Predictable Prospecting
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Our guest today is Keenan, who is a sales expert, speaker, and owner of A Sales Guy, a leading sales management consulting company. We discuss his unique process for identifying the problems your business solves, the personal buying motivations of your prospects, and the key exercises and role play scenarios for connecting with your clients.
Episode Highlights:
- How to get your prospects to want to talk to you
- Selling to the current state, the gap, and the future state
- What critical problems does your business solve? Dissecting the product
- The buyer persona versus the personal buying motivation
- What should your first conversation with the buyer be about?
- Keenan’s epiphany moment
- The “wake up the chill” campaign
- Filling up your table
- The mobile dry cleaner: a practical example of Keenan’s philosophy
Resources:
- SPIN Selling by Neil Rackham
- Visit Keenan’s website, A Sales Guy, for his blog and more information on booking Keenan as a speaker, consultant, or recruiter
- A Sales Guy Univesity
- Keenan’s Youtube channel
Episode Transcript
Marylou: Hey everybody, it’s Marylou Tyler. I have a great guest for you guys this week. His name is Keenan. I met Keenan, actually he did an awesome, awesome presentation at a conference in Boston that I attended, I think it was a campaign marketing called Flip my Funnel or Flip the Funnel. I was listening to Keenan’s speaking and I thought, “Wow, this man has got to come on the show because he had so many things for us to do when we left that meeting that he held.” I just felt it was really great for him to come in and talk to us. Without further ado, hello Keenan, thank you for joining us on the show today. Keenan: Hello. What’s up? Thank you so much. If you could see me right now, I’m blushing. If you could see my brother, that’s how you could see my brother blushing but I’m flattered. I’m glad, that’s my favorite thing when people come to my session or come see me speak because it they feel they’ve got stuff to leave with and do so I’m thrilled. Thank you, flattered, flattered. Marylou: Yes. I had my notebook out, a crutch in my hand because I had knee surgery just recently and wow. Let’s start. I’ll let you take the floor and tell us what you want to tell. Keenan: Where can I go? What can I help you with? That’s a big place to go. I can’t start running all over the place. Marylou: Okay. There is a particular place in the pipeline. A lot of the folks who listen to this show are business developers. They’re sometimes working in targeted accounts like account based selling but we’re looking at starting conversations with people we don’t know by picking accounts that we’re going to go after. We have a methodology to do that and we leverage people process and technology in trying to get our stuff done. The goal is to get meetings and the goal is to get sales qualified opportunities. That’s our goal. In that area of the pipeline, the struggle is to get people to want to talk to us, to get people to want to spend time with us, which means we have to be able to say things to them that resonate, that provide a sense of urgency, that get them kind of learning and thinking, “Wow, this person really knows my issues, my challenges.” Why don’t we start there? Keenan: Alright good. That’s a good place to start. What I like that’s a good place to start is I don’t think many people do that very well. Listen, here’s the bottom line, if you want to get someone to pay attention to you, and I talked about this is my presentation, you got to know stuff they don’t know. You have to be an expert. I don’t mean you need to know stuff about your product they don’t know but you got to know stuff about their business that they don’t know. Where are those area? That can be something that’s going on in the market place. That could be let’s say something that competitors are doing, it could be a new process or methodology that people are capitalizing on. It could be a new federal mandate or new state of governmental mandate, or it could be something on how to do a specific process inside their organization. It could be new trends that you guys picked up on but the bottom line is if you want to get somebody’s attention, if you want someone to listen to you, they have to believe you have something to say. In order to have them believe you have something to say, you have to treat yourself or look at yourself as a consultant, as someone who can fix their business. I think one of my favorite place is to start there because it’s easier is with process. Take what you sell, I mean I’m sure people sell all kinds of things here but ask yourself, what do I sell? And then say how does that affect the current processes of the companies that I sell to and how does it affect in what ways like in a form of impact perspective, or from a delivery perspective, or an outcome perspective. How does my product or service affect their processes? I think that’s where people should start. I just don’t think they do. I don’t think enough people understand the business. You got to have a good business acumen and be a good business person if you want to be a kick butt business developer. Marylou: This is sounding a lot like when the older spin