As an entrepreneur, sales are critical – they’re the lifeblood of your business. However, sales can also be overwhelming, and the pressure it creates can make business owners want to delegate or avoid this process altogether.
In this episode of Entrepreneurs Rising, we speak with Patrick Galang about the power of a solid sales system for entrepreneurs. Patrick helps build sales teams and optimise sales processes to help businesses with end-to-end sales.
The genuine concept of selling is contrary to what most people believe it to be. Most people think it’s just about selling a product or service to others, but in reality, it’s about making sure that the client is the right fit for your business and ensuring that what you offer can genuinely help them.
At the core of every flourishing business, an exceptional sales system is the foundation. So get ready to discover why having this powerful backbone supports your endeavours and fortifies your business against uncertainties.
IN THIS EPISODE, YOU’LL FIND OUT…
- Patrick’s journey from a sales background to coaching (03:39)
- Why sales are not always about selling to someone (09:49)
- The difference between CEOs and sales teams in conducting sales (14:55)
- The benefits and fears around building a sales team (20:45)
- Considerations when hiring a sales team (27:09)
- The importance of factoring in sales commissions before hiring (29:55)
- The value of a sales system for easier sales team onboarding (37:33)
- How to leverage testimonials for a smoother sales process (39:18)
- The long-term vision needed to successfully hire a salesperson (40:18)
- How to create a payment structure for your salesperson (41:52)
- The biggest mistakes business owners make in sales (44:21)
- The symptoms of over-managing (46:17)
QUOTES
- “The approach to selling is offering a service and making sure that the client is the right type of person to work with and you can actually help them.” -Patrick Galang
- “Having 100% of a smaller amount versus a smaller percentage of a bigger amount can sometimes work a lot better in your favour.” -Patrick Galang
- “A lot of people who don’t like sales feel like they have to sell somebody to their product, their service or their program.” -Patrick Galang
- “In times when I’ve said yes to a client, even though I probably shouldn’t, just because I needed the money, it’s always ended up being an absolute pain.” -Carl Taylor
- “Average efforts multiplied, beats a single perfect performance.” -Carl Taylor
Resources
Entrepreneurs Rising episode 074: The Yin and Yang of Teams: Unveiling the Power of Two Essential Roles
Entrepreneurs Rising episode 068: Shifting Paradigms for Extraordinary Success In Business And Life with Dean Jackson
Get In Touch With Patrick Galang
- Website: https://patrickgalang.com/ https://settersnclosers.com/
- YouTube: https://www.youtube.com/@itsPatrickGalang
ABOUT PATRICK GALANG
Patrick is a business advisor working with Online Coaches, Consultants and Agencies to help them grow their business.
He does this by building sales teams and optimising sales processes to help them get off doing the end to end sales.
Having spent many years heading up and growing sales divisions, his mission is to share his knowledge and experience in the most practical ways.
Away from managing sales teams, Patrick has been most excited about creating content and speaking to high performing individuals.
TRANSCRIPTION (AI-Generated and may contain inaccuracies)
Patrick Galang Snippet (00:00):
I think that’s a good thing, if that’s the business model you’re sort of going for, and like we say, and, you know, in investing world is, or if you bring in partners on or whatever it is, it’s like having 100% of a smaller amount versus a smaller percentage of a bigger amount can sometimes work a lot better in your favor.
Obviously, you’ve got to look at the numbers and see what that translates to, in terms of, you know, not just top line, but bottom line revenue, then you’re always going to win because you’ll be able to leverage the things maybe that you like to do better, or you like me say, you know, working on your business can create more opportunities, and less time less effort in the long run for the business owner.
Carl Taylor (00:45):
Hello, and welcome to another episode of Entrepreneurs Rising. I’m your host, Carl Taylor. And today we have another guest interview. This is where I have a chat with someone either that I’ve personally known for a while, or maybe I you know, think that they bring a lot of value to you, listeners and viewers.
So if this is your first time tuning in, welcome excited to have you here. Entrepreneurs rising is the show for entrepreneurs who are on the journey. And wherever you are in the journey. Maybe you’re just starting out or you’re on the sidelines, you haven’t even started your business yet.
And you’re just in big information seeking inspiration mode. Welcome. Great to have you here. Majority of our listeners, though, we know you’ve been in business for a while, maybe it’s been a couple of years, maybe it’s been a couple of decades. And you’re at a point where like, what is my next step? How do I grow and build this business in a way that truly creates wealth for me and also intergenerational wealth for my family and loved ones, both inside and outside the business. And that’s exactly what we talk about.
Now, today’s guest is talking about a key function in your business that most business owners, they usually fast to want to get rid of. But it’s usually one of the last things that you as a business owner should probably get rid of from your plate, and that we’re talking about sales. So today, we’re going to be talking to Patrick Galang. And Patrick is a man that we have a lot of mutual friends, but I’ve only kind of recently had him into my world, he was referred to me by another mutual friend.
And I was looking at doing some recruiting in my company automation team around sales. And so Patrick and I had a good chat and engaged him to help me with some recruitment. And then ultimately, like, hey, why don’t you come on the podcast.
And let’s have a chat. So let me tell you a little bit about Patrick, super simple, easy bio, he’s been building a company called a revenue, we’ll make sure this is linked in the show notes because it’s a bit of a complicated URL for just saying over a podcast, but it’s a revenue as in our e VINU e.io.
So you can find it revenue.io. And that’s where he’ll help connect you. And recruit remote sales talent really fast, basically helping you find and matched salespeople for your online business, especially if you’re a coach or consultant, highly recommend it. He also you can find him over at setters and not end in closers.com.
And citizen closers.com is where you can work with Patrick to consult with you and ultimately help you build out your remote sales team. So, Patrick, hey,
Patrick Galang (03:10):
thanks for having me on the shack. I appreciate it, man.
Carl Taylor (03:12):
No, thank you. And just gonna preface that both Patrick and I, we rescheduled this a couple of days ago, we both been sick. So if there’s a little bit of coughs or a little bit of nasally voice, we really didn’t want to hold off getting this episode recorded and getting this into your ears and eyes.
But yeah, there may be a little bit of coughing here and there. We’ll try and keep it to a minimum. Hopefully it’s okay. Before we dive into like talking nuts and bolts of sales, because there’s so much here I think to unpack give me a little bit of a rundown of your background when it comes to sales. Like what’s your experience with this? Yeah. Previously,
Patrick Galang (03:45):
before coming online working with coaches and agencies. I was in financial planning actually, I was in financial services and started as a cold caller. This is back in 2009. Now, but um, yeah, I started as a cold caller, just bashing out 200 calls a day getting a couple of appointments in the calendar.
And yeah, slowly worked my way up in that company to become an advisor and national sales manager and kind of built out a team up to one point we had, you know, direct staff have about 40 indirect staff about 70 and sales. Yeah, it was pretty intense.
