that, we're gonna go into the paint step number four, the desired situation. And now what we're doing is we're understanding their desire situation and then we're going to widen the gap between who they are and who they want to be as far as possible. And really make sure that they understand the only way they're going to get to their goals is if they pay us for our products or services. How you do that is you basically just ask questions once again. So after you understand they're emotionally, how these pains of personally affect them, then you're going to move into desired situation. Questions like, what is your ideal situation look like? And they might say something like, well, ideally we would want to spend $10 thousand on ads and we want them to generate an ROI of blah, blah, blah, blah, blah, blah, blah, blah, and then the UVA. Okay. Well, what a year from now, if that would work, where do you see yourself? And they might say, Well, one year from now we want to really scale our business and blah, blah, blah, blah. We want to make it big and blue and this and that. Okay? And then you would say, What's your motivation to achieve this goal like, why is that? Why do you want it so bad? One, just stay where you are and they'll say something like, well, we don't want to stay where we are because we're all about growth. We were trying to make a $100 million this year above Ola, Okay? And then a really powerful one is once you start asking these questions and you move into the fourth one is, how would your life be different if you reached that goal? And they might say, Wow man, if we really got to a $100 million in revenue, then that would completely changed my life and this and that and that. So as you can see here, we're basically saying, if we gave you a magic one and you can make anything happen, what would your ideal situation be like? And they're going to exactly tell you what they want their life to be like. So now with that said, you understand who they are and you understand who they want to be. And throughout the entire process you're asking all these pain questions and what the purpose of that is. You're also at the same time, you're widening that gap because you understand everything on this side, right? Who they are, all their problems and all those things. Now you just understand from the desire situation, you understand where they want to be, but they also know that who they are and who they want to be. It's going to be extremely difficult because of all the pains that they talked about. And so from here, they are primes because now you're priming them for your offer which you will make later on during the sales. Call. It Not quite yet. What both sides clearly understand who they are and who they want to be. And they understand that there's this huge gap to get there. They have all these problems, these difficulty, all these challenges. They don't know how to get there by themselves. They want to get there faster and they just kinda want a blueprint or an expert or advice from an expert which can be you. So it towards the end of the desired situation questions, one powerful question that you can actually ask is, what's stopping you from getting there now, right, basically, now that you understand who they are and who they want to be, this is really one way to really clarify in their minds that what all their problems are. Because if you ask somebody what's stopping you from getting there now they're gonna say, Oh, I can't get there on my own because I just don't have the skills. I don't have the expertise. I don't have this, I don't have that excuses, excuses, excuses, which is great because you want to make sure that they're making all these excuses and they're telling you all their problems, which they have been telling you through the entire part of the paint process. So that now it's very clear in their heads that they cannot get there on their own. And so that's the goal for you. The whole point of the pain process is to really widen this gap and make sure that you can position yourself as the solution to get them to do they want to be. And they had to remind you how we're gonna get there is we're going to use these questions from Surface business and personal. Now that you've got this person talking about their pains, you understand what their ideal situation is. Now it's time to see how committed they are to actually making this happen. And so how we're gonna do that is the next phase of the paint process. We're gonna go into the budget and decision-making process sales map. And this is going to be important because if they don't have money to buy your product or service, or if you're not talking to the right decision-maker, then basically don't even have the ability to buy your product or service even if they wanted to. So after you understand their pains and you're getting ready to position yourself as a solution to their problem, then you're going to understand whether or not they can actually buy whatever it is that you have. So with that said, if you are looking forward to seeing Obregon to solve the next phase of the sales fire map. I'm going to see you guys in the next section. 12. Budget: Hey everybody, what is going on? So in this section we are going to talk about budget. And this section is going to be particularly important because you gotta figure out how much money someone has to spend on your product or service. Because if they don't have any money, then it's literally going to be impossible for them to pay you for whatever it is that you've got. But before we dive into the technicalities of budget, I want to show you where this stands on the sales man. Okay, So when we're looking at the sales map, you can see here that budget is going to come after the pain step. Now a lot of times after the paint set, you might either go into the budget or you might go into the decision making process. But I want to let you know right now. It doesn't necessarily matter which when you go into first, as long as you cover one and then you cover the other before you close out the call or sales meeting. So so far, you know, when you start from the building rapport agenda pain, you for sure want to do these in order like 123. And then from here you either go into the budget or the decision-making process. And personally for me, I like to talk about the budget first and then I like to talk about the decision-making process. Then I'll transition into the closing out part of the sales met. So now that you understand where the budget stands on the sales fire map, Let's go ahead and get back into learning about budget. All right, so back into the budget. And the first thing that I want to start out with is that if people don't have money, how can they pay you? And so that is why we need to really figure out someone's budget before we even try to sell them because there's no point in selling something to somebody if they can buy it. And now when it comes to the budget, the thing is most people starting out or most people in general, they have this fear of talking about money because, you know, throughout our lives for a lot of cultures, our parents tell us that it's rude to talk about money. This is negative connotation that money is evil. But the thing is, if the prospect doesn't have a budget, then it's not a good fit and doesn't make sense to sell them anything. So we have to overcome our fears, talking our money and breaking these stigmas of the idea that talking about money is a negative thing because in reality, it's really not an absolute must if you want to be successful in business. So here is how you are going to transition into the budgets. So you just covered all of these pain questions and what you're gonna do is you're going to wrap it all up and summarize all of these pain points. And what you're doing is you're basically widening the gap of who they are and who they want to be as far as possible. And you want to remember that when you're summarizing the pain points, you would just want to narrow it down to their top three to five pain points. And then you're going to ask a question which will allow you to transition into the budget. Here's the thought process when it comes to asking for someone's budget. The first thing you want to think about is you want to discover if the prospect even has any money. So the first step is discover if they have money, then you want to know how much money they are. So to discover whether or not a prospect even has money to begin with is you have something called subtle questions and third-party stories. So let's go ahead and show you how it works. So subtle questions work like this. And example is, John, have you thought about how much you'll need to invest to bring this project back to life. So it's a very subtle question that just nudges the prospect to ask them how much it's gonna cost for them to make this project come back to life. Another example is Sally. I'm guessing you haven't put aside a budget for this, have you? And Sally might say something like, well, we actually did put the small budget for this and blah, blah, blah, blah. And then you can continue the conversation from there. So again, you're not directly asking how much money they have, your subtly asking them and they're gonna tell you a little bit and you're going to dive a little deeper when, once they respond to you. Another example of a subtle question is, Jim, any idea on how much resources you'll need to figure this out? And Jim, I say something like, Well, it might be $10 thousand a month to figure this out and then boom, there you go. You've got your budget. Now the next strategy we're going to use to figure out if someone has a budget is third party service. So an example would be John, usually when I work with companies like yours though, usually have a monthly budget set aside for digital marketing. I was curious to know if this was something you already thought about two, and a John might say, Yeah, you know, I thought about a little bit and I did set aside a budget of XYZ. And so basically it just gets this person talking by using a third-party story. Now that you understand whether or not your prospect has budget, you want to dive a little bit more deeper to see how much money they actually have. And some strategies include ranging third-party stories, a combination of ranging and third-party stories, historical or future expectations or using a metaphor. And last one is just asking them directly. And so let's go ahead and go through each of these. Once you have a wide variety of strategies that you can use to ask someone's budget. Now, ranging is going to go like this. Hey Wilson, if we were to ballpark what you are looking to invest to solving this problem, what would that look like? Hey Wilson, it usually when we work on a project like this, the total investment is somewhere between 10000 to 20000 dollars. Do you think you'll be able to invest that amount? And basically what ranging is, is you're providing a range in which someone's budget might be in the first one. And when I'm saying ballpark, they might just say, yeah, in the ballpark of ten to $20 thousand, something like that, right. And so now you have a range, or you could be a little more specific and put some tangible numbers like ten thousand and twenty thousand dollars. And they might say, oh, you know, about 15000 dollars on about right? And boom, you've got your budget right there. Next we're gonna go into third-party stories and