Gaining Wallet Share from Current Clients

0:04 Thank you for joining us on the Winning at Sully Podcast on Professor Scott Klum of the Minnesota Sales Institute and with me is Bill and Health Camp of Bridge Development Systems. Is it better to prospect for new customers or get more business from our current clients? I don't think one is necessarily better than the other, but it is certainly cheaper and should be easier to get business from those to whom we are already providing services.

0:29 Unfortunately, those customers often get pushed off on delivery while the sales team goes hunting. Get out your plow and let's do a little farming. As Scott and I discuss gaining wallet share from current clients and other memorable minutio on episode 665 of the Winning at Sully Podcast. I'm looking forward to that topic, Bill, and I just want to clarify, we're not really asking for more money from our existing customers or clients without adding the value.

0:59 We're not talking about that. We're adding more value to them and then getting in return more share of their wallet that they're paying us. Well, you're talking about that. I'm talking about selling more stuff. More stuff. You're selling more stuff. You give value, but you sell more stuff and we don't think about it. Anyway, we'll get into the topic. Yeah, yeah. Before we do that. What's interesting, well, I just want to say something that Scott and I were on an interview call last week with a client or a potential client.

1:26 I don't remember exactly what he said, but he said something about, hey, I want to, I'm talking with my other salesperson about getting more. Did he even use the term wallet share? He might have even used the term wallet share. Yeah, I think he did. I think he did. I think we're going to do a show on that next week. I'll send it over to you. That's funny. Maybe get an advanced copy. Advanced copy. That's right. Before we get into the topic, the book today is The One Thing by Gary Keller.

1:57 This is our last episode on the book. We're covering chapters 18 and then that final chapter kind of summarizing everything. Kind of like a workbook chapter that last. Yeah, yeah. It's a good reminder and it makes things a lot clearer and easier to find after you've read the book. One of the lines out of the chapter 18 is when we take action, we avoid the very thing that could undermine or undo everything we've worked hard for.

2:21 And it is regret. And this chapter talked a lot about experiencing regret and preventing a grant and they talked about five most common forms of regret. And the last one obviously carried the most amount of weight. So the five of them are, I wish I had let myself be happier. And I'm like, wow, that's kind of an interesting position. You prevented yourself from being happy or you withheld that sense of being happy in your life.

2:47 And now you feel like I wish I would have let myself be happier. You know, interesting. Interesting. You bring that up, Scott. And I was talking with one of my sons the other day and he said, thank you for not making me a neurotic mess. Oh, my. And I said, what do you mean by he said, well, you guys are just, you know, you take things as they come and you're happy. And I said, you know what, we've made a commitment for the last 40 years of our marriage to reading books about how to live your life more successfully.

3:14 Looks like this one that we're reading. And it reminds you that life is going to happen to you. And the people around us, you know, I got a pimple on my butt and they're panicking about life all the time. And so I think this panic mode keeps us from being happy. Right. And it's a deflection and a distraction. And I mean, it ends up forming into another regret. So that was the first one. The second one is I wish I had stayed in touch with my friends.

3:41 Yeah. Wow. That doesn't seem like too much of a problem for some people. I'm not good at that. Are you good at that? You seem to be better at that than I am. I have a circle of close friends and I think they know who they are. And I have a lot of colleagues or acquaintances or people that I know within my professional career. And I love seeing them and I love picking up where we were left off. But, you know, I'm not inviting them over to the backyard for barbecue as frequently as my closer friends.

4:09 Right. I had an experience a few years ago, a guy that I had known pretty well and I hadn't seen him for seven, eight years. And he called me and I was just as happy to talk to him and, you know, reacquainted. But I didn't feel the need to call him every week to maintain that. I don't know if that's kind of a guy thing. I know that my wife said if he called me like that, I wouldn't talk to him because he hadn't talked to him in eight years.

4:32 It's like, well, you know, when are you going to do this? But so I'm okay with somebody not just calling me out of the blue that I haven't talked to for a long time. And I think things like LinkedIn and Facebook are really helping that though. They give you that connection. You still feel connected to some information and you act accordingly. Yeah. There's a big event or tragedy. You end up calling and having a conversation with them.

4:54 So I think that's perfectly normal. The next one is number three. I wish I had had the courage to express my feelings. Wow. I think this one can be very relevant to a lot of people that feel like they're being dismissed or disregarded and their feelings don't matter. And then from there that carries a lot of regret when people just kind of let others walk over them. And then later they feel like I wish I was spoken up.

