How to Elevate Your Sales Through Conversations On-Demand with Ty Crandall
https://thebusinesscreditandfinancingshow.libsyn.com/chris-beall
Speaker 1 (00:02):
Welcome to The Business Credit and Financing Show. Each week, we talk about the growth strategies that matter most to entrepreneurs. Listen in as we discuss the secrets to getting credit and money to start and grow your business and enjoy as we talk with seasoned business owners, coaches, and industry leaders on a variety of topics, from advertising and marketing to the nuts and bolts of running a highly successful business. Now, to introduce the host of our show, financial expert and award-winning author, Ty Crandall.
Ty Crandall (00:38):
Hello, and welcome to our show today. I’m really glad you could join us. Today, we’re talking about conversations, really talking about elevating your sales through conversations on demand, but it really has to do with training your sales team, training you in the things that you should be doing, how you should be selling, what should be happening in all types of conversations. I mean, this is probably one of the most fundamental skills you have to have as an entrepreneur, whether you are the one having the conversation, which you oftentimes are, or whether you have a team under you, you have to understand these fundamentals. If you do, it is the key to the city, per se. It is the key to success. If you don’t, well, it’s a pretty big, long hill, uphill battle.
With us today is Chris Beall. Now, for most of the past 30 years, Chris has participated in software startups as a founder or at a very early stage of development. His focus has consistently been on taking to market simple products that can be used successfully the first time they are touched without having to take a course or read a manual, kind of like Apple does. His belief is that most powerful part of any software system is the human being that we inappropriately call, a user, and that the value key in a software is to let the computer do what it does well, go fast without getting bored, in order to free up human potential. Now toward the end, Chris has been involved with Requisite Technology, GXS, Epiance, Qlip Media, Aptara… most of which of these I’m completely messing up the name, I’m sure… CADIS, Sun Microsystems and Unison. He’s currently CEO of ConnectAndSell, Inc. based in Silicon Valley. Chris, thanks for joining us today.
Chris Beall (02:11):
Hi, Ty, it’s great to be here. I sound plenty old.
Ty Crandall (02:13):
Yeah. Well, I’ll tell you that I, first of all, totally apologize for messing up your bio, but I don’t think you sound or look old. I think you are very young, based on this.
Chris Beall (02:22):
Oh, thanks. I tell you, I think the key to staying young, actually, is just to stay engaged and keep the body moving. For all you old people who are listening or young people want to stay that way, yeah, go for about 20,000 steps a day, keep moving, and you might have a shot.
Ty Crandall (02:36):
That’s good advice. I love that. I miss my Fitbit. I used to wear that thing all the time. I stopped because they stopped the little waist one. They didn’t wear. They always had the watch one. But that’s good advice, always shooting 20,000. It’s not easy to hit that. You know that.
Chris Beall (02:49):
Oh no, 20,000 is… I came down to Arizona recently… let me adjust this a little… came down to Arizona to spend a little time in the sun. Actually, we liked it so much we’re buying a house down here. I noticed that just having the longer days, I went from 12, 13,000 steps a day up into the 20s. I was over 20,000 steps a day every day last week. I think it’s a real key. If you want to be an entrepreneur, you want to go in for the marathon, the long run, you got to keep the body going or else the mind and the mouth won’t keep up.
Ty Crandall (03:20):
Yeah. I agree with that. Mind, body and soul, very important to being able to lead an organization, especially the bigger an organization gets. I love what you do. You have a lot of specialty in a lot of different areas, especially with software, but also with selling. One of the things that you do a lot of or seem to touch upon is cold calling. It makes me wonder, is cold calling still a thing, or is this alive and well? Because I notice it’s harder to get in touch with people now than it ever has been before.
Chris Beall (03:48):
Yeah. There’s two elements to it. One is how hard is it to get somebody on the phone? It’s really not how hard it is, just how much you have to work. It’s not hard. I mean, dialing a phone is not hard. Navigating a phone system’s not hard. Going to voicemail and hanging up on it, if you’re smart, isn’t hard, but they take time. The ratios right now run about 23.5 to one. That is, you’ll attempt about 23.5 dials, with navigation around them of some sort, before you get one conversation with the decision-maker.