example is Sarah. I was working with a client a couple of weeks ago who was experiencing the exact same challenges you were, and they were committed to taking care of the problem. They invested close to $10 thousand to have us take care of the challenge, would you invest as much as $10 thousand if you felt confident we can help you here. And server might say something like, yeah, you know, if you can really solve this problem, $10 thousand, it would be fair. And boom, there you go. You've got another budget. Moving on to another question using combination of ranging and their party stories. Hey Jimmy, I appreciate you telling me you can't review your budget for obvious reasons, but maybe you can help me out so we don't have to waste each other's time. Typically, when we work on projects like this, the client's investment usually falls around 10 thousand to $20 thousand. Which end of the range should we focus on or is it over before it's even started? So here what I'm doing is I'm providing a third party story where I'm given an example of a situation of what happened with the past client. And then I've thrown in the range of ten to $20 thousand. And at the end I did something interesting where I said something like or is it over before it's even started? And by saying that if they don't fall within this range, then maybe they're not a good fit for me or they might say something like, oh no, it's not over yet. We're definitely in the ten to $20 thousand range. There. You just kinda move a little deeper and you got your budget. Now we're gonna go into another example and it's going to be the historical future expectation. And it goes like this, Hey Tim, last time you overhauled your entire system, what size of an investment where you looking at, do you expect to spend more or less this time around? And they might say, if it's something like changing out their HR software or something like that. And they do it every 10 years. They might say, Oh yeah, we expect to spend more about $10 thousand. And that's just another way to ask for the budget. And another one is metaphor. So let's go ahead and dive into this example, Johnathan, when you're thinking about a budget for this project, are you thinking literally college level or the major leagues? Then they might say something like, oh, probably the Little League. Then you would say, Okay, cool. What do you consider a Little League amount? And they might say, Well, literally to me is about $5 thousand. So as you can see here, I use the metaphors of different type of leaves. They picked one and that dive a little deeper and then they get, would give me the budget. Awesome we're gonna do is a direct example. So it goes like this. Tom, I get the feeling that you've been burned in the past by revealing your budget to salespeople before, it is accurate that if they say yes, you can say, I appreciate you telling me that. Is there something I said to make you feel the same thing and then you continue the conversation from there. But if they say no, you could say, I must have said something that made you feel like you can trust me or would I would take advantage of that information? If that's how you feel, Tom, maybe we should stop here. It might be too difficult to do business with someone you don't trust. What should we do now? And they might say, they might say something like, well, I'm not saying I don't trust you, but I just don't want to ruin my budget because blah, blah, blah, blah, blah. You figure out why they're not really in their budget and then you keep diving deeper into you actually get it essentially in a direct example, what I'm doing is I'm just giving you a scenario where a Tom basically just doesn't want to give me the budget event. I would just give any giving an injection. I just want to give you some, uh, ways around these objections to get this person talking more until they actually give you their budget. So now that you understand a plethora of different ways, you can ask for someone's budget. Let's go ahead and implement that into the sales fire mat. All right, guys, going into the sales prior map over here, like I said before, what happens is talking about the budget. You wanted to make sure that you cover the building reports, that you've got the agenda down, you covered the person's pain, the transition into the budget. And so what we're gonna do next is what you wanna do is you want to summarize the three to five critical pain points. So here is how we're gonna do it. You're gonna say something like, Okay, so like you mentioned, some of the main challenges you're facing our pain. One, paint to paint three. Is that everything? Then the prospect will say it, yeah, I think that's everything. So if they answer no, what you wanna do is you want to go back and just the pain step and make sure you understand their pains. If they say yes, then you could go ahead and move on to the budget phase, then you want to say something like, Okay, Usually when I work with companies like yours, they'll usually have a monthly budget set aside for digital marketing. I was curious to know if this was something you were doing to, they might say, That makes sense. I have an idea, but I haven't set a concrete budget quite yet. So you're diving a little deeper. You know, they have a budget but you don't know how much you dive deeper. So I'm gonna say, okay, that's totally fine. Now if you were to ballpark how much you were thinking of spending per month on digital marketing, what would that look like? They might say, honestly, I'm not sure. Then you dive deeper. Okay, No worries. Let's see if I can help you here. Are you thinking of 105 thousand or were you thinking 5 thousand to $10 thousand per month? And the prospect might say, okay, well, most likely between five to $10 thousand. And then from there you have a range of a budget that you can work with. And depending on the price of your product or service, you can kinda price it around the budget that they have. So as you can see here, I'm, in this example, I made it a little more difficult. So I can show you all the different ways you can ask for someone's budget. And the first thing is you want to make sure they have a budget first so you start lighter and you say something like, typically I work with people and they might set a monthly budget and then the process yeah, I have a monthly budget, then you want to make sure you know what that monthly budget is. So understand if they have a budget that you want to understand tangibly what that budget looks like if they're not giving it to you directly, just use the ranging strategy to figure out what's the range of the budget you are working with. Then from there, what you wanna do is you want to transition from the budget phase into the decision making process. So to summarize everything that we've learned so far, we've showed you how to transition for the paint step into the budgets that then we showed you how to ask for the prospect's budget and we showed you many different ways on how you can do this, even if they give you objections, just dive deeper and deeper until you give they give you some type of number that you can actually work with. Then we're going to show you how you can transition into the decision making phase of the process. So if you're ready to learn about the decision-making process, I'm going to see you guys in the next lesson. 13. Decision Making : Hey everybody, what's going on? We'll come to this section where we're going to talk about the decision making process during your sale cycle. Now the first thing I want you guys to understand is that you gotta understand how other companies work internally. And this is going to be especially important when you are trying to sell into larger organizations. And I'm talking about Fortune 500 companies or even Fortune 1000 companies, because with the larger the company, is there more approval process you're going to have to jump through to before they actually make a buying decision. Now for people who are selling into, let's say, small, medium businesses where there may not be as many approval processes. And sometimes people may even by on the spot, the strategies that we're going to learn in this lesson, you're going to be able to apply for both small and medium businesses all the way up to large companies when it comes to decision-making, first thing I want to start off with are some of the common pitfalls that people fall into when they're starting out their sales journey. And a lot of times people who are trying to sell when they're just getting started, they don't know who the decision-maker is at the company. So a lot of times an amateur salesperson might just be spending his time talking to the wrong person or he or she thinks that they can make a sale without understanding the approval processes that the other company has to go through in order to approve for the purchase of your product or service. Another pitfall that people commonly fall into is that they don't know the prospect's time and don't know when the prospect will actually make the purchasing decision, and so they're just left waiting. And lastly, a lot of times prospects that you may be talking to. A lot of times they're actually just lying to you and they're not really being Truffaut with their decision-making process and they're only telling you what you want say here. So the purpose of this lesson is to solve for all of these problems, really understand what the decision-making processes like at another company that you're trying to sell into what their timeline is going to be like and how do you get the prospects to tell you the truth so that both sides can work together to actually close the deal. Now the whole goal of the decision-making process is this. You don't want to fall into situations where the prospect has to think it over again. You can take a yes, you could take a no, but you can never take a maybe. And what we're going to show you is how to get to the truth. Secondly, when you're selling to any organization, especially larger ones, you want to make sure that you are communicating to all the decision-makers. You don't want to talk to a low-level guy who can't pull the trigger on buying your product or service. You gotta make sure everybody is in the room. Third, you gotta figure out the decision-making process for the individual or company, whether they need some kind of approval, Maybe there's a lot of legal work that needs to happen, whatever it is, you need to know exactly what it takes for the other company to buy your product or service. And finally, the last go of the decision-making process is that we want to remove any type of guessing. Sales should not be a sense of gambling where you're not sure whether it's a yes or no, you gotta go all the way deep and really get to the truth on whether or not someone can actually make a decision to buy your product or service? No guessing. No maybes. It's either a yes or no. Either one is. Okay. As long as you get to the truth, I don't want to give you another reminder. When you are entering the decision-making process during the sales call, you need to be mindful that people usually lie on their first answer. So when you're asking them how exactly do we get this deal done, typically, people will not tell you exactly how it works on the first answer that they give you, you have to pry deeper and deeper and the best salespeople are mindful at this because they're going to be have the ability to