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Unlocking Scalability: Building Strong Infrastructure For Business Growth With Jason Criddle [Episode 152]

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Is everyone in your company in sales?

Your first reaction may be, “well, no”. But what if they actually are? In this episode, Doug C. Brown speaks with Jason Criddle, the founder of Jason Criddle and Associates, about how every position in a company is a sales position, and how this impacts your business. They also discuss the need for a clear direction and goals in business, the importance of understanding and utilizing metrics, the role of leadership in scaling a business, and much more.

In this episode you will learn:

 

Episode’s guest – Jason Criddle

CEO Sales Strategies | With Jason Criddle | Scalability

Father, investor, weight-loss expert, international best-selling author, endurance and strongman competitor, and founder of SmartrCommerce, SmartrHoldings, SmartrMarketing, and Jason Criddle and Associates, Jason Criddle builds successful online and offline sales processes and investment and insurance infrastructure for companies making $100K or more a month in sales. Specializing in top-tier performance, his brands, writing, and education have helped entrepreneurs and companies sell and build more than an estimated 2 billion dollars worth of products, services, and infrastructure.

transcript

Unlocking Scalability: Building Strong
Infrastructure For Business Growth With Jason Criddle

I’ve got another great guest for you in this episode. His name is Mr. Jason Criddle from Jason Criddle & Associates. He’s the Managing Partner. Jason is a very unique guy. He’s got a myriad of different things in his background. He’s built a $100 million company. He’s an investor and a father. He was in the strongman competition. He lost 200 pounds and has carried a lot of different torches through life, lighting the way for other people. We’re going to talk and have a business discussion around scalability, infrastructure, and how everyone in your company must be in sales, even if their title does not have that. Let’s go talk to Jason.

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

Thanks for having me. I love the positivity and the energy in your voice. Whenever we talked, you were a little bit under the weather so I’m glad you’re doing good.

Thank you. I didn’t know if I was going to make it. I took some time and went to get some sun down South. I’m from New Hampshire. It’s always cloudy. I went down to the South. A day and a half later, I’m in the urgent care. The flu almost killed me.

Where were you visiting whenever you came down South?

I was in Charleston, South Carolina. I wanted to see it. I spent ten days in a hotel room without moving out of there. I finally got two hours to see downtown Charleston on the way out to the airport.

We have an associate who has a podcast. His name is Steven Middleton. He’s from South Carolina. I love hearing him say it because he says, “So with Carolina.” I’ve never heard anybody say “so with” before. It’s cool that that’s how he says the word.

It’s interesting because when I was down there, they used different words like, “We’re fixing to do this.” It never ceases to amaze me because I love people and differences. My wife’s going to kill me for saying this but I’m going to blame this on you, Jason. My wife’s from Poland and she was going out. She said these words, “I’ll be back.” It sounded like Arnold Schwarzenegger in a female voice.

I have a little Arnold impression. Let’s see if I can do it. It’s been a while. I learned that what you have to do is you have to train your throat to get this sound. If you can do it with your throat, then you can adapt it to thinking about Arnold stubbing his toe like he’s walking down the hallway and he says it. “Come on.” Those were the best two words that I got.

That was good though.

It works whenever I’m trying to get the family to come to the car faster.

I’d be happy if Arnold contacted us. I look up to him in a great way. That’s a great segue for what we were going to talk about. Before we go there, why don’t you tell people what you do? You’ve had this cool, varied background. You’re very successful.

Scaling Businesses

At this point in my life, if I had to put it in 1 sentence or 2, I would tell everyone that I help people get out of their way so they can reach their goals. From a business standpoint, I run an investment and leadership firm. We primarily focus on acquiring businesses. We don’t invest in companies that much anymore. I used to be an Angel investor. I lost over $1 million as an Angel investor and investing in people’s dreams.

As much as I love dreams and passions, dreams and passions usually aren’t scalable but businesses are. Rather than us focusing on being pitched by companies, I have bird dogs that are out in the field constantly looking for products or services that can fit into our suite of products that we provide to small and medium-sized businesses. We have some enterprise clients but our focus has always been the $100,000 to $1 million a month client range. That seems to be our sweet spot.

