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Sam Taggart 00:19
Alright, everybody, welcome out to the door-to-door podcast. And I’m your host, Sam Taggart with Sean Huck step today. And before we dive into this is going to be a longtime podcast come in shot and I go way back.
And it goes all the way back to the point where I go into sales rabbit, and He’s the VP of sales of sales rabbit. And he has done door to door for three years pest control satellite, he was, you know, ran teams now he’s trained and worked with 1000s of dollar companies, the data, the analytics, the sales solutions, and implementation and what you see in the nuances of probably 100 Different industries all over the world. And this is going to be a wealth of knowledge when it comes to sales, sales velocity, and it was interesting, I go into sales rabbit when it was this 2017 In the summer, and I was like, I’m gonna throw this event called door to door, something I don’t even know. And we start thinking through, we’re like, what should we do? And how do we do it, and we partner and they became our platinum sponsor, and we signed an exclusive with them, we’re like, Hey, we’re gonna go hard for five years, and we’re gonna, you know, promote you and you promote us and help us and they even actually see this logo in the background that like the infine logo. They all create that they’re like little design team little does anybody know, like, their people came up with the coolest logo, and I picked that one. And I was like, yeah, that’s that’s legit. So fun fact about sales rabbit. But anyway, I am, I’m stoked to have him as a platinum vendor at door to door con, they’ve always been a huge support. So grateful for them. They’ve come to a lot of other events, and they have been nothing but supportive. So welcome to the show, Sean, so excited to have you guys. And
yeah, thanks, Sam. Yeah, it’s, it’s so good to be on with you. And in really thinking back to those early days, it’s been a little while since I’ve been able to reflect on that and think about what happened and what took place and all those little nuances of really helping to start and see, you know, what you’ve been able to build and to and, you know, just the honor, the honor the integrity that you’ve been able to bring to the industry and really help up level everyone has been phenomenal. And then just to see you as an individual continue to grow and help bring additional insights and become such an influence in the space has been phenomenal to just watch and observe from kind of the background.
Sam Taggart 02:49
Thank you, man. I remember let’s reflect on I get asked to speak this is before DDD con. IMG or was that Orlando or no New Orleans. And we’re, it’s is January 1 of 2018. Door to Door knows the week of Door Door con. So it’s like January 10. Door Door come open on the 15th. And I fly out to New Orleans. I see Shawn. I was like Sean, I’ve never been to a roofing event. What is this? And I just see all these crazy roofers out there. And I’m just like, tell me what’s going on. I’m doing a workshop. And yeah, tell me about that experience.
Yeah, oh, it. I mean, we we cells Rabbit actually, we originally started in the satellite space. And then we didn’t even really discover the roofing industry for a couple of years after we started sales rabbit. And so, you know, prior to you getting the roofing industry, we only had a few years on top of that. And we’ve learned a ton about that industry. So far, but the roofing industry is such a unique industry. And there are some amazing, incredible people that’s just full of energy, very passionate about what they do. And they’re really eager to learn how to be better cells. And I remember you you coming in and doing your first event and and as before, you probably had a bigger brand and a name and we still had a good amount of people in the room. Probably not to the capacity that you fill rooms to this point, but just so many people are there and hungry and ready to learn and figure things out.
Sam Taggart 04:34
Yeah, it was so interesting, because I was like dude, like, what are these guys gonna like? And I was surprising people showed up because nobody knew who I was. And it was like my workshop title was probably what brought the crowd it was how to sell like a badass and I was like, guilty for using the word acid my title resonated so well with these people. And then blew minds and then everyone’s like, Oh my gosh, are you It was just, it was just so fun. Anyway, so let’s dive in. So I really want to dive into this concept, you’re just talking about her before the podcast on sales velocity, and I have so much that I want to talk on. So if your sales rep, this is gonna be super applicable. And if you’re a sales company, it’s gonna be super clickable. So I’m going to kind of cater it to both. And we’re gonna start from the sales reps perspective. And, you know, first let’s explain the concept of sales velocity. It’s a formula that sales companies, whether you’re SAS, whether you’re, you know, door to door, whatever needs to kind of understand. So break that down in simple layman’s terms.