ask the questions to get to the truth. And so that is your job as a sales person. Before you even get into the decision-making process of the sale cycle, you need to make sure that you transition into wit smoothly. How you're gonna do that is you're first going to summarize all the pain that you talked about throughout the call or the meeting. Then you're going to summarize the budget and making sure that they actually have money to buy your product or service. And then you're going to get into the decision question. An example of that is, so it seems like you have XYZ challenges and that's summarizing the pain and have a budget to software these challenges and my accurate here. And then they're gonna say, yeah, you're accurate. Then you'll say, so let's say we can help you. What's that gonna look like? Them that is a natural transition that you can use to get into the decision-making phase. Naturally, what happens is that people will say something like, okay, so next I went, I would need to do is I would need to talk to my boss and get approval from there and blah, blah, blah. So as you can see using this question and in this transition opens up the dialogue for the other person to tell you exactly what needs to happen in order for them to close the deal. And you don't want to make assumptions on what people need to do. You need to ask them and figure out exactly how their company works because every company is different. Every company has different approval processes. You don't want to assume how they make their decision. Do you just need to ask and get them to tell you? So some other examples of decision transition questions, and these are just questions that you can use to transition into the decision-making phase of the conversation. You could say something like, Well, I mainly be talking to you. Is it just you who's going to give me feedback? Or is there somebody else that we should involve in this conversation? Who else do you think we should involve here? Do you think this will affect anyone else at the company? Typically, when I work with clients like you, there's an approval process. I was curious to know if your company had one as well. So as you can see here, these are all questions that you can use to transition into the decision making phase of the conversation. But also you can use these questions after another to dive deeper and deeper to understand exactly what the decision making process is like. And so moving forward, once you start talking about the decision-making process at the other company, you want to dive deeper and deeper so you know exactly how they make decisions about their company. And this is going to be critical if you are selling into enterprise or larger companies. Here's some of the elements that you need to know in the decision-making process. The first one is you've got to make sure you know who, who makes the decision, what their roles are, and do they have a direct or indirect influence on whether or not they purchased your product or service. Next is what what's involved in each decision-making step? Is there an approval process? Do you have to write something and send it up? People have to vote on it. You know what exactly needs to happen when the timeline is going to be really critical when it comes to sales. So you always need to know when the decision will be made and when they can actually pull the trigger and buy your product or service. Next is going to be where at what level with the decision be made, is it going to be the director level, VP level or do you have to get approval from the CEO? And how how will the decision be made? Is it going to be by vote? Does one person have so power to make the decision, et cetera, et cetera. And why, why are decisions made this way? Why is it that you have to get all these approvals? Why is it that whatever the case that you hear from your prospect, you need to understand why they make decisions this way so that when you run into any kind of challenges or obstacles, you can work around them because you'd understand exactly why they make the decisions in this way. So as you can see here, these are all the elements that you need to figure out during that decision-making process. And I would say the most important ones are Who, meaning who is involved in making that decision and when, when can that decision be made? All the other ones are nice to have and is important, especially if you're selling into larger companies. However, for sure you need to know who and when an absolute must in order for you to get the sale. So with that said, let's go ahead and dive into the sales maps so you so I can show you how this is going to work. Okay, so looking at the high level overview of the sales map, the decision-making phase typically comes after the budget or the paints that whichever when you get into first. But if you go the route that I recommended, which is pain budget at then decision-making. Then you're going to summarize the pain, summarize the budget, and then dive into the transition questions to talk about the decision-making process. And as you can see here, we are in the decision-making slide. And as like I said before, summarize a critical paints and transition into the decision-making process. And this is the same transition that we already talked about. And then the prospect may either say no or yes. So let's go ahead and dive into it. So Tim, So it seems like you have XYZ challenges and have a budget of software. These challenges, am I accurate here? They're gonna say yes. So let's say we can help you. Is there anyone else you feel we should evolve here? The prospect might say No, I'm the decision maker here. They might say yes, we need to get my boss on the line or on the call, whatever it is, right? So regardless of how the prospect answers, ask more questions to fully understand how the decision-making process works at their company. So they'll say, Yeah, you know, I'm the decision-making here and you can say something like, okay, that's fine. Is there an ideal time of when you want to take care of this, meaning, what's your timeline? When do you want to pull the trigger? And then they're going to give you an answer. Then you're going to ask him more questions like who, what, when, where, why, and how, and basically understand all of these different elements of how they make the decisions at their company. And of course, if they're just a one-person shop, then you really only need to know when they're gonna make the decision. And if it's only them who is the sole person who can pull the trigger. But if you are trying to sell into large companies, you definitely need to know all these elements because if you don't and deals get stuck, you're not going to know exactly why they're stuck, how to unstuck them. And so understanding how these decision-making process works with all these question is going to be critical for you to make the sale. So no matter what your product or service or industry is, you want to be mindful on exactly what questions are going to be most important for you. Like I said, who and when are going to be the most important and everything else depending on how large of a company you are selling into. And then you just want to tailor this to your style, to your product or your service to your industry. And then you'll have your talk track to dive into the decision-making step of your sales process. So with that said that is everything that we have to cover on decision-making. And I'm gonna see you guys in the next section. 14. Closing Out Close Deal : Everybody, what is going on? So I wanted to welcome you to this session where we're going to show you how to close the deal. Now before we dive into closing the deal, I'm going to show you some different routes that you can take during a sales meeting because not every deal is going to be closed on the first call. I'm gonna show you how to do that, but for other deals, it's going to be a little bit different. So with that said, let's dive right in. Now, we're moving towards the end of a sales meeting. And basically what you want to do is you want to tie everything together and then move on to the next step. And you want to make sure that the next step there's going to be a definite purpose or whatever it is. So I like to call this closing out, meaning you're closing out the meeting. Two possible routes that you can have is on the left side, you're going to just close the deal right there. You're going to convince the person to buy your product or service and then get that person to give you their credit card number or whatever preferred method of payment. And you're going to close the deal right there on the first call. For a lot of sales situations, it doesn't always make sense to close the prospect on the first call. For example, if you're dealing with Fortune 500 companies who have a number of different approval processes, it's literally just going to be impossible for them to even buy your product or service on the first call even if they wanted to. So that is why they need to do whatever they need to do to get the approvals, to talk to the right people. And what you need to do from there is scheduled the next meeting so that in that next meeting, you do the next steps that it takes to close the deal at that company. So again, if you can close a deal where it usually if you're doing something that's really transactional and straightforward, you can close it on the first call. However, if you are doing something more strategic or selling to a larger company with approval processes and multiple decision-makers, then you're going to need to schedule another meeting. And so we're going to show you two different ways on how you can close out a sales meeting or a sales call, starting with closing the deal on the first call. Now, like I was saying before, when you're closing the deal on the first call, you're gonna get the credit card information, you're going to process the payment and then it's going to be great for transactional and straightforward sales. Now when you're scheduling your next meeting, some potential things that you will do on that next meeting is you will either do a deep discovery, meaning it could be a call all about learning more about that company's problems and having other technical people on the call. It might be a presentation and the presentation then you can actually close the deal. It might just be to speak well, other decision-makers, whether it's a VP or CEO, or it could be like the implementation call where you're talking more technical on how exactly you're going to implement your product or service. And this is very common if you are selling software. So again, two different routes that you can take when you're closing out a meeting and that's closing the deal or scheduling the next meeting. So in this particular lesson, we're going to show you how you can close the deal on the first call. And the first thing you need to know how to do is you need to learn how to pitch your product or service. So regardless if you're closing the deal on the first call or you're scheduling your next meeting, you have to know how to pitch your product or service cold. And first we want to start off with a high level pitch of what you do. So you get people get a better understanding of exactly what value you bring. And then you're going to dive deeper and I'm going to show you how to do this. So the high level pitch is made up of three different elements, x, y, and