How To Scale Your Business

Summary

Ce script met en évidence l'importance de la raison pour laquelle un entrepreneur souhaite développer son entreprise. Il insiste sur le fait que 'plus grand' ne signifie pas toujours 'meilleur' et souligne la nécessité de bénéficier de marges suffisantes pour permettre l'expansion. Il explore les différents scénarios de vente, tels que le produit unique versus une ligne de produits complémentaires, et la valeur du client sur le long terme. Le texte insiste sur la nécessité d'avoir une offre évolutive, un flux de prospects cohérent et des vendeurs compétents pour assurer la croissance de l'entreprise.

Takeaways

• 🤔 L'objectif de l'entrepreneur doit être clair avant d'envisager la croissance de son entreprise, car ne pas toute entreprise est faite pour se développer.
• 💡 Il est important de se demander pourquoi on veut croître, car parfois agrandir ne signifie pas forcément être meilleur ou plus rentable.
• 🏆 La croissance doit être guidée par des objectifs clairs et non simplement par le désir de gagner plus d'argent.
• 💰 Il est crucial d'avoir des marges suffisantes pour permettre la croissance, car sans profit, il n'y a pas de marge de manœuvre pour investir et développer l'entreprise.
• 🛍️ Posséder une ligne de produits ou des produits de back-end peut augmenter considérablement la valeur du client sur le long terme et ainsi permettre de dépenser plus pour l'acquisition de clients.
• 📈 L'investissement dans une meilleure infrastructure et la recherche de nouvelles technologies sont de bonnes raisons de vouloir croître l'entreprise.
• 🚀 Pour se développer, il faut dépenser plus que les concurrents pour l'acquisition de clients, ce qui ouvre plus d'options marketing et permet de tester diverses sources de trafic.
• 👥 Trouver suffisamment de personnes pour clore les ventes est un défi majeur pour les entreprises à forte valeur de ticket, nécessitant souvent des interactions téléphoniques directes.
• 🔍 Il est essentiel de prévoir et de former des clôturants (closers) avant même que la croissance ne devienne une nécessité, pour éviter les goulots d'étranglement lors de l'augmentation du marketing.
• 📊 La philosophie de vente doit être alignée avec les valeurs de l'entreprise, en s'assurant que les clôturants ne nuisent pas à la réputation de l'entreprise et ne forcent pas les clients.
• 👑 L'accès à un réseau de clôturants expérimentés et la capacité à les influencer sont des atouts précieux pour la croissance de l'entreprise, surtout dans le secteur des ventes à haute valeur.

Q & A

Pourquoi un entrepreneur devrait-il se demander pourquoi il veut développer son entreprise avant de le faire?

Parce que le développement n'est pas toujours synonyme de meilleure performance ou de plus de profits. Le but de l'expansion doit être clair et lié à des objectifs précis comme améliorer l'infrastructure, atteindre plus de personnes ou investir dans de meilleures technologies.

Quel est un exemple de entreprise qui gagne beaucoup d'argent mais a un bénéfice net faible?

L'exemple donné est une entreprise qui gagne plus de 50 millions de dollars par an mais dont le bénéfice net est inférieur à 100 000 dollars par an.

Pourquoi avoir une entreprise de style de vie n'est-elle pas nécessairement un mauvais objectif?

Parce que les objectifs de chaque entrepreneur sont différents. Si le but est de vivre une vie de style, avec la possibilité de voyager et de gagner quelques centaines de milliers de dollars par an, alors le développement n'est pas nécessaire.

Quels sont les bons motifs pour développer une entreprise?

Les bons motifs incluent le besoin de capitaux pour une meilleure infrastructure, l'expansion pour atteindre et servir plus de personnes, ou l'investissement dans de meilleures technologies pour améliorer l'offre de l'entreprise.

Pourquoi le simple désir de gagner plus d'argent n'est-il pas une raison suffisante pour développer une entreprise?

Parce que cela peut mener à une expansion sans une réelle stratégie ou objectif clair, ce qui peut finalement nuire à l'entreprise plutôt que de l'aider à croître de manière durable.

Quelle est la différence entre une entreprise à un produit et une entreprise avec une ligne de produits ou des produits de backend?

