The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 1 year ago

Differentiation Is More Than Your People, Culture & Values w/ Chala Dincoy


What makes your company special?


Is it your people? Experience? Customer service?


Probably not. Everyone says that about their company. And if you’re saying the same thing as everyone else, you may as well not be saying anything.


That’s why I caught up with Chala Dincoy, CEO & Founder at The Repositioning Expert, to learn more effective ways to stand out from the crowd.  


Chala covered:


- Why most companies are poorly differentiated


- The formula for successful differentiation


- The top 5 mistakes companies make in their messaging


Check out these resources we mentioned during the podcast:







Seventy percent of humans by based onpain, but they buy based on their pain rack. So if your messagingor your differentiator is based on you and not them or their pain, thenyou've lost. You're listening to the BDB revenue executive experience, a podcast dedicatedto helping executives train their sales and marketing teams to optimize growth. Whether you'relooking for techniques and strategies or tools and resources, you've come to the rightplace. Let's accelerate your growth in three, two, one. Welcome everyone tothe BB revenue executive experience. I'm your host, Chad Sanderson. Todaywe're talking about differentiation. Why buyers can't tell the difference between vendors, howto create elevate elevator pitches that wow buyers, how to thrive in this age ofself isolation. To help us, we have with a charlad and coil, CEO and founder of the repositioning expert, a division of coach tactic. She'san award winning marketer that's worked the companies including Pepsi, Diagio, freedlay and others. She's also the author of two books and a regularly featuredexpert on ABC NBC, CBS and Fox. Child, thank you for taking thetime and welcome to the show. Well, I want to just congratulateyou on knowing how to pronounce both my name and Diagi. Oh, youhave no idea how many people get tripped up when they're introducing me on thatone. It's crazy. But well, it always pays, you know,to make sure we're checking that before we hit recorded. All right, sobefore we jump in, we like to ask this kind of a random question, and I'm curious, especially now, since everybody's in this age of theSelf, isolation is there, you know, with all the extra time at homeand not having jump on planes as much, is there one thing you'vebeen able to spend more time on that you weren't spending on time before?A passion, a hobby? What you know? What is that? Howdid it come about? Well, I mean, I gotta Tell You,I do a lot of podcast but that was a good one. That's agood, good opener and I really like that question. So I used toI am a like a fitness fanatic. You know how you're a Harley fanatic. Yeah, I'm a fitness fanatic and I've been trying to find the sixpackthat I lost before covid so you know, I don't know if you've ever.Have you ever had a sixpack? I have not had a sixpack.However, I am a fitness free to check. The challenge with a sixpackis it's diet. A lot of its diet, and for me it's sixto two hundred and forty eight pounds. It's really hard for me to manageall the macros as much. Yeah, well, to get to get thedefinition. Yes, Oh, I'm macro crazy. So now and the problemis, of course, the gyms are closed. So I used to bea like a SNOB, like a fitness snob. I would never I'd rathernot work out if I didn't have my gym. So now I discovered youtubefitness and now like the convenience of it. I really don't like you know,we're talking about how we're not going to go back to some of thethings we used to do before. I really I'm I'm really into it,into the fitness on Youtube. I'm so I'm sad to say, sorry tosay, but yeah, yeah, and it's funny. I used to bethe same way. So, even when I would travel, I had tomake sure I was within, you know, one mile walking distance of a gym, because I work out five days a week. And then when,when this hit, I had we I just moved into a new house likea month earlier and all I had in the basement were resistance bands. Sofor the first month I was religiously working out twice a day with resistance bandsbecause the free well, if I don't have the weights and the and thecardio stuff, this should help. And then I got tired of the resistancebands and just sat down and do the math. was like, you know, what, to hell with this. So I put a full gym inthe basements and now I never have to nice. Yeah, and I loveit. I love the the convenience of it. I get us it.Yeah, yeah, instead of get up at for thirty to go to thegym, I can get up at five thirty, just go outstairs. Istill get my hour and a half in. It's amazing, I know. Yeah, it's a beautiful thing. All right. So let's start with topicof the day. Differentiation. Now, this is a tough topic for manycompanies, even before what's going on right... But you know, whenthe statue mentioned in as we were prepping for this was the eighty six percentof buyers can't tell the difference between vendors. That's a huge number. So whyis that and how do you help people overcome it? And when youend? And by the way, you know what the reverse of that statisticis? How many businesses think they're differentiated? Pretty much a hundred percent. That'sthe sad part. Yeah, the first part is sound. It's secondpart to sadder. So most businesses don't even know themselves what makes them different. Like when I talk to CEO groups, and I do a presurvey before Ido to talk to them of a differentiation, and I ask them,what is your differentiator? And do you know what? The number one thingthey say is no idea. Oh my God, they say experience. It'snot people. I hear that a lot too. Oh well, oh,thank you. Yeah, that's probably a third one. So the first thingthey say is experience and the second thing they say is customer service, andthen the third thing they say is their people, which is kind of liketheir customer service, and that their experienced. So and they have no clue whatbuyers really find different because when I bought services at Pepsi Fried to LaPizza Hut for like twenty years. I always said no to these people becausethey were not different. And you know, just because you've been doing it fora long time, just because you say you have good customer service,just because you say you have good people, everybody is saying the same thing andin marketing, when you say the same thing as everybody else, it'sequal to not being heard. Right. So how do you help the problem? How do you have them come to that really frim because in order forthem to change in address that, they have to understand that that what they'retalking about isn't that different, and even that realization can be a paint inthe butt to get them over the hump. Ar. Oh Yeah, they alot of the time they're they're in denial, right, they're totally indenial until, you know, they see my presentation where you know of allthe stories of where people were, what they were experiencing, and typically whatthey're experiencing is one difficulty getting in to a eating with a buyer. Well, first getting the attention of the buyer, to getting into the meeting with abuyer and then three, closing, you know, in the meeting.So those are the the symptoms with which they come to me and probably whatthey come to you with as well. Oh yeah, absolutely, and thenwe do. We do, and I would love to know how you helpthem get to this realization, because we have a differentiation exercise. We doit and every exercise exactly. It's exactly the same. I ask them.All right, so what is it the differentiate you and everybody? Inevitably,like I see people culture values. I'm like, okay, do you thinkany other company out there might have people in it as well? Like,so, here's the one statistic that changes their mind. Are you ready?Yeah, I'm ready. Let's do ha ha. Seventy percent of humans bybased on pain, but they buy based on their pain. Right. Soif your messaging or your differentiator is based on you and not them or theirpain, then you've lost. Yeah, you can be that to them.There's no connection. So that's the part, that's the the A ha for themis when they frame their differentiator in terms of themselves, their service,their experience and their people, their systems, whatever. It has nothing to dowith the client and the clients pain. But what I teach companies is howto strategically figure out and own a niche around one facet of one expensiveproblem. Now Nice. Okay, so let's put it in context and solet's talk about, you know, with everything's going on right now. Let'syou know, for the first part is the mindset, like do they understand, do they have the right framing for for their perspective or what they thinkof the differentiers? But what are some of the biggest mistakes you're seeing thatare paralyzing, you know, small businesses, especially in the current situation with withcovid? So the first thing that I'm seeing is just frozen in fearright the paralysis, and I always tell the rollerblading stories. You know.I used to live on in Toronto what's...

