Many entrepreneurs hold themselves back with offers that don’t sell, but the antidote may be an outrageous offer. Join Doug C. Brown and David Valentine, the founder of Avadel Agency, as they discuss what makes an outrageous offer, how they can cut the stress of running your business, tip you toward success, and much more.
David is the CEO of Avadel Agency and owns 7 businesses that have generated over a billion dollars collectively for over 1,000 clients, including major brands and Fortune 100 companies such as Target, Time Magazine, and American Express. Using a conscious capitalism and unconventional marketing approach, David rapidly grew his businesses by investing money into his people instead of paid advertising. After selling his first business, David acquired 3 companies and has invested $3 million into companies this year. David’s mission is to employ over 200,000 people and revolutionize how good talent is rewarded.
Visit his website: www.avadel.agency
We’ve got a great episode for you with an amazing guest. His name is Mr. David Valentine. His company is Avadel Agency. David has seven companies. He does quite well. The reason I asked him to come here is he has a specialty that he has done to lessen stress on his life, his personnel and all of the businesses, creating way more money and massive leverage in the process.
Shall I tell you what it is? It is about creating outrageous offers. Not outrageous to the negative but create outrageous offers that sell. We’re going to talk about how an offer can springboard you forward or a weak offer can hold you from moving forward. I don’t want to reveal everything here. Let the expert tell you about it. Let’s go talk to David. Here we go.
David, welcome to the show. Thanks so much for being here.
I’m super excited to be here, Doug. Thanks for having me on.
I appreciate you being here. I love your energy. Every time we talk, it’s amazing. I walk away feeling better than when I was talking to you prior so thank you for that. Why don’t you tell everybody what you do? You own seven companies or you’ve had seven companies. Why don’t you tell everybody so we can frame the episode?
I’ve been an entrepreneur my whole life. When I was 3, I sold my 1st item. I sold a picture to a friend of the family of my grandparents for $40. This was in the ’80s so that was a lot of money. Ever since then, I’ve always had ventures. I started my first grown-up business at the age of 25. I don’t know if you can call a 25-year-old a grownup but it was an advertising agency.
I had only worked in marketing in-house before that. I had no idea what I was doing. Like any entrepreneur, I didn’t know how to get a client or do bookkeeping. I wasn’t sure how to hire someone. It was a whole learning curve. As I figured that out, I was able to scale that company up to 7 figures within 4 years. I mostly did it through networking opportunities.
I burned myself out. By the age of 29, I went to the doctor and had a checkup because my wife was concerned. She’s like, “You haven’t had checkups since you were in college playing soccer. Maybe you should go to the doctor. You’re about to be 30. We’ve got our second kid on the way. Go get checked out.” I go to the doc and come back a week later after they ran some tests.
He’s going over the results and says, “Do you know when you’re going to have a heart attack?” I go, “I don’t even understand that question.” He goes, “We’ve tested 4,500 people. You’re the most stressed-out person we’ve ever tested. If you don’t change your behavior, you’re not going to see 40.” I had a young daughter under the age of three and a son on the way. I was like, “I got to figure this out.”
In the course of figuring that out, I was able to come up with a way to sell more without me having to do networking events. I eventually sold that company in the summer of 2019. I started an SDR firm called Avadel right after that. That implemented some of the same ideas that we used to grow the first agency for our clients in the new one. I’ve acquired or started six more businesses since then. I now own a portfolio of 3 different agencies, a consulting firm that works with advertising and marketing agencies to grow scale and sell their agency, 2 software companies and a flight school with my brother outside of Fort Worth, Texas. It’s fun.
You’re doing this all with less stress than you did with the original company.
It’s so funny. Everybody’s like, “Seven companies? You seem so relaxed.” I’m like, “I am relaxed.” I work less on the seven companies than I did on the singular company. I make more money, the other companies make more money and it’s less work. It’s pretty fantastic.
That’s awesome because a lot of people can relate to being stressed or burnt out. I went through it myself. I was in my late 30s at the time. One day, it was Friday night and I heard this wave go across my head like, “You’re done.” I was for the next year. I couldn’t do anything. I’m glad you didn’t reach that point or the heart attack point.
