How to Sell a Service at 2x the Price | The ₹50 Crore Sales System Every Founder Should Understand — Transcript

You have six months to make as much money as possible. What are you doing? I'm gonna find a sales job. Everything always goes back to sales, no matter what. To get to a million is very easy. You need 20 people to pay you $4,000 for 12 months and it's a million dollars. People lost their minds. We should do this again and do part two. You know, the next time I'm going to actually walk you through the entire sales call where I will show you what my three gates of hell are.

>> This was the masterpiece from Sad. >> This is a banger podcast. You have to watch this. >> 1 2 3 and start. This is episode 2 with Sad. What are you here to teach me? >> Sales is the easiest job in the world and the most I have to cuss for this. The most rewarding. How to build a sales to generate sales worth 50 crores. >> There are three main components that come into making a sale. Okay. One is your offer. Offer is pretty much what you sell, your distribution, who you sell to and sales, how you sell to them.

So a lot of people are like organic. >> Bro, what are you saying? >> Organic, no paid. >> 6.8 million. No. Help me land a client who'd pay me $1 million. >> Rot transfer my card. >> I'm sending you a link right now. >> Right now. Let me think about those two models and get back to you. >> Yeah. Can I tell you something? I will give you a,000 dirhams zinc which is a refundable deposit. This will actually put you in a state of putting some thought into it. >> Yeah, let's do that. >> Awesome. I've received your payment. Deep discovery. I call it the gates of hell. Has three gates of hell. The first thing is need. Second is decision making and timeline gate. You pass this gate.

You then go to the third gate. This is where most sales people out. They're going to hate that I said this. >> How do you think I can keep track of all the leads from all my streams? >> This is a game changer that most people overlook. Very very very like if they just do this revenue will skyrocket. >> Okay guys, this is episode two with Sad and this time Sad is here to teach us something very very exciting. Sad, what are you here to teach me? Basically the idea is those sal within two years the last year we did 50 crores in revenue in a service business that sells only two things and everything that it takes to actually sell or get to this point where you can get to that mark I'm going to show it to you without you actually having to think about all the mistakes. So the next two hours trying to figure out how do you go from I have no idea what I'm supposed to be selling to I am able to build a service business with one or two offers that can get to 50 crores a year cuz that's what we use.

>> Okay s first let's do macro and let's figure out the first principles of sales understand the system very well and then I want to go micro to understand the architecture of a call >> okay >> that can help me land a client who would pay me $1 million. >> Okay. Okay, awesome. So, basically one of the most common mistakes that people have is they are trying to fix sales where it's not a sales problem, it's a fullfunnel problem. So, first we need to understand what do you need in order for you to actually make a sale. There are three there are three main components that come into making a sale. Okay, one is your offer. Offer is pretty much what you sell, your distribution, who you sell to and sales, how you sell to them.

So one of the most common things that keep happening in India is the burden's on the saleserson to be able to generate revenue and not on the rest of the ecosystem that needs to support it. >> Yeah. >> Like if a company is not making revenue, the first people that got fired are salespeople. But this is the last component of the three. If your first two are not operating at the level that it needs to operate on, the third cannot. A great salesman with a mediocre distribution, mediocre offer can do well. Oh, because but that's all he can do. He can drive. So most founder leled sales happen when these both are broken.

But the moment they have a sales organization, it doesn't work anymore purely because your offer is not right and your distribution is not right. >> What do you mean by that? Can you give me an example? >> Have you seen a smaller agencies where the founder is able to make sales but he's unable to go from the founder to making sales to actually sales people making sales? That's because the offer and the distributions are Can you give me an example of what is an offer and what is distribution? >> Offer has seven components. Okay, I'm going to walk you through all of the seven components. This is called as an offer stack. >> Offer stack. >> Okay, offer stack. So number one is getting specific. Like for example, their statements sound like this. We will help you grow your business.

What does that mean? >> Right? So when you speak to people who are crossed a million dollars in revenue, you'll start noticing they're going to tell you very specific outlines. we will help you get to 20 leads a month for the money you're going to pay me. Unless you're being very specific about the dream outcome, your offer is broken. So most people who are not able to sell, the sales people uh sales team is not able to sell purely because they don't have the conviction of the founder. When you don't have the conviction of the founder and most agencies basically are selling to people they meet randomly and not really through a funnel, right? Not really through a sales system or a system where you are able to predictably tell how many leads are coming in or how many are closing. It is happening because the founder is driving it through pure conviction.

>> Correct. >> And the moment it goes to like oh now that I'm making X amount of money which does happen with with great founder sales it does happen but the moment they have to translate it they are not able to deliver it because the founder is selling through conviction. The salesperson will never have it. So one of the things first things that somebody if you have an offer is ask yourself is the outdream outcome that you're promising is it vague or is it as specific. So I'll give you an example of vague sounds looks like this. We help D2C brands >> scale >> scale like you get what I'm saying versus we take you can go as specific as possible you can speak to a specific D2C brand but for now I'll keep it as D2C brands go from 50 crores to 250 crores using X methodology it's a hypersp specific thing that you need to offer that can directly relate to their dream outcome everyone who's coming for a service has a dream outcome. If we are unable to

capture that dream outcome, our offer is weak. >> And the methodology is also very very important. >> Yes, everything stems to method methodology because if you don't have a methodology, you're not unique enough. You're going to be compared at price points with everybody. This is one of the things, you know, yesterday I put out a video. I'm digressing and I said to get to a million dollars is very easy. And it's honestly not that hard because you just need to get somebody to pay you $4,000. You need 20 people to pay you $4,000 for 12 months and it's a million dollars. So like it's like you're not getting to 100. You you don't have to struggle to get to 100 clients, 200 clients. You need to get to 20 people who are willing to pay you $4,000. People lost their minds and I'm standard Instagram comment.

>> Yeah. And I'm like, how do I explain $4,000 is not even high ticket? Like you get what I'm saying? So unless you get to this hypersp specific dream outcome, you'll never be able to charge. If you don't have a dream outcome and if you're giving a vague outcome, you will be compared to everybody else in the market. And then the problem then what happens is you're going to go into price comparison. Then whoever is the cheapest wins. Make sense? So this is a clear differentiator with having a very specific dream outcome. This is one.

Okay. Two is identity. Identify the obstacles. So a lot of people don't do the activity of if I'm if I'm going to be selling to D2C brands, what are the five to six obstacles that they are having? So you need to have a very clear understanding of what those obstacles are because once you have an understanding of what the obstacles are then you can track that back and make sure that that is a part of what is the value statement of the offer. But if you don't identify so now we are being specific and our specific value statement is directly correlated to that specific outcome sorry specific uh obstacle of that particular category. So we are next into obstacles that they are facing. Okay. Three is your stack of value. Stack of value is basically every single thing you can add on top of one, on top of two, on top of three, on top of four, on top of five. The reason why you're stacking this, the price that

they're paying has to look so small compared to what you're giving to them that it should be a no-brainer. So what is the value stack that you can do and the value stack is directly correlated to the obstacles they have. So each of those value stacks that you're offering has to directly solve the obstacle. So you need to figure out what is everything that can stop them from achieving this particular outcome and whatever those obstacles are should be a value stack predefined by you. >> Understood? >> Okay. Third value stack. Fourth is increase in perceived likelihood of success. So increased in perceived uh likelihood of success basically means they need to see proof. So your job is to take whatever their problems are. You have created a specific offer. Now you have to show them that you can actually do this. So you need undeniable stack of proof. You can't just make statements and not back it up. You have to have a statement and whatever that statement is has to be backed up by something that's

a proof or a testimonial. And the higher the stack is, the higher the likelihood of success they can believe they'll have. So you need proof. Okay. So this is fourth one that is the perceived likelihood of success. Okay. Fifth is reduce time and effort. I'll give you an example. >> Reduce time and effort for >> for them. So for example, my thing is in order for us to be how long does social media take? For most people, it's like it's going to take 3 months, 6 months, 4 months. Our contract is 2 months long.

>> If we can help you, you'll know within 2 months. If we can't help you, you know within 2 months. For us, the test period is six videos on a brand new page. If it works, it works in six videos. If it doesn't work, it never works. Okay? So, the time for them to see the result is extremely short. Okay. Second is we don't want you to think about anything. We'll handle everything. So our offering contains every possible expense that can possibly happen. A lot of times agencies do what? They have a price and they have side stack prices.

