Getting More Prospective Business From Your Current Client Base Through Meaningful Customer Service With Alex Levin [Episode 123]

Getting More Prospective Business From Your Current Client Base Through Meaningful Customer Service With Alex Levin

We have a great guest. His name is Mr. Alex Levin. He has a company called Regal. They’re at Regal.io. He’ll explain what they do, but this whole episode is down on creating and getting more perspective business out of your current client base. In other words, there’s stuff sitting there that you don’t know. Their software, especially B2C and some B2B identifies attributes and key moments where you should be contacting people in the software primarily through your customer service department.

Those of you who are individual sellers who are reading might be like, “I don’t have a customer service department.” Let’s talk about it. We’re going to talk a lot about how you have things that are meaningful, relevant, personalized, and interesting and how you get through the door of the barriers that are set up. When we’re talking about customer service, we’re not talking about servicing people. We’re talking about selling. For those of you who own companies, if you had a customer service department that was a sales-driven division, you’ll sell more and make more money. Quite frankly, you’ll expand a lot more sales. Let’s go talk to Alex now.

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Alex, welcome to the show. Thanks so much for being here.

Thank you for having me.

Why don’t you tell people who you are and what you do?

My background is I went to liberal arts school and got smart and figured I needed to learn a little bit about technology, so I became a product manager and started working at startups. A few years ago, my cofounder and I started Regal. Largely from our own experience, we had noticed that a lot of businesses online were basic retail businesses selling commodity products like a shirt or something quite simple like a CD. Customers who shopped online now expected the rest of their lives to be online. They wanted healthcare, insurance, and lending all on the internet. In these more considered categories, it wasn’t enough to have a nice website.

We were working for Angi who owns Angi’s List and HomeAdvisor and these home services brands. We found that even the flow wasn’t enough to get somebody to buy a fence installation or renovation online, they needed to talk to somebody. It was against everything we’d learned. We’d been taught, “Don’t talk to your customers online. Customer service is a cost center. Don’t do it.” We found that talking to our customers in these more considered categories led to big increases in customers’ desire to buy the product. Our challenge was there wasn’t software that was built for that. Much of the software we’re talking about with our customers was built on the premise of a cost center, deflecting the customer inbound, and we’ve all experienced it.

Hide the way to talk with the customer. In Regal, the base premise was in this world that’s increasingly digital and how we find the right moments to add a human touch in industries like banking, life insurance, or online education where it is critical to have that conversation and build trust. We’re a few years in. It’s a thriving business. It turns out that there are a lot of businesses that do love talking with our customers. I’m excited to be here and chat more.

I love this conversation because I’m the old guy on the phone compared to you. Back when I was growing up, there was no internet. Online was a billboard that you might see on a highway or possibly a commercial on television. That was it. We grew up talking to people because that’s the way you did business. The more you embraced the sales channel you got in and you talked to people, the more information was exchanged, and the more sales were made. That’s the way it was, then there seemed to be this shift that happened.

As you’re saying, people are looking at it like, “How do we bring it all online, and how do we maximize our profitability?” Let’s do that without talking to people because we all know that employees of companies are a very high-cost center for a company. ROI is there is what you’re telling me. Let’s talk to people. The ROI is there and you’re finding hidden revenue and profitability for companies that were flushing out of their sales cycle to begin with anyways. Is that accurate?

I’ll give you an example. My wife grew up in a small town in Colorado, and one of her friends is now an insurance agent in town. For years, she had an office and people walked into the office, and they said, “I want life insurance.” Based on what they needed, she would put together a quote for them. Thriving businesses are doing that. Now, that has changed. Customers are discovering life insurance online. They’re not physically walking into the office. She’ll be in her office, something will go off, and she’ll get a person’s name and phone number. She doesn’t know where they came from, who they are, or what other people have talked to them. She doesn’t know anything. She picks up her cell phone and tries to call them.