You found ways to leverage things that maybe you didn’t leverage before. One of the great things I know you’ve learned to leverage was creating offers. Many people have a hard challenge with creating offers or an offer that sells. You have something that you call outrageous offers that sell. I want to delve into that. Part of me wants to go back to the burnout thing. What is an outrageous offer? How would you define it?
It’s something that sounds too good to be true to every customer and client that you share it with but is highly profitable for you and your company.
It’s a great definition. It’s true that people will say, “Whoa,” but it’s really true and it gets them to take action because it’s almost like the old Godfather line, “Let’s make him an offer that he can’t refuse.”
I used to have this situation in my first agency where we were doing digital advertising. The common refrain that I heard was, “Dave, if I knew that if I gave you $1, I was going to get $1 back or $1.50, I’d give you $100,000 but I don’t know that so I can’t do that. I need to do this little small thing and see if we can build into it. I just don’t know.”
One of the things that hit me was objections are opportunities. Every time that I used to get an objection in my first agency, I went, “I got to sell around this or through this.” The reality is the objection is the thing that you say, “That’s the objection that people have.” They want to see a guaranteed ROI for their ad spend. How can I make it possible for that to be a reality? How can I make it and ensure that they’re going to get that back? That’s what everybody wants and that was what everybody wanted.
I started to dive into the data. I went, “What would it take for that to occur?” We started to identify a few things. One thing that I realized in that first firm and we mostly worked with eCommerce companies, was 48.4% of the time, all of our clients across different industries have different products and services. The reason why people would leave a website and not make a purchase was that there was no free shipping. It was like clockwork across the board.
What we realized even in the early 2010s was Amazon had transitioned everyone to expect free shipping, especially on a new product. We would tell people, “Do you want a guaranteed ROI? You have to give us free shipping.” Bake it into the cost of the price. It doesn’t matter. You got to give free shipping away. Some people would say, “We don’t want to do free shipping. We can’t figure out the economics on that.” I’m like, “I can help you figure it out if you want.” Someone would still say no and I’d say, “We’re not going to give you the guarantee but we could still work with you.”
What it would do, because we had guaranteed ROI, is we’re sending out emails, sending out LinkedIn and doing creative snail mail follow-up with piñatas, cookies and Yeti coolers in the mail and all sorts of crazy stuff. What would end up happening was they would come through the door because they’d see a guaranteed return on ad spend. They’d go, “I want that. Sign me up.”
We’re in a conversation and they’re like, “I don’t want to give you free shipping.” We can still work with you but we can’t give you a guarantee. The customer isn’t thinking, “Should I go with Dave and his agency or should I go with somebody else?” They’re going, “Do I give the free shipping or do I take it without the guarantee?”
We’ve switched the buying conversation to guarantee or no guarantee. There’s no third option in their mind. We ended up closing deals like clockwork. I wasn’t having to go out and go to different 5, 6 or 7 networking events and be a part of EO. It wasn’t that anymore. It was like, “We’re getting 25, 35 and 40 inbound calls every single week. How do we scale this thing?” That becomes a fun conversation.
Some people are thinking, “If you give free shipping, you must have to raise your price then. If you raised your price for the free shipping, when they look at the price, mine’s going to be higher and people’s minds go back and forth.” What I’ve learned from this whole process during our first conversation was it doesn’t matter. They’re going to take the free shipping because that’s what they want.
It’s almost that whole idea of we don’t want to be surprised when the bill comes due. You never want to get to the end of a meal and be like, “We put a gratuity on top that’s automatically charged 18% every time.” Twenty percent is like you did a bad job. I worked in the service industry so I know how that is. 30% is for people that are excellent and 25% is what many people give.
If they put an 18% gratuity on there, it makes me upset and I usually don’t tip anymore. I tell the manager that every time. I go, “I’m sure that you guys get stiffed. I’m just going to let you know that I don’t appreciate that. I want to be generous with your staff. This is weird to me.” It’s the Satan principle of, “Can you give me something?” I’m not going to be surprised at the end. I get taxes. Shipping, I don’t get it.