Actually, it was pretty intense. It was good fun and get to where you’re really sink my teeth into not just the sales part of things, but like mentoring and building people to become sales managers themselves. So yeah, that was a good ride. But until about 2019, I decided it was time to move on with my life and get out of I guess the corporate just before the pandemic and I’d gotten into remote closing at that point, didn’t really know too much about the coaching world but that’s how I ended up online selling closing and actually went back.
It wasn’t an easy transition, I would say is, you know, a lot of mistakes that were made. It wasn’t as simple as you know, you sort of come online and you start if you’ve got selling experience you just start selling it definitely wasn’t locked out for the first couple of months. So I actually learned how to do appointment setting.
And it was done via LinkedIn for, I don’t know, but you know, for quite a few months, just looking line appointments and generating leads called from LinkedIn, I learned some strategies around that, Sam, I’ve been stalking more that, you know, that sort of line.
And yeah, I started to get success and I started getting a lot better, I started hopping onto a lot more offers. And that’s kind of how I cut my teeth into the coaching space this year, selling multiple offers at the same time, and it was good, I had a lot of fun. And then sort of from that, I ended up with one of the clients saying, Hey, can we get more people?
Can you help me build our sales team, this is about in June 21. And that’s how citizen closers sort of came about. It’s just kind of building the team out for one of my clients, and then got referred and sort of kept going from it. From there to where we are right about now. So there’s a little bit of backstory, I guess.
Carl Taylor (05:48):
I love that there’s a couple of things there. You know, that I think it’s worth pointing out to listeners. Firstly, that’s a beautiful example of just truly what a natural organic finding your marketplace is, like, you had some skills. You were out there, you were trying to upskill unlearn.
And then you got a client or two, and then eventually one client says, Hey, can you help me do this thing? And the answer was, yeah, sure. I saw him with automation MC. So our model for those who don’t know is you pay us a monthly fee to get unlimited access to our team, graphic designers, video editors, etc, etc.
And the reason that came about is we had a one particular client, I still remember him very clearly, he hired me for two V, like VIP days, I didn’t call them VIP days back then. But basically, he paid me 10 grand a day.
So 20 grand, and on that day inside, helping him automate and build his business and do all these different things. And then after that, one of the projects he wanted some help with was launching a new website.
So after we’d spent the day together, I was like, Yeah, I can help you build a website. We’ve got the website built. And he goes, Great. And so now I need someone who can update the plugins, do the backups do this, do this.
I can reach out to when I just need little things tweak to change. Do you do that? Now at the time, we didn’t do that. That didn’t exist. Yeah. But what was my answer to him? Absolutely. We have this great product, we call it platform management. Here’s the price, here’s what it includes.
And what does it include everything he said he wanted. And that was the start of what is now our concierge service. That was the start of a monthly subscription that people could pay to just get all these certain things done and get access to our ongoing team.
So what I love about not only did you share your experience, if you missed it, he said he was managing a team of sales team of locally like 40, and then more indirectly 72 directly 40 and up to 70. Or more indirectly, like that’s a huge sales team. If you’ve ever managed any team, let alone salespeople, I wouldn’t want to try and manage a team or lead a team that size in sales.
I’ve got a team of about 60, but I don’t personally manage them. I manage a team of like two. So ideally. So you know, I love that hearing your journey and your experience to talk about this.
But I also really love just that beautiful example of how you’re doing what you’re doing came about the most organic, natural way that most people who find success in business, it’s not that straight line that so many people think they think Oh, yep, I know what I’m gonna do.
I’m gonna go to market with this offer. That’s usually not how it ends up. It’s you go to market with offer. And somewhere along the line, someone actually feeds you. Here’s what I actually need. And you go okay, and then ball. Yeah, you find that lots of people need that, too.
Patrick Galang (08:22):
Yeah, yeah. 100%. Well, the funny thing was, when I started doing that, I started getting referred my messaging, my marketing message was actually with different still didn’t really click until early the end of 2021 in December, where my messaging was to try to help coaches, like be able to close better and build a team.
So there’s, like, you know, and help you close and then build a team. And it didn’t really make that much sense. When I started talking to my ideal type of clients were the main things that they wanted to do wasn’t really to increase their conversion rate themselves. They wanted to get off the phone, or get off zoom calls, and start working on their business rather than working on sales calls.
And then when I made that switch, and it through some mentorship kind of figured out Oh, wow, that’s cool. That’s actually the opposite. I’m not attracting the wrong type of client for the offer. Yeah, I mean, organically again, that that really kicked things off, you know, quickly, but yeah, definitely not linear in the way that it happened. And I wasn’t really planning on making those sort of offers.
It’s just like you said, you know, client asked, made sense I could do it could fulfill on the offer more things came about from it. And you know, some things we we often didn’t really work out, or some things we offer that didn’t really enjoy it to deliver. You just kind of make the tweaks along the way. So it’s been a good journey so far.
Carl Taylor (09:40):
That is the entrepreneurs journey. That is exactly what it’s about. We’re all at different stages. Some of us go through it multiple times. Yeah, I love this. So let’s talk sales because what you just touched on there of my experience is, firstly, most of my life, I had the story. I hate sales.
I don’t want to be a salesperson that shifted when I had someone On a company for whom it was kind of reframed the idea of sales to me as service, you’re just showing up to be of service, that is sales, like good customer service is a form of sales is like, oh, that’s done to shift things for me.
And then also, the idea of a sale not from the way I approach sales is I’m not trying to convince anyone to do anything, I’m actually going, let’s see if you’re a good fit for what we offer. And those shifts for me mentally took me from being I hate sales to Yeah, like, I’m just, I’m just here to try and see if there’s a fit for what we do and what you what you’re after.
And that’s me being of service. And that, I think, also when you can get to a point financially, and I know it’s not easy, when you’re in the early days of feast and famine and business, when you can truly get to a point where you can say no to someone that you know, because they’re going to be a pain in the ass, or you don’t truly do what they after, and not be freaking out about it.
Like there’s a real power in that as a business owner doing sales. So I just give that preface for people, if you’re you’re currently a solopreneur, or a small business and you’re on sales, and you go, I hate sales, just chew on that a little bit.
Sales is service, it doesn’t have to be about trying to convince them to buy anything, all you’re doing is I’ve got this thing, you’ve got a problem, let’s get on a call, let’s have a conversation, let’s see if there’s a match in what you need, and what we do. And then also, you know, just trying to love what you do and love the client, I lost a little bit of track what I was gonna say this, so let’s just move on,
Patrick Galang (11:17):
I think I think I know where you’re going with them. Because it’s it’s true. Like, it’s, it’s still the sickness, kind of brain fog. But I get the way you sort of going with it. Because a lot of people that I that I know who who don’t like sales feels like that.
They feel like they have to sell somebody to their product, their service, their program, whatever it is that they’re selling. And one thing to think about that is, you know, especially now a lot of people are skeptical, they always have been but more so now that there’s a lot more marketing, their social media feeds are getting fed the things that they’re looking for, you know, with retargeting ads and everything else.
So naturally, they’ll see a lot, typically a lot of what you already offer, and it’s just, you know, for them, what resonates the most, and then they’ll book a call. So, and in those calls, they’ve probably been through it a few times over, especially people listening here who’s quite experienced it typically know what you’re looking for, typically problem aware, you know, it’s just maybe the solution that you’re trying to really nail down.