z. And essentially that's going to be your market, your outcome in your offer. And this is something that we talked about already throughout this course. So how you want to structure it is you want to say, I help acts achieve why by doing Z. This is a very simple formula that you can use no matter what industry you're in, no matter what product or service you are selling. So your market is who, your audience is, your demographic, and who that potential prospect is. So outcome is going to be the desired results. Well, what kind of results are you promising to your offer is exactly how you are going to help that person. What are you going to do to help them get that result? So this essentially is the high level pitch that you can use for your product or service. And an example of this is you can say something like, I helped fast growing startups with funding generate more leads for their business and convert those leads into paying customers by helping them do Facebook advertising. So that's just an example of using the market offer outcome. Or it could be something like, I help people who are overweight and unfit lose 50 pounds within one month by helping them with their nutrition and exercising five days a week. So whatever it is that you are selling, you can basically structure it into this one sentence. And why I like this sentence is because it really makes clear who your market is, what desired results you're going to achieve for somebody in how you're gonna do it. And you could say this all in one sentence. It literally only takes like five to ten seconds. And the reason why you want to spend less time talking is because you just want to clearly explain what you do very quickly, but get the other side to ask questions. So now that you understand the high level pitch formula, we're gonna go into the deep pitched formula, meaning you're going to dive deeper into exactly how you're going to bring value to your prospect. And how I like to think of it is the deep pitch is going to be your challenge time solution. And your why, how that works is essentially is you start off with a challenge in this formula is it's almost like you're telling a story where you're starting out with a problem, the challenge as someone has, then you're going to come up with a solution to that problem. And then you're going to explain to them why it's important. So the challenge has someone has is they want to scale their business and they don't know where to begin, and they're afraid to do it on their own and they don't know how to do it on their own by themselves. The solution I have for them, for example, is I will run your Facebook ads. I'll generate revenue if a positive ROI and just blow up and scale your business. Why this is important is because you don't have to do it on your own. I'm an expert that What's give you a blueprint and Emmanuel and I'll literally do this for you and you're going to grow your business fast, but in a healthy way. So using the deep pitch formula, you can structure how you present your product or service in this way, start off with the challenge. What problems do people have? Then you go into your solution. What you're gonna do to solve their problems. Then go a little bit more deeper and explain why it's so important for them to buy your product or service and how their future is going to be so much brighter by purchasing your product or service. And again, what's great about the deep pitch formula is that throughout the entire sales conversation, you just listened to all of their problems. So it's going to be extremely easy for you to get the challenge part down because all you're doing is just restating the three to five main critical challenge that that person is facing. Then when I say position yourself as a solution, you just wanted to make it sound like your product or service is going to be the solution to all of the challenges that they are going to face. And then once you understand that it's going to be easy for you to just come up with a y on the fly to explain why they should buy your product or service and how it's going to make their lives so much better. So now that you understand the deep pitch formula and the high level pitch, we're going to dive into the sales map to show you guys how you're going to write this on your sales mat. All right guys, So now we are back into the sales map. We cover the pain budget decision-making process and now we're going to close out, going first into closing the deal now. So we're going to show you exactly how to close the deal step-by-step for your product or service. So let's go ahead and dive in, going into closing out the detail part one. Okay, so I've got some sales higher tips over here. You read that on your own and basically the talk track that you're going to use is you want to first summarize everything that you talked about so far in this sales meeting and get the prospect to admit that they're having problems in their own words. So an example of that is, alright, So you're currently making about $20 thousand per month and you believe you can get to $50 thousand a month if you'd leverage paid advertising on social. I was curious to know what's stopping you from just doing this on your own. Basically, this is the part where they're going to just make excuses to why they can't get to that $50 thousand or whatever their goal is and they're just going to come up with all their pains, which you already know, but you just want them to say it in their own words. So usually what you're looking for is that they don't know how to get there on their own. They want to get there faster or or they want a blueprint and guidance from someone who has successfully done this. And this is really good, especially if you're selling services. But if you're selling, let's say a software, then obviously you're going to change this out and it might be something like our software is really outdated and I'm not really sure where to begin in replacing it or whatever it is. You just want to use what I'm saying here as a rule of thumb, but you definitely want to tailor it for your product or service. So now that you've got the prospect to admit that they have a problem and to have all these excuses as to why they can't solve it. And this is where you're going to position yourself as a solution. So now we're gonna go into closing out, closing the deal Part 2. You want to push the prospect away in. What you're doing is it's like this push and pull thing, right? You want to push the prospect away to get them to sell themselves. So an example of that would be, well, making $2 thousand per month doesn't sound too bad. Why not just stay comfortably where you are? I'm pushing the prospect away saying Why do you need to get the 50 K a while and you just stay at 20. And they're going to come back and say, sure, it's a decent amount, but baba, blah, blah, blah, I need $50 thousand to take care of my mortgage and whatever it is, right? It's like it's push and pull, push them away. And then now you say, Okay, that makes sense in could you remind me again when you wanted to take care of this, right? You already know the timeline during the decision-making phase, but you want to get them to say it in their own words once again, and it might say something like, well, the problem is so bad that I guess now's a good time to take care of it. And so now you're going to say, all right, now we both know what the challenge is and I get that you want to take care of this now, but I gotta know how committed are you to fixing this. You want to listen to their pain problems and you want to get ready to position yourself as the solution. So they're gonna say something like, Oh, I'm very committed because I need to get to $50 thousand because XYZ, blah, blah, blah, blah, blah. So now you've got timeline, you've got the commitment from them, you know, the decision-making process, they're basically just going down your funnel and now it's getting easier and easier to sell to them. Now we're gonna get to step number three. So now what you wanna do is you want to get permission to pitch your product or service and keep your pitch less than three minutes, I would advise maybe two or even less because it's all about understanding problems and solving it those shorter time you can do it the better. So an example of that would be okay to him. I might be able to help you with that. Are you interested in hearing what I do? And Tim says, please tell me so, so far you've gotta know that Tim, in this example has been talking the entire time, spent just spilling his gods, telling him, telling you all this paint and you really haven't said anything about your product or service. Now you're basically turning the tables and asking him if he wants to hear about your product or service. And instead of you being a salesperson selling him something, he's in the position where he needs to know if you have a solution or not. So you start with a high level pitch like we talked about, and you say, Great. Now what I do is I help X accomplish why by doing z. Again, x is market wise outcomes he is offered. So let's go ahead and use an example. Great. Now what we do is we have high-growth startups with product-market fit reach new audiences all around the world using Facebook advertising. And then you got a high level pitch. Then you want to go a little bit more deeper and then you go into the challenge solution and why. And if you could include some statistics, some numbers maybe throw in a case study or two on how you make other people successful. That's going to also help your pitch as well. So you can say something like a lot of companies I work with, like name drop, they struggle with advertising. They don't know how to get in there. They're really old school and they just, they want to increase their revenues, but they just don't know how our solution does, blah, blah, blah, blah, and here's why it's important in blah, blah, blah, blah. So again, just customize your pitch to wherever you think is best for your product and service and for your target demographic. And what's going to happen is after you pitch your product or service, the prospect is going to have a lot more questions for you. So again, you're talking for like two to three minutes telling them about your product and service. And then if they're interested, they're just gonna say, okay, well, how does that work, Patrick? So how did we do this? What's that? What's that? And you want to answer all their questions directly without, without going into any technical details. Because people don't care about technical details, you gotta get them to buy emotionally and it'll justify logically. And then after you answer all of the prospects questions, the conversation will naturally go into pricing. And so that's when we go into closing out, closing the deal Part 4. And so if your pitch is convincing enough, the prospect will ask about pricing. But if they don't, you can nudge them by asking them a transition question like this one. With that said, what would you like to do now, they're going to basically say something like, so, how do I work with you, Patrick? And then you wanna say something like this, and this is how you close out the deal. You want to use something called incentive-based pricing to close the prospect. And you'll say, well, typically we charged $12,750, but we found that clients who can make decisions quickly are usually the best ones to work with in achieve the best