Market Dominance Guys

You’re about to make a cold call, hoping to get a commitment out of your prospect. What are you feeling? A little trepidation, perhaps? As all salespeople know, that’s the fear of rejection. But have you ever considered that your prospect is feeling some fear too? It’s true: most prospective customers feel the fear of having to talk to an invisible stranger. That’s a lousy way to start a conversation with someone you’re wanting a commitment from. So, how do you, an invisible stranger, get your prospect, an unknown person, to go quickly from fear to trust, then from trust to curiosity, and, finally, from curiosity to commitment — all in about a half of a minute? And how do you do it so the call doesn’t end with a disappointing outcome? Chris, Corey, and today’s Market Dominance Guys’ guest, Oren Klaff, managing director of Intersection Capital, tackle this challenge with a discussion about trust and how to manufacture it, especially at the speed and scale necessary for startup founders to glean success — before their new venture runs out of money. Listen to the continuation of this passionate conversation: https://marketdominanceguys.com/e/why-cutting-to-the-chase-in-discovery-calls-fails/ ----more---- About Our Guest Oren Klaff is managing director of Intersection Capital, which provides training, management, and advisory services in the areas of technology banking, healthcare investment banking, and asset-backed securities. Oren is also the author of Pitch Anything and Flip the Script. Market Dominance Guys is brought to you by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (01:54): So, we're going to jump right in on the recording, because we got the great Oren Klaff. Oren, I am listening to Flip the Script. It is making me a little sick actually, when you come right down to... I'm getting a little ill because I keep going, "Oh, shit. I do that. And I didn't have a name for it. I'm such a dope." Oren Klaff (02:14): Yeah. It's funny. I get calls from guys at Goldman Sachs, and they'll go, "Hey, listen. Listen. That's a great book. Just want to tell you it's great. But we do that. You didn't invent that." But, it doesn't say I want to tell you about the things that I invented. Chris Beall (02:30): Right. [crosstalk 00:02:30]. Oren Klaff (02:30): All it says is you should do this, or well, you wrote it down good, we just didn't have time to write it down. Yeah, okay. Well, that's why you don't have a book. Chris Beall (02:39): I was just talking to a guy named Jared Robin, who started the thing called RevGenius, and they have a thing called the Outbound Club. So we signed up to sponsor it, and we're going to provide unlimited ConnectAndSell to the participants. And we're making an e-sport out of cold call. And your e-sports story with the sniper was what I just finished listening to. And I said, "Look, dude, what we're going to do is we'll make an e-sport out of this. We're going to give Mark Cuban a call. He's an e-sports guy. I'm going to say finally, an e-sport for business." Oren Klaff (03:08): That's awesome. Yeah. Chris Beall (03:09): It's time [crosstalk 00:03:10]. Oren Klaff (03:10): That is awesome. Man, I wish I was smart. Corey Frank (03:13): Yeah, yeah, yeah. I'm the Paul Shaffer, the perpetual Ed McMahon, Andy Richter. On this couch today, as I was preparing for this to finally get two of my good friends, two of my good mentors in one virtual room at the same time, I was telling Oren earlier, about 90% of the soundbites and riffs that I've used over the last couple of years I think has come from one or both of your sources, and the tank is running low. So this is a purely selfish endeavor to fill that tank and to shamelessly steal all this information, [crosstalk 00:03:48]- Oren Klaff (03:48): Oh r

Every single thing that happens in sales is about learning — on both parties’ parts — and this includes presenting and discussing value metrics with prospects and with customers who are up for renewal. What works best? Adopting an attitude of rampant optimism or one of friendly skepticism? Should the value metrics you present be the same, or should they vary when you’re talking with inbound prospects versus outbound prospects? Is it most effective to emphasize only one appealing value, or is it better to trot out several beneficial metrics? In this third Market Dominance Guys’ conversation between Chris, Corey, and Mike Genstil, co-founder and CEO of VisualizeROI, this trio of experts discusses how to price your company’s offering, how to handle discount requests, and what to do about a prospect’s fixed-budget limitations. Most importantly, they delve into the reality of what happens when you have successfully convinced a prospect of the value of your offering — to the extent that he is now a champion of your product or service — but when he carries your banner back to his company, he is faced with a bunch of skeptics who haven’t had the benefit of hearing your pitch. Since 98.3% of all sales decisions are fought internally, you’ll want to hear the strategy Chris, Corey, and Mike suggest for arming your prospect with the value metrics that will help him win that battle. ----more---- About Our Guest Mike Genstil is co-founder and CEO of VisualizeROI, an innovative company that enables B2B sales and marketing professionals to easily create and share visually compelling value propositions with prospects and clients. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (02:19): Every single thing that happens in sales, up to the point where somebody signs a contract, is learning on the part of both parties, every single thing. And so the only question up until the point where you sign a contract is, is it worth making the time investment to continue to learn together? And pessimism is a wonderful tool at that point because saying, "I don't know what's going to happen. I don't know what this is worth," it's actually more than pessimism. It's a kind of, I'll call it, friendly skepticism. You've heard me so famous or world famous Intensive Test Drive a few times. Right, Corey? Corey Frank (02:57): Of course. Chris Beall (02:58): And what do I say? I say, "I have no idea whether having a bunch more conversations is going to make any sense in your business at all. I have no idea." And I'm being honest. I too have no idea. It could be great. It could make you seasick. I don't know. I don't know, but it's pretty low cost. It's kind of like a zero-cost option for you, a little bit of time. It sometimes produces actual business value. Every once in a while it's a lottery ticket that pays off as Tony Sephonian said on his podcast when I was a guest. We made tens of millions of dollars during our test drive. Okay? So maybe, but you know what I'm selling? I'm selling, "I don't know." And you know what my reps have a hard time selling? I don't know. They have a hard time saying, "I don't know," because they want to be the rep that says, "It's going to be great. It's going to be awesome. It's going to be huge. You're going to have a..." It could be that, whatever, right? I tell you what, it's a lot easier to sell I don't know and stand behind it than to sell huge. Now, at some point they sign a contract. The beauty then is it's reduced to numbers. And now you're at the point of saying, "Okay, we're not just learning anymore. We're exchanging dollars. Dollars are going to change hands here." So somebody's got to put their career on the line to go get those dollars. So think about that person. How much of their career? Very much of it. We had a situati

As a follow-up to the recent Market Dominance Guys’ podcast, “Vanity, Vanity, Thy Name Is Value Metrics,” Chris and Corey continue here with part two of their conversation with Mike Genstil, co-founder and CEO of VisualizeROI. Mike and Chris share their insights into value metrics and how to construct and present statements about value propositions and returns on investment. These market dominance experts explain that it’s all dependent upon the job title of the customer rep being addressed, as well as where in the sales cycle you are with that company. Is risk mitigation the most appropriate metric? Is it perhaps better to talk about productivity gains? Or would a statement regarding cost savings be more enticing as a promised ROI? And, as Corey asks, whose job is it to craft the appropriate statement for the value prop or ROI? ----more---- Mike cautions listeners about the importance of being careful in the representation of value when talking to a prospect or customer, because it’s necessary that the stated ROI be credible. He then gives examples of formulas for determining what you should charge a customer by relating it to the amount that company will gain by using your product or service. As with all Market Dominance Guys’ podcasts, you’ll find this sales-related topic both enlightening and helpful in your quest to dominate YOUR market! About Our Guest Mike Genstil is co-founder and CEO of VisualizeROI, an innovative company that enables B2B sales and marketing professionals to easily create and share visually compelling value propositions with prospects and clients. The complete transcript of this episode is below: Corey Frank (02:07): Welcome to a part two edition of the Market Dominance Guys with Corey Frank and the sage of sales, Chris Beall. I am not on camera today to save precious bandwidth because I would not want to have any iota of bytes or exabytes or terabytes wasted on looking at me when we have Mike and Chris, these two experts here where I'm going to try to get out of the way as much as possible. Last time, I think in part one of our exercise with Mike Genstil hear from VisualizeROI, we were talking a little about a lot of vanity metrics that big dumb sales farm animals like me use to try to justify or dazzle their board with how we're doing in sales. Certainly was a important episode, you should go back to the listen to in part one, but part two I thought, when we kick it off today gentlemen, let's talk a little bit about how that spark happens between sales reps and actually the prospect when we are in the language, we are right in the heat of battle so to speak of trying to communicate ROI during the sales process. Oftentimes we'll talk about features and benefits and things of that nature of course, but how do we in a VisualizeROI world, they talk about justifiably earning Mike, the available budget and this value-based messaging that you talked about so eloquently in part one, how do you communicate that? How do you go beyond just a traditional budget type of conversation to paint a picture of how or why the ROI occurs? I think that would be a good place to start as we enter into the next episode of the Markets Dominance Guys here. Good to have you again Mike. Mike Genstil (03:50): Thanks Corey. We tend to help organizations who are trying to engage buyers around value. Think about four buckets of value, hard cost savings, revenue acceleration, productivity gains and risk mitigation and every buyer that you engage with, if they're truly interested in your service or solution, they will have to create a business case internally that will touch on at least one of those points and often it's several. The favorite one for buyers and sellers is hard cost savings, meaning you're spending X with this certain vendor today and you're spending Y with another vendor. If you shift that spend to us, you'll actually be able to save costs and that's dollars back in your pocket and the CFO will appreciate that argument as well as the advocate that you're selling to. You go down the line, most B2B organizations are selling something that gets productivity gains and productivity gains are a little bit tricky to quantify the value of, because you get a lot of hours back for people avoiding certain activities. What are those hours worth and it's hard to quantify that sometimes depending on what those people do. For salespeople, if you get hours back from routine tasks, well, theoretically that's more time spent selling, which allows them to actually achieve their quotas more effectively. You could say those productivity gains equate to incremental revenue booked and that's going to appeal to every VP of sales, as well as CFO and CEO in that buyer decision-making unit. The next one is risk mitigation and so you've got every organization is making certain amount of mistakes, both in their internal accounting, internal processes as well as the product and services they offer to their customers. Everybody

Change is the obvious hallmark of the current pandemic. And, as most of us know, change rewards innovation and punishes those who stand pat on tradition. This is especially true in the winner-takes-all world of sales. Most people believe that true innovation springs from the use of technology. But is innovation mostly about taking a technological product or service and then marketing and promoting it to the stage called “user adoption” — or even to the more desirable stage that we’ll call “user embrace”? Or should innovation be more cultural than technical? Join Chris as he makes the case for pursuing innovation during the pandemic and talks about the difference between strategy and tactics during this pursuit. Chris is joined by his friend, Gerhard Gschwandtner, founder and CEO of Selling Power, Inc., as they discuss the role of empathy in sales and its importance as a leadership tool. ----more---- About Our Guest Gerhard Gschwandtner is founder and CEO of Selling Power, Inc., a multi-channel media company that produces Selling Power magazine, the leading periodical for sales managers and sales VPs since 1981, and conducts Sales 3.0 conferences, which provide sales leaders with strategic insight and best practices for improving sales performance and revenue growth. The complete transcript of this episode is below: Chris Beall (01:43): I'd like to talk about something that frankly I stole from my fiance, Helen Vannucci, she had spent a lot of time researching what turns out, I think to be the big question in the world of sales, which is sales culture. And she was looking at it from a digital transformation kind of viewpoint and discovered that culture was really the issue that needed to be addressed around digital transformation, much more than technology. I wanted to know is it possible for innovation, doing new things and valuable things in a pandemic to coexist? Just to remind us all, sales is a winner take all business. That's kind of all there is to it. Sales is peculiar in that regard. So marketing's not like that for instance, it's not winner take all. In fact, it's really hard to tell in marketing who the winner is. Every once in a while, something happens that's so spectacular in terms of an advertising campaign, as Gerhard referred to the 66 million ads that... Facebook ads that the Trump campaign used in 2016. I'd say that was a winner take all situation, but it didn't show purely in the marketing. You have to go tear it apart there. Certainly in research and development, product development, it's not winner take all at all. Products come and products go, there were a brilliant products that hit product market fit at least for a while and in a marvelous way. But in sales deal by deal by deal, there's only one winner. And I think that puts a huge amount of pressure on innovation because there's only two situations you're in. You're in a situation where you just won the last deal, in which case your inclination will be to continue to do whatever you did before. Whatever you think got you there, might not be what got you there, but it's what you think got you there. And that works against innovation. How can you innovate against success? And yet in the case of failure, we tend to either cast about, try one thing, try another thing, another thing, another thing which also gets in the way of innovation or we kind of hunker down. And I think in the pandemic, there was a lot of hunkering down. There was a lot of Fox holing. Let's go and get in the foxhole, we seem not to be winning. So let's just kind of banker fires and do nothing. And the problem is that change when it happens, demands innovation. That is, if you don't innovate, you're actually going backwards in a changing world. And here's what the pandemic looks like in a changing world. This is a 20 cows that didn't get out of the way of a high-speed train. A high speed train is a pretty good metaphor for what just hit us all in March and April of this year. And I think people are finding out that the high speed train is continuing to be a high speed train. It hasn't really slowed down. And being a cow who didn't get out of the way of that train for any of you who know the weird Al Yankovic song Albuquerque, he refers to us. I think his mother is looking at him like a cow looks at an oncoming train for a certain part of the song. Well, you don't want to be the cow looking at the oncoming train. You've got to innovate, but in which direction to get off the tracks, to the left? To the right? Go into the bushes? Do you jump up in the air? What do you actually do? One thing, you know, you cannot do and you must not do is stand Pat. But what do you do? I mean, what's a positive way of looking at innovation. There's a tough picture to look up by the way I was a vegan for quite a while. And I used to raise cows too. So what can I say? This didn't work out well for these cows. You don't want to be one of these cows. You want to move in some direction that

In the modern SaaS economy, adoption metrics abound. Sure – they measure something that VC investors care about, and sometimes something that product recommenders and even decision-makers want to track. But does adoption speak to business impact? One thing for sure: when it comes to business impact, adoption metrics are pure vanity. A business doesn’t measure return on investment by asking how much time its employees are spending as “users.” Horror stories abound of products that suck up time due to their own internal inefficiencies, sending employees on wild goose chases to figure out what to put in that so-called “required field,” or how to coax a shiny new SaaS product into spitting out a coherent report on what it did for you — or, more likely, what you did for it. At its worst, a focus on adoption invites corruption, as the SaaS vendor needs to make a claim that their goodness is spreading throughout your organization and the buying committee needs to justify, and feel good about, their purchase. ----more---- Join Chris and Corey as they talk with Mike Genstil, co-founder and CEO of VisualizeROI, and analyze the practices and dilemmas of determining adoption, the difference between theoretical value and harvestable value, what a QPR has to do with renewal, and the role of a VP of Value. About Our Guest Mike Genstil is co-founder and CEO of VisualizeROI, an innovative company that enables B2B sales and marketing professionals to easily create and share visually compelling value propositions with prospects and clients. The complete transcript of this episode is below: Corey Frank (02:07): Well, here we are altogether for another episode of the Market Dominance Guys with Chris Beall, the Sage of Sales, and Corey Frank. Chris, as you know, we don't have guests on too often, but we seem to be saying that more and more often that we don't have guests on often. But we just keep running into so many interesting folks, smart folks, that we want to get on the air. Some of the information, some of our conversations that we've had are just too powerful to have just in our little own Zoom world. Chris, we want to certainly welcome our newest, oldest friend here, Mike Gentsil, CEO of VisualizeROI. Is that the name of the company? Is that the tool? Is that a little bit of both, Mike? Mike Gentsil (02:44): VisualizeROI is the application that our company sells. Yes, that's the name of how we market ourselves. Corey Frank (02:49): Well, fantastic. Well, welcome to the Market Dominance Guys. Chris, how about you tell our audience a little bit about how you came across Mike. Especially in our topic today, which I think is so captivating, which is customer success and customer adoption. And some of the flypaper, and stickiness that we all as sales leaders are trying to get at, and some of these vanity metrics, as we talked about that people chase. But yeah, let's talk a little bit about how you tripped over Mike, and why he's such a pertinent guest for us here at the Market Dominance Guys. Chris Beall (03:21): Sure. Absolutely, Corey and welcome, Mike. This is going to be fun. Mike and I ran into each other a few years ago, right? Three years ago, something like that? Mike Gentsil (03:28): Yeah. Chris Beall (03:29): And started working together with us as a client of VisualizeROI, to figure out how we can take our test drives and turn them into ROI-centric case studies. And we do hundreds and hundreds of test drives every year. I've been frustrated through the years with our lack of, shall we say, sophistication and compelling presentation of the value and the return on investment for our customers. Now, their investment in the test drive, of course, is just three or four hours of their people's time. Nobody pays for our test drives, but still you want to be able to show business impact. And our conversation has evolved over the years to be much more about this big question of the business impact of what you buy in business, and measuring it, and making it abundantly clear. Both from the vendor's perspective, they'd love to be seen as having big impact, but primarily from the customers' perspective. We were just having a discussion the other day about this. Mike and his team were taking what we call our attribution report, which is a lame name for what did you get out of all that ConnectAndSell you bought, right? How much pipeline value did you generate? How much directly, how much indirectly, and how much kind of, maybe, sort of? We shipped off some data to them. His team put together something that was just awesome that allows for an interactive QBR. We started talking about what is the role of the QBR? What does it all mean with regard to renewal? Mike said something to me right as we were wrapping up, which was, he said it kind of hesitantly. He says, "I'm not a hundred percent fond of the adoption metrics that people use," and I just jumped out of my skin and I said, "I hate them. I think they're corrupting. I think