It doesn’t go very well or doesn’t go as well because it’s not that in person. Even businesses that understand that they should be talking to customers, they’re having trouble doing it online. The internet creates more distribution and makes some discovery easier, but it’s still preventing that customer and that insurance agent who has the information the customer needs from communicating effectively. What we identified as an opportunity is to say in this world where you’re going to be online and there’s more information about customers than ever, you can’t have somebody sitting in an office with a cell phone guessing who they should call and why and what to say.

What you should be doing and what Regal does is you should be using real-time behavioral information about what customers are doing to personalize outreach to them. What channels should you reach out to? When should you reach out? What is the message that you should be using? Who have they already spoken to? What’s the context and the history of this conversation? Think about many years ago at a club. You might walk into a private club where they go, “It’s so nice to see you, Doug. We have your table and your drink. We know last time you didn’t like this food, so try something different.”

You felt they cared about you and that level of service was part of why you went there. Part of what we’re seeing is the best brands or the highest growth brands are remembering because it was forgotten for a while and that service is a differentiator. In their business, they can look and use Regal to see this specific situation or the month-long retention, “If I engage in a personal conversation, here’s the incremental cost, and here’s the incremental revenue.”

Not only am I giving good service, but I’m doing it in a way where it’s ROI positive. You can decide as a brand what that means. Is it one unit of revenue for every unit of cost, or do you need to make three times the revenue per cost you spend? Whatever it is, you can look across the lifecycle and find the moments where you can still go and have that personal touch in order to give that customer a better experience and help them buy your product.

The cost of acquisition of a new client is far higher for most companies than the cost of repeat business from existing clients. Correct me if I’m wrong. It sounds to me that a lot of these brands are getting away from the basics of human communication and human needs. What you guys have done is figured out we could do this, but we could do this cost-effectively and bring that back.

What I’d say is the industry that moved online first was retail because it was simpler products. They were commodities. You could show a picture, price, or review and people would buy them. What we’ve been talking about in basic retail, you removed all that customer service for a lot of these businesses. That was seen as a cost center. What we’ve seen is that the businesses that are more open to having this communication with the customer are the ones that are coming online now in the second wave. We call it high consideration. Insurance, lending, education, local services, and healthcare are about half of the consumer economy and are more considered purchases.

In these industries, because they’ve always had the person involved and they don’t necessarily believe that what retail did is right for them, they’re more open to having that human touch. We work with them a lot. What’s interesting to call it out is, in retail, when we do tests, it has the same value. Having a conversation with our customers, even in a retail commoditized product, can lead to great outcomes. I call out companies like Curated that do this very where, in certain categories, they now sell products online with a human being that helps you. They see great value in that. A lot of brands are afraid to do it because they’ve seen customer service as a cost center for so long.

A lot of brands don’t have the technology to do it because their tools are helping them avoid communication, not proactively do it. They misinterpret this. This is not us saying you should let every customer contact you all the time. That would be a huge cost. What we’re saying is to find the moments when you know that your customer is struggling. You shouldn’t be so arrogant that your product online is perfect.

Reach out to them and say, “Hi, sir, ma’am. I see that you have a home and you’re looking to get a new fence for that home. How can I help you?” It doesn’t have to be a hard sell. You’re truly trying to help that person figure out if the product that you’re selling is the right product for them. We see huge success even in retail. As I said, the reason we don’t focus on retail is, philosophically, the narrative in retail is don’t talk to your customer. In retail, they don’t have teams of people that are used to doing this outbound motion where they’re engaging with people. There’s huge potential in that category. We don’t focus on it now.

Years ago, I would do studies that were offline. It clearly showed that the people who would buy, when they purchased, the reason how they made the decision was they looked at the value perception and the service perception of what they were buying. It was 80/20. Those two categories were 80% of that process and then things like price and convenience.

I’ll give you another example. It’s become very clear these days. It’s basic retail banking. When I was a kid, I banked at M&T. Bob, the banker, made mistakes sometimes. I didn’t take my money out of M&T because of that with the little money I had. I’d say, “Bob, you made a mistake, but it’s okay. I’m going to stay with M&T.” Now, the neobanks are online, and I won’t name names, but you can guess the big neobanks, eliminated all service. That means they’re built on a very similar technology platform. The features are very much the same.