...called the beach and there would bea huge long path where you rollerblade and I wasn't very good at stopping.So people would in advertently be on my path instead of the actual walkway andthey'd be in my path and I wouldn't be I'd be coming down barreling strongand, you know, I'd be like get out of the way, getout of the way, and they be literally it's it was like almost comicalthat they would be frozen. They could not react when they saw some onebarreling down towards them on, you know, high speed, and I think,and you know, we would collide and it wouldn't be pretty and I'vebeen yelled at a couple of times. But so that's what's happening to alot of businesses. And here's the other thing that I'm seeing is you've heardof Maslow's hierarchy of needs, right, so one of the the coaches thatI was listening to, I love this whole hierarchy of knees of what businessesare going to go through that she constructed and I've been using this in myteaching. So the first thing right now, as soon as you know, wewere talking about March, was that crisis management. What are we goingto do in the next fourteen days to, you know, manage what's happening?And then the second step is the survival of how we going to payour bills, and then the third step is the recovery of how we goingto get back to what you were saying last year's numbers, yeah, or, you know, our goals, and then it's going to be we're goingto figure out the growth and then we're going to figure out the vision.But I've had so many clients try to continue to sell to the growth andenvision and they're not even addressing, you know, the first three steps,depending on the industry and depending on the where the company is themselves. Likeyou yourself, you're already at the fourth level, which is the growth,right, because you've pivoted so quickly. But there are other companies that arestill in crisis management or stuck a survival, you know, like they're. Soyou need to speak to their level. You need to gage what the needis and what the pain is. It all comes back to them.And then you have to pivot what you're doing today. And if it's aleadership coaching, it's not about growth and vision right, it's about survival andrecovery, and so you need to reposition that. Does that make sense?Yeah, absolutely, absolutely. And so all right, so let's say weget through, you know, eventually we will get through it. And night, and I don't mean to date myself, but I tell a lot of ourclients, look, I remember, you know, I remember eleven andI remember two thousand and eight, and it was area and people, youknow, people were impacted in positive and negative ways right around the globe,and so we'll get through this as well. So when they come out of this, when we get back to her, at least everybody, I hate thephrase, the new normal, but everybody gets to this. The new, you know, the new moving forward. Everybody's at least on the same pageand we're not freaking out as much. What do you expect the largest challengesto be for small businesses? Well, you know, it was a challengebefore and it's going to be a challenge after. But you know,I googled free education, coronavirus, that phrase and I got like over fourmillion hits. So the biggest challenge is going to be standing out amongst themillions of free and cheap offers in a reduced spend pool. Right, absolutelyso. Differentiation becomes even more critical as as people move through this process.And so when we think about that, what's the you know, if I'ma small business and I'm trying to stand out, I mean, looking atit from you know, what is the pain that that the prospects of clientshave? Is One way to go about it. o there other ways thatthat the audience could approach this as well, or other things that they should keepin mind. Well, I mean, let me give you a few examplesof how to do this right and maybe that'll help. So, inorder to stand out, you have to be relevant, right, and inorder to be relevant, you have to consider niching down to a specific targetand then you have to consider what is their most costly pain today. Andso, for example, and Paul, we had a leadership coach and weyou know, and leadership coaches, like...