Ty Crandall (04:20):
Wow.
Chris Beall (04:21):
That’s pretty time-consuming. If you figure that most salespeople might maybe have a stretch goal of 50 dials a day, that means you get to talk to about two people. The question is, can you make your business work on two conversations a day? The answer’s probably, no, unless you’re just incredible. But the problem is, if you don’t have conversations, then what? Then the flip of it isn’t how hard they are to get ahold of, it’s what do you do when you get a conversation with somebody?
It turns out that the most advantageous first opening position in a relationship… this sounds very odd, but it’s absolutely the case… is to ambush somebody. The reason is, when you ambush somebody in a cold call, you have them in a known mental state and a known emotional state. They’re afraid of you. They don’t say they’re afraid of you, by the way. They might act annoyed, but they definitely all want the same thing. I was once taught in a literature writing course once, the key to a great story is it starts with somebody wanting something. Well, the story of a cold call starts with somebody wanting something. It’s not what you want. It’s the cold caller. It’s what the other person wants. It’s what the prospect wants.
They want to get off that call, and they want to keep their self-image intact, and those are conflicting purposes. You can work that conflict, so to speak, in order to build trust with that person, reliably, in about seven seconds, just about a hundred percent of the time. If you really think about in business to business, what your problem is, your problem isn’t getting your value proposition in front of people. Everybody’s got a value proposition. Those things flow around the Internet like water at this point. They’re on LinkedIn. They’re here. They’re there, everywhere you go, somebody is saying, “I’ve got this great value proposition. I’ve got this reason you should do business with me.” But why aren’t you doing business with them? The answer is, you don’t trust them, because you’re trusting in B2B. You’re trusting somebody with your career.
When you’re a buyer, and you’re making a decision for your company, you’re not making a decision about your money. At ConnectAndSell, say I decided, “We need a company car, and I really like Tesla, so I’m going to go buy a company Tesla.” Well, first of all, it’s stupid to have a company car, but say, we thought that was a great idea. Now I’m kind of on the hook, even as a CEO, if I screw up and I get a company car that people hate, that’s dangerous, that is uneconomical, that doesn’t work in the environments we find ourselves in, whatever it is, I’ve actually hurt my reputation with my employees. That’s from the advantage position of being a CEO. I can still screw up my career by making a bad buy, whereas a consumer, if I buy that Tesla and I realize I’m allergic to the idea of electricity, and I got to dump it two weeks later, I’m out a little money, whatever the difference is between what I buy it for and what I sell it for, but my reputation, my job reputation, on which everything else depends, is unharmed.
The B2B buyer is super cautious by their very nature. They’ve got to trust you, the seller, more than they trust themselves with regard to this purchase, because you’re the expert. They got to trust the expert. It’d be stupid to trust a non-expert, oneself, more than the expert, so they’re in a quandary. The only way that that quandary ever gets resolved is through personal trust. If you can establish trust reliably very early in the relationship, then you can build on that and get to value. My view is pretty simple, and I have been doing this a long time. I’ve been building companies from scratch or close to it for, really, just about 40 years, now that I think about it. I build the products. I think up the products sometimes. Not this one, by the way, ConnectAndSell is not my idea. I’m not smart enough to come up with something this cool.
What I’ve learned is the number one thing that you want to do is get everybody who counts in the market to trust you before they listen to your competitors. The biggest mistake you can make in sales is to hyper-target, and then only talk to those people who are buying now, which is about one-12th of your market. If the cycle time for considering a product of your particular category is about three years, that is if they just bought one, it’s going to be three years before they buy another, which is pretty typical, that’s 12 quarters. Out of those 12 quarters, how many of those quarters are this quarter? Just one, so one-12th of your market, of your perfect market, is in-market right now. If that’s you focus on, you leave 11/12ths of your market to be taken by somebody else who’s got a little bit more foresight and a little bit more patience.