There’s a little differentiation on brand, but if you’re not differentiating on service, what they’ve identified is, if something goes wrong, if that neobank doesn’t do the right thing for the customer, the customer immediately turns. It’s because there’s no personal relationship and no service potent to the point that’s getting them to believe in some value other than, “Did you never make a mistake?” The brands that are much smarter in these products are realizing that the next level of differentiation is not on technology or brand but on service quality. Back to the future, it was that way many years ago. It’s going to be that way again.

Many brands are now realizing that the next level of differentiation is not on technology but on service quality. Click To Tweet

She becomes brand loyal because of service. She likes high-quality clothing. When she has a challenge with something, she would talk to a human being. Those companies who sell extremely high-quality clothing, she has abandoned them over the fact that she’s had challenges with a return policy for example. It’s like buying something as simple as a book. What people don’t realize, and I think you’ve hit the nail on the head, is that people want to be able to resolve challenges quickly. She bought a book, for example. She’s from Poland originally. She speaks English, but she wanted to get rid of her accent. Not get rid of it but use it when she wants to. She was buying books in courses and things like this to do this.

In the book that she bought, it said, “You have access to these things online,” but she can’t access them online. This is a major publisher, so I’m not going to name them. The reality is electronic communication, nobody is getting back to her. Finally, they get back to her and they say, “In this book, you don’t have access to this. You needed to buy a different book.” She’s like, “I’ll buy a different book.” She buys a different book, but it was the same problem. It goes back. This is going on for a week and a half. What’s happening is I can see the service level is breaking down rapport. Trust, likability, and respect are going away. This is attrition from the inside.

Here’s the nutty part. My wife is a book buyer. She will buy 2 to 3 books a week and read them. Let’s say we had 5,000 people like that that this major company is burning off, how much money is that in profit and revenue? People don’t think about this in selling. They think about, “Let’s sell at any cost. We’ll look at the top line. If we’re ahead of where we were, then we’re doing great.” What I’m hearing you say is awesome. Let’s look at the retention in the middle line as well which is, how do you retain more clients? How do you expand the circle of influence? How do you get clients to tell other people to bring them to you so you have zero cost of acquisition?

There are two different problems that are happening. One is, philosophically, some brands believe customer service is a cost center and don’t want to think of it as an opportunity to drive revenue. I’d say that’s changing. Customer services become better understood. The leaders who run those teams want to not be only a call center. They want to be seen as a revenue driver as well. Those teams are changing opinions. The second block for that is technology, even if those teams want to do the right thing. When it was a little office on Main Street, the person would walk back in and you talk to the owner and it would be handled. These are businesses that have millions of customers a month.

You can’t possibly do it because you want to do it. You need the right technology. That’s where Regal came from. As we started digging in and figuring out what we wanted to do, there wasn’t the technology to identify the right users and to proactively, based on what they were doing, reach out to them in the channel that was right with the right message that didn’t exist. There was no ability to A/B test and see what the lift was, what the revenue impact was, and what the cost impact was of these different strategies. If you’re running this knot with one person, you’re running this with hundreds of people. The cost of doing these revenue-generating programs is quite high and you can’t do it incorrectly or it’s quite problematic. Without the right tools, people are going to struggle to do it.

The contact center software that people are using now is not built for this. That’s why we suggest people use their contact center software for customer service and use Regal for all the proactive things they’re doing. To give a healthcare example to get out of retail, we have a client who specifically works with diabetes patients. What’s happened is that by moving online, those patients don’t see their doctor necessarily as much in person. Those patients, now with all the devices that exist, are creating more and more data than ever before. One of the challenges that this brand had is it was creating a gap between the patients and the brand.

What we’re able to do with Regal is take all of the HIPAA-compliant data, because we’re HIPAA-compliant, and make sure that if certain things happened, proactively, the nurses were reaching out to the people and helping them. They weren’t waiting for the next doctor’s appointment. They weren’t waiting for the patient to say, “I think I might have an issue.” They’re proactively helping them. That same thing that’s happening in healthcare where it’s obvious that there’s a dissociation if there’s more data is happening in every industry online.

