Tür-zu-Tür-Vertrieb: Beim ersten Klopfen abschließen

0:00Unternehmer/Gast The weather is warm and the deals are hot on herozi hotline. What's going on, Travis? >> Trav diggity dog. Trav city >> T- Money. >> Hey, what's up? What is >> What's up, dude? >> I'm rocking and rolling. I'm having a better than I deserve doing my little my little my little Rams. >> Um I can, man. All right, tell me about the business. >> All right, sounds good. So, we are at about four million a year in revenue.

0:27>> Awesome. 20% net uh potential window replacement. So, so the homeowners >> Yep. >> And our biggest bottleneck as far as >> I see it is with our model. So, our primary customer acquisition method is doortodoor. It's a >> Okay. >> Part sell set or closer model. >> Yep. >> And it's a high turn role. Like we know how to sell windows. We know how to do it well.

0:53>> Yeah. But getting reps hired, trained, and retained >> has been a huge challenge. And so we can't like >> and and there's there's kind of levels to that, right? There's getting people interested enough to say yes to the job. >> There's getting them to stick past, you know, week one and then actually producing. Our biggest fall off right now

1:17>> is literally just from >> showing up day one to making it at the end of week one where they just get in and Oh gosh, I can't hack this. >> Yeah. What do the top uh closers make? >> Um 16 to 20k a month. >> Yeah. Okay. They make good money. Um Okay. So, I wanna I want to give you a couple frames on this and then we'll we'll dive in. So frame number one is that this is a feature not a bug. It's the nature door to door. So instead of thinking like man I think there's something wrong with our business like it might be just like we need to do way more of it. Like at at at the very most basic level like it could just be how do I do 10 times more of this and I deal with all the numbers I currently have.

1:57That's like thing one. Thing two um it might also be an avatar selection issue. So to pull back the thing that I was just talking about these applications just like leads that you have for a business like I'm sure it's like we they have to have at least this many windows or they have to have a home that's valued above X or whatever. Right? You look at certain neighborhoods when you go door to door right? >> Yep. >> Right. So the same degree is you might be you might be knocking it to give you know a one to one example. It's like if you're going into the projects or the hood right uh where home values are lower the likelihood that they're going to buy a higher ticket thing is lower.

2:32Right. Sure. >> Right. And so you might still be attracting apps for SDR, you know, doornockers, whatever, uh, for the setters from figuratively the quote low-income part of the internet, right? And that doesn't actually have to do anything with income, but I'm just saying just to give you like an analogy here. Um, and so the question is, what do the people who make it have in common?

2:59>> False. >> Well, yeah, sure. But what we want to do, no, no, you're good. You're good. What we want to do is look at, we want to look at what are the behaviors. So I look at demographics just like you would with a customer. What are the demographics that have higher likelihood of success? Is there age ranges? Things like that. Right? Number two, is there any kind of past experiences that they had that make it more likely for them to succeed? Um the next is going to be the behaviors, right? What did these people do? Just like we'd have activation. Now you're not in a service business. Well, you kind of are, but it's a little bit different. It's not like like customer has to do something, right? But if you're in if you were in a business where a customer has to do something, we'd say like what are the behaviors that a really successful customer did and then we say okay we want to force that activation path for everyone.

3:41So what percentage of people who are starting make it past week one. Um we have two small offices and it does vary per office. Um one of them is significantly worse currently um with this issue but ultimately I don't know but bad like not not a lot. And again, it's more it's less of a like >> they couldn't see results and so they fizzled out cuz they need to pay their bills cuz it is 100% commission. And it's right now more of a

4:10>> I I don't get past day three because I realize once the rubber meets the road and I'm on the doorstep by myself, I can't hack it is kind of right. >> Yeah. Yeah, I hear you. So, um, how much role playing do you do with these guys before they get out there? Um, so we've got to have the script down. Um, we do,

4:34>> you know, we meet daily, um, for an hour or two. Um, >> and so that couple hours a day is is >> Do you have like two makeshift doors that you have at your facility where they like knock on it and open it, there's nothing on the other side of it? >> Um, we've got the office door and we'll either just not use a door or use that door. >> Okay. I so I'm gonna I'm like this is this is going to sound silly but I am 100% right. Um you want to approximate the conditions of the sale as closely as humanly possible in the training.