>> For example, >> for example, social media, they'll be like, okay, it's going to cost this much. And then when you actually start working with them like, okay, model cost is this much, location cost is this much. They will they will not disclose it in fear. We have an all-inclusive price. If it comes into this, if it ever exceeds this, we'll pay from it from our side. So there is no effort from their side beyond this in terms of we will make sure day one this is going to happen day two this is going to happen all you have to do you don't have to think I'll give you a quick example right every time a new client comes in before we used to get them to make uh like simple things like insta ids now we buy a new phone put a new sim card new email we create it on their email id and we handle everything so the idea is once you come to us you shouldn't be thinking about anything other than yes, no, I like, I don't like, approved, good job, result, no result.

>> Your ability to think is reduced to zero. >> And I think that's a great proposition. The moment you tell the other person that you don't have to do anything, >> we don't want you to do anything. >> I think that's a great proposition. >> Huh? So your effort, the the prospect's effort and time, so we'll get you results. When I say results, it is a quantifiable success in a very short period of time instead of having waiting for 6 months to be able to see the fruit of your labor which creates lethargy. So time to success whatever that you define has to be short enough and the effort they put has to be low enough. This is five. Okay. Six. Reduce the risk. Now this is a bit of a double-edged sword.

Okay. I don't like this one, but it's a part of it which which is a very Alex Hermosi situation which is make them a no-brainer offer. So reduce risk as in how low to zero can you take their risk. If you pay the money and it doesn't work, I'll give you 100% refund. This is reduce risk. The problem we have learned with this is the moment you have a guarantee or a refund. Now we don't do guarantees refunds at all. We have doubled our price without doing guarantees and refunds. that guarantees and refund are price were lower. The client stops taking the onus of actually showing up.

Now, as much as we can control everything, they still need to show up to a shoot. >> Yeah. >> They stop showing up because they have nothing to lose. With a guarantee in a service business is a death trap cuz they stop taking it seriously cuz they have no skin in the game. So when you have no skin in the game, what ends up happening is what should probably take you 30 days because you spent a ton of money to get my service now will take 90 days because you don't care cuz if it doesn't work, you're going to get your money back. So even if you do drisk, it has to be super conditional.

>> For example, >> one of the conditions if I were to ever put in a guarantee, it would be if you cancelled more than two shoots, you voided your refund policy. If you do not show up to the meetings that where if you have uh for the 60-day contract, if you're unable to show up for more than a week, your contract is voided. So, it has to be super strict because what ends up happening is if you're not, they don't have skin in the game and they have nothing to lose. >> And if they have nothing to lose, anything given for free in this world is taken for granted.

Right? So, there's no free meal. The moment you make it a free wheel, they'll just go with the toss. So, this is a bit of a double-edged sword. I would try to reduce this risk. Guess to zero. Dependsing depending on which stage of your business you are in. If you're just starting out, you have no proof, you have nothing, and you're just like, I just want to get my first meal. Reduce the risk. Take a hit, right? Cuz you have no liabilities. But at a scale where do where you are trying to do 10 million, 20 million, 30 million that can become a liability versus it becoming uh a value proposition for the organization. So here you can kind of take your own bet depending on what your offer is. U we're going into seven.

Okay, that is add urgency and scarcity. >> How do you differentiate between false urgency and true urgency? O that's a that's a bit tricky >> because everybody tries to create urgency >> correct >> right um how do you create true urgency >> I'd have to think about it for a second so it really comes to supply demand right at this point for example uh I have few things that have super high supply super low supply and super high demand there it's not very hard because I am one of the things in sales you need to understand is if you're on a sales call I'm talking about specifically on a sales call then I'll go wider A lot of it is body language and verbal cues. If you don't believe the urgency, you can't sell the urgency. It'll come off as fake. But for example, me, I can only take on X amount of clients per month.

>> So when I'm saying it, it is not an offer. It's a matter of fact. Like if you leave, I'm not afraid for you to leave. Like you should be ready to let that person not buy. So in a sales call you should be able to say probably this is not for you because when you come to that position mentally in a sales call when you say I can only take four people I've already taken three people I have only one slot left I have eight more sales call and I have a close date of 40%. What's your decision? >> I'm I'm talking about numbers that are very real for me so it translates problem what ends up happening is when you start overusing urgency. So there are brands that are perpetually on offers. Then then offer only is what?

>> Got it. >> Name and price. This is one of the more important ones. >> Name and price. >> Method has to be unique to you because they shouldn't be able to mistake it with everybody else. >> Is that always possible sir? >> When you actually have a method that is unique to >> for example let's take interior design. How would you name a method for interior design? You don't name the method. You name the process with which you you achieve an outcome. >> Again, it's the same, right? As an interior designer, how would you name a method that is so different from your competitor?

>> I mean, you can show proof, which is great. When it comes to being specific, it's pretty clear. I will help you get this project done in 40 days at less than 30 lakh rupees. Perfect. >> Okay. How do you do that? >> How do you do what? So the how we achieve the outcome is the method and no two people ever have the same plus two plus 1 2 3 4 method. Our method is called hyper niche. This is what we built our entire school of thought of content on. Okay. So for example I would start with something like this. I wouldn't even start with offer. I would ask you how long do you think it takes for content to work?

>> How long does it take >> for your content to work? organic content, zero followers, new page altogether to get to a 100,000 views, a million views. How long do you think it takes? >> To 100,000 views on Instagram. >> Yeah. 100,000 views, a million views. >> Are you talking about consistent viewership? >> Consistent viewership. >> 3 to 4 months. >> It takes six videos. >> Six videos. >> Okay. >> If it works, it works in six videos. And if it doesn't work, it's highly unlikely it'll work in that format. Can I show you? >> I actually disagree with that though. >> I know. Brilliant. That's why I want to show you. So again statement. So this is called breaking belief statement.

Something that the generic world believes that this is the truth. >> My whole thing is I'm going to show you undeniable proof of us doing it. So it goes I know you're not going to believe it till I that's why I say what's my next statement? Can I show you? >> Right. For example, we built this page. It has 41 posts. >> Okay. >> This was made how many weeks ago? >> I'll show you more. Wait, hold on. See from the first reel. See from the first reel, >> bro. What are you saying?

>> Let me show you another one. >> The first re is 5.6 million. >> We have That's the whole So if it works, it works like this. It's not a metric of time. >> This sounds unbelievable. >> Now I'll show you this one. This will blow you away. This is six videos, six posts. Organic, no paid. Now you see how I have differentiated myself from every other agency in the market because if you don't have a differentiation now it just then becomes a pricing battle. Oh he's cheaper I'll go with him because most if you tell most social media people they're selling what six videos four rupees eight statics 20,000 rupees that's not an outcome or a method that is deliverables by a videographer and an editor.

>> Yeah understood. Now we come to price. >> Yes. If you're not pricing yourself high enough, people don't take you seriously enough. So the problem with what ends up happening is you have to proportionately increase your price. Every single time you get harder with your offer, you have to increase your price. A lot one of the biggest problems that most people have is actually increasing the price because they're scared. They're scared for one of two reasons. Number one, their constant thing is who will buy. Why they ask this question, who will buy is because they would never buy.

Most people never actually spend. Most agency owners are broke. Most service business owners are broke. How I went from this 1 to 12.5 is when I was selling it at 4,000, I would get on say for example 10 calls. I would see how easy it is for me to take the money. If the money is coming to me without any resistance, I'm too low. So one of the easiest way to do it is out of 10 calls if more than 50% are buying your price is low. You increase by 25%.

>> Okay. >> The reason why I'm saying you increase by 25% is the salesperson will be scared to sell it at a higher price point. You probably need to increase it by 200%. >> Which is more the truth. But the problem is the salesperson who selling it shouldn't his bed saying the price. So if like for example the last few jumps that we have done we have doubled the price. We went from 20,000 to 40,000. So one of the things is sales people need to have conviction of the product and the service that they're selling. If they don't have that it's very hard to sell. Like a lot of companies will be like oh my sales people are for call.

Your service is for call buddy. like like he what he's what you're asking him to sell you're showing him it doesn't work cuz he can see the organization. You know one of the saddest things that people don't talk about is sales people sell initially when sales people come know they sell they sell higher then over a period of time they actually start reducing how much they sell. It happens very commonly for one single reason. They start seeing that the promises they are making on a sales call is not being delivered by the company that is actually being there. So when that happens they lose conviction. When they lose conviction no script in the world can help them close better.

