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

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

Patrick Dang, International Sales Trainer

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19 Lessons (3h 5m)
    • 1. Sales Fire Introduction

      2:59
    • 2. Debunking Sales Misconceptions

      12:31
    • 3. Business Development vs Sales

      17:55
    • 4. Mindset, Strategy, & Tactics

      4:29
    • 5. Why People Buy

      9:51
    • 6. The Sales Fire Formula

      10:52
    • 7. Introduction To The Sales Map

      3:41
    • 8. Building Rapport

      21:44
    • 9. Agenda

      9:36
    • 10. Pain

      19:50
    • 11. Budget

      11:14
    • 12. Decision Making

      10:06
    • 13. Closing Out & Closing The Deal

      14:50
    • 14. Schedule Your Next Meeting

      6:47
    • 15. Presentations

      10:42
    • 16. Objection Handling

      6:50
    • 17. Build Your Own Sales Map

      4:33
    • 18. Making Improvements To Your Sales Map

      6:03
    • 19. Next Steps

      0:22
14 students are watching this class

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

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. Debunking Sales Misconceptions: everybody, What's going on? Welcome to the section 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 in sales, they'll have these limiting beliefs and they'll say something like, Oh, sales is not for me. I'm not a born sales person But the reality is all 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 sales person in orderto learn sales sales is something that can be learned. It could 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 the 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 gonna show you that sales is something that you can learn. And it's something that you could be great at no matter what. So what? That said. Let's go ahead and dive right 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 gotta be somebody like Don Draper or the Wolf of Wall Street and the other people who are typically portrayed us people who have slicked back hair there wearing a business suit , you know, smoking a cigarette, smooth talking, an Alfa 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 that we're going to go over in this course is that the first is sales. People are born, not made, which is totally not true. And we throughout this course I'm gonna 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 gonna show you exactly what I mean throughout this entire course. And finally, the top sales to misconception that we're going to cover is that you got to be extroverted , outgoing and dominant Alfa 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 Alfa. 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 would say the most important thing is that you don't have to be born a sales person. These are all skills that you can learn now, before we go ahead and debunk all these sales misconceptions, I want to first share 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 isn't 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 want to make it clear that sales is, ah, 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 in the entire world. But if 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 a common misconception that if you have a great product, it's going to sell itself. That 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 sway 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 thes 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 salespeople but hiring the best sales trainers to continue to make sure that they have the absolute best sales team that can possibly have. And with that, horrible has been ableto have a lot of success throughout decades because they have a powerful sales team and I've seen situations where you had a great sales person, you and you get a great product and you just completely killed the market. But also, I've seen situations where there are products there aren't so great and aren't that competitive in the market, and their great sales people there is 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 was combined with a great sales person. You are just going to blow up. And if your product or service is not that great quite yet, If a good salesperson has a 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 some of the leading companies like Oracle, Salesforce 80 p all these major huge players. They invest millions of dollars in sales enablement and training their sales people to make sure that they are as sharp as possible. Now, going back to the misconception the first time ever gonna tackle its sales. People are born not made, which is completely not true. And I'm gonna 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 toe 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, 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. You 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 in 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, toe learn the art and science of sales. And so from there, you know 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 it is 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 will reflect and say, Okay, what do a good job in what do I need to improve on? And I would just make those adjustments and I 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 to see this confident guy who just says whatever he wants to say, And I'm perceived that someone that is a great seller. And I'm telling you that this is something I consciously developed over the years because at one point 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 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, insecure 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 and the things that you didn't do well and you adjust and you do it again and again. You could be anybody that you want to be. But you just got to put in the work. So why should 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, I know that you do not have to be born with it, because I certainly was not. And these are all skills that I have learned over the years. So versus considers sales people are born, not made. We totally just debunks that we're never going to go into the 2nd 1 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 Plan Draper on Mad Men or Leona Leonardo DiCaprio portraying the wolf of Wall Street, you think that this is what sales is all about, And it could be very misleading, especially if you 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 exists 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 closing multi $1,000,000 deals that some of the biggest deals at Oracle and fortunately, I thes type of characters mentored. Meet during the early stages of my career, and I found that when I was on these cause or 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. They're actually the best listeners, people who learn how to listen the most and have the most empathy towards their customers and really trying to look out for their clients. Those are the people that are closing these multi $1,000,000 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 stake sale. They were actually very few people that I 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 pressure them 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 methodology is all about. And so again, you do not have to be a smooth talker to get people buy. You just gotta be the best listener and have 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 washing 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, the strategies and tactics that you can use to become an effective sell it 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. Was speaking or marketing psychology or copyrighting thes 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 skills sets of hot 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 gonna benefit and learning how to make money, but you're also gonna benefit and learning how to become better with people by learning these strategies and tactics that you're gonna learn throughout the entire course. So again, when you learn to become a better cellar, 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. Thes air, 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 practise 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 gonna learn how to become a better person, how to become a better listener, how to become more empathetic towards of their people. So if all these things sound good to you and you're ready to learn thes skill sets to take your life and business to the next level, I'm going to see you in the next lesson. 3. Business Development vs Sales: everybody. What's going on? Welcome to the section where we're gonna 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 want to do with this section is clarified the difference between the two so you can see exactly the pros and cons of each, and then you're gonna 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 and 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 sale 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 gonna show you exactly what I mean. Now again, there's gonna be three different ways you can grow your business the first time in a sale, second as business development and the 3rd 1 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 in 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, sales works really well when you are 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 it 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 up cells 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 partners audience. In this way, you're actually doing a little different where it's not so transactional. But instead you're providing MAWR 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 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 kids 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. Close, however, were not going to really talk about the inbound degeneration, and we're gonna specifically show you have 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 product or service that isn't going to change. Much. Example of this is if you have a SAS product, that software as a service or you're selling insurance or any type of non complex consulting services that would also accountants and sales. Or if you're selling some type of physical product, that doesn't really change like, let's say, Adidas sneakers and you're selling it to retail stores all across the United States and typical sales. Like I said before, you're generating additional revenue by either renewing a contract or you're selling MAWR the same product. Order 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 sales person 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 sales person goes out and find these prospects and final off mine another one and another one and another one. And they're basically find as many people that they think that get cell to and they will do their pitch in their sales process. And so that prospect, if it they find it's a good fit toe work together, will basically give money to that sales person. And then that sales person 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 salespeople. 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 gotta hire a bunch of salespeople to travel all around the United States and find thes different prospects. And so these sales people will go out and they will pitch their product or service. Evan at the Prospect finds that it's a good fit toe work together. They're going to give money to that sales person, and then those sales people, right? Let's say you hire three of them, they're going to 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 is 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. Four. 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 will 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 gonna before it's gonna be product distribution brand and channel, so the 1st 1 we're going to cover is product business development. So when thes business development 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 favor artists for a subscription fee that you pay every single month. So this is how it's gonna work. So there's this company called Genius, and the website is genius dot com. Essentially, what they do is they have all these artists lyrics, Evan. 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 want 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 the partner was Spotify to in bed these lyrics into the Spotify platform. So if you go back to the last slide, if you look here on the right side, they were listening to Drakes Passion fruit and you see on in the little of screen here it says behind the lyrics. And it says on passion, fruit drink, details of struggle 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 the 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 use 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 it right in Spotify. And so Spotify says, Okay, cool insulted. So they distribute the technology. And so millions of Spotify listeners are able to see these lyrics on Spotify. So how it works is thes. 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 path for. And so, if your genius, let's say you're a startup, you can go out to these big companies like Spotify or Soundcloud. Whatever popular music streaming service there is and say, Hey, look, what we can do is we could in bed our leaders into your platform and people can 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 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 and automatically capture all thes audiences. Okay, so now we're gonna move into the second type of business developed, and 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 their 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 released your show on your own on your own website. You may not get many eyeballs and people toe 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 could sit back and relax. And just after you create the content, you could let Netflix handled 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 going to be as popular as a Coachella. However, by booking very popular performers, they're able to increase their brand awareness. So, for example, let's say, if you're a festival, go er 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. So if you look at the lineup of the people that are performing, you see oh, chance the rapper's before me Oh, the guerrillas of performing Oh, blink Win 82 is performing. So all 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, because you have all these famous artists that I love, it must be a great festival. So by just association and former 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 on the other, and people like Chance the rapper Muse, Gorilla lowered or blink win a two They're able to win because they're able to say, Hey, you know, we played at the's huge festival called Life Is Beautiful. You may have never heard it before, but they're gonna 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 win as well. Another example is Gary V, partnering with K Swiss, where Gary V. 