...when I used to speak at theinternational coach Federation conferences and there would be like hundreds and hundreds of people andI'd ask them to stand up if they were a leadership coach. And guesshow many would stand everybody. Yeah, I'll thos. Like half the audiencewas stand up right. And so they are. And and that's the waythey call themselves us, the way they market themselves and sell themselves. Sonobody really could differentiate. And the ICEF published median income annually. Can youguess how much it is? No idea. Twenty grand what for leadership coaches,for all coaches, all international ICEEF certified global media. Now, medianis not average, right. Median is the middle of to yeah, toextremes, but still it's very low. So that's why, that's what I'mtelling you, is that's what lack of differentiation causes low income. And whatwe did with this leadership coach that I met was to see Super Niche herinto what we called a decisionmaking coach because, if have you ever worked in amanufacturing plant or any with a manufacturing company? Yes, absolutely so.Apparently it turned out upon our research that the number one leadership, and youprobably know this leadership problem, was nobody can make decisions. Right now,when you can't make a decision, what happens on a manufacturing line, it'sscreeches through it all. You start losing more right exactly, so your productany falls. So that's one example of how we niche to her in adecision making coach, and then we did the research. It was like somethinglike one point four billion dollars being lost every year by the industry as awhole due to one decision, one wrong decision. So you know, shehad programs to teach how to make decisions and PAT to empower people to makedecisions and so on. So that's one example and another one is a languageschool, and this was a language school, not like the big giant berlitzs ofthe world, but she was just like a tiny little language school.So we had to and she had just lost a huge contract and she wasreally, really struggling, so we needed to replace that income right away.So we did as we did the research and we found out that the numberone target for her should have been mining companies. And there's a whole bunchof stuff and we can talk about if you want, what the research lookslike. But so it turned out that the mining companies and that the numberone problem that this language school was going to solve for them was cultural language. And the reason for that is a North American manager could say the wrongcontextual cultural thing in the wrong way in an email or a voicemel or evena zoom call, and all of a sudden production slows down in South Americaand they don't know why and it's because he pissed off people right where hesaid something culturally wrong. So that's what we super niche them into, isnot just to teaching them the language, but teaching them cultural ques and culturallanguage. So does that make sense? Yeah, no, it's great.It's great. I love it. And so when you when people are outthere and they're trying to they're trying to differentiate, they're trying to get supernaeanand find those expensive pain problems to solve. What are like the top five mistakesyou see people making in their message? Oh my goodness, I see somany more, but the bigger ones, the biggest ones. Is One there'sno focus target, and I'm pretty pretty, pretty insistent on my clientsfiguring out a target based only on two things, because there's only two waysthat human being self gathering large numbers, and one is it has to bean industry or it has to be an interest group. So an industry,obviously it could be like an IT, healthcare, pharmaceutical, whatever the industryis, you know that they are self gathering in large numbers, both onlineand offline. They're having, you know, events, they have monthly meetings andnow they've poorted them to zoom meetings. They have publications, they have linkedingroups, so they're doing the heavy...