So if you’re in that, you know, those sort of markets, then, you know, trying to sell somebody is is going to cause a lot of resistance is going to cause them to, you know, put their walls up and things like that. So, you know, definitely approach of like you said, you know, the selling part is, you know, sort of offering a service or making sure that they’re the right type of person to work with that you can actually help them there’s definitely some better technique around, you know, trying to actually sign somebody.
And also, you know, being the person to, like you said, to be able to walk away from a sale, or at least have the mindset for that. You know, that’s one of the things that you know, I mean, I don’t really believe in the fake it till you make it type of thing. But it’s one of those things that you can fake it until you make it to be able to walk away from a circle, I think there’s a lot of benefit in that as well. It’s pretty empowering.
Carl Taylor (12:59):
When we touch on that like, because it’s so funny, anytime you get on a call. And it starts to be clear that they’re not a fit. And you say, Look, I don’t think this is the right thing for you every time and it’s been happening for years.
Every time that happens to me, it always blows my mind how quickly they’re like, but they’re trying to convince you why they should buy your thing. Why are they a good fit? Why you’re wrong, but it’s not right for them.
It blows my mind that the psychology of it. And if you can, if you’re at a point where you’re like, I need the cash, if you I’m with you, I don’t like the failure to make and I think that’s a stupid mentality.
But if you can go okay, I’m going to act as if me saying no to this client, even though I desperately know that I could use that cash right now. Me saying no to this client is actually saying yes to the client.
That’s going to be perfect down the line. I just haven’t met them yet. They’re just like, if you can frame it that way, because we’ve all done it. I’ve done it so many times in life where I’ve needed the cash. I’ve said yes, even though every like I’ve had this feeling this is not a good fit.
I shouldn’t say yes, but I might I need the money. Thankfully haven’t been in that position for probably a decade. But you know, when you’re in it, and you say yes, the cash lets you feed yourself for another week or another month.
Like it’s good. But I can say hand on heart 90% of time, it might have been 10% of fringe. But 90 was the time when I’ve said yes. Even though I felt like I probably shouldn’t. Just because I needed the money.
It’s always ended up being an absolute pain in the ass down the line. It’s always been a headache, more scope creep. There’s been something that’s come about it, that’s just like later I’ve gone why did I say yes to this?
Patrick Galang (14:31):
Yeah, it’s gonna cost you later. Yeah, it’s not there. And then,
Carl Taylor (14:37):
but you know, if you’re truly in that point where you just need to hustle, like, as long as you can deliver and you’re not making a bullshit and saying I can do this thing and you can’t just to get the sale.
You know, if you’re willing to eat that crap, that’s gonna come later, then go for it. If you need the cash today, and you’re willing to put up with whatever is going to come later, then go for it.
So let’s talk though, you know, we’ve talked a bit about us being a salesperson, but really if you’re going to build a business that doesn’t rely on us. I believe as a business owner, co founder, whatever you want to call yourself, you will always be the best. Well, one of the best salespeople, especially if you’re the creative, visionary type, because you, you helped create the product, you generally understand the market.
But you also understand the product to a degree that your team probably never fully will, you know, you get on a call, they start talking about something, or you’re in front of someone you get on stage and you’re talking like you just you have one a passion for what you do, usually, and you have an awareness of both the back end of how your business works, as well as the actual needs of the market that usually you can adapt yourself.
You don’t have to follow scripts, you can adapt yourself in a way that will always make you be one of the better salespeople, even if you think you’re not a salesperson. That’s been my experience, at least Yeah. Wouldn’t you agree with that statement?
Patrick Galang (15:47):
Yeah, yeah, for most part, you know, I mean, I would say it’s a very, very high percentage, that if you, the person on the call, number one, you know, you’re you’re the face of the company, typically, you know, your marketing and, and people get to know a lot more about your own journey.
And people relate to, you know, the business owner a lot, a lot more. That’s one instance. And the other is, like I said, you and you can even adapt your offer on the spot, you know, that
Carl Taylor (16:13):
that? Training? Okay, we’re gonna do this now. Yeah, you know, look, I’m
Patrick Galang (16:17):
looking for more one on one support. Yeah, look, you know, I can throw in one on one support. And sometimes, you know, the team doesn’t have that insight as to what you can and can’t do, even if you tell them, hey, you know, you’ve got room to work with on here, which could be a good solution, it’s just the way that it’s delivered is always going to be different in saying that, it doesn’t mean that you’re always going to be the best salesperson for the business and for your offer, it just might take a sales rep a little bit more time to ramp up to get to that point.
So the expectation just has to be a little bit different. So if you’re less, I’m just gonna throw some numbers out, let’s say, as a business owner, you’re closing at 40%. You can’t expect a new, even though they’re experienced salesperson to get to that number, very, very quickly, unless they’ve taken enough calls to see what room they need to play with, if that makes sense.
So you know, if if it’s pretty straightforward, and you know, you’ve got your marketing dialed in, and the expectations are right, that somebody comes in, and they’re going to be talking to somebody else, if you’ve framed everything up in that way, you know, they can get pretty close pretty quickly, I think over time, they will get there.
It’s just the more context they can get from the audience, the people they’re speaking with on the phone, the moral objections and questions that they get, then, you know, they’ll get to a point where it’s better.
But in my experience, if you’re doing the sale, you typically get a little bit better, you know, a little bit better percentages on it, it just takes time for a sales rep to be able to do that, and a little bit more expectations set beforehand to be able to get to that point, you know, so but it’s possible possible to get a sales rep to get to that point, eventually.
Carl Taylor (17:48):
I remember I remember years ago, a friend of mine, we were sitting around at a round table and a lot of people were talking about our like my salespeople aren’t closing like I am this friend is very successful doing, you know, millions and millions of dollars.
And he says, yeah, if I get on a sales call converted 80%. He’s like my sales team, they can vote about 20% were the exact words he said he’s like, but the difference is that I’ve got like six or seven different salespeople out there all the time, like, and I’m okay with expecting that they’ll convert 20% versus me at my 80%.
Like, as long as the numbers work out and managing that expectation, I’ve got a saying that I often talk about is, you know, average efforts multiplied, equals So beats a single perfect performance, right? So often as business owners, we think, Well, I’m going to do it myself, because no one can do it as well as me were thinking us is the perfect performance.
But if you can have average efforts multiplied if you had two or three salespeople, converting it 20% versus you that you’re 40%, using your numbers, right, like you showing up gets 40%. But you can have three or four people and you’re feeding them leads.
And as long as the math works out, obviously, you know, business and game of finance. So the numbers have to work on acquiring the leads and what you’re paying the salespeople, but that that is better than you being the sole salesperson converting at 40%, you will grow faster, and you’ll have a better business.
If you do accept that 20% As you say, you can usually over time, build people up to match or get closer even sometimes exceed your ability to sell.