I’m going to give another example to reinforce what you said. I still own this company called Telecom Auditing Group. It’s more of a parent company than the other companies. Back when we started this, we were an auditing and consulting company for telecommunications. Our pitch was, “We can safely reduce your phone bill by 24.5% on the same carrier without you having to change carriers or do anything.” I knew I could do this because just inherent in the phone bills by the carriers, there are mistakes that happen. I was averaging 25% and 24.5% across all the clients. That was the pitch.
1 in 4 was taking that. It didn’t cost any money because all I wanted was a percentage of the savings. Only 1 in 4. That’s what I want everybody to catch. I was going crazy. I’m like, “It costs nothing. We do all the work. You don’t have to do anything. You don’t have to change the carrier. Why is only 1 in 4 saying this to me?” I went back and did what you had suggested that people do.
I called people and asked them why they were not buying. I couldn’t figure it out. “Why aren’t you buying?” They gave me a list of the reasons why they’re not buying in order of priority. Number one was, even though they weren’t changing carriers, they had changed carriers in the past or made adjustments to their phone bill. The carriers would knock them out of service. They’d be down for 1 or 2 days and they’d lose more money than they would get from savings. The second one is that they didn’t want to do any of the work themselves. They didn’t want to get any much time into it.
There were 4 or 5 reasons. If somebody went to my web, it’s still there, TelecomAuditingGroup.com, you would see the 4 or 5 reasons. We changed the pitch and we said, “I can save you 24.5% on your phone bill without changing carriers if you allow us to follow the process that we do. With 99.7% certainty, we will never knock you out of service. I have data to prove this. I only need 15 minutes of your time and no more for the 1st month of doing this and maybe 15 minutes in the 2nd month.” We gave the other 2 or 3 reasons. The close rate went from 25% to 72%.
What I want people to get is the power of what you’re talking about. What I’m hearing is, you look at objections as opportunities to find the data. Once you find the data, then you craft your messaging based on that information. Frame it in a way that is win-win for the client. Guaranteed returned ad spend, who wouldn’t do that? That’s crazy. That’s the magic in doing an outrageous offer. Do I have this correct?
Yes. Think about it. What are the barriers to entry for everyone? If you look at large corporations, they do this well. What’s interesting to me is a lot of consultants in your space and in mine will tell people, “Charge for everything that you can. Maximize your profits.” I’m all for maximizing profits so are you. With that being said though, there’s a level of “why is AT&T giving everyone a new iPhone 14 to switch to AT&T?” It’s because they recognize that it costs money to acquire a new customer. It’s a pain in the rear end to go and switch your cell phone carrier.
What do they need to do? For a family of 4, it’s worth $4,000 worth of equipment. “That’s what we got to do to get a new customer. We’re going to make that up over a 2-year agreement because we know that we’re going to get $300 a month every month for the next 2 years. Fine. Who cares if we give them $4,000 in equipment? That’s fine.”
Think about Costco. I love that store. They still have the rotisserie chickens for $4.99 in the very back of their store, which at Costco is enormous. What do you do? You walk past the electronics, the watches and everything to get to the back where the $4.99 chicken is. They place it right next to the prepared food, the wine and the beer which they have high margins on. What are you going to do? As my friend once told me, “To walk into Costco, there’s a $250 tax.”
They lost $21 million on rotisserie chickens because it costs more than $4.99 to make a chicken but they keep doing it. It’s because people come in for the rotisserie chicken and they go, “Susie and Bob are coming over on Friday. Let’s grab some chips. We’re a little bit low on the wine at the house.” They keep going through the store and they’re there. They’re making purchases. It’s not about the chicken. When you think about large corporations, they do this well. That’s something that we should be doing across the board.
Here’s the funny part. Like Costco, BJ’s does the same type of thing in some regards and Sam’s Club. Every time I go into BJ’s with my wife, I walk out of there with $300 or $400 worth of stuff. I will go there with my wife and I’ll say, “I’m just buying this one electronic thing.”