...lifting of, you know, beinga focused target that you can find at least a seventy percent concentration of thatperson. The second kind of target is it's an interest group. So thisis it could be a BEC so for example, Yoga. You know whereto find those women or from a be to be like. My actual focustarget was diversity based procurement conferences, which is where I learned how to dobackto back to back elevator pitch fixes, because they are constantly pitching to corporations. So that's the number one is the focused target. Is figure out yourfocus target. That's one mistake they're making. The second is they have no specialty. So that whole, you know, diamond if you look at the problemthat you solve, take one facet of the diamonds and then that becomesyour specialty and you don't just cherry pick that out of a hat or throwspaghetti at the wall. There's a whole, you know, scientific strategic way thatI'd teach you how to do that that I learned when I was launchingproducts at Pepsi Pizza Free Delay. The third mistake they make is they don'thave a pain based message. Their message is around something either pleasure based,to value base, to whatever it is, but it's not directly talking about thepain or, worse yet, it's not it's talking about a symptom,it's not talking about the actual cause or, you know, the ultimate caused costof the pain. Another one is I'm going fairly fast, so youcan stop me anytime. Oh, it's all good, it's all good.Okay, good, all right. So the lat the fourth one is,Oh, I used to hate this one. I used to buy services, selfishselling, or you're gonna like this one, being good at it,not the selfish part but the selling part. Yeah, so it's about you know, it's like having washed for eighteen years. Companies come in to tryto sell to me and talk to use the hour that I gave them outof my busy time and talk about nothing but themselves and like nothing. LikeI once almost gave birth at a vendor presentation that was three hours long andI was like nine months pregnant, no kidding, and they didn't once mentionmy brand's name. I was I was like and they had their end.It was the largest corget company in Canada and then it was the their entirelike executive team was there because, you know, I managed some pretty bigbrands and they were selling something pretty cool, but they didn't once mention my brand. I never forget that and it's in a lot of my presentations.So then the last piece of the the mistakes that I usually talk about isthere's no visibility around the niche. So not only do they not have thetargeted niche, but they're not using it in their marketing to talk about howthey solve a problem around that niche or how they are the go to peoplein that niche or what solutions they've provided to others in the same pain inthat niche. Nice. Okay, yeah, excellent. That's I mean that's anice list of things to be aware of and things that I've seen repeatedly. I bet, if the self for selling, when I think part ofthat, part of that is I think that's the way organizations train. Theresales people like you come in and you on board and it's all. Ihate drink the Kolaid were so cool. Look, I was cool stuff.We do us, US, sauce us, and then you can't figure out whythey can't connect to another human being when you unleash them into the market. Unleash I like that. I mean they just want to walk on andtalk about us. They wanted and it's funny because it shows up even anemail. I got an email. So I this is partially how I prospectso when I get a crappy email, prospecting email that's literally starts with we, we, we, we, yeah, and doesn't doesn't have it, doesn'thave shows absolutely no awareness of what I do or we're who I workwith, I literally take that email a forward it to the CEO of thecompany and I just simply say, if you want help fix in this,I just let me know, because this is love. See, pain based, right, yeah, we works. Yeah, and the pain right thereis costing new money because I know now...

I've I've attached an impression to thatbrand that, regardless of even if maybe my account, my prospect can getspast to somebody else and they come at me in the right way, I'vealready then established an emotional reaction to that brand because of the impression their initialoutreach is made on me. Yeah, I did a whole training that's calledsales emails that stink and fix it. Yeah, because it's like, yeah, there's so many of them and there's so many different ways they stink,I don't even yeah, we kept we keep a we keep a database oflike crappy examples. So, oh, yeah, so that we can dosome and I'm one of the top ones and we're awful. We're awful here, but I'm going to just keep going with this. One of the worstones I've seen was the individual didn't come to me. It came to oneof my co workers, one of my partners, and it came to themand it said something. It reference something about them having gone to produce.So it's like boiler maker Fan or something, something a little, I felt alittle kitchy in the subject line. But Anyway, I got him toopen it and then when he started to read it he realized that it waslike a complete bait and switch, because I think the second line so well. I'm not a produce fan. I like Nebraska and and it was justlike it. When I asked him, I seen right. How does thatmake you feel? And he's like I feel like it's got lied. No'mlike that is well, that is a crappy ass email if that is.Yeah, my God. Yeah, it was very interesting, very rat yeah, let's talk elevator pitches. Uh Huh. How do you help companies take allof this, keep all of this in mind right. It needs tobe pain based, needs to be expensive pain based. Ideally, it needsto be differentiated. How? How do you suggest companies, individuals, viewand crazies? Actually, first question is how long should they be? I'veheard a lot of different Oh God, you know, I love this quote. I read it somewhere else and I did a post and it went viral. The shorter the way you describe yourself, the more money you make. Ilike it. I like isn't it great? Yeah, yeah, we'lltypically say this. The shorter the question, the more information you get. Yeah, yeah, because it's because if you if you talked too much,you put blinders on. Yeah, I mean you're the classic example. LikeI was pitched to you by my agents and apparently they're having a huge success, and I don't know if this was true for you, but it's becausethey're just saying she's an elevator pitch coach period. Yeah, well, it'swhat was interesting, I'll tell you, because I get a lot, Imean, I get a lot of powsome who want to be on, whichis great, but it's also come of pay in the butt because, muchlike prospecting emails are horrible, sometimes a lot of these pitches are are badas well. And so what really struck me about yours was it was veryfocused but the but the elevator pitch was supported by differentiation. Those two thingsreally speak to me. I know will speak to the audience. And then, of course, I'll be honest, a lot of times when I lookat some pitch that comes in from a company that wants somewhere on the podcast, I might read the first two lines maybe, and then I'm making upmy mind. But I did actually read the entire and it wasn't overly long. But I did read the entire email and look at the one pager thatwas sent. It was very well done. Did you write that for your forthe cocourse? I hate to say they copy pasted, but that's myjob, right. Yeah, no, that's perfect. That's perfect. Sohow do right, so the shorter the better. So how do you helpcompanies? Can you give us an example of what a good like compared totrast and then I'll let you. Then I'll let you lose some on mine. Don't be nervous, that's it won't hurt. All right. So here'sthe formula. So you may want to write this down. It's who youhelp, plus the pain, the expensive pain that you were talking about,that you solve and how you help so, for example, mine when I'm innow I'm in zoom meeting. So this is an interesting departure from wake, where I used to go and network with thousand of people like, Iguess, like the same way that you used to. And when you're ina zoom call, I find a people...