5:17 Well, I think that can also mean to tell people that you love them, that they matter in your life. I mean, there's two sides of that. You know, you hurt me and this bothered me. Is one way of expressing that. But also saying to people, you're important in my life. I really care about you. We don't hear that enough. You know, Dale Carnegie, right? Show people appreciation, be lavish in your approbation. Right. And so be nice to people.

5:42 If you've got people that are good, do you tell them that? Right. Yeah. Yeah. Play the long game. Go high. The next one number four is I wish I hadn't worked so hard. Well, that's not my problem. I wish I hadn't worked harder. It might be some of my need. But I think if you love your job and you feel like it's your calling and your sharing, your gifts, that's almost a sense of joy. That's how I look at that. And I feel like I'm grateful to be at that point in my life right now.

6:10 And I love what I do. So I enjoy spending time doing it. So I don't have that regret right now. Maybe later I will. And number five is I wish I had the courage to live the life true to myself, not the life others expected me to live. That kind of I think, reverts back to that high need for approval that we talked about in the last episode about defining yourself is sometimes we just end up playing the role based on the expectations that people have of us.

6:40 Life are we really living if that's the case. It's kind of sad when we identify that and we have to try to figure out how do we change the direction. Yeah, I think that we have to be careful as parents that we don't try to make our children live the life we wanted to live. But at the same time, we're using that as a warning, you know, to say, perhaps you could find something that's more valuable to you than I found or whatever.

7:07 We see our we see, I think, in our children or in other people so much potential that sometimes we want to push them into the direction of achieving that potential. So I don't think that's always so bad. You know, that pressure from other people sometimes gets us to move off our keister and do something. So, yeah, yeah. So it sounds like the lesson there is, you know, to expose your kids to as many activities as possible and find out what they really excel at and what they enjoy doing.

7:36 I was talking to a good friend the other night and she has two kids and one of them really liked reading and they'd read every night and they'd probably read more than one book a week and the sun really wanted to go outside and play in the backyard. And he said, I'm going to read as long as I have to read, but I would rather be out there playing in the backyard. And over time, they were able to find out what they're really good at.

7:58 And luckily they picked a career to support that, which is a good way of exposing kids to opportunities to find out. I made him read in the backyard. That's another way. You want to be out there and read in the backyard kid because you better read something. So, so the last little chapter in the book is, you know, putting the one thing to work and this is a review chapter and going through all of the different areas of your life and writing out those sentences.

8:20 What's the one thing, blah, blah, blah, that I could do such that everything else would be easier or not necessary? And it went through all of the different areas of life and that was earlier in the chapter and that was a great summary. And we looked at the life wheel when we covered that chapter in the book and thought about all the different pieces of the pie and making sure that we're not running on a flat tire when we're, you know, cruising along and we're focused on whatever that priority is at the time.

8:46 And I think as we get older and as I get older, I start to believe what Bill said when we first started the book and that is that there is no such thing as multitasking. It's difficult as that is to surrender to because I feel like I still do it, but I am concentrating on it. I'm concentrating on that one activity during the multitasking session. I focus on one activity within an hour. Within an hour, I think I'm multitasking.

9:09 It's like, no, you're focusing on one thing at a time. Yeah, I think there's those things. When we talk about multitasking, is there something that I can do, you know, mentally without any effort that just works in the background and then in the foreground is kind of the important thing that I'm working on? I have found that I'm easily distracted. I can listen to something, but if I have a TV on, I have to watch it. So I can't get anything done if there's visuals on.

9:32 So I think it's important to know how you can multitask and what you can get done. And it's not really multitasking. It's having one part of your brain to run on automatic, like walking and listening to something and you can still concentrate because you don't have to look at all those things. One thing I want to point out, and this was early in the chapter in chapter 18, and I think you kind of skipped over this, and that was, and it really comes back in this, and that is think big.

10:01 Think big, work small. Set your goals high to push yourself in a direction. High but believable. We've had that conversation a few weeks ago, high but believable. But then do what lies closely at hand. Don't sit around and think, you know, when I'm this, I'll do, no, if you're going to write a book, do chapter one, see what happens. And then go into chapter two. You can't write the whole book at one time. If you're going to make phone calls, make those 10 phone calls, those 15 phone calls, those 20 phone calls, continue and do that every day, every day, every day.

10:39 It's that small work done every day that's going to get you moving forward. It's not the huge steps. Everything moves toward the goal. And I think that's what he's trying to talk about in this ending section. It seems like the book also focused a lot on being proactive and not just reactive, which is very common for people. And when you don't have a goal and you have mismatched priorities, you make bad time trades. And when you make a bad time trade, you're creating an expense and not making an investment.