Even with those companies, if we do come in from an investment standpoint, there’s a lot of management and leadership training that comes along with it. A lot of times, you’ll have companies that could have been in business for years and make millions of dollars a year but they don’t know how. They don’t know why they’re making income and where their income is coming from. They have a bunch of line items on a spreadsheet where they see assets and liabilities. They see money coming in and money going out but there’s not any kind of strategy behind that.

If you want to get to the point where you want to scale and open up new locations or franchises, and you want to build out your company in any way, shape, or form beyond where it is, then you have to have a grasp on all the metrics that are necessary to scale that growth. A lot of companies might have 20, 30, or 50 different processes going on at once. They have three sales guys making it all happen. We try to train everybody to do leadership and sales training.

If you want to build out your company in any way, shape, or form beyond where it is now, then you really have to have a grasp on all the metrics that are necessary to scale that growth. Share on X

I once had a client that came through the door and grew by $17 million in 1 year. He was less than 60 days from going out of business. I asked him what happened and he said, “I don’t know. I kept growing and growing. I’m selling. I’m doing this and that.” I said, “Where’s the money?” He goes, “I haven’t been paying attention to that. I’m like, “Let’s look at your books.” He had $14 million uncollected over 90 days.

$17 million in new business and only $3 million of it came in.

They would install utility poles and different things like that. He had a cost of goods. I’m like, “What’s going on here?” He said to me, “I’ve been busy on this.” I said, “Who’s your bookkeeper?” He goes, “I don’t know. It’s a friend of my daughters.” The reason I bring this up is because it illustrates and highlights what you said. There are all these things going on but we’re not paying attention to the metrics in the business.

When we’re not paying attention to the metrics in the business, it’s going to get us in trouble. Even if we’re profitable, we could be way more profitable if we looked at the metrics and then reinvested into certain parts of the business. It all goes back to when we talked originally. Correct me if I’m incorrect but we have to have a goal in life, business, and all.

I have found that most people don’t set goals. They may set them once a year but they never look at them again. Part of that challenge might be that they don’t know how to set and hit goals. The secondary thing is compounded because they’re not looking at the metrics. They don’t even know how to get into their goal in most cases unless they’re like, “We had this great sales month. We’re getting closer,” that type of thing. Do you think it all starts with goals?

The Value Of Sales

Yes, you have to have a direction. Most people concentrate on growth. Growth is not scalable. Growth is expensive. When you’re concentrating on growth, you will spend any amount of money, time, or energy on trying to create more profit and increase your bottom line. The problem with growth is that it not being scalable, there are no real goals that you can go after. You have to focus on scalability first. Scalability would be, “What do we have in place? How can we take advantage of the infrastructure that we have in place as cheaply or free as possible to reach our goals?” That goes back to what I was saying when we first started. Whenever I say 20, 30, or 50 processes and then you have 3 salespeople, what I mean is 20, 30, or 50 employees that are not doing anything, except keeping the company at the status quo.

The status quo can grow and go away but it is not scalable because you have a bunch of line items that are liabilities. Those three sales guys are assets. Do something as simple as trying to see where we can cut the fat out of those 20, 30, or 50 people, whether it’s by outsourcing admin capabilities or admin processes to other countries that’ll be a little bit cheaper, whether it’s building a team out of a handful of people and then putting a team leader in charge of that group, instead of having a whole bunch of groups of people doing nothing.

One of the most scalable things is sales and teaching sales strategies to everybody. Every single person in your company, no matter what their job is, they are in sales. That’s something that we always hear in business. We were talking about it when we were on the call. In 2023, I got rushed to the hospital because I went septic. COVID got into my intestines and it was having fun on the inside of my body and I wasn’t having fun. I got loaded into the ambulance.

I live on the third floor and I remember these four gigantic Paramedics came up the stairs. I’m bigger than all of them. Even though they were all big, the way that you would have to carry me on a stretcher downstairs, there would have to be a lot of pivoting so they helped me walk down the stairs even though it was very painful and difficult.