Famous last words.
Exactly, then we come up with two carts worth of stuff. It’s crazy. I’ve been this honest on the show before. I’m not as enamored with it as I used to be but the reality is Whole Foods brought me in on an outrageous offer. I didn’t even know what Whole Foods was. I walked in there one time and I’m like, “Nice store.” I looked up where to go get a smoothie because, in Florida, they made smoothies at the location when I was on vacation.
I look up and it said, “We guarantee that if you don’t like anything in the store, you can return it for any reason, whatsoever.” If you don’t like the taste of the food, you don’t like this or that. In Whole Foods, I never get out of there for under $60 bag. It’s the primary place where we shop. It was because of that outrageous offer that they made that drew me in originally. I’ve been shopping there for years.
It’s interesting you bring up the, “If you’re not satisfied, you can bring it back. No questions asked, money back.” I have a friend who started his first company years ago. He was selling an eCourse for $147. He would tell people, “Here’s the course that you get. Here’s what comes with it. It’s a lifetime money-back guarantee. If you don’t like it or love it, email me. We’ll refund it.” He had 100,000-plus people go through that one course. It was crazy.
The thing that I asked him was, “What’s your return policy? How many returns have you got?” He goes, “Honestly, I’ve only had 25% of all purchasers ever ask for a refund. I can see how many have gone through the entire course. It’s only 12% but for all of the other 88%, only 25% asked for a refund.” When you think about it, you’re offering something to make people feel like the transaction is frictionless but most people aren’t going to come back and ask for the guarantee.
I have a question about this. You may or may not know the answer. In all the reading I’ve done, it shows the longer you do that, in your friend’s case, lifetime, the longer that that is offered, the lower the return rate usually. It’s interesting. Are we talking about risk reversal here or something beyond risk reversal?
It’s risk reversal but also something else. If you understand your client’s or customer’s objections to purchasing whatever it is and then you do see those as opportunities, it’s not just reversing the risk. It’s making it so easy for them to say yes to what they’re going to do. I love what has happened a number of times for my companies. I hear these stories every single month from every one of my sales guys at every company that I own. There will be 3 or 4 people that go, “I’ve checked out your competitors. You made this easy. I can’t say no to what you’re offering.”
Imagine 3 to 4 sales every month and a lot of our stuff is the high ticket. For your company, our cheapest offering is for a PR firm and it’s $3,500 a month. 3 to 4 sales from them are not bad in monthly recurring revenue, which is great. We’ll have 3 or 4 people every month like, “You made this easy.” It’s easy to say yes and get started.
That’s one of the things that I love to do too. It’s part of the outrageous offer. We have a call. We send them an agreement. They can read the agreement. The agreement of the contractual portion is on the page. That’s it. I worked hard with lawyers to figure it out for all of them. They can sign it digitally and we get going. That’s it.
When I consult with agency owners a lot, this is what happens all the time. I’m like, “What do your proposals look like?” This is not an exaggeration. They’re 25 or 30 pages. You can’t sign it digitally. It’s a Word doc. I’m like, “What are you doing?” I’m going, “What are all the reasons why someone would say no?” One of them is you’re making it hard.
I had this happen. Somebody called me and he was like, “Text me your email address and I’ll get you started.” I texted my email and he goes, “Could we get on a phone call?” I was like, “No, I want you to email me.” He goes, “It might go to spam. Maybe it’d be easier for you to send me an email first.” I was like, “Do you want to make a sale? Email me. I’ll check spam.” Finally, he relinquished but I’m like, “You’ve already lost me. Ninety percent chance I’m not going to do anything with you because you didn’t make it easy for me to say yes.” Just make it easy.
It’s about making it easy at every step or stage of the process.
It’s overused. However, it’s helpful. I do this with my wife regularly, where I’m thinking, “What are the things that she’s going to encounter that are going to make her day more challenging or hard? How can I head those off and make your life easier?” Sometimes that’s putting the kids to bed, making dinner or doing the dishes. Sometimes it’s all of the above. Sometimes it’s getting her to a massage place and having her have a spa day.