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, Adidas was killing it. Nike was killing it. But Case was was just not really what people were talking about, but now, by case was partnering up with someone like Gary. The they win because Gary V has so much awareness all around the world for inspiring people starting their own businesses So case West winds in that they're associating their brand with a brand that's blowing out, which is Gary V. Gary V also wins because he is one of the first entrepreneurs toe have his own sneaker line . It may not be with a Nike, or it may not be a bubble of Adidas, but by pardoning of K Swiss, he's able to win because if this shoe becomes popular, he will get credit for making case with school, which increases his brand overall. So it's a win win situation where Gary V wins from a brand standpoint in case Swiss wins from a brand Sandpoint. And ideally, everybody wins from a profit perspective as well. So the last type of business development is channel partnerships and this, 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 House, 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 full products and things like that. So there's another character, Grand Cardone, who also has his own products and services that he sells. So if Grant Cardone Gozo to Louis House 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 going to get a cut and then I'm going to get the rest. So Lewis says, Okay, it sounds good to me. So Lewis will say, Hey, look, everybody on Snapchat, Twitter, instagram, Facebook and my email list. I'm gonna have this great product for you. I'm partnering, what with Grand Cardone to give you a special deal, blah, blah, blah, blah. And so what happens is if Louis House is able to convince his audience to buy Grant Cardin's product. Basically, these people are going to give Lewis how the money to get the product. Lewis is going to get a cut, and then Grant Cardone is 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 B two B world. Where Oracle does is as well. So if you don't know or calls a huge, huge company with over 100,000 employees and how they're continuing to dominate the industry is that they also have a reseller program where they're gonna be individual sales , people who have their own companies, but they're affiliated with Oracle. So what these people do is there gonna go out? They're gonna have a customer base and they're going to sell Oracle products to their audience. And so once they sell Oracle products to their audience that their audience is going to give money to them, which is the reseller. And then they're going to give a cut toe oracle because there are selling Oracle products. And so, 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 your start up, for example, you could partner up with resellers 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 there again, there is a difference between business development and sales, and 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 sales here, we're going to go about to find customers and that customers going to directly pay you for business development. Essentially, you have a product or service. You're going to go to 1/3 party like Netflix or Spotify, and then you're gonna tap into their customer base, and then their customer base is gonna You know, they're gonna get money from their customer base, and you're going to get a little cut of that for providing a product or service. So if you want to think about it, direct sales, you're gonna have more control over your sales people and how you're selling to your customers. However, for a business development, it's a little different where you're doing some type of partnership toe work with 1/3 party and your 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 and, you know, try to direct cell 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 gonna be a really great strategy for you. And we already showed you four different ways on how you can do it. So what that said for your product or service, you're just going to decide which one is going to work best for you. But know 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 biz, direct sales or business development. Just know that even though the beginning strategies different on on 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, know that the sale skills are going to be exactly the same, whether you're doing direct sales or business development. 4. Mindset, Strategy, & Tactics: everybody. What's going on? Welcome to the section where we're gonna 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 for you guys is that most people learning sales get caught up with the tactics on what to say. And this is extremely common because a lot of times when I coached people who are just starting out in sales, they always want to know. Would you say, Would you say, You know, 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 cause 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 Maura about your mindset, and so let me show you exactly what I mean. So here we have thes 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 then be 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 fire mindset later on in this course, so you could 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, our 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 used to achieve a certain desired outcome. Basically, the strategies, you know, 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 going to 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 you can see here if you only focus on the tactics that's Onley 1/3 of the story. You have to make sure your mindset mentally, you're in the right place and you got to make sure your 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 coin to be critical. And then you're gonna learn all of the tactics later on this course. So with that said, you're going to see a lot of mindset training throughout this entire course. You might want to dive into the tactics and learn what to say right away. And, you know, 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 got a plan in place, then the strategies are going to come and play so again throughout the entire course that you're gonna find a lot of information on mindset. Even as you 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 gonna learn all that these three elements in great detail as you continue forward. So what? 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. 5. Why People Buy: everybody, what is going on? So in the section, we're going to go over. The mindset of why people buy on 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 all the how to zehr 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 share a little story with you guys. When I was working in San Francisco, Silicon Valley, everybody I knew wanted to start their own start up. 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 start up idea. Or most people who try to start a startup worked on very bad ideas that went absolutely nowhere, and I have 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 had problems to begin with, and so that I want to show you exactly why people pay other people for their products and services and how you could implemented for your business. So a solution to the problem of not having a good start up idea is actually have a court Fear 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's so look for problems, preferably problems you have yourself and so most people who are trying to start their own startup. They always get in this phase where they'll say no, just say in the room and brainstorm and say, Oh, when it would be cool if we did this like a a tender for dogs or that that I write. But in reality, the best start of ideas actually just them from problems in solving those problems. And if you kind of look at why Combinator success in terms with startups, they incubated. You have people like Airbnb, Dropbox, Skype Read it, twitch. You know, all huge companies themselves and the company that I used to work at lob They also set out to solve problems. And the thing that all these stars have in common is that yeah, they're 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. And what you want to 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 is on the left side. Who we want to be is on the right, and there is this gap in between. You know, 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 virgin of ourselves. And some problems can include that. We just have no idea how we want to get there or might want to get there faster. Or Number three. We want a blueprint or advice from 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 on left side, let's say we got a person who is a slave to their 9 to 5 job and they absolutely hated 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 is financially free, location independent. They want to make a lot of money and travel the world right. So who we are, who we want to be? There is a gap in between. And you know, there's a lot of work that needs to be done to escape your 9 to 5 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 to get to the person that they want to be. You got to go to the gym and exercise. You gotta 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. So 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 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 a good sales person. So, as you can see with all these different scenarios, there is this gap thes 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 1st 1 there, slave to their 9 to 5 job. Well, if somebody said, Hey, one of the courses I also sell is I teach people how to become a coach or consultant. So if I say Hey, person who has a 9 to 5 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 you 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. And by following your blueprint, I can get there faster. So of course they're gonna 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 2nd 1 let's say you're unhealthy and overweight. So any type of fitness quote or Nutrition Coast 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 exercising in the gym five days a week you're in and get you eating healthy so that you can become the fit person you want to be. So any type of fitness trainer or nutritionist can fill that gap and help that person become or to who they want to be. And, of course, this course sales fire. It's basically going to take anybody who is a beginner sales. Or maybe if you're somewhat familiar with sales and by teaching you all the mindset, strategies and tactics, we're gonna 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 of your customer in two different forms. The first form is who are they? What is their current situation and what other 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, where 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 your 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 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. Right? Pain is the main key word 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 and 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, whatever 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 your diagnosing the problem and then you're prescribing a solution, and it just so happens that the solution is going to be your 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 fuel 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 want 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 and obstacles that prevent them from becoming who they want to be? And 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 the second element who they want to be and 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 what? That said, Now that you understand how to create value, what your product and service and how 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. 6. The Sales Fire Formula: everybody, what is going on? Some of this section we're going to 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 gonna break it down into the fundamental so that you can use this for your own business. Now the sales fire formula. 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 positioned yourself to succeed in selling situations and also for you to create a feedback loop to Iterating and improve your formula indefinitely. And I would say the most important aspect is the first line, and 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. So So that's why we're gonna cover it in this lesson. Now here is the formula, and it's very simple, right, So over here you got market times your offer equals your outcome. Let's 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 1st 1 your market, so your market is your ideal group of people, or niche defined by similarities you would like to sell your product or service is, too. So it could be either a B two B thing or a B two C thing. It doesn't really matter, but it's just understanding who exactly, you're selling, too. 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 an effective 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 understanding what industry there in that maybe their revenue, how big their company is. You know, they're all types, 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 saw. Now the next thing we're gonna cover is the offer. So on 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 and result when your market and offer collide , so your outcome must solve your markets problem, and ideally, it achieves. Astonishing results were very low effort in 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're doing to solve their problem. And then the results is the outcome. 