results. So because of that, we have something called incentive-based pricing, where we'll give you a special promotion, lowering the price by $5 thousand, and offer our services to you for only $7,750. If you can make the decision today on this call. From there, what you wanna do is you just want to pause and wait for the prospect to respond. A lot of times they might just go for it and they'll say, wow, you know, you're basically saving me so much money if I make the decision now and they say, Okay, it sounds fair. How did we get started? Evan, you say, great. If you'd like, we can go ahead and get started now. And they'll say sure, but how did we do that? Exactly. And then you say, if it's okay with you, we can do credit card over the phone. So is that going to be Visa or MasterCard? And boom, you got the sale right there. Now in situations where after you pause, the prospect might say something like, Well, I got, take it over with my wife or I need a little more time to decide. Basically, that's going to be an objection. And how you can handle that is you can basically say something like, well, what exactly do you need to talk to your wife about? And then you get to the bottom it or you might say, well, how much time do you need to decide? Is there anything that we left out? Do you have you have all the information you need, but don't worry, we'll have a whole section on ejections later on in this course. But for now that's essentially how you are going to close the deal on the first call. And basically the main driver of it is that you're going to price your product at a high price and then give them this, basically it's an inflated price, but you're basically going to lower your price, given them incentive discounting. And basically because they're saving so much money if they make the decision today on the call that they're actually take it now for people that don't take it and they say they might need a day or 24 hours. You could also say something like, Okay, well, this price is only going to be good for 24 hours at then. After that, it's going to be the normal price and then leave it at that. So if they could buy it within the next 24 hours given the special pricing. But if not, then just don't give it to them because they are plenty of fish in the sea. So with that said, That is how you are going to close your prospect on the first call. And that's everything we're going to cover in this lesson. So in the next one, we're going to show you what you can do for you to schedule the next meeting so that you can close them later. 15. Closing Out Schedule Next Meeting: Hey everybody, what's going on? So in this section we're gonna talk about how to close out a meeting and schedule another meeting. So like we've been talking before, we already learned how to close the deal and get someone's credit card on that call. Now we're going to show you what happens when closing the deal on the first call doesn't make sense and you're gonna go into potential next meetings from having a deep discovery or presentation, talking into decision-makers or any type of call that you would have to move the DO forward. So now let's go ahead and move into the sales maps so I can show you exactly how to do this. I am moving into the sales map over here, closing out. We're going to schedule the next meeting which may lead to a presentation or you can actually just close deal. Let's go ahead and dive right in. Okay, So this part is closing out schedule the next meeting part one. So you've got some sales higher tips over here. So what you wanna do is you want to schedule the next meeting to continue the sale cycle, typically more common in more complex sales at larger organizations. And you wanna make sure that both sides have a clear purpose of why scheduling another meeting makes sense. So don't just schedule a meeting for the sake of scheduling and other meeting, every meeting has to have a clear defined purpose that is understood on both sides. So what you're gonna do now is you want to first summarize everything you talked about so far and get the prospect to admit that they're having problem in their own words. So it's similar to how you would close the door on the first call, but the ending is going to be a little different. So the example is, alright Julie, so let me make sure I got everything and feel free to correct me if I got anything wrong right now your team is receiving over 100 job applications per month, but you're still reviewing and organizing each application manually. And your director is looking to solve this challenge by the end of the quarter and has even allocated a budget of $10 thousand per month for this. Is that everything in this example, just to give you some context, Let's say I'm selling HR software to an enterprise company with thousands of employees. The prospect says, Yeah, I think that's everything. And then you say, Okay, great. Now a lot of companies I worked with who have similar challenges like yours sometimes say they want to fix it, but it can easily end up at the bottom of their priority list. Of course, I don't want to waste your time or mind, so I need to know how committed you are to fixing this. And the prospect might say, Okay, yeah, you know, I'm very committed to fixing this problem. We've got the budget that you already know what it is. And then you say, Okay, cool, Let's go ahead and move on to part two. Now on part two, what you're gonna do is you're going to get permission to pitch your product or service and keep your pitch less than three minutes. So here is how it's going to work, okay, Julie, I might be able to help you out with that. Are you interested in hearing what I do? And the prospect says, Please tell me then you start with the high level pitch. Great. Now what we do is XYZ. So an example is great. Now what we do is we put it in the example that we used before. But if it were to be contextual for this, it could be something like. So Julie, what we do is we help companies like yours implement an event HR system that it's gonna save you hours of time so you don't have to manually process every single application, every single month and blah, blah, blah, blah, right? And then from there go into your pitch that go into your deep pitch challenge solution y, right? We already covered this and then what's going to be different from closing the on the first call is that you're going to close out by getting the next meeting. So once you pitch your product, they're going to ask about pricing. But in complex deals, here's what you got to know next for short-term deals. For SRE, for deals they're gonna ask for pricing naturally. But for complex deals, sometimes it may be a low through early to get pricing because you may not know exactly how to charge. And I know personally from personal experience and enterprise deals that there's a lot of different pricing structures that you can do. Whether it's how many employees are going to use the product or service, or how many employees they have, or what their revenue is, you're going to take a percentage. So there's many different types of pricing for complex steel. So you just got to know how to price your specific product or service. So how I would do this is I would actually avoid talking about pricing right now because you can do that on the next call. You would say something like, before we dive deeper into pricing, I think it makes sense to see if there's a fit to work together first. Once we know that for sure, I'm sure we can work something out that makes sense for both of us. Does that sound fair? And they're gonna say, okay, Sounds fair. Then you say, now from here, What's the next step to move forward? And then they're going to say, well, I need to talk to my boss to see what he thinks. Then maybe we can get on a call. Then you could say, okay, that makes sense. Now do you mind if I make a recommendation? And this is going to be the key thing, right? So I said, I'm going to repeat it. So whatever they're gonna say, then you're gonna make your recommendation and you say, Okay, that makes sense. Now, do you mind if I make a recommendation when you ask it like that there's no way they're going to say no. So they're gonna say, Sure, I'll take your recommendation. Then you're going to say what you need to say to schedule the next call. So you could say, well, typically what the next step would be is that we'll schedule a discovery call where I'll get a Technical Specialist on the line and we'll go through exactly how your HR system works so that we can show you how we can integrate with baba, baba blah. So that's just one example of some other examples include we would get everyone involved in deciding if this is a fit or not and talk about whatever you need to do to decide whether or not it's a fit. Another one is we would get everyone on a conference call where I'll do a presentation on exactly how our product or service works based on what you told me so far. So in this one, you're basically setting up another meeting for another presentation. Another route you can go is, well typically what the next step would be is that once you send over the additional information I asked for, I'll prepare a pricing guide for you and we can discuss all the terms in details on our next call. So as you can see here, by just asking, Do you mind if I make make a recommendation, you can just steer the conversation anyway, you want to take it. So whether that's a presentation, getting doing a discovery call, doing another call where everybody is on the line, you know, whatever it is that's going to be best for your sale. That's what you want to implement in here. Prospects going to say, okay, Sure, that sounds good to me. Then you say, Okay, great, when's the best time to schedule our meeting? Then they're going to give you a time like next week, Monday at ten AM PST, then you say, Okay, great. I'll send over a calendar invite to you and everyone on your team and boom, you've got the next meeting scheduled. So it's really simple as that the only difference between closing the deal on the first call and just scheduling the next meeting is the ending, which is you're just asking for the next meeting. Literally just asking if you can make a recommendation, give them your recommendation on what they should do next, they are going to naturally agree with it. You get the time and you schedule the meeting on their calendar. And so that's pretty much all you need to do to schedule the next meeting. And then from there, What's going to happen is that you can do a presentation and then you would just close the deal or whatever your sales cycle requires, whether it's a discovery call, a technical call, or getting up the decision-makers in the room or wherever the prospect needs to happen, you would just do it there. But I just wanted to give you the framework on what you need to do in order to schedule that next meeting and then four-year sale for your product or service. You just want to tailor it for your specific thing. So with that said that is everything that you need to know when it comes to scheduling the next meeting. And I'm gonna see you guys in the next section. 