Chapter 1: What are the foundational principles for building a successful sales team?
If you want to have a consistent world-class sales team, the process has to always go above the player. No one is above the process. And I do think that 95, maybe 98% of sales teams have no idea how sales training, how sales culture, any of this stuff works. They just hire a bunch of people, see who closes deals, fire the rest. And so then you just have a bunch of mercenaries who work for you.
But there is no culture, there is no team, and it's every man for himself. And that is what creates this volatility in sales. And some guy says something and he closes a deal and the other guy's like, I'm gonna try that now. And there's no consistency across the board. And that also gets you in trouble long term because they start promising things and making deals that you can't cash.
Hey, Alex. What's up?
Chapter 2: How can a sales team create a consistent sales culture?
My name is Francis Aguilo. I am a real estate wholesaler. Okay. We're currently averaging about $450,000 a month in revenue. I would like to be at a million.
That's your spread? That's what you're making? Or that's like house volume?
That's gross.
Okay. So what's your spread on that? What's your pay come on that?
So we're at 40%. So right around 250, 240. Interesting.
weird that's high what kind of what are you wholesaling all right so here's the um He's heard of brothels. So imagine a brothel, but now it's all midgets. Okay, keep going. You're good.
Okay, but here's the challenge we run into. So we're currently at 450 average, yeah? We've had 700k months this year already. The challenge is every time we get to those numbers and I try to, hey, you know what? It's time to ramp up. For some reason, we tend to tank to, you know, 200, 250. Okay. I'm sick. I...
I have cause to believe it's the sales team and just, you know, they have those power months where everyone, you know, takes home 20, 30 grand. And then the month after it's like.
Are they pure commission or is it split?
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Chapter 3: What challenges do businesses face when scaling their sales efforts?
And the other seven are going to be the thing that make the difference in creating the consistency of the team. That's at the service level. At the deep root of this is who's the leader of the sales team? I do have a sales manager. Okay, so he or she is the problem because like sales at the end of the day is a culture game.
Well, everything's a culture game, but like sales, you can feel it so quickly when things are good or not good because the performance, the feedback clips are so fast. But for whatever reason, you do not have a culture of consistency within your team. I would wager that script adherence is low.
because you have such variability in close rates, unless there's a change in lead quality, which would be something else. But are the leads the same? Like this month is last month.
Yes.
Yeah. So it's a sales discipline issue, which then comes down to the training cadence, the scripting, um, how people are being managed on a daily basis and weekly basis in terms of their career goals, how like you're doing morning meat. Like it's, it's, this is all sales ops. I could like just start talking about sales, but like, this is a pure sales ops issue.
And so at the, like there's, there's a two step, like I would approach this in two steps. Step one is we should do all the stuff that we are not currently doing or we should be doing. Everyone should be reading the same script. If they're not reading the script, why are you on this team? Right. Uh, we need to have training that's every day to make sure that they are saying things the right way.
We need to make sure that everyone memorized the script. Some of you guys might've seen the YouTube video I put out like two days ago about this, but like they have to breathe the script. If they were not saying the script word for word, you cannot be on this team. You cannot take these calls. I'm getting these leads and not for you to go cowboy and make shit up.
And that then if we cannot solve that problem, because for whatever reason you keep trying it and they don't adhere and they go off script because they just want to close the deals. It means you have a cultural issue, which is a leader problem because it means the leader is reinforcing behaviors that get people to go off script and there's no consequences for doing it.
And so if you want to have a consistent world-class sales team, the process has to always go above the player. No one is above the process. And I do think that 95, maybe 98% of sales teams have no idea how sales training, how sales culture, how any of this stuff works. They just hire a bunch of people, see who closes deals, fire the rest.
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Chapter 4: How does sales compensation impact team performance?
And the other guy's like, I'm going to try that now. And there's no consistency across the board. And that also gets you in trouble long term because they start promising things and making deals that you can't cash.
That makes a lot of sense. Up until now, I mean, we have scripts, but they're more of suggestions. Guidelines.
Yeah. I mean, I've done a lot of sales. This is a straight out of the book checklist problem. We have to do all of these things. If we do this entire checklist, we will get this outcome. If we can't do this checklist, the leader is the problem because they don't know how to reinforce culture.
which then means that they're not able to get the right people on and the wrong people out, which sometimes means we might have to fire half the team to get the right people in so that we can build the culture we need to get to where we want to go. Because you are in like, I showed the shapes of businesses. You are in a sales and marketing business. There's functionally no delivery.
Like you're just basically like, are you, are you guys doing outbound or like smiling and dialing? Or do you buy leads from setting teams? Inbound is Google ads. Google ads? Yeah. Okay. So you have inbound leads that are coming in and then you close. Like that's the business. Like you buy media, you sell shit.
And so like this has to be a core, like you have to be world-class at this if you want to be world-class at wholesale. Gotcha. But that's the constraint.
In the events that I have to, you know, let go of half the team because they're just not good enough. Yeah. Where do you suggest I look for?
It's not about where, it's about how.
Okay.
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Chapter 5: What is the importance of training and adherence to sales scripts?