Patrick Galang (19:09):
I’ve seen it, I’ve seen it because over the time, you know, as any good sales rep, they’ll really get to understand a lot of the objections and they’ll deal with them beforehand, you know, before they happen so that they can get they can get some really good consistency along the way.
But also they just have more energy to just deal with that sales call not man after this call, I’m gonna have to talk to the, you know, marketing team about, you know, dialing in these ads or going to have to work out or, you know, like, it’s accounting season, I got it. I got to work through that. And like I said, it’s, you know, it’s multiplying those efforts. It’s a bit like investing, right?
Because you’re kind of leveraging time and money in investing. If you’re the person doing everything and your business sales, whatever it is, like you’re 100% invested your time in business and it’s like 100% of the pie that you’ve got, but if you’re leveraging it, then if You can get the same, but you’ve got less time spending on that and you can spend on other efforts to increase it and create opportunity for more people, then I think that’s a good thing.
If that’s the business model you’re sort of going for, and like we say, and, you know, in investing world is, or if you’re bringing partners on or whatever, whatever it is, it’s like having 100% of a smaller amount versus a smaller percentage of a bigger amount, and sometimes work a lot better in your favor, obviously, you’ve got to look at the numbers and see what that translates to, in terms of, you know, not just top line, but bottom line revenue, then you’re always going to win, because you’ll be able to leverage the things maybe that you like to do better, or you like we say, you know, working on your business can create more opportunities, and less time less effort in the long run for the business owner. You know, one of the
Carl Taylor (20:44):
best things about building team, especially on the sales side of things, but in various aspects is, when you have someone else do something versus you, they don’t have all the same emotional baggage and crap that you might have that’s holding you back.
So like, let’s say, for example, you want to put your price up, you want to just go you know, this month, let’s try putting the price up. Let’s see, if we charge more you as the business owner who might be the delivery and it’s your baby, you might get really nervous and awkward about the idea of going well, we just last month, we sold this for five grand, and this month, I’m going to try and sell it for 10 grand, and that can show up in how you deliver.
Whereas a salesperson who doesn’t have that same emotional baggage to have attachment to the business might have a very different ability to just deliver that. Okay, so the price is 10 grand.
And you might find that you can experiment and do some of these things that you resist, and you struggle to get done a lot easier, because they don’t have that same emotional baggage. Yeah, so price testing is a lot easier. I would say with a sales team, because it’s not you getting scared of I can’t ask for that.
Patrick Galang (21:44):
Yeah, and one thing actually that on that, because that’s a good point, it works from a delivery perspective, as well. I know a lot of coaches who they want to try to save everybody, right, they want to try to drag that person over, depending on what your what your offer is.
But sometimes there’s clients that just not a good fit, but you feel like you can do something with them. You know, like you said it a little bit earlier, sometimes in a sales call, it’s all about, you know, finding the right fit, sometimes you want to I know have some coaches that they kind of want to test themselves and say, hey, you know, I think I can get this person out if you just come on board.
And you know that scope creep, everything else like that can happen. But also, like you have an emotional side, I know some coaches who get emotionally attached to the person, whether they’re a client or not.
And they really want to help them and it just takes more time to be able to do that. So from a business perspective, getting emotional, in that sense, can be a little bit time consuming. And taking away from the bigger vision of the people you can really help
Carl Taylor (22:38):
100% When you sharing that also reminded me of the flip side, let’s talk about some of the objections that I have seen in myself and also others around me when the idea of hiring salespeople is well, if I’m the salesperson, I know what I promised, and I’m making sure I’m not over promising or if I over promise that’s on me.
But the fear is sometimes when you build a sales team, or you have a salesperson who doesn’t know the product inside and out, the way you do is they’re going to get on a call and they’re going to sell, especially if they’re commission based, they’re just gonna be like, I just want to make the sale, they don’t care whether they’re a good fit for the delivery, they’re just gonna sell, sell, sell, they’re going to make all these wild promises, and then my retention and reputation in the marketplace is going to be ruined.
Because I’ve had this salesperson go and just promise the world sell these people in who should never have been sold in the first place. Can we speak a little bit? Is that a real concern? And how do we overcome that? Yeah, it
Patrick Galang (23:22):
looks it happens definitely happens. When Yeah, someone gets me excited. And someone’s really keen to make these offers the best way that I’ve Well, there’s a couple of things.
One, if it’s too late this especially is if you’re doing a kickoff call, that’s kind of the time to do some damage limitation or some set set some expectations or new expectations, if that’s the case.
So having a kickoff call really close to the sales call is really important. I think if you’re onboarding, especially in the beginning, yeah, to just to weed out anything and reset some expectations, if that’s the case, or if that has to be the case. The other thing is, and probably handling it beforehand, is giving the sales team the scope. At the very beginning.
You know, this is at the minimum what we offer, this is the maximum that we can offer. This is your price points that you can work within, you know, some people asking for discounts, or some incent incentives to bring somebody on board, you know, like you might have a, let’s say, a $5,000 offer, and there’s a really good fit client.
And they can only really commit 4500, for example, you really want to bring them on and given them an incentive to do something, you know, being able to know that from the beginning. Like will stop them from doing anything else.
Do you know what I mean? So like, if I know that I’ve got room from a $10,000 program to get it down to 9000. And that’s kind of where the negotiation is, then I know I can get to that point with authority.
And same if you know there’s you can offer at an extra one on one support for like five extra one on one support sessions with somebody is to be able to do that on the spot because I know that that’s the scope that I’ve got to work with.
And anything outside of that is really, you know, talk to the business owner at that point. So that’s probably the best way that we found to do that to kind of keep like a certain toolkit For the sales rep to go to, in any of those situations and
Carl Taylor (25:03):
like a guy, here’s what you’re authorized to do. What about though, from your promise point of view of the product? Like, I’m thinking from a coaching program, let’s say you’re speaking to someone, and they’ve got their big problem is this and they say, Oh, we can help you with that.
But maybe the program can’t really help them. With that. You mentioned the kickoff call that you think that’s your best Fallback is if you’ve had a salesperson make these promises, you’re going to catch it ideally on that kickoff call, and either reset expectations or refund and move that client. Really what Yeah,
Patrick Galang (25:34):
for sure, especially well, that’s if it’s happened at the end, or, you know, you catch it kind of, at the end of the call, typically, you know, when somebody signs on, you know, they have a little bit of a report Anyway, before you hand over to delivery.
So it’s always good to know, like, what was promised in the first place? And what the expectation is, on the flip side, if you’re doing it, you know, sort of well, before, I think, you know, a lot of it’ll come down to onboarding and training is, you know, what have we been able to do for our clients? In the past?
What’s our best case scenario? What’s the worst case, sort of result, and, again, sort of work within those boundaries. And this is how we’re able to get people, you know, for their best result, this is what we do as a minimum for our clients to as far as delivery is concerned, you know, there’s sometimes there’s promises of time where, you know, hey, we can get this result in 30 days, or we can get this result in 60 days, I think if there’s, you’ve got the proof to be able to say, you know, we do it for our clients within 30 days.