selling. Neil Rocken wrote a book way back in late 80’s I think. He had one section called Implication Questioning. That was all about really getting underneath the skin of a buyer to find out what the issues are, not only current issues but the what if scenarios. What could happen if they didn’t put? Is that what you’re talking about when you’re explaining to our crowd here? Keenan: I’m going on a step before what happens if, it’s more like this. I’m framing out a book now that’s going to be my next book called Selling to the Gap or something like. Who knows? It could be zoology by the time I’m done. It’s the idea of when we sell, change is inherent to the sale. We change from a current state to a future state. Therefore, it’s all the stuff in between is what I call the gap. The greater the gap. the more value there is to what you’re selling. A cheesy example is when I bought my first iPod and I literally still have it. I may even have the original box which is cool enough in itself. I hold on to that. I remember the reason I bought it. I paid $300 for it, I was like, “Oh my gosh, my entire music library can be carried around with me.” Currently today, I have CDs and I’m a big skier. If I want to ski with music, I have to have a CD or tape player or I just don’t ski with the music and I can crash and get water in it. I can only bring one or maybe two CDs. If I’m skiing too fast, it skips, it’s understood. That’s my current environment, my current state. Notice, my current state is the process of my current state. What happens? What goes on? What is my methodology for traveling with music, for moving with music? It’s in the car, it’s in a portable disk player. Okay, great. The portable disk player, how do you hold on to it? Do you wrap it around your shoulder? Do you have a big pocket? You put it in the bag, you hold it in your hand. If you’re doing an activity, how can you move around with it? If you’re holding it in your hand, you put it on your waist. Notice all these questions of digging deeply into the how you do or managing your modern music today. Then, I move to the future state. In this case on the iPod I would say, imagine having not just one CD, not just two CDs, but everything in your music library sitting in something that’s half the size of your disk player. Then I would say, “Now when you go skiing, or now when you’re working in the backyard, or now when you’re running or riding your bike, it doesn’t skip. You don’t have to worry about it getting wet if you worry about skiing. You don’t have to worry about changing the CD.” I’m comparing it to the current state and how those pains and struggles don’t exist. That how I’m positioning it. That’s what I’m talking about. Then I can go to the next state when all the benefits and blah blah blah. What happens if you don’t do it? But I think that what’s salespeople miss, the more knowledge you can have in how somebody’s doing something today literally, how are you doing it? How are you moving inventory? What happens when you load it onto the fork lift? What happens when a number is messed up in the system? What happens if it stays on too long? What happens if something is broken? All of that deep level information. That’s my current state and then I paint a picture of the future state with all of those things being done, at least those things I can address. Marylou: I’m seeing my folks, a lot of them are very visual. Can we map something like this out on a grid or piece paper folded in three? Let’s pretend we’re starting to do this process of figuring out the current state, the gap, and future state. Is there a model that you use or are you just looking in and around the current state and trying to come up with scenarios that would make someone feel bit uncomfortable, a bit, “Wow, I never thought of it that way.” Where are you trying to go with current state methodologies or questions or the current state? How do you do that? Keenan: That is a great question. What I do and what I train my organization, the company that I work with is this. It seems like such a simple like exercise. As a matter of fact, the long answer is I have this table in a tool, I called it a two. It’s just a simply word table. I have it as a download in my site and someone downloaded it. In his defense, I don’t do a very good job of explaining exactly how to use it. What he used like, this is a stupid table. You literally sent me an email and he gave his name and number for this stupid table. Then, I walk him through it. After about 50 minute conversation, “Okay I get it now. This is brilliant. I just wish I understood it better.” The reason I’m telling this story is most companies when I first show this to them, they think they get it but then when I push them a little further, I force them to go further, I force them to go through the exercise they were like, “Oh my gosh, we don’t do this at all.” This is what I do, with a few exceptions. Every single product that was made wasn’t made because they had an idea for a feature. Is it Marylou? I didn’t call today and said, “Ooh, I got an idea of a feature of a product I want to build.” No. What causes us to start a company or to create a product or create a pisces software, what do we always start with ? Marylou: We recognized if there is