...while they're stuck on the screen.I think they can space out way easier than if, like they're standing infront of you looking at your you know, Baby Blues Right there. So Imean zoomis are so boring. But I don't know if you heard aboutthis, but they actually have a goat, a Llama, like there's a companythat conserted into your meeting. Yeah, that you can. Yeah, youcan rent one. It's called sweet farms. I think it's in California. It's like a animal sanctuary, a pet sanctuary, and you can rentanywhere. It's up to anywhere until seven hundred fifty bucks, like anywhere fromthirty five to seven hundred and fifty that you can get a lamma to attendyour meeting. So I just thought I was just so funny. And it'sthey call it goat to meeting. YEA like anyway. So let me getback to them the elevator pitches. So here's an example. So what thisis, how not what my elevator pitches. Did you know that three out offour business owners never get asked for a card or a meeting after theyintroduce themselves to a prospect? Well, what I do is I fix whatyou're saying so that every hello turns into a prospect, like. So,I don't know, was that thirty seconds? I don't even think it was that. I think that was that was nice, very nice. So I'llgive you another and I'll give you a few other ones, all right,so that it'll get you more comfortable. Okay. So did you know thatsixty five percent of general contractors are losing millions of dollars of government contracts becausethey can't find diverse, unionize painters? Well, that's what we do.We have an army of them. So that's another client that we did,and it's really true, like they're really if you know anything about GC's,like they're tearing their hair out. Okay, so the next one is we're anAD agency who does strategy and design. Like, how many times have youseen them? Honestly, a yeah, and then we switched to to.We help get leads online for food service manufacturers ten times faster than yoursales staff. Wow, that was a good one. Yeah, I meanit's all about the pain. Like you can see, it's all about theWHO the pain. We throw in a stat to give size and importance andscope to the pain, if we can, and then we go from there.Here's another one, where's a we're a translation company who works with governmentsand agencies and all industries. This is literally what this woman was saying,and we changed it to do you know when marketing agencies need fast translation ofother languages like Punjabi or Cantonese? Well, we translated in a week rather thana month like the industry standard. Wow, they became the the theirone liner became the fastest translators of other languages. Nice. So they wentcrazy with that one. Here's another one. We're pre employment screening company and wedo background in criminal checks. Went to and she was competing with somany others. Right there, there's a lot of thing differentiated. So thenthis became did you know that two out of three candidates are lost due tothe long lead time it takes to check the background wall? Thanks to ourquick track process. We're thirty percent faster and that's it. Nice, allright, all right, right, you're ready. We'll try. Will Try. So no no pressure. So here's normally like if somebody asked me whatI do. Okay, so we help B Tob, Cros and CMOS addresschallenges related to the revenue funnel, including increasing number of reps, achieving quota. How they this overall deal size, and sometimes I'll throw an increase forecastaccuracy, often driving clients up thirty to forty percent. You need to thosecategories. Okay. So I love that you have all the pain and Ilove that you have the WHO. Now the thing about what is it calledacronyms right now? Be Tob is very fairly common, but the crows,I don't know. If you're talking to...

