The Value of Ranking Your Customers

0:04 Thank you for joining us on the Winning and Selling Podcast. I'm Professor Scott Plum of the Minnesota Sales Institute with me as Bell Hill Camp of Reach Development Systems. And together we launched Franchise Sales Pro with the commitment to work with franchise owners and franchisees to drive sales and boost revenue. Not all customers are created equal. And treating them as if they are is one of the most common and costly mistakes organizations make.

0:29 Companies often pride themselves on great service for everyone. Yet fail to recognize that limited resources require intentional allocation. Consider how you might categorize your company's service philosophy as Scott and I discuss the value of ranking your customers and other terrific tidbits on Episode 701 of the Winning and Selling Podcast. Before we get into the book Scott, I have an announcement. Have you ever thought about owning a business or stepping back and improving the one you already have?

1:07 That's where franchising can be powerful. You're not starting from zero, you're building on a proven model and established brand and systems that when done right, give owners a real shot at success. I'm John Francis. Most people know me as Johnny franchise. I've spent my entire career in the franchise industry. As a franchisee, as a franchisee or as an operator, a board member, advisor and a coach. My family helped build a franchise brand that grew to more than a thousand locations worldwide.

1:38 So I've seen it firsthand what works and what doesn't work. Today I work across the franchise ecosystem with prospective owners, franchisees, franchise oars and industry suppliers helping people make smarter decisions, avoid expensive mistakes and build businesses that actually hold up. Maybe you're exploring franchise ownership, maybe you're a franchisee or trying to grow without losing control, maybe you're a supplier who wants to truly understand the industry you serve.

2:07 Wherever you fit, clarity matters. That's what I'm known for. If you want straight talk and experienced perspective, visit me at johnniefranchise.com. Thanks very much. Great. Thanks. Thanks, John, for that. The book today, we're continuing with great leaders. Make sure Monday mornings don't suck. We're covering chapters four, five and six. And we'll start with chapters four. Bill, have you ever heard of that game cards against humanity?

2:37 I never have. So I've seen it. It is an adult game and it is used to create, I think, uncomfortable situations. Okay. People. And they ask, I create enough uncomfortable situations all on my own. I don't really have a game. Encourage it. And Eric tells a great story in chapter four. He says, you know, that should be a game that adults can be adults. And when they're bringing up certain topics as an adult, it shouldn't be that offensive at all.

3:08 And well, I agree with that. However, there are just some things that I don't want to know about other people. And I don't know. Well, I think too that, you know, people are, I'm not one that to worry about people needing safe spaces, right? I mean, grow up a little bit and if it hurts your feelings, walk away from it. But sometimes to encourage that can seem a little off-putting. So yeah. Yeah. And I think there's certain topics to get introduced, which is you stay, you know, stay in your lane, you know, stay out of the gutters and the ditches.

3:42 And I think you're going to be okay. But yeah, I believe in this point, you know, that adults should be adults. And he talked about, you know, if you're walking by an employee's desk and they're watching a YouTube video, is that good or bad? And it's like, and so long as they're getting the work done, I think as Eric's premise, as long as they're getting the work done, let them manage their time. And maybe they're balancing some reflection and some productivity.

4:02 And I get that. So I think the point that he makes in chapter four is very relevant and I agree with it. Yeah. We can't worry about what everybody thinks at every moment. I think that both of us, any of us out in the audience, we've all walked on eggshells with people around. And if you're the sort of person that is always wanting to go to HR, I think you're going to hurt your career. It's going to be limited, that's for sure.

4:28 And more importantly, I think it's important to be able to manage adversity and exercise good judgment in different situations and think about it before you end up taking any action on something. Don't react, respond. So chapter five is titled, get, keep and grow. And this is the acronym of Eric's company, which is GKG. And he talks about recruiting as being the most important part of any organization. And I really liked how he stressed, is the recruiter buying what they're selling?

4:58 So does the recruiter really want to work there? And represent the company and bring more people into the company. Have they committed to staying at the company and selling what they're serving? And are they willing to sell reality and not a vision of the perfect company? No company's perfect. You're going to have challenges wherever you go. And I think a lot of people start jobs and they're disappointed. So I think that recruiter has to be honest about what they're bringing forward.