The opportunity is to stop imagining that you’re going to have a human being sitting and looking at reams of data and figuring out who to reach out to and start using technology to identify proactively the right segments and what you should say to them. That’s where we’re so powerful. Email marketing has become very common with tools like Iterable and Braze. We’re the equivalent of conversational channels like phone, SMS, and email where you’re doing something similar to what the marketing team was doing in an automated fashion. You’re now doing it with a human conversation.

I’ve always taught this right from the beginning. Customer service should be a sales function. That’s been our philosophy for many years of teaching. There was a lot of pushback early on because, as you said, people looked at this as, “They’re customer service. They’re retention. They talk to people and handle issues or whatever.” As you said early on, you could walk into the owner and go, “This is happening. Let’s fix this.” In this myriad of online and separation that happened, it’s not as easy to get to talk to somebody in that capacity.

What I hear you folks have done, and I think all companies and individual sellers should look at this, those who are salespeople and independent business owners, is how do we proactively reach out? If you’ve got a customer service department, it’s now proactively becoming an outbound sales force in some capacity. How do we do that? It’s because we used to have direct channels and indirect channels. Now this is a third channel that’s opened up. That money is sitting there and the customer service departments can go out and mine. They’re becoming a sales function far more than say, “Sit back and take care of the client position.”

Agreed. I’ll give you the other thing that shocks people. The general narrative is that phone calls are going away and the customers don’t want to talk on the phone. It’s wrong. We look at different ways of communicating with the customer. The spammiest is email. Do you know how I know it’s the spammiest? There’s only a 1% or 2% click rate when you send somebody an email. The next spammiest is SMS. You can get 10% of people to respond to an SMS or click on an SMS. That’s much better than email. SMS is the new popular thing, but it’s still pretty spammy. On the phone or our system across the whole system, the average answer rate is between 20% and 30%.

It’s multiples of those other channels because what you’re doing is you’re making sure that you know that the customer cares about you. You can brand calls on cell phones so they know who it is that’s calling them. We’re doing it in a way that’s not intrusive. We’re doing it in a way that’s helping them. SoFi, for instance, as a customer, they’re doing student loan refinance. As the customer is going through that flow, often on their cell phone, if they get stuck, they’re getting a call that says SoFi. That’s helpful. That’s not hurtful.

The magic is if you can have your senior team realize that when you know who the high-intent customers are, you should be reaching them on the phone because that’s the place where you get 30% of them to engage with you where instead of spamming them with email, you only get 2% to click. That’s magic. If there’s a very low-intent user group and you’re going to send out an email that no one is going to look at, that’s up to you. I’m not going to make a comment. If there are people that are high intent and struggling to get your product, don’t waste opportunities. Don’t email them. Call them and get 1/3 of them on the phone.

The crazy part about that is the majority of people are taking the opposite path. It’s easier to get ahold of people than it ever was before because they’re not being inundated.

The other thing that we find is if you ask people, “Do you answer the phone?” everybody says no. That’s people’s gut impression. If you turn around and say, “You’re looking for a school online and you can’t go and visit the school in person. What channel do you want to use to talk with them to figure out what you want?” 65% to 70% say phone. The second most common is SMS, and email is nothing. It’s not that nobody answers the phone.

It’s that they only want to use the phone on things that are important to them and they want to use it in a moment that is right for them, not just at a moment that’s going to be inconvenient. They want to make sure that the person on the other line is a knowledgeable brand ambassador that is going to help them and not try to sell them. I think about understanding your audience and making sure you’re reaching the right people with that channel and helping them get what they want instead of being pushy.

The more complex the sale or the more parts to a sale, the more people do want to talk to one another. Statistics clearly have shown across the board that 7 out of 10 CEOs won’t take the sales meeting to move it to the next level without a phone call first.