...your to your target, it's fine, right, and you should never really be doing your pitch to anybody otherthan your targets. So I'm gonna let that one go. But I thinkI can do I have your permission to Polle please? Okay, great,all right. So, so you named a couple of pain points. WhatI would love is for you too. So you re you named the quota, you named deal size. And you name something about the forecast for testan for cast accuracy. Okay, and so can you if you could,if you have the research. A few knew. What is the number onemost costly of those three that you help solves? There's something along the linesof less than on average, less than forty percent of reps in a salesteam achieve quota repel consistently. I love it. And we help address thatproblem. Okay, that's great. Right there, that you had me.You had me the right there, because that clarified it so much for me, because the other the other way, it was too many different too manyproblem, many things. Okay, yeah, many problems. But when you sayto me forty percent of reps only, only for is it only forty percentof reps achieving? Actually less than forty percent, less than okay.So then sixty can we say sixty percent of reps never achieve their quota?I wouldn't use so. My therapist says no absolute so be careful with theword never. But okay, so sixty percent of reps really rarely hit quota, rarely hit quota. Okay, I love it. So to me that'sa bigger number and scarier and it's pain based. Yeah, and so that'swhat we fix. I love it. And is there any unique way thatyou fix it? Like, is there anything unique? Yeah, soology.So I would say we provide. We provide, and I could shorten itup, but off the golf my head, we provide a communication framework to ensureyour reps are uncovering what's valuable, important and painful for your prospects andclients. Okay, yeah, if you could shorten that, but I likeit. So you could even like, brand it like something like the andbrand it with the the name of the pain, so it would be orthe let's brand it with the result, so it would be the pain findercommunicator, or so, you know, whatever the the because the main thingyou're uncovering or you are you clarifying. So what's the mean? Yes,I go. So I'd say the communication framework allows your reps to uncover whatyour prospects find valuable and allows them to connect what you can do to solvethat to their vision of value. I can still Polish that up, butyeah, so it's something around what the prospects problem is. Right, could, because what the value is, what their problem is. So you couldhave some sort of because it's kind of like, you know how the stapleseasy buttons. You know that there's no such you know, like nobody comesto your house as soon as you press that right. So, but,but it's a brand. So that's what I would love for you to likebrand that process and call it something that's relevant to uncovering. So the prospectpain drill or pot prospect pain finder or prospect of value finder. Yes,okay, thing around that, you know. So then your your pitch becomes didyou know that only sixty percent or sixty percent of reps rarely hit quota? Well, through our value prospect finder or prospect value finder process, wereable to increase that by half within a month or yeah, the value sellingframework is what it's called. The value selling framework allows your reps to allowsyou to increase the number of reps hit in quota by thirty percent within ninetydays. That's great. Okay, I like that. Thirty percent within ninetydays. Okay, okay, so you tighten it up. See that.Like it. I like it, all right, awesome. All right.So tell us more about how you came to found the repositioning expert. Ohthat's not a pretty story. I had a fight at work. I hada fight at work, like, I...

...mean, did you ever work inbig corporate? I know you had your own Gig for a long time.Yeah, I so. I'VE WORKED IN IN STARTUPS, I've worked in largeglobal organizations and the reason I came out and started doing my own thing wasbecause I make a shitty employee because I don't I don't play politics and soso now I get to do I don't have to worry about politics. That'sawesome. Yeah, well, so that's what happened. I mean, Iwas a corporate girl. Man My like my parents, were corporate. Iwas corporate and I had a fight at work with a woman who was onand off for medication, I think. And so it lasted two years.It was a, you know, badly managed situation and my boss was youngerthan me and he ignored the situation because he often didn't know, he didn'tknow what to do. So I pray to that woman every single day becausenow I make four times what I used to make. I work half theday because most of the time I'm in the gym. Yeah, and Iwrite my own ticket, whatever I want to do. However, you know, I talked to people like you and there was so much dead wood insome of the corporations I worked at, and like this woman who I honestlyI think HR is created to deal with mental health really in incorporations. Butso, yeah, that's that's the story. Nice, okay, I love it. Hey, and it resonates with me. Like I said, Igot into too many political situations. Actually, I didn't get into political situations.Political situations found me and I just didn't play and then the next thingI know I'm in a corner and somebody's going hey, and I'm like,yeah, I was, I'm sorry. I was focused on what I wassupposed to do, which is providing value for the company. Give a crapabout your ego? Yeah, yeah, well, I did. And Yeah, so I, like said, I'm much better off, much better offfor him. It sounds like you are as well. So now let's talkabout the books. Yeah, the boss tell us about the books and whatinspired each of them. So I mean to be perfectly honest. The firstone the general marketing, how to gently attract loads of new customers, theone that your listeners are going to get. If they don't, if they wantto download it for free. Is All about the work, right.It's all about the nicheing, it's all about the specializing, it's all aboutthe messaging and the marketing piece of it. The other two, the how towin friends, the way applewins customers, on how to make anyone like youin seven seconds or last came about because I decided I wanted to doTV v and I got onto like within a year and a half. Iwas on nineteen TV like you know, morning breakfast, when nobody watches buthousewives and retired people and Matt leave ladies. So yeah, I mean I goton those of course. You know, it's all about visibility that we repurposefrom there. It's not about the people who are watching at that time. But those books came about us as a part of the book tour.But they all hinge on the same you know, how to connect to people, how to communicate to people, and it's all about them, them,them, them, them. Right, absolutely, I love it. It'ssuch a it's it seems so simple, but so many people struggle with thatsubtle shift in perception. Why? Why? Because they like themselves too much.I know people love talking about themselves. You would know, because you know, when people are on podcast they're like, you know, oh well, and and I have to in some cases. It's funny when I whenthey have a media like a podcast, and I really want them to talkabout their extories, I want them to bring it, I still sometimes haveto, like dig I saw that. I have to lead them a littlebit, whereas if you get into a sales situation, all people want todo is talk about themselves. And so it's very it's very interesting to mebecause, like you know, I'll deal with you know, I deal withyou know, crows or Cmos, and every time we have a conversation,the conversation always starts almost I don't again, no absolute, but almost always thesame way. Our team is extremely unique. Oh it is okay,we'll come me tell me more about it. Well, you know, we don'thave we don't have enough reps hitting, we don't have enough for upset inquota and our forecast actreacies driving our financial team nuts. They can't predictany for the business. I'm like,...