In the last two podcasts, When Operational Excellence Hits a 9-Foot Wall and Myths and Misconceptions of the Cold-Calling World, Chris, Corey, and Valerie Schlitt, CEO and founder of VSA, have been discussing various aspects of striving for operational excellence. In this third and final podcast on the subject, these three sales experts turn to the topic of coaching. Listen to what they have to say about how coaching works best — and the challenge of doing it in today’s work-from-home world. Valerie explains that what she misses is the way coaching worked before COVID, when she and her team were in the same office, with many of them calling on the same program. And they would sit next to each other, and listen to each other, and hear what went well on each other’s calls, and then copy it. This passive coaching among co-workers isn’t available now. And though active coaching by management isn’t impossible right now, it has to be done in a different way. ----more---- In the past, using ConnectAndSell, Valerie’s team at VSA listened to call recordings together and then dissected calls as a team in order to teach and learn what works and what doesn’t when cold calling. Like so many aspects of working from home, coaching is so much more difficult when your team members are scattered across town. As with most Market Dominance Guys’ podcasts, the conversation often wanders into related areas of sales. Hear what these three have to say about the often-misaligned purposes and practices of two related departments — Sales and Marketing. And then listen while Chris suggests a cure for the misalignment. Yep. You’re going to want to hear this! About Our Guest Valerie Schlitt is the founder, owner, and CEO of VSA, a B2B call center that helps clients generate leads and produce new business. Valerie also heads up the Philadelphia chapter of AA-ISP. The complete transcript of this episode is below: Corey Frank (02:25): Empathy as Chris and I talked about in many, many episodes of how it could be taught. Could it be beaten out of you? Can I take a pill? But how can you create that or engender that in a conversation with a stranger? And we don't have many tools at our disposal, right? We have our tone, we have our pace, we have our reflection, we have our intonation, or we have our pauses. And the right combination of that, like a good musical selection of notes. You can't just go to the waltz and say, "Give me a G, give me a B flat, give me an E and let me just throw it together." You got to kind of play around with it. And I think as Chris has said with his new keyboard here, sometimes you just going to just play, and then flow and then pretty soon you have a nice harmony and a nice melody and before you know it, "what do you plan?" "Well, I'm just playing my own thing." But it sounds like it's something. "Who wrote that?" "I did. I'm just meandering on the keyboard." But it sounds like something. And sometimes the trained ear, right? Can hear that more than a newer rep and we need that power of that coaching to say, "Wait right there, that stammer that you incorporated, that's the right level of empathy and aw shucks and toe in the sand and vulnerability. That's what we want. Now do it another 25 times today. And make it sound like it's the first time he ever did it." And that's what's challenging, but that's what's fun if just like a good Broadway actor, knowing their farewell performance in cats has to be just... And hit the marks as they're opening performance of cats on Broadway three years earlier. Valerie Schlitt (04:02): That's true. Chris Beall (04:03): Yeah, Valerie how do you guys coach? I just heard somebody who has listened to a webinar this morning. I had to get over a bias that I have. I'm working on this bias, which is the modern way of speaking, especially the way that imitates California speech in which everything is a question and we can't say anything definite. Corey Frank (04:25): Upspeak. Chris Beall (04:25): I'll keep asking one question after another. And we use the word like a lot, because we don't want to say something is, but we can kind of say it's like, and so if we say like seven times in a sentence and then we sound really uncertain, then we're not offending anybody and everything's fine. Well, I'm sure I'm caricaturing a perfectly legitimate way of speaking that I'm just uncomfortable with and then it makes me think that somebody doesn't want to stand behind what they're saying. And so I was listening to this this morning and the substantive part was that only 20% of managers and sales do any coaching whatsoever. Now I believe the number is above 3%. Actually. I'll be completely Frank. I think almost nobody, coaches almost never so to speak and they think they're coaching, but what they're really doing is just holding a conversation at the end of the week, in order to say how they used to do it back in the day when they were rough and tough. And maybe they'll listen to something or whatever,

Chris and Corey continue their discussion with Valerie Schlitt, CEO and founder of VSA, which began with the Market Dominance Guys’ podcast, When Operational Excellence Meets a 9-Foot Wall. Making another observation about operational excellence, Chris begins this session with the statement, “A big part of operational excellence is recognizing that you don’t always have the resources that you need to get the job done perfectly — or even well.” Valerie thrives on solving problems just like this one and is adept at addressing problems in unique ways. Together these three sales experts tackle the issues of maintaining operational excellence while running a business — either before or during a pandemic. ----more---- As their discussion progresses, they debunk several myths about the best way to plan a cold-calling campaign, they tear apart the misconception of how much time it takes to onboard a sales rep, and they share some of the unexpected employment backgrounds that have made for the most effective BDRs. Always intelligent, often irreverent, Chris, Corey, and Valerie delve into what works — and what doesn’t — in the world of sales. You won’t want to miss their insights! About Our Guest Valerie Schlitt is the founder, owner, and CEO of VSA, a B2B call center that helps clients generate leads and produce new business. Valerie also heads up the Philadelphia chapter of AA-ISP. The complete transcript of this episode is below: Chris Beall (01:48): I think a big part of operational excellence is recognizing that you don't always have the resources that you need to get the job done perfectly or even well and sometimes you just have to guess. And if you don't have a formal process for entering guessing mode and then doing the guess and then treating the guess as a fact, I think it's really hard to do. And I think it's a distinguishing feature among operationally excellent leaders, is that they know that they're the guesser and when it's time to guess, they're upfront about the fact that they're guessing. Corey Frank (02:26): So would you say Chris that all most operational mandates, operational posits, facts today have its origin story in a guess yesterday? Chris Beall (02:39): Usually yes. And COVID's a great example. When COVID hit, we were suddenly all out of time and didn't have very much information. How did we know we were out of a time because we could ask our CFOs when we're going to run out of money? Corey Frank (02:52): That's right. Chris Beall (02:55): That was the March 22nd question this year. You got to the CFO and you say, okay, so in scenario number bad, right, where all of our customers can't pay us, 22 million people die. When do we run out of money? And then you can reason your way to all sorts of stuff but you don't have enough information to tell you what to do and so you take a guess. And you got to do it fast, the brick's been thrown at your head. I mean, COVID was a pretty quick little brick. And so we guess. And I think that's where the great stuff tends to come from because when we're doing what we know how to do, we're doing what we already did. So it's not comforting. It's not comfy at all. I mean, the people often ask me, what's the deal with leadership? Aren't you the leader if people following you? And I would say, not if they're just following you on a trip to the ice cream store. No. You got to be crossing the freeway with the busy traffic and in the dark with a dog chasing you. Then you find out if you're a leader. If they follow you then, maybe. Announcer (04:11): Let's talk about that operational excellence theme about guessing, right, in terms of Valerie at VSA, right. It's a top of funnel firm and you talk about... Chris that should we do everything as a leader, as a CEO, as a VP of sales, as a sales manager? And certainly Valerie, a company like yours and Chris, certainly a weapon like ConnectAndSell, right, are two such vehicles where... I've got across this little chasm here, I've got to... I'm faced with this nine foot wall. Do I want to go down? Do I want to just stick with mountains or do I already have a predictable pathway? You chose to go the path not traveled, right, the way not mapped yet. So Valerie, from an operational perspective, when somebody lands at your doorstep as a VP of sales, what do they... Say Valerie I need help. I cannot do X anymore. I've reached the limit of my potential with my team and why? I don't want to hire any more folks. I want to try this new particular market. I want to test some new messaging. What state do you find a lot of the folks emotionally when they arrive at your doorstep whether to engage in VSA or not? Valerie Schlitt (05:29): As you probably know they arrive in all different states, but I would say the most common state is they know they have a problem, they don't want to or have any idea how to fix it and they have hope. They are optimistic and we've developed trust. So from there... I mean, obviously what we do in helping p

Operational excellence is achieved when every member of an organization can see the flow of value to the customer and fix that flow before it breaks down. But as a manager of people, you know that this isn’t an easy goal to achieve — especially if your team members are now working from home instead of working together in one building. As Chris explains in a story about his experience mountain climbing and running up against a 9-foot tall stretch of wall, “We make a great plan — and then we run into that blank wall. The COVID pandemic is an example of that wall.” In this podcast, Chris and Corey have a conversation with Valerie Schlitt, founder and CEO of VSA, about what to do with the problems this wall has created for her team members and those of her clients. Valerie holds a Wharton MBA and has 19 years of experience directing a great team of her own who use their skills to help VSA’s customers develop their businesses. “Collaborating with people is one of the biggest sources of ways to solve problems,” Valerie explains. But with the work-from-home movement, how can you maintain that same group problem-solving? ----more---- In talking with Valerie, Chris and Corey ask for her expertise and share their own experiences in managing these challenges: How do you motivate your team to rally around a radical decision? How do you get everyone on your team to recognize the value of the expertise and talent of the other team members? How do you help your team members see where they themselves are deficient and then learn to bolster that with other people’s talents? How do you encourage everyone on your team to respect other team members when people are so different? How does self-importance get in the way of operational excellence? As usual, Chris and Corey create an atmosphere of camaraderie with their podcast guests. You’ll enjoy the flow of conversation and the information these three experts share. About Our Guest Valerie Schlitt is the founder, owner, and CEO of VSA, a B2B call center that helps clients generate leads and produce new business. Valerie also heads up the Philadelphia chapter of AA-ISP. The complete transcript of this episode is below: Corey Frank (00:34): So today, we have Valerie Schlitt from VSA Prospecting. Valerie, it was great to lasso you or corral you into this. As Chris and I say, we don't have guests often, but when we do, it's truly a hostage situation. So, you will develop the Stockholm syndrome probably within 15, 20 minutes of talking with us. And so your hours to glean all this nectar of wisdom here, especially the topic today, which is operational excellence, which you're the perfect person. We have a Wharton MBA, right, Valerie? Valerie Schlitt (00:34): Yep. Corey Frank (01:05): You went in Wharton. So, I'm the lowest IQ person on this phone call by a great factor and... Valerie Schlitt (01:11): Not really sure about that but... Corey Frank (01:13): ...And then before that you were at KPMG. Valerie Schlitt (01:15): Mm-hmm (affirmative). Corey Frank (01:15): So, impressive. How do you manage these type of wicked smart kind of guests here where we're talking about operational excellence. Valerie falls from the sky from VSA, one of the top of funnel firms in the country, been around for about 19 years right, Valerie? Valerie Schlitt (01:30): Mm-hmm (affirmative). Yup. Corey Frank (01:31): And the perfect person to talk and to be Chris's foil here as we talk about operational excellence and with that, welcome Valerie. Great to have you at the moment. Valerie Schlitt (01:41): Oh, it's lovely to be here. It's great. Thank you both. So I'll tell you exactly how I got started. Corey Frank (01:46): No. That's the origin story [inaudible 00:01:47] Valerie Schlitt (01:48): So I have this Wharton MBA, as you know, and I really thought I was going to be a corporate person my whole life. I was climbing the ladder. Here I was, several different companies, marketing management, and consulting. And then I found myself laid off in 2001 during that downturn. And I decided to venture off and do my own thing. But unlike everything I learned at Wharton or at consulting or in marketing, I had no business plan, no Rolodex, no funding, no nothing. I sat in my family room. I met some people. They asked me if I could do something and honestly, I discovered this is my modus operandi in everything I do, I'm responding to what I say the market needs. And that's how I started to VSA, just responding to one request after another and building up our client base that way. And we've done a lot of twists and turns along the way and now we're in a group. Corey Frank (02:41): That's fantastic. Fantastic. So the thought of actually using the phone to create conversations at scale. Valerie Schlitt (02:48): Yeah. Corey Frank (02:49): What a crappy business idea. Right, Chris? [inaudible 00:02:51] Valerie Schlitt (02:52): Honestly, I often say, "Who ever thought of this business?" But I love it. It's real. It's great. It

When we’re performing in the presence of someone we know to be more expert than we are, our performance usually suffers. In the world of sales, managers often put this pressure on salespeople, although often unwittingly. They may approach their sales rep with every intention of being a helpful coach, but too often they slip into the role of a critical evaluator instead. And as soon as a salesperson thinks they’re being evaluated, fear sets in — their stomach sinks, their voice tightens up, their intended flow of words gets backed up — and there goes their normal, relaxed performance. In this podcast, Chris talks with Susan Finch, president of Funnel Radio, on this topic and then segues into the benefits of how a mutually beneficial relationship between members of the company’s team (sales, research, engineering/manufacturing, customer support) creates the best possible means of serving customers. Chris and Susan then discuss how showing appreciation and respect for the behind-the-scenes team members keeps those people from feeling invisible, motivates them to perform better, and to willingly offer support to the people on the front line. Join Chris and Susan for another relaxed, entertaining, and informative Market Dominance Guys podcast as they explore what works and what doesn’t when managing salespeople and dominating your market. ----more---- The complete transcript of this episode is below: Chris Beall (01:54): Sales is a game ultimately of dissonance and irony, ultimately of dissonance and irony. There's very little of it where you get to play it straight up because you're operating in the field of other people's emotions and their factual vulnerability. They are vulnerable to you if they let you begin to pitch them, and so there's resistance, "psychological reactance" is generally what it's called, and they can't help it. Then if you respond to that by being offended that they're rejecting you by raising an objection, you're toast. Jeb Blount wrote a whole book on this called Objections. Here's the book. I mean, it's a brilliant book. Don't take my synopsis and say, "I've read the book," but here's the book. Inside, we hear objections, which are reasonable things for people to say in their circumstance, as rejection, and rejection is the toughest thing that happens to us because it creates embarrassment for us. How we handle hearing an objection and dealing with our inevitable emotional response internally that it's rejection is the key to handling the hard part of sales, which is what to do when they say no and they don't mean it. What do you do when they say no, but that's not what they mean, because you can't say, "You didn't mean that"? What do you do? Jeb makes this point, which is you do a thing called "ledging." I'm an old climber, as you know. My game growing up was rock-climbing and mountaineering and a ledge, when I just heard the word for this first time, "ledging," a ledge is a safe place. Ledges are where you sit and belay, they're where you sleep, and they're where you don't need handholds anymore. When you're climbing, sometimes you can go through extended periods of time where one hand or the other must be very active on the rock holding on, or else bad things happen, right? For certain kinds of climbs that can get worse than others. It's always a game where you can't make an awful lot of mistakes. It's kind of a tense game. A ledge is where you can relax and that's his point. How do you ledge? You just have to have a word or phrase that you say out loud at that point that tells you that you've had the reaction of rejection to an objection so that you can have a little bit of time to regain your equilibrium, assess the situation, categorize the objection, and know what kinds of things you might want to be addressing at that point. My ledge is the word "fantastic," so when somebody calls me and says, "Our number nine production system just went down for the second time this week," I say, "Fantastic," because that feels like rejection by the system to me. It's like, "Oh, man, did it go down? Our users need it. It's down. That's not a good thing." I feel bad on the inside, so I go to my ledge and my ledge is the word "fantastic." It sounds good to me, "fantastic." I love the way it sounds. It's poetic. It's three syllables, it's like a little haiku: "Fantastic!" It's real easy to say with an exclamation point on the end and not be sarcastic. Susan Finch (05:24): But that is the key, too: It takes practice. Chris Beall (05:32): Yes. Everything takes practice. That takes a lot. You golfers know this, right? The hard thing in golf is not hitting the shot that you know is your weakness when trouble is on the side that you tend to go, so all of us have a tendency to either hit the ball left or hit the ball right. There's nobody who has a tendency to hit it down the middle. That doesn't exist, even the great golfers. "My miss," it's referred to as "my miss." My miss is a hard hook and it goes

The pandemic has certainly shown the general public that scarcity or abundance of products can have an effect on people’s emotions. Scarcity increases desire — whether you desperately need the product or not. Abundance decreases desire, because there’s plenty of what you might need in the future. This is true for the sales process too. When you know that you’re going to have another conversation with a prospect, then you can relax during the initial conversation. The tension will disappear from your voice, because you’re not pushing for the sale: you know you have another chance at a future date, and you can relax while you gather information and begin establishing trust with your prospect. There’s no need to hang on and desperately keep the call going; you set up an appointment for the next conversation, and then you end the call. In other words, you “make yourself scarce.” And right there, you’ve introduced the element of scarcity to your prospect’s emotions and, in doing so, increased their desire for more information about what your company offers. ----more---- Join Chris and Susan Finch of Funnel Radio as they explore this yin-yang of scarcity and abundance, and then let you in on the biggest sin in sales. You won’t want to miss this! This episode of Market Dominance Guys is brought to you by ConnectAndSell ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. The complete transcript of this episode is below: Susan Finch (00:22): Hey everybody, you don't usually see me here. I'm Susan Finch. I'm usually the host on a couple of other shows, but I also help produce the Market Dominance Guys. And Chris Beall And I had this wonderful conversation that we did not hit the recording button on, about scarcity and abundance. And he said, "Hey, let's just make this into a podcast." So we're going to get going here. And we're going to be talking about scarcity and abundance and how it affects demand for what we offer in products and services. Now we know that scarcity falls into three distinctive categories, demand-induced, supply-induced, and structural. And demand-induced scarcity happens when the demand of a resource increases and the supply stays the same. And I think it's one of the most common versions of scarcity that we deal with in sales. And, Chris, I ain't even going to even ask you to talk about when it's totally manufactured, wholly unnecessary, because you told me that whiskey story yesterday, and we're going to dive into that. So, Chris Beall, enlightened us. Let's have this conversation. Chris Beall (01:42): Well, nothing is more enlightening than talking scarcity and whiskey at the same time. I bet there's a lot of folks who can relate to that at this very minute. And they're probably thinking, "I'm feeling a little scarcity on the whiskey front right now." And that story by the way, it is an example of brilliantly manufactured scarcity. I think everybody in sales, at the margin manufactures a little bit of scarcity, either you're busy and you can't meet with somebody. All the really good sellers are always busy, and they're busy, whether they're busy or not busy, right? Because folks feel better, quite frankly, when they feel like they're getting something that not everybody is getting. And so scarcity is correlated positively with desirability. And at the margin, of course, we all have got to use little clues in the environment to tell us what's desirable. We may have calculated or thought through our situation. And we said, "Well, we really need a product that does X, Y, and Z. It's got to have this feature and this capabilities, performance characteristics and this cost." But really what we do is we go, "Well, wait a minute. You mean I can't have that one? I want that." I mean, that's actually what we do on the inside. And we do it all the time. We do it all the time in life. By the way, the whiskey story is about the Blanton's and it's for bourbon drinkers, for people who care about this. And what they've done is super smart. So every bottle of the Blanton's... They're these attractively-shaped bulbous bottles, they come in a bag, but it's not like a fru-fru bag, it's just a bag that looks nice. And the cork is attached to a little figurine of a horse, and a jockey riding the horse. And when you first see it, it's just a horse and jockey. And then you look more closely and you see two things. One is, if you get a second bottle, the horse might be in a different position, one horses at a trot or a