11:16 And a good time trade is at the end of the day, you're at plus one. Whatever that is, you've accomplished something where you feel like you're ahead of the day versus behind the day. And over the week, it averages out. You're going to have good days and bad days. But have goals, be proactive and know what your priorities are. Well, and setting that task list that's set up with priorities on it, you know you're going to feel better doing one A activity than 200 C activities.

11:46 One important activity that you hate or that's tough or you eat the frog, we've talked about that, that's going to make you feel much better than doing a bunch of garbage or activities that don't get you anywhere. Overcome something in that day. Be something uncomfortable. Push yourself beyond your normal limits and you're going to feel much better about yourself than if you just go through the motions and hitting B and C goals.

12:13 Yeah, yeah, yeah. Good advice Bill. Well, great book and I'm looking forward though, our next book. So our next book is going to be sales perspective by our friend Jimmy Z. I'm going to Jimmy Zugg's work. So I would recommend you got and buy the book. Sales perspective, you can get it on Amazon, probably other places you can get it. We're going to have Jimmy on next week. Yeah, we're going to talk about his book. Next episode, we're going to talk about his book and very excited about that.

12:38 He's a great guy. We had him speak for our professional sales association meeting and my wife who isn't very well swayed. She goes, that's the nicest man I've ever met. And I said, not me. She said, no, you're not the nicest man I've ever met. Jimmy is and I'm like, oh, well, you know, take what you can get. Exactly, exactly. So looking forward to that. That'll be a good conversation. Our topic for today and we didn't choose especially for that prospect that we were talking to, but we did already have it lined up.

13:08 Keyed up. And that is gaining wallet share from current clients. And I don't think we do that enough. I think we don't. We often just give that client to the farmers or to the accounting managers or delivery or, and those people aren't always in the business of finding new business. And we've got to, we've got to help those people get in the business of finding new business. And we've got to be in that business of finding new business.

13:39 So I want to talk to about this wallet share thing. If people aren't aren't familiar with it, it'll make sense to them. So a few terminology pieces, a total wallet share. Total wallet shares to look at a client and say, what are all the different products or services that they use that they could be purchasing from us? So let's say you are some kind of a vendor of janitorial supplies. And you sell mops to them and you sell floor cleaners and you find out you don't ever sell them bleach.

14:11 You don't ever sell them other. There's a number of products that you carry that you don't sell. That's total wallet share. Captured wallet share are the mops and the floor cleaner that you're already set purchasing. They're already buying from you. And the potential wallet shares, all those things that they're not buying that they should be buying from you or could be buying from you. And so total wallet share, captured wallet share, potential wallet share.

14:36 So what do you think of that Scott? Have you thought of that concept? I kind of love the formula and I love how you can apply this formula to every conversation. And hopefully it sales people are walking into prospects and they think about this concept or looking for more opportunities to add more value and increase the profit from that customer overall goal. We've got a client that we've been working with for the last few months who sells ingredients for cooking.

15:00 They sell spices and they sell broth and very well high quality spices and broth. And they do this very well don't they? They're always they say if we can get into a customer that will let us do their inventory for them. Then we can expand the business we're doing with them. So they're really good at looking at that total wallet share and what the potential wallet share could be. So why should we grow the wallet share a few ideas?

15:27 Well the customer is already part of the system. We're already there delivering. They're already getting things. We're already servicing. So they're part of the system already. So they know us. The second thing is it's cheaper than finding another customer because we know the challenge of going and finding something new turning them over getting onto their system. And then we're already servicing them. And so there's generally we don't have to put extra resources.

15:53 So when we let's say for this the spice company they sell them one more spice that they weren't selling them before. Well they're not spending any more money other than the cost of that spice to service that customer. So that's a big that's money that's all that profit goes to the bottom line. And so it's very profitable for doing that. So let's talk about why we don't grow the wallet share and what our process can be.

16:22 What do you think people don't grow wallet share? Why aren't they thinking about that potential wallet share? I think salespeople can get very content with the amount of business that they're getting from their clients and they don't want to feel pushy or they don't want to come across being desperate or they don't want to jeopardize the business. They have a high need for approval. Well sometimes they just want to just run silent and not have anybody kind of pick up what they're doing and they're happy with what they're getting.