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 gonna have the effort defined by difficulty in time and on the X axis, you're gonna have revenue. How much revenue you're bringing in by solving someone's problem so 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 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 with the 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 gonna be the first thing you think of. So your market essentially is the people that you're serving, and ideally, they're gonna have a common problem that you're solving. So example. Let's say I'm selling Ailey Generation Service, and my market is early stage tech startups with five or less people based in Silicon Valley in San Francisco. The problem that I would like to solve is that these startups have difficulty generating outbound leads to get meetings, and what they want to 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 li generation consultant. Let's say and so let's say my offer is I'm gonna go to these start ups and I'll say, Hey, look, I'm gonna generate outbound leads for you using cold emails within 60 days and the delivery model on How I'm gonna do it is I'm just gonna do all the work for you and in return, you're going to give me $2500 a month recurring right as my fixed fee. And for every lead that I give you, you're going to give me $100 per qualified lead. And so that's the offer. That's the thing that I'm going to do for them to solve their problems in the outcome with Maia Market 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 going to do it is I'm gonna 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 is your product do right. Is it a software? Are you providing a service? You're gonna do all the work for them. Or maybe you're doing consulting, just giving them advice. So whatever it is, that is your offer, and you're also gonna 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 gonna 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 a health fitness, your health and fitness coach, right? Your market, maybe unfit, unhealthy people who want to become fit. Your offer is I'm gonna do some training and nutrition programming for you. You pay me this amount. The outcome is you're gonna feel the best you ever felt in your entire life. You can be healthy, fit. You're gonna lose X amount of pounds, whatever it is. So again, any type of industry, any type of product can apply the sales fire formula because you just breaking it down by your market, your offer and you're out. And so years when this become dangerously effective. And that's when you implement the sales fire formula with feedback and time. So you want to think of it like this. You have your market, you have your offer and you got your outcome right. And so there's something called a feedback loop, and what a feedback loop is used for is that it's used to constantly improve defining your market, creating a stronger offer and achieving MAWR desirable results using less effort in time, for example, let's say you go out, you have your market, you're offered outcome. You go out and you pitch it right. Some people are gonna like it, and some people would be like, and I'm not really that interested. And so you go back to your formula, you say, Okay, where did I go wrong? Maybe I should offer a different offer may be the outcome that they want is a 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. Evan, try again. So this is the beauty of the sales fire formula. Because once you define all the elements of market offer and outcome and you're 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. And then you can go back to your formula. Makes some tweaks change the variables. May be your changed your offer. Maybe you're changing our outcome. Maybe you're changing your year 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 interest. So when you invest money right and you constantly increase that principle over time, your money is going to exponentially grow, and this is very common for any type of investment or for a one K. The sales fire formula also uses it as well, where as your once you have your market offer an outcome M 00 Then you go out to the field , you practice, you do it and then you get feedback. You go back to get you do it again and again and again in overtime. You'll find that your pitch and the way you are selling your product or service is constantly going to get better and better and better. And then eventually urine. Get to the point where basically everybody is going to be dying to give you money forever 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 Ponta pay you money for you to solve their problems . And so most people they give up before they reach these exponential results, right, because they don't go out into the fuel and they don't do it. 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 kind of give up. But if you use the formula and you use it over time and you constantly improve we pretty much guaranteed to get exponential results because you're just going to 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 because it's is essentially like using the scientific method. You have a hypothesis. You go out to the field, you test it, you get the results, come back, make improvements, and you do it again and you gotta work with urgency. But you want to make sure that you practice patients, right? You want to make sure you're going out there, you're putting in the work. But know that things may not always work on the first try, and you gotta put in the time and do the it orations 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're on your sales calls and you're trying things out, results will be inevitable. It's just baked into this formula. Before you go out and sell anything, you gotta 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 sale skills, 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 gonna be difficult to understand why things are not working so again. If you're start up a your 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 what? That said that it'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. 7. Introduction To The Sales Map: everybody. Welcome to the section 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 a sale script. However, It's gonna 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 any time 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 salesman is going to be downloadable for you as either a key. No, if you're using Mac or as a power point 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 for you as either a keynote or PowerPoint, depending if you're using a Mac or PC. So the first page is just gonna 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 gonna happen is as you have your business meetings, other if they're over the phone or in person, pretty much every meeting is going to be structured in this way. Where the first step is, you build report what 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 gonna be able to close the deal. Either you're gonna be able to close it on the first call right there, or if you're sale cycle is gonna 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 gonna close out the meeting, scheduled the next meeting, schedule another meeting and then finally do a presentation and close the deal. And then at the end, we're gonna have a little section where you are able to learn about how to a handle objections. As you can see throughout this entire sales map, if you look here, it's gonna be the outline, right? And it's going to be in chronological order where you're gonna go from start to finish, Ansley. As you can see, Building report. This is the exact line by lying talk track that you're gonna use when you're building report. 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 report appear, 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 is going to be very important during the sales process. Then we're gonna go into budget and again on 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 trek that you can base your sales map up of and then going down. Decision making, Closing out the deal. Part one, part two, part three part for or scheduling and next meeting Part one Part two, part three at the nappy. And we have objection handling. So again, as we go through this entire section, I'm gonna 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 gonna know 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 report, getting them to like you all the way to closing the deal. Even after you learn all these different modules, what's gonna happen is at the end, I'm gonna show you exactly how you could 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. 8. Building Rapport: everybody. What's going on? Welcome to the section where we're gonna talk about building report. Now, Why? This section is going to be very critical for you in becoming a great sales person is because building report is all about getting the other person to like you and trust you because if somebody likes you and they trust you, it's gonna 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 gonna learn how to master the skills in building report now taking a high level overview of the sales map. As you can see here, the first part is going to be sales fire foundations and those are gonna be all the things we talked about in the lack section. Where is the foundations, the mindset, that attitude that you come in when you're trying to sell somebody. But now we're gonna move into building report, right? Like I said, it's going to be the first step and first part of the sale cycle. And that is the moment you meet somebody. What do you do? What do you say? How do you get this person toe like you and trust you before you even get into any type of selling? And so 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 report. And so the standard definition of what building report 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 report is just getting someone toe 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 had they're going to spend money on your product or service? Okay, So diving into building report 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 too few thes emotions as they are meeting you, you are essentially building report, and you got to understand that these are all things that happen in the human 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 someone's subconscious and make them feel these emotions so that they can build report. And so a common theme I see, especially with new sales people, is that they make the mistake of focusing too much on the sales tactics. And so what happens is they're gonna fall into thes common sales pitfalls, right? And that is there 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 another authentic. So an example of this is when you're going to a use car dealership. Now, all around the United States, there's his reputation for cues car dealerships, where they're very pushy and sales e the moment you meet them to kind of few 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 type of sales people at all costs. Now the other end of the spectrum. You look at something like the iPhone, where every year Apple comes out with a new version, the iPhone. Whether it's a different color, maybe they'll add 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 he knew. When comes out and it's not necessary. Logical, because then iPhone. That's one year olds perfectly fine. It could do everything you want to 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 that the sales people 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 justify 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 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 X y Z, 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, going to be some general rules for a building report and how you're going to get people to buy emotionally and justify that decision logically. And the 1st 3 things is that first, you gotta feel comfortable with yourself, because if you don't feel good about yourself, other people are not going a few good around you. And so the second point make others feel comfortable. And lastly, if both people feel comfortable, meaning you're comfortable in the other person is comfortable. Your ability to persuade improves right. So building report 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 gonna 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 the's 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 gonna work because people already have their guard up and they just feel very uncomfortable And just And to give you an illustration of that, let's just go back and think of the sleazy used car dealership salesman, right? Once, you kind of just get a vibe of that slick oil salesman kind of talk. Then you're just not gonna want to do with them because you think that they're going to rip you off. But if you get people do trust you emotionally, then that is just not gonna happen. And so here is going to be a sales fire tip when it comes to building report, instead of putting all of your energy and trying to close the deal and make a sale instead , what you want to do is you want to focus on getting the other person to just simply like you as a person. And once you like you as a person, then you can see if it makes sense to work together or not. So the sales fire methodology it's not about trying to sell people. It's just about building report 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 and you're trying to see whether or not it makes sense for you to to work together. And if it doesn't make sense, toe work together and whatever your product or service is, and they just absolutely don't need it than the sales fire methodology says, do not sell them that thing because they don't need it. So you just trying to see if it's a good fit toe 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 of 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 thes lines of what to say, and that is 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 U. C L. A. Where they were trying to figure out what were the main elements of communication of getting someone to like you when you first meet them, especially within the 1st 5 seconds of meeting someone. And they found that 55% of whether or not someone will like you within the 1st 5 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 saying 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 report. It's all about having the right body language and having the right tone ality. When you get those two pieces down, it's gonna be very easy and effective to get anyone toe 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 I come to Buddy nine, which 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 report with them. So the first element of communication is body language. So some examples support bombing 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 overall confidence. And so if you just look good and your body gestures are good, then people are just naturally going toe like you more. And it's just a scientific prove. In 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 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 it's kind of weird. But if it's too high, that's also going to be strange as well. You're paces. How slow or faster speaking. Now, if you're talking like this, it's gonna be too slow and people are gonna get really annoyed. But if you're talking like this, it needs to visit. Nobody knows understand what you're saying is 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, pitch, pace and volume and finally, the words that you're saying right? Just some examples of this is, let's say, used the word problem. Which problems usually have a negative connotation. But do you swap out the word problem for challenge? Suddenly that ah problem turns into something that you can overcome. So you can say, you know, 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, it so that people don't get offended. However, when it comes to getting someone like you and building report within the 1st 5 seconds, you first want to focus on the tonality and the body language, and then the words will come afterwards, so words will be important. After you establish report, someone trust you having the right words will have a crucial role during the entire sale cycles from start to finish. But when you're building report focused on the body language and tone Ali first and then the words later on, let's go ahead and give you some examples of building report. And here I'm gonna really focus on tonality where I'm gonna show you some examples of good tonality versus bad atonality, and you're going to see the difference. The first example is gonna be bad. Tonelli. Hey, how's it going? And then the process 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 process says, Oh, pretty good. See, there's a complete difference over there where the 1st 1 was. Hey, how's it going? And the second time around I said, Hey, how's it going? The second time around, I'm smiled and got energy, and I got body language and my guy low anthem. I speak and it really makes a difference in how people respond. So I give you another example. If I say Hey John, it's really. 