...really, have never heard that right, but it's like kills in your keep it straight face. Oh yeah,well, and sometimes, depending on my relationship with the individual sometimes I keepa straight face and sometimes I just go can I just call bs right now, because, like, that's not but that's but that's just my like there'sthere. I know myself well enough to know there are certain companies that Ican do business with and I can help them, and there are certain companiesthat I'm not a good fit for it. I I that's why I tell youknow, a lot of my clients, look, I'm not going to doa discovery call with you, and they're like, well, why not? I'm like, first we have to do an assessment call and we haveto determine if it makes sense for a Stevn do business, because I lovethat. I don't. I don't want to waste anybody's time and I yeathank you to divorces and a lot of therapy. I am very selfaware.I heard you mentioned comedian. I laugh. Yeah, Oh, yeah, yeah, it's part of my therapeutic healing process. All right, you talkabout your therapist a lot. I do. She's amazing. I've had the sameone for sixteen years now and my God, send her number. Yeah, she's absolutely made her on the show. I actually you know what, thatis not a damn bad idea. I should have yeah on the showand give you a composition business this context. Yeah, give her permission to sharewhatever story she feels she needs to, because it's not going to affect me. All right, so let's change the direction here a little bit.We asked all of our guests to stay in. Her question is the endof each yeah, as a business owner, that makes you prospect for a lotof people out there. And when they don't have a they don't havea referral and they don't have a trusted you know. Hey, Charlie,you should talk to this person. They don't. You don't have somebody tellingyou that. What works for you for somebody to actually capture your attention andearn the right to some time on your calendar. Oh God, speak tomy pain and how you've helped solve it for others. I mean, whenI used to have these big agencies come in and they would do as alike, I was telling you all these presentations about how many offices they haveand how many people work for them and how many projects they've done for peoplewho have ten times my budget, like, I don't care. Right, stoptalking about yourself and stop talking about clients that have nothing to do withme and my pain. Like I'm the I'm, you know, at thetime. I have a tiny budget, I have a tiny brand. Whatare you going to do? You know, talk about the pain that this brandhas, talk about talk about me. So that, I mean, that'syeah, show them, you know. Yep, and it's amazing. Howmany build don't they just come in? Yeah, when we could talk aboutthat crab, we could do a whole another podcast on that one alone. Yeah, oh my gosh. But do you know the other thing Iactually heard on your show? I'm really I'm leaving. I'm doing a lotof loom messages all over. I'm looming my, you know, behind off, and then voice messaging on Linkedin, like I don't do, just anend. People are saying, oh my gosh, that's the first time I'veever heard of it. Yeah, like I've it's the first time I've everbeen reached out with a voice message. So it's working really well. Youhave to be really so what I find is, and this is about knowingoneself and what works right. So you have to put the time in tomake sure that any any communication through any medium, I believe takes time tocraft it and you don't want to just do it off the off the cuffunless you have like a repeatable formula, like you're like your elevator pitchform itright. But there are some people who do not come across well in voicemail, whether it be through Linkedin or now I and I am one of thosepeople. I tried the linkedin messages really and and my and my my hadsomebody, had somebody right back and say, Hey, you got a great radioVoice, which you're creeping me out. Oh my, because it because itjust isn't it isn't as authentic for me. But I have people I'veworked with where they can nail it, they can knocked out of the park, and that's where I'm all about. The the data like a be test, the crap out everything anyway. That again we're off on another Pangel butit's but it's differentiated right. So, like I have this little you knowclients. She's like a mouse. She never does any any marketing. Andthen she tried the linked and voice message and she freaked out because a nopackaging engineer and in the automotive industry has ever even heard of a voice message. They're not even getting any messages, let alone voice messages, on Linkedin. So it's so differentiated. That right.