If you don’t want to be killed in the market and be a flameout, you actually need to talk to your whole market and have trust-building conversations before your competitors talk to anybody. That’s what we do at ConnectAndSell. That’s our job is to let you have those 30 conversations a day, or maybe it’s still only two, but you have them in 10 minutes instead of two hours or three hours, leaving time for something else. Not so you can sell to them, not even so you can get meetings, which is what people think you can do, but so you can execute a sort of build trust, manufacture trust at pace and scale across a market, and then harvest it at your leisure.
Ty Crandall (09:43):
Is that really how you effectively use cold calling to build trust is not by selling, but really just having conversations?
Chris Beall (09:50):
Yeah, and having a very special kind of conversation. You need to help somebody go on a little emotional journey from fear… they’re afraid of you as the invisible stranger who just ambushed them… to trust by showing them that you see the world through their eyes and by demonstrating to them you can solve a problem they have right now. You’re competent to solve a problem they have right now. Now, what problem do you have right now if I cold call you? Pretty simple, me. I’m the problem. Well, I can solve that problem, nothing to it. I can go away, but that’s not a great solution. How about if we make a little deal about me going away? You let me tell you why I call, I go away. You’ll trust me.
We actually teach people as part of what we do. We’re a machine primarily, a machine that has human beings inside navigating phone calls. That’s what ConnectAndSell literally, physically, is. But it’s of no value if you don’t have great conversations to build trust, so we also teach how to go from being the invisible stranger who just ambushed somebody, very reliable position to start from. Sounds bad. Reps don’t like it. “Oh, I don’t want to be the bad person.” Well, guess what? You just called somebody out of the blue, and you did it for your own purposes. They might be justified in thinking that you’re the problem.
If you take advantage of that and say, “I know I’m an interruption. Can I have 27 seconds to tell you why I called?” You go from that hard, flat, throwing yourself under the bus voice… because they’re throwing you under the bus already, same as you’ll do it yourself before they can get it done… and then you flip over to a playful, curious voice that says, “Come on with me, and we’ll take care of the situation. The situation is I ambushed you. Let’s take care of this. Come on. Let’s have some fun with it.” Most people will stay on. They’ll chuckle, “Sure. Go ahead. Give me 27.” Then you have a chance to actually get them to be curious. The way you do that is kind of subtle. All the usual, hey, how are you? What’s going on? How’s it going? All that stuff doesn’t work. The reason it doesn’t work is it’s not consistent with what you just did, ambush somebody. Do you really ambush people to ask them how they are? That’s not a value-add to them, right?
Ty Crandall (11:59):
Right.
Chris Beall (11:59):
It is value-add to them to let them become curious about learning something. That is value-add. A hundred percent of the time you’re adding value, but people need to be helped in being curious. You just ambushed him, not in a curious mood right then. So, how do you get them from the mood they’re in when you ambushed them, which is, “Oh, man, I wish I hadn’t answered that,” to the mood you want them to be in, and frankly, they would want to be in, if only they knew the value, what they’re going to learn in a meeting with you? If they knew that, and you knew that they don’t know it, you’d feel an obligation to kind of insist they take that meeting. It’s going to be good. They’re going to learn something. You’re not going to force anything down their throat. They’re going to learn something.
If you have that belief, which is, you have to have it, and the potential value of the meeting that you’re offering, then the conversation has a purpose, which is to help somebody get curious enough to make a commitment, to attend a meeting. Cold calling not only is not dead, it is the only known mechanism for building trust at pace and scale. Email doesn’t do it. I can send you 10,000 emails, and you’re not going to trust me as a result of that, and in a seven-second conversation, you will.
Ty Crandall (13:17):
Chris, how do you really go about creating the curiosity? Because I think we live in a world now where it’s kind of a lot of people think that you need to provide value and give something in order to ask for something in return. But in this case, we’re going in cold, and we’re flat out asking them for something which, let’s admit, it’s the most important thing we have, which is our time. Then they give us the time, because we did a little bit of joking around, which makes sense, but then we’ve got to create curiosity to get them wanting more. How do we get them from that mode of maybe being frustrated that we caught them and ambushed them, to being to a point where they are really curious and they want to take a next step?
