Vertriebsteams aufbauen: Wie das Vermittlungsmodell skaliert

0:00So I uh run a company where I essentially help remote high ticket sales coaches uh with their fulfillment by providing job opportunities and then coaching for their student/clients on best application processes interview uh support and prep and and things like that. Um which part of the delivery do you

0:24>> can you hear me? What part of the delivery do you do? So, I like post the job opportunities inside of their community. Um, and then I do group coaching calls once a week with some of the clients and then DM support, answering people's questions, reviewing their application videos and things like that. >> Okay. What do they do? They're responsible for sales. >> Yeah. So, they're sales coaches, so they're teaching people the sales side of things. And most of them before I come into the business are doing part of the, you know, helping them land jobs.

0:57um but often are struggling with having enough job opportunities and the coaching part of actually uh teaching people what to do properly to get hired. >> Got it. So they're really good at getting the clients. They're not good at getting the clients the opportunities. So you bring them the opportunities. You're responsible for the second funnel. >> Exactly. >> Okay, great. >> Um so I guess like the bottleneck that I have is we currently have 45 um communities that we work with.

1:25>> Wow. Um we work on a retainer model. Uh we don't charge the businesses anything for the recruitment uh services. Not really recruitment services. It's just like posting their opportunities in the communities. Um and so the sales coaches pay us a retainer. Uh it's anywhere from two to $4,000 a month. Um and I run the entire business and fulfillment. And so I guess my bottleneck is that the business is not a business, it's me. Um,

1:54>> are you searching for placements when you get them opportunities? >> No. So, it's just like a flat retainer modeling the job opportunity. >> No, you're providing Let me say it differently. These guys get jobs at businesses that need salespeople. Correct. >> Yes. >> So, who those businesses you just give them people for free? >> Exactly. So, I don't charge the businesses anything um so that that doesn't become a bottleneck. so that I can have as many job opportunities as exist in the world.

2:27>> So it'd be like I would come to you and say I need remote sales people and you would be like I'll give you some for free. >> Yes. So let me know anytime you need sales reps. >> I I mean I wouldn't do it because I wouldn't believe that you were any good. >> Yeah. There's that. Well, we have uh anywhere from 500 to 600 job opportunities that we post per month. So, we've got a lot of people who do trust us.

2:54>> I you get what I'm saying? Okay. So, what's the problem in the business? Well, just that uh I guess I'm bottlenecked by I have no team and we have 45 clients and so uh I'm not sure where to find the right talent, how to incentivize the right talent for um the fulfillment side like coaching, finding the right opportunities. I I guess I I just don't know what direction to go in to scale beyond where we're at currently.

3:21>> So, let me ask you in the business right now, where do you spend most of your time? Is it on sales? Is it on fulfillment? like which piece >> um it it yeah I don't really spend very much time at all on sales. It's it's pretty much all on fulfillment. So uh I guess like liazing with businesses who are looking to hire sales reps. Yeah. >> Um and answering questions and getting on group coaching calls with the students of my clients.

3:46>> How many group coaching calls a week are you getting on? >> Uh currently around 20 per week. So, a little less than half of the total clients we work with have that as part of the services I provide. >> Gosh. Okay. And then of that time, the rest of the time you're spending DMing people essentially like answering questions in the group. >> Exactly. Yeah. >> Okay. And then what would you do if you weren't if your time wasn't being taken by doing either one of those things?

4:13>> Um, I think it would just mostly be be acquisition. um finding more clients and making bigger, better connections with with businesses and people that are hiring sales reps consistently. >> Yeah. I think the first thing that you should try and get off your plate is the questions. Um because if you can bring somebody on and you can train them on answering the questions in the group, that's like a it's almost like they're onboarding to then take over calls from you. My question is when you're on the calls, what is the like if you were to tell me the top three things that you're teaching them on the calls, what would those three things be?

4:48>> Uh, I mean, I I think the like the application videos would be the the number one thing, but the the majority of those calls and answering people's questions is all like personalized. So, it's based on their situation and their past experience because I work with some people that have a ton of sales experience and some people that, you know, this is going to be their first ever, you know, go at sales. Um, and so it's mostly personalized to like how can we frame the experience they do have or the lack of experience in the right way to be able to help them land a better job than they have currently or their first job.

5:25>> Yeah. So, it's essentially a lot of career coaching to a degree just in like a less traditional sense. >> Yeah. Okay. So, you're looking for somebody that can essentially be a career coach for the sales remote sales opportunity peeps. >> Yeah, pretty much. And I think like the struggle is I don't know who has the understanding of the industry and and I guess enough expertise and obviously I can coach that but um to to have authority in those conversations that isn't a great sales rep who could make a lot more money selling than uh helping people get jobs.

