WEBVTT
00:00:00.000 --> 00:00:03.439
If your checks aren't selling high ticket, it's probably not their fault.
00:00:03.600 --> 00:00:08.960
Most owners, when they look at their numbers, they think that they have a sales problem, but really they have an organizational problem.
00:00:09.119 --> 00:00:16.320
Maybe their training's bad, maybe they're solving for the wrong thing, or maybe how they present it is just not in a way that a customer would buy.
00:00:16.480 --> 00:00:19.760
Most businesses are just solving for the wrong pain point.
00:00:19.839 --> 00:00:22.559
And they're solving for the pain point that isn't valuable enough.
00:00:22.719 --> 00:00:26.399
I'm John and I'm the CEO of Wilson Plumbing Heating Cooling in Ohio.
00:00:26.480 --> 00:00:30.239
And we run a$40 million plumbing, HVAC, and electric business.
00:00:30.480 --> 00:00:32.640
Over the years, we bought 14 companies.
00:00:32.960 --> 00:00:38.560
And in most of those businesses that we're acquiring, we notice the same problem over and over again.
00:00:38.640 --> 00:00:40.960
And it's that people are solving the wrong problem.
00:00:41.039 --> 00:00:46.320
And when they solve the wrong problem, they're not getting enough value for the solution that they're there to solve.
00:00:46.479 --> 00:00:47.920
So a few examples.
00:00:48.159 --> 00:00:49.840
One would be in HVAC.
00:00:50.079 --> 00:00:58.320
There's a lot of companies out there that believe that the best way to service their customer is to repair that system until the end of time.
00:00:58.479 --> 00:01:01.119
And for some customers, that is the exact right thing to do.
00:01:01.200 --> 00:01:09.680
But for others who don't want to keep paying tax to a problem, they would rather put in a new system that's more high efficient, that would save them fuel costs, and that they can finance over time.
00:01:09.760 --> 00:01:20.159
So you'll find that people are fixated on the wrong problem, which, hey, every customer wants to save money, and not, hey, every customer over the long term might be better suited with this solution.
00:01:20.319 --> 00:01:22.000
And the difference is humongous.
00:01:22.159 --> 00:01:26.480
The repairs might be a few hundred dollars, the replacement might be fifteen thousand dollars.
00:01:26.640 --> 00:01:31.760
They're just focused on the wrong problem and they're presenting the wrong solution to that customer.
00:01:31.920 --> 00:01:44.560
You see it in the way they market, they're chasing these low-value jobs with the hope that over a long enough period of time, someone will accidentally realize that, hey, I do need this bigger solution.
00:01:44.640 --> 00:01:49.280
So that way the company doesn't feel like they have to bring it up or try to upsell it or offer the solutions.
00:01:49.359 --> 00:01:55.519
A lot of companies out there get sort of weirded out by the concept of sales, but at the end of the day, we we're all in sales.
00:01:55.680 --> 00:01:56.879
Everyone is in sales every day.
00:01:57.040 --> 00:02:01.680
In order for our company to run, in order to cover payroll and rent and marketing, we have to sell something.
00:02:01.840 --> 00:02:06.159
Someone has to sell something and someone has to pay you for that thing.
00:02:06.319 --> 00:02:13.199
As you're focusing on your business and what your average ticket is and what your average sale is.
00:02:13.360 --> 00:02:17.680
And if you want to drive it higher and improve it, you have to start with where you're at now.
00:02:17.840 --> 00:02:20.400
What are the solutions you're trying to solve inside your business?
00:02:20.560 --> 00:02:23.840
What are the solutions you're offering to your customer every day, right now?
00:02:24.000 --> 00:02:27.439
And how are you packaging it in a way that makes sense to them?
00:02:27.680 --> 00:02:35.039
One of the most important concepts in iTicket sales is are you solving a high value problem?
00:02:35.280 --> 00:02:39.520
Is your problem going to spare someone some inconvenience?
00:02:39.759 --> 00:02:43.680
Is it a small issue or is it humongous?
00:02:43.759 --> 00:02:47.280
As a couple examples, I'm going to use DocuSign and I'm going to use an attorney.
00:02:47.360 --> 00:02:52.879
So DocuSign, I think I pay$100 a month for DocuSign and it allows me to sign contracts.
00:02:53.039 --> 00:02:57.439
I could also use Chat GPT to create contact contracts, and maybe that's great.