5:29 What's good about the company and where they're lacking? I agree. And I think sometimes sales managers will do the blue sky when they're hiring a sales person. Oh, there's so many opportunities. Oh, the territory you're getting was really underdeveloped. There's so much there. And oh, if you just put in the commitment and the time, you're going to make $100,000 your first year. You can't really blue sky because there's nothing but disappointment ahead.

5:56 So you can't go overboard on painting something that's not real. Right. I mean, when we talk about goal setting, we talk about specific, measurable and attainable goals. And so when we set somebody up for, as you say, the blue sky vision of what your company is, then you're going to be challenged later on because that blue sky really isn't there. Yeah. There's a few clouds in that silver lining. Right, right. There are in some rain from those clouds.

6:25 But I do like that he's focusing on talent acquisition and keeping great talent because the real challenge, and we see this in sales a lot, you get somebody who's really good at sales and they start making too much money and the company's uncomfortable. It's like, well, didn't you design the program? Didn't you design the commission? You should be happy. If someone's making a lot of money on commission, that means they're selling a lot of stuff.

6:52 Exactly. Exactly. They are lucky with that big deal. They answered the phone out there forever, but nobody did it. Yeah. Yeah, that's so true. That's so true. Here's a quote out of the book. One of the biggest mistakes the leader makes is relying on a formal checkpoints to drive retention and engagement rather than making it part of the focus every day in every interaction you have. And that's what he's really stressing is to be able to do evaluations in a way ongoing and letting people have feedback.

7:26 He's got a great diagram on page 31 where it starts at the top where there's selection, orientation, and onboarding. And then if you go around the clock, you do the one-on-ones at about 3 p.m. And then 5 p.m. This is on a clock, not in a day. And then you do measurement. I don't need no digital clocks, Scott. Now I'm on that stuff. That's true. Yeah. I don't know if anybody knows what an analog clock looks like anymore.

7:48 But he gets into a performance improvement plan and sometimes there's termination. Or you start getting around 7 o'clock. You get clarifying expectations. Around 9 o'clock you have fun and back at the top of the hour, it's feedback and coaching. And then you put a nice diamond or a triangle in the middle where it's like 30-day check-in with 3 o'clock, 5 o'clock. And then the annual review with the performance improvement plan.

8:13 And then the 90-day review when it comes to clarifying expectations and having fun. And I really think that that's a great illustration. That's one of two illustrations that he has in the book. Any comments on that drawing or that image? Well, he starts this with a story I think. And I'm ready to head a little bit so I couldn't be getting confused. But about how many managers come to him and say, I want to fire Larry because he's not coming to work on time or whatever it is.

8:37 And yet he's never told Larry, I want you coming to work. I never had a discussion about it. And that's what we see. You can't wait a year for that performance review. You can't wait six months before you look and say, hey Larry, you're not selling enough. It's too late. I'm six months behind. You've got to do it monthly, weekly, especially early when someone's early in their career with a company. You have to be checking in on a regular basis.

9:07 I always tell the story I had a dog once who hated going to the vet, hated getting in the car. Every time we got in the car we went to the vet. So of course he knew that. And I think we do that to come into my office and close the door. It's going to be a bad conversation because we never had the good conversations. Yes. The only time we interact and we go into your diagram is when they've screwed up and we're going to put them on a performance improvement plan.

9:34 You've got to talk to them all the time. And he makes the point, does your high performers know that they're high performers? Right. I never told them. Yeah. Well, they should know. They can look at the leaderboard. Okay. That's one way of doing it. How about recognizing them? That's another way. I appreciate him. Yep. He's got another great table in the book. This is a talent review and he's created five columns and the top of each column is one is high potential.

10:05 Another one is highly valued. Another one is needs work, worth investment. Another one is problem performer. And then the last one is too new to rate. And within each of these, he's got names and roles. So you can create as many roles as you want. But really kind of evaluating people based on that table kind of tells them where they are. Where are they sitting in this program? Yeah. And are they moving up? Are they getting better?

10:36 Are they improving? Wow. Yeah. Sometimes I step to them and sometimes it's up to leadership to release them to industry as they say. Well, you know, he goes back to his other complaint. They're not telling him anything and then they're firing him for poor performance. Or because he's annoying me or whatever that reason is. Yet he the leader never did the work to move them from mediocre to high performer. Yeah. And my responsibility as a leader is to guide them on that journey.

11:12 And also to guide them as to how a poor performer on the seat of the bus can maybe change seats and be a better performer, contribute something different to the company and to the culture. And I know some great people that add a lot to the company and when it comes to revenue that they generate, they're not in the top. But they contribute in other ways too that build morale. And here's another line that he says is every leader in the company should have their backup on a team.