a problem or we see an opportunity for something to do something better. Keenan: You realize there is more than just one problem. There’s multiple problems that our product and service can solve. Somewhere along the line, when it comes to selling, they lose sight of those problems and they start selling all the features and benefits whether it just becomes second hat, or second nature or whatever but they screw it up. They start thinking, “ahhh.” They start pushing these features and function. What I say is go back. I tell my clients and customers, “I want you to build a list of the 6, 7, 8, 9, 10 maybe 11 or 12 at the most, critical business problems that your product or service solve. Then, I want you to tell me the impact of those business problems if they exist. I did it for my own company way back when I started and I said one of the things the business problems is poor conversion rates. Another one I put in was not enough leads or poor lead generation. Another one I put in was slow growth. Those are some real business problems that sales organization could have. Then I went to the next. What’s the impact of low revenue? It could be lack of operating capital, it could be lack of cash. It could be not meeting street in the client value market cap. It could be the inability to make investments. I listed all these things that are associated with each of those problems. Tell me the impact. The specific impact when those things exist in an organization. The third call which really gets most interesting, I say, “Now I want you to tell me or list what is the root cause of those problems existing?” In other words, why do those problems exist? What causes those problem to show up?” Now they have to start dissecting what is at the root of a problem happening. Going back to the revenue one, it could be poor sales team, it could be product issues, it could be marketing issues, it could be external factors like the market. Now, I’m dissecting what causes the problems to exist. When you go to that whole process, all the problems, it’s not a guessing game anymore. As a business development person, I already know what problems I solve for you. I also know the impact to the organization and I know why they exist. Now, I can go in and say something like, “Hey Mr. and Mrs. Pen maker, I understand what are the biggest challenges in making pens is doing it cost effectively because of the competition from Europe and low value in the market place. I also understand that exists because of cheap plastics and cheap labor. I’d like to talk to you about how we can help you compete in those areas or reduce those issues with this new product that you have. You don’t have to rely on cheap labor.” You see what I’m saying? Marylou: Yes. Keenan: I’m talking about the business now because I know all three phases, the problem, impact, why it exists. Once you know that before you make the call, it’s really no guessing game. You know where to look, you can guess by the company, you know which one’s associated with which industries and you go at it. Marylou: Now we’re starting to really take notice of buyer personas in our world. Does this table, this work, is it done overall for the company and then by specific buyer because of different motivations or is it you build one massive grid and you nuance it depending on the buyer? Keenan: It’s the latter. Marylou: Okay. Keenan: To be perfectly honest, I’ve never actually tried to do it by the buyer. If people want to give that a shot and it works out, call me and let me know, I’d love to see it. My general feeling is the product only can do so many things. There’s only so many problems the product or service does. This is a product or service level, you can’t do it by company level. Let’s say you’re a G.E, you can’t do it for G.E as a whole because what I’m selling airline engines versus selling I don’t know because they got rid of the appliance department, I don’t know what it is anymore. It’s not going to be the same for something else. It has to work for the visual of the product and services that you have or the main one. The ones there depending on the buyer you should be able to adjust. Let’s say the problem I have, one, two, and three problems, they fit really well with the supply chain manager but the other ones do much better with the warehouse owner. Do you see what I’m saying? You catalog them based on where that problem would live and who that problem affects the most and who would want to solve that problem. Marylou: Okay. The reason why I asked about personas and the buyer persona is because, let’s take two real personas that a bunch of my books sells to. A marketing person versus an IT person. Sometimes, marketing is more driven by personal goals and challenges where IT may be more strategic for example. If we take a problem, one product, it could mean for the marketer a chance of advancing in the company if this problem is solved versus the IT person’s thinking about the strategic health of the company going forward. It’s the same product that going to help do this but there are two very different outcomes or results that they’re looking to get based on their role in the company. Keenan: There’s the inherent problem with training. Training is too vague. I’m not against training but