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 tone ality and how your 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 yourself. And you're 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 a bill report with someone. This is the 1st 5 seconds of meeting them, right? And you're just 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, Weaken, Dive right into the call if you want. Sally says sure sounds good. And this is gonna be great for people who don't really know what to say the first moment they meet someone or when they started 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 tone ality and how I'm saying it, I'm just instantly building report with Sally because I got that good energy and to start the meeting 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 could dive right into the call if 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, report 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 past example, you literally do not have to have anything in common. Although that helps one easy way to build reporters. Someone is just the have the right tonality and body language and have that good energy that people want to deal with. Now, once you build a report with someone just based off your body language, tonality, when you want to do is you want a transition into the start of a sales meeting. So how you do that is you know, once you say hi, does somebody great to meet you blah, blah, blah. All you got to say is something like, If you're ready, weaken, dive into the call if you want. And that is if you're doing a meeting over the phone or you could see something like, Do you mind if we go ahead and get started? They'll 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 they're gonna say, Okay, sounds good. So that's just a transition phrase that you can use to go ahead and get started in your sales meeting again. Building report is all you know. It's not about the words. It doesn't really matter how you say it is just your energy and how you say it. And people would just say, OK, sure sounds good and your transition into the next stage of the cop and light, and I'm going to remind you over here, it's not what you say is just how you say it Now we're gonna dive a little bit more deeper into building report, 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 going to go to 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 a hypothetical situation in a clown costume and you just go. Hey, guys, let's talk business and they're gonna 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 could make everybody you have 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 gonna 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 road bonding report. You got to 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 nearing essentially is is your 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 1st 5 seconds of meeting you. So, for example, how they sit, how faster 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 gonna happen is we're gonna 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 gonna think, Why's this guy's hands so limpy? But if he has a weaker handshake and minds a super strong, he's gonna think, Why is this guy so aggressive? So what do you do in this scenario? Well, what you want to 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 gonna come in with a firm handshake. If he comes in with a little bit of a weaker handshake. I'm gonna 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, Hate 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 Oh, no, I don't want with been a scenario where John has coffee and you say No, it's kind of weird because he got one and you didn't in the case where if he asked you for one, you said yes and he said, No, now you got coffee and he doesn't and that's kind of weird as well. So the best thing to do in this situation is just to ask a question back in reverse. This situation says, Are you having one? So whatever John says, if he's gonna get coffee, you're gonna get coffee. If he's not going to get coffee, you're not going to get coffee either. So whatever he's doing, you got to do as well. So when he's sitting, when John is sitting down and he crosses his leg, you want across your leg? If he's talking fast, you want talk fast. If he's talking slow, you're gonna wanna talk slow. So 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 fake. It's simply just mirroring subtle body language and hitting certain cues so that people subconsciously think, Wow, this guy's just like me. I like him. I trust him. I want to buy whatever it is that he has. And so once you build reporters somebody that is actually when the rial game of sales starts because once you get someone to like you, then you could run them through your entire sales map. And trust me, guys, I have used this bonding report and mirroring all these tragedy attack. It's I just showed you all around the world in my travels, and it even works in situations where countries where they don't even speak English. And I'm just matching their body language atonality. Then people will just naturally gravitate to me because I am matching them. And people, 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 sale cycles you are constantly building reports. So as you take someone through your entire sales map, I know that you are constantly building report throughout the entire time. It just doesn't stop. You know, within the 1st 5 seconds, you constantly have to do it. Because if you break that cycle a building report and you're not matching them, you're not nearing and matching the other person. Suddenly, they may not like you do in the middle of the sale cycle, just so just know that you gotta build report throughout entire sale cycle. So now that you understand the concepts of building report, let's go ahead and dive into the sales map. So you know how to use the strategies and tactics that we just showed you to use A for your own product or service. So, like I said before, Building report is going to be the first part of the sale which will, once you build report, you build that trust and everything else in the sales map is going to flow. So once we going to page number three over here building report. 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. His name is Tim because I hate him. It's really great to talk to you hear how you doing today? And Tim's gonna say, I'm doing good. Thanks for asking. And then you talk about this. That doesn't really matter. And then once you pass that part, what you want to do is you want to transition, right? So here the goal is once you build report or someone which is just basically the small talk in the beginning. You want a 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're covering 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. And then the transition into the agenda. So just know that building report 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 their all the other steps that the sales process going to be so much more easier because once people trust you, you could make in the stakes here and there. But they trust you with, you know, they're gonna 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 Hey, if you're ready, let's go ahead and get started and that's it. Whatever your style is of communication, you know, for me, I like to say, Hey, how's it going or 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 thes for your product or service, you could go ahead and just start using that in your sales map. So that said, that is everything that we have to cover when it comes to building report, which is going to be important the 1st 5 seconds when you're meeting someone and in the next section we are then going to cover agenda. So if everything sounds good to you, So for I'm going to see you guys in the next section 9. Agenda: everybody. What's going on? So welcome to the section where we're gonna talk about the agenda. What the agenda is all about is sending the right expectations for every sales meeting that you have. Because once you set the expectations, you actually gained control of the flow of the entire meeting. And once you've gained that flow and you get that control running, the entire sales meeting is going to be much easier. And to illustrate why setting an agenda is going to be critically and porch in. 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 the time, you just kind of was operating on my teeth and really, he just did not say a word. And the whole time I was sitting there with him, putting these start 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 mouth supposed to feel like this like Wait, is that a drill? And this dentist didn't say anything in 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 gonna 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 check up, 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 in my teeth before she did anything, she would ask me questions. Or she would tell me what was gonna happen ahead of time. So she would say, This is gonna 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 were just gonna do a deep cleaning for your teeth issued at her. But if it does, let me know. So this dentist was a lot better in that? She said 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 gonna happen ahead of time. So by setting expectations, you're 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 want to make the other person feel like they're in control, but your 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 too hard. So anybody you're not trying to force them or tricked 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 toe work with each other if it 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 your you could take a yes or no, but you 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 wanna 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 going to 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 on 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 gonna be the yes or no, but never, maybe. And in the last thing this is optional, you could talk about any challenger obstacles that you might want to bring up ahead of time . So this is a high level overview, and we're gonna dive into each one, and then we're gonna piece it all together and show you how you can use this structure for your product or service. The first thing you got to do when you're setting 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 of time and purpose is I wanted to take 20 minutes to see if it would make sense toe work together, right That's a 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 going to 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 interest, right? Meaning you want to. Just make sure that in this conversation you're gonna cover everything that they want to hear. So an example of that is you're gonna 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 in here and why they're taking your meeting. Then you want to make sure that you make it clear what your purpose is for that meeting. So an example is, and naturally 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. They've refined. It doesn't make sense, toe 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 is going to say, OK, sure, that sounds good. So I'm doing two things here. I'm saying I'm gonna take a Yes, I'm taking No, but I'm never gonna take it. May be. And if you get that, yes, will work out what's gonna 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, you remove 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 emails and disappear from the face of the year. So if you're not interested in my services, I want you to know you could tell me no, at any time. Does that sound fair? And they're going to say Sure, So now if, for whatever reason, people just are not interested in instead of telling you to your face. So just stop replying to you which waste 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 on 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 gonna have different challenges and obstacles. But I just want to give you an example of one that it's very easy to understand. So now what we're gonna do is we're gonna bring it all together using the sales Matt. 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 going to get to the agenda? Which is? All the things that we just talked about is you're gonna have a transition sentence like this, so you'll say. All right, so if you're ready, how about we go ahead and get started? They're going to say Okay, sounds great. Then you just dive into theater NDA. So as you can see here, I have some sales fire tips of the top. But let's just go ahead and dive and put it all together. So after your transition sentence, you're gonna dive into the time and purpose, and then you're gonna go through this entire thing step by step, and then they're gonna agree to It s so let's go ahead and get started. So you start with a time and purpose and you say I wanted to take 20 minutes to see if it would make sense to work together. Of course, you're gonna 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 going to say, OK, 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, that's not replying to my email 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 any time. 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 want to make sure you cover all the main points, which is time and purpose, their agenda, your agenda. What's gonna happen at the end of the call or meeting? And then any obstacle or challenge is 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 of 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 gonna wonder in their heads. How long is this gonna take? Why am I here? What's the point of this conversation? Is this guy trying hard sell me? Just think of the metaphor that I gave you with 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, you're removing the fear someone has when they're dealing with you, and once you remove the fear, then it's just gonna 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 gonna transition into the pain process. And so now that you understand building report an agenda, we're gonna now move on to the next phase. So that sounds good to you. Let's go ahead and move on to the next section. 