11:40 So as you look at this table, it's like, okay, if I'm the leader of the department, who's going to take my spot when I get promoted or leave or decide to retire and to be able to have the backups. And I always have had a position when I'm working with a client leading a sales team. I say, you know, my job is to lead the teams to be two steps ahead of you. And if I'm not two or three steps ahead of you and I'm not contributing more that you can use every single day and you can do it better, you can have my job.

12:08 And that keeps everybody sharp on what are the expectations and how are our owners, our performance being measured. And I think also in sales, you should have, we've talked with clients about this before, somebody in the wings who can take over it, you know, do you have an inside sales position where some young person is learning the ropes, learning the customers, learning the product and has the capacity to be an outside salesperson so that if you lose one of your outside sales, you have somebody ready for that role.

12:37 Or if you have somebody who isn't meeting expectations and won't change, you've got somebody for that role. I think there's nothing more motivational for a sales person than knowing there's someone in the wings who wants his job or her job. Right, right, right. And that increases the standards and accountability within the culture. So it's a very healthy culture. Moving on to chapter six, the shortest chapter in the book.

13:02 Yeah, here's the question. Can a bad leader create a good culture? Turn the page, no. Chapter seven. Bill, do you think people can change? Well, we've built our career on helping people change, but we've also started to make a distinction between capacity and capability and character traits. We can change and we can learn, but there are some things that are very deep-seated unless we want to change them. They're not going to change.

13:36 So if we've got the characteristics of an angry person, well, I've got to make that decision to change that I'm not going to let that anger show. If I don't do that, then I'm that bad leader. Yeah, yeah, yeah. So those are three great chapters and we'll be continuing at the book. So we'll be right back after this announcement. Do you have the right people on the bus and in the right seats? That's always the first step before investing in training because sometimes it's not about more training.

14:12 It's about finding the right people first. If you're looking to build your team this year and bring in folks who can hit your activity goals and drive the results you want, it may be time to talk with a recruiter. Let's head over to mnsales.com slash offers and check the box to connect with the professional recruiter. There's no obligation just a conversation. And if you'd like us to introduce you to someone who can find the right candidates for your team, fill out the short form and we'll be in touch.

14:38 Invest in your people. Invest in your future. Visit mnsales.com slash offers today. Scott and I have consistently been advising our clients to rank their customers, but Scott, it seems to be hard to accomplish. Why do you think this is a difficult process to get started? When it comes to ranking, you're deciding who's the priority of the day or the week. Sometimes when we don't have a focus or priorities and we think everybody counts and all money is green, we really don't care where the money comes from as long as there's a lot of it and it's all green.

15:16 So we don't work effectively on picking up how we trade our time. Well I think also we also want to say that everybody has potential to grow and so if I give them all the service that I would give a great customer, even though they're a mediocre customer, well they'll change and they'll get better. And so I agree, I think we're looking at that all money is green so everybody's equal. But I think we do agree that we've run into customers, some that are more demanding than others, they want more time, more hand holding, more experience and if they don't pay more, we're just throwing more money out the door because all we have to service people with

16:01 is our time and our talent. I think there needs to be some objectives within a sales department is how are we going to grow and where are we going to grow and to manage that time based on growing and the most potential and the greatest profitability too. So I think if we take the time to rank our customer base, it allows us to align our time, our efforts, the investment with what their profitability is, their strategic value and their growth potential.

16:33 And that's one thing that we found as we talked to companies they don't want to really look at, they think everybody's equal and that growth potential. It's easy to look at how much they bought and have that number. How much are they going to buy? Right. And that's one form of measurement and there's other ones too. So if we can rank our customer, now the funny thing is I think a lot of this is emotional. Scott, I don't know if you remember this situation, but we were teaching a class to people who were route sales persons.

17:03 So they had a route, they had a truck, they brought the stuff right in and we started talking about this ranking your customer and we had one guy, there's Adam and I will not rank my customers. And we said, okay, well, you know, and then we kept talking about something and he said, well, you know, those kind of customers, I don't give them as much time. And we said, you're ranking your customers. No, I'm not. I'm just not giving them as much time.