Whenever I was in the back of the ambulance on the way to the hospital, which is weird in itself because you’re facing out the back window and then you would mix in vertigo with this entire situation, it was very uncomfortable. The paramedic who was in the back of the ambulance wasn’t listening to me. I told him that I thought what was going on and he kept reiterating, “Do you think you have food poisoning?” I would explain to him what would happen to the sickness that I saw go from my son, my daughter, my wife, and then to me. He would pretend to write down something and then say, “We think it’s food poisoning.”

He said this 3 or 4 times on the way to the hospital. I asked him, “How long have you been a paramedic?” I believe he said eight years. I said, “Do you like your job?” “Yeah. Why would you ask?” “Even if you’re having a bad day, there is a chance that you will be the last person that somebody sees before they pass on. It is not your job to approach your career with frustration, sarcasm, or being tired. It is your job to be a guardian angel to whoever you put in the back of this ambulance.”

You could see whenever I was explaining it to him that at first, there was a little bit of frustration. Whenever a lot of people come across the truth, a lot of times, their brains will want to get upset or go into an emotional state because they don’t necessarily agree with it. Over the course of the next 30 seconds, he turned into a different person. I believe the person that he turned into was the person who originally wanted to become a paramedic, someone who was probably interested in saving lives.

It made the ambulance ride so much better from that point forward because I felt comfortable being in the back of the ambulance. On top of that, whenever we got to the hospital, he took the time to explain to the doctors and nurses what was going on because he took the time to listen to me. He was in sales and was selling his job. That ambulance ride could have resulted in me filing a lawsuit against the city but instead, it resulted in the guy in the back of the ambulance being the guardian angel that he’s supposed to be.

It doesn’t matter if somebody is an administrative assistant or head of HR. Whatever the case is, there’s a certain culture that a company is trying to aim for. The culture that they should aim for will always be leadership first. It doesn’t matter who’s in what group. No matter what their job title is, we’re not trying to instill in somebody to go out and sell.

As a matter of fact, most people who are in sales are terrible at the one thing that salespeople are supposed to be good at, and that’s sales. You’re not trying to teach everybody how to sell. You’re trying to teach everybody to become a leader or an influential person that customers would buy from. If they’re not a customer-facing person, then you’re trying to make them become a person in the organization that people can go to and trust.

CEO Sales Strategies | Jason Criddle | Scalability
Scalability: Teach the people in your company how to become a leader or an influential person that customers would buy from.

If you take 20, 30, or 50 processes or people that are employees that don’t care about their jobs, and then all of a sudden, you knock that down to 50% or 60% of the original group, if everybody in the group cares about the company as much or more than the CEO or the owners, you can scale and start working on goals. Goals can’t even start until everybody’s on the same page.

What I’m hearing is the art of war. Everybody’s marching to the spirit of the same ranks. I loved what you said about the ambulance driver and the four paramedics who carried you downstairs. All of that is selling through the processes. Sometimes people try to break up marketing and selling. I look at it as distinct functions but it’s all one unit that works harmoniously, including customer service and operations for the end game of what the customer experience is.

That’s what I heard you saying all the way through. You spoke highly of these four guys who helped you down the stairs or maybe had to align you like the sofa that you were talking about that couldn’t go. It was too big to get down the stairs and the angles but they got you there. This gentleman turned around and became helpful. It makes your process so much better.

I went to Disney in Florida in 2023. Disney was awful, Jason. Communication was poor. They have low communication. People were indifferent who worked there. They were not the happiest place on earth that the commercial says. When my daughters were growing up, I used to take them there. Once every 2 or 3 years, we’d go to Disney. They liked it. It was amazing.

You’d come through. They’d stick you on the boat. You’d feel happy. They bring you through. You get on the monorail. All this stuff was going on from the princesses who were on the street to Goofy. It was fun and they had a great time. I brought my kids the last time I went. They’re a little older but none of that was happening now. Rides were shut down. No one cared. It was so different.

What I’m saying is that’s selling. I would never go back to Disney until this changes. Let’s face it. Disney is not the least expensive place you go to. You don’t go into Disney and go, “I’ll get out of here for a couple hundred dollars.” You’re in it for $1,000 plus when you go to Disney for the day. It’s one of these things that is so important that you’re bringing up.