10. Pain: everybody, what is going on? So welcome to the section that we're going to talk about pain. And this is where you're gonna 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 by emotionally and though justify that decision logically. So. Our job is to get people to buy 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 he has no, 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 going to do something about it because it hurts. But if it doesn't hurt that much, you may not 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 is the strongest motivator that you can use to leverage when you're trying to get some of that buy into your product or service. So some people already know what their pains are and that is going to be called a realized pain. And as you're going to see in this course, there gonna be a multiple number of different type of pains. So 1st 1 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? Thes air, 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 and there isn't gonna be any pain, and if there is no pain, there's not gonna be a sale. So here's what you got to do. First, you want to take a latent pain, a problem that someone does not realise quite yet, and then you want to turn it into a realized pain, a pain that's so obvious that they're gonna want to make you go away. And so from the realize pain do you don't want to stop there. You want to go even further and you want to make that realize pain into an extreme pain. And so what you're doing is you're turning that pain that they just realize 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 taken action to make the pain go away to make their lives better. And so what you want to do is, once you make, they relate in pain into an extreme pain. You want to position yourself somewhat like a doctor, someone that's gonna come in and make the pain go away. And so it just so happens that once you position yourself that way, your product or service is going to beat the solution to make their pain go away, and so you're not necessarily hard selling somebody they're gonna 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 and pain realized pain and extreme pain, we're going to go into why people buy. So essentially you have these two versions of who people are like 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 you widen the gap in. 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 have no idea how to get there. They want 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 sales person or someone who is trying to get some of the by. You want to widen the gap as far as possible and make it hurt as much as possible. And so what I mean by this is that by Whiting the gap you're making it seem almost impossible for them to get to who they are, toe who they want to be on their own. So you want to make it seem like for in order for them to become the highest level versions of themselves to 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 gonna want to buy whatever it is that you have any costs, 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 in getting people to feel that pain? Well, the best salespeople again are not the ones who are the smoothest talkers or have the loudest voices. The most effective sales people are gonna 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 toe. Ask them smart questions and get them talking about their problems. And so how we're gonna do this is we're gonna use something I like to call the Pain Pyramid . And so what this pyramid represents is it's going to be a way to ask questions to your prospect. And the top of the pyramid is going to be surface level questions. They're gonna 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 humans help. 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, thes air questions? Are there gonna be a lot more difficult that talk about the why they're harder and they're a lot more emotional because people buy emotionally and then justify logically so by starting at the top, you know, 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 he's just listening to all their problems and then from there, What you're gonna do is you're going to position yourself as a solution to their problem. And before we get to 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 pain 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 why you're talking so little. It's because you're just asking good questions and letting the other person talk and you're gonna 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 hurt as much as possible, like we've been talking about. So let's go ahead and dive in the different variables of the pain pyramid. So, like, we just saw the first level of the pain Pyramid are the surface level pains, and so we'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 up in the challenge? Have you tried anything to fix us? 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 going to tell you. Oh, blah, blah, blah. We tried this. We tried that. And can you give me an example. And so, as you can see here, you're kind of 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 gonna talk about their business pain or their family paying, depending on the product or service that you are selling 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 can 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 so that 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 gonna happen? Then the prospect might respond with something like, Well, if we do nothing, we're gonna lose $10,000 every single month. And then, as you can see here, the more if you get into the business pain right from the first 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 ones who uses 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 when she gets 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 just trying to build empathy. Get this person that trust you and tell them all of their problems. And you just want to be the best listening 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 pains and then goes into personal start with the surface, you know, ask more questions. They'll tell you a little something. Then you ask more questions. We'll tell you more and more and more than you. Finally, you get to the personal pain questions you asked some things like, How does that 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 kid's college or things like that? Because once it gets that emotional pains, that's when they're gonna really want taken 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 gonna use this pain, period, right? Thesis 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, fun. Oh, what you're actually doing is the structure is taking them from 1234 So you first you're gonna talk about why, exactly There, here, right? That's how you're gonna start the pain process and don't wear out. I'm gonna show you in a minute. So you talk about why they're here, Then you go into their present situation what their current situation is like. Then you're gonna uncover their deep pains. What's making them hurt? And then then the fourth part of the sales fire pain step is to understand what is their desire? 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 gonna understand exactly what pain someone is in and what their eyes deal situation is in 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 map so I can show you step by step on how to apply this in the sales meeting. Alright, guys. So we are in the sales map now. As you can see here, we talked about building rapport agenda and now we're gonna dive into the pain. And the pain 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 the problem. So you want to spend most of the time actually in this section, where your understanding and building empathy for someone's pain when get into the pain. Over here I have a little chart with the pain overview. So some sales fire tips and then from here I got diagrams of understanding that what you want to do is you want to just understand who they are and who they want to be. widened the gap as much as possible over here and 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. Final opinion, personal pain, basically what we just covered earlier. So pains Step one, 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 building report, blah, blah, blah. And then you talked about the agenda, right? So in the last thing you said is at the end, the call, either one of two things will happen. Or 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 then they're going to 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 you talk about why are they here. So basically, the next thing you say Yes, Hatim. 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 if you're wars and say, Hey, you know, I just got interested in the email you sent me, and I just want to see what you're about. And then from there it's OK. You can just dig deeper. So in this scenario, a lot of times the prospect will say something like, Well, you know, you emailed 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 sounded 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 could say, OK, cool Sounds good to him. So if they talked about, let's say Instagram marquee and paid advertising could start off by saying something like Hatim. 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 blah, blah, blah, blah. And then you could say something like, Well, can you be a little bit more specific? When you said you tried instagram marketing, How deep did you guys go? And they're going to say, Oh, you know, we tried a little bit about blah, blah, blah. Well, can you give me an example of in a campaign that you tried? And, you know, what was the budget for that campaign? I was just curious. And then they're gonna start talking. Seo, our budget was five k for this cramp. Pain, blah, blah, blah. It didn't work and blah blah, blah. And so, as you can see here, just asking these surface level questions the 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 two. And that's gonna 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 gonna 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 points 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 and 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 present 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 a tailor, your sales map towards your product or service, and then go ahead and just ask the questions. And then from there, what you want to do is you want to move into step number three, which is uncovering deep pain. And that is when you're gonna use the business pain questions in the pain pyramid or Evan dive into the personal pain questions. So this is where you actually uncover all of the emotional pains that someone is going through cell before you understood their current situation, understand where they are, their current situation. And now we're gonna dive into emotions. So you say things like, Why do you think I didn't work? Has anyone tried to do something about this? If you were to take Yes, How much is costing you so again, these can be very emotional where they might say, like, Oh, man, it didn't work because we just don't know how to do it. I tried to google it, but I can't figure out on my own blah, blah, bupa right. And then from there, once they start talking about their business pains, then you go into the personal pains and you say, How does that 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 is anguish and pain than 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. We understand their personal pain. Now, the next step is to understand who they want to be, what is their desired situation? And so with that, we're going to go into the pain step number four, the desired situation. And now what we're doing is we're understanding their desire situation, and then we're gonna 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. So how you do that is, you basically just ask questions once again. So after you understand their emotionally how these pains of personally affect them. Then you're gonna 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 $10,000 on ads, and we want them to generate our ally of blah, blah, blah, blah and blah, blah, blah, blah, blah. And then you will Okay, well, one 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 blocked. And this and that. Okay. And then you would say, What's your motivation to achieve this goal like, Why, exactly why do you want it so bad? Why don't you just stay where you are? And they'll say something like, Well, we don't want to stay where we're are because we're all about growth. We're trying to make $100 million this year of Allah, okay, and then a really powerful one is. Once you start asking these questions and you move into the four foreigners, how would your life for business be different? if you reach that goal and they might say, Wow, man, if we really got to $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 wand and you can make anything happen, what would your ideal situation be like? And they're gonna exactly tell you what they want their life to be like. So now, with that said, you understand who they are, you understand who they want to be, and throughout the entire process, you're asking all these pain questions and with the purpose of that is your 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 that 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 is 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 primed them for your offer, which you will make later on during the sales call? 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, all these difficulty, all these challenges. They don't know how to get there by themselves. They want to get there faster. And they just kind of want a blueprint or expert or advice from an expert, which can be you. So towards the end of the desire 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 going to 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 they have been telling you through the entire part of the pain 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 a solution to get them to who they want to be. And they had to remind you how we're going to get there is. We're gonna use these questions from surface business and personal. Now that you got this person talking about their pains, you understand what their ideal situation is. Now it's hard to see how committed they are to actually making this happen. And so how we're going to do that is the next phase of the pain process. We're going to go into the budget and decision making process of the 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 and you're getting ready to position yourself as a solution to their problem, then you're gonna understand whether or not they can actually buy whatever it is that you have. So with that said, if you're looking for to see how begin to solve the next phase of the sales fire map, I'm going to see you guys in the next section. 11. Budget: everybody, What is going on? So in this section, we are going to talk about budget and this election is going to be particulary important because you got to figure out how much money someone has to spend on your product or servers because if they don't have any money than it's literally going to be impossible for them to pay you for wherever it is that you got before we dive into the technicalities of budget, I'm going to show you where this stands on the sales map. 