5:10Alex Something as simple as them not actually knocking on the door will have a very meaningful difference in their ability to retain the information and actually deliver it in a comparable setting. >> Okay. Yeah. We had focus on that. >> Right. So you have a training issue or like to me this is a training issue. It's a training and expectations problem. So, obviously there's some element of like who am I bringing in? That's going to be one component of it. You know, if you look at 10 people, I'm sure right off the bat, you could probably be 50/50 on like I could for sure tell you that these three guys aren't going to make it, right? Um, but there's some guys like, I'm not really sure. Well, it's like, let's just take out the guys we already aren't know aren't going to make it and then let's get the other 50%. And try and approximate the the training. So, what I would do is I would set up two or three freestanding doors inside of your facility. And the reason I would want to do that is because I want them to learn to run. I want them to learn to hustle between doors because it's a huge difference in terms of their doors knock per day. Right.

6:01Alex >> Yeah. >> Right. So I want them to practice like they play. So you're going to knock on the door. You're going to do it. We're going to hit the script. And if they mess it up, we say stop, step back, knock again, do it again. Because the thing is it's going to get it's going to be so muscle memory for them. Like literally like their hands they're going to knock the same number of times. They're going to say the same words at the same spot. Um, and that will approximate so much more closely what they're going to experience u there. I would also encourage you to have uh basically the the rowdy customer because it going mediocre okay is not what they're afraid of. That's not why they're not that's not why they're leaving. It's like we have to have people slamming doors in their face. We have to have people not liking them so that they can get used to that.

6:46So repeat kind of what you were saying there. Like I got 90% of what you were saying, but the the missed the punchline you're saying. >> Yeah. Yeah. No, you're good. Three freestanding doors. >> They are the the responses that they get. Yeah. >> Yes. I want them to be okay. I want to roleplay out what someone losing their [ __ ] on them is like so that they stop having this big fear around it. It's like it's going to be okay. You're going to survive. If someone calls you a rodent, guess what? You can knock on the next door, baby.

7:14The only person who knows how the last door went is you. >> Cool. >> Right. And so where it gets nasty from a training perspective is when someone gets hot, someone gets on fire because everyone's been there, right? You're like, man, I feel like I like I can close everybody today, right? Um we they actually talk differently. They move differently. Their tonality changes. And then what we want to do is be as granular as possible about what those tonality changes, how their body moves, how they comport themselves to maximize likelihood they get more closes in a row.

7:51But this to me is like thing one is you should absolutely set this training like this is like a tomorrow thing. Like set the three freestanding doors up so they can practice one knocking on doors and also quickly transitioning between doors. thing one and that way they can also have a bad door, good door, bad door and still know that hey I'm gonna get one out of 20 doors who opens I'm gonna get I'm gonna get a set right and we have to set expectations of like listen we need you to be doing 10 doors an hour or whatever you know whatever your numbers are right it depends on how you know far apart the doors are and whatever but like like we should set these number of doors knock per hour goals so that we can just they have to look at as a numbers game.

8:30Yeah. >> Cool. >> Yeah. So, >> that it's it's I mean there's levels of the that it's a training issue. You know, there's the week one training issue and >> Well, it's for sure because one of them is doing way better than the other. So, we know one of the trainers is already doing way better than the other location, right? >> Between the two that you got right now, right? So, already there's a discrepancy. So, we know that like if this if the bad location was doing as well as the good location, we already know that's 100% possible because it's already happening, right?

9:05Alex >> Yeah. >> But I'll bet you both could lift. And I also think part of this is um Do you have the uh HQ uh sales the closure handbook? >> Yep. >> Yeah. I would have them read the what it's like to be the top 1% and what is selling those two parts of the closure handbook. And I would use that to set the frame for what this experience is going to be like for them. >> What was the second part? The top 1% and what

9:33>> and what is selling. >> Okay. >> Because they have to have an appreciation for the craft. And I think that if they if like again part of this is just going to be the sale. It's the sale on them. It's like, how hard are we selling them on this is a skill that you will use for the rest of your life? And you're going to have to get good at it here or somewhere else, but you might as well get good at it here and get paid to do it.

9:59>> Awesome. What What would you say is the balance between >> because you mentioned expectations and I think that is part of it just understanding that it's going to be hard but it's going to be worth it because of XY. So selling very hard but also >> I guess where would you find that balance of >> selling versus reality um for >> so for me the selling is like if you sell if you sell with the correct messaging it will attract the right prospect so you've probably heard of the Shackleton ad. Have you heard of that?