16:50 And then when the client that we worked with when we know we've got a client that or restaurant let's say that really wants to be able to add a different value proposition to their customers, boy some of these salespeople just grab onto that and they just don't let go of it. And it's great to see the salesperson win that business when they commit to expanding that wallet share and it's very rewarding. Yeah, I think you alluded to something which I hadn't thought about but I think it's very true.

17:18 And that is some salespeople operate in fear. And that is if I talk too much if I do too much they're going to notice me and then I'll lose that business. Instead of thinking oh if I talk more and I create more relationships I'm going to really tie into that business well and so they kind of supply and in hiding. And I think the thing that they don't understand is whoever has the other half of that wallet share they're trying to get your half.

17:47 Exactly. And so you need to be obvious in those companies as you're as you're providing the services. And the second thing I want to say in addition to this kind of run silent I like that I like that metaphor. But also is they think if they give great customer service the customers will beg to do more business with them. And and building onto that bill it's the same reason why they don't ask for referrals and they don't ask for introductions because they're happy with the business that they're getting and they don't want to jeopardize their relationships so they don't ask for a referral or a recommendation to somebody that can introduce them to a person just like them and another business.

18:25 Yeah and great customer service that's just a price of admission. Everybody's giving great customer service or the customers will leave them without you asking. So so continue to give great customer service at the same time ask those questions. So we're going to talk about we're going to talk about how do you do this right what's the process for creating this opportunity. I think the biggest thing is to continue to build trust.

18:52 We buy on trust we buy from people you've talked about this before we don't buy from people we like we buy from people we trust our business is important to us. I can like you till the day is long but if you don't give me the service I need if you're not getting me the product on time the product quality isn't good or you sell me the wrong thing that doesn't fit my needs well. Those are going to damage trust and I can like you until the cows come home but I can't trust you I can't do business with you.

19:23 And so I think we have to be careful of that. So what are some of the crucial factors that you find because you've talked about this a lot what are some of the crucial factors you find are building that trust. I think if you're going to say something do something follow through on your promises ask a lot of questions seek feedback. Feedback is a great asset when it comes to measuring what the expectations are the other person and how you're achieving them.

19:49 We can only disappoint somebody if we don't know their expectations and I think often we don't know what the expectations are of the prospect from us the salesperson during our time together. We do that discovery at the beginning then we never do it again. Right. We never ask the questions how we do and what's going on what could we do better. We just get into automatic mode so I think that's right. A couple of other ones I think you need to be respectful of everybody.

20:14 We've seen this before that people I remember a story in one of the Carnegie books. A guy went into a drug store to sell them something and the guy just wouldn't buy from them. And then the next time he went in he was greeted fondly he said what's the difference between last he said I talked to the counter people and they said you're the only sales person comes in as nice to all of them remember their names. And so respect everyone with whom you interact you don't know what what their pressure points in.

20:47 You know you might be rude to someone find out it's the wife of the president you know or the husband of the the owner right and you just messed it up. You know you done messed it up and so be careful. And then I think tell the truth as far as you are able and I don't mean that we're not able to tell the truth. We will make mistakes a company will make mistakes errors will happen. Fess up to them but just try to be as honest as you can is what you know.

21:11 Tell the truth as best as you're able and I think long term people will understand that and then if a mistake happens you fix it. Those are some ideas on on on building trust of the customer trust you are going to trust the organization and trust your product and they're going to trust you to show when you show them something new. A new product that comes on they're going to trust that product because they trust you. And we know what happens when it doesn't work that way.

21:40 Yeah. I'm getting internet service from somebody and there's no way that I would ever give them my wireless cellular business. No way. Because they're not building they're not building it. It's like oh yeah I want to have this problem with my wireless too. Yeah exactly. I want to have you in control of my total communication not going to happen. Yeah. I think it's funny you know when we overcome failure is a great time to try and sell new product.

22:05 But when we continue to live in failure it's not a good time. Right. Yeah. When the customer is angry because we didn't do the last thing we promised to do is not the time to try a new business. But when the customer got angry and then we fixed it that's actually a good time to ask for new business. Because we showed that we're trustworthy. So all right so how can we identify some of these opportunities that potential wallet share with the current client that we have.

22:32 So observe, watch this is what our restaurant people suppliers that we're talking to. Observe that every one of them as we have conversations with them say I go in and I try to get into their stock room. To see who they're buying from what they're buying and where I could sell them something better than what they're getting right now. So just observe what we had one client who said whenever they worked in white rooms they worked in clean manufacturing rooms.