17:28 Okay, call it whatever you want. You don't want to emotionally say you're ranking your customers, but we're going to have to allocate time in different ways to different customers based on sales and growth potential and those sorts of things. So what's our goal in this whole process? Improve the customer experience, boost profitability. We've had customers, clients that are saying, hey, we start need to start looking at profitability, not just, you know, bottom line dollars or top line dollars.

17:58 And then we want to prevent burnout across the sales and service teams because there are some customers out there that are burnout creators. They are. And sometimes you get burned out when you don't feel like your time is being productive. And if your time is productive and you're ranking your customers, you're not going to be burned out because you're going to have more successes. Okay. So step one in this belief, Scott, why customer ranking matters, right?

18:26 And I think the thing, you and I feel this all the time, finite resources. There's only so much time in the day. You and I both work out of our homes. So we spend a lot of time in the evening doing those things that we couldn't do during the day. We have that sales time and it's amazing how much time selling takes. Driving out, meeting with a customer, having an appointment that's an hour long, you know, your whole, one appointment and your whole morning can be shot.

18:52 Oh, yeah, definitely. So then when it comes to customer service, you've got, if you've got a customer service team, what's the capability? If it's a software program, if there's some kind of technical support, there's a whole another group that has to be involved. And I got to tell you, there's, you know, knowing my friends as I do, there are certain people that are high technical support needs. And there are people that are low technical support needs.

19:17 Will you get a high technical support need? That's an expensive customer. They think a lot of time and resources. Yep. So, so if you don't have a clear ranking system, you're going to allow the, these resources we talked about to be consumed by who? The squeaky wheel. Yeah. Yeah. Right. Allowed us in the conversation, the most demanding, the ones that are annoying. Have you ever been in a situation, Scott, where you see a customer's name come up on your phone and you're like, oh, no.

19:46 Oh, I hope they're not going to answer. I'll call them tomorrow. Yeah. I sent them an email. Let that go to voice mail. Yeah. Maybe I'll call them back when they're not there. Right. Yeah. One thing I think we should probably clarify is when it comes to ranking customers, we're kind of assuming that the sales person also has an account management role. So they're selling multiple items through transactions within the relationship.

20:14 If you're going door to door in the same company that, you know, had the rep that didn't rank the customers, the owner of the company said, never pass up a door. Always go in and always introduce yourself to see if there's an opportunity before you qualify it. So if you're a sales rep and you're out there generating new revenue, never pass up a door. But you know, figure out what you're talking about. So we're not talking about pre-qualifying people you haven't even spoken to.

20:40 Right. Right. Exactly. Exactly. Yeah. This is customers that are regular customers and maybe you're not, maybe you're in the sales role and you turn everything over to customer service. Right. I mean, if I'm selling telecom, everybody that has a needs of phone, I'm going in. Never pass up a door. You're selling telecommunications, internet services, whatever. But again, we're not talking about pre-selecting. Right. We're talking about after they're a customer, how are we relating to them?

21:09 Right. Yeah. I just wanted to add some context to where we're at. Okay. All right. So let's talk about what that possible ranking criteria might be. Now obviously revenue is one of them. The bigger customers are buying more, the smaller customers are buying less. It's a number we can count on. Would that be the only thing that you would rate them on, Scott? No, absolutely not. What are some other thoughts that you have?

21:33 It's just on the revenue side. Well, on the revenue side, I got to look at profitability. I mean, I know somebody that worked for a huge Fortune 10 company, but they were getting raw materials from them and then manufacturing them and then giving them back their end products. And there was very little profitability. Unfortunately, that company had over 30% of the revenue. So we have to look at that when we end up ranking them.

22:00 Is that profitable or not? So we're taking 30% of our resources to give to a company that's not really making us that much money. Yeah, exactly. Yeah. My son works for a company in finance and all the deals go through finance. So he sees whether they're profitable or not and he'll talk to the sales person and say, why are we giving them this huge discount? Oh, they've been a customer for a long time. And he says, so we've been losing money on them for a long time and that's why we're going to give them a bigger discount to lose more money.

22:31 Right, right, right. But he works for a company where sales is king. Revenue is king, not profitability. And so he's fighting that battle all the time. I think that that's really good. What does it cost to serve them and what is the service intensity? I think a growth potential is important. We mentioned that previously for a moment, but can this company grow? Are there other satellite organizations? Are there other things we can sell to them?