Yeah, so sales Wafi, it’s really a single metric that is, is kind of a conglomerate of several different key performance indicators that a sales company would look at. And it really is there to give you a trend as to how well your business or you as a salesperson is selling from an efficiency standpoint, it essentially just reflects, you know, how quickly you are moving leads through your funnel to produce revenue for your business. So in the in the simplest form, that’s what sells velocity is,
Sam Taggart 06:19
love it. So speed to get lead to sell, basically. And there’s a few factors that go into that. And what would you say some of the key factors would be that you see in sales companies that help them drive those levers to say, I’m going to get more leads, and get them converted faster and smooth process?
Yeah, so there’s so much I mean, if we break down the sales velocity formula as a whole, there’s really four components that make up that formula. One is the number of opportunities to it’s your average deal size. So what’s the value of one deal worth you? Your win rate? So out of how many people you have an opportunity to sell? How many of those do you close? And then what’s your length of sales cycle? Is it two days? Is it one week? Is it 30 days? Is it 60 days? And so those are the four main levers that you’re looking at to create the sales velocity score. Now, what’s meaningful in in when you ask a lot? What are all the things that go into increasing that score? Well, if we look at those four categories, again, number of opportunities, average deal size, win rate and length of cell cycle, you could spend an entire podcast on each one of those core subjects and those levers to really break down what needs to go into each one of those. And overall, this metric isn’t isn’t something that you look at necessarily on a daily basis. This is something that as a sales rep or as an organization, you should be looking at, from a trend perspective, meaning from one month to the next, or quarter to quarter or year to year, is that sales velocity increasing? Or is it decreasing? If it’s not increasing year after year, quarter after quarter, then something is amiss within your cells flow your funnel your pipeline. And we need to understand what is driving that decrease in your sales velocity. Point of Sale students continue to produce more revenue for business. And if it’s so surprising to me, Sam, and I’m telling you like 80% of all of companies that sell b2c Like door to door that come in and talk to sales rabbit, majority of them wouldn’t even be able to tell you what their sales numbers are. So those four metrics that we look at, or let alone how many leads they produce, or how many people do their reps talk to in a given day, like no one really knows their metrics. And so the first thing is, is companies that we work with, it is the most crucial, important thing for them to identify these metrics from the start if they’re not tracking them, or they haven’t been tracking them historically, they need to start today. And start tracking them to set their baseline or their benchmark to really understand how they’re going to grow and what’s going to influence that growth and their sales velocity. Because if you can’t track these numbers, there’s no way that you’re going to ever be able to improve that as a sales org.
Sam Taggart 09:39
So, out of all the podcasts that I’ve done, I’ve done 250 I’ve interviewed people like Jim quick and dead my lead and all the time, John, John Maxwell, like of all the people I’ve interviewed. If you’re listening to this, I’m telling you, this is going to be some of the most impactful stuff to change your business. And the reason I say that is because I’ve consulted now over 250 companies where I’ve gone to their offices, I’ve had over 800 businesses come to my boot camps. I’ve had 10s of 1000s of salespeople in my audiences and training DMS. And you have to, there’s only two people and two organizations that can say numbers even close to that, in this industry. And so it’s so funny, because we see over and over again, what you just said, is businesses and sales people come to us and they’re like, help us get better, help us sell more, help me recruit more, help me fix my business, I have a guy that called me this morning out of Chicago, and I have a coaching call with them, too. And he’s like, I can’t seem to get my ops people and my sales people to jive. And, you know, they’re just fighting because the sales guys are getting lazy and demotivated, what do I need to fix this? And I simply say, Send me the data. But if you don’t have the data, how am I supposed to diagnose what your problem is? And he’s like, fix me some fix me. And I’m like, Okay, I’m gonna give you my best, you know, try and talk to you. And they’re like, I got this app that tracks area management, and you’re like, you’re missing it. You’re missing it. Yeah, this isn’t area management. This is a technology to get data to then have lever conversations that drive my business forward. And some as you, you know, reps, here’s the bigger problem, people get apps that are, you know, for those that don’t know what sales rep it is, it’s a knocking app or sales enablement tool or sales velocity tool is the better way to put it is to say, I need to see how many doors or contacts or attempts made, whether you know, your knocking or contacts made, I need to then see how many are actually converting into demos, then how many are actually converting into closed deals? And what’s the average deal size? Like what he said? And then how long are those things sitting in my pipeline? So it’s kind of like, okay, why are we in this neighborhood for such a short amount of time? And there’s so much more opportunities here? How often am I re knocking? How often am I recalling and following up and all that kind of stuff, all of that needs to live from data that the sales rep puts into something. And if you don’t give it the inputs, then there’s no outputs? Like there’s no communication. And so I had a, you know, we’ve had problems with our dialer, LogMeIn. I do a lot of inside sales, we have a sales team. And yesterday, they send out the dashboards, like what the free you made six calls all day to day, like, you start calling people I’m like, What the freak do we’re Door Door experts, not like phone experts, but damn it, my sales guys, maybe not. And, um, you know, and then all sudden, I find out that things broken, but I was like, oh, okay, I’m gonna call him down. Like he’s like, no. But it’s like the fact that I know and could see and could track how many calls they made. How many you know, and they know that I’m writing like, your you can’t fake work ethic when you’re inputting data. But if nobody’s tracking all of this, then how, how do I know how to manage my team? So like? What are some best practices? I guess one is if I’m a sales leader or manager to get my people to actually start inputting the data.