>> So there are there are tangibles and there are things that are these that I it's not training. It's your if your service is I can't actually help you sell more. >> Correct. >> Like there are conditions for this to work. Like condition one is your actual product has to be good. >> Right. You have to work on your methodology and your offer and you have to have a clear outcome. If you're selling generic and coming here and listening to this and you're like, "Oh, I'm going to make a million dollars." That's not how it works.

>> Got it? >> Right. So, you increase it by 25% 25% increments. The more confident you get, you go from 25% to 50%. You keep doing this up until you get to a point where you are at a 30% close rate. Now at a 30% close rate, you then still need to ask two questions. Is it 30% close because your skill is low? Now that means your salesperson has to develop his skill. He needs to get better at selling. >> Or the skill of the salesperson is great. People who are buying it are great. The ones who are not buying. So for example, now comes the statement what I made. If somebody's not buying from me today in Dubai, it is not because they don't believe it works.

It's because they can't afford it. >> So the 30% close rate purely comes from the fact of affordability. >> Got it? >> This is how you reach the price mode. Now what ends up happening is now you need a bigger distribution, a better distribution. Now it comes into the game of now that you have an offer. How do you crack the pockets of distribution? >> Got it? So this is the part one which is offer which is be very specific. Identify the obstacles. Have your stack of value to help the client with the obstacles. Increase in perceived likelihood of success which is through proof. Reduce time and effort. Reduce risk. Add urgency. But don't fake it.

And then name your methodology and price. Is that clear? >> Yes. >> People. If you're running a sales team and you're using spreadsheets, you are making a big big mistake. Sheets is a terrible idea because with a 5% sales team, there is no way to verify your data input. And the entire system works with no proof, no history, and no time stamp. And most CRM don't work because either they are complicated or they do not integrate well with existing systems. That is exactly where ODO comes in. ODO is not a standalone CRM. In just one system, it can handle your CRM, your quotations, your invoicing, inventory, email, and even payment. So when your team closes a deal, the quote, the invoice, the delivery, all of it just happens with no retyping, no leakage, and no hopping between tools. And you can get all of this for free. Yes, you can get the first ODO app for free and the full suite for just 580 rupees per user per month. So, if you want to make your sales team hyperefficient, sign up for ODO CRM today using the link in the

description. And just like last time, I am attaching a full-fledged workbook in the description so that you don't just listen but actually apply the lessons that you learn from this podcast. Okay, let's go to distribution. Now comes the second part which is distribution. Okay. >> So, distribution may there are two components widely divided into organic distribution and paid distribution. Now, couple of things you need to keep in mind when it comes to distribution is distribution is not just let me run ads. One of the most common mistakes people do for lead generation is they start running ads from for example I have an Instagram page. Okay? I start running ads on this. This Instagram page doesn't have Okay? I run an ad. So people always validate who this is. If the brand is unknown, which means if you don't have organic activity, you have low trust. So what happens when you have low trust?

You are getting leads. The cost per lead is high. That is problem statement number one. Problem statement number two is even if your cost per lead is high, they're coming to the sales call and your sales cycle becomes longer. which means that you're going to spend a lot more time lot more money for the same amount of people. For example, I what we did is we build organic first. So first you need to build some sort of a presence >> which can validate trust. So organic does trust building activity. That means if somebody sees you, you're real, you're tangible, somebody they can trust. If you are some random brand page with just generic uh generic posters and just brand pics that doesn't look like anything people don't trust that so what I would what would cost me say for example 20 aed that's 20 dirhams per lead when I run ads my competition without any kind of organic presence

cost them 200 dirhams. So first is the cost per lead is super high. Why does it cost 200 dirhams? It's a very simple thing. If you have seen me before in my organic presence and I show you my ad, I need to show you my ad once or twice. >> Correct? >> But if you haven't seen me, I would have to show you my ads 10 to 15 times for you to sign up. >> So the cost it takes for me to get somebody on board is far more expensive when I do not have organic sorted out. So a lot of people are like n there's a place for organic, there's a place for ads. It's always a accumulation of the two or a variation.

It's it's a balance of the two that will allow you to actually scale, >> right? So, I'm very big on ads. I'm very big on P even though I don't sell it as a service. I I I'm known for cold calling. If somebody would ask me, I would say build your organic. Do cold calling. If you have no money, like you're I'm just starting my business. Cold calling is the easiest way for you to get into any doors. As you're doing it, start working on your organic content because this is where your trust is being developed. If you get decently sized here, decently sized is anywhere between 50 to 100,000 followers. You have some level of organic trust, you can then start running ads, your cost per lead will go down. You can stop doing cold calling. And I promise you, if you start doing ads well and today ads are so easy because Meta's AI pretty much knows like you can have a crane in the background, it'll send it to construction workers. Like that's how accurate and it's mostly creative centered versus um you're targeting now. So it's not really your targeting in your meta suit.

It's literally what does your creative say? Like if you if I show you my adsets, can I show you my adsets for a second? >> Sure. Can we show it to the audience as well? >> Yeah. Yeah, I can show it. No, the reason why I'm showing this is for you to know like it's don't over complicate it. It is to be this is the adsets that we are running right now. So these are the statics. Now you'll see how hypo how basic and hyperspecific these statics are. It's literally a back blackground with written words. These give me the best leads today.

>> Really >> amazeballs leads. >> These are like simple >> the most >> static pages. >> Static pages. But read what's what's written. >> It is super specific who we are talking to. So every static will tell exactly who we are speaking to. >> This is amazing. >> So anybody can do it like from tomorrow. Like if you are let me read it out. So this is what it looks like. It's a black with white. If you're a founder/ CEO of a real estate brokerage tired of losing millions of dollars listing two competitors with better social presence, we want to make you viral on social media hos.

That's it. >> Basically, it follows the offer stack and being very specific. >> It's being super specific. And with Meta, you don't have to do targeting cuz as long as you're specific with the words that you're using, it'll show it to the founder. It'll show it to the founder, real estate brokerage owner. We go like if your company is making $50,000 and want to get to $25,000 and this is your problem and this is your solution. Fill out the form below and it shows it to those people. >> Amazing. >> So that's the that's why your offer if you don't fix your offer you can't get to your distribution properly. Even if you do end up getting distribution and your offer is weak, people don't know what you're selling and you're generic and it's useless.

>> Got it? >> Right. So first is organic, then is you have paid ads. In paid ads just make sure that you have organic distribution because then it's it costs you lower plus because the trust activity know for example when somebody gets on a call with me sad they have seen me for the last 9 months. >> So trust building has activity has been happening for the last 9 months. So when they get on a call with me they close >> but now they have no idea who you are. They get on a call with you. You have no organic presence. You're brand new. the trust is so low that what should what would take me one day to close is taking you four months to close. So your sales process has now become super long.

>> Yeah. >> So this is where brand uh lead generation ads organic. So the higher the brand, so here's what it is. The bigger the brand, the easier to sell, >> the lower the skill you require in sales. So depending on which is more powerful, the other can be a little weaker. and your brand presence is strong. Your landing page also if it's weak it doesn't matter. >> Yeah. >> So your landing page is basically what a saleserson we are glorified checkout pages >> that take 10%.

>> Right. So depending on so most people have one of the things strongers best companies who are able to scale to 100 million plus are people who have all three. Alex Hermos is a great example of this. His offer is no-brainer always, right? His value stack. If you ever go to a master class of Alex Hermozi, he will tell you this is what is cost. This is what is the cost. This is what is the cost. This is what is the cost. And how much you would have to pay is this. But I'm going to give you this, this this this this this and going to be this much. So, it becomes like a no-brainer. But it's he can't just get on a masterass and start doing this. He's been creating this offer for a very long time. He's been building presence for a very long time. Even after building presence and offer, he still needs to run ads. When he launched $100 million, he still had to run ads. He still had to do affiliate, he still had to do all of those things. So, his distribution is insanely strong, paid, unpaid. This is where a great distribution, it doesn't matter who you are, you need to master

ads, you need to do brand building activities, you need to do organic presence building activities. These three if it becomes strong your sales people will have a easier time. So basically what ends up happening is you've created a brand you've created organic presence you have lead flow. Now the whole thing is now a lead has entered in multiple ways either through your IG DM your u form on your website and email. So this is a mix of organic and paid.

>> Now I have a question for you Sadi. When leads come in through IG, through a form or through an email, they're all different different sources, right? For us, it's also LinkedIn, it's also Twitter, sometimes it's also my personal DM sometimes. Now, what we usually do is we try to direct them towards a CRM and we do that by asking them to fill a form and that's where a lot of lead leaks. >> So, how do you think I can keep track of all the leads from all my streams? >> People are lazy, bro. They don't want to fill out forms. It might be he might have 50 lakhs.