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 pains have, you might either going into the budget or you might go into the decision making process. But I won't let you know right now That doesn't necessarily matter which, when you go into first, as long as you cover one and then you covered the other before you close out the call or sales meeting. So so far, you know, when you start from the building report agenda pain. You for sure want to do these in order like 123 And then from here, you either go into the budget or be 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 than our 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. Alright, So back into the budget and the first thing that I want so out Wolf is that 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't buy it. And now, when it comes to the budget, they think 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 are 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 of talking our money and breaking these stigmas of the idea that talking about money is a negative thing because it read in reality, it's really not. And it's 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 these pain questions, and what you're gonna do is you're gonna 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 3 to 5 pain points. And then you're gonna ask a question which will allow you to transition into the budget. Here's a 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 discovered if they have money, and then you want to know how much money they got, so to discover whether or not a prospect even has money to begin with is you have something called settle questions and third party stories. So let's go ahead and show you how it works. So subtle questions worked like this. An 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, you know, 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? Inside he might say something like, Well, we actually did put a 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 suddenly asking them and they're going to tell you a little bit, and you're gonna dive a little deeper when once they respond to you. Another example of a subtle question is Jim any idea on how much resource is? You'll need to figure this out. And Jim might say something like, Well, it might be $10,000 a month to figure this out and then boom, boom! There you go. You got your budget. Now The next strategy really used to figure out if someone has a budget is third party stories. 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 they, John, might say, Yeah, you know, I thought about a little bit, and I did set aside a budget of X y Z, And so basically, it just gets this person talking by using 1/3 party story. Now they understand whether or not your process 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 gonna go like this. Hey, Wilson, if we were in a ballpark what you're looking to invest to solving this problem, would that look like hey, Wilson? Usually when we work on a project like this, the total investment is somewhere between 10,000 to $20,000. Do you think you'll be able to invest that amount? And basically, what ranging is is your providing a range in which someone's budget might be in in the 1st 1? When I'm saying ballpark, they might just say yeah, in the ballpark of 10 to $20,000 something like that, right? And so you Now you have a range, or you could be a little more specific and put some tangible numbers like $30,000. And they might say, Oh, you know, about $15,000 sound about right and boom, you got your budget right there. Next, we're gonna go into third party stories, an example is Sarah. I was working with a client a couple 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 $10,000 to have us take care of the challenge. Would you invest as much as $10,000 if you felt confident we could help you here and savor might say something like, Yeah, you know, if you can really solve this problem $10,000 it would be fair. And boom, There you go. You got another budget moving on to another question using combination of ranging and their party's stories. Paige and me. 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 clients investment usually falls around 10,000 to $20,000. Which end of the range should we focus on or is it over before it's even started? So here, when I'm doing is I'm providing 1/3 party story where I'm given example of a situation of what happened with the past clients, and then I throw in a range of 10 to $20,000. 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 if they don't follow 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 10 to $20,000 range, and from there you just kind of move a little deeper and you got your budget. Now we're gonna go into another example and is going to be the historical future expectation. And it goes like this hates him. Last time you overhaul your entire system, what size of investment were 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, they do it every 10 years. They might say, Oh yeah, we expect to spend more about $10,000 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. Jonathan, when you're thinking about a budget for this project, are you thinking literally college level or the major leagues? And then they might see something like, uh, probably the Little League. Then you would say, OK, cool. What do you consider a Little League amount? And they might say, Well, literally to me is about $5000. So, as you can see here, I use the metaphors of, you know, different type of leagues. They picked one of that dive a little deeper, and then they could give me the budget. That's what 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 sales people before 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 what 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 that revealing their budget, then you keep diving deeper until you actually get it. Essentially, in the direct example, What I'm doing is I'm just giving a scenario where Tom basically just doesn't want to give me the budget. And then I would just give any using an injection. I just want to give you some ways around these objections to get this person talking Maura , until they actually give you their budget. So now that you understand a plethora of different ways you can after someone's budget, let's go ahead and implement that into the sales fire. Matt. Alright, guys, going into the sales friar map over here, like I said before, what happens is talk about the budget. You want to make sure that you covered the building reports that you 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 want to do is you want to summarize the 3 to 5 critical pain points. So here is how we're gonna do it. You're going to say something like Okay, So like you mentioned, some of the main challenges you're facing are paying one pain to pain. Three. Is that everything? Evan, The prospect will say, Yeah, I think that's everything. So if the answer no, What you want to do is you want to go back into 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, and then you dive deeper. So I'm gonna say, OK, that's totally fine. Now, if you were the 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 1000 to 5000? Or were you thinking of 5000 to $10,000 per month? And the prospect might say, OK, well, most likely between 5 to $10,000. 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 kind of price it around the budget that they have. So you can see here. I'm in this example. I made 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. You 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're working with. And then from there, What you want to do is you want to transition from the budget phase into the decision making process. So to summarize, everything we learned so far we've showed you how to transition from the pain, step into the budget step. Then we showed you how to ask for the prospects 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 gonna 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 gonna see you guys in the next lesson. 12. Decision Making: everybody. What's going on? Welcome to the section where we're gonna 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 a larger the company is there MAWR approval process You're gonna 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 buy on the spot the strategies that we're gonna learn in this lesson, you're gonna 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 on amateur sales person 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 process is 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 prospects 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 truthful with their decision making process, and they're only telling you what you want to hear. So the purpose of this lesson is too soft for all of these problems. Really understand what the decision making processes like at another company, you're trying to sell into what their timeline is going to be like and how to 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 could take a yes, you could take a No, but you could 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 got to make sure everybody is in the room. Third, you got to 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 processes that we want to remove any type of guessing sales should not be a sense of gamboling, where you're not sure whether it's a yes or no, you got to 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. Maybe 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 that 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 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. Samoud Lee, how you're going to do that is, you are 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, 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 X Y Z challenges, and that's the summarizing, the pain and have a budget to software these challenges and my accurate here. And then they're going to say, Yeah, you're accurate. Then you'll say. So let's say we can help you. What's that gonna look like? And then that is a natural scent 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 what 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 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 decisions. 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 is going to give me feedback or is there somebody else that week 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 one 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 at 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 1st 1 is you 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 stepped. Is there an approval process? Do you have to write something and send it up? Do you people have the 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 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 part one person have so power to make the decision? Etcetera, etcetera? 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 understand exactly why they make the decisions in this way. So you can see here. These are all the elements that you need to figure out during the 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 toe have and is important, especially if you're selling into larger companies. However, for sure you need to know who and when. That's an absolute must in order for you to get the sale. So with that said, let's go ahead and dive into thesis Ailes map. So you so I can show you how it this is gonna work. OK, so looking at the high level overview of the sales map, the decision making phase typically comes after the budget or the pain set, whichever when you get into first. But if you go the route that I recommended, which is paying budget at the decision making, then you going to summarize the pain, summarize the budget. Evan, dive into the transition questions to talk about the decision making process. And as you can see here, we're in the decision making slide. And, as like I said before, summarize the critical pains and transition into 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 So let's go ahead and dive into it. So, Tim, So it seems like you have X Y Z challenges and have a budget to software these challenges and my accurate here. They're going to say Yes. So let's say we can help you. Is is there anyone else you feel we should involve 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 there's so yeah, you know, I'm the decision making here, and you could say something like, Okay, that's fine. Is there an ideal time of when you want to take care of this Meaning Wester timeline, When do you want to pull the trigger? And then they're going to give you an answer. Then you're gonna ask you more questions. Like who, What, when, where, why and how and basically understand all these different elements of how they make the decisions at their company. And of course, if they're you know, just a one person shop, then you really only need to know when they're going to 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 and how to unstuck them. And so understanding how these decision making process works with all these questions 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're selling into, and then just want a tailor this to your style, to your product or your service to your industry? And then you 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 going to see you guys in the next section 13. Closing Out & Closing The Deal: everybody. What is going on? So I wanted to welcome you to the section where we're going to show you how to close the deal. Now, before we dive into closing the deal, I'm gonna 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 what? 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, Evan, move onto the next step and you want to make sure that the next step there is 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. The two possible routes that you can have is on the left side. You're going to just close the deal right there. You're gonna 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 usually if you're doing something that's really transaction when straightforward, you can close it on the first call. However, if you're 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 in the first call, you're going to get the credit card information. You're gonna process the payment, and then it's going to be great for transaction. Oh, and straightforward sales. Now, when you're scheduling a 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 about learning Maura about that company's problems and having all their technical people on the call. It might be a presentation end of the presentation. Then you can actually close the deal. It might just be to speak of other decision makers, whether it's the VP or CEO, or it could be like 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 of meeting, and that's closing a deal or scheduling the next meeting. So in this particular lesson, we're gonna show you how you can close the deal in 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 of your closing the deal on the first call or your scheduling the next meeting, you have to know how to pitch your product or service cold. And first you 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 out 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 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. What are what kind of results are you promising to your and your offer is exactly how you are going to help that person. What are you going to do to help him 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 help 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 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 the sentences because it really makes clear who your market is, what desired results you're gonna achieve for somebody and how you're going to do it. And you could say this all in one sentence. It literally only takes, like, 5 to 10 seconds. And the reason why you wanted 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 going to go into the deep pitch formula, meaning you're gonna 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 times 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 challenges 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 challenges 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 off a positive are oi and just blow up in scale your business. Why this is important is because you don't have to do it on your own. I'm an expert that would give you a blueprint in manual, and I would literally do this for you. And you're gonna grow your business fast, but in a healthy way. So using a 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 and 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 listen to all of their problems. So it's gonna be extremely easy for you to get the challenge part down because all you're doing is just restating the 3 to 5 million critical challenge that that person is facing. Then when I say position yourself as a solution, you just want 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 for why on the fly to explain why they should buy your product or service and how it's gonna make their lives so much better. So now that you understand the deep pitch formula and the high level pitch, we're gonna dive into the sales map to show you guys how you're going to write this on your sales map. Alright, guys. So now we are back into thes 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 gonna 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 deal. Part one. OK, so got some sales fire tips over here. You read that on your own. And basically, the talk track that you're gonna use is you want first summarized 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 all rights him. So you're currently making about $20,000 per month and you believe you can get to $50,000 a month if you 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 $50,000 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 they want a blueprint and guidance from someone who successfully done this. And this is really good associate. 