16. Presentation : Hey everybody, what's going on? We'll come to a session where we're going to talk about presentations. Now for your sales cycle, if you're going to have multiple meetings and one of them is going to be a presentation. I'm going to show you exactly how you can structure the material in your presentation no matter what product or service that you have, so that you'll be able to present it, whatever it is that you're selling in the best possible light. Now, you got to understand that the only goal of a presentation is actually just to confirm what you already know and then close the deal to kinda dissect that a little bit more further if you did a good job in understanding the prospect's pain before the presentation, you actually already got the sale, meaning during the first call. So I can call or whatever however many calls you did before the presentation, you really have that empathy and you understand the prospect's pain and you understand how you can be the solution to that pain, whether it's your product or service. So the presentation is actually just to demonstrate all the things that you already know and then confirm it. Now the second part of this is that if you don't feel comfortable during this phase, the presentation phase, that just means that you just didn't do a good job during the discovery phase of the sales cycle. And you don't really understand the prospect's pain. Because once you get to the present patient phase, if you really did a good job and you built that empathy, you know what their problem is and you know how you're going to solve their problem and you know that you're the best solution for them out there, then you should be very confident during your presentation. However, if you find yourself not confident than that just means you didn't do a good job during the discovery phase. But that's okay because even if you didn't do a good job, you can still do a presentation, but it's just going to be a little bit more difficult to get the sale. Now with that said, here's some guidelines that you can use for your presentation. And the first thing you have to do is set the agenda for the presentation. So during the presentation in the very beginning, whether it's over the phone or in person, you want to first go over the pain, their budget, the decision-making process to make sure nothing has changed since the last time you talked to them. Because if something changed, you got to go back and understand what that change is, then you gotta make sure that both sides understand by the end of the presentation, either you're going to get a yes or no and never. Uh, maybe this is very important because a presentation, your only goal is to confirm you already know. And if it's not a fit, then fine. If it is a fit, great. But you never want to take a maybe because you need to uncover all the unknowns by the end of the presentation. Now here's going to be some more guidelines during the presentation, you want to make sure that you only talk about the critical points, the critical pain points that you discovered during your conversation with the prospect. And you don't want to talk about anything more, meaning you don't want to bring anything new. You don't want to surprise them with anything. Just solve the problems that are known to both sides. And if you have some type of physical product, you want to make sure that the prospect gets to physically touch it as much as possible. Because the more they put their hands on it, the more they're going to be more attached to it. Now, during the presentation, if the prospect interrupts for you anyway, anyhow, that's totally fine. What you wanna do is you want to pause and answer their questions no matter what it is, and then continue on with the presentation and know that you do not have to finish your entire presentation if the prospect is ready to buy in the middle of the presentation, or they just say something like, Hey, you know, I don't need to see anymore. Let's just go ahead and buy it, then just stop and close the deal right there. And also if the presentation is just not going the way you want it to go, It's okay. Just a completely abort the presentation and just come back another time because when things aren't going well, you've got to cut it off before you lose anymore. And so here is how you going to structure your presentation. And it's going to be divided into three different stages. Essentially, it's the beginning, the middle, and end. Very, very simple. In the beginning of the presentation, what you wanna do is you want to start the presentation addressing all of the critical pains. Remember before you even dive into this, you want to summarize the pain, the budget decision-making stats. Make sure everyone's on the same page. And then you dive into your presentation and dress all the critical pains that you're going to solve. Then they're also going to talk about the dollar amount needed to solve those problems. Again, you're talking about the budget upfront because you've already got all this information. And then from there you're going to get the prospect to agree with whatever you just said and they're gonna say, yeah, I understand those are the problems. I understand that this is the money involved to actually solve it. And then throughout the entire presentation, you're going to show them exactly how you will solve their problem given their budget. Now, if the prospect does not agree with anything that you're saying in this point that you gotta go back to the discovery phase of the sale cycle. Meaning you can't get into the presentation unless all of these points are down. If they're not down, go back and then make sure everything is understood and made clear on both sides. Now in the middle of the presentation, now that everything's all warmed up, after you get the agreement, you go in with a compelling story, whether it's a personal story, customer success story, some type of statistic that is meant to give an emotional impact to your prospects. And after you tell the story, go into the critical pain points that you are going to solve and just a rule of thumb when you're talking about pain and make sure you talk about the most important 1 first. And essentially what you're gonna do is you're just going to go one-by-one, come out with the pain and then solve the problem, talk about the pain and solve the problem and you just do it over and over and over until you solve all of the prospect's pain. How you're going to do that is you're going to use something that I coined called the CSW method and that is challenged solution and why you've already seen this in the sales map. But during your presentation, you're also going to use it to tell your story. To make sure that your prospect has an emotional connection with how you're solving their problem. They understand that you are their Savior. So whenever you're talking about pains, whether you're using a PowerPoint or if you're choosing not to use any PowerPoint at all and you're straight talking, all you wanna do is you want to start out with the challenge, meaning it's the problem pain challenge, right? And you can say like, you know the problem with all these businesses that they don't know how to use social media marketing and they're not tech savvy enough to blah, blah, blah, blah, blah. So a solution to the problem is basically how your product or service solves for that problem. So let's say you're selling a social media agency, serve it. And then you say, for a lot of the companies that we work with, they were really old school before. They didn't know how to use Facebook and Instagram. And so what we did is we took them to the web version 2, blah, blah, blah. And we just completely blew their sales out the water dadadadada solution. And then you go into the why. It's, because it's not enough just to solve someone's problem. You have to make it clear on why it's important that you saw it that way versus any other way. And this is your moment to make whatever it is that you're selling seemed unique and significant for your specific prospect. So let's go ahead and give you an example. And let's say I'm selling HR software, which I used to do at Oracle to a large hospital that has thousands of employees. So the challenge I might start off with is, I might say, Look, a lot of hospitals out there, they get thousands of job applications every single month. I remember this other hospital, blah, blah, blah, blah, blah, and in solution. And then I would say Oracle recruiting software, what it will actually do for you, It's going to automate your entire recruiting process, meaning you do not have to even spend a minute going through any manual work because everything is 100% automated from the moment someone puts in their resume all the way to when they finally get hired. Why this is so important for you is because you're going to save so much time by automating all this manual work. Meaning you're going to have so much more time for your team to focus on the strategic aspects of your business rather than doing manual work also gives you more time for your recruiters to develop new skills and grow, learn new things and feel satisfied and happy with their everyday work, rather than sitting down in a desk doing the same thing over and over processing these resumes manually. So as you can see here, I'm not only solving their problem, but I'm explaining why it's important and how this time can be allocated to different parts of their business. Now again, if you're selling something different, whether it's service or maybe you're selling sneakers or whatever it is, you have to make sure that you understand the why. Why is it important that somebody buys your product versus anybody else's product? And then you just want to hammer that idea in. Now that we are about two-thirds through the presentation, where you're getting closer to the end. And what we wanna do is we want to make sure the prospect is interested in whatever we're saying. So two-thirds during the presentation you could just straight up Azure prospect. Hey everybody. So we talked about this, this, this, and I just want to ask on a scale of one to ten, how close are we to saying yes, with us being at a 10? And then the prospect might have a number of different answers from there. They might say, if it's less than five, let's say they say, oh, you know, it's like a three or four, then you wanna say something like, I get the feeling you're not really interested in this product. Is that fair to say? They're like, yeah, that's fair. You want to say, Okay, that's totally fine. What can I do to make that number higher? So if somebody gives you a note low number, especially if it's under five, you just want to figure out exactly why it's not a good fit right there because maybe there's something that you didn't uncover yet and then that's your opportunity to solve it. Now if it's a 57, what you wanna do is you want to just continue the presentation and then ask for their 12 ten rating again later towards the end of the presentation. If it's an eight to nine, what you want to say is, what do you need to see to get us to attend? And they're going to tell you exactly what's preventing them to be a perfect 10. And then as you continue your presentation, you want to make sure you cover that point. Now, if it's a 10, then you just straight ask them, what would you like to do now? And a lot of times the prospect will say, well, we can actually just buy it right now. And then boom, you got the sale. So if it's a 10 right there, then the prospect basically will tell you exactly what will happen and they're just going to close themselves. And so that's pretty much how you use using this one to ten method. It's, it's fairly simple. Anyone can do it. It's just asking about on a scale of one to ten, how interested are they in buying? And when you first do this, I know it's a little unusual because it's a little different technique to get someone to close themselves. However it does work. And if people don't give you a number that's a 10, then you can figure out exactly what you need to do to get them a 10. And it's just going to be a lot more clear on both sides on how you can actually close the deal. So with that said, you can use this framework, whether you're doing a PowerPoint, whether you're doing just straight talking or maybe you have a physical product that's sitting on their desk and you're talking face to face. No matter what style presentation you prefer this structure, it's going to work exactly the same way. And I just wanted to give you the main basic framework so you can implement it in your cell however you want to. So with that said, that's everything that we have to cover when it comes to giving an excellent presentation. And I'm gonna see you guys in the next section. 