Chris Beall (13:55):
Well, to get to a lot of curiosity, it’s just like trust. To get to a lot of trust, you got to start with a little and then don’t blow it. To get to a lot of curiosity, you have to start with a little and then amplify it. But only enough to get that curiosity to turn it into that tiny amount of commitment it takes to agree to my meeting, because that’s the real product here is the meeting. The universal product of B2B is a meeting. You have to start with the meeting before you can go on and talk about their problems. The reason for that is they got to come to you.
I’ll go back to something you and I were talking about before we got on. I was raised out in the desert. We had six horses and two goats and God knows what else, 16 dogs at one point. I had to learn as a small child, how do you get a horse to let you put a bridle on it? A horse is big; I’m little. A horse is fast; I’m slow. A horse can kick. I saw a hoof print once in the middle of my sister’s chest that didn’t look any too good and took quite a while to heal from. I had that blazed into my head. I think I was probably five when I first saw that. It’s like, “Holey moley, how do you do that?” Well, you get the horse curious. What do you get it curious about? You just hold your hands out like this, palms down. You have something in each hand. It’s actually the same thing in each hand, a little carrot or a little sugar cube or whatever. The horse has to make a choice, so it makes a choice. It picks one hand-
Speaker 1 (15:15):
And now a quick word from our sponsor.
Ty Crandall (15:18):
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Chris Beall (15:44):
… or the other, doesn’t make any difference. You’ve got a curious horse. Its head is down, now you can gently make a move to get a bridle over its ears and to get the bit in its mouth.
How do we do it with the human being? It’s very similar. We want to start with a little bit of curiosity. It’s got to be about something universal. Human beings are universally curious about other human beings. There’s all industry around it. There’s paparazzi. There’s People Magazine. I mean, there are even people in the United States of America… I know you will find this hard to believe because you’re from Indiana… but there are people in the United States of America who follow, religiously, the comings and goings of the British royal family… she has no impact whatsoever on their lives… because they’re curious. These people trust differently. They have an interesting history. They say funny things and everybody else seems to be interested in them, so I’ll be interested in them.
We can say something really simple that allows somebody’s curiosity about who, to blossom a little, and then we can also talk about something that’s novel. The most novel thing in the world is a discovery, so if we say something like this, “Hey, thanks Ty. Ty, I believe we’ve discovered a breakthrough that completely eliminates,” and then you say some bad thing you eliminate. That not you eliminate, actually, the breakthrough does. A little hero in the hero’s journey. I would just say, “I believe.” It’s actually kind of a surprising thing to say, said like that. Not I believe like, “I believe it’s going to snow today,” but, “I believe,” like a missionary, “I believe we’ve discovered a breakthrough.”
Now, we is ambiguous. Who’s we? Well, you’re curious. You don’t know who we is. I didn’t say, “Well, Ty, I’m with ConnectAndSell, the company that does X, Y, and Z for companies like A, B and C in order to provide value, whatever.” I didn’t say all of that. I left all that out. I just said, we, “I believe we’ve discovered a breakthrough. We’ve discovered something.” That’s something to be curious about it. Whereas we tell salespeople, tell them how great you are. Tell them how your company has done great things for others. Well, you know what you get? Remember the third grade, fourth grade, when somebody would say, “My daddy is stronger than your daddy,” on the playground? Remember that?
Ty Crandall (18:09):
Oh yeah.
Chris Beall (18:09):
What does the other kids say? No, he’s not. Yes, he is. No, he’s not. Pushing and punching maybe ensue. We want to avoid that conversation which is buried inside everybody. It’s called psychological reactance. If you say you’re great, I’m going to push back. How do you say you have something that’s interesting without saying you’re great? The word that works perfectly is discovered. People like people who are lucky. They don’t like people who are great and who say they’re great.