22:59 Are they a growing concern? So they're on a consistent basis using more of our product over time. That's an important part. Are they strategically important? That's not one I had thought of before. So I started researching this. Is it prestigious to have them using our product? And we advertise, can we talk to other companies and say XYZ company uses us and therefore you should use us too. So let's say for example, I'm a company that sells aluminum cans and the Coca-Cola dealer locally is using my, well that's a prestige brand.

23:38 They've decided out of all the different suppliers they want to use my product, I can go out and talk about that I had that deal. And again, because it's probably a huge deal, my margin's less but my volume is greater. So I was making those balancing acts. I do a negotiation class. The questions that I ask the audience is, what can your customers do to build your business besides buy your product or service? Now you're really looking at that strategic alliance so you're working together and that collaboration and that sharing of the brand could be advantageous for both of you too.

24:15 And that adds value. Yeah, that's a great point. I think the relationship, what does a relationship look like? Do they pay on time? Are they easy to work with? Do they want to collaborate and create a better product together? Do they come to us and say, I have a problem, can you help me solve it? Or do we always have to go out there hat and hand begging them for more business? How is that partnership related? And then I also like to look at operational impact.

24:45 Are they far away? Is it cost us a lot more to deliver them? Are they demanding about customization? No, no, your color blue isn't quite right. We need everything produced in, you know, shade 572 or whatever. And yet I don't want to compensate you for having to re-machine everything for that. Are they a burdensome support because their people are knuckleheads and they don't know how to use anything. Or how I have to start from scratch every time.

25:12 Or they have a high turnover and I have to continue to train them in how to use my product. So what's that operational impact? I think one of the things that are powerful about these areas, Bill, is us as sales people can also think about this. I mean, are we fun to work with? Are we fun to invite in and have an impact on the culture? I mean, is it strategically important for us to work together and how can our customers use us to be able to increase morale externally?

25:41 Also, what are the impacts and benefits? Well, I think too, when we rank our customers from that standpoint, as a salesperson, I have more time to go out and get new customers that may be better, that may be more profitable, that may be easier to work with. So we're going to look at what do we do with these, you know, I always rank them ABCD. And what are we going to do with those D customers? That's a big qualification.

26:09 So we need to design some kind of a ranking customers. ABCD tier 1, 2, 3, but tier 1, A might be a strategic or a key account, that Coca-Cola account. We're doing a lot of volume. They're keeping us in business. They're the elephant that we were trying to get for years. And now we're going to have to support that elephant and it's going to provide a good ongoing service level, base level of product for us. So I think that's one usually pretty easy to find.

26:42 I would call that an A account. Thoughts on that? I agree. And sometimes, you know, you got to be careful what you wish for. I mean, the good thing is you got the Walmart account. The bad thing is you got the Walmart account. Well, again, if it's not profitable, it's not going to be any good. Yeah, it's a different level of profitability, but it's consistent. I think as long as you maintain that, you've got that revenue coming in.

27:06 But there's other reasons that's more of the strategic alliance. That's right. That's right. Account. So are they going to be tough to work with? Are they going to be friendly to work with? Yeah. If you have a, if you're largest customer is the biggest pain in the butt you ever thought of, you never want to rethink that. Right. All right. Tier 2 or B accounts, your core accounts, these are, they're profitable. They're stable customers are good friends.

27:29 They contribute good revenue. They may not have the same high level of revenue as your A customers, your tier one, but it's a structured service. They're easy to work with. It's a good revenue. These are accounts that they've been around a long time and they, they, they like to do business with us. I think that's always good. Do they like to do business with us? I think that core account, I think that's going to be your growth area.

27:57 Yeah. And this is where there's probably more interaction on a annual quarterly basis. So you can grow together with them. And what's nice about these is they're not trying to find somebody to replace you or they're not trying to ask you to always do a quote every time they put an order in loyalty. They know that you're just going to give them the best value and the best price. That loyalty is important and they like doing business with you.

28:23 When you do the annual meeting with them, it's friendly. It's not a bit session about all the things that, you know, they're not sitting there looking at everything possible that you might have done wrong. We know things go wrong in business. Are they giving us a little grace? So I like those tier two accounts. They're really good accounts. The number three or the sea accounts are maintenance accounts. They got modest revenue.

28:46 They've got some growth potential, but they're mostly dealing with inside sales. They're not spending a lot of time with your outside sales team. Maybe they're working on self-service. Maybe they're ordering online. They've got a self-service model. So the team isn't working a lot, but they're providing some good solid volume and they're not really bothersome account. And then tier four is the one we have to think about.