17. Objection Handling: Hey everybody, what's going on moving forward? We're going to talk about objection, handling. Why this lesson is going to be incredibly critical for you is because no matter what you're selling, whether it's a product or service or SaaS or software, everybody is going to have objections. Nobody is a scan and say, yes, I want your thing right now without having some type of rejection. So we're going to show you how you can handle these situations and even craft your own objections and putting them on your sales map. Now, you'd like I was saying before, no matter what you're selling, people will always have objections. And what you want to know is that instead of viewing objections as something bad, which most people do think it is, think of it like a blessing because this is where your prospects will tell you what's preventing them from buying. So when people have an objection, that means they're interested in whatever it is that you have. But there are some things that just need to be cleared up to make sure that they buy. And it's your job to help them make the right decision. So a salesperson job isn't to shove product down someone's throat. It's to clear the road, understand what the person needs and what their problems are, and how you can solve it. And then all these objections, which are any roadblocks go away because people love to buy, but they don't like to be sold. So you don't need to tell someone to buy your thing. You just got to open the field and get them to ask questions, get them to say their objections and then answer their objections and then they are going to buy because you want to create a situation where it's so clear that your product solves the problem for your prospect that there's just nothing that stands in their way from actually buying, and that's what the best salespeople do. So if all these things said, let's go ahead and go into the sales map to show you some sample objections and how you could use your own and put them in there. All right, guys, so we are in the final session at the sales map and this is going to be objection. Handling. So some of the sales fire tips again, don't think of objections as something negative. It's an opportunity to understand what's preventing the prospect. Combining also don't force it. You don't need to force anything down a prospects though, just get the prospect to sell themselves by making sure you clear all the objections. So I got some common objections here to give you some examples. But of course, no matter what your product or service, you're actually going to have different objections. So you just want to put the most common ones in here, have your answer for them all planned out so that when future customers ask the same objections, you already know what to say. But here's some sample objections that a lot of people can relate to and we'll go ahead and go through them. So the first one is we don't have the budget, right? We don't have money. So it's something that I would say is Okay, I understand where you're coming from. That's just building empathy. Now with everything we've talked about so far, are you sure this is something you actually want to do? Because if it's not, that's totally fine. And the prospect will say, Yeah, it is, I just don't have the money right now. And then I would say, all right, so what do we need to do to make this happen? So as you can see here, when they're saying they don't have the budget, I'm not calling them dumb. I'm not saying you shall have told me before I write on basically empathizing with their situation, money's not always that easy to come by. And then at the end I'm saying something like, alright, so what do you need to make this happen? I'm actually getting the prospect to solve their own problem because I don't know why they don't have the budget, but they're interested, right? So the best thing to do is to ask questions and get the other person through solve their own problems. So objection, number two, let's say they don't have the budget. Another way I would say it is. Okay. That's fair. I've talked to a lot of clients similar to you, where there just isn't any budget right now and that's fine. But if it's okay with you, I just wanted to give you a better sense of how we might be able to help you so that in the future we can make time to talk again. Does that sound fair to you? So in the second objection, a lot of enterprise deals happened where they may be interested in your product or service, but they just don't have the budget right now. So you just want to continue to call, tell them as much information as you can about how you solve their problems. And then in the future they'll call you back and then you could move forward. But the deal, so again, not every deal is going to be closed right away. Sometimes you just got to have that initial call and then it'll close six months later or even a year later. And that's very common in enterprise sales. So that's how you handle situations where people think they're not interested at all. And you can reverse the situation and say, Hey, you should learn about my product because you might need it down the line, then they will continue the conversation. So going through some more objections, someone might say, I need more time before I can make a decision like this. And this is very common if you're trying to close on the first call. And so you could say something that counter like okay, that makes sense. How much time do you need? And then there was tell you exactly what needs to happen for them to close the deal. And then another thing you could say is, is there anything in particular you need to understand before making a decision? It's just another version of saying what I just said before. But essentially, when someone tells you that they need more time to make a decision, don't force anything onto them. Don't tell them what they should do. Ask them what needs to happen in order for the deal to close. They're going to tell you exactly why and then you just move in that direction. The last one we're going to go over is they might say something like, I need to talk to my wife first or I need to talk to the CEO or whatever it is, right? And then you come in and you might say, All right, That makes sense. When do you think you'll be talking to your wife about this? And then they're gonna give you a time. Then you're going to say, Okay, so what exactly are you going to discuss then? He's going to tell you. Then basically you just carve out all the conditions needed for you to actually close the deal and then you continue with the conversation. And then after they tell you whatever they tell you, then you could say something like, Okay, great, I just added you on LinkedIn or Facebook, whatever your preferred method of social is. So you can reach out to me directly there. And if you have that conversation and make a decision within the next 24 hours, I promise I'll hold our special pricing for you. Again, that's just an example of trying to close on the first call or you're trying to close within the first 24 hours, you basically just say, okay, so what do you need to do? And they'll tell you, and then you say, Okay, You've got 24 hours. Add me on Facebook, on LinkedIn. Let me know. If you don't make the decision in 24 hours, I'm going to give you the regular pricing. And so pretty much, no matter what your product or service is, you're going to again, you're going to have different objections, right? And some of them might be similar to this one. Some of them might be really specialized for your product or service or industry. So using the sales map, all you wanna do is edit it and just write all your objections that you think people will ask. Ones that you face once you get into the few, write your answers and then try them out and see if they work. Now if your objection handling does not work and you try a couple of times, then you just wanna go back and just change it up and then try again. Because how you improve on this sales map is just trial and error process. Collect data from actually experimenting and talking to customers, and then improving the map as you go on. So with that said, that's everything that we have to cover on objection. Handling. And again, you've got to fill this out with whatever objections that you think you'll come across. And that's everything we're going to talk about in this section. And I will see you guys in the next. 18. How to Build Your Own Sales Map: Hey everybody, what's going on? It's Patrick here. Now, this section, what we're gonna do is we're going to help you build your own sales map. And I want to just give you an understanding of how you can use the sales map for your own product or service in your industry using the template that I gave you. Now again, you want to customize it for your to your specific market and product and service. So don't think that you can just use the one I gave you and just say it off and use that exact script. You have to customize it for your specific situation. And a sales map is actually something that's always a work in progress that's constantly evolving, meaning after you do it once and may work for a couple months or even a couple of years. But in the future when the industry changes, when technology changes, you just might have to sell in a different way. You have to update your sales map, but that's totally okay because the map was designed to be something that is a work in progress. And then you have version one, version two, version three, and then it's just constantly going to get better as you become a better salesperson and you know exactly what to say in selling situations. So let's go ahead, go and dive into the sales met and give you an idea of how you can edit this yourself. Okay guys, so going into the sales map template, essentially, I made everything here downloadable and editable. So when you go into here, you can just kinda type in whatever you want to type in, whether your company name sales map or your personal name sales met whatever it is, type it in there. And then as you can see here, you've got the overview of your sales map, right? So the Foundation's building rapport, agenda pain, budget decision in closing out, closing the deal and blah, blah, blah. So what you want to think about is for the most part, I would say the beginning is going to be the same. How you want to structure whether you do budget or decision-making