Can your prospects smell your “commission breath”? Is your eagerness to set the appointment or reach for the deal keeping you from gleaning the information you need from your conversations with prospects? There is a danger that comes with expertise. When you are a true beginner, your mind is empty and open. You are willing to learn and consider all pieces of information. As you develop expertise, however, your mind naturally becomes more closed. As a salesperson, you might have a preconceived notion that you know where a cold call is heading. Rejectionville again! And this makes you less open to discovering new information, less likely to hear your prospect’s confession about his business or job or a problem you might solve. Your expectations are not immediately met, and you get that sense of doom that this call is a waste of your time. What can save you from that out-on-a-ledge, sales-related fear of impending doom? Shoshin, a Zen Buddhism concept that means “beginner’s mind.” Chris, Corey, and Jake Housdon discuss how employing the curiosity mindset of Shoshin (“I know nothing. Tell me about your experience.”) allows you to take ahold of your emotions, lead your prospect back into having a conversation, and put you back on the road to discovery. ----more---- About Our Guest Jake Housdon is CEO and co-founder of SDR League, the world's first esports league for salespeople. The complete transcript of this episode is below: Chris Beall (02:09): Yeah, Jeb Blount always... He always says that the biggest problem that we all have in sales, and he wrote a whole book about it, Sales EQ, is that we don't understand our own emotions and therefore have ways of... I'll call it managing, but I don't mean it in a controlling kind of sense. The ability to remain detached while executing precisely and with energy. And it's a tricky business in everything, though. I mean, I'm an old rock climber mountaineer. And how can you be detached, especially doing some of the games that I used to do, which did not involve a rope. I'm not saying I'm a smart person, right? I'm just telling you the truth. Corey, you know the Praying Monk, right? Corey Frank (02:51): Yes. Chris Beall (02:51): On Camel's Head, on Camelback Mountain. And I remember having this experience once at about 6:30 in the morning where I was free soloing. A very easy climb. I had to go up to the top of the Praying Monk, but it's got a lot of exposure. Exposure means how far you fall before you hit. And the exposure on that climb, it looks like you're going to fall into somebody's swimming pool, about 600 feet below you on the first move. So you come out of this little cave, tunnel, and you traverse right onto the face, and then you kind of get yourself situated, and it's a really easy climb. It's really easy. It's just a long ways down. And to do it, unroped at dawn, when the sun is just taking up as a kind of lonely and kind of special feeling, right? So I was up there doing that one Saturday morning, and I get up about halfway up the climb, and there's a little old mudstone flake there. That's got a hole in it, and you can move it with your finger. You can actually pull on it, and it'll wiggle, and you're going to have to actually use it, not use it at the same time. So it's a very delicate sort of operation. And suddenly, I hear a noise. Totally unexpected noise, an industrial noise, and it's getting louder and louder and louder. What did I need to do? It's just like what happens when you are afraid that this person that you're talking with in a discovery conversation isn't the right customer. They're almost right, but. Nah, they're not going to go with us, right? What do you do? How do you not panic? So that was the skill that, I was given the good fortune of learning, through a game that is too stupid to play it. Nobody should play it, which is this particular thing. And by the way, the way the story ends is fine. Obviously, I'm reasonably with us, or this is some real high-tech talk about ghosting. They talked about ghosting people now. We could be ghosting me right now. But I finally get enough courage, and I calmed down, and I get enough courage and turn my head, and there's the Goodyear Blimp, Colombia, at eye level about a hundred feet away. It's a bunch of people having a breakfast tour looking at "Look, human flies." Right? So my hands are sweating right now, by the way, as I try to emotionally detach from that little piece of PTSD. Corey Frank (04:52): But you know, Chris, what I think you've outlined there is the perfect archetype example of what we have as the four legs of that barstool, where you had that fear. Should I do this free solo on the Praying Monk? And then you had to cross that bridge going from fear to trust. I trust that I'm competent enough to get there. And then I'm curious enough if this foothold can maybe take me up a different pathway or a different trench here. And then finally, once you have that curiosity, you had to commit, an

The theory of constraints dominates the world of business, and yet it tends to be ignored by almost everybody in business for a pretty simple reason: it's politically unpalatable. The theory of constraints says your business is a system, and every system has one and only one constraint. And that's the only thing you should be working on right now: understanding that constraint, characterizing it, coming up with an investment thesis, making the investment, or observing the results of the investment. The investment is something like better cycle time, increased throughput, more units that are doing the work, or better quality. Those who employ this practice will dominate markets. ----more---- What we tell you here at Market Dominance Guys is that there’s an environmental constraint on businesses, which is gaining the trust of your prospects. How do you do this? In other words, what’s your investment? Have conversations with them! Do you have to wait till they're ready to buy? No, have the conversations now, and the relationships you create will begin paving the road to trust, which leads to eventual sales. The main challenge as you narrow your focus down to this one constraint is keeping all the human beings in your own business happy and willing to allocate enough resources from the business to solve this one constraint issue, one bottleneck at a time. Join Chris, Corey, and Jake Housdon as they discuss this challenge, as well as how to successfully employ the conversation-first investment. About Our Guest: Jake Housdon is CEO and co-founder of SDR League, the world’s first esports league for salespeople. The complete transcript of this episode is below: Corey Frank: (00:35) So welcome to another episode of the Market Dominance Guys with Corey Frank and the sage of sales, Chris Beall, with us today. We are very pleased to have Jake Houston. And Jake, for full disclosure, is Canadian. So we will have subtitles as appropriate. Susan we'll add those where needed; when he uses words like a boot or a lift or whatever else you guys do. So Jake is the co-founder of the SDR league; which we'd like to talk a little bit about today; certainly, which is the world's first E-sports league for salespeople. Something that before I had a bad shoulder 20 years ago, I'm sure I would have participated, right Chris? Chris has kind of gimpy knees, but we were kind of the older guys. Maybe we can come in for an inning or two of relief, but we'll see. We'll leave it to you guys, like you and Ryan and the younger guys, to set the records. All of Chris and our records are in the books. Corey Frank: (01:31) You and Brian and the new guys will have a little asterisk next to yours. You have weapons like ConnectAndSell and Outreach and everything else to talk to more folks. We had rotary dials, so our fingers are all knuckled up. So before Jake did the SDR league, it was a CRO of an EdTech company and currently your director of SDR development at dialogue. So we're pleased to have you today, Jake, and Chris and I do not have guests on very often. So when we do, certainly expectations are very great, but we know that your reputation precedes you very well, Jake, and I think we would just jump right into it. Corey Frank: (02:07) As we were talking before we hit the record button, Chris was talking with you, Jake, about the theory of constraints and the series of constraints that's germane to us as salespeople today seems to be the sales reps, rattling the marketing cages and rattling the SDR cages and said, "Hey, where's my leads? Where's my demo's." And then God forbid, we actually fill the top of the funnel and then what happens after that, right? Chris, how would you frame that up for you and Jake here, since we were talking about it just a few minutes ago about this very same issue. Chris Beall: (02:45) The theory of constraints dominates the world of business and yet tends to be ignored by almost everybody in business. And it's ignored, I think, for a pretty simple reason, which is it's politically unpalatable. When you think about a theory of constraints of your business, a system, every system has one constraint, one and only one constraint. And that's the only thing you should be working on right now. You should be investing in either understanding that constraint, characterizing it, coming up with an investment thesis, making the investment or observing the results of the investment. The investment has always been something like better cycle time, increased throughput, more units that are doing the work, better quality. And the reason we don't like it; none of us like it, there's not a human being on earth who likes it except for Eliyahu Goldratt; the guy who came with it; is that it says there's only one thing right now to invest in. Chris Beall: (03:34) Therefore, here's the parentheses; it's probably not what you're doing. It's probably what somebody else is doing. And so that makes everybody feel that, right? Imagine a budget

How long will it take to get the meeting? You have three steps first: 1. Make the list. And review that list and eliminate the dumb titles. Chris is a fan of Zoominfo. 2. Write the messaging. Remember, one turn of phrase can kill the meeting. Marketing language kills a sales call. Subtle nuances make or break the call. 3. Talk to people in that market, those that are intrigued enough to hear what we have to say. Who does the talking? Find and hire the ASKERS. Tune in for this short episode of Market Dominance Guys: Change the Message or Change the List ----more---- The complete transcript of this episode is below: Chris Beall (00:41): Hey there, Market Dominance folks. I'm here today without my brilliant and amusing cohost Corey Frank, and I'm just going to do a little practicum, I guess you'd call it. A little kind of look at the nuts and bolts of market dominance. Chris Beall (00:57): So in order to dominate a market, we've got to have the goods, obviously, we have to have something the market needs and wants. We have to have a notion of a market which we need to turn into a list. So key to market dominance starts with obviously a market, and a list is defined as a whole bunch of companies, if this is a B2B, a whole bunch of companies. Maybe two, maybe 50, maybe a thousand, who knows, maybe 10,000. That if any one of them on that list buys from us, then all of the other ones will be slightly more inclined to buy from us sooner rather than they would have otherwise, and at the price that we want to sell to them at. Chris Beall (01:38): So it's kind of a self referencing or inter referencing list. So we need to make that list. So that's step one, it's a practical step. And I'll talk a little bit about that. Step two is we have to have something to say to them, and we have to have a purpose in saying it. So we'll go over that too. We'll call that messaging. Step three is we've got to actually talk to people in that market. And we need to find the ones who are intrigued enough with what we have to say, that they decide to come and attend a discovery meeting, or what I call a confessional meeting. So how do we do all of that in the practical day-to-day way, and how long should it take? Chris Beall (02:22): So let's start with step one. Let's make the list. Thankfully, there are many, many list providers out there. I have a great fondness for the folks at ZoomInfo. And really you can make a list, which is nothing more than a hypothesis about your market. A list, not only of companies, but of people that you might want to talk with. So it's titles at companies. Try to keep the companies more or less the same size that is within a band because small company titles are different from big company titles. At small companies, a title like mine, CEO, might be somebody you want to call a broad range of things. But when you get a Microsoft size company then you're not going to call Satya Nadella and talk to Satya about, say for instance, oh, having the Microsoft employees have a lot more sales conversations. You need to find somebody who's responsible for that. Chris Beall (03:15): And that might be a manager title at a large company. So get your titles lined up with the size of the company. And remember it's a hypothesis. How long should this take? Well, it's hypothesis. Doesn't take that long. Actually, you can get a list that's worth calling on about 30 to 45 minutes at work, let's say an hour on ZoomInfo, and now we need to validate the list. So how do we validate the list? We're going to have conversations with the folks on the list. Those conversations have got to be about something that's relatively consistent, otherwise we won't get a very good signal out of our validation. And so what we're going to do is construct a message. The message will have essentially two parts. Part one is simply being in a position to have a conversation with the person. Chris Beall (04:00): We've ambushed somebody, these are going to be cold calls and or follow up calls. The beginning they've got to be cold calls because you can't stop somebody a second time unless you've talked to them the first time. So we're going to have, what we call, an ambush call or a cold call. That's a conversation with somebody that is not expecting us to ring them up on the phone. And in that conversation, first, we need to get them to trust us a little bit. And the way we do that is through what's called tactical empathy. We start from a position of knowing that they're afraid of us as an invisible stranger. We offer a solution to that fear to the problem, the problem is us. And we offer that solution in a way that indicates that we're competent. Competent to solve a problem they have right now and therefore we are worth trusting. Chris Beall (04:46): So here's a situation where we can say a few words. I know I'm an interruption, can I have 27 seconds tell you why I called? And while you might want to cast around for a whole bunch of other different ways

The sales lead discernment process is similar to search results. The ones that come up on the first page are the ones you interact with. It's like a discovery call. A discovery call's purpose isn't to say, "I'm going to buy." One of the biggest mistakes sales trainers make is relying on role-playing as the method to gain confidence. Role-playing is not designed to get you calm and confident. It's a "gotcha" setup. Rehearsal and practice are a better training method to allow the salespeople to get comfortable enough they don't have to think about how they might fail. You need to have it be a reflex to get to the underlying emotion. The underlying emotion that needs to come through is curiosity. ----more---- As for the introverted sales pros we talked about in an earlier episode, public Rah Rah adulation is of little value. Giving these professionals a private rah rah is more effective in keeping them motivated. Get these and more insights in this episode of Market Dominance Guys: Sales is a Collaborative Exercise in Search. The complete transcript of this episode is below: Chris Beall (00:41): When teaching the golf swing the way I do it anyway, and I've had a lot of success with this in 15 minutes, somebody goes from never having swung a golf club to hitting little 100 yards, right to left seven irons with one hand. And the reason that they can do that is that the impediment is their desire to make the club move fast and get the ball the way,their mind tells them it needs to happen. And by taking the ability to execute on that desire away, they have a chance of feeling what it's really like just swinging golf club, or have a golf club swing now. And I think in sales, the way we do this is pretty simple. One is the script. The script is really important because it gives us a chance to practice our way into the emotional state that we need to begin and to do it without the scary part there, which is the other person. So a huge mistake that I see sales leaders make is that they think that the sales conversation is a contest between the seller and the buyer. And this is actually fairly commonly taught that buyers are liars and all these kinds of things are out there as concepts that folks have been told as though what you're in is a little war with the buyer. And when you win they buy. And in fact, modern sales is the opposite. It's a collaborative exercise where you start with search, you're searching for somebody who potentially has the ability to get value from what you do or what you provide. So that's all that cold calling and prospecting stuff as a form of search and the search results. When you do a Google search, right? The search results that come up on the first page are the ones you might interact with. The interaction equivalent is the discovery call. And the discovery calls purpose, just like when you click through a link on a Google query, isn't to say, I'm going to buy. You don't do a query. I did a query yesterday, trying to find a particular hotel up in Birch Bay that happens to be associated with the timeshare that I own, right? I wasn't simply going to click through and buy it. I was going to click through and check to see if the dates they had available, matched up with what I'd like to do in the first week of September. The idea that I need to qualify beyond the fact that they showed up on the first page of the search is kind of ridiculous, right? I need to look into things a little bit further, and it's good that I've practiced, searching and go. That I practiced clicking. I didn't have to spend 15 minutes girding up my loins to be able to click on a link. I know that it's pretty safe, right? But I've got to practice the safe stuff in a way that gives me a chance of succeeding in the micro, in the moment. And then I need a teacher to say, "Hey, that was good." Even when the result isn't there. And that's the real key. It's the key to the golf swing is the key to anything. If you want to learn something complex, you need a teacher to be there to tell you when it's working before it's producing results. So there's two huge errors that people make in managing sales teams. And if they just stopped them, life would be much better for everybody. One is role play. Role playing is not designed to get you calm and confident. It's a gotcha situation. We're going to role-play. And we're going to show where we can trip you up, where you should have done this, where you should have done that, where don't do this. Don't do that. All that does is it gets you all knotted up. So when you go into the real conversation, your mind is going, should I have done that? Should I have done that? I shouldn't do this. I shouldn't do that. And then there you go, waters on the left, you've hooked another shot out of balance, right? And then the other thing that needs to happen is in the practice, replace role-play with practice, just practice, just rehearsal. Rehearsal is needed in order to make the sounds come out of

CEOs are allowed to have weird thoughts and consider odd possibilities. You need input from the market you don't have yet. This is why a CEO needs to be selling to understand what is actually happening. Their job is to feel the ice rather than just sending your reps to drive the road. Put yourself in there as CEO, don't absorb the friction, find the root cause. The marketplace is always changing. CEOs love to harpoon a whale, but they need to experience every aspect of a sale. They need to be in the mix and feel what is behind the numbers. Listen to this episode of Market Dominance Guys, It's the CEO's Job to Feel the Ice Rather than Harpoon the Whale. ----more---- Market Dominance Guys is brought to you by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Corey Frank (00:35): Welcome to another episode of the Market Dominance Guys with Corey Frank and the Sage of Sales, Chris Beall, with all things markets dominant oriented. Chris Beall (00:45): This is something that drives me a little bit nuts when CEOs stop selling and they cut themselves off from the only information flow that counts, which is what's happening inside of a discovery conversation that indicates to you that something needs to be different, something about your positions, something about your product, something about your company needs to change in order to stay current and stay ahead of what's going on in your marketplace. As you go through the process of dominating market, things change. One of the things that changes is some things get easier, and so if you keep doing certain things the hard way, you're wasting money and time. It could be that there's an easier way to move ahead at that point. So who knows, but unless you're out there on the front lines, and particularly, very specifically, CEOs need to engage in discovery conversations. Chris Beall (01:38): Discovery is discovery. Discovery is not discovering whether they need your product. That's what sales people tend to think of discovery as "I'm going to discover that you, Corey, need to buy my thing. You know a miracle that every discovery conversation has the same outcome. You should buy my stuff", it's like, "Really?" I thought we were going to discover the nature of the problem that you think you have. And then we're going to examine that problem in the light of different ways of looking at it, thinking about it, that might reveal a solution to the problem that you hadn't considered before. It may well be that that solution is something we can help you with. It may well be otherwise. That's why it's called discovery. And it's actually been flipped on its head. It's like, "We're not discovering what we're doing is hoping. We're hoping that you want to buy something because I going to make my number." Right? Chris Beall (02:27): It's kind of funny that we call it "making my number", when I get lucky enough that the hope turns into an outcome. So as a CEO, I want to know what's going on. I'm driving on a road that hasn't been driven before. By definition at all times, my company is going into new territory. Even if all we're doing is going into the easier part of this market, how do I know for instance, something we've talked about which is, when I've gotten far enough into one market where it's time to seriously consider a foray into an adjacent market. Well, I've said before, it's stunned by the numbers. But in fact, I'm lying when I say that. It's actually done before the numbers. There's a point in the process where a discovery conversation with the wrong person shows incredible opportunity. Chris Beall (03:12): And it's only when it's with the wrong person, which is why you must eat false positives in the discovery process. You have to put false positives and it says you don't know there are f

Marketing can step in and help sales overcome it. 1. Beginning: listen to discovery conversations. 2. Middle: look at support tickets to see the unvarnished truth. 3. End: work on getting the pipeline to be seen as an asset, it belongs on the balance sheet. Ask to be measured on the value we are contributing to help steer my efforts based on results that are being produced. 1. I want to know upfront what's going on - attribution 2. in the middle - discovery 3. at the end - support tickets and we should want to know this first hand. BONUS SEGMENT: Introverts tend to make the best salespeople. Why? They have time to THINK before they act and put deep thought into their approach to securing the meeting. Listen to the second half of this episode to confirm why you want more of them on your sales team. ----more---- Market Dominance Guys is brought to you by ConnectAndSell and UncommonPro ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (00:35): Yes, it's kind of funny. Sales and marketing alignment as an issue has an assumption. And the assumption is actually the inverse assumption that is if sales and marketing were aligned and by sales and marketing alignment people mean, do they share the same goals, do they have the same metrics, the metrics interlock? So if marketing does their thing and they do as much of their thing as they have committed to the company to do and if sales does their thing and they do enough with marketing's leads that they generate, their marketing qualified leads, as they've committed to do, then all good things happen, but there's one good thing that doesn't happen and that is information flow coming back from sales attempts to turn marketing qualified leads into actual sales opportunities, and marketing's attempts to go out and get more marketing qualified leads. That is, it's an open loop process. And the reason it's an open loop process is twofold. One is just raw, and that is only up about 9% at maximum of marketing qualified leads of MQL, so never spoken with, never have an actual human conversation. Corey Frank (01:48): In sales and marketing alignment, we'll end where we started with the virtual world that we live in today with companies. I can't just go down to the marketing team and the marketing team can't just sit on the sales floor. What do you see here? Is it easier now that we live in the world that we do? Or is it a little bit more challenging? Certainly, I would think that you can get better than 9%. So there's arguably only one way to go there. But what's your final thoughts on that? Chris Beall (02:21): Yeah. I think that there's always developments that are going to improve stuff. We have one of them for sales and marketing alignment. People don't think of it as that. Some people think of it as a sales tool, which is I bristle at. I insist on calling it a weapon of [crosstalk 00:02:35]. Corey Frank (02:35): Absolutely. Absolutely. Chris Beall (02:36): But say you did consider it as another tool that's out there and say, "Well, what does it do?" Well, let's talk to a lot more people, but it also lets marketing people listen to what salespeople are saying. That alone, to have marketing folks listen to what salespeople are saying so that they can take that information and do two things with that. One is the obvious which is improve the marketing message. Now, generally, people think it's the other way around, marketing needs to improve the sales message. But we know that sales psychology forbids marketing language from entering sales conversations safely. Marketing language in a sales conversation has the quality that it tends to be insulting and telling that person that they are not doing their job particularly well, or they're not diligent and they're not competent because they don't know a