23:04 He said when we're putting machines in and we're talking I always try to take an opportunity to go to the bathroom. Because when I get to walk by a lot of other machines and observe how else they're building the product that were associated with them and selling it. And I can find out what some of their problems are. But when I don't do that I'm just kind of confined in this one space and I want to observe by walking around a little bit.

23:28 So observe. Find out if the contract is locked. Sometimes a supplier you have a three-year contract they have a three-year contract. Find out when it expires because about five, six months before that that's when you start talking to them about changing that contract. So they can get locked into a contract. Try to find out if there's a chance to get their business. You might find out oh I buy those products from my brother-in-law.

23:56 Okay well see if they're not happy with their brother-in-law but if they are it may not be the best area to go into look for other opportunities. And then listen for problems or complaints from other about other vendors because those other vendors they'll talk to you if you're in there often enough. And if you have somebody let's say you're the salesperson and you have somebody that's doing the delivery. Teach the delivery people to ask these questions.

24:24 Teach the person doing delivery they're in there all the time. They've developed a relationship but if they're not listening for complaints about other vendors or opportunities you're missing out because you're on hunting ground and they're on farming ground. So teach those farmers in your organization. And we have a class for that where we teach people to look for nuggets of information. So that's really good. Any other thoughts on identifying that opportunity Scott?

24:52 I really like that. And once the contract is locked or it's that three-year commitment and they're talking to you about making a change we really need to clarify and define and document the reasons on why they want to make a change because that incumbent is going to come back strong and they're going to drop the price and they're going to do everything they can to maintain that account. But if they've already debriefed what they don't like about that particular provider and that provider will misrepresent the promises going forward to maintain the business and who knows if the provider is ever going to change.

25:24 But the prospect the client may not want to risk that. So it needs to be documented they need to be reminded and you need to be able to stay firm on that commitment and support them in that decision. Otherwise you're not going to win the business and they come and will. All right. I think another thing to look at is who is influence and who controls the decision this is another thing for you to look for or for your delivery person to look for.

25:47 Again I get an example when we're talking to these restaurant suppliers they like to talk to the chef they find that to be the most influential person. But also Scott thinks the dining room manager is somebody that is also influential because they're seeing what's being ordered and what people are buying and finding they're having more conversations with the customer than the chef is. The chef is kind of seeing the results of someone's upset so that may be that chef or it may be somebody you already know or it may be somebody that you don't know and you need to grow your network within that organization.

26:20 It's always valuable to grow your network within a customer because you don't know who's going to be gone. They might get promoted they might go to another company might go to another restaurant so you want to build that network so you don't lose that business when that key person leaves. All right the process once you've discovered some kind of a problem we call it engage discover and recommend and I'll go through this.

26:47 Engage you start the conversation sit down and write down some questions that are going to be valuable to that person. Why are you thinking about doing something different. What got you upset with this. Previous vendor what could this vendor have done what could we do to get that business so sit down and start writing down some questions engage through questions not through. How great we are let me tell you how great we are we got a great product we don't talk at people.

27:18 You're doing discovery in the middle of a of a situation you're all we should be thinking about discovery. And trading information to once you get in some information it's important for you to share some information with the prospect because they are meeting together and the goal is to be able to share expectations or to share information and to be able to find out if there's a common ground there. So we start with engagement and then we go into deeper discovery and as Scott said it's not an interrogation.

27:46 It's a conversation it's a conversation which you know where you want to go because you've developed some questions to take you in that that area. So ask the questions but always be willing to then when they've shown some area of need just talk a little bit about how your product might feel that need see if that's what they're looking for right. And so we're discovering but we're also trading I think that's a great thing to say.

28:09 So some of the categories of your discovery questions fact finding how much how many how often do you buy this thing do you use how much to use up. Sometimes a vendor might force their client to buy in bulk that's too big for them to need. You might have to buy a bucket of it and it takes them three years to use up the bucket. Well they especially like food services or something they don't want something to set around for three years.

28:34 Right so maybe I can buy sell you in smaller portions and that's more valuable so fact finding and when you when you have to buy that bucket do you like that you're not like that problem based so that's going into it. You know what kind of issues does the staff use have if they're using this product. Oh they've got to you know they've got to do this to make that work and they don't like they got to mix these three or four chemicals to do this cleaning process.

28:57 We wish we just had a one step process maybe you have that so find out what the problems are and then ask clarifying questions. If we did this would that help you if we can you give me an example of that some of those we like those short questions. What do you mean by that tell me more all those questions what's the question you let you like to some short questions Scott. Yeah short questions give you long answers and just sometimes responding how so or could you give me an example or tell me the last time that that happened.

