Sales-Coaching- und Leadgen-Agentur skalieren

0:00Unternehmer/Gast We sell sales coaching and lead gen to financial advisors. We're at 6.6 million. We'd like to be at 20 plus. >> Um >> Outbound paid ads, events, how do you sell? Paid ads? Okay. >> Yeah. >> Straight to VSL to phone team? >> Correct. >> Cool. >> Yep. Yeah. Biggest thing is churn as with pretty much all agencies. Um so we've basically transitioned from lead gen company to sales coaching company cuz we know that Yeah, advisors can't close.

0:29>> No >> offense to any advisors in here. But um yeah, so we're we're doing a lot of sales coaching now. So we have like the big head long tail where we can sell the lead gen on the back end. >> Okay. >> So yeah, the main question is have you seen other agencies successfully pivot from lead gen to sales coaching or you know, and like very non-sales uh or industries where founders or business owners are sales deficient, have you seen companies successfully train their clients on sales?

1:00>> Yeah, sure. >> So like a gym launch, how did you guys successfully do that across thousands of gyms? >> We had something called boiler room. We trained their trainers and front desk people every morning and drilled them, role-played, and separate them in the groups the same way we would our own team. So we just did it every morning for them. And it was just an add-on. >> Just group group role play basically? >> Mhm. Just like you'd have a sales manager meeting where you'd role play whatever particular part of the script they were all struggling with.

1:26Alex And so we break we break sales training from the team side, not on the one-on-one side, into five parts. We've got intro, we've got disco, we've got offer, and then we've got uh you know, objections and looping. And then fifth day is basically whatever is kind of the hot topic of what's the thing that we think is going to benefit the team the most. And so that's kind of how we rotate through cuz we have to keep each part of the script crisp, otherwise they'll [ __ ] up something. And so that keeps the short, you know, the the the sword sharp. Um and that's what we did, you know, across the team. We still we do that for our teams, too. Um but I think it's likely that it's under basically you need to provide more value or you need to lower the price.

2:03And so if you want to tackle churn, it has to be like there are for sure businesses that work in the space that you're at. I think big headline tail is a great model. Like charge the upfront and then just make the continuity much much smaller so it's a no-brainer. Like they almost pay that just to be kind of in the network. >> Sure. >> And so this is I'll just I should have said this earlier but it's like I try to answer the question so that it affects as many people as possible in this room. But the problem with information and kind of quote coaching or education type businesses is that um people try to make continuity out of the front end value that you're providing and then the value drops once you have the skill. And so you have to separate out the consumables from the one-time things.

2:45The one-time things also have significantly more value than the consumables do. Now sometimes they don't have the money to pay for the one-time thing because they don't have the skill the one-time thing would give them. >> Yeah. >> Right? That's kind of the issue. So um in order to separate it it's like you just have to think what are the things that they get on an ongoing basis and if we only sold that, what would the price point be? Likely significantly lower. And if we got them that skill, it would be significantly more. But once they have the skill, assume they have the skill on the ongoing basis.

3:10>> Yeah. >> What would they still pay >> I mean I mean the lead gen. >> Oh everyone wants it. No one can deliver. >> Yes. When they learn Okay. The biggest thing is just making sure they actually implement the coaching. >> So it's So it's like it's activation as well. So like getting them to come in and actually engage. >> Yeah. Because most advisors Is it all remote? >> It's all remote. And they don't They also don't like sales. Like the word sales like they like cringe inside when they hear it. So we've literally like banned the word sales. Like we we just say consulting. We don't call them sales calls, we call them consults. So like you know, [ __ ] like that. But um Yeah, I'm just curious if

3:51>> So it sounds like you just have to get better at training them? >> Yeah. Yeah. So, so what did your team structure look like as well? So, I was I was curious like, is it is it possible at scale to do that? And then what sort of team did you have on the sales training or coaching side? >> It is possible, but the answer to my question isn't the answer The answer to your question isn't the answer to your question. Me answering with what our team structure looked like does will not help you. Cuz we're a different business. And so, for us the fundamental arbitrage that existed by and large was kind of two main things. So, one was the network in the community. That was a big component of it. You know, being a gym owner is very lonely. It sucks. The other component of it

4:28>> [snorts] >> was lead generation, but not in the way that most agencies kind of do it. We were not an agency. So, the one skill that I taught gym owners how to do was how to run ads in a local market. And then the thing they would need on a regular basis was the creative. And so, I licensed the creative every single month because they needed that every month. But they already had the skill, so I didn't have to use the operational I didn't have to have 100 [ __ ] account reps to deal with it because they knew how to run their own ads. And running ads in a local market is very easy. Drop a pin, go. You know what I mean? Like as long as the creative's good. And they were running it to our pages that we already tested. And so, all we had to do is feed the black box with the creative. And then after that, they just run our process.

5:06>> Got it. So, >> Okay. >> Your issue though is that if someone gets activated, they stick. >> For sure. >> For sure. >> Well, then all of that all of the effort we have is how do we get them activated like better faster, which is going to be a function of two things. One is going to be are there some avatars that are better than others, right? So, we only sell those avatars. And we split that into three buckets. You've got demographics. What do they look like? Right? You've got the quantifiables, which is like what are the what size business do they have, whatever.

5:37And then you've got the ethnis the um I said demographics and then there's quantifiables. There's a third one. I can't remember. But those two will at least get you on a head start in terms of segmenting the traffic so you can be like this is who the avatar is. These ones have a significantly higher likelihood of converting and what will happen when you do that is your CAC will go up but then your stick problem will get fixed. Okay. So like for example if I sold everybody who identified as a fitness person then Gym Launch would never have been able to exist.

6:06Alex Because I would have had too many shitty customers who are personal trainers who've got 10 clients, whatever and they can never pay and it doesn't matter what I do. And so for me to deploy the resources required to actually get them up to snuff, I have to have somebody who at their onset can pay more. So that I can actually help them. Because below a certain extent it just needs to be DIY which is a different business, not the business I wanted to be in. So there's probably some advisors that are better that you need to basically scan out and say all these people we're not going to service cuz they have a low likelihood of actually working and maybe you need to adjust price to only accommodate those people in that newer avatar that's better. So this is becoming really an avatar issue. And then obviously the ops on the back end in terms of activation is what do Oh yeah, that's the third bucket, the behaviors. So what are the people who uh have the right demographics and the right quantifiables, what behaviors did they do that cause them to activate and stick and what did the other people who look like them not do and then that becomes the activation process we reverse engineer.

7:01>> Makes sense. Quick last question. How did you how did you optimize for for time to value? At Gym Launch and how can we potentially do something similar? Cuz for us deal cycles are >> Yeah, we'd email their list, they'd make a sale in the first 7 days. >> Okay, so just react to activation. Okay, sweet. Appreciate you. >> If you are a business owner and you are not growing as fast as you like, I'd like to give you a free gift. So my team and I put together the 100 million dollar scaling road map which is basically 200 hours of us looking over all the portfolio companies we've had and what stages of growth they went through and more importantly where they got stuck and how they got past it. And so we broke it in these 10 stages and we made this little kind of quiz thing where if you put in your business information it'll tell you where you're at and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources, and finance. And so, no matter what you're struggling with, someone else has already struggled with it and solved it. And so, I'd like to give you this thing absolutely free. You can go to acquisition.com/roadmap, plug in your business information, and if you want us to actually help you decon train the business and you're trying to scale, we'd love to help you out. On the thank you page, you can book a call with my team and we will look at the business, see if we can help, and if we can, we'll invite you out to Vegas and we'll do this in person live.