00:02:57.520 --> 00:03:05.199
For another$100 a month, I could potentially replace an attorney by having ChatGPT draft me a contract and DocuSign to sign it.
00:03:05.280 --> 00:03:06.800
I'm probably not solving big deals.
00:03:06.960 --> 00:03:11.599
I'm not going to be buying a company with the help of ChatGPT drafting my contract.
00:03:11.680 --> 00:03:14.080
I'm not going to be doing something meaningful.
00:03:14.240 --> 00:03:16.960
I might be drafting a small agreement for a small problem.
00:03:17.120 --> 00:03:20.719
Maybe it's a few thousand dollars, but it's not going to be tens of millions of dollars.
00:03:20.879 --> 00:03:24.800
That is too valuable of a problem to trust to too cheap of a solution.
00:03:24.960 --> 00:03:26.400
So you pay an expensive attorney.
00:03:26.479 --> 00:03:28.400
You're working with somebody that's$2,000 an hour.
00:03:28.560 --> 00:03:31.120
High ticket sales is solving high-ticket problems.
00:03:31.199 --> 00:03:36.479
So I would expect to pay my attorney hundreds of thousands of dollars on a deal that's worth tens of millions of dollars.
00:03:36.560 --> 00:03:40.800
And I would expect to pay DocuSign almost nothing for something that's not that valuable.
00:03:40.960 --> 00:03:44.879
Take the same prompt to your own business as you're thinking about what problems are we here to solve.
00:03:44.960 --> 00:03:46.960
For us, we're a plumbing HVAC and electric business.
00:03:47.039 --> 00:03:48.960
So I the last example was HVAC.
00:03:49.120 --> 00:03:50.719
We use uh sewers for this one.
00:03:50.879 --> 00:03:53.120
We go in and someone has a backed-up drain.
00:03:53.280 --> 00:03:55.280
Backed up drains are an unpleasant experience.
00:03:55.439 --> 00:04:04.319
There's water in their basement, there's potentially damaged walls, damaged carpet, damaged stuff that they were storing down there, and it has sewage all around it.
00:04:04.560 --> 00:04:06.400
Pretty like unpleasant experience.
00:04:06.719 --> 00:04:10.319
What a lot of companies do is they go in and solve the immediate problem.
00:04:10.560 --> 00:04:18.160
There's a lot of pain, but they just go and here's the$300 solution, which is the band-aid, but it doesn't actually solve the problem.
00:04:18.319 --> 00:04:22.000
The valuable problem is hey, drains aren't supposed to back up at all.
00:04:22.079 --> 00:04:28.079
So we have a high value problem, which is there was property damage, there was discomfort, there was pain, there was inconvenience.
00:04:28.240 --> 00:04:35.120
And most people are attacking it with the low value solution that they will have another problem if that's all that you offer them.
00:04:35.279 --> 00:04:42.079
As you're thinking about the high value problem and the high value solution, the way you want to do this is you want to create a value ladder.
00:04:42.240 --> 00:04:47.279
So inside home service for HVAC, a value ladder is hey, here's the reason I came out.
00:04:47.360 --> 00:04:50.560
And maybe that's the repair, maybe it's the annual tune-up.
00:04:50.720 --> 00:04:52.800
The next one could be a repair or an upgrade.
00:04:52.879 --> 00:04:56.240
So, hey, I came out here to do this thing and you need this other thing.
00:04:56.399 --> 00:04:57.680
Maybe you want this other thing.
00:04:57.839 --> 00:05:06.000
And then the highest rung is the big job, the big pain point solve, the big valuable part for you and the customer.
00:05:06.079 --> 00:05:07.920
And that's the top of the value ladder.
00:05:08.000 --> 00:05:20.639
So as you're thinking about setting up your offering, you want to be able to have this value ladder that lets you come in at the bottom and be able to offer a stack of solutions to whatever that customer wants along that value ladder.
00:05:20.879 --> 00:05:22.160
Now we look at our team.
00:05:22.240 --> 00:05:24.000
And there's three different ways to look at this.
00:05:24.160 --> 00:05:26.480
So the first one, are we tracking the data?
00:05:26.560 --> 00:05:32.000
I'm always amazed at how often I find companies not even knowing their average ticket or their close rate.
00:05:32.160 --> 00:05:34.399
Well, how are we going to improve if we don't know where we are today?