29:26 And then you kind of go through the process but short questions will give you long answers. Okay so our process engage discover the final pieces recommend and this is what talks talks Scott's talking about with that given for give and take but once we've discovered something some discontent. Talk a little bit about what kind of recommendations we make now this is not a formal proposal. It's ideas right here some ideas that we might have to those ideas sound good to you and then your final question is you know do you want me to put something together for you to generate something so so that's our last piece if we look at the steps of this whole build trust.

30:07 Step two identify an opportunity step three engage discover recommend step four proposal and pricing. And so what we want to do is not blurred out our pricing to them at the first meeting or when we've done the discovery but to say something like you know let me go back and talk to some of my team about the best way to solve this problem I think I have some ideas as I generated to you. But let me go back and put a quote together put a proposal together for you would you like me to do that.

30:38 And that is the time that you set the next meeting implicitly you're saying if we if we generate this quote this is something valuable this proposal or quote. Let's meet on next Thursday about that now that does two things for you as a as a seller. I want to commit the other person to sitting on looking at your proposal but it makes sure you get the proposal done by next Thursday because sometimes we have these things and we get busy and we put them off and put them off.

31:10 And if we don't set a date for that next meeting then it can be put off forever. You bring up such a great point Bill and I hear a lot of sales people complain about their prospect not returning their calls or emails and them going dark and going silent. And then we have a lot of the other day about how we can avoid silence is by constantly scheduling the next appointments. And then when we have a mutual agreement to that appointment in the future and for one reason or the other person doesn't show up for that appointment we can talk about the reason that they did not attend the appointment or they rescheduled or they cancelled it.

31:47 So how you're identifying the reasons on why they don't want to talk to you versus just not responding at all and you have no idea why they want to talk to you. So to avoid silence in the sales or negotiation always have something scheduled in the future so great advice Bill. Alright and then your final piece is presenting the proposal and again the big mistake we see you don't email the proposal. You and that's why we set the appointment with the email trap because they'll say to us why don't you just send that over and I'll take a look at it.

32:16 Right. No I've already created the proposal and I've already set the appointment. So now I'm going to meet with them face to face to go over it and I was working with a gentleman in landscape and this is kind of the crucial piece we've been teaching. And he said oh it's working so well because I get to talk to the husband and wife together. I get to see their reaction on their faces. I go through the proposal with them. I get to explain what's going on and why we might be a little bit more expensive the things that we're doing under the ground in landscaping that people don't see that when you hire two guys on a truck.

32:50 And he said I get to hear their conversation together as they're talking about the positives and negatives of the proposal and I get to answer their questions right there. When we email our proposal or quote to somebody they make a hundred decisions without us. Wow. And all we get is the final decision. So present your proposal in person if at all possible and the best way to do that is what we just told you and that is set the appointment.

33:19 So that you're going to meet with them not send it to them. Credit advice bill. So that's our process. I'm going to go over that one more time just so you got it. Build trust all the time. And if you're not in there all the time, your delivery people should be building trust. Identify opportunities. Again, you're trying to identify them or your delivery people are helping you with that. Engage discover recommend as with prop step three.

33:45 Develop proposal with pricing and then present that proposal live. And that's how you build wallet share. Mm. Mm. Exactly. Exactly. We're curious how that works and any feedback that you have when you tried it, whether it worked or didn't work bill that I would love to hear about it. Unless you're your gold nugget as we wrap up. Our gold and nugget is and it has a word in it that I don't really use very frequent. But here it is. Approach each customer with the idea of helping them solve a problem or achieve a goal not of selling a product or service by Brian Tracy, who I think is still with us and has. He doesn't know enough to not say help. Oh, I know he's got doesn't like the word help. He's been around a long time. I'm grateful he's still with us.

34:29 Yeah. But to say help implies that they're helpless, right? Right. And I love work with. I love to be able to collaborate. But I like the idea. We're not just we're not pandering. We're not just pitching a product. We want to develop a relationship for long term that we help you solve problems. And Scott and I know that for us, those are the best relationships. Those are great. I mean, we have some people we're working with now that just, you know, just fall in love with doing business with them. So enjoy. Yeah. All right. So all of this information will be at winning at selling.com. You can put the three W's in there. Sometimes that works better. You don't get there.

35:08 The show notes are there. This is episode 665 again next week. We're going to have Jimmy Z to talk about his book sales perspective. Please subscribe to share the podcast with your colleagues and on your social media. Go out and get better one skill at a time. Joyful selling.