Only 9% of all MQ's (marketing qualified leads) every result in a conversation. Worse than that, you have now stimulated your target audience to explore and investigate your competition. 91% of all marketing dollars are a waste. This is because Sales only contacts a prospect two times, rather than the 6 times requested or required. That leaves 91% for your competitors to speak to. But the good news is, everyone else is doing the same thing. It may all work out. ----more---- Sales says the lack of reach means low-quality leads. Marketing says good targeting means good quality leads, but without feedback, they'll never know. Marketing says, "You know, those salespeople, they won't talk to our leads!" Sales says, "Your leads suck!" which is translated to "we can't reach them. The best leads are those who are busy and important. The easy ones to reach aren't the best leads, yet sales is asking for precisely that - leads that are easy to reach. What you really want are the ones that are most likely to need, value, pay fair prices for what you have and work with you and your team to solve their problems. Don't mistake the dog who comes up and licks your hand with the one who will defend your house. Tune in to this episode to hear a story about single malt whiskey, the mother liquor, and leakage to the distillery across the road. Market Dominance Guys is brought to you by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Corey Frank (00:35): Welcome to another episode of the Market Dominance Guys with Corey Frank and the Sage of sales, Chris Beall with all things market dominant-oriented. So today, Chris, we were chatting a little bit yesterday after your appearance on Sales 3.0, with our friend Gerhard. So we can certainly talk about that, but I think a little piece of peanut butter that was stuck to the roof of our mouth that you and I kind of riffed on before this was this topic of sales and marketing alignment. You're very kind and you let me wax philosophical for a while, a few minutes. You're an excellent listener. And then you very respectfully and gracefully said, "You know, Corey, sales and marketing alignment is a myth." And I said, "Well, that's a topic for our podcast." What do you mean by that, Chris, sales and marketing is a myth? I thought sales and marketing alignment is the goal as the reality companies like serious decisions make a living off of that type of data. So let's start there. Chris Beall (01:38): Yeah, it's, it's kind of funny. I mean, sales and marketing alignment as an issue has an assumption. And the assumption is actually the inverse assumption. That is, if sales and marketing were aligned, and by sales and marketing alignment people mean, do they share the same goals, do they have the same metrics, do the metrics interlock? So if marketing does their thing and they do as much of their thing is they have committed to the company to do, and if sales does their thing and they do enough with marketing's leads that they generate, their marketing qualified leads, as they've committed to do, then all good things happen. But there's one good thing that doesn't happen. And that is information flow coming back from sales attempts to turn marketing qualified leads into actual sales opportunities and marketing's attempts to go out and get more marketing qualified leads. That is it's an open loop process. And the reason it's an open loop process is twofold. One is just raw and that is only about 9% at maximum of marketing qualified leads if I'm QL has ever spoken with ever have an actual human conversation. Corey Frank (02:50): Wait, wait, wait, I just want to make sure my mic is on properly. Did you say 9%? How'd you get to 9%? It sounds like a very specific number. You didn't say the crispy align now doesn't s

Part 2 of the interview with SADA CEO, Tony Safoian. Questions answered include How is Google going to support my enterprise business better than its competitors. Needs have changed, demand for "bat phone" support is now part of any proposal. Every customer is different in their behavior than they were four months ago. If you're an organization that doesn't know how to meet your customer where they are now, your organization is dead. ----more---- Market Dominance Guys is brought to you by ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. and Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (00:34): Welcome everybody to another episode of The Market Dominance Guys with your host, Corey Frank, and with me, as always, is the sage of sales, Chris Beall. Today we have the CEO of SADA, Tony Safoian. Tony Safoian (00:47): It's not even about, like, is this point solution from this vendor better than that vendor, is the cloud thing real. It's, what is the transformational impact and outcome to my business. If I choose Google versus somebody else, how is Google, as an enterprise, going to support me versus somebody else? And I think that's never been truer or more compressed in the context of digital transformation, as we're facing right now, because every customer is different in their behavior than they were four months ago. So if you're an organization that does not know how to meet your customer where they are, which is online, or in their, home or whatever, then your business model is dead. Chris Beall (01:32): We don't have many guests, but when we do, we have the best. Corey Frank (01:36): Of course, the name of this podcast is The Market Dominance Guys. We have to talk some market dominance, but Chris, I think you'd agree that what Tony... And Tony, certainly, you're in a business and in a market that you're not just competing with the other non-Google-Cloud providers, you're competing with other Google Cloud providers. How do you square that circle, as you see, because clearly Sada is it can bud here from a market dominance perspective. And maybe, what thoughts would you have, Chris, for Tony, on market dominance when you kind of have that split sector, if you will, where he doesn't have just one guy with a mask, you got a couple of different folks from different areas, all gunning for Assata here. Chris Beall (02:15): Well, my advice is always the same, which is manufacture trust to pace and scale, harvest the market at your leisure, stay sincere. That's kind of it. I mean, if you have the goods and you have the will, you really don't have to add a lot of ingredients. If you're the most trusted, which always starts with the human conversation and then it moves forward by doing what you said you were going to do. And then it moves forward further by how you handle the first crisis together with that customer, because that's the eye of the needle in every relationship, is when it goes through the crisis, whatever that crisis is. You know, if you do those things, you create a god-awful problem for your competitors. And it's a simple problem. It has to at the asymmetry of trust, once somebody trusts you, they automatically distrust anybody who tries to displace that trust they have in you. So the cycle time to go from stranger to trusted friend, from invisible, scary stranger to trusted stranger, the quicker you can make that cycle time, and the more often you can apply it, the more insurance you buy at the lowest conceivable price. You want to insure any company against the vagaries of time, so to speak, where things happen that we don't expect, like the occasional pandemic, and there'll be another thing we don't expect. There's scandals, there's everything else in the world that happens, right? Bad stuff is always out there waiting to happen. How do you ensure yo

The rate of growth SADA has experienced gives them credibility when their CEO, Tony Safoian explains that in order to scale you have to manufacture trust at pace. SADA does one thing exceptionally well, they transform companies into a cloud solution partnering with Google. Yes, that's paraphrasing, but as a Google Cloud Premier Partner, SADA Systems has gained global accolades as an exceptional service provider with proven expertise in enterprise consulting, cloud platform migration, custom application development, managed services, user adoption, and change management. They do what they do REALLY well. They do it so well that ConnectAndSell turned to them to move from AWS to a better solution on the Google platform. Learn from Tony in this episode of Market Dominance Guys, then join us for the next episode where Corey and Chris continue the conversation. ----more---- The complete transcript of this episode is below: Corey Frank (00:34): So welcome everybody to another episode of the Market Dominance Guys with your host, Corey Frank, and with me, as always is the Sage of Sales, Chris Beall. And Chris, you know that we don't do this often, but when we do, it's usually because we run out of things to talk about. No, it's usually because we have a interesting, compelling, face melting guests that usually has something to offer to the community, which is growing every day. And today we have the CEO of SADA, Tony Safoian. Tony, did I pronounced that correctly. Tony Safoian (01:09): Perfectly, Corey. Corey Frank (01:11): Great. Tony, as the CEO of SADA is able to lasso all the mystery and complexity and value of the Cloud, where all the bags of money and blood live in a world without... and we're all laughing, we'll talk about the key word that we use there in a minute. But Tony runs one of the top Cloud consultancy service providers in the world. In fact, I think, Tony, wasn't it a year or two ago that you were Google's Top Cloud Partner of the Year. I think it was, so as modest as I'm sure you are, Chris and I, like to get the accolades out of the way at the top. So I think Chris, turn it over to you, how did you meet Tony and why, because we talk about a lot of folks we come in contact with in our world, that Tony should be in the hot seat for the Market Dominance Guys today? Chris Beall (02:06): Well, I just got lucky. I'm a customer of SADAs, made a big decision to move from AWS to Google Cloud, based on the fact that the Google Cloud folks will actually join in with us and help with the marketing, and ultimately, maybe, even the co-selling of our product, which is something we didn't see out of the other guys. And it provided another bunch of wonderful things, too, cost savings and superior technologies, superior speed. You know how speed centric we are, we're really speed centric. So we had a great experience working with SADA, effectively, as the folks who brought us into Google Cloud. So they were our vehicles, so to speak, to get there and get there successfully, and very quickly. We moved 14 production systems over there in a matter of a few weeks. And then the great-great insane, good fortune of getting to go down to Austin and participate in a test drive of ConnectAndSell with Tony's team. And I can only report, it was a riot. It was really fun. They killed it. There were dead bodies everywhere. Talk about blood. There was blood on the floor, it was flowing. They actually, unlike test drives, they didn't just do it, but they made money to do it, I believe. Corey Frank (02:06): Really. Chris Beall (03:22): I'll have to leave it to Tony to say if they really made money doing it. And so now we're each other's customers. And then he kindly invited me onto his podcast, Cloud N Clear, and we had a lot of fun there. And so I got to tell all my stories there, but Tony didn't- Corey Frank (03:35): Oh, love it [crosstalk 00:03:35]- Chris Beall (03:35): ... get to tell all his story. So now it's your turn, Tony, how did we get into this craziness? Tell us [crosstalk 00:03:42]- Tony Safoian (03:43): I don't know. I love the hot seat, that's all I got to say. Thank you for inviting me. Chris Beall (03:47): We're lucky. We're lucky to have you. Corey Frank (03:49): And I'm curious, Tony, when you saw a weapon like ConnectAndSell in the test drive, I always like to get into the blood and guts and of the dials and the epiphany and the exponential amazement that happens as it creeps across the floor, as people realize you can talk to more than one person an hour or so. So that was kind of where the test drive was, and what are seeing thus far? And in a business perspective, I'm just always curious to see a little bit of Inside Baseball of how you've been able to adapt to this new type of a weapon that you have on board? Tony Safoian (04:23): So to be able to independently source pipeline in the Google cloud ecosystem is not a trivial task. We've been partnering with Google for 14 years, now, for many of those years,

This episode of Market Dominance Guys starts with Chris recapping the numbers from the previous episode on the tremendous infusion of savings Work From Home creates as knowledge workers are no longer required to go into an office to be productive. Quite the opposite. The data supports they are as much as 47% more productive working from home - ending the commute economy. ----more---- After the recap, Corey and Chris talk about the other aspects and concerns of potentially returning to the office, why it's a bad and wasteful idea and how we can all benefit by allowing knowledge workers to continue to work from home. Join us for this episode of Market Dominance Guys - All Mitigation is Untested - Work from home or return to the office? Market Dominance Guys is Produced by: ConnectAndSell . ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (01:24): So 48 million knowledge workers commuting for a little less than an hour a day each, that's 210 hours a year. It is a lot of labor hours. It's about 10 billion labor hours, and a 50 bucks an hour that's about $500 billion of waste time. And then you add on top of that at the standard government reimbursement rate of 57.5 cents a mile, how much they drive and that driving per year is about 7,000 miles. Again, multiply that by those 48 million people, and you get an additional $194 billion approximately. So it's really quite a bit that's being wasted entirely on commuting. And you add those numbers together and then throwing something like childcare. Say 40% have childcare costs and at $8 an hour for that commute time, that adds another 32 billion plus dollars. And you get about $731 billion of waste right there, just on the knowledge workers commuting. That's their labor hours. That's the cost of the commute itself and I threw in one childcare thing for 40% of them. And then look at the rest of the workforce. There's 62 million people, approximately commuting in the rest of the workforce. They're going to be kind of $35-an-hour labor. And that's it an awful lot of commute hours per day. That's 53 million, almost 54 million commute hours. And so say they got a 25% improvement from all those knowledge workers being off the freeways and off the streets and out of the parking. Now you're down to a pretty big number again, $114 billion of additional savings in total. It comes up to about $846 billion. That's already being saved directly by commuters in the form of labor and in the form of expenses. Corey Frank (03:38): For a company who is struggling thinking about moving their team to a work-from-home model. Oftentimes the gate is open, the spreadsheet I think that you walked us through here is just walk around the gate, "Come on in the water's fine." The downside that a lot of the hesitancy that a lot of companies would push back on Chris is the culture and the continuity and the three-pound brain. There is some benefit from being next to another three-pound brain. And that's my feeling of involvement by feeling of social status and things of that nature. And I think we had a lot of those could probably get addressed if they listened to last week's episode with Sushi Paremo and the wonderful culture that he's building with his organizations. But what do you say to that just briefly when you know, "Okay, I can go around the gate. I see the hard costs. It makes sense from a P&L from an EBITDA perspective but man, there is real atomic weight from that three-pound brain being next to another three-pound brain." Chris Beall (04:50): Well, we're going to have to try it for a while because going back to the office is expensive and dangerous. In fact, dangerous in a funny way. And the plaintiff's bar is itching to go after an employer who forces people to come to the office and watch these people get

There's a whole bunch of commuters that are used to driving to cities. And I think it would be good and very timely talk a little bit about some of the things that we've learned and this massive economy that is forming from the non-commuter economy, the non-commuter economic forces. Chris will perhaps give us a little bit of hope, as far as what the trends are with this new stay at home economy. ----more---- In downtown Seattle, there are office buildings and those office buildings right now are pretty much empty as of today, July 14, 2020. And a lot of people thought this whole COVID thing would be over by now. I think with a record number of cases per day coming in or individual states like Florida are now number four in the world is where the country is. There's a kind of sobering up going on with regard to what’s happening. One of the interesting things is that we talked about it a little before is that the big companies always lead the way on this sort of thing for a bunch of reasons. One is they've got the best information. Two, they've got the best lawyers and their lawyers advise them as to what's why somewhat safe to do. Three, they can often work the numbers better than the rest of us. And so what to us might be a small saving to them can be quite material. Here's what we have today, roughly 48 million knowledge workers in America and they used to commute by car about 26 minutes each way. So that's .87 hours of car time commuting. Anybody who's lived near a big city and commutes knows that is an understatement. That's just over 200 hours spent commuting by car which adds up to about 10 billion hours for those 48 million knowledge workers. This has been time boldly wasted. Commuting and that multiplied by the $50 an hour that most knowledge workers are paid, which clearly is less than they're worth and nobody ever gets paid what they're worth. That's $505 billion of labor that's being wasted commuting. And then if you throw in the car and just take the federal government's mileage reimbursement rate of 57 and a half cents per mile which accounts for gas, maintenance, wear and tear, tires. And you take the number of miles committed 29 per day. It's about 6670 miles a year. That's $193 billion of commute costs and that's just raw costs again in the economy that's considered to be positive. Well, then it must have been worth it to them. But you know, it's not worth it to anymore. Let's throw in a little something here for knowledge workers with children. This is really an illustration. It's not a huge number, but it's a big enough number. Knowledge workers with children are at about 40% and you've got to have some childcare costs averaged at $8 per hour. That alone is $33 billion. The direct commute costs, just for the knowledge workers, which I will call pure waste is $731 billion. That's a big number. And then if you look at the rest of the commuting workforce - 62,000,000 other people and they commute about the same amount of time each way. But what if we could actually improve their commute by 25% and what if they're being paid an average or they're worth an average of $35 an hour and you multiply those numbers together with those 53,940,000 commute hours. Times $35 an hour and you take 25% of that you get yourself another $114 billion. And so if you had $114 billion for the non-knowledge workers up with the $731 plus billion for the knowledge workers, the direct savings, we're getting pretty close to a trillion dollars - $845 billion dollars of direct costs. It's a big, big number. And it was considered to be essential, but we just have to do this right, and it's not considering everything else is not considering the environmental impact. It's not considering the geopolitical impact and what it means to have an economy that generates such a dependency on oil which doesn't always come from exactly where you would want it to come from, neither is the money always used exactly like you would want it to be used. Ignoring all that it's $846 billion roughly that could be saved and is being saved. Today, this isn't a suggestion or something we do in the future. This is just saying, look what happened, look what's happening right now that 813 billion dollars is effectively being put in the pockets of consumers, one way or another, mostly as their own time. But we know that people figure out a good things to do with their time - the gig economy is about that. But people they value their time and we should consider them when their time is saved. They're getting value. Market Dominance Guys is brought to you by: ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using Conne

(aka: The Problem Is Making Your Numbers) Running your sales program with a conversation-first approach delivers needed information to you. Naturally, this is important to your sales department. After all, utilizing a conversation at the beginning of the sales process tells your sales team almost automatically if it’s worthwhile to have another conversation. So, why should a CEO be selling when he has salespeople to do that job? Because there’s important information a savvy CEO can glean from having conversations with prospects. Information about how things are changing for prospective companies due to competition or demand for their products, about new leadership within their companies, and about the adjustments prospective buyers have had to make to meet the challenges of impactful events — like this pandemic. In these preliminary conversations, a CEO can truly keep his finger on the pulse of prospective buyers and detect how his own company’s product, service, or even sales message might need to be changed to better meet buyers’ needs. In this podcast, Chris will also explain his take on a different result that has surfaced due to the pandemic. He begins with, “There’s a bad, bad disease in our economy, and it’s called commuting.” Listen while Chris expounds on his conclusion that the massive collapse of the commute economy is real — and that the effects of it have huge economic value. ----more---- Market Dominance Guys are brought to you by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (00:35): So you have this issue that has to be solved, but it's very rare that the company's issue of staying in business is actually tied tightly to individual rep's need to make the number. Where that came from was as a way of assessing performance within the territory that had been granted, is actually a way to buy the territory. That is, if I make my number this year or exceed my number, then I get the territory for next year and I get a bigger number. Why do I get a bigger number? It's assumed it's easier to grow a territory than it is to [crosstalk 00:01:09]. So it was actually a purchasing mechanism where this independent business person called the sales rep, purchases the territory in addition to enough compensation for their own business to stay alive, and they do it through "performance" by making the number. So there's an agreement that this territory is worth selling to you if you bring this much revenue. Then maybe in clever schemes, some of it has to come from this product and some from this product, then you put all these cool features in the comp plan, so to speak, but none of those features actually have to do with solving real customer problems. The assumption is, the product solves the problem and caveat emptor, buyer beware. Buyer beware doesn't work very well in the B2B world where the buyer is increasingly less expert than the seller because products are increasingly complex and interdependent. So the buyer must truly be able to trust the seller. And when the seller corrupts out and says, "I'd rather make the number then tell the truth," problems happen. And they are problems, not for the seller, they're problems for the business, the buying business and the selling business. The seller might make out, the person might make out. It's one of those things that as sales management and as business management, I think we should be acutely aware of. And it's one of the reasons, by the way, I think CEOs should sell. We could do a whole episode on that. Somebody once asked me, "Why do you sell so much? Why do you spend hours a day on the frontline selling? I assign myself a kind of a soft quota. It doesn't have anything to do with my compensation, probably does actually in some subtle way having to do with sto