Une entreprise à un produit a souvent des marges limitées et doit constamment acquérir de nouveaux clients, tandis qu'une entreprise avec une ligne de produits peut vendre à un même client plusieurs fois, offrant ainsi des marges plus importantes et une meilleure capacité à acquérir des clients.

Pourquoi investir dans une infrastructure de vente de haut niveau est-il important pour le développement d'une entreprise?

Parce que cela permet à l'entreprise de mieux servir les clients avec des produits de haut niveau et de se démarquer de la concurrence en offrant une expérience de vente personnalisée et de haute qualité.

Quels sont les défis liés à l'embauche de vendeurs ou de 'closers' pour des ventes de haut niveau?

Les défis comprennent la difficulté à trouver des vendeurs talentueux qui ne cherchent pas nécessairement un emploi, la nécessité de les motiver sans salaire de base, et la gestion du risque de leur départ pour des concurrents.

Pourquoi est-il important de se concentrer sur la valeur de lifetime d'un client plutôt que sur le coût d'acquisition immédiat?

Parce que cela permet à l'entreprise de dépenser plus sur l'acquisition de clients, sachant que la valeur qu'ils apporteront à long terme justifie ce coût, offrant ainsi une meilleure rentabilité et une meilleure capacité à développer des relations clientes durables.

Quels sont les avantages d'avoir une offre scalable pour une entreprise qui souhaite se développer?

Les avantages comprennent la capacité à atteindre un public plus large sans augmentation proportionnelle des coûts, une meilleure rentabilité et une flexibilité accrue pour répondre à la demande croissante.

Quel est le rôle des 'closers' dans le processus de développement d'une entreprise?

Les 'closers' jouent un rôle crucial dans la conversion des prospects en clients, en utilisant leurs compétences de vente pour clore les ventes, essentielles pour la croissance de l'entreprise.

Outlines

00:00

🤔 L'importance de la raison pour l'expansion d'entreprise

Le premier paragraphe met en avant l'importance de se demander pourquoi un entrepreneur souhaite développer son entreprise. Il est question que l'expansion n'est pas toujours synonyme de meilleure performance ou de profit accru, comme le démontre l'exemple d'une entreprise qui gagne 50 millions de dollars mais dont le bénéfice net est de seulement 100 000 dollars par an. L'auteur souligne que l'objectif de l'expansion doit être de 'meilleur' plutôt que 'plus grand' et dépend des objectifs de l'entrepreneur. Il peut s'agir d'un mode de vie ou d'investir dans une meilleure infrastructure ou une meilleure technologie. L'auteur insiste sur la nécessité d'un marge bénéficiaire pour permettre l'expansion et de considérer les coûts de l'acquisition de clients par rapport au profit par unité de vente.

05:02

🚀 Stratégies d'expansion et acquisition de clients haut de gamme

Dans le deuxième paragraphe, l'auteur discute des stratégies d'expansion en se concentrant sur l'importance de l'investissement en marketing pour acquérir des clients, en particulier pour les entreprises proposant des produits haut de gamme. Il compare l'efficacité de dépenser 200 dollars par client à celle de dépenser 2 000 dollars, soulignant que cela ouvre de nombreuses options marketing et permet de tester différentes sources de trafic. L'auteur insiste sur la nécessité d'avoir suffisamment de 'closers' - des personnes capables de conclure des ventes par téléphone - pour gérer le flux de prospects généré par la publicité. Il partage son expérience de recrutement de près de 100 closers pour permettre une expansion rapide de son entreprise.

10:05

📈 Trouver et gérer les talents de vente pour l'expansion

Le troisième paragraphe se concentre sur le recrutement et la gestion des talents de vente, appelés 'closers'. L'auteur exprime sa conviction que les meilleurs vendeurs ne cherchent pas de travail de manière traditionnelle et que les commissions sont la meilleure façon de motiver les closers. Il partage des stratégies pour éviter la perte de ces talents clés, en ayant plusieurs closers pour ne pas dépendre d'un seul. L'auteur met également en garde contre l'impact négatif que peuvent avoir les ventes agressives sur la réputation de l'entreprise et insiste sur l'importance de la philosophie de vente qui respecte les clients.