29:15 And that's transactional or low value accounts. The workload is higher than the value. We may be giving them. They might be, like I mentioned with my sons company, they're old customers and they're getting so many discounts that we used to give that we're not making any money on them at all. Maybe they bitch about price all the time. They're always negative about any price raise we have to do. They're just a hard person to deal with, a hard company to deal with.

29:46 And the orders are not that frequent either. And like you said, there's no potential there that they're going to be expanding. They're on the backside of growth. They're starting to start to disseminate and maybe even think about selling. Maybe they don't value what we value. I always talk about don't do business with a company. It doesn't value what you value. And so they're always asking us to do something different than who we are.

30:08 Right? So if they don't match your model, you're going to be changing everything to match for them. Yeah, good ranking. Good criteria. You know, suggest all of our listeners think about what criteria you're using and listen to the podcast again and figure out where your customers are and how you're going to trade your time. All right. So what can we do with these customers? All right. A couple of minutes left. I'll just talk about what we can do.

30:35 We can restructure the relationship. They're not making enough money. We can ask them to adjust pricing. We can put in minimum order levels or we can ask service teams to be involved. We can shift them to a different service channel. If they are agreed to just buy things. This happened with the route salespeople we were talking to. If they weren't buying enough, then they had to order it from the warehouse and the warehouse.

31:01 We just ship it to them. They weren't going to get that individual visit twice a week like a bigger customer was going to get. Right. And the consultation of a sales rep. Sales reps generally know what's going on and they know what changes are in the marketplace. So it's always nice to have them come in. That's right. They might have to reprice for the reality. I remember watching somebody talking about this and he was saying, if you want special service, it's going to cost you more.

31:28 If you want a special color, if you want it packaged differently, if you want it outside the bounds of what we normally do, there's going to be a cost to that. So you got to watch out for that. And then in some cases, a graduated exit. I mean, who are you going to talk to? I remember a client I was talking to years ago and he did a lot of business in Asia and his salesperson in Asia was pretty new and he was getting beat up by a customer.

31:55 Your prices are too high. Your products are no good. So he said, what should I do about it? I said, does he make any a lot of money? He says, we haven't made money on him in years. I said, fire him. They call he graduated exit. I said, fire him. Give all the, take all the files to Asia with you when you go and tell him he's going to have an opportunity to get another supplier. He did that. The guy said, you can't fire me.

32:16 You got the best product. You got the lowest prices. So he had to change his way. So sometimes when you tell a customer, we're going to let you go to our competitors. They don't want to go because all the things that the anger they had was all lies and negotiating. So, sometimes letting go a customer is not a failure. It's a realignment of the value that we have put there. So anyway, don't rank based on favoritism by who takes you to golf tournaments or who takes you to lunch most often.

32:50 Look at those customer tiers. What's the level of service we're going to give every one of those tiers and be consistent in that and show people that if you want more service, you're going to need to buy more from us. It's just the way it does. It's a competitive world out there. You have a lot of service options for them. So think about how you're going to rank those customers and rank them in a way that's going to help your company.

33:14 Well, that's good advice. And I think that that really works on defining how you're going to commit your time. Because again, time is something that we all have a limited resource of. I can't sell if I'm spending all my time with customer problems. Right. Right. So our resources go to you can visit johnniefranchise.com or go to mnsail slash offers. And we've got a few offers there for our listeners as well. Our golden nugget today is the key is not to prioritize what's on your schedule, but to schedule your priorities by Stephen Covey.

33:51 I think it's a book seven habits of highly effective people. We did that book many years ago. I thought it was a great book. So I think it's I think that you know, just to go look at this quote, we get busy doing busy work and we don't always do what's the most important. And so we talked about eating the frog, right? What's the thing that you have to do that maybe you don't want to do? Get that on your schedule early, get it done, clean it out, move it forward.

34:16 So I love this quote. All the information is going to be a winning at selling.com. Look for it there. This is show number seven, zero, one. Next week we're going to have a guest. Kim Murray is going to talk about why discipline beats distraction every time. So stay tuned for that episode. And then the following week we're going to be covering chapter seven, eight and nine of great leaders. Make sure Monday morning stone suck by Eric Harkins.

34:44 So please subscribe and share his podcast with your colleagues and on your social media networks. We'd be grateful for a five star review and a posting a favorable comment. If not favorable, contact us directly. Go out and get better one skill at a time. Try full selling.