00:05:34.560 --> 00:05:36.480
Our second one is how often are we doing trainings?
00:05:36.639 --> 00:05:38.480
How good the training is is a part of that too.
00:05:38.560 --> 00:05:39.839
But hey, are we training at all?
00:05:40.000 --> 00:05:40.959
Are we training every day?
00:05:41.120 --> 00:05:42.079
Are we training once a week?
00:05:42.240 --> 00:05:43.439
Are we training once a month?
00:05:43.680 --> 00:05:45.680
And then are the trainings quality?
00:05:45.920 --> 00:05:47.839
Are you bringing in outside professionals?
00:05:48.000 --> 00:05:50.720
Do you have a curriculum that you've sort of worked with?
00:05:50.879 --> 00:05:53.040
Are you doing role play or practice?
00:05:53.279 --> 00:05:56.000
And finally, are you doing ride-alongs?
00:05:56.160 --> 00:05:57.759
Are you seeing it in the field?
00:05:57.920 --> 00:06:03.120
Are you watching as your team offers the value ladder to help coach them to improve?
00:06:03.360 --> 00:06:07.759
The best operators out there have a pretty sophisticated sales setup.
00:06:07.920 --> 00:06:14.319
They have a great offering that solves the immediate problems as well as the big valuable problem.
00:06:14.480 --> 00:06:21.279
They have consistent training to teach their reps to bring people up the value ladder to the profitable big average ticket.
00:06:21.360 --> 00:06:23.439
They're doing regular one-on-ones.
00:06:24.079 --> 00:06:27.199
They're regularly training and enhancing their sales model.
00:06:27.360 --> 00:06:30.800
And they're doing ride-alongs to see reality and then scorecarding.
00:06:30.959 --> 00:06:35.600
The best way to think about this is there are inputs and outputs.
00:06:35.839 --> 00:06:41.120
And most of us, when we're looking at measuring our reps performance, we're only looking at the output.
00:06:41.279 --> 00:06:52.160
We're looking at the sales number or the closing rate or the average ticket, but we're not looking at all of the things that went into that: the offering, the ride-alongs, the trainings, the scorecarding.
00:06:52.319 --> 00:06:55.600
All of that is input that you expect to drive a greater outcome.
00:06:55.759 --> 00:07:00.160
But you have to look at both in order to understand where you are and how to improve it.
00:07:00.399 --> 00:07:02.720
The way we started this was kind of easy.
00:07:02.879 --> 00:07:06.800
We sat down and we said, hey, what are our best jobs?
00:07:06.959 --> 00:07:08.720
What are our most profitable jobs?
00:07:08.879 --> 00:07:10.000
Our biggest tickets.
00:07:10.160 --> 00:07:15.360
If I could only do one or two or three jobs every single day for the rest of my life, what would those jobs be?
00:07:15.519 --> 00:07:20.240
Maybe it's replacing water heaters or generators or sewers or furnaces, whatever it is.
00:07:20.480 --> 00:07:23.120
But we picked those and we called them our core service.
00:07:23.279 --> 00:07:29.199
And then we made it our mission to drive as much of our revenue through those core services as possible.
00:07:29.360 --> 00:07:33.519
As you think about building around that, what's the materials that we're going to put out for marketing?
00:07:33.680 --> 00:07:35.439
How do we talk about this on socials?
00:07:35.600 --> 00:07:37.839
Are we putting in an email and SMS?
00:07:38.000 --> 00:07:41.120
Are we training our techs to help support that one thing?
00:07:41.360 --> 00:07:43.199
Are we paying attention to leads?
00:07:43.360 --> 00:07:48.160
Are we making sure every opportunity can have the ability to turn into that one thing?
00:07:48.399 --> 00:07:58.879
That is how you build a higher average ticket is you get the team fully aligned on the lead, the sales, the training, and just a cycle over and over again.
00:07:59.040 --> 00:08:02.240
And finally, we want to install some just basic cadences.
00:08:02.399 --> 00:08:14.399
We want to be reviewing our job tickets, we want to be doing monthly or quarterly ride-alongs with our guys, and we want to be doing it at a minimum one training a week, ideally two or three, because that is where you're going to see performance improve.
00:08:14.560 --> 00:08:19.199
In closing, if your average ticket is low, if your average sale is low, it's probably not just your text.
00:08:19.519 --> 00:08:20.480
What's the offering?