15:06

🔑 Composants clés pour une entreprise à forte croissance

Le quatrième paragraphe résume les trois éléments clés nécessaires à une entreprise pour se développer : une offre scalable, un flux de prospects cohérent et des closers efficaces. L'auteur explique que ces éléments, lorsqu'ils sont correctement ajustés, permettent une croissance rapide de l'entreprise. Il insiste sur l'importance de reinvestir les bénéfices dans le source de prospects pour augmenter encore plus le nombre de clients et de ventes, créant ainsi un cycle positif d'expansion.

Keywords

💡Expansion

Expansion fait référence au processus de développement et d'accroissement de taille d'une entreprise. Dans le script, l'auteur discute de l'importance de se demander pourquoi on souhaite élargir son activité, soulignant que plus grand n'est pas toujours mieux et que le but ultime de l'expansion est d'augmenter la profitabilité. Par exemple, l'auteur mentionne que certaines entreprises peuvent générer des revenus importants mais n'ont pas nécessairement de marge bénéficiaire élevée, ce qui montre que l'expansion doit être stratégique et non simplement axée sur la taille.

💡Marge bénéficiaire

La marge bénéficiaire est la différence entre les revenus et les coûts d'une entreprise, représentant le profit net. Le script insiste sur l'importance d'une marge bénéficiaire saine pour permettre l'expansion, car elle fournit les fonds nécessaires pour investir dans des infrastructures améliorées, du personnel supplémentaire ou de nouvelles technologies. L'exemple donné d'une entreprise qui fait 50 millions de dollars de revenus mais avec un bénéfice net de seulement 100 000 dollars par an illustre le fait que sans une marge suffisante, l'expansion peut ne pas être rentable.

💡Entrepreneuriat de style de vie

L'entrepreneuriat de style de vie est une approche de l'entreprise où l'objectif est de concilier le travail et la vie personnelle, souvent en gagnant suffisamment pour subvenir à ses besoins tout en bénéficiant d'une grande souplesse. Dans le script, l'auteur mentionne cela comme un objectif possible pour certains entrepreneurs qui ne cherchent pas nécessairement à élargir leur entreprise, mais plutôt à maintenir un niveau de revenu confortable tout en vivant selon leurs valeurs et aspirations personnelles.

💡Infrastructure

L'infrastructure d'une entreprise comprend les systèmes, les équipements et les processus qui permettent à l'entreprise de fonctionner efficacement. Le script souligne que l'expansion peut nécessiter des investissements dans de meilleures infrastructures pour permettre à l'entreprise de servir plus de clients et de gérer une croissance accrue.

💡Marchandises de retour

Les marchandises de retour sont des produits vendus par une entreprise qui peuvent être vendus à nouveau après avoir été achetés par un client et retournés. Dans le script, l'auteur mentionne l'importance pour une entreprise d'avoir non pas une simple 'marchandise de retour', mais plutôt une gamme de produits ou de services complémentaires qu'elle peut vendre à ses clients existants, augmentant ainsi la valeur globale de chaque client.

💡Marchandises à haut ticket

Les marchandises à haut ticket sont des produits ou services qui coûtent plus cher et ont un prix de vente élevé. Le script met en évidence les avantages de vendre des produits à haut ticket, car cela permet d'investir plus dans l'acquisition de clients, ce qui peut conduire à une expansion plus rapide et à une meilleure rentabilité.

💡Valeur de lifetime du client

La valeur de lifetime du client est une mesure de la quantité totale de revenus que votre entreprise peut attendre de chaque client au cours de sa relation avec votre entreprise. Dans le script, l'auteur explique que comprendre et maximiser la valeur de lifetime du client est crucial pour déterminer le budget que vous pouvez allouer à l'acquisition de chaque client, ce qui est essentiel pour la stratégie de marketing et l'expansion de l'entreprise.

💡Fermeurs

Les fermeurs sont des personnes chargées de conclure des ventes, souvent en interaction directe avec les clients potentiels. Le script insiste sur l'importance d'avoir suffisamment de fermeurs compétents pour gérer le flux de prospects généré par les campagnes de marketing, soulignant que l'absence de fermeurs peut être un goulot d'étranglement pour l'expansion d'une entreprise.