Yeah, it’s, it’s really interesting. I mean, the first initial best practice is you need to have a system of truth and you need to have a system of record. If you don’t have that, that is the first and foremost crucial step that you need to take as an organization. And it’s surprising in the technic technology world that we live in right now. So many businesses still haven’t implemented some type of digital solution to track things. And it’s shocking, and I feel like companies are just losing money daily, because they don’t have these things in place. And some companies don’t want to spend the money and the resources from a budgetary perspective to invest into processes and systems that it’s going to benefit their reps and accompany because they look at his expense. But in reality, it’s a cost more than it is an expense because you are costing your business money you’re costing your your sales reps time and and you’re just wasting a lot of efficiencies. And so that’s that’s the first step really. Yeah, one one other thing. I was just gonna say, Sam, and this is a common thing that we see is that companies will then step two, they get they get their process, they get some type of tool in place. And then they’re like, alright, we got it. It’s, it’s done. We have it. That’s all we need to do. And it’s like, no, no, that’s like I completely wrong. And and we see so many businesses and owners that try and take ownership of all of their operational tools. And they think just by purchasing a system, it’s all sudden gonna give them everything that they need. And and it’s couldn’t be farther from the truth really people should be investing in some type of sales operation or sales enablement hire as soon as possible. And I think if a company has more than five salespeople in their org, and they don’t have someone to help with sales, operations and enablement, they’re missing the market, and they’re slowing their sales and their growth is business down, because they don’t have someone that’s focused on helping to improve those conversion metrics. And a lot of companies will just think, Oh, well, if if I need to grow my sales, I’m just going to hire more salespeople. And that may not be the best solution for each business. And I think if they have someone that’s focused operationally, on how to help their salespeople succeed outside of the owner of the business, they’re going to drastically see, you know, year over year improvements, and in a much better return on that higher than just simply purchasing the system or platform. And then, and then hoping it does its thing, right?
Sam Taggart 16:22
100%. So, I’m going to put myself in the sales rep shoes now. It just takes time, I don’t know, I just you know, I remember I can go into a neighborhood. And I can, you know, I pretty much know who I talked to. I mean, these are the constant things. It’s like, No, you know, like, why would I? Why would I do this? I don’t look at it like, and so often, we’ve been taught, you know, know your ratios. So how does ratios and sales help me as a sales rep, improve, not improve? Like what, like, what, what’s the importance of me understanding as an individual, like, why right, so I’m talking managers, it’s like, do this so you can micromanage, but so many people are like, stop micromanaging me. I’m my own boss, I’m 1099, whatever. But I’m sitting here going, let’s flip the script. You’re your own boss. Yeah. Why are these metrics and ratios and data points so important to you? As you?
Yeah, well, first of all, it just comes back to revenue production, right? And, and if I’m a sales rep out in the field, it’s like, okay, I want to make more money for myself. Well, my first reaction is either a, I need to go knock more doors, or I need to talk to more people, or be any improve my skill set and close deals at higher rate, both of which are great levers to pull on, it’s just not the the only lever that you can pull on as a sales rep, right? There’s so many different steps with between lead creation, and closing a deal that you can incrementally improve in order to create a better outcome for yourself, which ultimately means more money. But if you’re not tracking each step of the progression of cells lead within your funnel, you’re never going to know where you can have those incremental improvements to ultimately drive the end result of success, which is revenue produced, or cells or income, you know, whatever way you want to look at it. And so, you know, I think the difference between like a good rep and a great rep. Is is someone that understands that process every step of the way. And they’re they’re looking at each of those steps and identifying it because they know what that does to to the outcome on the other end.