The problem in sales is that the desire for the transaction puts most salespeople already behind the eightball. When he was growing up, Chris' family put up a chain-link fence originally for the goats, but a few years later it helped with the dogs and inspired an experiment. Chris opened the gate 30-40 feet away from where he put a dog bone over the fence. His dog tried to go over, under, and through the fence, but couldn't get to the bone. But it also didn't back up enough to see the open gate. This is what most salespeople do. ----more---- Use your expertise to back up and explore rather than trying to drive their nose through the fence to the juicy steak, the commission on the other side which is counter to the role you want to be in. Most salespeople are screwed up, and most sales compensation programs are screwed up. They encourage people to go through the fence rather than looking for the gate. Market Dominance Guys is brought to you by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Corey Frank (00:34): Welcome to the episode of the Market Dominance Guys, where the best in sales today comes together. We have Chris Beall, CEO of ConnectAndSell. So Chris, first of all, good afternoon, got a lot going on in your life, which we may get to in this episode. But before we click the record button, we're talking about sales. And the problem in sales today is the nature of sales in and of itself, is the fact that the desire for the transaction, which most salespeople are already behind the eight ball. So why don't you set that up a little bit better, just so I understand what that high mountain air has given you from the latest riff. Chris Beall (01:18): Actually, no high mountain air here. We're moving from Seattle. We're moving to Port Townsend because we can. And part of that is, I'll call it, the great work from home migration, where folks are able to live wherever they want now, if they're knowledge workers. Employers have lost the moral authority to tell people to come in and risk their lives in order to get their three pounds of brain physically closer to another bunch of three pounds of brain by moving 3000 pounds of steel for 26 minutes each way. Corey Frank (01:44): That's correct. Chris Beall (01:45): That was a strange idea to start with. You never would have designed it that way. If you'd thought about it for a minute, you'd never have said, "I got a great idea." People could talk remotely to each other and do all sorts of things, collaborate and do stuff. But, I got a better idea. Let's move 3000 pounds of steel for 30 minutes, in order to get those brains close enough, that the way they talk to each other's right through the air, rather than through the telephone, it's finally been shown by necessity to be bankrupt, and we're never going back. But the problem with sales, remember one of my reps once asked me in Denver when I'd come back from flying across country. Remember when we used to do that? Corey Frank (02:27): I vaguely recall. Yes, absolutely. Chris Beall (02:28): Yeah. We were all sitting together and talking about how to get better. And he said, "What's the one thing you would change about us, to make us like you, as effectively as you do?" And I said, "Oh, it's simple. I would have you believe in the value of what we do, or the potential value of what we could provide, for the person that we're talking with as much as I do." So I get it. And then they buy more. So no, it's the purpose of you believing that is for them to buy more. It won't work unless you're a psychopath, it doesn't work. Corey Frank (02:59): So it's not just product knowledge. Chris Beall (03:01): No, it's the opposite. And product knowledge is, actually, you need to have confidence that the product that you represent has an above

In this episode, Corey and Chris continue their conversation with a high Beta Market Dominance Practitioner MaxSold CEO, Sushee Perumal. aka "the skinny kid from India," MaxSold CEO, Sushee Perumal starting with why he felt he could successfully start an airline and his escape route when that failed. We open with Chris tying together his tapping of the bells analogy and plunging into Sushee's story which ultimately leads to MaxSold's growing success through a path of science, rather than simply tossing out millions of marketing dollars hoping it will work. Chris reminds us, and Sushee agreed strongly that sometimes we have to wait before we can celebrate a win, funding, goals achieved. ----more---- Some of the questions Corey and Chris ask Sushee include: What do you do to regain laser focus on business? What does the end in mind look like? How do you get unstuck with your team? Sushee answered, "That's the hardest thing. The psychology of moving the people to the other side, how do we as a unit make the decision? It's not a force of will. Have we considered all the pros and cons of the lists? How can we articulate all the things that go into trying to make that decision? One big voice can overpower to convince people their way is the right way, but you still need to consider and hear from everyone to get their input. What are the unknown unknowns?" Market Dominance Guys are Sponsored by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (01:04): Discover is whether you should continue to engage because the only currency we run out of all the time is time. And we get reminded of that all the time when something happens that reminds us, all we have is time, right? We've all had events like that in our lives. And so I just think it's fascinating that we often think it's about money, it's about data, it's about analysis, but when you come right down to it, it's usually about being humble, believing in what you offer as potential, that you are an expert at something, you have some value, and then having conversations to find out where the fit is. I call it tapping the bells. I think that we've said this before, but I'll say it again, if somebody presented you with the problem, I have a thousand bells, but only 10 of them are bells. 990 of them just look like bells. And we're going to put a bell up in the bell tower and it's going to have to ring once an hour on the first hour, twice on the second hour, and by the time we get up to noon, it's got to ring 12 times, and if it's made of clay, it's going to fall apart. Your job Sushee, without being able to do anything other than interact with the bells, is to figure out which ones are made of brass and which ones are made of clay. All you can do is tap the bells, right? That's the conversation. All you can do is have the conversation and see if it resonates. If it resonates, then it's worth moving forward and finding out if you like the other features for the thing. And I think you've just been exceptional at doing that through your career. Did you do that in the airline business? It seems to me, if you would ask five people for advice about starting an airline, six of them would have told you not to do it. Sushee Perumal (02:41): Absolutely. And I think that's the skill, as you said before, I tried to gather as much data as possible, and then decide if I'm going to do it anyway. Same thing with the airline, I was talked out of it by practically every single person I talked to about. And I said, you know what? I have all this data and all this information, so what's the worst that can happen, right? So I did exactly the same thing this, as I did with that, which is maximizing the opportunity while minimizing the risk. The escape route is this, so the worst that can happen

Chris and Corey's guest, Sushee Perumal, CEO of MaxSold tell us to take cautious steps when the tank is full of funding. Some of the highlights in this episode include: Driving the concept of MaxSold's tagline, "From the sponge under the sink to the Ferrari in the driveway, we sell everything in two weeks." concept is the fact that live auctions were not and are not meeting the market needs. Sushee is the perfect example of Market Dominance, as well as a very likable person to know and work with. Hear this first of a two-part interview about the shortest path to market dominance. From owning an airline because he wanted to cut his teeth in entrepreneurship, to dominating the market in relocation and downsizing services. Chris noted, "This is the end of the commute economy." This is because the relocation option we have completely turned this upside down in the recent months of COVID-19 - work from home forever. Sushee explains how he chose to maximize the opportunity by minimizing the risk. Just because you have magic technology, doesn't mean you can execute new business. Chris asked him, "Does this assessment process take 10 years before you put gas in the tank?" You'll have to listen to the surprising answer. How did he make the transition? He learned that you don't dominate by hiring a bunch of C-Suite staff. He also learned from his failed and struggling competition that you don't throw expensive parties as part of your ROI plan. Be incremental. Be resourceful. Ask for advice - humbly. It helps that he embodies the value of being humble and likable. ----more---- ---------------------- ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit ConnectAndSell to learn more. Conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Corey Frank (00:37): Excellent. Welcome to another episode of the Market Dominance Guys with Chris Beall, and Corey Frank. So today I've put on a jacket, Chris combed his hair, and we actually have a guest that is worthy of the Market Dominance Guys to pretty up. And it's said that the things you own often end up eventually owning you. And I think if that's the case, Chris, then certainly our next guest has found the unlock key, if you will, to setting free your world again. MaxSold. We have Sushee Perumal from MaxSold, CEO and Founder. MaxSold is one of North America's largest and fastest growing relocation, and downsizing simplification firms, auction houses. And simply put, if you got transferred to Omaha, and Sushee is going to tell us a little bit about this, you get transferred to Omaha, God forbid, and had just inherited a great uncle's estate in Vermont, or you simply want to declutter or to simplify your life, MaxSold is the answer. All you have to do is engage with them and they'll do all the work, and they send you a check. And so the CEO of MaxSold, Sushee Perumal, is with us today and his story, I think what Sushee and I have talked about, his story is up to this point, one that's probably worthy of at least a Joe Rogan roll cast, Joe Rogan podcast, I should say. But since we can't do that, he's going to have to settle for a couple of broken down sales guys like us. So welcome to the Market Dominance Guys, Sushee. It's a pleasure to have you. Sushee Perumal (02:03): Great. Thank you, Corey. It's a pleasure to be on the show. And I'm a big, big fan, and probably put in about a hundred miles listening to your podcast, and often I'm hitting replay, I'm doing that 15 minute rewind so that I can re-listen to what you and Chris say, because I just wish I was running with my notepad so that I can take notes. Corey Frank (02:23): It would look funny though. Sushee Perumal (02:25): The follow up date, the founder is it's a second generation auctioneer and he lives eats breeds auctions, but the live auctions are not meeting the market needs. He came up with this concept as, "Hey, we have the things ca

In this episode Corey asks Chris, "The other leaders that you've observed from being an investor or executive or being you know board member CEO, do you want to surround the issue and debate for the sake of maximizing all the different off-ramps that you could take or is it genuinely from a science level scientific level that you have your flag?" This leads to Chris talking about the three stages of your business or career, he says, "I'd like to think of myself as the guy who insists that we go science first. And if you're going to go science first. That means you have to be ready to do experiments and experiments are very well understood. We know how to do experiments been doing a lot of science for a long time. That means you've got to be math first because doing experiments that don't have a shot mathematically is ridiculous and you shouldn't do that. ----more---- So you got to keep the number of experiments down to a minimum and cram them in a small amount of time for a small amount of cost. I'm not a fan of internal debate for a long period of time. I think you debate just long enough to determine one of three states. And I think we should all consider this as a way to run our lives. Not that I'm here to tell people how to run their lives, but what the heck. So we're in one of three states. I think this is sort of mathematical truth or truth of life state number one is we're in flow. And when we're in flow, we should stay in flow. That's, that's just a great policy when it's working. To start to invent new thoughts or new strategies or new ways of holding the racquet in tennis, you need to adjust, you go change your shoes so you can play better. You're in flow, and you stay in flow. What would be the point of developing great skills and I'm not continuing to use them. When the road keeps paving itself in front of you, all you have to do is stay on the path. Don't fall, don't talk about it. Don't think about it, just go do it and keep your eyes open, but go ahead and crash into something that's okay. That takes us to the second state we're in often. That is a state that I call stuck. I love the word stuck because it actually colloquially means what the state means which is, 'I'm stuck.' I actually can't move forward, but it's not normally because I've lost my motive power. It's not like my legs fell off. It's because I don't know which way to go. And when we're stuck. We can do something and it's really clean and organizations have a hard time doing and individuals have a hard time doing it but organizations have a harder time because we have to admit, we're stuck and stuck is synonymous with. We don't know. We don't know what to do. And if there's anything that I would advise young entrepreneurs. to get comfortable with, it's the fact that often you don't know what to do and a thing to do. That's incredibly effective when we're stuck is to say we're stuck." Listen to this episode to learn how to embrace stuck and then what the third state is all about. ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Corey Frank (00:32): Or imagine a dog sled, how many dogs would have to pull sideways to ruin a dog sled. It's only one. You got to lead dog and you got a second dog. If the second dog pull sideways, you are toast. You don't have a chance because there's a lot of leverage up there from a parasite anywhere near the top is tough, so keep those out. And then take in folks who have a proven track record of talking sense into other people. You don't want to know their answers. You want to get access to their impression and their negative wisdom and positive wisdom, but you want the negative wisdom first. You certainly want them to say something too. It's like, it seems to me, somebody who says "it seems to me" is probably a pret

Businesses are not evolutionary endpoints. Businesses can be endlessly inventive. Why is it that putting a bookstore on the internet would lead to the world's richest man? If price isn't your differentiator, you'll work really hard to find one and fail. A business plan tells you if it's worth doing. Will this have been worth doing? What's the smallest thing I can do in the shortest amount of time that will give me evidence to confirm or disconfirm my core thesis? Root in your own experience, not in somebody else's business book. Your experiences are your core differentiator. That's what you're bringing to the party. The person screwed on price wins on convenience or timing. I want a startup because all the cool kids have a startup. Really? Every new business is a start-up. ----more---- Chris's advice on starting a new business? LOW OVERHEAD. If you can ever get your overhead covered 100%, you should immediately go start a business. OVERREACH. Don't be too creative when you don't need to be. PROTECT. Keep the parasites out. TIMING. Look at the timing of when you want to expand your market. Is it worth doing? Well, the business plan says it's a good idea. But looking back, it was a bad idea. Here's the story of Chris and Corey's friend, Sushee Perumal. ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Corey Frank (00:33): Before this call, we were talking about one of the aspirations that you have, the super power you have is the ability to see a business and to deconstruct it in front of the founder's very eyes and build it up again about how to kind of eliminate some of the pratfalls or painful financing lessons that most founders and startup businesses have. So, yeah, let's talk a little bit about that. Chris beall (00:54): Sure. It sounds like fun. Corey Frank (00:56): So when you look at a traditional business, right? How many businesses have you helped over the years and just, "Hey Chris, can I buy you a beer? Can I grab 20 minutes? I'd like to run this idea by you." So imagine the nightmare scenarios you've saved people from. I know I count myself on that list from preventing me, saving myself from me, I guess, is what you do best. So what are some of these common challenges that guys like me when I want to start a SAS business, and I have dreams of getting the series A and raising my three, four, $5 million and setting forth on this path to prosperity. What am I not thinking of? Chris beall (01:32): Oh, yeah. Corey Frank (01:33): What do guys like you have being on the trenches and having that 1,000 yard stare. What do you do to prevent me from hurting myself? Chris beall (01:40): It's a great question. I don't know if I know the answer. I feel like I respond on the spot to different people's challenges, different business challenges. I don't know the answer to the first question, by the way, I suppose it's in the 100s because I like other people's businesses. I just do. I'm fascinated by them and I'm attracted to the courage and I want to talk to people have a slightly naive courage to plunge off into the unknown. Pretty sure that they've got something, but also pretty sure that they should probably talk to a few people before they just put it all together in detail and then wonder why it didn't work. And I do think one of the biggest errors that folks make is they business plan for the wrong purpose. So they business plan for purpose in general of mapping out half that they're going to take and saying, "It'll be glorious. Here's how it will be glorious." And the amount of confirmation bias that goes into business planning, like stunning. And the other thing that they tend to do is take the intermediate products of the business plan, which are something like, "Oh, if we do A, B and C based on the size of the market, th

Most sales professionals are familiar with the journey of a cold call. It starts with fear. From fear we move to trust. From trust we move to curiosity. From curiosity we move to commitment, and from commitment to action. In this episode, Corey and Chris remind us that there is only one discovery call or meeting. And a true discovery call or meeting doesn't have a destination in mind. Welcome to this episode of Market Dominance Guys, "Sales Professionals - stop worrying about the deal." ----more---- Market Dominance Guys is sponsored by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com where conversations matter. Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (01:04): I did a debate the other day. Corey Frank (01:06): Yes, at University of Texas, correct? Chris Beall (01:09): Yeah, and the subject was fascinating. We spoke about two different views of sales development. As you and I have been speaking, we've been speaking about the sales development function, that first conversation, the follow-up conversation, and ultimately the discovery meeting as being the essence of dominating markets. Because if you do that right, you can do the math, so to speak, and you can dominate a market. Scott [Gillum 00:01:39] was taking the other side of the debate because in his view, it's simply too expensive to talk to people. So it's better to use low-cost mechanisms, such as digital, media, search, advertising, that kind of stuff, and digital content, social media perhaps, in order to get people to come to you and then be the last company to have the first conversation. And my view is you want to be the first company to have the first conversation. So a very divergent view, but the difference in view is actually based on a different understanding of the cost of a conversation. It's fascinating to reflect, for me anyway, on this debate, two rational people taking 180-degree opposite views of what you should do. One based on optimizing cost, the other based on optimizing market dominance, but each one coming from a different perspective with regard to the cost of having a conversation. So Scott's view was, well, a conversation is... He opened with quoting Chad Burmeister, who by the way I had just been with the day before talking about the same subject, and saying it takes 30 or 40 dials to get a conversation. That's too much to waste early because you'll be trying and you won't get ahold of the person, and then they won't be ready to buy or they're the wrong person, the wrong company, whatever. So wait until they show up and you know they're ready to buy, then have your first conversation because it's so expensive. So it's fascinating to me that the cost of having a conversation, both actual and perceived, can cause a 180-degree shift in the idea of how you should go to market or what's practical with regard to go to market. Yet the difference at the end is, if you wait to have the conversation, your only way to dominate a market is by having superior advertising, which is a hard position to maintain. Corey Frank (03:35): Sure. If I have superior digital means, superior digital fire power, superior digital messaging, efficiency, at least that's the top of the funnel in order to dominate a market. That view is interesting. It's very pragmatic, right? It makes sense. Chris Beall (03:54): Well, it sounds pragmatic. It has an issue in that the entire fight is out on the table. When you're choosing to get into a fight for a market with competitors known and unknown, it's very hard to do it in a way that's anything but transparent. Your search terms are all transparent. And by the way, at any given moment, Google is busy selling your perfect competitor the exact search terms that will put you out of business. Their model is to go and find your perfect competitor and once a year, each one of you gets a shot

This is the continuation of the conversation with Donny Crawford about sales follow up, overcoming rejection, and likening sales to Google search results. Thank people for the conversation no matter how it went. This helps keep your emotions in check and allows you to move forward to the next call, even if you were rejected in the previous one. Get some very applicable and practical techniques in this episode of Market Dominance Guys - The Power of the Anti Curse to Overcome Rejection. ----more---- If you missed the first half, you can catch it here > Three Reasons Sales Reps Don’t Follow Up Market Dominance Guys is brought to you by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. This is the full transcript to this episode: In this episode of the Market Dominance Guys, Chris and Corey continue their conversation with Donnie Crawford talking about sales team follow up and why they don't do it and what you can do to change that bad habit. The first thing they talked about were the three reasons reps don't follow up. We pick up in part of that conversation so it makes sense for the rest of it. And we talk about search and how search and sales are so closely related. Sales and your ability to solve a prospect's problems are no different than Google giving you the right results for what you're looking for. You just have to be able to sift through the junk and know that there's more than the story that's being presented to you. Chris Beall (01:13): If you were advising somebody else and you were just looking at the business impact, how would you advise them? Oh, I'd have them call them. Why? Well, because something good might happen. That's part of the why. But the rest of the why is, guess what? This is somebody that we know something about that's incredibly valuable. This is somebody who answers their phone. And the cohort of folks who answer their phone, if we had known in advance, they answer the phone without having to call them, we would have just called that list. Donnie Crawford (01:44): Yeah, just that list. Exactly. Chris Beall (01:48): But now we know that list. They coughed up that information to us, answering the phone. And we don't know how often they answer the phone, but we know they answered it once, which is a lot more than zero times. So we have... Psychology tells us, I've been rejected. I don't want to talk to somebody who rejected me. The fact is they made an objection. They didn't care to talk with you. They didn't have time or for whatever reason. And they objected strongly enough that they hung up on you. Donnie Crawford (02:20): Yeah. Chris Beall (02:21): And so if you can take that objection and say, "You know, that's fantastic." And this is the key to the psychology. When somebody hangs up on you, non-sarcastically, you need to say to yourself, fantastic. This is somebody that I know answers the call. I'm going to talk to them again. And I'm going to talk to them about a week from now and see how it goes. That's open-minded. And then you put in the teleprompter, that thing I just said, which is, "When we spoke on this date, you didn't have time for a conversation." All the other ones compared to that one psychologically are super easy. Donnie Crawford (02:58): Totally. Chris Beall (02:59): Because you had a further conversation. However, there's another psychology element. And this comes back to don't know how and don't know why. Which is when somebody says something to you that is any other objection, that is not indicating to you definitely that they're intrinsically disqualified, you should talk to them next quarter. Donnie Crawford (03:21): Mm-hmm (affirmative). Chris Beall (03:23): Because there's only four possibilities in a sales conversation. Yes, no, not me, not now. And we lump everything about not knowing that some prospect is disqualified into not now. Why? Because