And this is kind of our track record of doing that, you’ll find a lot of inexperienced salespeople will try to if they want to try to make that sound better always lose the sale anyway. You know, if they say, Oh, we can do it in 20 days, it’s not really going to come off.
Carl Taylor (26:43):
Yeah, I know, I’ve spoken to some of those types of sales. It was like, oh, you know, our company policies, we can do that, you know, you’ll get this result in 30 days. But to be honest, between you and me, most of our clients, I reckon you can do it in 10.
And like, it just my experience is usually it’s like, yeah, that sounds a little like auditor. Not just actually meaning it. Yeah, exactly. There’s no, I would cringe if my team did that.
Yeah, for sure. Okay. So I mean, this is an important conversation, obviously, setting up some of the concerns people would have with going, Okay, I’m going to have somebody else do sales, they’re going to make promises that I can’t control. And so the idea of having this guides these guidelines, and, you know, I think the idea of our kickoff call, at least especially in the beginning that you can use as an extra monitor and a reset.
And obviously, if you start to notice, there’s a trend and there’s a problem, or that’s a training opportunity, that’s a coaching opportunity for the salesperson, or it’s an opportunity to realize they’re the wrong fit and move on.
So it’s not like systemically for the rest of your life, you’re going to use the kickoff call as your protection, it’s more in those early stages, I would imagine you’re using that to notice coaching opportunities, training opportunities, and or bad fit salespeople. If someone’s going, Okay, I want to out I want to outsource sales, I want to recruit sales, before they’ve done that, before they approach you before they go, I’m ready to hire a salesperson.
What does a business truly need to have either considered or have in place to be ready? Like, is it they could just wake up one day go cool, I’m gonna hire a salesperson, or are there some things that need to be in place?
Patrick Galang (28:07):
Yeah, for sure. Look, a couple of things. And I think not necessarily, in any order, it’s important to have a look and your business. One is, you know, your lead flow, and lead flow is really the opportunity that you’re gonna give somebody to be able to sell.
So you know, if and what I find is, you know, to bring on a sales, you know, somebody in sales, or it’s appointment setter, or a closer, typically, if everything is organic, you need to have a look at ways where you can have some sort of paid strategy, because you know, when you’re doing organic, it’s typically relies on the business owner to be able to do that.
And you just, it’s harder to predict, you know, when things happen organically, so having some sort of paid channel, I think is always good, where you can dial things up or dial things down, to be able to give that opportunity, I think that’s important to consider. If you have that that’s a good thing, then the next thing will be what sort of opportunity?
Can you provide somebody from a monetary perspective? You know, how much money can this person make, and you’re gonna be able to fit that in with expectations, and also the timeframes to belt for somebody to be able to do that.
So if you’re saying someone can make $10,000 a month, then, you know, have you got the leads to be able to do that? And have you got the next part, which is, you know, enough margin to be able to do that as well. You know, we talked about that before.
Carl Taylor (29:26):
Let’s be honest, and touch on that, like one of the challenges that automation agency has faced while looking at building out a sales team is our budget, you know, we our price point is is a tight margin for what we do.
We’re also not a SAS or a coaching company, we actually have people in the back end doing the delivery. And so we have certain margins that we’ve run over the last nine years bringing on sales people and trying to put in a base is fine, but then trying to put in these commissions and they’re taking because here’s the thing that most people don’t really think about, they are cool, I’m just gonna give a commission, a commission and immediately, each, your net profit immediately, like you a commission on revenue immediately kills a huge portion of, of your net profit.
And whereas, you know, if you’ve got someone just getting a flat salary that doesn’t scale and grow, the more clients they bring on, then that’s something that you can scale out and it doesn’t have a hit, but it’s different. Whereas as soon as you start putting commissions on revenue, you’ve really got to get those numbers to work.
And that’s to be honest, it’s been one of the biggest challenges in automation, it’s putting on a sales team is getting those commissions, right, that the business can sustain long term, as we talked about, you know, we can have a bigger pie, and there’s might be a smaller percentage, but the pie ultimately works out bigger getting that number, right from the business side, but also enough to be in a high enough incentive to get a good salesperson because you can go cool, well, there’s the numbers of what the business can afford.
And then you go and present that to a salesperson, then they go, Well, that’s not enough money to get me out of bed in the morning, you know. So automation, NC has really struggled, we’ve really struggled with getting those margins, right.
So we’ve actually for the last nine years, and we’re even now even since working with Patrick, and this is no way representative of his skills, or his service, we’re looking at going well, how do we actually keep the sales? More self sales? How do we more leverageable videos, website, people just sign up?
Okay, how do we tweak our offer? What Dean Jackson, he was on a few episodes ago, one of the things that I love the most is, he once said that he found that it was cheaper and easier sometimes to deliver the result to the client, than to convince them to pay for the result.
Right. And so his example was he was building websites for real estate agents. And he found that it was easier and cheaper to just say, hey, I’ll build you a website and just build them the website, it was cheaper to do that, than it was to get on a call and go through the sales process to convince them to pay him money to build the website. So he’s like, I’ll build you the website.
And then, you know, once you get your first lead through the website, pay us $99 a month, you know, that’s the approach that automation and she’s currently taking now he’s going okay, let’s, let’s go back and go, How do we try and make the sale?
Like, is it easier and cheaper to just deliver the service as the sales process, than try and get someone on the phone and do the whole Are you are the right fit and pay us the money. So that’s just a little bit of transparency, that automation into this is very present, you got to make sure it’s very, like, it’s very easy, but friends in my world, I’ve seen them do it, where they go, Yeah, I’m gonna bring on some sales people, I’m gonna give them you know, I’m gonna give them 20% or whatever.
And they haven’t done any forecasting, they haven’t done anything to look at. Like, if your net profit margin is 50%, we’re doing pretty good. If it is like coaches, that’s reasonable. If you’re in the agency, and most businesses, you know, bricks and mortar business, you’re talking like you’re happy if you’re getting 20 to 30%.
Like, you know, they’re high margins, most public companies are, you know, on 5% kind of profit margins. So yeah, for sure. But let’s say you’re on a 50% profit margin, and you go, Okay, I’m going to give 20% away out of my commission, you’ve instantly dropped in that moment, instantly dropped your net profit margin to 30%.
Instantly, just by taking that 20% off the top, you’ve instantly killed your net profit margin by that amount, it blows my mind how many people don’t seem to understand that when they’re like, Yeah, I’m gonna sell give a commission and they haven’t actually, the long term,
Patrick Galang (33:07):
the way they think about it cause a little bit different, too, because when you’re doing commission only, you’re thinking it’s performance based, right? So that means they get paid when I get paid.
But you know, how much of it you get paid in the end is going to be affected by how much they get paid, right? How much your sales team gets paid. So yes, you don’t pay for it unless there are sales. But you just get a lot less than what you’re used to getting.
Carl Taylor (33:29):
I know business owners who say that their salespeople make more than them. Right. And I’m not opposed to that. But I think that if that’s the norm in your business, then there’s maybe something a bit wonky in your margins, or in your setup, if the salesperson is making more than you as the business owner, then maybe something’s not quite right.