Every position is a sales position within a company, even if it’s not titled that. If you can get everyone on the same walking path with the same spirit going, automatically, we elevate our client experience, the brand, the trust factor, and the ability for them to want to tell other people, responding to referrals. We then can scale. That’s what I’m hearing. Did I get it right?

Yes. At that point, you can start going after goals. I can promise you if you have 50 people working for a company and then you have 3 people going after goals with no mental, physical, emotional, or spiritual support from those other 47 people, it doesn’t matter what kind of incentives that you put in place. Those people can’t reach their goals because they’re going to eventually get burned out. They’re going to feel like their efforts are not paying off. That’s one of the most important things, especially as the head of the company.

You see it in a lot of sales organizations or sales-driven organizations like dealerships, gyms, furniture, or electronic stores, where you have salespeople coming in. I call them glorified customer service positions because they do not necessarily have to go out and get leads, which I believe is one of the bases of sales. They’re taking care of the customers that come in.

One example that I’ll give is a dozen years ago, I worked for LA Fitness. It’s a big box gym. They have them all around the country. I was a personal trainer. At the time, I had lost a couple of hundred pounds. I was new to my training career but the most important thing was I had lost so much weight, and many personal trainers in the industry were athletes in school and they didn’t know biology or nutrition, they can’t teach someone how to change their body.

Whenever I would start training a client, they were getting results within the first couple of weeks. Imagine going to a gym, paying hundreds of dollars a month for years, and working out with trainers, and never getting any results. You see these people over here working out with this new trainer and they’ve been with that guy for three days and they already look better. Eventually, the gym had me not just training my clients but also selling my story to new clients who were coming in to buy training and then using that as a sales tactic to bring personal training clients on board.

Eventually, as a personal trainer, I started making more income than the sales guys who were sitting at desks all day and selling. The reason is that I had a story to sell, clients around, and all this infrastructure inside me that allowed me to sell. The flip side of it is the sales guys that were sitting there, the only thing that they had was a list of old dead leads. Fast forward about a decade, I walked into LA Fitness.

CEO Sales Strategies | Jason Criddle | Scalability
Scalability: if you have 50 people working for a company and then you have 3 people going after goals with no mental, physical, emotional, or spiritual support from those other 47 people, it doesn’t matter what kind of incentives that you put in place. Those people can’t reach their goals because they’re going to eventually get burned out.

I was staying at a hotel right down the street and I went to the hotel gym. The gym was closed for reconstruction. They had a sign on the door that said, “The gym is under construction but you can take this voucher. You can go to the LA Fitness down the street and then they’ll let you use the gym for free.” Whenever I walked into LA Fitness, not only did I have the voucher but the lady who was sitting there recognized me from a book that I wrote, where I talked about my experience at LA Fitness.

This ended up turning into quite a conversation because we were talking about how some of the people at LA Fitness use my book as training material to help their sales team. I sat down with her and talked to her about my experience at the LA Fitness location where I worked. She was like, “Do you want to come here and do sales?” I was, “No.” I don’t want to do sales in the way that LA Fitness does sales but I have always thought if I had the knowledge that I had to go along with what it was that I was doing with LA Fitness many years ago, then I would be able to build a huge successful sales team.

We mapped out plans. I went in on a Sunday evening when they were about to close and I’m talking to her about the strategy that I would put in place to help their sales team. She’s like, “Jason, this stuff is genius. This is stuff that we’re not doing. If you could help me implement this, we could go from being one of the lowest-performing gyms into being one of the highest-performing gyms.” I’m like, “I know. That’s my goal.”

My goal was to use this as a pilot program to take to the entire organization to make billions of new dollars for the company. She was like, “Come in tomorrow. Let’s get started on it.” I go in the next morning and sit down. She’s like, “First thing we need to do is put you through all the onboarding stuff, all the computer modules, and everything that you need to train on. As soon as you’re done with that, I have call sheets for you. I want you to sit down at this desk and call people who have been bothered 100 times by everybody else who’s come and gone through here. I want you to have zero success talking to them on the phone.”