first, that's up to you. And then when you close out, what you can actually do is you can add more boxes here. Like, you know, it's pretty easy to use this. And again, I'm using Keynote, so you can download it as a keynote if using Mac, but it will also be available for a PowerPoint if you're using PowerPoint. So it's very simple. You can just edit the boxes if you want. So if you after you close out your schedule, the next meeting to a discovery call that an implementation called and presentation. You can just add more boxes right there. So use it however you want. You can move everything around. So going to the next part, building rapport. So in this part I put it like, Hey Tim, It's really great talking to you here, how you doing today. So if you have a different style of how you'd like to do introductions, just go ahead and replace a here and just put a filler of what you think a prospect would respond with. It doesn't always have to be perfect. But as long as you have a general understanding of what you're doing in every single phase of the sale cycle. Then going to the agenda, obviously, you want to change this part out. These parts basically, the gray that I put in for you guys because your sale may be different. It may be similar, but go ahead and change that out. And this is just a diagram that basically gives you an high-level overview of the paint because it's going to be so important. So there's nothing really the change here, it's just images. But in the next part, but in the next part for sure you're going to change these transition and questions and you could use these specifics surface pain questions if you want, but if you want to use different ones and you find more success with that, go ahead and just double-click on it and you could edit everything here. Paints up to same thing. Paints up three again, all you're doing, just editing the type of pain questions that you prefer to use during your sales conversations and then moving down paint stuff for same thing, just swap out whatever you want to swap out in the transitions. Then when you get into the budgets up, again, sometimes if a prospect has similar pains, you can kind of pre-write what those pains are here and then change everything else so you'd know the flow of the conversation, decision-making, Same thing. Closing out. Yeah. I mean, you get the gist of it where you're just editing the parts that you think that needs to be changed for your specific market, your product or service. And some things might be the same, some things might be different, but it's up to you to really decide what that is. And again, I just wanted to give you a framework on how you can use it. And so I just use some examples in here. And finally, the thing I think you're going to change the most is most likely the last part which is the objection handling because you definitely will have different objections from the ones that you're seeing here, depending on your product or service. So again, it's very simple. You just double-click and then you can just edit everything on the sales map. You could drag things around and because it's literally on Keynote and PowerPoint. And so what that said, that's pretty much everything that you need to know when it comes to customizing your own sales map template. And again, make sure you make it specific for your product or service and your industry and your market. Because if you don't, All these things will not matter if it's not targeted for a specific group. So with that said, that's everything that we have to cover it when it comes to customizing your own sales mat. And I'm gonna see you guys in the next section. 19. Making Improvement to Your Sales Map: Hey everybody, what's going on? So in this section we're going to show you exactly what you need to do to make improvements to your sales map. So really went over the entire sales map, how to use it in all the different elements of it. We also showed you how you can edit the template so that you can customize it for yourself. And now I'm going to show you a methodology that you can use to make sure that you constantly iterate on your sales map to make sure that it's sharp and performs well in the market. Now if you're a startup or if you're just starting out, you may have to change a lot of the fundamentals of your business before you even alter your sales map. And again, the sales map is actually just a technicality of what you're gonna do and say during a meeting. But before you even get into the sales map first, you need to understand there the sales fire formula. You have to get this right. And again, sales fire formula is about your market, offer an outcome. So you wanna make sure that all of these three different variables are incredibly dialed in meaning you know exactly the type of people that you're targeting and you know what you're going to offer them and what they're going to buy at that you know exactly the desired results that your market is dying to pay you for. And the thing is if you don't get these three right, There's no point in changing the fine details of your sales map if the fundamentals of your product or service doesn't even solve a specific problem. So again, before you alter your sales map, makes sure that you got great product market fit. You've got a good offer and you gotta desired outcome that people actually want, are willing to pay you money for. And then you can change your sales maps. So again, if you're a startup, usually that's what you have to do to make sure that you're not wasting your time. But once you get everything down and you want to dial it in even further, be more killer at sales. Or if you're working at a larger company and they already figured all these things out already or did it for you, then you can go ahead and tailor your sales map right off the bat. So again, once you nail it on the fundamentals, go into your sales map and make those changes. And the two most important things when it comes to editing your sales map is volume and speed. And so what do I mean by volume is that you want to go through as many sales meeting as possible so that you can get a large amount of volume because it gives you a lot more data points. And not only that, but you need to go through a lot of sales calls and a lot of sales meetings. And you want to do this in a faster amount of time because the more sales meetings that you have at a faster pace, the more your sales to map will become more tailored and more fine tuned to be more chiller for your desired market. And it's almost like an algorithm where you're feeding it data, making those changes, going into the market, trying it again, feeding it data and making improvements with every single meeting. And the more you go through this process, the better your sales map will be and the more you will improve as a salesperson. And you want to know that using the scientific method, you want to only change one variable at a time to see how it's affecting your sales meeting. Because if you're changing multiple variables and you're going out to check those things. It's really hard to tell which a variable is making the biggest difference in terms of becoming a better seller. So again, when you're altering your sales map, try to change only one variable at a time. And let's go ahead and go into the sales map itself so I can give you an idea of how to do this. Okay, so going into the cells map here, as you can see, when I say one variable at a time, it's things like the building rapport, agenda pain. So you're making these alterations try to only change one phase at a time. And typically how you want to think about going through this is that you want to think of the map almost like a funnel where they're always gonna go down this funnel here, right? So if you're doing the billing report really well, You're doing the agenda really well, but you find that in the pain step for some reason and never gets further than that, then you know that in your funnel the pain part needs to be fixed. So you go up to the pain, you fix it up and you come back, make those changes and you try it again, then if it works, you get to the next step. Maybe the budget works and maybe the decision-making works. And then you get stuck in the closing out where you can't close the deal on the first call, then you might say, okay, let's make some changes here in this. Try it again. So basically, if you want to think from top down, you want to make sure that every single piece works all the way to the end. And if you get to the end, then that means you close the deal. So alter a one variable at a time. And the beauty of doing this is that the more you do it and the more time passes and the more volume we have, you're actually going to gain the benefits. Compound interests, meaning in the beginning, things might start off a little slow. You get better and better and better. But then as you go on, you're just going to be a killer and sales. So in the beginning, maybe two out of ten calls might be good. But then as you continue that process, maybe eight out of 10 is going to be good and you're just completely dominating the game. So that's the power that the sales map has because it's going to pinpoint exactly how to become an effective seller, exactly what to say and how to say it, and even the mindset that we covered throughout the entire course. And then eventually, you're going to get to this point where you're just gaining exponential gains every time you use your sales map because you're just becoming a deadly or salesperson. And once you get your sales map down, you can actually use it to train other people to follow your sales map. Then even if they don't even have sales experience, if they literally just go through your sales map, they know exactly what to say and how to say it. And then when they get stuck, you can kinda just look at the map and say, okay, which area are you getting stuck? You can train them and help them overcome that step. And then you put them back into the field and they do it again and then they're just going to improve. So again, the map is going to be very critical because it provides you data on where you can improve your sales process. And if you have any problems, you can pinpoint exactly what those problems are, fix it, and then move people further along your sales map. Like I just said, a sales map is also very effective when you're coaching sales rest because you can easily understand exactly where they need help and you can correct their mistakes right there. So you never want to underestimate the power of a sales map. And once you get better at it, you don't even have to look at your map during your call, but you always want to refer back to it to see what areas you can always improve. So with that said, that's the mindset and methodology that you need to have to improve your sales map. And if you do it, you put in the time and you do those calls, for sure You are going to be an incredibly effective salesperson and you're just going to be closing deals left and right. So with that said, That's everything we have to cover when it comes to improving your sales map. 20. Next Steps: Now, if you're getting any value out of these courses, make sure to leave a positive review. Sharing your experiences. I read every single review, and I really do appreciate your feedback. And if you want to see more videos like this, make sure to follow me on skill share so you could be notified on when I release my latest courses.