00:08:20.639 --> 00:08:23.040
Are you solving a valuable enough pain point?
00:08:23.199 --> 00:08:24.319
How often are you training?
00:08:24.480 --> 00:08:25.839
How often are you riding along?
00:08:25.920 --> 00:08:29.040
And is your company set up to succeed around this idea?
00:08:29.279 --> 00:08:29.920
Thanks for watching.
00:08:30.000 --> 00:08:31.759
If you like what you heard, make sure you like and sub.
00:00:00.000 --> 00:00:03.439
If your checks aren't selling high ticket, it's probably not their fault.
00:00:03.600 --> 00:00:08.960
Most owners, when they look at their numbers, they think that they have a sales problem, but really they have an organizational problem.
00:00:09.119 --> 00:00:16.320
Maybe their training's bad, maybe they're solving for the wrong thing, or maybe how they present it is just not in a way that a customer would buy.
00:00:16.480 --> 00:00:19.760
Most businesses are just solving for the wrong pain point.
00:00:19.839 --> 00:00:22.559
And they're solving for the pain point that isn't valuable enough.
00:00:22.719 --> 00:00:26.399
I'm John and I'm the CEO of Wilson Plumbing Heating Cooling in Ohio.
00:00:26.480 --> 00:00:30.239
And we run a$40 million plumbing, HVAC, and electric business.
00:00:30.480 --> 00:00:32.640
Over the years, we bought 14 companies.
00:00:32.960 --> 00:00:38.560
And in most of those businesses that we're acquiring, we notice the same problem over and over again.
00:00:38.640 --> 00:00:40.960
And it's that people are solving the wrong problem.
00:00:41.039 --> 00:00:46.320
And when they solve the wrong problem, they're not getting enough value for the solution that they're there to solve.
00:00:46.479 --> 00:00:47.920
So a few examples.
00:00:48.159 --> 00:00:49.840
One would be in HVAC.
00:00:50.079 --> 00:00:58.320
There's a lot of companies out there that believe that the best way to service their customer is to repair that system until the end of time.
00:00:58.479 --> 00:01:01.119
And for some customers, that is the exact right thing to do.
00:01:01.200 --> 00:01:09.680
But for others who don't want to keep paying tax to a problem, they would rather put in a new system that's more high efficient, that would save them fuel costs, and that they can finance over time.
00:01:09.760 --> 00:01:20.159
So you'll find that people are fixated on the wrong problem, which, hey, every customer wants to save money, and not, hey, every customer over the long term might be better suited with this solution.
00:01:20.319 --> 00:01:22.000
And the difference is humongous.
00:01:22.159 --> 00:01:26.480
The repairs might be a few hundred dollars, the replacement might be fifteen thousand dollars.
00:01:26.640 --> 00:01:31.760
They're just focused on the wrong problem and they're presenting the wrong solution to that customer.
00:01:31.920 --> 00:01:44.560
You see it in the way they market, they're chasing these low-value jobs with the hope that over a long enough period of time, someone will accidentally realize that, hey, I do need this bigger solution.
00:01:44.640 --> 00:01:49.280
So that way the company doesn't feel like they have to bring it up or try to upsell it or offer the solutions.
00:01:49.359 --> 00:01:55.519
A lot of companies out there get sort of weirded out by the concept of sales, but at the end of the day, we we're all in sales.
00:01:55.680 --> 00:01:56.879
Everyone is in sales every day.
00:01:57.040 --> 00:02:01.680
In order for our company to run, in order to cover payroll and rent and marketing, we have to sell something.
00:02:01.840 --> 00:02:06.159
Someone has to sell something and someone has to pay you for that thing.
00:02:06.319 --> 00:02:13.199
As you're focusing on your business and what your average ticket is and what your average sale is.
00:02:13.360 --> 00:02:17.680
And if you want to drive it higher and improve it, you have to start with where you're at now.
00:02:17.840 --> 00:02:20.400
What are the solutions you're trying to solve inside your business?
00:02:20.560 --> 00:02:23.840
What are the solutions you're offering to your customer every day, right now?
00:02:24.000 --> 00:02:27.439
And how are you packaging it in a way that makes sense to them?
00:02:27.680 --> 00:02:35.039
One of the most important concepts in iTicket sales is are you solving a high value problem?
00:02:35.280 --> 00:02:39.520
Is your problem going to spare someone some inconvenience?