💡Acquisition de clients

L'acquisition de clients est le processus d'attraction et de conversion de prospects en clients payants. Le script met en lumière le fait que l'efficacité de l'acquisition de clients dépend de la capacité de l'entreprise à investir dans les bons canaux de marketing et à tester différentes sources de trafic pour augmenter les ventes et ainsi permettre l'expansion.

💡Offre scalable

Une offre scalable est un produit ou service que l'entreprise peut vendre à un grand nombre de clients sans devoir augmenter considérablement son infrastructure ou ses coûts. Dans le script, l'auteur considère que pour élargir efficacement une entreprise, il est essentiel d'avoir une offre scalable, comme un logiciel ou un produit numérique, qui permet de servir beaucoup de clients sans augmentation proportionnelle des coûts.

💡Flux de prospects

Le flux de prospects est la quantité régulière de personnes intéressées par les produits ou services d'une entreprise. Le script souligne que pour élargir une entreprise, il est crucial d'avoir un flux de prospects constant, que ce soit par le biais des médias sociaux, de la publicité payante ou d'autres méthodes, pour assurer une base stable de clients potentiels à convertir.

Highlights

Scaling a business is not always about making more money; it's about being better.

Not every business is meant to scale, and it depends on the entrepreneur's goals.

Some entrepreneurs prefer a lifestyle business over scaling for the sake of size.

Scaling should be driven by reasons such as better infrastructure or serving more people.

Profit margin is crucial for scaling, as it dictates how much can be invested in acquiring customers.

Businesses with a single product may struggle to scale due to limited customer acquisition strategies.

A product line or high-ticket items can significantly increase the potential for scaling.

Spending more on customer acquisition than competitors can provide a scaling advantage.

Scaling requires a balance between lead generation, sales closing, and fulfillment capabilities.

Having a scalable offer, such as software or digital products, is essential for easy scaling.

Consistent lead flow is necessary for scaling, regardless of the source.

Hiring skilled closers on a commission basis can motivate them to drive sales and scale the business.

Finding and retaining top closers is critical for scaling high-ticket sales.

Salespeople should be assessed not only on their closing abilities but also on their customer handling skills.

The philosophy of the salesperson should align with the company's values to maintain customer relationships.

Having multiple closers reduces the risk of relying on a single salesperson for scaling.

The speaker offers access to a network of high-ticket closers for businesses looking to scale.

A successful scaling strategy involves a scalable offer, consistent lead flow, and effective closers.

Transcripts

- I think before we talk about scaling a business,

the first question that any entrepreneur

should ask themselves,

is why do they want to scale?

'Cause sometimes they think,

"If I wanna make more money, I need to scale,"

Or may or may not be the case.

'Cause I do know companies,

they make tens of millions of dollars.

A friend of mine, who has a company,

that makes over $50 million a year,

yet their net is less than like 100K a year.

So, bigger is not always better, better is better.

So, the point of scale, of course, is to make more profit,

but not every business is meant to scale.

And it depends on the entrepreneur's goal, to see his goal.

Sometimes, as an entrepreneur, maybe your goal

is just to have a lifestyle business.

Have a laptop lifestyle.

Hey you know what, I just want to make

a couple hundred K a year,

I wanna be able to travel,

I want to be a lifestyle entrepreneur,

then, don't scale if that's all you want,

So, if it is what you want,

then you need to consider,

I'm scaling for what purpose?

Why am I doing it?

If you just do it for the sake of, I wanna make more money,

I don't think that's a good enough reason to scale.

If you want to scale because, you know what,

I need to have more capital

so I can have better infrastructure.

I can reach more people, I could serve more people.

Or, I need to scale,

in order to invest in better technology.

So, to turn whatever I do, take it to the next step,

I think those are all good reasons to scale.

But, just scaling for the sake of scaling,

I think that's a wrong focus, that's a mistake.

So in order to scale,

I think the first thing they need to look for,

is there needs to be margin in order to scale.

So the example I gave, if the business is making 50 million,

that's a lot of money,

and making a hundred K net, a year,

so, if you double that to 100 million, great!

Now they're making 200 K a year.

That is not so good.

And, in order to get to the next level,

how many more employees they need to hire?