5:59>> So there's two different models that you can think of when you think of a coaching business like this. And I think this goes for like any coaching business in existence, which we've talked to so many and I've helped structure multiple teams like this. Like there's really two models that work and there's trade-offs in each one. Meaning like you kind of just want to pick your problems. And so I'm going to describe each one and you can tell me which one you think you would rather have the [ __ ] that comes with it. The first one is that you hire people that are going to be full-time. The downside of this is it's going to be harder to find those people because they're competing with these other opportunities. So, just like what you said, it's like they could go make more money somewhere else, which means the type of people you're going to find are people who directly want to learn from you and they see this as a learning opportunity, not an earning opportunity.

6:39And they one day want to open up a business similar to yours. So, there's two downsides here. >> Yeah. >> Which is one, uh, they're going to be competing in terms of cost and so they're looking at these other opportunities. They're not going to come in for super cheap even though they're trying to learn because the anchor is just very high as what they could earn elsewhere. The second side to it is that there's going to be a finite timeline on this because they're coming in to learn and so once they feel like they've learned enough that they can go off on their own or go do something somewhere else and learn more, they're going to do that. However, the benefit is that it's less management for you because if you bring these people in, you probably only need a couple of them literally to take care of all the clients that you have and you get a ton of discretionary effort from them because they're full-time employees with you and they're trying to learn. So they want to go above and beyond because they're trying to acquire the skills.

7:24>> That make sense? That's the first model. The second model >> absolutely >> is easy to find and also hard to manage, which is find people that essentially are doing what you just described. They're already those coaches making a lot of money, but they want to make more money and they want to have influence. They like the status. They like the teaching. And so as a side opportunity, they can do this for 10 or 15 hours a week, maybe even less. And so then what you would do is you would get more of those people. Say you need based on, you know, 20 calls a week plus whatever, say it's 40 hours, maybe you need four or five of them to cover you. You pay them a lot less. You get them fractionally and part-time. The downside to it is that it's going to be more management from you because you have to build out a schedule. You're going to have to make sure that they're all, you know, clock in, clock out, whatever, all the compliance. Um, and so

8:12>> I would say that if you have a hard time finding the people, then maybe go with the model where you have the part-time coaches coming in. Um, I would say the other upside to doing the part-time is that if you lose one, it's not a big deal. You can replace them fairly easily. There's a lot of keyman risk in the first model. And so if you don't feel like you're like going to really be great at retaining them, I typically tell people to steer away from that model. >> Let me Yeah, I'm going to p you back on that. So the nice thing with the partial model that Leela just outlined is that one you you're placing all these sales people right now and you already have a history of placing a lot of sales people already right and they already went through your training and whatnot and so I would say take your most successful alumni and say hey want to make an extra five grand a month and give back to the community that you came from many of those guys will probably say sure I'd happily do it because you know five grand because a lot of you know sales people they get tired of selling all the time and so this gives them a little bit of a break and feel like they're giving back. Yeah exactly. So, I actually really like that model. Um, and given the fact that you recruit all these sales people, I don't think it'd be that hard. Um, second, because it would it would kill me and eat me up inside to not at least say it. Um, you can double your revenue really easily. Can I tell you how?

9:21>> I would love to know. >> So, I hear where you're coming from with the, "Hey, I want to have as many opportunities as possible so I can find as many places as possible. So, making it free is a way to do that. I hear you there. Mhm. >> But you probably know of all the candidates you have that there's probably 10% of them that are killers and are going to do well, right? >> Yeah. Yeah. >> Right. Have a tier that's 2500 bucks or $5,000 per head that you say, "Hey, uh, all these people are free. I personally screen these ones and give them a blue check mark uh from me and these ones are 2500 bucks or 5,000 a pop."

9:55>> So if you get 600 placements a month is what you're doing. If 60 of them are paid at 2500 or 5K, that adds $150 to $300,000 a month to the business. >> That makes a lot a lot of sense. >> Boom. Rested. Okay. >> You're like, I got to get that one out. >> Yeah, I definitely I definitely need to implement. >> We call that a money model. >> Call that a money model right there.

10:22Right there. >> You should write a book. >> I should write a book about that. >> Does that that help? So that Leila solved your uh your your delivery model and that solved your money model. >> Rock and roll. >> Yeah. Yeah. That that's awesome. Thank you guys. >> Appreciate you, man. >> That was a fun one. That was good.