He doesn't want to do it. >> So you fill it for him. No. How? How? Get on a call. Keep your form up and fill it. >> It's not an either or situation. It's a and situation. You get on a call and fill out the CRM. >> But here there's another challenge. >> Let's say there is a company with massive distribution. Now a company with massive distribution will have high quality leads and lowquality leads >> especially when it comes to high ticket items. The quality of leads is bad on an average but great in the long run. For example, let's say this company gets 700 leads. Out of these 700 leads, only 50 of them are great. Now 50 high ticket leads per month is amazing.

But 700 leads a month overall is very bad. Now, here's where I have a problem. If there is a sales team that needs to service all 700 leads and they have to be highquality people, that's very inefficient. >> How many people do you think it takes to service 700 people? >> I'm assuming five people. >> So, break it down. So, you want to have numbers, right? So 700 people means 700 divided by 30 that is 23 leads per day.

Assume you talk to all 23 which is highly impossible because not all of them will pick up the phone or respond. Assume 70% that's 16 people. Assume you give 10 minutes to 16 people. So into 10 minutes that's 161 minutes how much is that? 2 and a half hours. >> That's all. >> And even if it's 30 minutes, it's only 8 hours at best. >> No, two and a half. That's the first touch point to make sure that every person who gets on reaches out to you has a 5 minute conversation, not a sales call.

>> Getting 5 minutes of your attention. It takes 2 hours. It's never that long. We overextend this in our heads because we're like 700 leads. No, it is 16 people. >> That's amazing, >> right? So, you need to be able to bring it down to the narrow one because unless you do that, you're going to have this problem. But then when you quantify this, you realize that this is just 2 hours. You realize your actual setter can probably take on three times this.

>> Got it? >> And imagine their kill rate. I was training a car team where they were catering to between 11,000 to 13,000 leads per month and it was a five people team that was talking to 11 to 13,000. My job was to get them from 5% to a 12% conversion which was basically of the all the leads that came in 11,000 to 13,000 people 5% of them were showing up to the showroom. I basically took to 12% showing up to the showroom. Sales we didn't fix. We just fixed the first touch point.

>> Wow. and it doubled their revenue. >> Amazing >> because you just increase the number of people that walks in. So you don't have to fix sale, you fix parts of the system, the rest of it. But the thing is you need to become aware. So I would always suggest before you hire some random salesperson, do the activity >> because you'll realize it's not really that hard. Sales is the easiest job in the world >> and the most rewarding >> and the most I have to cuss for this. the most rewarding of so much money. If here's a way I want you to look at it and from your business perspective, if your salespeople are not closing, ask yourself how much of it is your fault.

Think about it instead of blaming the sales people. >> And if your sales people are closing very well, you got to ask how much of that is because of the sales people. >> Yes. And then when you do it, no, you can start tweaking it cuz then you know offer week distribution sayes people say offer market the offer we are bringing to the market that is not working so then you'll stop blaming the sales people and the marketing team and you'll actually sit and like what is an offer that I can create that people will actually want to buy because nobody no matter how famous you are is going to buy simply because >> they'll buy it once >> but to make it recurring as a business you know you have to keep delivering >> guys before we move on with the podcast I have something very special to share with If you're among the top 1% sales folks who are looking out for a job that pays more than 12 lakh rupees a year, please fill the form in the description because we might get back to you with something very very special. At the same time, if you're an enterprise looking out for the top 1% sales in the country, please fill the form in the description and we'll get back to you very very soon. Now, should we hop on call?

>> So, let let's track back a one more thing before we kind of get into the call. Okay, a few things that you need to keep in mind. So, everything in sales over a period of time becomes stats. If you do sales for example for 6 months and you're able to actually track all of those things you are able to systematically understand what's your close rate what's your show up rate what's your lead rate what's your open rate stuff like that when you do this consistently as an activity for 6 months your next 12 months can be extrapolated based on that right so a couple of things when you when lead comes in I'm going to talk about is you need to become aware of a couple of things so one is how many leads and from where these are not people who you're speaking to. This is just inquiries. Okay? So, you're going to take your email, you're going to take your DMs, you're going to take your XYZ, whatever, whatever, whatever, and you're going to create a Excel, which basically you can use a CRM if you have enough of it. But the idea is you need to

understand what your inquiry or lead number is. So for example, if you are getting um 200 inquiries, that's 200 leads for example. Now the question is of these 200 leads, what ends up happening is most people concentrate on how many people are closing. There's a couple of things you need to do before it even comes to closing because this is leaks. So it's a funnel you're building and each point is a different leak that if you fix it'll automatically fix your revenue without you having to fix your salespeople, right? So from lead to your first touch point. Okay. So of the 200 people who are coming in and inquiring to work with you, how many of them are actually getting on to a meeting?

So first touch point is how many people are you actually end uh how much how many people are do you end up actually talking to? So out of 200 people you are probably talking to say for you in a 70% of 200 is how much? Let's take let's take numbers for example 50%. Which is 100 >> 100 people for example 100 people are people who you end up getting on a call with. This is the job of this call is to do discovery and band budget authority need timeline.

This is to do qualification disqualification. This is not to do sales call. This should happen in sub 5 minutes. From the time somebody's put an inquiry to the first call going out should happen within 5 minutes. This is a gamecher that most people overlook very very very like if they just do this just get in get on a call with somebody who who reached out to you in the first 5 minutes your revenue will skyrocket. The reason why is because when somebody inquiry when somebody has an in sends an inquiry this is where their highest probability of sale happens. Now imagine I'm excited. I'm like I saw something that you you said and I'm like I want to put a placement on think school. Now imagine you get in touch with them 2 weeks later they have died down the excitement.

Imagine you get in touch with them one week later. They have 100 things have happened they have done. Imagine they got excited. They're like dude this is so insane. I saw it. They inquired and 5 minutes later you spoke to them. In that excitement the flow goes your probability of closing becomes higher. That's why it's important to make sure that within 5 minutes you get on a call with them. This to a meeting. Now the question is of the 200 people 100 people are getting on a call. Of those 100 people you qualify disqualify assume 50% that is 50 people end up on a meeting.

Okay. Of these 50 people that are coming up on a meeting, how many of them are closing? Say 20% of 10% are closing, which is your five closing. Now to fix your sale, you can simply increase this 200 from 100 to 150. Automatically, this number increases without your sales call doing anything else. You can increase from 100 to 50 and this number will increase. So you see, you don't really have to have to just fix your sales. You can just fix the funnel and your revenue will reflect automatically.

Right? And when you start tracking this at different different points and you notice that from 200 or 100 people used to come but now 50 people are coming that means there's a leak here somewhere. What did you do in the system or what has changed? That way you can fix that. Instead of saying sales look uh sales people are up you need to find where is it leaking. It's very important to identify these things. So number of leads that are coming in, what is the pickup rate? So that means if somebody's filling out a form, for example, when you call them, what is the pickup rate? What is the show up rate? That means from the people who are booking the meetings, how many of them are showing up? Of the people showing up, how many of them are qualified? How many of them are unqualified? So you'll be able to decipher of the people who are qualified how many of them are actually closing how many of them are clo uh how many of them are closing immediately how many of them are closing 3 months from now when you start understanding you can go deeper deeper deeper and the more deeper you can go the more you can keep fixing those funnels initially this is more

than enough for you to kind of start out with the moment you understand this you will actually get an idea whether it's actually a offer issue it is a distribution issue it's an activity issue is it uh the person who is having this call issue or the person who is having this call issue then you'll know the reality of why this is working or not working. So this is up until what you need to take care of before the closing call happens. Now comes okay now somebody got in touch with them they got them on a meeting. Now we are getting to what happens on the meeting. The reason why I'm not going into first touch point is it's pretty much the same as the cold calling part one that we do. If you follow the same format, you're pretty much good with the first touch point.

Okay? Because the same format really basically works. Now you've booked them into a meeting. Once you've booked them into a meeting, this is entirely a sales call. We're going to break up the sales call. What is happening? Why it's happening? And why each one of these components serve different purposes. The first thing that happens is a RAPO. Okay, this is 2 minutes long. Rapo is extremely important because if you don't do RAPO right, you're not setting the tone for the rest of the conversation. When you do RAPO wrong or are very blunt or very chaotic, when you end up asking questions which will give you information, there's a wall in front of them.