This is a continuation of the conversation we started the last episode with Mandy Farmer, CEO, Accent Inns. Chris asks Mandy the question of what's next after you have firmly decided that fun is the core of building a great business, and nothing will push me off this. How do you attract and retain the right people who hold these same values? Corey likened the tone of the company to something like the people who make Cards Against Humanity. Even their company contact info on the game sets the tone for their irreverence. They are the same all the way through from the product they make to the people who support it and lead the company. There is a box of awesomeness that is given to each new hire at Accent Inns. They know in a short period of time who is embracing their values and who is faking it. She does the fakers a favor and cuts them loose quickly, out of kindness to them and to her team. She says, "Fire fast, hire slow." Learn more about her success ideas in this episode of Market Dominance Guys, "How to retain the people who want to save men's souls." If you missed the first part of this interview, please listen here > ----more---- Presented by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The full transcript for this episode is here: In this episode of the Market Dominance Guys, we're continuing our conversation with Mandy Farmer, CEO of Accent Inns. Be sure to listen to the first episode to hear all about fun being key to your success. This continues the conversation where we're talking about how to attract and hold the right people. It goes back to an old sales anecdote where a guy was walking down the street and he saw some brick layers. And he asked the first bricklayer, "What are you doing?" he said, "Laying bricks." The next one he asked, "What are you doing?" he said, "Making six bucks an hour." He asked the next one, "What are you doing?" "Building a cathedral." And he asked the fourth one, "What are you doing?" and he said, "Saving men's souls." This is how you find and retain the salespeople and the team members that want to be saving men's souls, not just the bricklayers. Tune in for this episode of Market Dominance Guys. Chris Beall (01:18): So you went through all of that. When were you, "Okay, now Natalie, is this what I have to do, but this is what I have business faith in?" So to speak. There has to be a point in there somewhere it's like, "I'm compelled, I must do this, I'm doing it, trying, it's sort of working, sort of not working." and then, "Now I'm so convinced that fun is at the core of building a great business, that nothing will ever be able to push me off that, even if a global pandemic, which probably is never going to happen, were to come along and blast my industry to smithereens, I'm not moving off the fun position. The fun spot is going to be mine." When did that happen? Mandy Farmer (02:00): I think it first started happening maybe about five years ago. Before that, I always knew that fun was a part of where I wanted to go. So I always knew, "Okay, here's where I want to go and it involves a lot of fun along the way." But we weren't there, we were way down here. So the first thing for me was, I was getting the right team and so slowly but surely, I made sure we crafted the most amazing executive team. We couldn't call ourselves an executive team because that is a no fun name. So we're the Care Bears. So our Care Bears are... They're phenomenal. And I truly believe that crafting that team has been without a doubt the thing that I'm most proud of stuff, because they're phenomenal. So with them, we can do whatever we want. So once we had the Care Bears in place, the next step was making sure that we've got the right GMs in place like, Natalie. And that was hard, right? Because it's going to mean getting rid of some people, but also making sure that you can attract

Corey Frank and Chris Beall just had the fun privilege of recording a Market Dominance Guys podcast with Mandy Farmer, CEO of Accent Inns on the most important value in her business (and ours also, it turns out) - fun. This is part one of this interview with Mandy. Take a break and enjoy some lightness, as well as considering a new approach to help secure employee retention while growing your bottom line and see why she and her team are thriving in the hospitality industry while her competition is going through massive layoffs. As soon as the border opens up and we can cross the border, our team will take the ferry north to have fun learning more about the crucial role of fun in business - the best way, by direct experience! Thanks, Mandy, for being our second guest ever, and for sharing the business power of fun with us today. And thanks, Ryan Reisert for introducing me to Natalie Corbett yesterday. I'm so glad we took the opportunity to have these conversations. Conversations Matter. Fun conversations matter even more! Join us for this episode of Market Dominance Guys. ----more---- ---------------------- ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home, since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, https://ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Corey Frank (00:28): Great. Welcome to another episode of the Market Dominance Guys with your host, Corey Frank, and the esteemed patron of honor here, Chris Beall as always to my virtual left. Today, we have a very special treat for everybody because we don't have guests usually, Ryan [Riset 00:00:52] made it just under the wire from a few weeks ago, but we're honored to have Mandy Farmer who runs the Accent Inns. It's a family owned and operated group of hotels in the British Columbia area. And I think you'll agree after our chat with me and Chris today that their approach, the Accent Inn approach, of taking fun seriously is a core value for any company, especially in today's environment. So welcome Mandy to the podcast. Mandy Farmer (01:24): Glad to be here. Corey Frank (01:26): Chris, so how did we get to know Mandy here? Normally it's just Johnny Carson and Ed McMahon, Ed McMahon, of course. And we decided to have some guests and an esteemed one at that, so how did we get to know Mandy? And how does this have to do with Market Dominance? Is fun a dominant trait for businesses today? Chris Beall (01:43): Well, yeah. So what happened was Ryan Riset, somehow, and you know how many people we talk to at ConnectAndSell. If you haven't had a conversation with us, you probably are hiding somewhere pretty well. Somehow he had a conversation with Mandy's colleague, Natalie Corbett, and I don't know how that came about, but he told me about it, he said, "These guys are doing something in the hotel industry that seems impossible and yet they're just doing it." And they're doing a bunch of something. So one of them was they're providing accommodations for essential workers. And that really resonated with me because my son, Galen, is an essential worker in Reno. And I know the effort that he goes through just to get into the house, because there's other people in there and he has to come home and strip down in the garage and put his clothes in a bag and sneak in through a known path that he takes quickly into the shower, and the whole bit. This essential worker business is a non-trivial undertaking and actually, he had an experience the other day that it would have been very nice if he could have gone somewhere else because he had a seizure at the office. He's the assistant manager of the FedEx office in Reno, and just some combination of some medication that needed to be adjusted and as a result, lack of sleep and the stress of dealing with the public, on the front lines of public, that by the way, is not always a very kind to these essential workers, basically saying, "Hey, you're not at any risk, th

Corey and Chris talk about when to hire the right people, how to hire the right people, and horror stories. It starts with the tension between talent and alignment. There are three scenarios you don't want to end up with a new hire. You always want people that are talented and aligned, or else you either don't hire them in the first place, or accept this and fire them now. You may have a candidate that is talented and capable. You think talent will take over and they will become alignment. Never happens. Lack of alignment may be due to a fundamental insincerity and sucking out of the company what they can. Yes, I can do that, hey can I have that corner office? Next, you may run into the candidate that has no talent and no alignment. First, why would you EVER hire that person? If you did - time to fire them. The final is the tougher one. They have alignment, but why only have some of the talents you need, but not enough so they lack performance. They just aren't catching on. Join Chris and Corey for this episode of the Market Dominance Guys: Construct Your Company So It Is Unappealing To Parasites. ----more---- Market Dominance Guys is brought to you by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Corey (00:34): Hey Chris, great to chat again. One of the things that I think we were talking about last time in abbreviated detail was when to hire the right people, how do you hire the right people, and maybe some horror stories of when the people that we hire are not in alignment with what our values are as a business, particularly in this market dominance role. So I think it'd be interesting to hear from the master here, hear from you about, when you're knee deep in market dominance growth mode, and you have your systems, firing on all cylinders and everybody's in their respective swim lanes. How do you go about hiring and adding to the team where we both know that sometimes adding one person that is not culturally aligned can bring down the entire kingdom, so to speak, or at least set us back many, many, many months? So what have you learned from the market dominance growth patterns that we've seen and you've seen in certainly so many of your client companies and how it relates to hiring the right people and what are some of the processes folks used to make sure that they're hiring the right folks? Chris (01:45): Well, it's a fascinating question, Corey. I mean, we know that there's always a tension in every company, between talent and alignment. At General Electric, they used to talk about this, that you had the folks who were essentially talented and aligned, and of course those people are golden, and then you have the people who are talented and capable, but misaligned, and you tend to keep them because you keep thinking that their talent or their skill or whatever, is going to take over and somehow maybe they'll get aligned and then that doesn't ever happen and you finally end up firing them. I mean, they used to talk about fixing that, but I don't know very many cases where somebody whose lack of alignment is due to fundamental insincerity as a human being and they're just kind of in it for themselves and seeing what they can suck out of the company. Ask not what you can give to the mission, they ask what's your pot of gold is going to look like at the end of the rainbow, and by the way, can I have that corner office please with this nice view? And then there was the easy one, which is the no talent, no alignment. And how in the world did you hire that person? So there's your hiring processes, your recruiting and hiring processes be able to avoid, but anyway, that's easy. And then there was the tough one, which is the person who has very well aligned, but they seem to have some of the skills, some of the talent they need, but it just doesn't com

In this episode, Chris Beall and Corey Frank continue their conversation with the co-author of Outbound Sales, No Fluff, Ryan Reisert. Chris shares a view that is a bit unpopular but rings true. He states that "This pandemic will civilize our society. This is part of the civilization of our society by which matching the need to the capability of a solution it will be done without lying, tricking, and pushing. It's a big honesty bath that will cleanse a lot of us off." Corey dives into the concept of a repeatable process and leadership vs. luck and leadership. The latter option scales well. For a guide on how to come out of this restructured sales environment with everyone working from home, join Chris, Corey, and Ryan for your tips of the week. This Market Dominance Guys episode is called The Culling of the Non-Professionals. ----more---- --------------------------------- ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, https://ConnectAndSell.com Uncommon Pro Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com.

In this episode, Chris Beall and Corey Frank welcome co-author of Outbound Sales, No Fluff, and Sales Director, Ryan Reisert. In these uncertain times, sales pros are faced with waiting for the dust to settle, then try to regain their market or take this time to learn new skills and technologies. There is a third option and that is to reframe conversations compassionately, patiently and gain control of your market. For a guide on how to come out of this restructured sales environment with everyone working from home, join Chris, Corey, and Ryan for your tips of the week. This episode is called #WFH Sales Pros - Wait, Learn, or Dominate Your Market. ----more---- --------------------------------- This channel is brought to you by ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, even when working 100% from home since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com

In this episode of the Market Dominance Guys, Chris Beall talks with ConnectAndSell's Customer Success Manager, Donny Crawford drilling it down to the three reasons Sales Teams don't follow up. When we hire people to sell for us, whether it's to sell meetings or whether it's to sell deals, we tend to put them under a compensation regime that emphasizes this quarter. Need happens at this moment to match up with what you can provide. And in order to determine their need, you have to have a discovery conversation with them. And until you have a discovery conversation, you don't actually know whether they need your offering at all much. As we know that mounts the pressure to meet numbers of calls but doesn't usually accomplish closing more deals. Learn how yes, no, not now affects our emotion tied to rejection and perception of rejection - the ability to keep our emotions in check. This is part one of a two-part session. ----more---- ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (00:43): Record away. Are we recording? Corey Frank (00:45): Oh, yeah, we're recording. Chris Beall (00:46): Fabulous, I'm so glad we're recording. I'll read your notes back to you. Corey Frank (00:49): There you go. Chris Beall (00:50): All right, so here's the thing about followups. When we hire people to sell for us, whether it's to sell meetings, or whether it's to sell deals, we tend to put them under a compensation regime that emphasizes this quarter's results. And then we say, well, next quarter's results will come as a result of work that you do now, which is pipeline building, and work that marketing does, which is bringing in new leads. But we don't tend to emphasize as management, the number one reason that you will do well in the next quarter, and the quarter after that, and the quarter after that. And it has to do with having multiple conversations, about one per quarter, with everybody who's relevant in your marketplace. And the reason we need to do this, and this comes up to a fairly high level, is that in your market, say you've got a thousand folks in your market. In that market of a thousand, there's only going to be about 1 in 12 that are in market to take a meeting and potentially buy your product in this particular quarter in which you find yourself. And that's because the replacement cycle for almost every B2B product or service is about three years. That is, if I've just bought a CRM, I'm not looking to buy another CRM until at least three years have gone by. In that case, it might be more like five to seven. If I've just bought anything, any service whatsoever, I'm probably not in the market for that service again for about three years. Now this varies by product, but the average is about three years, and three years have 12 quarters in them. And so, by math, only 1/12 of your market is coming into a part of their consideration cycle for your class of offering every quarter, 1/12 is coming into the consideration cycle every quarter. So that means you have two choices. You can either wait until they're ready, and talk to them for the first time, or you can talk to them about once a quarter and catch them in every quarter, in which they might be considering buying an offering like yours, or thinking about an offering like yours. The former, which is wait until it's just the right time, has a problem. And the problem is, until you have a conversation with somebody ... Corey Frank (03:21): How do you know? Chris Beall (03:21): ... you don't know when the right time is for them. So that comes back to a higher-level idea, which is, sales is actually a form of search. You don't make things happen in sales, you find opportunities in sales where somebody's need happens in this moment to match up with what you provide. And in order to determine their need, you have to have a discovery c

By any measure, you can confidently claim that the New Zealand All Blacks rugby team is the world’s most successful team in the world. Famed for starting any game with their intimidating black jerseys and dramatic and culturally symbolic Haka – which is a traditional, Maori warrior challenge to the playing opposition, they have amassed a track record that is truly unequaled by any other sporting team. In more than a century of playing – they started in 1903 - the All Blacks have won almost 75% of their 580 plus matches in history. It is often said that the All Blacks remember their defeats more than their victories! They accomplish this domination despite New Zealand having a population of only about 4 1/2 million people with their financial and player resources being dwarfed by the likes of other nations who compete at a high level like England, France, Australia, and South Africa. They truly punch above their weight class and make every match, every player, and every training session count. And just to show you that domination in your market does not have to equate to inflated egos or the proverbial “spiking of the football,” the All Blacks continue to enjoy enormous global success with their grounded sense of humility and character. And one of the most dramatic illustrations of this was at the end of the 2015 rugby world cup when New Zealand soundly beat Australia. At the end of the match Sonny Bill Williams, one of the All Blacks best players, gave his winning gold medal to a young boy named Charlie Line. Charlie had snuck onto the field at the end of the match to celebrate and was soon swarmed by security guards. Feeling sympathy young fan, Sonny stepped in and promptly gave his hard-earned medal to young Charlie - a kid he had never met before. He later said, 'Rather than have the medal hanging up and collecting dust at home, it’s going to be hanging around that young fella’s neck and he can tell that story for a long time to come!” The players on his market-dominant team are driven not to become merely a good All Black but a GREAT All Black. ----more---- And in this week’s episode of the Market Dominance Guys, Connect and Sell’s broken down version of their own Sonny Bill Williams, my co-host Chris Beall, takes us on a logic filled journey of how Market Domination happens on an exponential level...and NOT in a linear fashion. The All Blacks clearly recruited, trained, and play their competition in exactly such a manner and it has shown results for 116 years. So welcome to the Market Dominance Guys and this week’s episode, “Would it help if I perform a Haka before my cold calls?" ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (03:58): Markets work by a process that says if you win one, your opponent is weaker across all future games you're going to play. When you win two, your opponent is a weaker yet. Why? Because you have two references and they have zero. When you have three, they're weaker yet. It's harder for them to get their first one. And then, they've got to go to the margin. It's like being a stallion controlling a harem of mares. The other stallions, the guys who don't have a harem, are out on the outside. They get an occasional make a fall here or there. You're dominating the market. Why? Because the mares like to be around the guys dominating mares, that's why. It's safe for them. It's a good play. And market dominance works like that. Market dominance works non-linearly and yet sales compensation, sales plans, business plans, all this stuff are linear. They miss the main point. The main point is not to go, "Oh, we're going to have this growth that goes like this because our activities go like this." It's, "Oh, it gets easier, lower risk, cheaper, faster; the faster we go at the beginning and our denominator is time." Corey Frank (05:22): So, if you had

Federer, Nadal, Serena, Martina, McEnroe, Borg, Court, Navratilova…a roster of some of the best tennis players the world has ever known. But add one more name…Esther Vergeer to that list. Because she may actually be the most dominant and successful tennis player that you have never heard of. She won 148 career titles, 48 Grand Slam titles in singles and doubles, 23 year-end championships and seven gold medals. And she did it from a wheelchair. Esther Vergeer has used a wheelchair since she was 8, when an operation to correct hemorrhaging around her spinal cord left her paraplegic. So she took up tennis and shortly began to string together a list of titles that would be the envy of the tennis and sports world. From 2003 till retiring in 2013, Esther didn’t lose a single game. Not even one bad day. In these ten years, she had won 120 consecutive tournaments that amounted to 470 consecutive matches. And over the course of all these matches, she lost only 18 sets and was pushed to a match point only once. ----more---- Richard Krajicek, the 1996 Wimbledon champion, called her "perhaps the most successful sportsperson of all time." And with a record like hers, it’s tough to disagree. And surviving in your market…especially in today’s uncertain and volatile markets with the world’s challenges of the coronavirus means taking a lesson from Esther on how she approached her training…and why she thrived and won. It’s not about the 10X rule or playing full-tilt…it’s simply about 1%. Can you be 1% better than the market, your competition, and yourself? In this week’s episode of the Market Dominance Guys, Chris takes on through the math of this 1% and all the preparation, thoughts, and rationale behind some of the shots you need to take to survive and thrive in today’s business climate. From a defensive lob to buy time, to a blistering cross-court forehand, there’s a shot for every situation. And dominance, as Esther knows very well, doesn’t start with doubling your competitor’s headcount or raising 5X the capital, it starts with focusing on the simple 1%. That approach – with math on your side – is more than enough. So welcome to the Market Dominance Guys and this week’s episode, “You only live once, but you get to serve twice.” The Market Dominance Guys are produced and sponsored by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Well, the answer to your deeper question is, how do others measure their success or lack thereof in their first two or three years or starting a business? They only measure their success against themselves. Right? Most of the time. Chris Beall (04:05): Yeah. Corey Frank (04:06): And maybe their Alexa rank or who knows whatever it is, any goofy arbitrary marketing stats. And I don't start out of the gates, knowing where the goal line is, oftentimes. I do only, in respect to what my financials are that I gave to the board. Chris Beall (04:24): Yep. Corey Frank (04:25): That's the goal line, that's a fore goal line. That's not the real goal line. Right? And that's what I think what's so powerful about what your premise is here. Is why isn't people asking about this? Is why are they being so myopic about their own business or about their own goals? As opposed to missing an entire part of the equation, which is what is the market telling you, what your goals really should be? You may pat yourself on the back for hitting 12 and a half percent growth for the year and throwing off 10%. When the reality is that you have three or four or five other competitors. Right? That are actively taking market share that you are missing out on because you were so focused on yourself versus the market as a whole. Chris Beall (05:11): Yeah, that's interesting. I saw a presentation the other day. I think it was at the Sage... Big exit conference that basically said the only thing that counts, i