If you’re thinking about your customer, what are the pain points that they hit in every step of the process, not just with you but with every one of your competitors? One of my favorite things to do is to go shop my competitors. I go, “Tell me about how you do this and that.” I hear their pitches and I see what they’re doing. I see the mistakes that they make and I go, “I don’t love that,” or I realize they do that well. “Look how easy that was to get into.” There’s a double-edged sword there that can be helpful.
I take that away with what you’re doing for your wife. You’re being a great partner, heading off all of these potential stressor headaches that she could be going through. What I’m hearing is if we do this for our clients and potential buyers, It’s like being in a great relationship. Therefore, it’s hard to say no.
It’s so easy to say, “If I can anticipate your next need.” Here’s the thing that we’ve done with the SDR firm that was cool. We went, “We make it easy for them to say yes. When they sign on, what’s the next problem that they’re going to encounter?” I had a smart friend talk a little bit about this with me. One of the things that they talked about was the moment that someone signs a contract, they immediately start to doubt if they made the right decision. Not because you did anything wrong, it’s just the human condition.
What we started to do was I’m going to shoot a Loom video on my phone. It’s going to be somebody that’s high up at the company that they haven’t talked to like Chief Product Officer or COO. It could even be me sometimes. I pitch and throw one out. It’s a 30-second to 40-second clip. “I’m Dave. I’m the CEO. I want to say what’s up? I’m so glad that we’re talking. I’m super excited to be working with you. My team’s excited. I hope that you’re having a great day. I’m very excited that you’re investing in our company in this way.”
Send it over on the same day. What it does? It automatically gives us a piece of goodwill. The next thing that we do is send them an email. “Here’s your next steps,” the same day that they sign. It’s from the person that’s their point of contact. “Here’s a document with how everything works. We’re going to schedule a meeting. We’d love to have a meeting with you in the next 2 to 3 business days if possible. We’re going to be talking for 45 minutes here about some of the things that we can bring with you.” Tell them exactly what to expect and then pre-handle some of the objections that they’re going to have.
The other thing we realized was if the SDR firm is booking meetings, the next problem they’re going to have is closing. Most people refer their way to business all the time. They’re like, “I got a 90% close rate.” I’m like, “It’s because you’re getting from Uncle Bob and Aunt Terry.” That is fine. That’s great. Keep doing that but you’re getting cold leads.
We had to train our clients on how to close these. “How do you even have the conversation? What does that look like?” That’s part of the idea as well. Be so interested and I mean that. Be interested in your clients and customers that you’re able to go, “That’s the pain point. That’s not great. What can we do over here? How can we make that all work?” As you find that interest and desire, it starts to bring about some pretty cool stuff.
I had a client. They were having challenges with their marketing-qualified leads, sales security leads, sales-qualified leads and purchase-order-ready leads. We could throw them into five categories. All salespeople want purchase-order-ready leads. “Dave, how are you? Thanks for your credit card. See you.” That’s what they’re looking for.
This company’s generating marketing qualified leads at best and dropping them to their sales team and saying, “You’ve got to close on the first call.” I’m like, “It’s not likely going to work. We got to figure out the whole discovery process.” They were having a hard time because the majority of the second appointment leads being set are not showing up.
I asked them one three-letter question, “Why?” They said, “I don’t know.” I said, “What are you doing during the conversation to lower their fear and increase their confidence and ability to take that second call?” They were like, “What?” We went through it during the call. As you said, post-call. The moment they hang up, they’re going to go talk to somebody and somebody’s going to go, “That’s stupid.”
What I’m hearing is a parallel between what you’re saying and what I said to these people, which is, “We’ve got to lower the fear and increase the buying confidence at every single turn in the process.” You are doing it masterfully. You had told me prior to you getting a consistent 37% plus close rate on your leads coming through.
You’re lowering that fear and increasing the confidence but you’re also removing all the impediments that could get in the way of creating yes states in their head over and over. “This is easy. I didn’t think about it. That makes sense.” They’re going on and on through these yes states. It’s difficult when somebody says yes eight times. Psychologically, our brains don’t want to do so. This is brilliant what you’re doing. I can hear people going, “Will this work for my company? I’m not an agency.” What would you say?