So within the first 30 seconds, they've already judged you. If you're being a in the first 30 seconds, which some sales people end up becoming, imagine you need to now do discovery with them, asking them what their pain is. They're not going to tell you what their pain is cuz you were being a to them or you didn't do it properly or your rapper did not give them a feeling of I can actually have a conversation with this person. You get what I'm saying? This is where the premise of RAPO comes. You need to segue from RAPO to what we tell context.

Context is what this call is about. So for example, let's do a quick role play, right? Get on a call. I'm like, "Hey, hey, what's up? What's going on? >> Hi, Sad." >> Okay. You're very ser I love that you're so serious. Okay. Awesome. We're just going How's your day going, by the way? >> It's going good. >> It's going good. You seem a little stressed. Everything okay? >> Everything's okay. >> Everything's okay. Awesome. Listen, before we kind of jump into everything else, I need to understand if I can help you or not. And if I can help you, I can give you what our services are. But the main thing we are trying to figure out is what is it that you're looking for?

Where are you coming from? What is it that you're trying to achieve? Because if it aligns, then we can have an amazing time. Does it sound fair? >> Yeah. >> Okay. In order for me to understand those things, I need to ask you a few questions. These questions help me get better context about our situation whether we can actually help you or not. >> If we can, we can go in this direction. If we can't, the best thing I can do for you is connect you with somebody else who can actually help you. >> Sure. >> The reason why we give this this a lot of people don't give context. They start asking questions. The prospect doesn't know why he's answering that question.

>> That seems intrusive. >> Yes. But when I give context as to why I'm asking questions, the context is in order for me to find out if I can actually help you or not, I can't give you my service. So in order for me to find that out, I need to ask you a few questions. Can I ask you those questions? So I take their permission, right? Once I take their permission, I start asking questions. Now this is something that I've kind of built myself, which is there are a bunch of people who kind of do it in their own way. But the idea is you need to now go into deep discovery. This is where most sales people forget. Deep discovery has two objective. Qualify to pitch or disqualify.

If they disqualify, we don't pitch the product or the price ever. The goal is to first find out whether these are the people who can actually be your customer. >> Okay. Now, deep discovery, I call it the gates of hell, has three gates of hell. Okay. Your job is to walk. You are the guardian. You have now died. You have to pass through these gates. You are not standing against the gate. You're guiding the prospect by asking questions. They can pass through the gate. For example, each one of them is a qualifying point.

>> Are these the three gates of hell? >> Yeah, this is the gate three gates of hell. Okay. So, the first thing the qualifying point is if we both are having clarity here, I can let you pass. If I don't get clarity here, I can't let you pass. >> For example, >> now I'm getting to it. So the first thing is need. >> So they need to qualify the need gate. That means what are you specifically looking for? Now most people will take surface answer and walk away with it. So for example, if I talk to a client be like, oh, what are you looking for? Oh, I'm looking for social media. Oh, that's amazing. I do social media. No, social media means 300 different things for 300 different people. That's amazing. You're looking for social media. What specifically in social media are you looking for? Oh, we are looking for uh we're looking to go viral. That's amazing. Do you have any specific method you would like to go viral on? Though we we want to make viral videos. Okay, that's awesome. Okay, so just before we go, have you tried this before? Did it

work out? No, I went to another agency. It didn't work out. They burnt my money. When you say they didn't work out, what do you mean by that? Oh, they, you know, they made 10 videos, it didn't work. I'm like, oh, that's interesting. How much did you spend with them? And they're like, no, I spent like 2,000 dirhams and now I know the problem is this guy is not spending. So, unless you ask enough questions, you'll never know. Because a lot of times what happens is a client comes to like, I need leads. And I'm like, yeah, great. That's awesome.

Right? And you're like, my other agency me. So uh you can you help me get leads? Now the question becomes what does leads mean for him? How much leads are enough leads? Is uh did the other agency up or did this guy not allow them to succeed? What do most sales people do? Yeah, bro. Those people are the problem. But the thing is this guy, if he was problematic there, he's going to continue to be problematic here unless I do two things.

I either align him, educate him or disqualify him. >> If there is no clarity. >> Yes. >> Okay. >> If we are not on the same page, I will try to realign him. There's no going through the gate unless we are absolutely sure that the need that you're specifically looking for is a service I provide. >> At the price at which you provide, >> price is secondary. >> Okay. So, in the first kit of hell, the purpose is to establish need, >> specific need >> and price sensitivity. >> No, no, no. just need.

>> Okay. But then when you asked a question on how much did they spend with the previous agency? >> That is just for me to gauge what their understanding of need is. >> Shouldn't we always gauge that? >> We do it later. He has not come to gate three yet. >> Got it. So the first gate of hell is clarity and clarity only and that two about need. >> What is the specific need? What is the specific outcome? What have what are they trying to achieve with us is what they believe like for example somebody will come to me like can you make me go viral? Amazing. Like okay that's going to give me leads. Oh hold up buddy. Virality doesn't translate to leads.

That's a whole different conversation. So need is aligned, outcome is not aligned. Now I have to realign him. Cuz if I move him past, he will be a pain. So either I have to align him or I have to educate him or I have to disqualify him. If he's like really unable to get my point, there's no conversation about budget. Budget is later. Can I actually help you? Do you understand what I'm going to try to do for you? If those two things are not aligned, what who m what matters? What's the timeline? What's the budget? What's anything? And people brush over need like it's nobody's business. You need to ask at least >> three layers of why do you believe that?

When you say why do you believe that does that mean why do you believe you need the service? >> Why do you Yeah. Like when they when I ask them uh for example why like if I'm like okay I need viral content. Oh why why do you need you believe viral content? Oh because that is going to make me famous. Why why I just want to understand because I want to make sure we get through. Is there any specific reason you want to become famous? >> To make more money. >> Amazing. I love that. Do you have do you know what that more money looks like?

>> Maybe another 50 crores. >> You need another Where are you at right now? >> Zero. >> Zero. Okay. And how long do you need to take? How long are you hoping to work with us to get to that 50 crores from zero? >> 3 years. >> 3 years. Amazing. Do you have any specific time? Okay. So this is by the way 3 years. Okay. How much now he has and you are sure that you want to do organic content? >> Yes. >> Okay. Amazing. So this is aligned. >> Aligned. Yeah, this is a line. >> Okay, but isn't this too wild? >> 50 crores in 3 years. >> Yeah, >> for a person who is at zero.

>> No, I started this 2 years ago and I My whole thing is I only sell a system that I can do myself. Whatever I'm talking about. >> So if you let's say couldn't deliver on this. Let's say I say 5,000 crores, >> then you would have to then you would have to >> No, but then I still wouldn't say no to him. I would ask why do you think you can get to 5,000 crores? Because there's something I'm missing. >> Ah, got it. >> I'm >> so Nothing is wild. Nothing is wild because that guy might have a factory that he must have built that can make 5,000 crores. He just never started selling it. I don't know.

>> So we call it curiosity. You have to be so dumb about everything you have to just keep asking why. >> Until you are sure to a doubt without an ounce of question that what he's talking about and what we do can be aligned. If that doesn't happen you don't pass through. Understood? >> So there's nothing called absurd. We we just don't have context. We need to get context. So you'll keep asking questions till I have context. I'll bother you till I have context. I'll ask you 100. That's why I said before I start, I'm going to ask you questions. I need to know and if it starts getting irritated, I'll be like listen to it. You want me to help you or you want me to randomly give you something that's not going to work for you? Help you, right? How can I help you without knowing what your situation is?

>> Interesting. >> So I will tell him like how how do you want me to do this? Like somebody's like, "Oh, you can do this in 20 minutes." Like, no. So, it's all either aligned and if they are not aligned, no, immediately disqualify. I don't think we are a right fit for you right now. Um, these are the reasons why I would love to hop on a call with you. If something changes within the context you have given me any other time, uh I will call you a few months later if that's okay just to check in on you because I know for a fact because he's in align irrelevant of him going in the market, he's going to it up. He's going to burn his hand because some sales guy is going to tell yes I will do it. And then when he burns his hand and I call him 6 months later and he's burnt his hand because he's wasn't ever aligned and whoever bought it from him never aligned him. Now he will actually listen to me.

So I'm okay disqualifying. >> Got it. Okay. So now that they have passed the need gate, second is decision making and timeline gate. So first question is are you the only person who makes decisions for this? >> No. >> Or do you have no I mean are you is who's the other person who generally makes these decisions for >> it's my manager. >> Are you open to getting her on a call right now? >> No. >> She doesn't have time. >> She doesn't. When do you think she would have time?