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 got the prospect to admit that they have a problem and have all these excuses toe, why they can't solve it. And this is where you position yourself as a solution. So now we're gonna go into closing out closing the deal. Part two. You want to push the prospect away, and now 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 $2000 for a month doesn't sound too bad. Why not just stay comfortably where you are. And I'm pushing the prospect away, saying, Why do you need to get the 50 K? Why don't you just stay at 20 and they're gonna come back and say Sure, it's a decent amount, but of a blah, blah, blah, I need $50,000 to buy to take care of my mortgage and whatever it is, right? It's like it's pushing pull, push him away. And then now you say, OK, that makes sense. And 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 is a good time to take care of it. And so now you're gonna say, all right, now we both know what the challenges 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 thes solution. So they're going to say something like, Oh, I'm very committed because I need to get to $50,000 because X y Z blah blah, blah, blah, blah. So now you have timeline. You got that commitment from them. You know, the decision making process. They're basically just going down your fund, 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 want to 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 OK, Tim, 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 gotta know that Tim, in this example has been talking the entire time. It's been just spilling his guts, telling him all telling you all his pains, and you really haven't said anything about your product or service. Now you're basically turning the tables and asking him if you want 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 ex accomplish Why, by doing Z again excess market wise outcomes e is offer. 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. Right. Then you have a high level pitch, then you want to go a little bit more deeper, and then you go into a challenge solution and why? And if you could include some statistics, some numbers may be throwing a case study or two on how you made other people successful. That's gonna also help your pitch as well. So you could say something like a lot of companies I work with, like the name drop the struggle with advertising. They don't know how to get in there. They're really old school, and they just they want to increase your revenues, but they just don't know how our solution does. Bob about blind Here's why. It's important global a lot. So again, Just customize your pitch to whatever you think is best for your product and service and for your target demographic. And what's gonna happen is after you pitch your product or service, the prospect is gonna have a lot more questions for you. So again, you're talking for like, 2 to 3 minutes telling them about your product service, and then if they're interested, they're just going to say, Okay, well, how does that work, Patrick? So how do 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 him to buy emotionally and will justify logically. And after you answer all the prospects questions, the conversation will naturally go into pricing. And so that's when we go into closing out, closing the deal part for, 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 gonna basically say something like, So how do I work with you, Patrick? And then you want to 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, the work wolf and achieve the best results. So because of that, we have something called incentive based pricing. Where will give you a special promotion, lowering the price by $5000 offer our services to you for only $7750 If you can make the decision today on this call, and from there, what you want to 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, sounds fair, how do we get started? And then you say Great. If you'd like, we can go ahead and get started now and they'll say Sure, but how do we do that exactly? And then you say, If it's OK 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 a ticket over with my wife or, you know, 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 gonna price your product at a high price and then give them this. Basically, it's 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 there, it will 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 gonna be good for 24 hours, and then after that, it's gonna be the normal price and then leave it at that. So if they could buy it within the next week for hours, given the special pricing. But if not, then just don't give it to them because there are plenty of fish in the sea. So 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. 14. Schedule Your Next Meeting: everybody. What's going on? Some of 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 gonna show you what happens when including the deal on the first call. Doesn't make sense. And you're going to go into potential next meetings from having a deep discovery or presentation, talking to decision makers or any type of call that you would have to move the deal forward . So now let's go ahead and move into thes sales map so I can show you exactly how to do this . All right. 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. So let's go ahead and dive right in. Okay, so this part is closing out Schedule next meeting, part one. So you got some sales fire tips over here. So you want to 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 want to 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 another meeting. Every meeting has toe 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 problems in their own words. So it's similar to how you would close the deal in 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 1000 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 $10,000 per month for this. Is that everything in this example? Just to give you some contacts, I would 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 work with who have similar challenges like yours sometimes say they want to fix it, but it can easily end up at the bottom with their priority list. Of course, I don't want to waste your time or mine. So I need to know how committed you are to fixing this. The prospect might say, OK, yeah. You know, I'm very committed to fixing this problem. We got the budget. You already know what it is. And then you say, Okay, cool. Let's go ahead and move on to part two. Now, impart to you what you're gonna do is you're gonna get permission to pitch your product or service and keep your pitch less than three minutes. So here is how it's gonna work. OK, 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 X y Z So an example is great. Now what we do is we put in the example that we use before. But if you were to be contextual for this, it could be something like So, Julie, what we do is we help companies like yours implement an advance HR system that's going to 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, going to your pitch that go into your deep pitched challenge solution why, right, really covered this. And then what's gonna be different from closing the on the first call is that you're gonna close out by getting the next meeting. So once you pitch your product, they're gonna ask about pricing. But in complex deals, here's what you got to know. Next. For short term deals for 34 deals, they're gonna ask for pricing naturally. But for complex deals, sometimes it may be a little too 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 deal, so you just got to know how to price your specific product or service. So how I would do this is actually avoid talking about pricing right now, because you can do that on the next call and you would say something like Before we dive deeper, enterprising. 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, OK, 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 OK, 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, let me repeat it. So whatever they're going to say, then you're gonna make your recommendation and you say, OK, 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 gonna say what you need to say to schedule the next call So you could say, Well, typically what the next that would be is that we'll schedule a discovery call where I'll get a technical specialist online and will go through exactly how your HR system works so that we can show you how we can integrate with Baba Baba block. So that's just one example. 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 out you can go is well, typically. What the next that would be is that once you send over the additional information I asked for, I'll prepare a price and I for you, and we can discuss all the terms and details on her 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 any way 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, OK, 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, 10 AM PST. Then you say, OK, great. I'll send over a calendar invite to you and everyone on your team and boom, you 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 could make a recommendation, give him your recommendation on what they should do next. They're gonna naturally agree with it. You get the time and you scheduled 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 gonna happen is that you could do a presentation and then you would just close the deal or whatever your sale cycle requires, whether it's a discovery call, technical call or getting off the decision makers in the room or whatever the prospect needs to happen, you would just do it there. But I just want to give you the framework on what you need to do in order to schedule that next meeting and then for your 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 going to see you guys in the next section 15. Presentations: everybody. What's going on? Welcome to the section where we're gonna talk about presentations now for your sale. Psycho. If you're gonna have multiple meetings and one of them is going to be a presentation, I'm gonna 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 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 kind of dissect that a little bit more further. If you did a good job in understanding the prospects pain before the presentation, you actually already got the sale meaning during the first call psych call. What? However, many cause you did before the presentation. You really have that empathy and you understand the prospects 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 sale cycle. And you don't really understand the prospects pain. Because once you get to the presentation 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 and 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 gonna 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 it's something changed. You got to go back and understand what that changes. Then you got to make sure that both sides understand. By the end of the presentation, either you're going to get a yes or no and never a. Maybe this is very important because a presentation your only goes to confirm what you already know. And if it's not a fit, then find 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 is gonna 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 that 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 you anyway, anyhow, that's totally fine. What you want to do is you want a 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 at the presentation is just not going the way you want it to go. It's okay just to completely abort the presentation and just come back another time, because someone things are going well. You gotta cut it off and and 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. And in the beginning of the presentation, what you want to 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 steps 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 you're also gonna talk about the dollar amount needed to solve those problems again. You're talking about the budget of front cause you really got all this information and then from there, you're going to get the prospect to agree. 