Here’s what’s interesting. We work with 200 clients that are in every different industry you can imagine. We have wholesale cannabis companies. We have regional plumbers. We have companies that are accounting firms. We have AI bots that do various things. You name it. We’ve got a company that does skydiving. They sell the equipment for cameras and stuff and then they sell software that AI uses to mash all the key moments from your skydiving experience together.
The skydiving company can sell that for another $25 after you’ve had your skydiving experience. They get it by the time they’re on the ground. Within fifteen minutes of them landing, the video’s rendered and they can purchase it right then and there. It’s all this cool stuff. If you have an outrageous offer, on average, you will book 3.8 times more meetings than if you don’t. That’s a wild number.
We’ve had some clients. There’s the cannabis client that you and I have talked about before, Doug. This one’s fun. They were booking maybe two meetings a month because what does everybody do? They’re trying to move from selling in DC to selling in California. Everybody out there is selling high-end artisanal cake pops. Everyone’s like, “We’ll do free samples.”
That’s what all these people get hit up with but it doesn’t move the dial. Everybody’s giving out free samples. It’s like doing a free audit of a website or a sales process. It’s okay but everybody’s doing it okay. I said, “How much is a wholesaler account worth to you?” The wholesaler of the cannabis company goes, “Low-end $40,000 year. A good size would be $100,000. An exceptional store would be $200,000.” I was like, “Cool, I love that. That’s per year, right?” They go, “Yeah.” I said, “What’s the biggest barrier to entry now?” They go, “We can’t get enough people in the door.”
“Let’s come up with an outrageous offer. You can’t do digital advertising for weed. What if you weren’t able to put out a billboard because you can do this in California, where you’re co-branded? You have your cake pops pointing in the direction of the nearest dispensary.” They’re like, “No one does that.”
I was like, “It’s probably going to cost you $4,000 to $8,000 being on the location but you run it for a month. Here’s what’s going to happen. You’re going to come in and they’re going to say, ‘I want to have that cake pops that I saw. That looks delicious and sounds great.’ The second thing it’s going to do is promote that store so they’re going to have more foot traffic where your product’s on location.”
“The second idea was these places are interesting and weird depending on where they are in the country. Some of them feel a little bit seedy. What if you brought some life into it? What if you had a chef go make some cake pops? They don’t have to be infused with THC but just went and made some cake pops on location. They send it out to their email. How could you promote this in a way that more people would come to an event and buy some of your cake pops?” They’re like, “We love that.”
They went from booking 1 to 2 meetings a month. In the 1st month that they started running this, they booked 22 meetings. In the 2nd month that they ran it, they booked 31 meetings. In the 3rd month that they ran it, they booked 36 meetings. They said, “Dave, time out. This is too much. We’re closing these deals. Our chef can’t get around enough and we have to have enough funds in the bank from these people buying enough products for us to pay for some of these billboards. Can we pause?” Sure. They came back and ran it again, same results.
These results can work no matter what industry you’re in. You just have to get thoughtful about it and be creative. As I’m thinking about the cannabis shop, I’m thinking about my client. The cannabis shop, what do they need? Advertisement. It’s hard to advertise. What if you put something up on a billboard? Most cannabis shops aren’t going to afford that but you could. That’s brilliant. They can’t have great events like a brewery or a restaurant could have. What if we brought a great event? That brings more foot traffic. That sounds great. If you start to think in your mind of what they are experiencing as a pain point and start to move toward them, you can move the dial.
In some ways, it’s like the Costco chicken thing. You brought them in. The reality is the cost per billboard, what I heard you say is it’s 1 or 2 small clients a year who pays for the whole cost of that billboard.