>> She won't have time. >> Can I say something? >> Yeah. >> Can I be honest? >> So, generally what ends up happening is whenever something >> because this affects your business, right? And it's something that your manager I'm assuming is going to get affected by it if this works or doesn't work. Even if you are completely convinced, unless you are able to translate everything to her, which I have been learning how to do over the last four years that you're going to pick up in the next 30 minutes, she's probably going to lose context and why you would want to move forward. >> No, but I think I can do it >> completely. Okay. I'm very aligned with you. Can we do one thing easier because I because your need is aligned. It looks like it works. I'll walk you through the service. If it makes sense, would you be open to bringing her on call?

>> She's just too busy. >> Can I ask you a question? Assuming you hear everything that makes sense, would you be able to make that decision without her? >> No. >> So, you wouldn't be able to make a decision without her? >> And I can't bring her on call. >> You can't bring her on call. How does the decision-m process look like? I take the proposal to her. I explain it to her. If she says yes, we go ahead. If she says no, >> and what other things do you think she is probably looking for?

>> Everything that I just told you, all my needs. >> Okay, no problem. So then we'll move forward. So in B2B, I will still allow because you still need champions. If it's somebody who is like, oh my business partner and some, I'm like, listen, dude, I can't I can't move forward. So So depending on, >> can you reject me? Yeah, listen, I I would love to help you, but given the way we operate, we want to make sure that everybody who is on the other side is aligned. And the reason why we want this to happen is if they're not aligned, we know you're going to come in and kill it. But if they don't know why we are doing it, it almost becomes an upward battle. So even if you do end up giving us money and we start doing the service, it becomes too frictional. So let's do one thing. If your manager can't hop on a call, I completely understand. Can we take a pause? I don't It doesn't matter if it's a month from now. Let's hop on a call then. Does that sound okay?

So, it's very >> Yeah. But I would really appreciate if the pitch is given to me because I would like to take it to the manager. So, let's say they act as a gatekeeper over here. >> No, I love it and I'm I'm completely in agreement with you. But the point is I can give you a pitch. I'll send you a a proposal, but that proposal unless you get context, it's almost impossible. And but more than just pitching it to her, I need to know whether she's the right fit for us as well because it's a two-way thing, right? We're trying to build something together. Assume me and you get along, but she's not aligned with us. She doesn't have time for this call and we are supposed to be making content where we need her make her decision.

>> But sir, then I think I'll just go to somebody else. I >> I'm with you. I completely understand. >> Now, do you let her go? >> Yeah. Yeah. >> Okay. Why? So >> I tell her, "Here's another 10 agency's numbers. Please take it." Because she's problematic. Bad client. >> Bad client. My rule is simple. I'm not trying to close anyone. Like I wouldn't even stretch it this far. Can I be honest how I would do it? >> Yeah. >> I would just be like, "Oh, you can't get your manager on call." Okay. Listen, man. There's only two ways we can move forward. One is we are either all aligned or we are not aligned. If we are not all aligned, tomorrow we are going to have problems. Can you align her or not? Because if she doesn't get on a call, I can't move forward.

So, I have moods. depending on which mood I am in. If I wake up a little more pissy, I'll be a little pissy about it. >> Okay, let's decision make. So, >> so one gate two is who is the decision maker? If it's a So, here you have B2B and B2C. B2C if they are not getting the decision maker on a call, you tell them off. B2B, it's almost impossible to get those decision makers on call unless it's aligned. So here you need to make this person a champion.

So you need to go from this to we are both aligned and they want to do it. >> Beautiful. >> So we call it champion creation. So here what you want to know is hey I love that. No problem. They don't have to hop on a call right now. Can you walk me through how decision-m process looks like for your organization? This is very important for two reasons. Number one, when you're following up, you should know what that process looks like for them. Because if the process is two months and you're following up every day, you've irked them now. So something that could have worked out is not going to work out because you're not aware of what their process look.

>> But let's say they give you vague answers like, "Okay, we'll just send this to the team and the marketing team will decide. >> Can I hop on a call with the marketing team? I I'm I'm ready. I'm here. Who do you want me to talk to?" >> So the goal is to get to the decision maker. >> Get to the decision maker. But if if you make this person a true champion, the champion will take you. You'll have noticed this if you've ever done if you have done this long enough. >> Every organization who comes to you has a champion who is a lover of Ganesh. >> Yeah. >> That champion will drive you to the decision maker. >> Now really depends on which stage that company's at. Now for example, if I tell I want to talk to the CEO of a company that's doing 5,000 crores for social media, they're going to tell me off. Right? So the question is what is your decision-m process? Who are the people who make decisions? what are the criterias to make decisions on so that you can equip the champion and you can give more information based on the timelines and the processes that you have become aware of for the B2B.

>> Understood? >> So longer process bigger payout. But if it's B2C small people team that's where you kind of be like listen to it do you want this to work or not? Do you want this for you? Like do you really want this for you? Cuz I can make it easy. I can sell you something. I can convince you to buy. You'll pay the money. We're going to have friction later. or do you want to actually do this in a way where it actually works for you guys? >> Got it. >> Yeah. Okay. In order for that, I need to make sure that your entire team is aligned. >> So, when are you available to bring your co-founder on? >> I have told people who get on a car. So, one of the things that people do, sales people do, so they'll come on a call, sales call with uh in their cars in the middle of some random thing they're doing. I'm like, I'm not taking this call.

>> Oh, how do you politely say that? >> I'm like, oh, dude, it seems like you're very busy. Uh, is are you okay to take a call right now? >> But let's say they say, "I'm so sorry. I've just come out." >> I'm completely understand. Can I tell you something? The weird thing about my sales calls is I need to share my screen so that I can show you stuff when you're driving. Almost impossible for me to do that. >> But that's okay. I'll manage. >> But I'll never be able to actually walk you through what it requires because that's what I need in order for me to be able to help you. Let's do one thing. Don't worry about the timing. When are you going to get back into the office?

I'm assuming you're going to be busy, right? >> Sad. Actually, I'll be going abroad, so it'll take me a month to get back. >> Then I think we should we'll have this conversation a month later. >> Oh, okay. >> Can you tell me why? Because this guy is not if he's going to go a month abroad, he's not making that decision anyway. >> Oh, >> so why would I want to have a sales call right now? I would rather him come back and then have a call with him then when he has the capacity to make a decision. >> Perfect. Understood. >> If it's not, that means it's not really important for them anyway to begin. So you have to become conscious of that. So you find out decision maker, decision making process and timeline.

>> When are timeline, >> when are you looking to make a decision? >> This is very important because once you understand when are you looking to make a decision, you have to categorize them into two different categories. Somebody who is looking to make a decision now becomes a hot lead. This is somebody who you should put pressure on. But somebody who's looking to make a decision 3 months from now and you have to ask them why 3 months and like align them and you try to like objection handle it. But if they have true like reason to start from 3 months from now and you start putting pressure on them they are called nurture leads. These are people you have to nurture not put pressure. What ends up happening is we don't know who we are supposed to put pressure on who we are nurturing. So we find out timelines so we know when we are doing follow-ups when we are talking to them. Should we tell them listen buddy you need to take action or how's your day going? How's your dog? Is everything good? By the way this crazy thing happened for our client. We're so excited. Let's talk 3 months later. So it's a different experience. Now for the person person who has to make a decision now if you treat him as a nurtured lead you're not

putting pressure enough for him to close. But for a person who needs to buy 3 months from now you start calling him every third day. Why are you not buying? Why that guy who would have probably bought is not going to buy because it's bothered him now. So timeline is very important to understand where to put pressure when not to put pressure. >> What qualifies as a hot and what qualifies as a cold lead. What is anyone looking to make a decision now? Now as in within the first week. Anything beyond that with a justifiable reason. This is the caveat is they can't just sell 3 months from now. Why 3 months from now also have to be justified. If that is you need to realign that.

>> For example, let's say they say we are planning now for the next quarter. Then that's a justified decision. >> B2B is justified. B2B B2B makes quarterly decision. But if just a random guy is like, "Oh, because life is hard right now, I'm very busy." That is not justifiable because he's going to be busy 3 months from now also. That's where you have to realign them cuz that's when you have to be like, "Listen, can I ask you something? You're busy right now. Your business is going up. Correct. What's going to change in 3 months that's going to make you stop being busy? How long have you been thinking about doing this and procrastinating?