training is too vague, here’s why. In reverse when you said the IT persons is looking to be strategic and the other one you said the marketing person is looking to get a promotion or whatever. I don’t call that a buyer persona, I call that a personal buying motivation. Marylou: Ahh, okay. Keenan: A personal buying motivation, they’re important but until this identified set of problems that everybody in the organization, everybody in the stakeholder groups admits needs to be fixed, their buying motivation for making the sale doesn’t come into play. In other words, again depending on what I’m selling, let’s say I’m selling a piece of application software that helps marketing get more customers and IT has to buy off on it because let’s say it’s not SAAS. They have to actually implement this thing for its discussion. Marketing is their customer. In this situation, the differences here would be using this thing, the business process would affect the marketing person. How are you marketing today? How are you getting to the people you want to? How are you saving to this SEO? I mean who knows what this product does, but I’m going to talk to you, your current state and then I show you how my product software can help you cope accessing to accelerate revenue, etc. in the future state. When I move on to the IT guy, it may be a little bit less business oriented or it maybe what I call technical problem. I might say, “Listen, I know that you have to support this person marketing. Let me tell you how this can make your life easier.” It requires half the server space. Because of that, there is no speed impact, there is less heating and cooling and lighting energy cost. TCO is lower than we currently have today. I’m shifting my conversation to the benefits to the IT person because I understand how it affects their role and the problems that they deal with. Once I get the problems on the table and I get the IT person to admit that they don’t like energy costs, they like to lower them, they don’t want a high TCO, blah blah blah, then I might understand the motivation. To the marketing person, they just want to get a promotion because they can raise revenue they get a promotion. The IT guy, he’s been with the company since the founder and he wants the company to do really well. He doesn’t care if he gets promoted. Those are the buying motivations. I’ll address those after I get everybody underneath to accept. I want to fix this problem, I want to fix this problem and I think you can do it. Marylou: Okay, this is really interesting because my brain is going a million miles an hour thinking about top of funnel where leveraging technology in the form of email sequences and cadences. We’re trying to touch people in order to get that first conversation started. In your experience, is it best, I know there’s no right or wrong answer but bar none, more often than not, is it best to go in with the business problem higher up in the funnel than it is to go by the motivation of we’re going to be able to help you grow in your profession, your professionalism within the company. Where do you draw that line of at that point in the funnel where the position is way way up there, you’re just trying to get your toe in the door. Is the product’s problem, the problem with the product solves, going to win that first conversation more often than not in your experience? Keenan: I believe so. Think about what we react to. Everything we buy, by more time and more money I used studies until I’m blue in the face. Everything we buy runs through a value filter. That value filter is 100% driven by what I’m calling the gap. Where am I today and where can I be tomorrow? Why do people buy lotto tickets? Yes, I want to be seen cool. Yes, I want to have a big house but the bottom line they’re doing is because they want to be rich overnight. They want lots of money. They are thinking, “Okay. The problem is I don’t have money.” That’s the problem they’re reacting to. Marylou: Right. Keenan: The type of thing here, I start with the problem, especially if it’s not something as obvious as I don’t have enough money. Start with the problem. Spell it out, be clear, let them know that you can make it go away because that also creates credibility. Marylou: Yes, yes. Keenan: CED in their challenges way back, I don’t know if they have done anything new since. When they did a test on loyalty to a company or to the sales process, 53% of the loyalty came from the knowledge information and how helpful the sales person was. Not the brand, not the pricing, not the product, but the actual ability of the sales person to offer ideas they didn’t think of, to be able to pride inside that they aren’t aware of, to help guide them do the process, etc. That’s all because they’re solving the problem. Yes, you couldn’t convince me otherwise. Marylou: Okay, good. This is great because a lot of what we’re also looking towards is we’re chunking through a lot of records because we’re picking those targeted accounts that we think are going to take a meeting quickly and also that are in the sweet spot for revenue. We can’t touch them all on a hyper personalized basis. We do rely to help us in some of this process by leveraging the email engines to reach out and touch them while we’re sleeping, so to