Now we’re talking a little bit about B2B. B2B is interesting. The volumes are much lower. My experience in B2B is that most people don’t use much data to inform who they’re reaching out to, why, when, or any of that. What ends up happening is there’s a lot of cold calling in B2B that is unsuccessful. Your point is right, which is that it’s much better to have a conversation with somebody in B2B sales than not, especially if it’s a higher-value product. That is an important part of it. What I encourage teams to do is to think about what data they can use to personalize the outreach even if they don’t have enormous amounts of data like their LinkedIn profile.

You know where they live, what company they work for, what role they have, or what they were doing before. Don’t send them a random email. Don’t call them and not have anything to say. Be helpful. Make sure the first sentence is not, “I want you to hear what I have to say.” Make it about them. Make the first sentence, “I came to your site and this wasn’t working. I came to your site and I was excited about how you did this.” Make sure it’s something where even if they don’t buy from you, there’s value for them that’s coming out of it. You can only do that if you’re spending the time to think about who that person is at that company and what is something that they’re thinking about now.

Don’t just send random emails to your client base. Make sure your first sentence is not about what you have to say but what they want to hear from you. Click To Tweet

Even when we interview salespeople, I’ll ask all the time, “Pretend you’re talking to a CEO of X company. What are their priorities?” It’s not you. They’re not thinking all day about the thing that you’re selling. That’s not their priority. Their priority might be, if it’s a retail company, increasing product selection. It might be making sure customer service is better. It might be increasing revenue or improving margin depending on where they are in their business. That’s what they’re thinking about. Make sure that whatever you’re going to talk to them about fits within their top three priorities. Otherwise, it’s going to go away and they’re not going to want to talk with you.

It makes total sense. I love what you guys are doing because I’m a humanistic guy. I’m one of those guys that likes to bond with people. Early on in sales, that was dissuaded. It was going in close, don’t worry about it, and don’t build a relationship. I never could play that game. It was not me. One day, I realized I’d been in these companies. There are 300 to 400 sales salespeople in these companies, and I’m the number one guy. People are asking me what I do. I would do what you’re doing, but I had to do it manually.

I would find the opportune times to reach out. I would find opportune pieces of information about people and would connect on that level. That made the differentiator in the close rate. This is what a lot of people didn’t understand. It made a difference in the close rate and average order size. My average order size in many of the companies was almost two and a half X in some companies than the other salespeople’s size orders. My close rate was over double in many cases. It was because I took the opportunity of the time to look at this because I’ve always been under the understanding that there are two ROIs in business. There’s the business ROI and then the personal ROI.

When either one of those is affected, people are going to complain and they’re not going to be happy. The business ROI, a lot of times, can get fixed, but with the personal ROI, people will get their ego invested in it. That one is what stops people, and has them going out online, and saying nasty things about the company. I had this happen to me, Alex. I’ve had some company after me because this show has been growing very rapidly. People are now saying, “We can help you grow your show even more.” I’m getting 6 or 7 of these a week. They’re coming through an email, and their first lines are urgent. I’d be like, “Urgent. What’s this?” I then go, and it’s like, “We can help you grow your show.”

That’s not urgent. That is something like a mismatched name or whatever. Most of these things that are coming through are not well thought out. A company hit me 3 times with 3 different emails. The first two are irrelevant. This gentleman said, “I was looking at your website and I think we can improve your conversion rates and your audience.” He detailed it. He did it in a nice two-little paragraph thing.

He said, “I think this would help and we have more to look at. If you’re interested, let me know.” I immediately took that appointment because he made it personalized, relevant, and meaningful. What I’m hearing is when you do this with a software process that you guys have developed, is this automatically starts bringing this information for people to connect on?

Even better than that. In B2B, you can afford to have human beings figuring this stuff out because it’s a relatively small volume and the prices are right. In B2C, you have millions of customers and the prices are lower so you can’t have people wasting time figuring that out. We’re not surfacing the information. We’re creating the texts that are going out and the call task for the person to do so that we keep that agent efficient. We don’t want them hunting, pecking, and looking around. We want them going from call to call the information they need so they can get on and say, “Hi, Mrs. Smith. Based on what I’m seeing, X, Y, and Z.” The thing that human does very well is emoted, solve a complicated problem, and help them get what they want.