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, we'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 got to go back to 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 are warmed up after you get their agreement, you go in with a compelling story. Whether it's a personal story. Customer success story is some type of statistic that is meant to give an emotional impact to your prospects. And after you tell this 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, make sure you talk about the most important one first and essentially what you're gonna do issues you're just gonna go one by one, come up with the pain, have been solved. The problem. Talk about the pain and saw the problem, and you just do it over and over and over until you solve all the prospects 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 challenge solution and why you already seen this in the sales map. But during your presentation, you're also going to use it to tell your story and 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 using a power point or if you're choosing not to use any PowerPoint at all, and you're straight talking, all you want to do is you want to start out with the challenge, meaning it's the problem paying challenge, right? And you could 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 baba blah, blah, blah. So solution to the problem is basically how your product or service soft for that problem. So let's say you're selling a social media agency service and then you say, for a lot of the companies that we work through, if they were really old school before, they didn't know how to use Facebook and Instagram. And so what we did is we took him to the Web version 2.0, blah, blah, blah, and we just completely blew their sales out the water that another that okay solution. And then you go into the why. It's because it's not enough just to soft ones. Problem. You have to make it clear on why it's important that you saw 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 H R 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, or cold recruiting software. But 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 gonna save so much time by automating all this manual work, meaning you're gonna have so much more time for your team to focus on the strategic aspects of your business rather than doing manual work. And it 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 the deaths doing the same thing over and over. Processing thes 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 a real oh, 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 him hammer that idea? And now that we're about 2/3 through the presentation, we're getting closer to the end and what we want to do is we want to make sure the prospect is interested in whatever we're saying. So 2/3 during the presentation, you could just straight up ask your prospect. Hey, everybody. So we talked about this. This this and I just want to ask on a scale of 1 to 10. How close are we to saying yes with yes being out of 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 fourth and you want to 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. Then you want to say, OK, 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 want to do is you want to just continue the presentation and then ask for their 1 to 10 rating again later towards the end of the presentation. If it's 8 to 9, what you want to say is, What do you need to see to get us to a 10? 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 1 to 10 method. It's fairly simple. Anyone can do it. It's just asking them on scale. 1 to 10. How interested are they in and 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 could figure out exactly what you need to do to get them attend, and it's just gonna 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 power point, whether you're doing just straight talking. Or maybe you have physical product that's sitting on their deaths and you're talking face to face, no matter what style presentation you prefer, this structure is going toe work exactly the same way, and I just want to give you the main basic framework so you could implement it in yourself , however you want to. So with that said that 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 16. Objection Handling: everybody, What's going on? Moving forward, We're gonna 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 SAS or software, everybody is going to have objections. Nobody is just gonna say yes. I want your thing right now without having some type of objection. So we're gonna show you how you can handle these situations and even craft your own objections and putting them on your sales map. Now you like it 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, it's think of it like a blessing, because this is where your prospects will tell you what's preventing them from buying. So when people haven't objections, 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 sales person job isn't to shove product down someone's throat. It's to clear the road, understand what a person needs and what their problems are and how you can solve it and then make 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 gotta 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 thes sales map to show you some sample objections and how you could use your own and put them in there. Alright, guys. So we are in the final session with sales map, and this is gonna 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 process combined. Also, don't force it. You don't need to force anything down a prospect. So 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 gonna 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 1st 1 is we don't have the budget, right? We don't have money. So it's something that I would say is OK, I understand where you're coming from. That's just building empathy. Now, if everything we talked about so far, are you sure this is something you actually want to do because of its not that's totally fine. And the prospect will say, Yeah, you know 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 should have told me before it right. I'm basically empathizing with their situation. Money is not always easy to come by. And then at the end, I'm saying something like, All right, So what do you need to make this happen? So 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 to solve their own problems. So objection Number two, Let's say they don't have the budget Another way. I would say it is OK, 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 this second objection, a lot of enterprise deals happen where they may be interested in your product or service, but they just don't have a budget right now. So you just want to continue the 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 with the deal. So again, not every deal is going to be closed right away. Sometimes you just gotta have the initial call, and then I'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 could 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 or objections, someone might say, I need more time before I could 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 to counter like OK, that makes sense. How much time do you need? And then they 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 on to 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 what and then you just move in that direction. The last one we're gonna go over is they might say something like, I needed 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 going to give you a time. Then you're gonna say, Okay, so what exactly are you gonna discuss? then he's gonna tell you and then basically 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, OK, great. I just added you on linked in 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 with 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 1st 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 got 24 hours. Add me on Facebook. I mean, linked in. Let me know if you don't make the decision 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 gonna again. You're gonna 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 want to do is edit it and just write all your objections that you think people will ask or the ones that you face. Once you get into the few, write your answers and then try amount and see if they work. Now, if your objection handling does not work and you try a couple times, then you just want to go back and just change it up and then try again. Because how you improve on this salesman is just trial and error process. Collect data from, you know, actually experimenting and talking to customers and then improving this map as you go on. So with that said, that's everything that we have to cover on objection handling. And again, you got to fill this out with whatever objections that you think you'll come across. And that's everything we're gonna talk about in this section, and I will see you guys in the next 17. Build Your Own Sales Map: I had everybody. What's going on? It's Patrick here now, in this section. What we're gonna do is we're gonna 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 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 it may work for a couple months or even a couple of years. But in the future, when the industry changes, when technology changes and you just might have to sell in a different way, you have to update your sales meth. 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 to version three event. It's just constantly going to get better as you become a better sales person and you know exactly what to say in selling situations. So let's go ahead. Go and dive into the salesman and give you an idea of how you can edit this yourself. OK, guys, So going into the sales map template, essentially, I made everything here downloadable and edit herbal. So when you're going to hear, you can just kind of type in whatever you want to type in, where the company name sales map or your personal name salesmen. Whatever it ISS, type it in there. And then, as you can see here, you got the overview of your sales map. Right, So the foundations building report agenda pain, budget decision, closing out closing deal, 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 Aquino if using Mac. But it will also be available for a power point if using power point. So it's very simple. You can just edit the boxes if you want. So if you after you close out your schedule next meeting to a discovery call than implementation, call, then presentation. You could just add more boxes right there. So use it however you want. You could move everything around. So going to the next part building report. So in this part, I put like Hatim, it's really great talking to you here. How you doing today? So if you have a different style of how you like to do introductions, just go ahead and replace a here and just put a filler of what you think a prospect respond with 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 like the gray that I put in for you guys because you're 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 a high level or view of the pain because it's gonna 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 gonna change the's transition 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 like, double click on it and you could edit everything here paints up to same thing pain. Step three again. You all you're doing. Just editing the type of pain questions that you prefer to use during your sales conversations and then moving down paints the four 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 right what those pains are here and then change everything else So you know the flow of the conversation decision making same thing closing out. So 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 want 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 gonna 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 could just edit everything on the sales map, be contracting around and because it literally on keynote and power point. 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 used. 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 when it comes to customizing your own sales met and I'm gonna see you guys in the next section. 18. Making Improvements To Your Sales Map: 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 templates so that you can customize it for yourself . And now I'm gonna show you a methodology that you can use to make sure that you constantly iterating 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 seals map is actually just a technicality of what you're going to do and say during a meeting. But before you even get into the sales map first you need to understand that they're the sales fire formula. You have to get this right and again. Sales fire formula is about your market offer an outcome. So you want to 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. You know what you're gonna offer them and what you're they're gonna buy that. Then you know exactly the desire 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, make sure that you got great product market fit. You got a good offer, and you got a desired outcome that people actually want are willing to pay you money for. And then you can change your sales map. So again, if your 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 die, elated 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 know about 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 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 the fast 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 killer for your desired market. It's almost like an algorithm where you're feeding at data, making those changes going into the market, trying it again, feeding a data, 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 sales person, and you want to know that using the scientific method, you want to only change one variable at a time to exceed 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 of arable 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 salesman 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 or poor agenda pain. So you're making these alterations. Try the only change one phase at a time, and typically, how you wanna think about going through this is that you want to think of the map almost like a funnel, where there are always going to go down this funnel here, right? So if you're doing the building report really well, you're doing the agenda really well, but you find that in the pain step. For some reason, it never gets further than that. Then you know that in your funnel, the pain part needs to be fixed. So you go through the pain, you fix it up, then you come back. Make those changes and you try it again. And then if it works, you get to the next step. Maybe the budget works and maybe decision make. It 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 and there's 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 closed the deal. So alter one variable at a time. And the beauty of doing this is that the more you do it, and the more time passes in, the more value we have, you're actually going to gain the benefits of compound interest, meaning In the beginning, things might start off a little slow, yet better and better and better. But then, as you go on, you're just gonna be a killer and sales. So in the beginning, maybe two out of 10 calls might be good. But then, as you continue, that process may be a editing is gonna 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 at every time you use your sales map because you're just becoming a deadlier sales person. And once you get your sales map down, you can actually use it to train other people to follow your sales map. And 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 kind of just look at the map and say, OK, which area are you getting stuck? You can train them and help them overcome that step. And then you put him 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 is 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 salesman. 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 what? That said that's the mindset and methodology that you need tohave 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 sales person, and you're just going to be closing deals left and right. So what? That said, That's everything we have to cover when it comes to improving your sales map. 19. 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.