Sam Taggart 18:53
100% I’m going to apply this on to fitness, right? I weigh 200 pounds, I want to lose 20 pounds. It’s a very simple formula. calories burnt and calories intake, right, like inputs and outputs. And, you know, I met with a fitness coach, and he’s had me started using my fitness pal. Well, He grieves me when I miss a few days, and he goes, Hey, Sam, it looks like you ate zero calories yesterday. Congrats, dude, how you fell into that? And I’m like, no, no, I just forgot to log it. He’s like, Well, if you want to go get fit, and you want to go and actually lose in and have your health goals, you need to have X amount of protein X amount. He has me counting my macros, like carbohydrates, 150 grams of protein and 50 grams of fat. Well, in order for him to give me inputs and feedback, I weigh myself weekly progress photos weekly, you know, I mean, it’s showing this graph as I input it into his app. It’s progressively seeing how I can expand In life, oftentimes our managers or business owners aren’t willing to have the hard conversations with us to say, your inputs, meaning you knocking seven doors today and talking to one person is never going to help you hit your goal. And you are you. Oftentimes individuals aren’t as themselves willing to have the conversation with themselves. Because I’ll be honest, last night, I didn’t want to log the simple fact that I ate some ice cream and a brownie at the Jazz game. And, but then I was like, but that would only be cheating myself. It’s not like I’m trying to hide it from somebody. It’s not like he’s micromanaging Am I paid him to do this for me? And so now he gets to say, Whoa, look at that 571 calories that you input it on ice cream. And you know what I mean? And I think oftentimes, we get resentful when it comes to using the apps because we don’t want people to know. Yeah, we are in what we’re doing. And then you go, Oh, who’s that really hurt?
Yeah. Oh, totally. It’s, it’s a complete paradigm shift for a lot of people.
Sam Taggart 21:10
Yeah, so what? So let me let’s ask some crazy, like, examples of people that started actually, I’m sure you’ve tracked growth, sales performance. What are some use cases of companies you’ve seen come into you maybe a few years ago, where they’re at today, and how they’ve utilized the sales tools to help scale? Yeah.
So there’s, there’s a long list of companies that we can dive into and talk about the the first company that comes to my mind is, is actually a security company. And essentially, they have a process is very similar to a lot of companies that sell door to door, right, they have reps that go out there, they generate leads, and a few of their team just does canvassing where they go out and collect leads, and then scheduled for a closer, and then you also have another team that does both simultaneously. And so what they did is is they migrated on the cells rabbit. And again, it’s not as much about the platform that you use as far as making sure you’re getting these metrics in place. But what they they noticed and they identified is that they would have certain reps that would go out earlier in the day, and they would try and go knock doors and generate leads, and then they would finish through the night. And, and then when they looked at the data, as far as the best time of day to knock when they’re getting most deals, when they’re getting the most appointments, it was actually between the hours of five and seven o’clock. And so they look at it. And now what they’ve noticed is that their highest performing reps, they would go and try and set appointments, and, and collect more leads and try and generate more leads, and then try and have their appointments or meeting with people earlier in the day to avoid that time, that’s best to actually prospect and generate leads. And so when you start to understand that data and can look at it and and then plan your day around what’s going to be the most effective or efficient use of your time, you start to see these incremental improvements. Because now you know, hey, my time to actually prospect because statistically speaking, these are my best odds to get a hold of people between five and seven. Now what I’m going to do is I’m going to only have appointments where I’m going to try and close people either before or after that, and I’m going to designate my time to prospect in during those hours so that I can generate more leads and keep my pipeline full. And and on the outcome. They’re able to transition their whole entire organization over to making sure they’re running this particular schedule to maximize efficiency of a given day to ultimately increase sales, right. Whereas before, it’s just like, oh, just go out and knock whenever you want or whenever you feel like it. And and let’s just to give a rah cheer before we go out and pump each other up and and make the most of it right. And some people do well and some people don’t. But the other thing is if we can motivate people and say, Hey, we’re going to have these two hours where we’re completely on board as a company where we’re looking at the metrics during the two hours, we’re motivating people during the two hours. We’re creating incentives around those two hours of who’s generating those leads. And what you’re doing is you’re shifting the behavior within Oregon. And everyone’s on board with what’s happening during those two hours. And then it just does wonders for the company in generating higher quality leads that are going to ultimately close and produce revenue for business.
Sam Taggart 25:15
Love that. So let’s talk about the dashboarding element of that. So in these tools most attend to have, you know, especially sales reps, they have kind of a an ability to display leaderboards, and how do you how do people use leaderboards? And why is that so important when it comes to a sales culture?