00:02:39.759 --> 00:02:43.680
Is it a small issue or is it humongous?
00:02:43.759 --> 00:02:47.280
As a couple examples, I'm going to use DocuSign and I'm going to use an attorney.
00:02:47.360 --> 00:02:52.879
So DocuSign, I think I pay$100 a month for DocuSign and it allows me to sign contracts.
00:02:53.039 --> 00:02:57.439
I could also use Chat GPT to create contact contracts, and maybe that's great.
00:02:57.520 --> 00:03:05.199
For another$100 a month, I could potentially replace an attorney by having ChatGPT draft me a contract and DocuSign to sign it.
00:03:05.280 --> 00:03:06.800
I'm probably not solving big deals.
00:03:06.960 --> 00:03:11.599
I'm not going to be buying a company with the help of ChatGPT drafting my contract.
00:03:11.680 --> 00:03:14.080
I'm not going to be doing something meaningful.
00:03:14.240 --> 00:03:16.960
I might be drafting a small agreement for a small problem.
00:03:17.120 --> 00:03:20.719
Maybe it's a few thousand dollars, but it's not going to be tens of millions of dollars.
00:03:20.879 --> 00:03:24.800
That is too valuable of a problem to trust to too cheap of a solution.
00:03:24.960 --> 00:03:26.400
So you pay an expensive attorney.
00:03:26.479 --> 00:03:28.400
You're working with somebody that's$2,000 an hour.
00:03:28.560 --> 00:03:31.120
High ticket sales is solving high-ticket problems.
00:03:31.199 --> 00:03:36.479
So I would expect to pay my attorney hundreds of thousands of dollars on a deal that's worth tens of millions of dollars.
00:03:36.560 --> 00:03:40.800
And I would expect to pay DocuSign almost nothing for something that's not that valuable.
00:03:40.960 --> 00:03:44.879
Take the same prompt to your own business as you're thinking about what problems are we here to solve.
00:03:44.960 --> 00:03:46.960
For us, we're a plumbing HVAC and electric business.
00:03:47.039 --> 00:03:48.960
So I the last example was HVAC.
00:03:49.120 --> 00:03:50.719
We use uh sewers for this one.
00:03:50.879 --> 00:03:53.120
We go in and someone has a backed-up drain.
00:03:53.280 --> 00:03:55.280
Backed up drains are an unpleasant experience.
00:03:55.439 --> 00:04:04.319
There's water in their basement, there's potentially damaged walls, damaged carpet, damaged stuff that they were storing down there, and it has sewage all around it.
00:04:04.560 --> 00:04:06.400
Pretty like unpleasant experience.
00:04:06.719 --> 00:04:10.319
What a lot of companies do is they go in and solve the immediate problem.
00:04:10.560 --> 00:04:18.160
There's a lot of pain, but they just go and here's the$300 solution, which is the band-aid, but it doesn't actually solve the problem.
00:04:18.319 --> 00:04:22.000
The valuable problem is hey, drains aren't supposed to back up at all.
00:04:22.079 --> 00:04:28.079
So we have a high value problem, which is there was property damage, there was discomfort, there was pain, there was inconvenience.
00:04:28.240 --> 00:04:35.120
And most people are attacking it with the low value solution that they will have another problem if that's all that you offer them.
00:04:35.279 --> 00:04:42.079
As you're thinking about the high value problem and the high value solution, the way you want to do this is you want to create a value ladder.
00:04:42.240 --> 00:04:47.279
So inside home service for HVAC, a value ladder is hey, here's the reason I came out.
00:04:47.360 --> 00:04:50.560
And maybe that's the repair, maybe it's the annual tune-up.
00:04:50.720 --> 00:04:52.800
The next one could be a repair or an upgrade.
00:04:52.879 --> 00:04:56.240
So, hey, I came out here to do this thing and you need this other thing.
00:04:56.399 --> 00:04:57.680
Maybe you want this other thing.
00:04:57.839 --> 00:05:06.000
And then the highest rung is the big job, the big pain point solve, the big valuable part for you and the customer.
00:05:06.079 --> 00:05:07.920
And that's the top of the value ladder.
00:05:08.000 --> 00:05:20.639
So as you're thinking about setting up your offering, you want to be able to have this value ladder that lets you come in at the bottom and be able to offer a stack of solutions to whatever that customer wants along that value ladder.
00:05:20.879 --> 00:05:22.160
Now we look at our team.