Maybe, they need a new office,

they need more equipment, or whatever it is.

So, the margin has to be there in order to scale.

Now, if, let's say, you are selling a $20 product,

'cause most businesses they only have,

they're what I call one-product pony,

they've only got one product.

Let's say, pretend you have a product

you're selling it for $30, okay?

And your cost is, let's say, five bucks.

You're making $25 profit per unit.

Well, to scale, let's say, pretend, an online business,

or some kind of product you sell through eCommerce,

the most that you could invest to acquire a customer is $25,

because that's your profit margin.

So, if you think about each sale that you make,

you can spend no more than $25 to acquire a customer,

because $5 is your cost.

Then, you could only go to so many channels

or utilize so many ways to acquire that particular customer.

Versus, on the other hand, and especially

if you've only got one product,

meaning they buy it once

and they don't have to buy again.

That means you have to constantly market

and get new people all the time.

Now, let's take a look at a different scenario.

Let's say you've got not one product,

but you've got a product line,

or you've got what I call different back end products,

that you sell to the same customer.

And let's say, instead of selling low-ticket,

you're selling high-ticket.

And that's why I like high-ticket, right?

You're selling a $2,000 product

and then you sell them another $5,000 product,

and then sell them another $10,000 product or program.

So, in that case, let's say, on average, your annual value

of a customer is, instead of being $25 one time,

but it's $10,000.

So, you have a percentage

of the customers that will buy the $2,000 program,

they buy the $5,000 program, they buy $10,000 product,

hypothetically, let's say, that's the case.

Now, it's a very different game.

Instead of you can only spend $25 to acquire a customer,

now I can spend $500, $1,000, $2,000, $5,000,

depends on the lifetime value of the customer.

Maybe, if my lifetime value of a customer,

meaning they'll stay with me,

two, three, five, six, ten years, hypothetically,

that first year, I could spend up to, let's say,

even five, six, eight, $10,000.

That gives me an edge over someone who can only spend $25.

See, when it comes to marketing,

'cause most entrepreneurs, business owners,

when it comes to marketing they want to go on the cheap.

They want it, how can I spend the least amount of money

to acquire the customer.

That kind of thinking, that kind of mentality,

you will never be able to scale.

In order to scale, the question to ask is not,

how can I spend the least.

The question to ask,

is how can I outspend everybody else?

How can I outspend my competitors?

If my competitors can only spend $200 to acquire a customer,

and I can spend $2,000, I could go to so many more channels,

I could do so many more things,

I can test so many different traffic sources

in order to scale.

That gives me way more options

and that's how we can scale fast.

I can use this channel, I can use this channel,

I can use this platform, I can do offline.

When my competitor can not afford to go offline,

do any kind offline marketing, I could,

'cause the lifetime value of my customer, is high.

Assuming that you've got your offers,

you've got your product line and assuming,

let's say, you're selling high-ticket.

And, you've got your marketing down

and you've got your traffic sources.

Maybe you're running ads on Facebook,

maybe you're running ads on Instagram,

maybe you are running ad on Google.

Whatever how many different ways

you're bringing in the leads,

what happens is, let's say you're bringing a lot of leads,

you're next bottle neck would be closers.

Where do you find enough closers to be on the phone?

Because when it comes to high-ticket,

anything that costs, let's say,

more than two, three, four, five thousand dollars,

it's very difficult to sell that

just on a webpage or through a video.

You need someone to get on the phone one-on-one,

and close the particular prospect.

In order to do that, you need people.

So, where do you find those closers?

So, in my case, within what we do at our organization,

is we have now probably close to 100 closers,

closing our own program and product.

That's how we are able to scale quick.

Because we have the power.

The people, the closers, to be able to close people

on the phone and ticket much, much, faster,

and much, much, further.

And, most entrepreneurs, it's when they do the marketing

and they're scaling the marketing,

then they're like, oh, my God, shit, I need some closers!

And they try to bring on one person,

and it doesn't quite work.

And then, try to bring another person,

they're not a salespeople, it doesn't quite work.

They might try to run an ad, and it doesn't quite work.

And then, they finally find someone that works,

but then, that person, you filled his

or her appointment books so fast,

and now, they gotta now spend other months

to find another person to scale.