Are you actually wanting to make a decision? cuz I can call you back in 3 months and we can figure this out. But correct me if I'm wrong. You've been thinking about doing this for a while, right? >> Yeah. >> Okay. Now, I can let you go and call you back in 3 months where you're still going to be busy or do we try to figure out if we can actually move forward and make this work in a time where you are busy so you can do it forever. >> That's pretty clear, >> right? So, where do you push? Who do you push? When do you say why? So, as long as you're aligned on that context, you're good to go. So aligned on timeline decision-m decision-m process they pass to gate two. If they're not you realign them or educate them or disqualify them.

>> Got it? >> Okay. Now decision maker is not going to come on a call disqualify or realign but they're not moving forward unless this one of these two things happen. >> Perfect. >> Huh? So you pass this gate. You then go to the third gate. This is where most sales people out. And I'm going to say out because I want this to hurt for >> okay >> cuz they're going to hate that I said this. Okay. Budget. How much are you looking to spend? >> Like you tell me how much are you looking to spend. No, you tell me how much are you looking to spend. This is a dance that anyone in sales basically has. Look at her smiling.

>> This basically means don't say the price first. >> So the thing is whoever says the price first creates an anchor. Whatever is the anchor, it you have to navigate between the anchor. The reason why we don't say price I have I have actually no problem telling the price. But this is I because a lot of people are listening to this. I want to keep it a little bit more general because of my because of the demand and supply situation for me. My like but I don't say it first. I ask what are you looking to spend? Ask me I don't know. >> I don't know >> what is your budget. Say I don't know what's your budget. Like what are you looking to spend?

>> Um I don't know. You tell me. I mean in order for me to be able to figure out whether we can actually help you or not we have a ranges of services that can be between two lakhs to say 15 lakhs. In order for me to understand which one of them to give it to you I need to know which one of the brackets do you come under. So what's the budget you're looking to spend say I don't know again you would tell >> I don't know you'll have to tell me. >> So can is it okay if I make a proposal for like 20 lakhs for you? So I'll say something absurd about it. No, I'll say something absurd for this. It should never be that.

>> Okay. >> They'll be like, "No, no, no, no." I'm like, "Then what's the budget?" >> Oh, so that's the anchor. So over them. >> So I over if if they're not align aligning on the budget, like if I would say, "Oh, you want to get on Ganesha's podcast?" Awesome. It's 5 crores. You tell me the budget. Five crores. >> I can take four also guys. >> Right. The idea is for them that number becomes so overwhelming that they will tell you what their budget is. No, it's around this. So why I'm like yes, awesome. So the reason why we ask for a budget is because see, don't worry, my price is not going to change based on what you tell me because I want to make sure we are aligned. Now if the budget is too low, I want to ask them one of two questions.

Is this low because you don't have access to capital? Are you broke? Or is this low because you don't want to allocate this capital to this particular thing? If they don't have access to capital, they are disqualified. If it's allocation, that means I just need to show them value. Which then I will ask them a question. If everything goes well and if it makes sense and what we are able to provide makes sense, this is the price. Is this something you'd be open to investing if it makes sense to you?

Cuz if it doesn't make sense, why am I pitching it to you anyway? >> So if allocation is the problem, then nurture. >> No, then we can go into pitch. Otherwise disqualify >> if they say no even after you explain I can't spend this let's disqualify >> or why are you looking to spend this much why do you think because the whole idea is now we have passed them through a qualification metric once they go through this in this this is by the way a significant chunk of time where you have to go deeper deeper deeper you have to ask three levels of why at every level you have to realign at every level you need to educate at every level because but this I'll tell you is the most powerful ammunition for sales people cuz what ends up happening for example somebody says I won't let somebody pass unless they say they're ready to make a decision for example today and they come to me in the end be like okay I need a few more days I said did you lie to me then or are you lying to me right now >> oh do you just ask that >> but it's me don't ask that you don't ask that but like I I can because I'm

>> teach me how to ask that politely >> be like hey I'm a little confused cuz you know when I asked you what your timeline looks Like you said, you're looking to make a decision right now. What changed between then and now? So that's a nicer way of saying >> are you lying to me? >> Are you lying to me? Right? So you want to ask them what changed? Either you lied there or you lied here. Which one is it? If so, which why? So this gates is basically ammunition for objection handling. Oh, it's too expensive. But you told me if the value aligned. So is the value not aligned? Are you not seeing the value? Because I told you if the value align the price is going to be this. Now you can't tell me too expensive cuz I would have disqualified you. Why are you wasting my time? This is so important in deep discovery because this becomes ammunition for objection handling. If you do this right at the end of the call, they are either buying or they say sorry cuz they shouldn't have passed.

If you've passed means you have >> aligned then either you did not understand the value of what I'm giving which if a if the offer is unique enough should not be the case. >> Got it. So then you'll have to go to the foundations. >> Then we have to go back to the foundation. >> Beautiful. >> This is gates of hell. This is my favorite. So no prospect goes into pitching. You know how sales people like how do I get the best pitch? No. Get this right. >> Deep discouri which is a function of clarity, decision-m, timeline and budget. >> Yes. Okay. Now after this you are going into the pitch.

Okay. Now the pitch is fun. >> Okay. >> So the pitch starts with can I ask you a question. The idea is you need to ask them. This is one of the ways you can do it. This is my method. There is a belief that they have. What is a question that will make me understand what their core beliefs is that my service breaks? Your belief was it takes time for content to work. I told you it's going to take 6 days. It should be a breakthrough moment.

>> Unbelievable. >> So what is a belief breaking question is a question you ask to then get them open to the pitch. >> But for that we need to have a belief breaking answer also, right? Yeah, >> it has to be something so mind-blowing. >> Yeah, it has to be absurd. The thing is all of this works if your service is good. Like if your service is not good, I you can do this and it'll still work. You can pretend but like once they buy shit's going to hit the fan like whatever, right? So this is assuming you have a decent enough service to offer.

Okay, so I have a belief breaking question. Okay. From a belief breaking question, I go to proof that is I showed you the videos. That's my testimonials, videos, proof, my value stack. I showed you what then I go into. So, we go belief breaking question proof. You can't break their belief and not show proof. If you don't have proof, you have nothing to break, right? And that proof has to back it up. After that you go into pitch.

Pitch has two components. Okay. Component number one is um method. What we do this my hyper niche. I explain the hyperniche. Right. Then part two is process. This should cover what, why, where, when, how. All of that. These boards should cover the method and process. And at this point, if you have done this right, you have to shut up.

>> Okay? >> Because when you shut up, they'll ask you how much. This is given the condition that in the starting you haven't anchored price. Sometimes when you ask for a budget, the budget is automatically aligned and then you move forward. You don't tell them your price. But you have already told them the price. You shut up and they ask you how do we move forward? They have to ask you what we call as buying questions. They ask they ask buying questions. Okay. If they are not asking buying questions and they are having objections that means you have not done deep discovery properly that means you have done not done the method page properly.

Work on that because most of that should be unless he's a liar that means he's lied to you then you can catch him right. So then you go into there are times where you'll go into objection handling. Objection handling framework is very simple. I completely agree. Tell me why you believe that. Just get them to dig deeper to break whatever the surface answer they believe in. Okay. So price at price you have what you call as closing statement >> after buying question.

>> After buying question. So what how how do we proceed further? Or if they don't ask, you can create a buying format. So this is where the closing happens. This is where you ask. Most sales people don't ask for the sales. So for one of the best ones that work really far, really, really, really good is that 1 to 10 close. The 1 to 10 close is literally one being I want to 10 being I want to buy it right now, one being I absolutely hate it. Where are you? After the entire pitch, >> now it makes more sense, right? Do you remember we did 1 to 10? Yeah.

>> So 10 being Take my money. One being I absolutely hate it. Where are you? Seven. Why not a one? Why do you >> I mean why not a 10? >> 10 is one second. Let me just write it so that it doesn't confuse. >> 10 mean I I want this right now. >> 10 I want now. >> One is I hate >> one I hate it. Where are you? And they say seven. You ask them why not one. >> Why don't you hate it? >> The cost is too high. >> No. No. Why do you not hate it?