“What happened to the goals and strategy that we talked about?” “We’ll get to that. This is what I need you to do.” I did it for two days. They didn’t listen to anything that I said. It took me two days to realize that they had no care in the world about this strategy that I wanted to come up with that could help them. The only thing that they cared about was all these documents that they probably paid millions of dollars to people with MBAs who have never worked in a gym and have never done sales. It lasted two days. It wasn’t for me.

One of the things that stuck out to me was that very first day, I went in on a Sunday afternoon when they were about to close. The only people there were a manager and a girl cleaning. When I went back on Monday morning, which was the busiest day at the gym, there were about twenty or so employees and trainers walking around. They were all on their cell phones. Everybody that I talked to, nobody cared about their job or the new ideas that this guy had.

As a matter of fact, whenever I started talking to anybody about the things that I wanted to implement, all I got was negative feedback, “You’re never going to be able to do that here. This gym sucks. The clients here suck. The company doesn’t support us.” The problem had nothing to do with the strategy that I came up with for the company. The problem was the existing culture that the gym as a whole had built into the people and that existing culture was, “We don’t have to care about our job because the corporate company doesn’t care about us either way.”

Infrastructure

That’s pretty sad when it translates in so many ways into loss of revenue and profitability, as well as not making people’s days happier. We all want to go to the gym for growth in some capacity. Jason, let’s talk about the infrastructure because you brought that up a couple of times. Why don’t you define it? What is that infrastructure within?

A simple way to put it is everybody wants to make $1 million. We’re not even talking about a corporation or a business that’s going. We’re talking about the motivations of people. Everybody wants to be a millionaire. It’s something that everybody wants to do. Only very few people on the planet, when you compare it to the large majority of people, are millionaires, even smaller amounts are billionaires. We can stand in front of a mirror and say positive affirmations all day. We can get down on our knees and pray to God all day. None of that will make $1 million magically appear on your kitchen table. It can’t happen.

You have people that I meet and they’re like, “Jason, I read one of your books. I would love to start a business.” I’m like, “What is your business going to be in there?” “I don’t know but it’s going to be a business.” “It’s going to do a lot of business stuff.” “I’m thinking about getting into this thing that I know nothing about. Since I’m a hard worker, I can make that thing that I know nothing about successful,” to which I usually respond, “There are millions of people who are trying to start businesses doing that thing that you said that you know nothing about. They have decades of experience and they’re failing at business. What would make you think that you can do better than them if you don’t have that experience?”

A lot of people will start by having an idea. They try to raise money for this idea and they never raise any money. They fall back on their idea and they don’t end up following through. Let’s think about what it would take to make a $1 million business. First of all, you should probably have some knowledge and education in what it is that you want to sell. We’ll go a step further beyond knowledge and education. You should probably have actual use cases in place where you have been working steadily with clients who have a need that you have identified that is not on the market. We’ll start there.

You have identified that your clients could use a piece of software. Whenever I started Smartr, I saw that companies needed referrals. Most of their business comes from repeat and referral business but can tell somebody “I’ll give you 10% of a transaction” all day and then at the end of the month, when rent is due and somebody sends you a referral, you might not be honest with that customer and pay out their referral.

I wanted to create a platform that would take the place of a handshake for a referral to happen. Not only did I see a need for my customers but all of my customers had the same problem. I created the Smartr App company. It was never supposed to be a $100 million company. It was to take care of these dozen or so clients who I was taking care of. I have a product and that product works. I have customers that have the need. If I have a dozen customers that need this product, then that could mean hundreds or thousands of customers need that product.

Let’s fast forward. I start selling that product or service. Whenever someone goes to my website, do they see a little button that says, “Click here to start a demo or talk to somebody. Contact us and then we’ll get someone to call you back at a certain point in time,” and then you’re going to have to sit through a demo and then put you through sales spills so that you can try and remain on the phone or do they see funnel with education in place, simple videos, and simple information to where by the time they get through the end of that funnel, they have the ability to make an educated decision on their own, whether or not they want to buy that product or service?

When I buy that product or service, do they get access to that product or service? Is there another person in place who needs to contact them for that product or service to be used? Let’s say that it’s all automated. You have a product or service that people need and then they go to a website or an app and then they purchase it. Whenever they purchase it, they get complete access to it. Now that they have complete access to it, is there enough simple and educational information in place for them to be able to use that product or service? Not only to be successful at using it but to see their bottom line increase substantially to outweigh the price point that they’re paying you per month to use that product or service.