So leaderboards are are used within every top tier sales organization, like I haven’t met a company that has a great sales culture, and high performing sales team without leaderboards, I just it just doesn’t exist. I feel like they go hand in hand with each other. And the reason being is because there is a natural, I don’t call it behavior, desire, motivation to be the best salesperson in organization that you can be. And in some, some companies respond to that. And they say, Oh, we don’t want to like let our team see each other stats, or we don’t want to let we don’t want to create that much competition. We want to create a good sales culture where people aren’t like, pressured, or feel like they have to do certain rounds. Like why are you kidding me? Like why would you not want to create that competition in that that drive because it pushes those sales reps every single day to be the top person on that leaderboard. Because there’s bragging rights, there’s a sense of pride there and and reps will go and do so many things for company organization, just to be at the top. And so leaderboards are used to just simply highlight top performers. But they’re also used in creating competitions, incentives, like it’s pretty common in and I’m sure you can speak really well to this, Sam, as you run a lot of different company competitions, where you put people head to head against one another, you put, you know, Team A versus Team BD head to head together. And it’s almost like everyone in Team A is trying to help everyone outperform the other team just for bragging rights. And you don’t even have to put like a dinner or some type of prize on the line. It’s just for the fact that they can brag about that and hang that over other people’s heads. And and I just don’t think you have a good sales culture at all. If you don’t have leaderboards, and you don’t have people pushing themselves to rank on those leaderboards.
Sam Taggart 27:57
Yeah, I mean, if people are like, fighting the element of public leaderboard, I would challenge them. And I would say, is there an insecurity happening here? Yeah. Is it because you’re not on top? You know, I mean, it’s, you know, kind of play on their ego a little bit like, oh, must be somebody doesn’t like accomplishing a lot more performers of life, like, you know what I mean? It’s like, use that as their motivation. It’s like, no, no, no, like, oh, okay, then why wouldn’t you be? Why would you be opposed to it? You know what I mean? It’s like, I better see my Nana, Tom. And if I see my name at the bottom, it’s a clear indication people are gonna weed themselves out when they start getting exposed. One of the big drivers of of action is exposure. If you think about exposure, it’s like, nobody likes that feeling of I’m, I’m, I’m, I’m out there in the open and it’s public. And I’m either but everyone likes the dopamine hit of Look at me. I’m the best, right? Oh,
yeah. And those are the people that that you really want on your team, right? It goes low wonders that are so skeptical of having it or don’t perform, or it almost demotivates them because their names are at the bottom like hanging on to those people and in your org can be cancerous and can destroy the culture and bring everyone down. It’s like, you want to continue to find more and more people that are like your top performers and your top performers are always going to care about leaderboards. That’s just just how it goes.
Sam Taggart 29:32
Now the next question would be area strategy. What are some best practices to you know, and obviously, I’ve noticed it’s obviously different industry to industry. I’m out in pest control. I’m moving through area a little quicker. If I’m in solar, I’m going through a lot slower, I guess speak to best practices on milking and managing consistency in area.
Yeah, so um, we see a lot of Companies managers so differently from organization organization, it’s pretty interesting. Where we’ll have some companies that will assign their reps like 10 areas at a time. And it’s like, Hey, you get these 10 areas for the next two weeks and utilize them as much as you can. And then in two weeks, we’re going to send you another 10 areas, right? We also see companies where it’s like, here’s your area here is, you know, 100 homes, and you need to be in here the next three days. And it there’s definitely a balance to it, right? Where you don’t want to just necessarily restrict an individual and not give them enough homes to hit. But you don’t want to give them so much, that they’re not working that area and squeezing as much juice out of it as possible. Yeah, what what we’ve found, and what we’ve noticed, just in trends, and looking at successful companies that manage area well, and from a data perspective, is that reps will get two areas at a time. And those areas will have anywhere from, I would say one to 300 homes, just depending on how densely populated those areas are. Right. So you got to understand your area and how rural or how dense it is.
Sam Taggart 31:29
Yeah, when you when you have to pull out a scooter to go to home.