Versus, already have access to so many closers.

So, you need closers before you even scale,

so that when you are in the position

to ramp up your marketing, you are good to go.

Versus, you try to ramp up your marketing,

you got to slow it down,

because you don't have enough people

to handle the leads.

And every single time you do that delay,

that time, that's what's preventing you

from scaling to the next level.

So, let's say, you have a Facebook ad that's working,

that's great.

A webinar that's working, that's producing leads.

But, because you don't have enough people

to follow up on those leads,

you have to lower the budget,

or you have to pause the ad.

That's the worst, right,

when you've got something that's working.

And then now, you gotta go find a person.

It's like you have so many leads coming in,

you can't handle their business.

So, you got to look at two aspects, one is the lead flow,

the second is your fulfillment.

So in order to scale, if the fulfillment aspect,

where if you are selling something

that takes a long time to make,

then it's gonna be, let's say, a sofa or something, right?

It's gonna be difficult to scale,

because, let's say, if it's handmade,

whatever, it's just difficult.

Versus, if you're selling a software.

Doesn't matter if I sell one,

doesn't matter if I sell 500,

doesn't matter if I sell 50,000,

I can scale just like that.

Yes, I need more customer support,

I need more infrastructure, correct,

but the product itself, it's basically infinite.

That aspect of fulfillment it's easier to scale.

So if you look at it that way, lead flow, closers,

and then your fulfillment.

Assuming you've got the fulfillment done and that's okay,

and you can serve a lot of people doing the same thing,

then it's just in terms of traffic source,

and then in terms of closers.

So, you wanna find closers when you don't need closers.

You don't need to find closers

when you need closers like yesterday, that's not good.

And the biggest problem is this,

you are not going to find the salespeople that you want,

the traditional way, because I've tried it.

If you want to find salespeople,

maybe you go to any of these sites,

any of these, Craigslist or whatever,

you're running an ad, hey I'm looking for salespeople.

The problem is, any good salespeople

that are looking for a job, they're not good salespeople.

If they're good salespeople,

they won't be looking for a job.

'Cause any good salespeople,

they're already making good money

and they're making good commissions,

they're not looking for jobs, that's number one.

Number two, if you hire a salesperson,

very often, and I tried this before myself,

that I pay them some kind of a base,

and then I'll pay them some kind of bonus,

they can't close.

Because any good salespeople, is like a hunter,

you eat what you kill.

Yet, if you give them a base, you give them all of that,

they are not hungry.

And most salespeople they want the safe.

Although they're are supposed to be salespeople,

they are supposed to be hunters,

but they want the security and they can't close.

They become a typical,

like a salaried person within a company

and then they are not motivated to bring in sales.

So, I believe a good closer needs to be commission based.

The more they close, the more sales they make,

the more money they make, that's how it should be.

The sky's the limit.

They can make as much money as they want.

If they are able to sell higher price point,

high-ticket, awesome.

So, you're not gonna find those salespeople

in the traditional way, you just won't.

And another thing is, if, let's say,

you do find that superstar,

which has also happened to me.

You do find that superstar,

and that salesperson is producing a lot of sales.

That salesperson becomes your rainmaker.

Let's say your, whatever,

you are doing a million a year

and that salesperson brings in 400K

worth of revenue for the company.

Well, what happens is, the salesperson would then,

either become greedy and say I want more,

or they would jump ship.

And then, they would go work for someone,

your competitor maybe,

that would pay them a higher commission rate,

and that happens too.

So, you always want to have more than one closer,

even though you might just need one to scale.

But, you kind of want to have multiple,

so that if one leaves, you're okay, you're fine.

We have 100 closers working with us.

It doesn't really matter if one doesn't work,

we have 99 to replace that particular person.

There are so many sales trainers out there,

and there are so many experts teaching sales,

and most of them are very, very good.

I just happen to specialize in one area of sales,

Which is high-ticket closing, high-ticket sales.

If you want to learn cold calling,

I'm not the guy to learn from.

There are plenty of people who are better

at cold calling than I do.

I teach a little bit of cold calling to my students

but that's not what I specialize in.

I specialty in selling premium products and services

to players with money.