Patrick Galang (33:45):
Well, I think the way that that works is if somebody says that, then I would expect that there’s profits in the business that they can draw out anytime that would get them paid more than the sales rep.
And I like that. That’s what I think if we’re investing in a company, you know, we’re kind of looking at, not necessarily depending on what type of investment you’re doing, but you’re not necessarily looking at how much people were getting paid or anything like that.
Or even the profits is like, okay, so if people are getting paid, what they should be getting paid, and there’s profits in the business, what is the actual business value look like? You know, at the end of it, how much equity is somebody got in that business, whether it’s money in the bank, or the value of the business, you know, multiples of their revenue? Like, what does it look like for them? So?
Carl Taylor (34:26):
Yeah, definitely selling your business is very more valuable if you’ve got a sales team in place, whereas if you’re the salesperson, that’s going to be big objection to someone looking at buying a business thing. We’re like, Well, you’re the sales but like, there’s no proven sales process that can continue once they are gone. Yeah,
Patrick Galang (34:43):
yeah, they are the business. And that means if they are the business, they go, then you’re left with really like, that’s worth zero, right? Unless you’re buying the list of people in that company, so or the database or the data that they’ve collected through that time.
So yeah, it definitely has you know, those are facts. Next, but going back to this, getting people paid, and just understanding the margins of what you’ve got, that’ll help determine what pricing you should be doing.
And also how many people you need and what your marketing spend is going to be like as well. And how that’ll affect because if you bring on somebody else, and you expect to close a little bit less than you normally would, as well, does that mean you need to spend more money bringing leads into your top of funnel and nurturing them through, you know, as they get to the sales reps, or there’s some things that you can already play with some businesses, you know, quite in a good position where they have really, really high margins, and not a lot of people they’re paying on the back end, that they can afford to do that, as well, you know,
So you’ve got kind of build your business certain point, and then somebody else can take over and, you know, for those types of business models, then, you know, it’s not so sensitive, bring somebody on. But father’s Yeah, it can be really, really thinning on margins, and you’re not able to deliver or scale your operations. On the back end, at least,
Carl Taylor (35:59):
I think the advice I would give to someone, you know, I wish I had considered earlier on in the stages. If you think or you plan down the line to have a sales team of some kind, I would be looking at setting up your pricing structures today to allow for that, because even if you’re the person doing sales, pay yourself, the commission that you think you would give someone like whether you take it out of cash or whether you leave it in the business, but like you should build in that commission.
Now Get that into your pricing model into your standards and how your business operates. So then when it comes time and in your own head, make sure you’re thinking about if you are paying yourself that money that that’s commission money you’re getting for doing that role, so that when you step out of that role, you’re not going to be like, Oh, now my money’s gone, you know that you’re swapping, okay, I’m not taking that cash, because I’m giving it to someone else to fill that role.
That’s what I would do differently. And so yeah, if you’re in that stage, where you don’t have a sales team, you’re still kind of figuring things out, I would personally recommend adding in that margin, factoring in commissions, even if you’re the sole salesperson, so that when it comes time to bring on salespeople, it’s already factored in, you’re ready to go like, Yep, this is how we pay salespeople. This is the margins, this is the Commission’s you can earn
Patrick Galang (37:02):
Yeah, yeah. And then just simulate that, I think is a good thing you learn and you start working out, okay, what’s the minimum conversions that I need, in order for this to, you know, for the margins to work out and for the revenue to work out to be the same or what you expect? Yeah.
And it’s just, you know, you’re exceeding that as the business owner, hopefully, anyway, you’re exceeding, then you get somebody else on that can at least hit minimum targets and or exceed it, then you’d be in a better position
Carl Taylor (37:24):
to keep that going. So we were talking about what you need before you go and recruit like, for a salesperson? And so we’ve talked about margins? Do you need sales scripts?
Do you need a huge library of previous calls? Like because obviously, it’s like hiring them? As one thing? Do you hire someone who’s ready to go? Or what’s the training process look like? So what do you need before you hire them from to get them trained up?
Patrick Galang (37:46):
Yeah, it really depends, again, on the skill that you’re hiring for, and the opportunity itself, I mean, ideally, have some sort of sale systems in place to make it easier for you to onboard. So when he was so
Carl Taylor (37:59):
what do you mean by a sales system, like,
Patrick Galang (38:01):
I like things like your scripts, you know, making sure you’ve got some things around your CRM, what you’re using, how to use it, this is more to save you a lot of time, you know, what’s the process from the lead coming in to when the salesperson gets involved, and when they hand over all those sorts of things.
I mean, you can build it with the salesperson, if it’s the first time hiring, but at least to have some sort of outline of that will make it a lot easier for them, having your you know, all your assets or your marketing assets in play for them to be able to consume so that, you know, teaching them about your product is a lot easier as well, in the first place is always a good, a good thing.
So having those, you know, organized, having a lot of the the objections that you would normally get, even in just a Google sheet of frequently asked questions frequently, you know, objections that come up, all those sort of things can help when that sales rep is doing their research and doing their learning.
So they can do a lot of things you know, sort of themselves and they just, you know, they can ask any questions that might come up but having those in play is really important.
As far as scripting is concerned, if you’ve got some calls that’s recorded is always a good thing. You know, because they’ll be able to learn from how you do it what you say and you know, the little nuances in in the conversations so it’s always good for them to review a bunch of those one thing that I think is really useful I don’t know if many sales reps understand how to use testimonials is just having a good amount of testimonials for them to review.
But also give them stories of those people. So it’s yeah, it’s more the stories around it so that they can relate to somebody that they’re talking to you know, we’ve got this client John who when he first came, this is what he was expecting, but he was trying to get this goal and he you know, we helped him do this and this is where he ended up with there’s a good video there’s a good interview with John that you can you know that you might have seen or your you know, that’s very similar in the position that you’re in so they can use a lot more stories in their, in their sales process as well. That’s would be useful.
Again, I don’t know how many people actually use testimonials for that purpose. But using the testimonial and having a story behind it powerful, very powerful toolkit for sales reps. So those would be the main things, I would say you don’t have to build it out perfectly, I think a good sales rep will be able to help you, you know, kind of piece things together along the way.
Carl Taylor (40:17):
I mean, let’s talk about that. If you’re hiring a salesperson, you know, you don’t have any sales team at all right now. And you’re gonna want to hire, would you say you’re just looking to get someone who’s going to be a sales rep?
Or are you kind of looking to recruit someone who potentially will become the sales manager? Like, are you just going I want to feel just sales role? Or are you? Are you actually looking for someone who’s like, hey, I want you to come in, you’re going to help build the systems.
And then eventually, we hope to build a team? Like, what would be your suggestion? Or is it really depends?
Patrick Galang (40:45):
Yeah, it depends on like, how big a vision you have, and how far along you know, you’re sort of carrying that out, I think, in the first instance, you get a good sales rep in, I wouldn’t necessarily hire for a manager, because there’s some good managers who are pretty lousy salespeople.