Yeah, exactly. The area changes a little bit. But if we think of just a traditional neighborhood where, you know, you have one neighborhood, let’s call it and there’s 100 to 200 homes in the neighborhood, right? We we want to see people hit those areas, over multiple days at different times a day, meaning you should knock through the same 100 homes, almost like three times in a given day. So you should be at the morning. Just hit him in the afternoon and then at night, and then. And then the reason why you want to
Sam Taggart 32:11
have Saturdays is like an extra bonus, like run through. Yeah,
yeah. And so if you have a couple territories assigned, really a couple territory should last you week. And it’s almost like you’re rotating those territories. So meaning territory, one I’m going through morning, afternoon, evening. And then day two, it’s almost like you’re reversing it, and you’re hitting the homes that night that you miss the first day, you’re hitting those in the morning, and then the ones in the hit in the morning, you’re coming to the afternoon, right? And then the reason why you’re having two territories, so you can go almost every other day in those those territories. So that when you come to Saturday, like you mentioned, you’re now getting back to all of those homes that didn’t answer that you didn’t talk to on a Saturday when you have just increased your odds of getting in touch with people, ideally, where we’re seeing like, at minimum, at minimum, like a 70% level of saturation for a territory before you move on. Meaning that I’ve talked to seven out of 10 people in that area. Now whether I’ve gotten a yes or a no, that’s different, but you just want to have an at least make contact with seven or 10 people before you just move on to another territory. And it’s common in the trend we see is that the better the rep is, the less territory they need, because they’re more effective in those territories. And once you start selling a few people in a single territory, it that success just replicates and so you want to be careful of just burning through territory and in going through it. And it’s interesting because you have those you know, let’s call it first year reps that go out and knock doors they burn through territory literally two days later, a veteran sales rep can just go in knock behind them and they sell 15 deals with first years like this is the worst territory I’ve ever been in like and it’s like no that’s that’s not how it works
Sam Taggart 34:20
happens all the time. Dean this area is this is blacklisted never anybody could ever sell here again. I tell people they’re all dicks Yeah. No, it’s so common. And I I look at area and efficiency and time management is the two biggest killers of success and door to door. Yeah, necessarily skill. It’s not necessarily you know, maybe hours just time spent working but the call that time management like you’re actually talking to prospects, you know, time of day like you said, Am I going to the homes that are home versus all of the homes Am I hitting it morning evening night rotating Saturday run? throughs? Am I multiple times talk points Am I 7080 90% saturation in my areas, because I’m or am I skipping out on losing momentum by starting new areas, I just did an interview with George Solon. And he was like my biggest fear is having to start a new area, which is an interesting concept where it’s like you just built momentum and momentum you become the the mayor of your town is what we call it. And at that point, it’s hard to Koby a new mayor and start from scratch and are in the light the hearts and minds of everybody in a new territory. So my goal is, stay as long as you can, and become married. Well, we got to kind of wrap up. So Shawn, what are some other just big tips or things that are on the tip of your tongue that you’d want to share with the industry? You know, you’ve got a platform here to kind of share? Yeah.
So for me, you know, we talked a lot about just what a rep can do to increase and make the most of what they’re doing in a given day. And I just think it’s so important that companies and organizations really understand what a rep goes through in a given day. And they can to increase the rep experience and make that as good and as high quality of an experience and flow for the rep as possible. Because what happens and what we generally see. And naturally, we’re always about creating good customer experience, right? Where we want to look at a customer experience, we want to take care of our customers, we want to do everything we can for our customers, we want to make sure that they have a good experience. So they refer more people to us so that we can sell more deals, right? And we’re constantly looking at reviews and understanding. Well, how’s our website look? And how do we come across when we do this? And how much how satisfied are the customers post install or fulfillment, right. But the thing that gets neglected and really misunderstood is that your rep experience will always precede a customer’s experience. And if we’re not taking care of the reps and creating a good experience for them, how are they supposed to create a good experience for your customer. And so it’s so crucial that you invest time you invest resources, and you don’t just throw reps out into the field and say, have at it, go sell as many as you can. And let me know how many you sell at the end of the day. And when you get done. You know, it’s just it can’t be done that way. And we need to invest in into the sales reps into their systems into their processes to really help them have a solid flow and experience so that they can in return create that for customers.
Sam Taggart 38:00
Love that such good advice. Well, Shawn, thank dude, everybody that is listening to this. Hopefully you got some extreme value. We tried to get pretty technical on like best practices and things like that in this space. And go check them out door to door con January 14 to 15th Make sure you guys are there. And, you know tickets. I think we got like 304 100 tickets left. So go get tickets sooner than later. Those are so quick. And yeah, thank you so much, Sean and continue to yeah, look forward to continuous relationship, man.
Yeah, good to be with you soon.
Sam Taggart 38:36
Okay, I will see you guys much love. I will see ya