00:05:22.240 --> 00:05:24.000
And there's three different ways to look at this.
00:05:24.160 --> 00:05:26.480
So the first one, are we tracking the data?
00:05:26.560 --> 00:05:32.000
I'm always amazed at how often I find companies not even knowing their average ticket or their close rate.
00:05:32.160 --> 00:05:34.399
Well, how are we going to improve if we don't know where we are today?
00:05:34.560 --> 00:05:36.480
Our second one is how often are we doing trainings?
00:05:36.639 --> 00:05:38.480
How good the training is is a part of that too.
00:05:38.560 --> 00:05:39.839
But hey, are we training at all?
00:05:40.000 --> 00:05:40.959
Are we training every day?
00:05:41.120 --> 00:05:42.079
Are we training once a week?
00:05:42.240 --> 00:05:43.439
Are we training once a month?
00:05:43.680 --> 00:05:45.680
And then are the trainings quality?
00:05:45.920 --> 00:05:47.839
Are you bringing in outside professionals?
00:05:48.000 --> 00:05:50.720
Do you have a curriculum that you've sort of worked with?
00:05:50.879 --> 00:05:53.040
Are you doing role play or practice?
00:05:53.279 --> 00:05:56.000
And finally, are you doing ride-alongs?
00:05:56.160 --> 00:05:57.759
Are you seeing it in the field?
00:05:57.920 --> 00:06:03.120
Are you watching as your team offers the value ladder to help coach them to improve?
00:06:03.360 --> 00:06:07.759
The best operators out there have a pretty sophisticated sales setup.
00:06:07.920 --> 00:06:14.319
They have a great offering that solves the immediate problems as well as the big valuable problem.
00:06:14.480 --> 00:06:21.279
They have consistent training to teach their reps to bring people up the value ladder to the profitable big average ticket.
00:06:21.360 --> 00:06:23.439
They're doing regular one-on-ones.
00:06:24.079 --> 00:06:27.199
They're regularly training and enhancing their sales model.
00:06:27.360 --> 00:06:30.800
And they're doing ride-alongs to see reality and then scorecarding.
00:06:30.959 --> 00:06:35.600
The best way to think about this is there are inputs and outputs.
00:06:35.839 --> 00:06:41.120
And most of us, when we're looking at measuring our reps performance, we're only looking at the output.
00:06:41.279 --> 00:06:52.160
We're looking at the sales number or the closing rate or the average ticket, but we're not looking at all of the things that went into that: the offering, the ride-alongs, the trainings, the scorecarding.
00:06:52.319 --> 00:06:55.600
All of that is input that you expect to drive a greater outcome.
00:06:55.759 --> 00:07:00.160
But you have to look at both in order to understand where you are and how to improve it.
00:07:00.399 --> 00:07:02.720
The way we started this was kind of easy.
00:07:02.879 --> 00:07:06.800
We sat down and we said, hey, what are our best jobs?
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What are our most profitable jobs?
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Our biggest tickets.
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If I could only do one or two or three jobs every single day for the rest of my life, what would those jobs be?
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Maybe it's replacing water heaters or generators or sewers or furnaces, whatever it is.
00:07:20.480 --> 00:07:23.120
But we picked those and we called them our core service.
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And then we made it our mission to drive as much of our revenue through those core services as possible.
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As you think about building around that, what's the materials that we're going to put out for marketing?
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How do we talk about this on socials?
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Are we putting in an email and SMS?
00:07:38.000 --> 00:07:41.120
Are we training our techs to help support that one thing?
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Are we paying attention to leads?
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Are we making sure every opportunity can have the ability to turn into that one thing?
00:07:48.399 --> 00:07:58.879
That is how you build a higher average ticket is you get the team fully aligned on the lead, the sales, the training, and just a cycle over and over again.
00:07:59.040 --> 00:08:02.240
And finally, we want to install some just basic cadences.
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We want to be reviewing our job tickets, we want to be doing monthly or quarterly ride-alongs with our guys, and we want to be doing it at a minimum one training a week, ideally two or three, because that is where you're going to see performance improve.
00:08:14.560 --> 00:08:19.199
In closing, if your average ticket is low, if your average sale is low, it's probably not just your text.
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What's the offering?
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Are you solving a valuable enough pain point?
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How often are you training?
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How often are you riding along?
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And is your company set up to succeed around this idea?
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Thanks for watching.
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