The thing the machine does very well or the technology identifies where the moments people need help. What is the content you should be reaching out with? What script you should be using? Should you be saying something if they’re from New York, that’s different than if they’re from Florida? Should you be saying different things depending on what products they’re looking at? What should the greeting be? All these are things that as a human salesperson, it’s hard to know what is the right thing to do. From a technology perspective, it’s very simple to create all these variations in real-time and make sure that we’re doing the right thing for the right customer.

Technology helps people identify where they need help. It is still humans who will help their fellow humans solve their complicated problems. Click To Tweet

You’ve got it down to the personal connection level. If they’re in New York, for example, people tend to speak a lot faster.

It may be as simple as in the South talking about, “Y’all,” and they’re egregious now, but saying, “I saw the Marlins in Florida yesterday versus I saw the Yankees in New York.” It is that stuff, but it does make an impact and make sure that you’re having the right conversation with the right person. If you’re only having 1 or 2 sales calls a day, you can do it manually. That’s what happens in B2B. In B2C, people are having ten conversations an hour.

You can’t do that manually. You need systems to make sure that you’re going to be saying the right thing. Ultimately, we’re helping that company make more revenue. What’s exciting also is we’re helping all of those agents do their jobs. Back to my friend, I want to get her insurance company on Regal so that she can make more money because if she has the right tools, she’s great at her job, but without the right tools, she’s going to fail.

It’s like showing up in a construction site and you don’t have the saw you need to cut the right hole in the board. You didn’t even know you needed it, so you’re supplying that information. This is great because you never get a second chance to make the first great impression. That is real kudos. Alex, let’s say people go, “This makes total sense. This guy is smart,” how do they get all of you guys?

Our website is Regal.io, and they can always email us at Hello@Regal.io. If you have a B2C business in these industries, things like healthcare, insurance, lending, local services, and education, especially if you already have teams that are doing outreach, whether it’s on SMS or email, we would love to chat with you.

I always like to ask founders and CEOs this one question at the end, if possible. How do you like to be approached to buy? In other words, a lot of CEOs and founders have told me, “I don’t like to be sold to, but I do like to buy.” If people were approaching you as the founder, owner, or CEO of the company, how should they approach you? In other words, what do you like?

A few things. You can imagine I get a lot of emails. I use a product called Gated so that if anybody emailed me from an email address I don’t recognize, it goes into a separate folder. They either have to say that they know me. If they happen to know me, it will go through, or they can donate to a charity of my choice if they want me to look at the email. That at least limits all of the automated things. You couldn’t imagine how many times people are sending me what they are pretending is a personalized email. I have an automated response that goes back and says, “If you want to reach me, do X, Y, and Z.” They don’t even look at it.

To me, that’s insulting. If they’re not even going to take the time to personalize the email and look at my automated response, and decide they want to talk to me, why would they email me in the first place? It’s why it goes to that folder and it goes away. If they are at least going to say, “I wanted to talk to you Alex, and here’s why,” and they put in the reason why or if they paid the donation, I’ll look at it. Now you can guarantee that if you’re going to take the time to do the thing, I’m going to see the email. In that email, what do you do? If you’re copying and pasting, I’m going to delete it immediately. I’m not even going to bother.

If I read the first sentence and I see that it’s something about us, our business, you, or something interesting and not like, “You’re from New York, I’m from New York,” that doesn’t help anything. If it’s something that is going to help our business, for sure I’ll read the next email. Either I’ll take the call or I’ll make sure that somebody on our team takes the call. The question is like, “Do you have something to offer that company?” If you do and you have something interesting to say, people are going to look at it, or at least I will look at it. Honestly, I would love to take the phone calls that I get, especially if it’s from products that are interesting.