speak. Having this grid of problems, the impact, and then drilling down on the root cause is also just a ton of material for your content sounds like of being able to create emails. Keenan: Absolutely. You can take it from any angle too. You can say the three biggest problems of XYZ whatever industry you’re in, whatever your product is, three biggest problem that CEO needs to address. Then you can turn around and you take it from right to left. The reason, the three biggest problems in XYZ exist in the first place. Right there, there’s just two off the top, oh my gosh yes, you should live and die within that space, yes. Marylou: Help us understand how you had this epiphany moment that this is the way to go. Have you always sold like this or was there an event or something that caused you to say, “There’s got to be a better way to get in the door.” Keenan: I think I’ve always sold this way, When I say always sold this way, I don’t mean I always sold professionally. I always sold this way in life when I wanted things. Little kids really reach concept and they won’t stop. They say why, why why won’t you? Why won’t you? Why won’t you? What they are trying to do is they’re trying to understand how that adult is assessing the situation. I started to realized that really, really early on instead of realizing that people respond to change if you can frame the change in a manner that makes them feel better. If you get in the root cause of the change or the root of it all and give them a vision of something where their life is better and things are improved, and their future state is buried in the current state, and the cost to moving is at least in line or lower than the return or the cost is lower than the return, they’re all over it, they’re all over it. I think we’re really what happens is, I was just forced to get into my head and put it in plainer terms than what I was feeling. Marylou: The presentation you did in Boston was all about the brain. I thought, “Wow, I never thought of it that way but it’s so true.” One of the tasks you gave us to do was to do this very table. To come home and identify all the problems our product or service solves. The impact that it has on the target audience and then drill down to that root cause of what would happen if they did nothing? What would happen if they essentially limped along as they are? And then what if they decided to go forward, what that meant in terms of results for them? I went home and did my homework. Keenan: How did it work out for you? Marylou: It worked out really well. What I’m using it for, which some of my audience would probably do the same, is to go after what I call a house list. The people who’ve had communication with me at some point in life but we never really took it to that next level. I call it the wake up the chill campaign and I’m using it for that. I’m also seasonally using it because of what you taught us about there are trigger moments. The trigger moments were starting to come up where I work because of end of corner, because of end of year, because of commission schedules, things like that. I let it sleep second quarter when everybody still dumb, fat and happy so to speak. As a third quarter rolls around where they’re realizing, “Oohh I am not going to make my yearly number.” That’s when I wake up this list with these types of problems and they build on one another. That’s the other thing you told us to do was to build on the problems so you start somewhere and build on them as you go along. Finally, they finally clap their hands and they say, “I have to talk to her. I have to talk to this lady.” Keenan: It’s you, nicely done. Marylou: Yeah. Then I bumper that with a traditional predictable revenue email of finding the right person in the organization because I do work more up market where I’m not sure, even though the roles are all defined, some of the departments I work with with marketing, they have 15 to 16 different marketing roles. I’m not necessarily sure which one is going to be working on a project of my nature. I do blend in some of that looking for the right persons bumpers to see if they’ll raise their hand early or late. Then I say at the end basically this is the last try before. I’m going to give up for now and then put them back to sleep for another quarter or so. In the middle though, I put those problems and I amplify as I go along. Keenan: I like that, yes. I like that. I like that a lot. Marylou: Good. See, I’m a good student. I was curious, are there some steps because I’m sure people are sitting and thinking, “Okay, I got the three columns down.” Are there some questions that standard questions that you would want them to ask themselves or give us more of your expertise and guidance on how you would go about filling out this table. Keenan: Filling up the table. Marylou: Like you said, “Do this for the product,” because I asked you, was it company specific? Was it buyer persona specific? You said no, it’s product specific so the first column would be problems your products sells. Correct? Keenan: Yes, yes. The main set of products like let say you’re Sales Loft and I know you have multiple product. They all pretty much solve the same set of problems or variance. Don’t do four of them because you have cadence and then you