Donald Miller

They're certainly going to save you some negative chatter, but it's pretty hard to put that money on the wings or the right engine, the left engine. So what we're going to do is we're going to say, well, we're going to pay you a base salary of $50,000, but we're going to give you some incentives.

They're certainly going to save you some negative chatter, but it's pretty hard to put that money on the wings or the right engine, the left engine. So what we're going to do is we're going to say, well, we're going to pay you a base salary of $50,000, but we're going to give you some incentives.

They're certainly going to save you some negative chatter, but it's pretty hard to put that money on the wings or the right engine, the left engine. So what we're going to do is we're going to say, well, we're going to pay you a base salary of $50,000, but we're going to give you some incentives.

They're certainly going to save you some negative chatter, but it's pretty hard to put that money on the wings or the right engine, the left engine. So what we're going to do is we're going to say, well, we're going to pay you a base salary of $50,000, but we're going to give you some incentives.

They're certainly going to save you some negative chatter, but it's pretty hard to put that money on the wings or the right engine, the left engine. So what we're going to do is we're going to say, well, we're going to pay you a base salary of $50,000, but we're going to give you some incentives.

Let's look at the airplane and talk about the airplane analogy as a decision-making filter. We know that we've got a good sales team. There's a couple people who are selling a lot of stuff for us. It's really great. But we've got this product, and we're getting many calls, many calls. Customers can't figure out how to log in or something like that, and the sales team is answering those calls.

Let's look at the airplane and talk about the airplane analogy as a decision-making filter. We know that we've got a good sales team. There's a couple people who are selling a lot of stuff for us. It's really great. But we've got this product, and we're getting many calls, many calls. Customers can't figure out how to log in or something like that, and the sales team is answering those calls.

Let's look at the airplane and talk about the airplane analogy as a decision-making filter. We know that we've got a good sales team. There's a couple people who are selling a lot of stuff for us. It's really great. But we've got this product, and we're getting many calls, many calls. Customers can't figure out how to log in or something like that, and the sales team is answering those calls.

Let's look at the airplane and talk about the airplane analogy as a decision-making filter. We know that we've got a good sales team. There's a couple people who are selling a lot of stuff for us. It's really great. But we've got this product, and we're getting many calls, many calls. Customers can't figure out how to log in or something like that, and the sales team is answering those calls.

Let's look at the airplane and talk about the airplane analogy as a decision-making filter. We know that we've got a good sales team. There's a couple people who are selling a lot of stuff for us. It's really great. But we've got this product, and we're getting many calls, many calls. Customers can't figure out how to log in or something like that, and the sales team is answering those calls.

For every retainer purchase, that is a subscription service that sticks around, who we know calls you and talks to you or emails you or chats you, we're going to give you 10% of that. And we think you can save X number of sales a year, which is going to get you to between $65,000 and $85,000. What did we just do?

For every retainer purchase, that is a subscription service that sticks around, who we know calls you and talks to you or emails you or chats you, we're going to give you 10% of that. And we think you can save X number of sales a year, which is going to get you to between $65,000 and $85,000. What did we just do?

For every retainer purchase, that is a subscription service that sticks around, who we know calls you and talks to you or emails you or chats you, we're going to give you 10% of that. And we think you can save X number of sales a year, which is going to get you to between $65,000 and $85,000. What did we just do?

For every retainer purchase, that is a subscription service that sticks around, who we know calls you and talks to you or emails you or chats you, we're going to give you 10% of that. And we think you can save X number of sales a year, which is going to get you to between $65,000 and $85,000. What did we just do?

For every retainer purchase, that is a subscription service that sticks around, who we know calls you and talks to you or emails you or chats you, we're going to give you 10% of that. And we think you can save X number of sales a year, which is going to get you to between $65,000 and $85,000. What did we just do?

That's a common problem in a small business. So we decide, okay, we need a customer service representative. The customer service representative, for a really good one, you're going to pay between $60,000 and $80,000. You're going to be right in there. You want somebody who can grow and run a management, manage a customer service team.

That's a common problem in a small business. So we decide, okay, we need a customer service representative. The customer service representative, for a really good one, you're going to pay between $60,000 and $80,000. You're going to be right in there. You want somebody who can grow and run a management, manage a customer service team.

That's a common problem in a small business. So we decide, okay, we need a customer service representative. The customer service representative, for a really good one, you're going to pay between $60,000 and $80,000. You're going to be right in there. You want somebody who can grow and run a management, manage a customer service team.

That's a common problem in a small business. So we decide, okay, we need a customer service representative. The customer service representative, for a really good one, you're going to pay between $60,000 and $80,000. You're going to be right in there. You want somebody who can grow and run a management, manage a customer service team.

That's a common problem in a small business. So we decide, okay, we need a customer service representative. The customer service representative, for a really good one, you're going to pay between $60,000 and $80,000. You're going to be right in there. You want somebody who can grow and run a management, manage a customer service team.