And then from the 60-second videos, we're going to invite people to a group call, not one-on-one because we don't have time for that. And we're going to go quick drill, say the script, give a piece of feedback, see how they do it again. If they can take the feedback well and they were prepared, great. It means they're coachable. They have work ethic. Awesome.
Now we can take you to a job offer call. Somebody has attitude on the coaching, they're out. If someone doesn't show up prepared, they're out. Very easy screening. And so you take 10, you pick two, pick three, they go to the next one, you make job offers. And that's the flow. But like the entire sales process of selling them on selling for you sets the frame for how the company operates.
Like how disciplined you are and how militant you are in terms of how you set the frame for this is how we fucking do things here. Either get in or get out. I do not care, but we win. And if you can set that frame, you will attract winners. And winning is not for everybody. And so that means that on the team, there's probably some losers. And it's not for everybody.
So that's the decision you make. And that's from top down. So there's the tactics and then there's the root issue. I would try this first. If this doesn't work, you have to probably gut things. Thank you. I know he's the only person struggling with sales here. I saw like more notes. Like, okay, group interview. Yeah. Go ahead.
Okay. So my name is Sasha. I sold designer bags and sunglasses. Cool. And we do about 6 million a month. No, sorry, a year. Sorry. 6 million a year. Oh, cool. And I would like to do 38 million.
precise yeah 38 million okay um and what's stopping me is why 38 um just because i figured you know 100 000 a day something like that round up down something like that okay and got to round about um and um i mean obviously more yeah okay but i was thinking 38 would be fair that works um And it is just recruiting.
Oh, recruiting is the bottom line, because you're saying? Yeah.
Okay, got it. My house cleaner was my first employee. And because I consumed yours and Layla's content so much that I was like, I'm going to be these two people in one. That's me. I'm going to be these two people. And as a result, I have a great team, a really great team. And it's just a matter of being militant in the recruiting process. We do sell on whatnot quite a bit.
So who do you have what's stopping you? So you make money, $6 million a year selling handbags. And sunglasses.
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Chapter 6: How can businesses improve their customer acquisition strategies?
And sunglasses. For you to sell more handbags than sunglasses, you need more people to do that?
Yes, because we only go live for about five hours a day because we get tired.
Okay.
Well, me and I have three salespeople, but it's just we get tired. If we were live more often, we could create more.
You're going live on like your Instagram page or your what?
On whatnot.
Okay, got it. And do you have like a big following there?
110,000.
And so you're just selling to that same base. And if you just sold for longer, you would make more.
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Chapter 7: What role does leadership play in developing a sales team?
Well, that's the thing. So, okay. So it takes skill to do what we do. Yeah. It takes skill.
Agreed.
Like, for example, my girl is better than me. Great. She's better than me. And it's like, not only is it mother skills, it's presentation and entertainment.
I get it. I understand. I did a live for three days. I got it.
So finding and training that, that's definitely a process and takes time.
Yeah. The question is whether you want to buy or build. Do you want to buy the talent or build the talent? Building the talent is cheaper, takes longer, harder. Buying the talent is faster, more expensive. Which one do you, which one feels right for you?
We're not always. So we are profitable per show. Yes.
Okay.
Profitable per show. But sometimes what ends up happening is like, let's just say it's a Wednesday.
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Chapter 8: How can businesses effectively transition from inbound to outbound sales?
And so if you want to teach someone to present, you have to tell them what to do with their body and their voice, and it will be far faster for you. And what you'll find is the training lab, the reason it takes so long for people to train where they can't train salespeople or presentation people is because they literally do not use words that other people understand. Like this is the problem.
This is why most companies cannot teach people to do shit because they say have more charisma. And then the person listens and is like, I'll translate that into what I think charisma means, which who fucking knows what they think it means. Right. And then we're just playing this telephone game where no one agreed on what are the behaviors I want you to do.
That will compress the amount of time that it will take you to get from one, up to speed, and two, long term, if you can develop the sales training, then you can have a stable of stallions that are on 24-7 for you working in your barn. I don't know why it's animals now, but let's go with it.
So that's actually, that brings up the point. So I have, so my girl, like I said, she's my house cleaner, shows up at my door one day. She's like, hey, I want to be you. Yeah. And she's like, I'm a copy and paste of you. And she became me.
Yeah.
Now there's a little bit like a little bit of a how can I because obviously I had to learn the care part like from Layla. So I learned the care part and now I have it. But then I've seen her and I've seen situations kind of like not go the way they should because she's too. She's a copy and paste of me from yesterday. So I'm starting to see those kind of problem.
Would you put her in front of the camera, have her sell and get her out of the building? if like if she can sell yeah so let her sell don't have her manage people have her sell got it understood thank you got it good talk yeah Alex my name is Sebastian four years learning thanks for everything yeah thanks for coming out from Australia Melbourne yep Melbourne that's sick
Blue Sense Digital, we sell paid ads and growth advisory to eight and nine figure econ brands. Sweet. We do three and a half. Okay. We'd like to be at 10 and 20. Okay. Feel super clear on our top priority against our supply constraint.
Oh, talent.
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