That’s why Muhammad Ali was such a remarkable public persona. He could get away with saying, “I am the greatest.” It was said without irony and with irony at the same time. The irony was about the fact that he could say it. Without irony was the fact that he believed it and kept going and proving it in the ring. But the fact is, people didn’t love him because he won the fights in the ring. They loved him because he’d bring out this very human question about, is it okay to say I’m the greatest? Then we all kind of wondered ourselves, is that okay? I mean, this guy’s doing it. That’s pretty wild.
We’re not quite in that position, but we got to avoid saying we’re the greatest at this point. We don’t know anybody that well. We haven’t won any fights. We haven’t done anything. I believe we’ve discovered a breakthrough, say it just like that. That breakthrough is very interesting word. Everybody’s looking for breakthroughs, because everybody knows that incremental advances are nice, but breakthroughs create victories. Why wouldn’t I want one? Now I have an ambiguous breakthrough. I have an ambiguous we, and I have a discovery. Then all I have to say is something about the breakthrough. Well, the breakthrough’s a hero. It’s going to go slay a dragon. Heroes go to slay dragons, and they bring back the gold.
That’s the other kind of story. Somebody wants something, and that somebody is the hero, and the hero is going to go on this journey, and the journey is going to be a lot of bad things. Finally, they’re going to slay the dragon or its equivalent, and they’re going to come back, but they have to go through some crisis upon returning back to their home. That’s kind of the hero’s journey story. Here you have an opportunity now, in a few words, to tell a story about what this breakthrough does. How about this? I believe we’ve discovered a breakthrough that turns your sales reps into the top 5% of all cold callers in the world, in competence and confidence, and they’ll love it. The reason I reached out to you is to get 15 minutes on your calendar to share this breakthrough with you. Do you happen to have your calendar available?
Now, if I say that, you’re a little stuck. I didn’t say what business I’m in. I didn’t say how we accomplish this magical thing, how the breakthrough went about the process of transforming sales reps into the top 5% of the world of cold callers. That sounds unlikely. How are they going to do it? They’re going to become competent and confident, and they’re going to love it. That doesn’t sound right at all. Why would they love it? Nobody loves cold calling. You just said it as though it happens every day. It’s a breakthrough that does this, so it’s okay, because it’s a breakthrough. If it were something everybody knew about, that’d be no big deal, but it’s a breakthrough, so breakthrough could do this.
It’s like I’ve discovered a ball that bounces when you drop it, bounces higher than where you dropped it from. Well, you’d at least want to see it. You might not believe it, but you’re going to want to check it out. It’s like, “Really?” That’s what you’re looking for. Is that like, “Really?” What they’re going to do is say, “Well, Chris, I don’t get it. What are you talking about? Tell me more.” If you tell them more, you’re screwed, because you’ve basically thrown away the curiosity. You’ve given it away. You say something like, “Ty, we’ve learned the hard way that an ambush conversation like this isn’t a fair setting to talk about something this important. Are you a morning person? How’s your Wednesday?”
That style of cold call will not always yield a meeting, but where there’s resonance with potential value, there’s just enough there to get somebody curious. You insist on the meeting because you know it’s good for him, and you get a lot of meetings. You also get a lot of people that you can talk to next quarter and the next quarter and the next quarter, because the timing is rarely right. Eventually, it is right. Isn’t it better if they buy from you than the other guy? That’s how cold calling works, real modern cold calling.
Ty Crandall (22:33):
It really makes a ton of sense. Yeah. I mean, I never heard that kind of approach before either, but one of the fundamental problems she said is you only get in touch with two people, and then you talked about getting 30 calls. You’re incorporating technology. It’s not really your specialty. How are you doing that? What’s happening to help make it easier to reach more people faster, because it seems like that’s a huge barrier that’s got to be broken down for this to work?