have the ideal prospector, don’t go that low. Look at the medium level like look at all my products, primarily we serve this phase and do these things. If you put up a problem that one product solves, that’s fine because you know when you call, you know what products it solves. I want to be careful, you don’t need to use every product. Look at it from a sales call perspective, let me flip the script here. Fill this up from a sales call perspective. What problems would you want to try to connect with your prospect or buyer on? Go from that. That’s based on what problems your organization, or your division, or your whatever consults, I’d start there. Make them real business promise. Please don’t make them, generally speaking, weak technical problems. An example that I use a lot is I have a client that sells a SAAS System and most of their customers generally speaking have multiple systems where their data lives and that they operate from to do what they need to do. One of the technical benefits of this product is that you don’t need all the multiple systems anyway. Bring all the systems into one. Every time they’d feel that thing out, they’ll always say, “Oh, we bring all the systems into one.” No, no, no, no, no, that’s a technical problem and you’ll address that. You could address that is why the reasons exist type of thing but I want business problems. When those technical problems exist, if you have different systems, what happens? Well, we can’t move data around the organization. We can’t talk to our customers. We have poor user experience. We aren’t able to market. Those are business problems. You’re going to execute the business. That’s what I focus on. Then when you go into the root cause is you can say things like, “Well one of the reasons we can’t market to our entire base, we have different systems. We aren’t able to run reports. Ahh okay. That’s the reason that exist. Don’t make the mistake of going very low level or weak technical problems. Get into the business. Business acumen is critical to this approach. You really got to think about how the business works. I’ve been helping a customer interview a lot of people. One of the things I do for business development people in working on business acumen is I give them a fake company. I say, “I want you to tell me six, seven, or eight different business processes that this company would have that you think could be fixed or that you want to focus on fixing.” An example of this one is the last one that I used, it’s a mobile dry cleaner. I say look, a mobile dry cleaner. I want you to give me five different business processes that you would what to focus on. You think you can talk to them or you could have fundamental impact on their business. Go. Marylou: I love that. Keenan: Yes, and I just sit and listen. They say, “Well, you can help them grow revenue.” I’m like, “I’m giving you 1/10 of a point because that’s your first answer but that’s not really an answer. Give me another one.” Then say, “You could help me get more customers.” I’m like, “I’ll give you half a point because that’s generic. I want specific to this company. You want to try it? Do you want to take a shot?” Marylou: This is a mobile, can you give me some context? Keenan: It’s a Mobile dry cleaner. They deliver clothes, your stuff to your house. You don’t have to ever go. Marylou: Okay, the business issues they’re trying to solve are being able to, one of the things that would be difficult would be to navigate through the neighborhoods in time so they can reach more houses. Keenan: Excellent. What I recommend there is you flip it. In other words, the ability to maximize the truck routes. Yes, you’re in the right direction. Marylou: Maximize truck routes, maybe concentrate on businesses versus consumers to start so they can focus on one vertical that will give them the biggest revenue potential like demographic things. Keenan: Alright that one could for anybody so I’ll give you half a point. It’s interesting, isn’t it? Keep going. Marylou: Mobile dry cleaning, that they want to have the units inside the trucks so they can service people faster and have a faster turnaround of product. Keenan: Okay, I mean the business would be in place here so that they will do it when they don’t do it but okay I’ll can go with that. Yup, I like how you’re thinking yup. Assume they dry it off on site. They have pick up and dropp off. Keep going. Marylou: Their trucks break down so they need to make sure that their fleet is always running in full capacity with no issues of down time. Keenan: Okay, okay. What if you took it a little differently and said, “How do you manage us when trucks break down and get the clothes of the truck onto a new truck quickly?” Marylou: Yah, okay. Keenan: Notice the difference in those two. One speaks of just the truck breaking down which could then be very specific to UPS, Federal Express. Now I guess those ones are good example because they slow the packages but when you go to the next level and you say, “How would you get all of the laundry that’s on their off into those residents on time?” Marylou: Right. Get there on time. On time delivery. Keenan: Yes. Now what we’re doing is we’re digging deep into the very unique nuances of that business and how those things are done. Marylou: No this is kind of fun. I just sought another one about this whole thing of eco friendly products and what if their suppliers run out of product because they’re expanding so quickly, they’re not able to get the products that they promised to their customers that they will use. What would they do in that case? They need to have a continual supply of their products that they need for dry cleaning in order to satisfy their customer’s needs of the type of solvents that they’re going to use to clean that clothing. Keenan: Here you go, there’s another one. Here you go. Notice some people can do that, some people can’t. The best business development people can play that game better than anybody. Marylou; Got it, got it. That was wonderful. I hope you guys got a lot of that because I’m sitting and we’re like, “I have no idea what to think about Mobile dry cleaning.?” That’s great Keenan, thank you so much for that. Keenan: That’s fine. I know we’re out of time but I’m more than one, if you want to have fun, you want to pick one from me and put me to the test and see how I’ll do. Marylou: Okay. Let me think of, now you got me thinking on mobile now, let me think of something. I have one. How about bike transport for races for triathlon? Keenan: Okay. Help me, when you say bike transport that that I need two each from each triathlon? Marylou: Yes, you basically bring your bike to some place locally and they make sure your bike gets to the destination. They make sure that the destination of the bike is put together so when you get there it’s finally tuned, ready to go, you just pick it up for your race. Keenan: Alright, perfect. I think one first thing I would try to focus on is user interface. How does the person get the bike to you and how do you catalog or inventory the bike right away? I think that’s the first one. The second one is a notification system. How do you notify the racer? If that bike is in there, they can’t race. If they can’t race, all the preparation and time, and everything they put in is wasted, and they are crushed, and they’re pissed, will never do business with you again. Have you considered how would you build an application or communication systems that lets that race knows exactly where their bike is, at what time. It makes them feel better that their bike is going to show up on time. Here’s another one, how are you shipping it? How can I help you reduce the cost?Are you currently using FedEx or UPS or are you doing this standard? Are there ways that I can help you package the bike to reduce the shipping cost and the shipping times based on how it goes into the box, how you take it apart. Depending on the race, I have to assume if you’re the only one, there’s a lot of big races so you get inundated all at once with let’s say Iron Man and all of a sudden you got 200, 300, 400 bikes you need to ship at one time. Then all of a sudden you’re dead for a while because there’s no big races. I want to help you handle what I would call scalability issues or peak times. How do you handle those peak times? Do you have enough people and all the resources on stuff at the right time so that you can get all the bikes shipped out and then get them on the other end at the right time, assemble and put in the right place when everybody is doing it at once unlike let’s say UPS which doesn’t have to do with that massive influx of all these bikes going to the same place at one time and have to be picked up on the other end. That was at a three right off to top off on my head. Marylou: That was awesome. You guys, this is really a great exercise. My brain was just struggling to find any time of correlation and Keenan just rolled them all up. I think this is something where the biggest takeaway from today is this grid. Working on this grid. But also this role playing, hypothetical company and drilling down into that root cause because that’s going to get you amped up and ready to go when it comes time to do your product and your service so that you’re better on those phones to get those first meetings. Keenan, Thank you so much again for your time. How do people get a hold of you so they can learn more about you and also the wisdom that you’re providing this market place? Keenan: Oh thank you. The best way they can do is go to asalesguy.com. That’s my blog, they can go there and from there they can find everything. They can also go to Youtube. I have tons of videos up on YouTube including the presentation you saw. You can also go to asalesguyU.com I have all kinds of videos and eBook and tools and all the resources you need to do your job. Marylou: Okay, Thank you so much. Guy’s definitely checkout that all those training materials. As you know, our job at top of funnel is a fast paced, feet on the street, thinking quickly type of job. The better we get at it, the better we’re going to close these deals for the reps that are actually going to take it all the rest of the way. We really want to be able to turn these opportunities over quickly and have a good quality to them so that you guys aren’t stressed. This is the good way to do it, practice, practice, practice and I think this has been a great session. Thanks again Keenan for your time, really appreciate it. Keenan: My pleasure Marylou. My pleasure, I had a lot of fun.