So I think somebody who can convert in the first place, and then you kind of bring some people who are more than organizers, but for the most part, now, the function of a sales manager, a lot of it has to do with admin, as well, anyway, so you know, which is like looking at reports and, you know, doing some training, mostly, you know, that kind of collating report, so they know what data they’re looking at, and what the sales reps can improve on as well.
But I think in the first instance, you get somebody who can close will do better than someone who can potentially manage a team better, and you get the people that can sell and manage, and you’ll kind of pick that up, you know, pretty early, they’re typically more entrepreneurial, but they’ll probably come in with like a more of a consultant mindset, as well, you know, in the business.
So you’re getting somebody who’s just dedicated to doing the sale, I think is going to serve you better in the in the beginning, before you’re thinking about managing.
Carl Taylor (41:46):
And then, you know, we’ve talked a little bit about different payment structures, but what are the most typical payment structures for a sales person?
Patrick Galang (41:53):
Yeah, if if you’re hiring somebody who’s appointment setting or doing some outbound calling, or somebody who’s taking inbound appointment setting where they will pass on to a sales rep, if you’ve got to to call process, typically, you’ll have a small base, and then a commission for them, you can get appointment setters on commission, only.
The issue with that is, once they’ve set the appointment, they pass it on to somebody else, they don’t really have control over what happens. So it makes a little bit more difficult to get a good quality, you know, appointment setter, if you’re taking on a closer who’s doing the sale itself.
Typically, they’re on commission only, and then commission will range anywhere from, you know, as a minimum, the main, the lowest I’ve seen around is 10%, but anywhere from sort of 10 to 15%. If it’s any higher than that, then you will have some performance bonuses, where they hit a certain revenue to unlock greater than 15%. Commission.
So that’s typically what you’ll see for closers is just a straight commission with some performance based incentives sort of along the way,
Carl Taylor (42:52):
do you see it very common I, I’ve seen this in some coaching circles, I’m in where, again, to try and overcome that problem of the salesperson maybe making too many promises, bringing the wrong people in who don’t retain, is there often a commission structure that’s linked to retention of the client? Or is that more just a bonus structure?
Patrick Galang (43:09):
Sometimes, mainly a bonus structure? Like, as far as you know, retention? If you’ve got, like a recurring revenue, I think I mean, the most we’ve sort of put in places like three months, you know, if you were to get, you know, sort of any recurring commission on on that, as far as retention is concerned, if that’s what you mean that, yeah, then anything past that is sort of the back end team. It’s their responsibility to retain that client, if they’re sort of one off things.
And you know, it’s kind of done at that point, you know, and then it’s really up to the delivery side of the business to have, you know, the retention or repeat sale, or whatever it might be.
But yeah, if there’s anything that’s recurring, typically over three months, depending on price points, you know, the sales rep still has that relationship with them, and then post that it’s really the back end team. It’s the delivery that causes the retention. So then that’s the end of it for the sales rep. Yeah, that makes sense.
Carl Taylor (43:59):
This has been really helpful conversation. And I like how we focus a lot on like, if just sales in general, if you’re the business owner, and then we’ve started to talk more about the team I guess from your experience and perspective with what you do you go into other people’s businesses, you help them build out their sales teams, you’ve got with revenue, helping people place their and hire their remote salespeople, and then you’ve got your past experience.
What would you say is the biggest mistake that a business owner makes when it comes to sales, whether it’s themselves or hiring salespeople?
Patrick Galang (44:28):
Yeah, the most common one I would say and probably the biggest I guess is just once you’ve hired somebody is to relieve yourself all responsibility of sales. And the biggest thing is to just leave them and kind of do their own thing and I don’t mean that you micromanage you know, you get a good salesperson that will kind of just look after themselves, but to not get involved with you know, checking in with the sales rep and just, you know, just making sure that everything’s going okay getting their feedback.
It’s not so much that you know, you making sales or anything but you feedback on the marketing? What are people saying on the calls? You know, how can we improve? Now just checking in with that, you know, that sort of information.
And I don’t mean, like you have to have a daily meeting with sales reps that’s not useful is actually not that helpful. If you’re in a daily huddle, with, with sales reps, it’s more that you just get a like a pulse check every day, even if it’s just over, you know, if you’re, if you’re communicating on slack as to what activity they’ve got going on during the day, that’s all you really need it some business owners, once they’ve hired somebody, they just don’t even take any interest in sales at all.
And then they start, you know, siloing themselves in a, maybe in the marketing or delivery side of the business. And then all of a sudden, it’s too late, then they figure out that they’re not really making any sales.
Yeah, when events, it’s pretty far down the line. So just having a pulse check every you know, on a regular frequency with your sales rep, and just getting the feedback from them, again, not so much on the result, but more on, you know, what’s happening with the clients how they’re communicating?
Do we need to do other things other than, you know, what they’ve got control of. So that’s would be the mistake. And on top of that, sometimes people just over manage, you know, the process, or they’re too involved in it, that there’s no point in the sales rep being there in the first place. You know?
Carl Taylor (46:17):
Can you give me example, what an over manage might look like? Because I can see it as its two sides? Is that just letting them loose and not really helping and supporting and checking in with them? And then there’s the over manage what mine and over managed process look like?
Patrick Galang (46:29):
Yeah, so it might be where you, you know, you’ve got a commission only team and you’re you’ve got, you know, one hour meetings each day that you’re having with them even like 30 minute meetings each day, that can be you know, is overkill.
Where you’re writing every single appointment that they have, and you’re wanting to check in after every single appointment, I think that can be damaging, as well, it just any time when you’re asking them consistently during the day, how things are, I think, you know, that can be limiting as well, it can be annoying for the sales rep, and it takes time, like you might as well do the appointments, if you’re going to be that involved.
Carl Taylor (47:01):
I think that’s true of any any team member like you know, micromanaging, I think I’m not sure if this episode aired yet, by the time you hear this, but I did an episode talking about the two types of team members you’ve got, you’ve got your task masters and your outcome owners.
And you know, a salesperson is bit more of an outcome owner, right, you’re saying your job is to convert clients is to get this, especially as the closers at least, you know, they’re not a taskmaster. And so the outcome owners need to be left a little bit more alone, you know, not left in the dark, but they’re kind of left to do their thing and deliver on the outcome or you’re checking is how well they’re delivering on the outcome and holding them to that their KPIs. Yeah.
Whereas, yeah, micromanaging is a bit goes a bit more to those taskmasters that are just excellent at executing tasks and not necessarily great at thinking outside this where So yeah, this has been really good combo. And hopefully, if you’ve been thinking about building a sales team, it’s got you thinking about some of the things you need to have in place.
So let’s recap on some of those things. Some of the things you need to have in place is just a place a location to put recordings of some previous calls, you’ve done a little map of what is a lead flow from a lead to getting to that call look like just so you can more easily upskill and train, new hire when they come on board.
It doesn’t have to be perfect, but just enough in a place to go, Hey, here’s kind of how our process works. I loved your idea of just even just a Google Sheet with FAQs and common objections that might come up.