Chris Beall (22:53):
It’s got to be. I mean, I wouldn’t be talking about any of this stuff if I weren’t at a company that provides a solution to that. Otherwise, it’d be like, here’s a great thing you can do in a conversation, and by the way, you can have two of them a day. It’d still be better than zero, but let’s face it, it’s hard to be great if you get to do something twice a day. If you get to do it 30 or 40 times a day, or even just take little moments that you have, say you’re a full-cycle sales rep and you only have 20 minutes here and 30 minutes there, it’d still be great to have five or six conversations, I mean, if you’re good enough.
We have this thing called ConnectAndSell. What it does is lets you essentially do two things. One is load a list of folks you want to talk to, so it lets you target. That’s easy. Any sort of dialer could do that. But then it lets you push a button whenever you want to talk to somebody, and it goes to work in the background dialing phone numbers. It has human beings that navigate phone systems for you, but never, ever, ever talk to your target. You just sit back and relax, pet the dog or work your email. That’d be a good idea or go work your social, maybe listen to a podcast. But when a target, somebody on your list, answers the phone, the ConnectAndSell system, including the people in it who are making it go, so the person responsible for that dial, caused that conversation to pop into your ear. You’re already on the phone, so you have a headset on, probably, and it’ll go, bloop, and it pops up on the screen.
Say I were on your list, you’d push the button. You go about doing whatever you’re going to do, pops up on the screen, and there’s a tone in your ear. It says, Chris Beall, CEO, ConnectAndSell. If we’ve spoken before, you’d have a little script, “Hey, Chris, we talked back on January 26. You said that you had to go out and watch the snowflakes fall, and you didn’t have time for conversation. Is now a better time?” Or it could be a cold call, and you’re going to open with, “Ty here from,” and then you’re going to go on from there. Whatever it is, to me, the guy receiving the call, it’s a perfectly normal phone call. For you, you just went from one hour of dialing and navigating phone systems to go to voicemail over and over, to a few minutes of waiting.
I’m looking, not sharing my screen, but I’m looking at my team right now who, of course, use our product. Here’s a guy, Steve Cooperman. Today, he’s used our system for three hours, 14 minutes and 24 seconds. He’s a top-of-funnel kind of guy. During that time he’s had 30 conversations. He set two meetings. He’s also sent 15 follow-up conversations, future opportunities to talk, somebody not on their calendar. When he’s pushed the button asking for a conversation, he’s waited for about three minutes and 54 seconds today, on average. When he’s talked to somebody, he’s had a 48-second conversation. Here’s what he didn’t do. He didn’t dial the phone, and navigate phone systems, and talk to gatekeepers, and hang up on voicemail 612 times. That’d be, I don’t know, two full weeks, I think, of dialing for most reps. That all happened in three hours and 14 minutes and 24 seconds. He’s happy. I told you, it makes him happy. He’s also competent and confident.
Ty Crandall (26:14):
It’s fantastic. I mean, it tracks everything. It tracks how many calls they’re making, how many appointments. Is all that tracking one CRN M-type system?
Chris Beall (26:24):
Yeah. It not only tracks it all, but it makes it happen. It does it for you. You do nothing. You just hit the button. Cooperman has talked to all those people today. Physically, the only work he’s done is to click this button 30 times over a three-hour period. His fingers aren’t worn to the bone. He’s not got bleeding stumps or something like that. He has got to keep himself ready to talk. He’s an expert at having conversations. It’s not just a top-of-funnel guy like that. I can look down into my full-cycle sales reps. Here’s a guy named John Jackson. John today has only found 13 minutes to use ConnectAndSell, 13 minutes. Now John is a mature guy. I’m 66, so he’s got a decade or more on me. He’s had three conversations today with decision-makers. He hasn’t set a meeting yet, but he had those three conversations. Those 47 dials would have cost them a whole day, so he didn’t do them. They were done for him in 13 minutes.
Jonti McLaren, our Senior Vice President of Sales and Marketing, he found somehow today 32 minutes and 30 seconds to use the system, had three conversations. Jonti is a bit of a head shooter. He gets you in his sights, you’re going to have a meeting. Sure enough, three meetings out of three conversations. He believes. You talk to Jonti, you’re going to take the meeting.