>> Why do you not hate it? Okay, then they'll give you the reasoning. >> You have to get them to repeat all the things they love about it. >> That's why you first ask why not one. >> Then you don't ask them why not 10. You ask them what would it need to be in order for it to be a 10. >> Then they'll tell you if this was there, it would have been a 10. or if the price was this or if this was the situation or if this particular tweak. If it's a small tweak, tweak it and take the money. If it is a massive tweak, go back, do the pitch, do the method, realign, come back. But most people actually don't ask for the sale.

That is give me money. If by any chance it doesn't close, you don't let that prospect leave unless the second call is booked on the calendar. This is also a fatal mistake. Okay, everything aligned. No, it's it's 10. I think it's amazing. I'm going to take it back to my boss. I'm going to make this work. Amazing. How long do you think this generally takes for you? >> Maybe a week. >> Amazing. A week looks like Tuesday on my calendar. Are you free at 2 p.m. on a Tuesday? Actually, I'll let you know on Monday.

>> You'll let me know on Monday. We can hop on a call on Monday. When do you want to do it on Monday? >> No, I'll let you know on Monday if I'm free on Tuesday. >> You'll let me know on Monday. See, listen. In order for me to move forward, I need to keep because I don't want to keep randomly calling you, right? I can harass you. Would you like me to harass you or would you like to rather just have a time? And by the way, before I let you go, I want you to understand something. I love nose. If you don't want to go through with it in Tuesdays, I will celebrate with you. My objective is to make sure we have clarity so that we can move forward. So what time on Monday or Tuesday works for you?

>> No, I want to move ahead but I'm not so sure. >> Oh, that means what? What's that means I have to that sales call? I would never get to there. I >> I'm not so sure about the timing. >> Oh, why are you not sure? >> Because I don't know what my schedule looks like on Tuesday. >> I mean, you can open up your calendar. >> Yeah, right now my calendar is not booked, but it'll get booked by Monday. My CEO is >> Can I tell you something? This would never happen because this character would have been disqualified long back. No one will come to this point will give me resistance. It's impossible. Never happened in my life.

>> Got it? >> Like it's it's not going to happen >> because either they wouldn't be aligned with the pitch. So I would tell them, hey, I don't think we are on the same page. I don't think it would work. I would never book the second call. Like I get where you're coming from. Most sales people should this is if you try to solve this you are in the wrong place. You have done the first whole thing wrong. >> You have done everything else wrong because why this person is giving you if this person is not getting excited to get on a second call with you. You up the sales call.

>> Got it. >> You like remember when when we did that 100 like he's smiling to take that money. That's how prospects should be when they get on a sales call with you cuz they are excited that you're going to solve their problem finally. Why would they not want to get on a second call? >> Understand? >> So this scenario never happens if you do the other parts, right? >> Okay. >> So second call. So the you never let so you always say okay decision-m call. If you're not ready to make a decision today, a week later, no problem, but we have to book a call before we go because there is no random followup. Or they could also say, "No, just send me the deck and we'll then get on call."

>> Never happens. >> Okay. >> Again, if you do this right, would never happen. It's a sales call. >> It is okay if you hound me >> and take follow-ups. >> I would love to do that, but I would still like to have a time block. >> Again, I wouldn't allow that to happen. >> Okay. Okay. Understood. >> Like by the time they come here, the people who would ever do that would have already been disqualified. That's why I'm telling people who come until here, they are either buying from me or they just can't afford it. >> Understood. That again gives you more clarity. >> Yeah. My close rate is somewhere between 40 to 50% today. So like it's it's not that that doesn't happen.

>> Got it. What should be the architecture of my team to ensure that there is a brain thinking about the offer, the brand, the sales and also the macro aspect of how my brand is >> people. >> Okay. Can you put can you give me the architecture of the deal? >> So the offer is always the CEO because he's the binding force. The one >> the offer is always the CEO. >> Yeah. So the one who creates the offer is a CEO with a CMO and a C cso. That's a sales officer. Because the sales officer knows what people will buy. The CMO will know how to market it. But the CEO can merge the two. The CEO is the one who can take the information from the both plus the delivery team in terms of figuring out what's actually possible, what's not possible and come up with the offer. The onus is on the CEO. So it's me, I handle everything sales. So all things sales, all things sales and lead generation come up to come to me. So that means all the activities from building uh distribution brand all the way till taking money is my responsibility my department. So you

are the chief sales officer. >> Chief revenue officer, chief sales officer, chief revenue officer, head of sales, whatever you want to name it, that's who I am, right? I am under the CEO. Shafak is our creative director. So basically what you can look at this as ops. This is your ops and delivery team. Okay. Then you have CEO that is IMAD. Okay. Which is admin, finance and customer support. So that's a separate department under IMAD outside of Shafak and Sad.

>> So how does the flow of project happen? It comes from you. >> It comes from me. Goes to IMAD. >> Goes to IMAD. >> It hands over to the CEO. >> Okay. >> It's hands over to CEO. CEO does an onboarding call. >> Okay. >> Okay. So it gets onboarded and then it he attaches a CSM here. >> What is a CSM? >> Customer success manager. Their job is to make sure that whatever this team, the ops team is doing, this guy has an ability to go and about it to somebody.

>> Oh, okay. >> The c they need someone to to. If that someone to to doesn't exist, they're going to come either to me or they're going to to him. If your organization doesn't have a CSM, they are not bitching to your people or you or somebody else. They are bitching to third people outside of your organization. And that third person on outside the organization is not doing you a favor cuz he's not trying to figure out what's actually wrong. He's like, "Huh, woo problem." >> That is such an amazing perspective. That is such an amazing perspective. I think this is beautiful. So in that entire architecture, you need to have the CSM. That's like the therapist.

>> That's the therapist. >> So if something goes wrong, if you want to keep it inside the organization, you better have a therapist in house. Otherwise, they're going to go and about you >> to somebody else. And that's going to cause a problem. This is what reduces churn and keeps retention. >> Oh wow. >> So this guy needs a punching back cuz if this guy loses his with the client, he will start losing it with the client. He can't he loses it with a CSM. CSM is a two-way punching bag. >> Okay. >> So they take from us also. They take from the client also. >> Okay. >> But they have they have to be somebody who is very calm. You're absolutely right >> to both.

>> To both everybody. CSM is a wall. It's a brick wall that people are coming punching all day and leaving. >> That's their only skill level. Should be able to take it >> and say you're right to everyone. >> Yeah. Yeah. You're absolutely right. I'm going to make sure these people are going to fix this >> Okay. >> Right. Like that's the And then you're going to come to Shafak and be like, "Listen, you are absolutely right. You don't have to worry. I will take care of the CL." 90% of the time, you just have to tell both people they're right and they'll let go eventually, okay? Okay. Cuz they just need to be taking from.

So give assurance to both and just let them continue to do the work so that no no heat goes in. >> Mhm. >> One more thing, >> make sure that what Sad has told >> and what we do are aligned. >> Because if the sale was made wrong >> before it enters the system, it needs to be corrected. Cuz if you don't correct it, it's a cancer. It kills the organization. So what he does is I put him up on here and if he's seeing that this guy is not aligned properly, he'll send it back to me.

Money is collected. We give them an option of a refund. Go back, talk to Sad. I think there's some misalignments here. I think you need to get clearer about what we actually do. Once you align on that, we're more than happy to move forward. But that it doesn't come into the creative side unless they're absolutely clear. So on the sales side, expectations is one of the biggest problems because sales people, they're under pressure. >> So one is they lie outright, which is the are you doing? The other part is they hide the truth conveniently to make a sale.

>> That is a second problem. So that is very important because in order for especially when you're trying to hit methodology. So when you're try when you're going to super premium premium higher price point you're trying to solve specific problems for a super specific highle individuals across the world like this is not just this this is with my sales contracts with with the UK companies with anything that's super high ticket you're solving something very specific for very specific type of people if the alignment is not right no everything gets pro problematic so the job of the CEO is to make sure that before he passes it through one is he understands clearly what you're trying to look for second is is the sale done properly because if the sale is not done properly he has to get him out of the system otherwise he's going to come into the system and create chaos in the system.

>> Got it. And that too after the execution happens which is going to be very >> and it's it's going to be ridiculous after that. So and it happens to every service. There's no service business who can tell me I don't get bad clients that bad client has come in because your salesperson has allowed that to happen. The onus of a bad client is on the salesperson. >> Perfect. Are we done? >> This is it. Yeah, this all the best. You do this. I hopefully you'll be able to make some dough and then kill some and then like >> this is amazing. >> This is awesome. You guys are awesome.

Thank you so much. Think school is amazing. Bye. >> Thanks so much. >> Okay.