Let me ask you this on that. Do you need to say here’s how to handle that objection? Or can you just potentially go? Here’s the objections that would come up? Because what if you don’t know how to handle the objection yourself?
Patrick Galang (48:35):
Now, it’s a case of you know, here’s the objection, this is how we normally deal with it. You know, this is how we, you know, like, if it’s to do with delivery, this is the answer, like some things will just be the answer itself.
You know, some people might have an objection around timing, you know, like, it’s just going to cost me too much time, I’m gonna have to, you know, spend 10 hours a week, most of those, this is like a straight answer.
So you just give him that. But for others, you know, this is how typically the business owner will handle it. And then people will find their way through that, you know, with their own techniques and their own strategies, but you know, you kind of give them a scope of what to do. And then that’s fine.
Carl Taylor (49:06):
Yeah, I love that. The other thing we talked about, you need to have at least looked at your numbers and ideally already set up before hiring the person set up the structures to allow for a commission, start paying it to yourself or to the business so that you’re ready, and you’ve at least done some forecasting and if numbers is not your thing, you know, hire someone even go on up work or talk to your accountant, just ask them to run some numbers go look, I’m thinking of hiring a salesperson.
I want to give a commission here the numbers I’m thinking of, can you just do some forecasts for me and just so I can understand the impact that I’ll actually have in my business, that $1,000 You might pay someone to do that will set you up to save you just you’ll be in a far more empowered position to ensure that you’re not over promising or putting your business in jeopardy, or you at least can make decisions about do I need to put my price up
Do I need to do these things to make this sustainable? So getting clear on what you can afford to give before you actually recruit and not going and recruiting and then later realizing that Hiring the salesperson has actually slowly been putting you backwards.
Because one of the things you did mention, and I don’t know if we highlighted enough, so I do want to re highlight it was because it’s not just the cost of the Commission’s, if there is a conversion rate difference between new converting and then converting, there’s also going to be an ad spend difference, right, you’re spending more your cost to acquire, the customer has now gone up, because you’re not converting the same amount. It’s just these little nuances that need to be forecast so that you know what you’re looking at, if you
Patrick Galang (50:29):
Yeah, for sure. The flip side of that just quickly is, you know, if you’ve got a salesperson that has more time to follow up, they can convert more of those, as well.
So it’s not, you know, not just on the spot, but you might have some deals that you just never followed up for months and months or for weeks and weeks. And sometimes your sales team can do that for you. So yeah, I
Carl Taylor (50:49):
mean, if you’re if you’re just right, you got phone numbers, or even like they can potentially just start dialing the old people that you’ve spoken to even years ago and just going Hey, how’s it going? So that’s very true for sure,
Patrick Galang (50:59):
some reengagement campaigns would be super useful for them that you just never would have had the time as a business owner to get to it, because you kind of just thinking forward a lot other times,
Carl Taylor (51:09):
torture. Look, I’ve loved this conversation. listener, I hope you have enjoyed it too. Before we say our final Adieus. Patrick, where apart from obviously what in the shownotes will have links to your two websites, citizen closes and revenue? Can you just kind of give a quick summary of your businesses and what you do and how people could work with you? Yeah, look, the
Patrick Galang (51:29):
main thing that we do is really to match somebody, a sales rep with a business owner, coach, consultant agencies to find the right type of person, I think the biggest problem that you know, as a business we solve is just the time that it takes to vet people do interviews, you know, put some ads up and things like that, you know, we’ve got a pretty good network of sales reps, appointment setters closers, that we can tap into, again, you know, with the right skill set and building our pipeline out where we interview a lot of them.
It’s a lot quicker for us to be able to put somebody in front of you, so that you save yourself some time, that’s probably our biggest thing. And, you know, obviously, we support them through the way.
So you know, for anyone who’s looking for that, and you know, you don’t want to look at 100 resumes, or 100 applications, you know, we can kind of shortcut that for you. And the other main thing that we do is from a consulting perspective, if you are building out a sales team, and the numbers work out and everything, when we do a sales audit is good.
There are some management opportunities that we can kind of help you with in building out the team and managing the team for you. So
Carl Taylor (52:31):
you actually come into people’s business, and you can help become the kind of the manager and set up that management structure and really help manage the sales team. Like if you’ve got a more than one salesperson, you got a bit like, is there a minimum that you guys work with? Like what size sales team?
Patrick Galang (52:45):
Yeah, like, I think it’s ideal if you’ve already had a sales rep come in before, or if they’re already there, and you want to add to that, or you want to build on top of that, that’s typically a good spot for us to come in.
Carl Taylor (52:57):
Perfect, I would recommend that obviously, the recruiting is great. And definitely, it’s a good place to start. But if you’re if you’ve been a bit more established, you’ve already got a salesperson or two or three, and you’re kind of getting to the headaches that start to come with how do I manage the sales team, then I highly recommend getting talking to Patrick into seeing if it’s a good fit to work with any of his management partnership options.
So, so good, man, look, you’ve been listening to this show the listener thank you and watch it. We’re on YouTube, too. If this is your first time listening, as I said, welcome. I hope you’ve enjoyed today’s episode, if you’re a long term listener subscriber, thanks for sticking with us, it’s always a great pleasure to bring people from my network or people I think can really add value to help you.
If you haven’t already, please subscribe to the show, or whatever your favorite platform is. So that could be YouTube, that could be Spotify, there can be Apple podcasts that can be wherever it is you want. Subscribe.
Also leave us a review or rating. You know, on Spotify, it’s just a simple rating on Apple, you can leave a rating and a review, whatever would be simple for you. We’d love for you to share and let others know about what you think about this podcast and the value you’ve gotten and whether you think it’s worth people listening.
And if you don’t think it’s worth listening, I want to know that to put that in the reviews. Be honest, it might hurt my feelings a little bit, but I’m a big boy. I’ll get over it. And it’ll help me improve the podcast and make it better.
So please be honest, please let us know. And as always, if there’s someone who came to mind you’re listening to this episode and someone a friend or family member or employee, someone came to mind you like they should really listen to this bit. Trust that, find the little share button, send this to him and say, Hey, I was listening to this and you came to mind check it out.
It’s super simple, and it’ll be doing me a favor by getting more listeners to be aware of what we’re talking about. It’ll help Patrick because obviously this episode was all about him sharing his wisdom, but more importantly, it’ll help your friend or your employee or whoever you came to mind. And I think that’s far more important. So hope that sticks with you. Please share it please review. Please do all the things until next time keep up the journey.
Carl Taylor Outro:
You’ve been listening to Entrepreneurs Rising. Thank you, dear listener for tuning in. I appreciate your time and look forward to connecting in future episodes. If you would like show notes or any resources from today’s episode, you can find them at rising.show rising.show. You can find a show notes for this episode and all other episodes as well as links to socials and or the ability to reach out and connect with me make your suggestions for future episodes. Until next time, keep up the journey.
Like this episode? Have topics that you would like us to discuss? We’d love to hear your feedback and comments. Let us know by leaving a comment below.