The earliest civilizations on earth developed between 4000 and 3000 BC when the rise of agriculture and trade allowed people to have surplus food and economic stability. Many people no longer had to practice farming which allowed for a diverse array of professions and interests to flourish in a relatively confined geographic area. The use of fire, the advent of the wheel, learning to domesticate animals, and come up with this cool thing to record progress called writing, all of these became milestones as we climbed the “civilization tree. Later, in the colonial rush in the mid 16th century, the Western Europeans brought even newer technologies, ideas, plants, and animals that were new to the Americas and would transform peoples' lives – some not necessarily for the better: Things such as guns, iron tools, and weapons; But also Christianity and Roman law; sugarcane and wheat; horses and cattle all became hallmarks of a “civilized” society. ----more---- But what about our sales profession? Can you say that Sales has tracked at the same arc as the rest of civilizations trademarks? After all, one can argue that our craft of sales hasn’t changed much in the past few thousand years. As our Market Dominance Sales historian, Chris Beall is fond of reminding us, Sales used to be an interaction among strangers at the crossroads between two people who likely would never see each other again. One may get miles away from the city after interacting with a salesperson only to release that the thing that they purchased doesn’t do what the salesperson said it would. But there were no Amazon or Yelp reviews to post after a discouraging interaction. Only more fear and suspicion from that sales experience that, in turn, the next salesperson needed to overcome to secure a sale. But today, in the Market Dominance Guys laboratory, we believe that Sales does indeed have a shot at civilizing the world. How? By forcing trust and sincerity to the forefront of how humans interact and conduct commerce. And they've never been there, says Chris. Sure, we had to have all sorts of societal mechanisms things like duels – we spoke in an earlier episode about the Colt 45 Peacemaker as an indispensable tool to keep and hold politeness and honor in check. Because, simply, if you weren't polite to another man, then you'd be challenged to a duel. And if you were in enough duels, the math would eventually play out that you're eventually going to be dead. But in the current world, we have the anti-duel - we have the internet where no one can be impolite in business for long. But it’s the B2B buyer who will actually challenge you to the duel in today’s world. The B2B buyer, because of their strong need to not get fired due to the information gap between buyers and sellers is motivated to get information real and true information. Nobody can (or should) ever be as educated as any salesperson simply because of the nature of specialization. But if you insult that sales prospect or you're insincere or untrustworthy or exaggerate - and you give them any reason not to trust you, they are going to “kill” you. And they have the easiest way in the world of killing you and it's got a great name: It's called ghosting. And Chris reminds us that they are not the one who becomes the ghost; YOU become the damn ghost because you're already dead to them! So in this week’s episode of the Market Dominance Guys, we learn why we're at the cusp of true importance for the role of sales in society today and need to understand that the “game” has to move on from being a mere primitive game and instead becomes be a sincere set of human intentioned actions based on universal principles. And the most universal of these is that somebody has to actually be part of the conversation at the point of fear. And if you can generate trust out of this fear, then you win as long as you don't blow it. So grab your Rosetta stone, your flint, and welcome to this week’s episode of Market Dominance Guys, The Rise and Fall of the Sales Empire. The Market Dominance Guys Podcast is Presented by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting

The United States may stake its claim as the first country to land on the moon but Russia can boast that it is the first country to drill the 2nd deepest man-made hole ever recorded here on Earth. Since the early 1960s, scientists have attempted to drill down to the Earth's mantle. Why the mantle? Because we’re told that scientists only have a "reasonable" understanding of what it's made from, and how it works. In 1970, Russia entered the race to dig. But unlike the Moon landing, Russia achieved more than the US. Over the next 20 years, a Russian team of scientists drilled down 40,230 feet into the Earth… That's 7.6 miles. The hole, known as the "Kola superdeep borehole," is only nine inches in diameter. Nearby residents around the dig have said they could hear souls screaming in hell coming from the depths as the team dug deeper and deeper. Take advice from the Market Dominance Guys, if you find yourself in a sales hole, stop digging. ----more---- But the drilling – and the screaming - stopped in 1992 when the temperatures below became too hot and the drill bits quickly melted one after another. In fact, temperatures reached 356 degrees before they had to cease operations. And, despite reaching such incredible depth, Russia still never got close to the mantle. But for those of us in the sales profession, there is still a deeper hole here on earth that we dig. Everyday. We dig it in our own cold calls. It’s called the Trust Hole and it’s truly the deepest hole on earth if we fall into it. It is truly inescapable. And we fall into it with our prospects when we say we are only going to innocently tell them why we called…and then blow past the initial trust allotment they’ve given to us, further test it, and then finally abuse it by pitching them your entire presentation. Vs simply building and investing the trust we have earned to get a Discovery Call. So in this week's episode of the Market Dominance Guys, Chris speaks of the cautionary tale that envelops us all too frequently on our cold calls. Because if you do the right thing and say the right thing on your initial cold call, you'll have some trust built in all of seven seconds. And if you do the right “next” thing, that trust will be converted to sufficient curiosity for them to take your Discovery meeting. If they are not interested in our initial pitch, the simple math of Market Dominance says to leave them alone…just come back later in your list cycle and restart the process. Don't attempt to squeeze any more from the call. Once you're out of trust, you're out of trust. There's no cash advance or check you can write to get more. Because you can never climb out of the trust hole for the rest of the relationship with that human being. So put the hardhat on, tread lightly, and let’s start exploring this week’s episode entitled, “The first law of sales holes: "If you find yourself in one, stop digging!" This episode is sponsored by ConnectAndSell as well as UncommonPro. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Corey Frank (04:47): So, Oren in Pitch Anything. He talks about four key components in any successful call that is memorable is having curiosity, humor, intrigue, and the most important one is tension. He postulates that most weak-minded sales people avert tension because of supplicative behavior, need for approval, want to be liked. Certainly you see that in the emails that you just talked about. And so are you postulating that email is not effective as a prospecting tool mainly because there are no stakes for the other person? There's no tension. I can create some intrigue and curiosity maybe a little bit, but I'm not involved in this process. So don't use emails. Two tablets coming down the mountain from Chris Beall, do not use emails from a cold perspective to generate your leads. You will not get to market dominance one email at a

Seth Godin, of Purple Cow fame, writes, “Trust and attention – these are the scarce items in a post-scarcity world.” I’m obviously fairly partisan on this issue but would certainly add “Fear” to his list as well. Or, specifically, how do you embrace and leverage “fear” in your systematic effort towards Market Dominance? No one said Market Dominance would be easy. It’s diligent and deliberate…it’s a three-year marathon where one of your end goals is that you end up having discovery meetings with 60% of your market. It’s both ambitious and arduous to set a course for market dominance. But the results are irrefutable…IF your inputs are consistent. For instance, understanding that the constraint of your sales system is not headcount, sales methodology, or even price point. It’s the flow rate of conversations with relevant people that you have at the top of your funnel that is so commonly the real constraint to success. ----more---- But as entrepreneurs and Sales Leaders, knowing what we need to do to fix this top of funnel constraint is often a dreadful and fear-inducing exercise. Because we know what this real constraint is called: It stirs in the bellies of sales professionals everywhere. It’s not the bogeyman, or Baba Yaga or Pennywise; it’s the “Cold Call.” This king of all top of funnel constraint leads many teams to displacement…or the simple avoidance of what truly needs to be done by doing something seemingly easier or far less friction. Like sending email. Or better yet, sending an email campaign. Or doing SEO, lots and lots of SEO... Anything but jumping on the phone and talking to strangers. Even in our own sales community on LinkedIn, there are countless and doggedly argued threads every week where a new sales “expert” likes to wax on about the final death knell of the cold call. Or that having your reps Cold Call is a colossal waste of both capital and goodwill. They’ll spin compelling data about pick up rates, dial to conversion rates, and even quote rep turnover percentages to win minds to their side. Cruelly enforcing this medieval and antiquated exercise in futility must stop in our sales craft. Because “Fear.” Fear of employing a practice that is seen as dated. Fear of people leaving your organization. Fear of doing something that doesn’t get results. And mostly, though, we fear the experience of making cold calls ourselves. But if we’re committed to be Market Dominant, we'd be wise to let fear play its healthy role with our competition. Let your competitors embrace that fear and refuse to use an indispensable tool like the cold call. Fine. But we are also wise to let fear play its role in the cold call itself. With the prospect. Because we want to use it to create tension in a relationship that we can then resolve. And, according to the Van Helsing of GoToMarket strategies – my partner on the other side of this microphone, Chris Beall - the way you properly run a cold call is acknowledging you that you start from a position of fear. Because the other person is indeed afraid of you. They're afraid of you because you're an invisible stranger and an invisible stranger is the worst possible thing in the environment of evolution. Those are the people from across the river paint their faces wrong…they put a bone in their ears, instead of their nose…and maybe they even talk funny. Their drumbeats don't sound quite like yours …and you would really prefer they stay on the other side of the river where they belong. We have this inherent fear with invisible strangers. And when we cold-call somebody we trigger that fear and they may express that fear in “pushback.” Feelings like annoyance, anger, dismissiveness… whatever it happens to be. But when we're afraid, something interesting also happens, too; We tend not to run away. We want to get away, but instead, we put a little defense mechanism…a little squid ink, so to speak. And that’s the point where we need to embrace fear in the call. And so this episode, we learn from Chris how to properly use fear and how to ultimately turn that fear into trust…and then that trust into curiosity…and then that curiosity into real commitment. So turn off all the lights, light a candle, and cue the macabre organ music…This is The Market Dominance Guys and this week's episode entitled, “Don’t Look Under the Bed: How to Make Fear your Friend in Cold Calling.” The Market Dominance Guys is Brought to You by: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, inv

A lot goes into building a surfboard. In fact, depending on the expertise and the quality of the board, there can be upwards of 39 steps from start to finish. It’s not a fast process and takes a skilled surfer on the shaper to know what a particular board size or shape will do in the water. Take Dick Brewer, the undisputed 83-year-old grandmaster surfboard shaper from Hawaii. Dick has designed boards surfing legends all over the world…the big guys like Laird Hamilton and Garrett McNamara. He says he has made more than 50,000 boards in his lifetime. McNamara says, "He makes the boards that I can trust my life on." Dick doesn’t take that trust lightly since Garrett regularly hunts waves of 100-feet plus to ride. Today, Dick hand-makes about 200 boards a year, putting his crisp, neat signature on each of them with a pencil and some of his custom wood boards sell for as much as $12,000. Dick’s fundamental innovation was to shape the nose and tail of the board into a teardrop rather than an oval, allowing the board to cut into the water more precisely and help surfers ride inside the tube of the wave…this was revolutionary at the time and is credited with helping explode the skills and confidence of the big wave riders and also help newer folks try their hand at the sport. Tune in for this episode of Market Dominance Guys, "The Best Surfer Out There is the One Having the Most Fun." ----more---- In the previous episode of the Market Dominance Guys, we compared the surfboard to the words or scripts that are used. And the surfer – the professional salesperson who wields and performs those words with an exacting tone, pace, and delivery. And so in this week’s episode, I ask our own grandmaster and sales-pitch shaper – Chris Beall, about the critical nature of the focusing on the first seven seconds of your call to establish true trust and how that simple revelation was akin to Dick’s innovation of shaping the tail of a board into a teardrop and brought about a very similar revolution into our sales craft. This is the Market Dominance Guys and this week’s episode entitled, “The Best Surfer Out There Is The One Having The Most Fun.” Dick’s fundamental innovation was to shape the nose and tail of the board into a teardrop rather than an oval, allowing the board to cut into the water more precisely and help surfers ride inside the tube of the wave. This was revolutionary at the time and is credited with helping explode the skills and confidence of the big wave riders and also help newer folks try their hand at the sport. ---------------- The sponsors for our show are: ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (03:45): When Chris Voss said, right now, to me that evening, when he said, "You need to show this person that you're competent to solve a problem they have right now." It was the words right now that blew my [inaudible 00:04:00] up because I just suddenly realized, wait a minute, the problem this person has right now is me. And it turns out the secret to the whole damned thing is for me to actually say, "I am the problem." And to offer a solution to the problem that is me and that moves the trust needle every time. And this is where our customers, we teach them this get confused because they then go back to the traditional model and say, "Yeah, but did it produce a meeting?" And that's not the point. The point is 103 million, right? I said, 100 and this little test drive here, and 103 or 108, I think it was, million bits of information. Chris Beall (04:53): Most of which were not in the words. This is the other part that's hard for people to understand is within those seven seconds, I can only get out so many words. I can probably say 40 words, right? So let's try to see how many words there are. I know I'm in an interruption, that's five and I have 27 seconds to tell you w

You can learn a lot about market dominance by sitting in the sand…and watching surfers on the beaches of Southern California as they hone their craft. As a land-locked kid from the mean streets of Milwaukee, I would visit the beaches of Venice, California every summer and attempt to ride the relatively modest waves of the warm Santa Monica waters. Time and again I would bite it and tumble into the surf…learning a little bit each ride about balance…about the feel and the connection to the board beneath you…about timing. And later committing to a career in sales revealed many of the same techniques that I tried to master as Midwest kid first learning to surf. Certainly meeting with the Sales version of Point Break’s surf-master Bohdi, Chris Beall, over 15 years ago, has helped guide me in search of both riding the perfect wave and executing the perfect sales call. In this episode of the Market Dominance Guys, Chris argues that it’s the quality of the voice of the sales professional…and the obvious ability to emote sincerity of the human being who is conducting the first seven-second conversation with the prospect, which is really the key to market dominance. You are the surfer. And the scripts you ride – its purpose – with its first bits of information - is to be like a surfboard. Working with both a high-quality tandem is the only way to achieve dominance. But let’s remember that the job of the surfboard is not to ride the wave; that’s the surfer’s job. As I found out after many a spill, it simply can not ride the wave without a competent surfer. Having a Martin Scorsese-written script alone doesn’t guarantee success in your cold calling. ----more---- That would be like chucking 1000 surfboards in the ocean…what would happen? Watch all day long and you will not have very many artistic or higher level wave riding experiences from doing this in spite of how expensive or expertly crafted your board is. The surfboard would just bob around at the pleasure of the waves. But every once in a while one of them could kind of come in on a wave and stay on it for a while… but nothing really very interesting happens. BUT…you put a competent surfer on the board – who is now constrained by the confines of the surfboard (the script)…and if their skill is high enough and their courage is great enough, and they know what they're doing with their balance - or within that script - they can truly express their personality and establish trust…all in the first seven seconds. Their tone of voice, the prosody, what they sound like, “who” they sound like…all factors in the emotion that the prospects feel such as, Do you sound like somebody they can trust? Hey…no one said Market Dominance would be easy. So welcome to this week's episode entitled, "Surf’s Up - We all stand equal before a wave." ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro. Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (04:13): This is what I asked [Chris Bosch 00:04:15] at that dinner that I was so kindly invited to and he had a very clear answer. To begin to move the trust needle, you have seven seconds. So that's a decay curve. When you encounter somebody, there's this time of ambiguity where they're neutral. And as you begin wasting their time, they begin trusting you. If you don't achieve trust after a while, you go into the, "Meh. I don't really care about this person." So his point is you got seven seconds. And during those seven seconds, you have to do two things precisely. One thing is you must show this person clearly that you see the world through their eyes and you're on their side. You understand their situation and you're for them not you. You can still be for you. I don't mean to them the exclusion of you,? But you're for them, you're on their side. And so you can't be on somebody's side unless you know what their side is. You have to show them that you see the wor

The United States of the mid 19th century is ripe with stories of its timeless legends and colorful characters who helped weave the historical events that defined the Great American West. The stories and movies about the adventures of lonesome cowboys, men with black hats, or brave lawmen of the Old West who clashed frequently in conflicts such as the Gunfight at the O.K. Corral, the duals in the dusty streets of Virginia City, and tales of quick justice in Dodge City, continue to capture our imagination. When we talk of cowboys and other figures of the Wild West, we immediately picture a man on horseback. But no cowboy would roam the West or walk the streets without a gun…and such a gritty figure would most likely wield a very distinctive long-barreled revolver called the Colt 45. In fact, no gun in the Old West was as important or left such an indelible mark as the Colt Single Action Army Revolver, or more widely known simply as the Colt Peacemaker. It was said that "God made man, but Sam Colt made them equal." And why it was called the Peacemaker and the “Great Equalizer” is as related to business and market dominance today as a cowboy is related to his boots. The Colt 45 leveled the competitive playing field because it equalized the relationship among fighting males…especially in the strong honor culture of the Old West, where discipline was enforced through one on one combat and duals deriving from even the faintest slight. So much so that the reason people used to be more polite back then could be argued that it was not because they were nicer people, it's because you might get killed otherwise. And that, as my fellow co-host Chris Beall would say, was considered to be a great inconvenience. join us for this episode of Market Dominance Guys. ----more---- --------------- ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling, since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (04:35): Question is is it okay to tell a sales rep how to do their job, what tools to use or technologies to use, process to follow? And it comes all the way down to this ancient question about what is the relationship to sales itself to a company and its strategy. So under the old paradigm, which came to us from, as we were talking about before the roots of capitalism, where capital is deployed to create the means of production that is factories full of machines with people tending the machines, or maybe it was some people doing things by hand or whatever, but capital is deployed in order to build something repeatably in that something turns into inventory, finished goods inventory, and that inventory must be disposed of and turned back into cash in order to make the cycle work. Right? So what that always suggested was well sales is this external function that just sits out there somewhere in the world. And as long as they dispose of the inventory in a way that's reasonably efficient and they don't take too big a cut, then it's not really relevant to the future of the business. The inventory must be disposed of, sales must be good enough, but we certainly don't want it inside the company, because then it turns into overhead. That is when there's nothing to sell, then we carry the sales person. So, and the classic evolution of business through, I'll call it the capitalist revolution that occurred as a concomitant of the industrial revolution, hand in hand, we ended up with this model of the salesperson as effectively kind of an independent contractor. And it shows up in how we compensate salespeople, where we compensate them with variable compensation, with commissions based on what they sell. And the ultimate, most respected kind of salesperson is the pure commission rep, who is a lone wolf who does whatever they do. And they run their territory the way that they want to run it. And it doesn't really matter if some mix of their Rolodex, their charm, bri