It doesn’t matter if you have a $50, $100, or $1,000-a-month product. If I use your product for a month and it doesn’t help me make more, then I’m not going to use that product or service. Whenever I’m in there, is there education in place? Are there frequently asked questions in place? Can I get in touch with customer service if I have a problem? This is infrastructure. We can want the million dollars all day but for us to obtain the million dollars, these are key things that we have to think about for that million dollars to come.

If you have a product that’s $1,000, then all you need is 1,000 customers to make that million dollars. Now that you have the infrastructure in place that could support 1,000 customers, all you have to do is sell. You don’t need human resources, customers, or these 20, 30, or 50 different people in place because you have one piece of software online that takes care for all of it. It takes care of everything that’s needed.

Software is scalable so you could probably put a pretty good commission program in place for people to go out and sell it for you, whether those are dedicated people who come into an office every day or affiliates all across the country who are simply coming across other affiliates, commercials, data, or whatever it is that you have online that brings more customers to you. That is infrastructure.

When we have this infrastructure aligned correctly and the scalability in place where we have those people, whether they’re affiliates or internal employees, everybody’s on the same page moving forward. This is how we can scale quickly.

That’s what we invest in. Whenever somebody comes to me and they’re looking for money or acquisition, I’m looking at what’s their infrastructure that’s in place. If there are a bunch of people who are involved in delivering the product to the customer and keeping the customer happy and paying, then I’m probably not going to be interested in it. I would rather take somebody’s PDF that they’re trying to sell for $9.99 a month and then turn that into a business because at least at that point, I have a product that can be sold. We just need to figure out what infrastructure we have to put in place for that thing to sell makes sense.

Reach Jason

Let’s say people reading are going, “Smart guy. I’m glad he didn’t die of COVID.” Let’s say that they want to get ahold of you, know more about you, and more about the companies or company. How do they do that?

This little thing right here is pretty cool. It’s a little introduction that Zoom has over in the menu. You can put one on yours, Doug, and put your logo and a little moniker for whatever your company is. Googling me would probably be the best way. I have a website, JasonCriddle.com. It’s not a personal website. It leads to what it is that our company does. It has some social media links on there. It has an archive of interviews and everything. I don’t take people seriously anymore unless they have a LinkedIn page and then they connect with me on LinkedIn. We get all kinds of inquiries through email.

Most of what I see on a daily basis is spam. Spam is not business. If somebody wants to get in touch with me, I would expect them to have a LinkedIn profile with a profile picture and a little bit of background or experience of themselves where I can look up and see that they know what they’re doing in business. I would want them to start a relationship with me. If somebody sends me a copy-and-paste message that says, “I saw you on Doug’s show, CEO Sales Strategies,” and then they send me some copy and pasted pitch, then I’m more than likely going to throw it in my spam folder. I’m not going to touch it.

Personalized, relevant, and meaningful information should be coming forth. That is a theme that keeps recurring through every single episode we do. That is not a trend. It’s a go-forward methodology for people. If they don’t embrace it, they’re going to be behind. That’s the way it goes. Jason, I thank you for being here on the show. Thanks for bringing all this great information. If people want to get in touch with you, they know how to do that. One last question. I’m so curious about this. I heard that you are hosting a new Roku show coming out. It’s coming up soon. Do you want to tell everybody about that before we sign off?

It’ll be on Roku first and then we’re doing Apple TV and Fire after that. Depending on audience size, then we’ll start scaling into Samsung and Hisense. We’ll probably go a little bit further but the channel is going to be called Build Any Brand. We also have another channel being launched called Smartr Women. It is our women’s leadership program. They’re doing a bunch of interviews with business owners and business leaders, talking about marketing strategy, sales, and all kinds of good stuff.

Build Any Brand is splashed all over my Porsche. It looks pretty cool. People will be able to go on there and have access to interviews. They’ll be able to see me behind the scenes working with companies and talking to sales teams, leaders, and CEOs about how these companies were built and the key infrastructure elements that somebody would need to put in place.