You get a small client and they’re going to do $40,000 a year and you pay $6,000. My whole question to them was, “If you do a billboard for a month in a populated area like LA or San Diego, do you think they’re only going to do $40,000 in revenue?” They’re like, “No. They’re probably going to do at least $60,000. Maybe they’ll do $100,000 even.” You’re talking about an even smaller percentage. The wheels start turning as you start to think in a new way, “How can you execute that?”
We’ve got the sales expansion when they open other stores or people they know that might need help from your client. Folks, those of you who are smiling ear to ear, congratulations. Those of you who have pulled your vehicle over and you’re crying in the parking lot, don’t fret because you too can create an outrageous offer. Dave, if people want to get ahold of you and understand more about what you do, how do they do so?
You can go to DaveValentine.co. I’m running some outrageous offer workshops. If people are like, “I want to get in on that,” I’m discounting them for a while, for your audience. Normally, I charge $2,500 for a 90-minute session. It’s now $9.97. What we do in that is go through and create at least 1, usually 2 outrageous offers for your company. True to my nature, if you’re not satisfied after the end of the 90-minute session, I give you your money back. It’s a fun way to learn the process and get some results immediately following our engagements. There you go.
Thank you for that offer, Dave. I appreciate that. That will be a limited-time offer. It’s not in perpetuity. If you want that, take that. Click the button, move forward and schedule your time with Dave. Dave, I want to thank you so much for being here and bringing your A-game. I appreciate it. There are people that are smiling ear-to-ear like, “This is going to change my world.” There are other people probably crying going, “This is going to change my world.” Thanks for being here. Anything I should have asked you from your perspective that maybe you’re like, “I wish you had asked me this question,” or maybe not?
No. You did fantastic. The one loop that I felt I didn’t tie up well but it was my fault, not yours, is the outrageous offers are what got me out of the cycle of burnout. Between that and building good systems and processes for my team so that I didn’t have to do the day-to-day made a difference. As you and I have discussed before, not all your problems but most of your problems are solved with cashflow. If you can figure out the customer acquisition side and do what you did, which has increased that close rate and the number of leads you have coming in, all of a sudden, stress and anxiety start to fall away. My biggest recommendation to people is to generate more leads through outrageous offers and close more deals with them.
Well said. Thanks again for being here.
What did you learn here? Did you learn that maybe objections or opportunities to discover more about your clients shouldn’t be feared but should be embraced? This is information coming in that says, “I’m uncomfortable about this,” or, “I’m looking for this.” Imagine if you could take that information and weave it into an offer upfront. In other words, you could take that information and create leverage points for yourself, your team and everybody you do business with. What would that do for your business?
If you think about it, what Dave said is he does this for his personal relationship. He understands what his wife is looking for and he heads those points off for her and makes her life easier and better. What a great partner to have a relationship with. Why don’t we become great partners for our potential buyers and current clients that will regenerate another sale again and again over spawning referrals? We make it easy for them to say yes and for them to put their trust in us. We make it easy to move the fear points down in the buying confidence by understanding what an outrageous offer is and how to craft it and put it together.
If you like the content of this particular episode, let us know. Please give us a five-star review. I would appreciate that. If you are an expert and you or someone you know is an expert and you have a topic for the show, reach out to us at YouMatter@CEOSalesStrategies.com. Let us know what your idea is. We answer every single thing that comes in. We’ll let you know if this is a fit or not. If it is, we’ll invite you to the show.
If you are looking to be in the top 1% of earners through selling, we have a university that we are opening. We have tested it multiple times to make sure that we work out some of the kinks. Be interested in getting on the waiting list for that or for our new SaaS product, which is going to be a proactive, automatic, prospecting and relevant meaningful follow-up system that goes to conversion for you. In other words, it does the work for you while you can’t and covers your basis and your back when you don’t have the time to do it.
If you’re interested in getting on the waiting list for that or the 1%, reach out to me directly at Doug@CEOSalesStrategies.com. Let me know if you’re interested. I’ll respond back and then we’ll take the next steps together. Go out and sell something. Sell a lot of it. Play win-win. Make yourself happy. Make other people happy too. That is a win-win. Solve their problems and help them with their opportunities. In return, they’re going to give you compensation for that value. Until next time. To your success.
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