Almost 400 years ago, in the early 17th century in Europe, tulip bulbs were considered hard currency. 200 years ago, many islanders of the South Pacific used bleached seashells to flaunt their wealth. 100 years ago, many Texans measured their success by how many heads of cattle they ran. And today, my 8-year-old measures his wealth by the rare skins and VBucks he accumulates through his Fortnite gaming efforts. But today, if you’re a CEO or senior business leader in B2B tech markets, you may also have an alternative form of capital that should be leveraged in every way that the currency in your bank account is currently deployed: If you have created the function of an SDR team – regardless of the size - they are indeed a source of capital that operates in many ways like traditional capital and is also liquid. Since our focus at the Market Dominance Guys is lending a hand to companies and offering techniques and insight to market penetration, transitioning to NEW and additional markets may be something that isn’t at the top of the list. But, Geoffrey Moore argues – as we discussed in an earlier episode about his book, “Crossing the Chasm” - that breaking into any market is an aggressive act. And as such, Moore proposes a specific and consistent and testable strategy for moving from one market to the next with success. And testing and entering a new market is often a much more simple exercise than many realize…especially if you have the alternative capital – SDRs – to invest in it. It is through your SDR team, after all, that is the means by which you're going to identify the ripeness and opportunity that exists in a new market. With their number one job to be an instrument of market exploration and their number two job to be an instrument of market expansion. That’s why, in essence, the mighty cold call is the essence of this entire market domination thing. Namely, can you hire and train and coach your SDRs to speak empathetically enough to get the prospect to trust them enough in 30 seconds and be curious enough that this curiosity can be transformed into commitment, and that this commitment will turn into the action of actually showing for the meeting. In this episode, we explore the power of deploying SDRs…how, how many, and when…and why the more markets our SDRs can validate, the less our chances are of going out of business. This is the Market Dominance Guys and this week’s episode, “How Many SDRs does it take to Change a Lightbulb?” ----more---- ---------------------------------------- Market Dominance Guys is sponsored by ConnectAndSell and Uncommon Pro ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Speaker 4 (04:03): The cold call today, done by an SDR who believes in the potential value of the meeting, for the human being that they're talking to, in the downside case where there's no business to be done ever, not just today, but ever. That cold call done by that SDR is the equivalent of the assignment of a territory to a good rep in the past. So my unit of go-to-market the past was get a good rep with a Rolodex, and give them a territory. Why the Rolodex? Because the rep is referenceable within the Rolodex. So it's like, "Why not?" Right? I get myself a market. What's a market? The rep's territory. That was the brilliant act of the past. No longer even interesting. The brilliant act of right now, is one cold call by one competent SDR into a list that is a hypothesis about a self-referencing market. Why is it so important? Because without it, without that cold call, we can't have a shot at getting enough information back and forth between us and somebody else to get them to come to a meeting where they might confess their desperation. It's a chain of value that goes along. And if you break that chain by refusing to do the cold call, you cannot dominate a market by starting wit

The classic book, Crossing the Chasm, by Geoffrey Moore, is a manifesto, a field manual, and sales’ version of Dr. Spock’s book on “company rearing” for new entrepreneurs…all in one. To level set for a brief moment – and Googling an image of Dr. Moore’s chasm graph may be helpful for the episode here - marketers have traditionally identified different kinds of B2B tech buyers: Innovators, Early Adopters, Early Majority, Late Majority, and finally the Laggards. The traditional model assumed that, in the lifespan of a product, the market is first dominated by the innovators, then the early adopters etc. down the line. This model implies a level of inevitability in the flow-through of one of these categories from another to another…as your business continues. Good in theory but not so easy in practice. The reality of entering and competing for markets today, gaps exist between the categories in this model that are large enough to derail the most promising startups as they transition from one category of customers to the next. And the biggest gap Moore writes about is the one between Early Adopters and Early Majority. This is where both bags of money and companies go to die. Because the GoTo market & sales strategies that win deals in the Early Adopters group, won’t necessarily work so well for the Early Majority group. Instead, you may find yourself at the bottom of a valley looking up at an el Capitan-like sheer vertical wall of market climbing ahead of you. The sales team by your side that did well in the early stage of capturing innovators and early adopters now find themselves often overmatched and underequipped by the challenge and technical nuances of a market wall this big. Since it is vastly different market types, moving from early adopters to early majority requires new tools, new approaches, and a lot of new thinking. So what is the new thinking? In this episode, I ask Chris about the simple differences in the type of team and skills and techniques you need to climb this wall and continue moving down Moore’s market path. Building trust is the core requirement – and without understanding how and why you need to manufacture it to scale this wall, you’ll be left floundering and eking for survival with other amateur but well-intentioned climbers at the lower reaches of this meager market wall. So once again welcome to the Market Dominance Guys and this week’s episode, “All dead companies are equally uninteresting.” ----more---- --------------------------------------- Market Dominance Guys is sponsored by ConnectAndSell and Uncommon Pro ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Corey Frank (00:49): The classic business book, Crossing the Chasm by Geoffrey Moore, is a manifesto. It's a field manual and it's a sales version of Dr. Spock's book on company rearing for new entrepreneurs, all in one. And to level set for a brief moment, googling an image of Dr. Moor's graph may be helpful for our episode here today. But marketers have traditionally identified different kinds of B2B tech buyers. You have the innovators through the early adopters, through the early majority, the late majority, and then finally, the laggers. The traditional model assumed that in the lifespan of a product, the market is first dominated by the innovators and then the early adopters, et-cetera, down the line. And this model implies a level of inevitability in the flow through of one of these categories from another to another as your business continues. Certainly good in theory but not so easy in practice as many of us can attest to. Corey Frank (02:04): The reality of entering and competing for markets today, gaps exist between the categories in this model that are large enough to derail the most promising startups as they transitioned from one category of customers to the next. And the biggest gap that

If you want to dominate your market, here’s an inexpensive tip: Head down to your local Goodwill and buy a used version of the classic board game Risk… It seems that you don’t need AI, Machine Learning sims, or dozens of third-party load-tested and validated forecast models to predict how your business will perform in the next 24 months. Sometimes you just need to remember how you played a game that many of you probably haven’t picked up since you were 12. Risk was a board game that taught many of us about basic market dominance…each player sits and views a map of the world where each player has a finite number of armies placed randomly in a territory. The goal is to budget – and risk – your armies to conquer your neighbor’s landmass – while also leaving some troops to defend the territories you already have won from attacks that soon come on other fronts. The player who conquers all the armies on the map is the winner. No less of a result than we’ve talked about on these episodes. Consider that at the outset of every turn you simply ask yourself, “What am I going to risk in order to boot somebody out of a territory, so that I can dominate it from which I can launch another campaign when I'm strong enough to dominate and adjacent territory?” It’s the same theory in business – except deploying real dollars and resources vs placing your surplus of plastic pieces in Greenland (never a good idea). If you and your leadership team just played Risk all day long, I guarantee you will see traits and ideas and lessons to be applied to your current business. Because this math and exercise in risk and reward – and you’ve really got to do that kind of fundamental math if you haven’t already done so – is kind of like the game theory of business that must be done before we can figure out the real role of sales. So let’s jump right into this episode of the Market Dominance Guys entitled – Parker Brothers gave me my MBA. ----more---- Market Dominance Guys is produced by ConnectAndSell and UncommonPro ConnectAndSell ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Corey Frank (03:24): Two states of a company that you were talking about is either they're dominating at least one market or they're dominating none, which is very binary or they're in the process of dominating one or dominating none. But I think it would be helpful today maybe to spend a little time talking about, "How do I do a reset? I'm not dominating my market. I'm getting my ass kicked. Is it time to hang up the spurs because I already lost? Or is this an irreversible condition? Is this a reversible condition? What are the steps that I would have to take as a business to start my path back to market dominance? Or is it the company that if they do this correctly, who are dominant, will never have any ankle biters again?" But what's a company to do that finds themselves asleep at the wheel, wakes up after their C round and realizes that, I'm only going to grow by 12% this year. IEB does only going to grow by about 4% this year. I'm in this purgatory, where, what do I do? Do I double down? Do I re-engineer my sales department? Do I re-engineer my marketing department? Do I introduce new products? Do I try to look for a strategic M and A record and pull the plug? So we'll be talking about that because as in session four and five, we talked a lot about discovery and how discovery is a destination strategy and it's just a step to get to the next step. And that reps need to believe in this discovery meeting in and of itself. And which is also an interesting point Chris, is that most sales methodology is actually, I take that back. Most sales organizations, sales managers, if you're a new rep, the teaching that I give you performing the discovery meeting is to get me the answer to these four questions. Chris Beall (05:20): Yes. Corey Frank (05:21): I don't care

Rocky. The Karate Kid. The Average Joes. Rudy. Underdogs. We love them. They are the people who use their grit combined with their well-coached and newly acquired skills to make waves, cause the odds-makers fits, and run up the score. When you get funded by a VC and finally have the green light to release the Kraken and launch your vaunted sales machine, there is a temptation to run up the bill on the countless tools available in the sales and marketing stack and forget the meager stack from whence you came. “Stand back…I have capital and I’m not afraid to use it!”...you’ll think. Magic beans to make my phone ring?...I’ll take it! A love potion to make my prospects swoon into a demo?...Yes, please! A virtual dancing Elvis to get folks to download my white paper?...sure, why not? You can spend the GDP of a small Caribbean country playing this game and feeling like you also have the perfect Millennial-friendly office, the best cold brew, and the ideal dress code and PTO policy. But the most sophisticated and successful stack and culture in the world can be had right now if you simply have a tight message that works combined with a mechanism to talk to hundreds of thousands of people a year…AND doing it with a small team of sincere and empathetic salespeople. But is it realistic? In this episode I ask Chris if something like this only exists in the lab…or can it be really be seen in the wild. Welcome to the Market Dominance Guys and this week’s episode: “Mr. Miyagi and the Theory of Market Dominance.” ----more---- ------------------ ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (02:48): This what's so weird. This is huge leap. This is why I think it's so interesting. Okay. I have a strategy. My strategy consists of making a list. That's my strategy, right? I make a list. I claim that hypothetically, that that list is self-referencing. If one of them buys, the others are more likely to buy. I don't have evidence of that yet. It's a claim I'm making to myself. It's like any other scientific experiment, I make a claim. I got to set up the experiment. So I set up the experiment by making the list of companies. And I set up my sub experiment by saying, oh yes, and I'm going to try to talk to these people in these companies. I hypothesized that they're important to this process. And then I can start with them. Now, what? Right, it's really interesting. Now what? I can advertise to them, but that doesn't give me any feedback other than that some of them can advertise another way. What if they're searching? I can buy some ad words and I can do that. And some of them will come to me. I can email them and some of them will come to me. But what I'm trying to do is to drive discovery conversation with which I find out from that individual whether they will take the risk of advancing the discussion to the next step. So now I get to call the sheep from the goats, the sheep of the socializers who will always take a discussion to the next step because that's what they do. And the goats are the ones who are going to go, "I ain't going there unless I see personal advantage." And the personal advantage must first include the risk. So the risk comes from you lying to me because you know, more than me. So therefore the thing that must happen is a discovery conversation in which by and large, as the potential buyer exits that conversation, they've now placed significant trust in that particular seller, whether or not they're going to buy now. So you're conditioning the market through sincerity applied at discovering. Your mathematical problem however, isn't discovery because you can't get them into discovery. We're busy and they don't spend their time doing this. So now you have to go, oh, here's my bottleneck. My bottleneck is right above discovery, which is right above the top of my funnel. So

Today, when you examine the toolbox of the modern sales professional, many of us immediately see the abundance of options in the marketing and sales stacks that decorate most of our desktops…I have tools that can disguise my phone number, I know when someone opens an email, I can do a virtual face to face meeting…AI and machine learning tools even tell me what to say and who I should say it to…a scale of portable technology and advancement and capital on any ordinary rep desktop that would leave an Apollo-era NASA slide-ruled engineer in your dust. But what about the techniques, behaviors, and go to market strategies of that same modern sales professional? Sadly, for most of us, we’re still stranded in mid-century America. But not the mid 20th Century, rather, I’m speaking of the mid 19th Century America of 33 states. The mid-century of America where the new hot book on the scene was not Good To Great or The Lean Startup, but instead a fresh little nautical fiction text entitled Moby Dick. In this episode, Chris takes us through a virtual time warp of strategy, territories, and compensation as a salesperson. Some things have indeed changed, But some remain firmly entrenched in a midcentury President Franklin Pierce’s America. This is the Market Dominance Guys and today’s episode “Get the DeLorean; My Profession is Stuck in 1855!” ----more---- ---------------------------------------- ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Corey Frank (02:42): When we were doing the test drive with you, at Stormwind we had ConnectAndSell, and we were doing pretty well and we're spending lots of money. Tom says we should probably try another competitor just in case. Well, there are no other competitors. Came back with this company called ConnectLeader. Chris Beall (02:57): Oh yeah. Corey Frank (02:57): Oh, okay. Well, sure I kind of felt that yeah, that's the right thing to do for the business. Chris Beall (03:03): Right. Corey Frank (03:03): You know, brought those guys in and you know how the movie ends, right? We probably lasted maybe, gosh, maybe a month with those guys after like three months with you. And then I come crawling back to you and the services, give or take let's just say from Tom's perspective, the services were roughly the same. The biggest difference was the trust factor that I had, because we've probably known each other maybe 10 years before Stormwind and had various interactions. So I did trust you more than I trusted myself. Right? And people like Chad or Steve in the marketplace as well, there are certain folks that I do trust, which is why you seek out their counsel, you seek out their advice. You probably don't set one foot in the AASP Conference in Chicago, you don't even get into the breakout rooms before somebody sees you at the hotel check-in and says, "Oh wait, Chris, I got a quick question about ABC vendor. You're familiar with them." Chris Beall (04:04): I can't physically get into the building, which is great. Corey Frank (04:11): Yeah, because this trust oozes from you, people do trust you. Is that a little bit of that I may have a superior product? I may have even an exceptional list, but if my salespeople are not trained with true empathy and I don't hire to that, that they'll never get to that threshold. Or I may succeed in spite of my sales team, but how conscious should I be as we're going down this path of market dominance in the selection of the people who give that message? Chris Beall (04:46): Hugely careful, this is where hiring somebody who even exaggerates a little bit is highly problematic. I know some who do and get away with it, but they exaggerate transparently. That is, it's a joke. You know, Steve's the opposite. Steve Richard is hyper precise. Steve will never tell you a number that he doesn't know is true. He just won't do it. So there are

States, lots of ‘em, 50 states. Plus Red States, Blue States. States of consciousness. Physical states. Liquid/Gas… How about the state of Markets, being Market Dominant, or simply being an “also-ran?” The fact is there are only two states you can reside in as a company: you're either dominating one market or more, or you're dominating zero. And if you're dominating zero markets, you WILL go out of business in time unless you turn into a company that IS dominating at least one market. Market Dominance is security, it’s collateral, safety, shelter, asylum, parlay; but most importantly, it’s freedom. Because the only two reasons a company dominating a market can ever go out of business is either financial mismanagement or if the market is just too small. So how do you map your journey to market dominance? What’s changed over the past few years that makes it easier for some and more difficult for others to even get out of the gates? In this chat, I ask Chris for his insights into the real stakes of entering this Octagon of business without true dominating intent. This is the Market Dominance Guys and today’s episode entitled, “The Two-State Solution in Market Dominance: Dollars or Donuts?” ----more---- ---------------------------------------- ConnectAndSell. ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with uncommonpro.com. The complete transcript of this episode is below: Chris Beall (02:39): It's the talk that I gave, starts with corporate strategy and the challenges of corporate strategy, and it goes all the way down to the psychological nuances of the script. In one case in the dinner case, I'll call it, I leave the details a little fuzzy. So I get to sort of the fact that there are these psychological imperatives and the language is important, but it's not a workshop. The idea is to get people discussing this controversial question which is, is it possible that an old path to dominance has gotten more difficult because of some secular changes in the world? Which is primarily the concentration of wealth in the hands of a smaller number of people which has driven the growth of private equity, and private equity has driven the competition of money with corporates where corporates have to compete against money that has an easier job. What does the money have to do? All the money has to do is make an investment. They have to find an asset they want to invest in, and they see them as assets, not as companies. And then they put the money into that company through this complex looking process. But it's the same for all parties who might ever want to buy that company, no different. They have more flexibility. They can take positions from whole ownership down to some fraction, which a corporate can't do, corporate needs control. So they have a wider variety of targets they can go after. They have no requirement to integrate, none whatsoever. You can buy the company and just let it run, or they can buy it and put in new management, or they can buy it and have a thesis about operations, or they can buy it and combine it with another company. They can do anything that they want, right? I'm a corporate when I buy a company, what can I do? I can either let it run independently and decide whether the law says I have to consolidate the books or not. And then I can say, "Well, I've added it to my portfolio, and I'm going to seek synergies later at the SSL approach, or I'm going to integrate that company into mine, into the acquiring company, which is known to fail 90% of the time. So as a corporation, I have to pay up. Now I have to pay premium prices for an asset that may or may not be the right asset because I can only learn so much about it before acquiring it. And after acquiring, and I have to do more work with a higher failure rate. The guy I'm competing with just does his due diligence strokes a check and says, "Yeah, we'll flip it later." Right? So that path to strategy, that

What do you need to believe when you ask someone for 15 minutes of their time? What’s the underlying emotional and rational DNA of true belief that is pulsing through your brain? And even beyond this, it would be helpful to remind our listeners about our mission here at the Market Dominance Guys…what’s the real reason these nuances and steps and tactics of market dominance even matter? Because, after all, if we don't get past the discovery step consistently we can never dominate our market. So all of these steps are not necessarily put in place for the salesperson themselves to be successful, although that is great byproduct; The real underlying purpose of all of this is to provide an alternative or an adjunct to the traditional funding, mergers, and acquisitions as a way of executing corporate strategy …That’s actually the purpose of all this…as my esteemed and candid co-host is very fond of saying, “You can go sell any damn way you want…if you DON’T want to dominate markets. Why? No one will care.” In this episode, I poke Chris into a controlled burn on the mathematics, the reasoning, and the basic economics of how to dominate your market…and why it matters even more in today’s booming economy. This is “No Tourists Allowed: Are You Serious about Reaching the top of your Market.” ----more---- ConnectAndSell. Welcome to the end of dialing as you know it! ConnectAndSell allows your sales reps to talk to more decision-makers in 90 minutes than they would in a week or more of conventional dialing. Your reps can finally be 100% focused on selling since all of their CRM data entry and follow-up scheduling is fully automated within ConnectAndSell’s powerful platform. Your team’s effectiveness will skyrocket by using ConnectAndSell’s teleprompter capability as they’ll know exactly what to say during critical conversations. So come on… give your fingers a rest with ConnectAndSell! Visit, ConnectAndSell.com Uncommon Pro - Selling a big idea to a skeptical customer, investor, or partner is one of the hardest jobs in business, so when it’s time to really Go Big, you need to use an Uncommon methodology to gain attention, frame your thoughts, and employ a sequencing that is familiar to convince others that your ideas will truly change their world. Through Uncommon Pro’s modern and innovative sales, scripting, and coaching toolset, we offer a guiding hand to ambitious Sales Leaders and their determined teams in their quest to reach market dominance. Today is the day things change. It’s time to get “uncommon” with