So, that's what I do.

And when it comes to my methodology,

so it works very well in my area, that's what I do.

And when you find closers, how do you know they are good?

Truth is you won't know until you give them an opportunity.

However, if you know that they have gone through

some type of training,

or you can role play with them and see,

hey you know what, role play with me.

I have this kind of product, sell to me.

Sell me my program.

I wanna see how you talk to my prospect.

Give them different objections

and see how they handle those objections,

how they ask questions.

Do they sound like a typical salesperson?

'Cause one of the things you have to consider

is it's not just that they're closing sales

and makings sales for you, that's one thing.

However, another thing you must pay very close attention,

is for those sales that they don't make.

Are they pissing off the customers?

Are they ruining your reputation?

You don't want your best customer,

especially if they're selling high-ticket,

get off the phone with one of your closers

and they feel like, "Oh my God,

"I can't believe I just talked

"to this slimy salesperson.

"Try to twist my arm, force me to buy this and that."

Suddenly, now the salesperson is ruining your reputation

and relationship with your customers without you knowing it.

So, whoever the closer that's closing for you,

you need to have that talk with them.

Okay, what is your philosophy, are you about?

You know what, I want you to get as much money as you could.

Close as many people as you could, I don't care,

that kind of "Wolf of Wall Street" kind of angle, right?

Just get the money!

Or, are you the kind of CEO entrepreneur

and say hey,

I want you to offer my service,

my solution to the customer,

If only it's a good fit.

If it's not a good fit, it's okay.

You don't need to force them.

I don't want them to get off the phone feeling

that they need a shower.

I don't want them to get off the phone

and never wanna hear from us again.

Now you just, you burned that relationship.

So, what is your personal philosophy?

That is very key.

So, in terms of what I do

when people call me

the king of high-ticket sales.

Not necessarily because I'm the greatest closer

that ever walk on this planet earth, no.

More it's a king without the kingdom.

And what's a kingdom without people?

So I'm called the king of high-ticket sales,

not because just my skill,

it's because I have access to high-ticket closers.

More access than anyone else in the world.

And more influence to high-ticket closers,

than anyone else in the world.

That's what makes the kingdom

that's what makes the king.

That's the difference.

If you have got a funnel,

you've got a quality product and service,

and that's high-ticket and if you're looking for closers,

I have access to closers.

So, you can book a time with one of my leaders

who manages all my closers,

to see if it's a good fit.

And, to see if I have closers that

would understand your offer,

maybe have a little bit of experience

in terms of closing in your industry,

I'm more than happy to make that recommendation.

There's no charge, 'cause that's how I work,

that's how my closers work.

They don't get paid until they close a sale.

So, I'm more than happy to make that introduction.

And that's what we do because

I believe when you're working with a client,

when you're working with a company, a CEO, an influencer,

the relationship should be,

the more successful that you are, the more successful

that the closers are.

That's what I wanna do, I wanna provide opportunities.

Earning opportunities, good potential programs

for my closers to close.

That's what we do.

That's what drives me.

So, if you've got something like that,

I'm more than happy to set up the time

to talk to one of my leaders

and see how we can help.

Another skill, you think of a triangle.

You need three things, three things only.

You need a scalable offer, which is an offer you can deliver

to massive amounts of people without more infrastructure.

A scalable offer, maybe it's a software,

maybe it's a digital product.

It's something that, it doesn't matter

if you sell to one person or 10,000 people,

your work is essentially the same, in the scalable offer.

And then, you need a consistent lead flow.

I don't care how you get it,

it could be through social media,

it could be Facebook,

Youtube, Instagram, however you want to do it.

Pay-per-click or even infomercial, it doesn't matter.

But, consistent lead flow,

and then you need closers that can close.

You have those three things, you can scale.

You need all those three things,

but you need to have the offer dialed in,

you need to have your traffic source,

your lead flow dialed in.

Then, every single time you add a new closer,

it adds another 100, 200, 300, 400, thousand dollars

to your revenue.

You just keep adding that.

And you take a lot of profit,

re-invest back to that lead source,

so you scale and so you get more leads.

And then, you hire more closers, you get more leads,

you hire more closers.

Before you know it,

you've got a pretty decent size business.