My goal with Build Any Brand is once somebody sees these recurring themes going over and over again, that no matter whether I’m talking to a chiropractor or a guy who owns an AC company or a software company, we’re doing the same thing over and over. We’re putting infrastructure in place to help them sell. We’re doing things with their name that allow them to be recognized as a leader in their field. It’s the same process over and over again.

Another cool thing is when people go to BuildAnyBrand.com, they’ll be able to pay. I hope you don’t mind the little plug. For $1 a month, they’re going to have access to a Google Drive folder. That Google Drive folder is me dumping in years of stuff, graphics, vector files, interviews, and behind-the-scenes stuff that I’m not putting on the channel. I’m going to be filling this Google Drive folder with as much information in it as I can so that people can go in there and grab graphics or marketing material. They can edit it for their companies. I’m trying to pump as much value as I can into that $1 a month so that the goal would be to have hundreds of millions of people paying for it each month and then not canceling it because it’s only $1.

Jason, thanks again. I appreciate the shameless plug. You snuck it in there well. Thanks so much for being here on the show.

Of course, Doug. Thanks.

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Did you catch the point where everybody’s got to be in the spirit of the same rank? I love the fact that he brought 50 employees and 3 of them are selling. You’re going to have some support people and some people will be into that but when you have a lot of people or even a few people who are not in the spirit of the same rank, it drags the team down. You can think of this as any sports game. People will understand that.

If you have a great defensive line and offensive line in a game like football but your quarterback is like, “I’m not into it. I’m so into it,” or the person who is to catch the ball is like, “If I catch it 30% of the time, that’s cool. If I don’t, it’s not a big deal,” if you have people like that in your company, you’ve either got to be able to train them, get them on the spirit of the same rank, walking the same path or frankly, you’ve got to get rid of them in most cases. What will happen is it will drag everyone down.

Sometimes I go into companies where they have the greatest salesperson in the world there and that person is the most disruptive in the whole company. People keep that person on. What I recommend is we either move that person to an island so that they can continue to be that great salesperson but they’re not infecting the other members of the team. Every single time that we’ve ever done this, we’ve moved that person out or we’ve had to, unfortunately, release that person or retrain them on how to communicate with other people, and then it got better.

If it didn’t, every single time, the team would drop their performance. Once you move that person out, once that person’s retrained, or once that person is no longer there, if that’s what the resolution is, all the other team members seem to come up in their percentages of sales. It’s amazing. Customer satisfaction goes up. Also, the retention of the base of your employees and vendors goes up.

All these things happen when people are not in what Jason calls the scalability mode where everybody’s not there because they want to be there and they’re not there in the spirit of helping that company. Infrastructure is very important. You’ve got to have it within. When you have infrastructure and you can expand upon its ability to be much more efficient and effective, scalability can happen even more within that process and your profitability is going to be a lot higher in most cases.

Speaking of selling, some of you are great. Some of you want to be sublime. Some of you are good. You want to be better. Some of you are thinking, “This is something I want to do but I want to do it the right way. I want to know how they work and think. What do they do every single day? What could I do to emulate that?” We’re teaching it. We are running a university. As part of the university, as a standalone, we’re also getting people into understanding who their ideal buyers are and getting them to focus all their energy and efforts on those ideal buyers.

If you’re interested in either one of those, reach out to us at YouMatter@CEOSalesStrategies.com. Let us know. We’ll respond to you. If you don’t hear from us within 24 hours, reach out again because your email went to a spam folder or something. We always will respond to every inquiry that comes in. If you know somebody great for the show, reach out to us and let us know. If you love this show, please give it a review. It takes a moment or so to do that. I’d be forever grateful.

As always, go out and sell something today, tomorrow, or the day after. Continue to keep selling and do it in a win-win fashion. They win, you win. Gets referrals. Builds relationships. It makes everybody happier. Remember, don’t discount when you don’t have to because when you discount, you are likely going to have to sell far more to make up for that discount down the line. Sometimes it’s 5, 6, 7, 8, or even 10 sales, depending on how much discount was given during that process. Until next time. To your success.

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