So you know anything in marketing that'sdifferent? It's good, good, I do. Everybody starts. Everybodystarts until everybody, but right now not a lot of pop are doing loomor voicemail. Yeah, absolutely, absolutely. All right. So last question.We call our acceleration insight. There's one thing you could tell sales markgetting your professional service people, one piece of advice you could give them thatyou believe would help them crush their targets. What would it be and why?WHO Super Niche strategically? So have you had other like? I didn'tlook through and find too many other marketing folks. Have you had a lotof marketing folks? On? We've had. I mean we've had a fair amount, I'd say, probably, if you go back through the three yearcatalog, maybe twenty, fifteen, twenty percent maybe. Okay, well,no, not the not the not the largest percentage by far right. Exactly. No. And so what I what I've seen in the market when I, you know, started my business is there's a lot of marketing gurus,but and and one. They don't even know how to niche and to andI don't want to, you know, throw dirt on people, and maybethere are some that are different, but they don't know how to how toreach a niche through asking the market. What they do is they realize thatyou do need a niche, but what they do is they tell you whatit should be based on sitting behind their computer doing a couple of Google searches, doing a couple of Seo searches, and it's not it's it's wrong.It turns out to be wrong. And what the best thing to do is, and this is what I learned marketing the big brands as you have toask the prospect right like the horses mouth like. Would you pay for thisproblem? Is this the biggest problem? Would you pay me for this problem? What would need to happen for you to pay me for this problem,right like and then, and then stack it up with two, three differentproblems that you first, you know, hypothesize and then leave it open endedfor them to change, you know, change your mind about it and tellyou what's really happening. I especially right now during covid things have shifted somuch in so many industries. You have to a lot of my students arefinding that they are pivoting based on the research that they're doing today. Right, and it's may be different in six months, but you have to doit and you have to know how to do it, because if you justgo out and ask questions at Hawk, you don't know what to do withthat afterwards. Right, is like okay, thank you. Yeah, you haveto do it in a specific way. Yeah, so that's what I youhave to Super Niche, but you have two super niche strategically and iflike, I would never ask a gardener or, you know, like somebodywho's like a painter to do my architectural drawing. So a super niche,a niche that you pick strategically, is like the architectural drawing that an architectdraws for a blueprint. So know where to go to for the right adviceand not all marketers know how to do that. Absolutely, I love itand asking, honestly, asking the market and being in a whether it's anindividual or a team's, mindset of actually taking in the feedback instead of usingyour own biases to get the days in which one to. That's another skillset as well, which I've seen not get applied right. Yeah, Oh, no, I know. I have people pay me tens of thousands ofdollars and not implement like one. They resist going out to the market andgetting the answer and to once we get the answer, they don't implemented onebecause because they're so used to going back to their comfort zone of what they'vebeen doing and saying in the market and too they're too scared to try it. So I've seen it to man. Absolutely all right, Charlie. Fora listeners interested in talking more about the topics or getting in touch with you, where do you want us to send them? Reposition ercom. Gift iswhere you can if any of this resounds for you and you think I canhelp you, you can book a call with me directly through that. Repositionercom is my website, and then gift is where you can claim your freebook, the Gentle Marketing Book, all about you know how to niche,how to position, how to message, and then you can book a callwith me as well if you think I...

...can help you. Awesome Child.I can't thank you enough for taking the time. It's been an absolute pleasureto have you on the show. Yes, thank you, Chad. Thanks forhaving me and choosing me out of all the rivers of fans that youhave. My goodness, I don't know about rivers, but I definitely haveto wait through some some interesting pitches. Oh Wow. All right, everybodythat does of this episode be to be Rev exactcom share with friends, familyco workers. You know, the jolly was review on itunes if you likewhat you hear, and until next time. We value selling associates, which weall nothing but the greatest success. You've been listening to the BB revenueexecutive experience. To ensure that you never miss an episode, subscribe to theshow in Itunes or your favorite podcast player. Thank you so much for listening.Until next time.

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