Ty Crandall (27:46):
This is really interesting. It’s got me thinking, too, about all the time that our reps spend on the phone. For everybody that wants to learn more, where should they go? What actions should they take to be able to learn more about effectively selling cold or selling through conversations and also, as well, incorporating technology to do it more efficiently?
Chris Beall (28:06):
Yeah. They can go to ConnectAndSell.com, ConnectAndSell, all one word, and ask for… It says for a demo. It’s not a demo at all. What we do is a free intensive test drive. It’s a full day of production for the whole team. Over at SADA Systems, Tony Safoian on his podcast once said they make tens of millions of pipeline during the free test drive. Test drive is mind-blowing. It’s fast. It’s furious. It’s fun, works great with remote teams. That’s really the way to learn more. Learn from experience. I can talk all day long, but my experience is my experience. Yours will be yours. We provide these free test drives. We’ll do, probably, 750 of them this year. That’s the best way to kind of experience the technology, to experience the speed. It is 10X. I’d say it’s like driving a Ferrari, but a Ferrari doesn’t go 700 miles an hour. It’d be like if you had one that went 700 miles an hour.
We also offer a thing called Flight School. It’s four sessions of blitz and coach. It’s so specific and precise that the first two-hour session, we only focus on coaching the first seven seconds of the conversation, but during that time, you’re making money. It’s training that makes money. It doesn’t cost money. That’s kind of interesting. Then you can go to my podcast, marketdominanceguys.com, all one word, marketdominanceguys. Corey Frank interviews me. I think we’re on episode 67 or something like that. We’ll do one or two this afternoon. It’s a cookbook on how to dominate markets by using conversations. Yeah, it does assume you can have more than two a day.
Ty Crandall (29:45):
Chris, I really appreciate you coming on with us today. This has been enlightening. Like I said, it’s got my wheels turning. I’m going to look more back into your integrations and technology and see what this could do for our organization. Thanks again, man, for coming on. This was very enlightening.
Chris Beall (29:58):
Absolutely, my pleasure time, Ty.
Ty Crandall (30:00):
Listen, if you’re watching this, more than likely you want to increase your sales this year. You want to make more money. What’s interesting is that Chris just outlined a lot of different things that I think are very important. First of all, a way to actually go in cold and the exact techniques and tactics to use to be able to get somebody to want to be on that call, interested, intrigued, and then actually take a next step. He even gave an example of one of his VP of Sales, 30 minutes, total time, and he’s already got three appointments booked on three calls. You can already tell the strategy he’s talking about works.
But most importantly, it’s about actually getting through. This is a huge problem a lot of us have nowadays, because these cell phone carriers, et cetera, are making it harder to get people on the phone. The harder it is to get somebody on the phone, the more time you’re manually dialing or your team is manually dialing to do so. This technology fixes that, period, point blank. It just fixes that, and it makes it so much easier to actually reach a large volume of people, which means more leads, which means more sales, which means dramatic increase to revenue.
Take a next step doing two things. Go to ConnectAndSell.com, a lot of great information, case studies, all the information you need to see if this works for you, and learn more about this kind of selling, and the technology that makes it easier. Make sure you check out marketdominanceguys.com, as well. Marketdominanceguys.com, that’ll get you right to the podcast where there’s a ton of other information that can effectively help you sell. If you can sell efficiently and effectively, then who knows, there’s no ceiling to what you can accomplish this year in revenue growth and profit. Make sure you visit ConnectAndSell.com and marketdominanceguys.com to learn more and to be able to come in and elevate your sales through conversations on demand, using cold calling, even warm calling, as well as technology to make it happen. Make sure you visit ConnectAndSell.com. Thanks, have a great day.
Speaker 1 (32:01):
You’ve been listening to The Business Credit and Financing Show with your host, Ty Crandall. Watch for our next episode to get even more insight on financing and growing your business. Don’t forget to check us out online at creditsuite.com for even more business growth strategies.