The challenge those brands have is twofold. 1) I’m almost always booked, so if you call me at a random time, I can’t pick up because I’m talking to somebody. 2) It’s coming from random numbers so I don’t know who it is. If you said it’s so-and-so or if you use like, “We have a brand card on cell phones,” and you use the brand card so I know it’s so-and-so, I go, “I’ve been meaning to buy that product. I want to talk to that guy.” I would pick it up, but when it’s a random number when I’m on another call, it’s never going to happen. I don’t know if that’s helpful to folks, but if you do want to talk to somebody and you put in the time to figure out how to email them and call them when they are available, at least I’m very willing to talk.

What I heard was meaningful, relevant, personalized, and interesting.

My cofounder and I have been lucky we’ve found mentors over time. We’ve found things that have helped us learn over time. I had somebody email me from Australia and said something nice about the company. He said something that we were doing was interesting and he liked it. I think he’s graduating from school. He asked us to send him a T-shirt, so we sent him a T-shirt. I don’t subscribe to the school of thought some people do where you should ignore everybody. That’s terrible. As much as possible, if you’re putting in the effort to reach me, I will try to at least respond, even if it’s to say, “No, we can’t do this.”

It makes sense. Thanks for sharing that, Alex, and thanks for being on the show and bringing you’re A-game. I appreciate it.

Thank you for having me.

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What a concept, talking to human beings, people who are buying, and being able to do this at scale. Why haven’t people been doing this at scale? They made the shift from years ago as human beings talking to human beings. That’s all you had. We then go to an electronic revolution and everybody out there is trying to go to electronic. We’re not trying to talk to human beings. We’re disassociating and leaving sales on the table. Not only are we leaving sales on the table, but quite frankly, we’re upsetting people who never needed to be upset in the first place. It’s the simple little things that get involved. Play with the personal ROI.

Remember, there are two types of ROI, business ROI and personal ROI. When you’re selling and servicing, don’t forget either of them because value and service make up a huge amount of the perception of whether or not people are happy or if they buy in the first place. The more you can support those two aspects of your selling, the more you will sell. It’s simple, guys and gal, he, she, they, and everyone else. Please understand that you’re dealing with human beings. That’s one thing that I love about what Alex and his partner have done in the business. They have figured out that we’re dealing with human beings.

If we get back to that human connection, we can solve challenges that people are having or open up opportunities from either those problems or new opportunities from an opportunity they discovered because they have the data. As long as you have the data, you’ll have the ability to look at this. With software, it’s great because that can trigger you. You can nudge you and say, “This is what we should be doing.” If you haven’t checked it out, check it out at Regal.io. If you love the content of this episode, give us a five-star review and tell your friends. I know it’s a pain sometimes to go do a five-star review, but if you love this, it would be very helpful.

The more we have, the more we can help people. The better the algorithms, the more people this reaches, and the more information that comes back to us. Those of you who are sending in your request, please keep doing that. If you have some expertise or you know someone who has the expertise and you think it will fit the show, let us know. Reach out to YouMatter@CEOSalesStrategies.com and we’ll be happy to take a look at it. We’ll always get back to you. If it makes sense, we’ll have you or your expert on the show. If you want to improve your sales, go from point A to point B, point B to point C, or point A to point D, or you want to get into the top 1% of earners or be in the top 5% of earners.

By the way, there’s nothing wrong with that. A lot of people make a lot of money in the top 5%. If you want to be getting better over and over, reach out to me directly at Doug@CEOSalesStrategies.com. Let me know what you’re looking for. I had a gentleman, his name is Kirk, reach out. He told me the exact thing he was looking for. We are able to solve this challenge quickly. Kirk, thank you for reaching out to us directly.

I urge all of you to do so. Go back to this again and again. Pick the nuggets out of this. Make it meaningful, relevant, and personalized. Make it interesting to people. It entices them to want to communicate with you. Treat like them human beings. Go out and sell something. Sell a lot of it. Make it profitable for both of you. Play win-win. You will win, they will win. Until next time, the show is saying thanks for reading, and to your success.

Important Links

• Regal
• Angi
• HomeAdvisor
• Curated
• Iterable
• Braze
• Gated
• YouMatter@CEOSalesStrategies.com
• Doug@CEOSalesStrategies.com
• https://www.LinkedIn.com/in/alexlevin1