10:35>> Um not that but >> hold on I'll pull it up. Here we go. So this was this was the ad that he ran that was like whether it was him or not, it's become lore. So the ad said, "Men wanted for hazardous journey, small wages, bitter cold, long months of complete darkness, constant danger, safe return, doubtful, honor and recognition in case of success." That was the ad.

11:03And he was overwhelmed with people who were into it. And so it's like we want to we we want to state the facts and tell the truth. And the truth is very compelling, which is that this will be a skill you will learn for the rest of your life. And it will take you 30 days. If you make it 30 days, you will have an experience that you will remember forever. Any person who's ever done doortodoor will tell you about their experience doing doortodoor. It shapes you.

11:29>> Absolutely. >> Right. And so we need to paint that picture truthfully to them, but truthfully explain why it's in their best interest to stick it out. And we want to have as many reward cycles as possible. So are there ways that we can give a scoreboard that are like I want somebody who gets an award for most doors knocked, most doors opened. Like we want other ways of giving them recognition um early and fast so that they could see that they're at least on the right track.

11:58>> Yeah. >> Right. So, if I were if I were to zoom all the way out, thing one is going to be I want the types of people who have higher likelihoods of succeeding in this based on demographics, past experience, and the behaviors they demonstrate in the application process. Thing one, this will be online, too. So, if you're like, I'm not writing fast enough. That's thing one. >> And you're good. I'm Yeah. >> Thing two is that I want the training environment to approximate reality as closely as humanly possible. I want to have multiple doors. I want them to knock every time. No one just says the script. you knock every time because that's how you do it in the real world.

12:32Thing three, as soon as they do begin, I want to have multiple ways for them to win that are ideally approximations or or uh on the way to them getting their first set or multiple sets. I want to award them for knocking the most doors. I want to award them for having the most doors open. I want to award them for the the biggest cuss out that they get, right? I want to make this fun. I want I want to take the pressure away.

12:58Just make it a game. >> Yeah. Gamified. Yep. >> Yeah. Okay. >> We do that and you have leaderboards just for the setters beyond just sets. I want to have some of the other metrics that are there. Right. Just closes is one thing, but I want to have who did the most dials. I want to say who did the most who had the most pickups, right? Who had the most calls that lasted past 2 minutes, right? Same idea. >> Yeah.

13:20>> Cool. Cool. Um, would is there anything that you feel is worth mentioning as far as just like the overall talent acquisition funnel or this is going to trump that regardless of where and how we're bringing people in? I mean, we about the the how. >> Yeah, doing more. I mean, doing more in general might this was kind of the feature bug thing of like, well, what does it cost you to get an activated rep? Are you willing to spend more for that? If so, spend more so you get more of them. Like if we change nothing, it would still grow the business if we just had more reps. Like if we change nothing, if we change these three things and spend more, it'll be double double.

13:58Alex >> Yeah. I guess I was more asking like cuz right now >> Yeah. >> 99% come from just like an Indeed listing and obvious changing what that Indeed listing looks like and sounds like can obviously change who we're attracting. >> Totally. But Well, I think the copy that I just kind of outlined again, state the facts and tell the truth, but I would just try and make it look like a hardcore life opportunity, which is what it is. Like, you're not selling windows. You're selling a skill that they're going to learn and get paid to do, which I think is pretty compelling

14:35Alex >> for sure. >> I would also strongly encourage because almost every door-to-d dooror team that's very big has a three-step process for the career progression. Step one is learn how to sell. Step two is learn how to get one person to sell that you taught. Step three is recruit a team. So I think that you probably are missing step two and three for your team. If 99% of your dudes are coming from ads, you're missing out on the entire referral component of them bringing their friends and getting an override on teaching their friend and then building a team.

15:05>> For sure. Yeah. Right now we're at a spot where we need this base level of momentum to even do two and three. But yeah, and I've recently made some changes there that makes it compelling to where it's like not just a oh yeah, I can make a little bit extra with bringing a friend in and be more sticky. But >> I it's I I can make a side hustle just bringing my even if I don't

15:29>> Yes. It's a career path. Yeah. It's a recruiter. It's another just selling selling selling a different opportunity. >> Yeah. >> Yep. >> Yeah. That's step one, two, three. And then obviously do more. The unspoken fourth.