If you'd like to grow your business by attracting your ideal clients there's a simple way to do so: integrity. There are a few key ways to have integrity when engaging with potential clients, and I'll explain exactly what those are and how to use them in this episode.

On this special solo show I'll share the importance of disarming customers in a conversation, why the same-side pitch is a new (and better) variation of the elevator pitch and the proper format to use for an effective case study on your web site. It's just and you me talking about business and integrity on today's episode of Grow My Revenue.

Listen to this episode and discover:

- Why we usually say "no thanks" when a sales person offers to help us.
- The three questions executives answer when making a decision.
- What is the same-side pitch?
- What is an elevator rant and why is it valuable?
- And so much more…

Episode Overview

When you walk into a store and a clerk approaches you to see if you need any help do you automatically say no? Most people do. Why? Because we don't yet trust them. We automatically assume they are simply asking so they can sell us something, and no one wants to be sold to even if they are in a store with the intent to buy!

The same goes for your clients and the conversations you have with them. If going into a conversation you already know they are assuming you are selling to them you can disarm them using authenticity and integrity.

To understand what it means to disarm you first have to understand how executives make decisions. They first look at what problem you solve, or why they may need you. Next they evaluate the likely results or outcome they'll receive from working with you. And finally they evaluate alternatives they have vs. reasons they would choose you. Tune in to hear all of that and so much more on this episode of Grow My Revenue.

To discover other episodes of this podcast go to http://www.growmyrevenue.com/business-cast/

How do you know if you are measuring and tracking the right metrics on your site? Are you fully utilizing the power of digital marketing to grow your revenue and your business? Because there are many avenues to go down when talking digital marketing I brought in an expert to answer those questions and more: Chris Yoko.

On this episode of Grow My Revenue Chris joins us to share his wisdom on the the biggest mistakes most businesses are making in digital marketing today. We also dive into why a high bounce rate from your site can be a good thing and how to increase yours if needed, plus the transformation that focusing on value has created in his business and with his clients.

Listen to this episode and discover:

-What metrics are valuable to measure from your web site?
- What is a bounce rate and when would you want a high bounce rate?
- Why you want to repel certain people from your business.
- A real life example of how to focus on results and value, versus pricing.
- Chris shares the greatest business lesson he's learned.
And so much more…

Episode Overview
Chris is the founder of Yoko Co and widely regarded as an expert on digital marketing. In his time in the industry one of the biggest and most common mistakes he sees is businesses focusing on the short-term issues with their website rather than the big picture.

Often a company will say they need their site to be more mobile-friendly and to rank higher for certain keyword terms. While those are valuable considerations Chris has learned to take the conversation one step further: what will happen when more customers can find them with those search terms and what will their customers do with the new mobile-friendly site?

More traffic and better usability are important but only if the company is clear on what happens next. If they have more traffic but it isn't targeted the company will only gain unqualified leads that drain the company's resources. It's important to go beyond the short-term fixes and look at the big picture according to Chris.

Also important according to Chris is the bounce rate. Often clients have called him in a panic because their bounce rates are very high. To know why this isn't necessarily a bad thing you have to know what a bounce rate is exactly: it's the number of people who visit your site and then leave after the first page.

Having a high bounce rate isn't bad because it can simply mean your customers are getting what they need from that one page. Maybe they want to find you on social media and they can do that from that first page they visit. Maybe they want your address or phone number and they get it from the first page, so they leave or "bounce" from your site.

A high bounce rate can also help a company sort out the unqualified leads without using resources from their sales and marketing staff to do so. Chris gives more details about this on the show including his tale of one of his clients who offered services starting at $50k. By spelling that out on the first page of the site they were able to field calls and emails only from highly qualified potential clients and that helped their staff save time and create more revenue.

If you're still getting unqualified leads and wasting precious resources sorting through them Chris explains how to change your site so you can increase your bounce rate too.

On this edition of Grow Your Revenue Chris and I discuss how to shift client conversations from pricing to results and value, he gives an actual example of doing so and what that has meant for his business. We also get into the importance of feedback. Tune in to hear all of that and more!

To learn more go to http://www.growmyrevenue.com/business-cast/

For many businesses outside funding is an important tool that is instrumental to their growth. If you're in that position or ever have been how do you know whether you should work with a banker or a venture capitalist? How do you know what banks are looking for? And are there ways you can increase your chances of getting financing?

Joining us to answer those questions and more is commercial lending expert, Jenny Shtipelman. On this episode of Grow My Revenue Jenny and I discuss how to create and sustain the best possible relationship with your banker, and much more.

Listen to this episode and discover:

- What are the biggest pitfalls businesses make when requesting a loan?
- What it says to a bank if you aren't willing to sign a personal guarantee.
- What is the two bucket scenario and why is it important to the lenders?
- What can you do to increase chances of a good relationship with your bank?
- Why systems are so important to your potential lender.
- And so much more…

Episode Overview

Jenny Shtipelman is a rarity in the banking world: she's the type of person who will give you honest advice, even if that advice is to work with someone else. And the advice she gives is always solid: she's spent nearly 15 years in the commercial banking industry and worked in personal finance before that. If it involves lending or finances she knows about it!

On this episode Jenny shares the three things banks look for when you're requesting a loan for your business, why personal guarantees are so critical and when you should approach a bank for financing and when you should ask a venture capitalist, or if you should do a combination of the two.

Jenny says the three things banks look for when deciding whether or not to approve a loan for your business are:

1. You must show the bank either via history or projections that you will be able to service the debt you are requesting.

2. You must have some type of collateral. It could be real estate (but doesn't have to be), or it could be something like accounts receivable. The types of collateral will vary depending on your business but be prepared to have something of value to back up the loan.

3. It's critical that the principals behind the business have a habit of showing they pay their bills. If they can prove this they are showing the bank they are responsible, and it will weigh in favor of the loan being granted.

Whether you approach a bank for a loan or a venture capitalist for funding will depend on your business, and your business goals. Banks in general are far more bottom line-driven, meaning they are looking for cash flow and profits. Venture capitalists are top line-driven, they are looking for revenue growth and other top line indicators.

So if you are anticipating exponential growth you should talk to investors. If your bottom line is solid and you are projecting an increase there you should approach a bank.

You can do both venture backing and bank financing. This is especially true if you have controlled growth - the type of controlled growth that allows you to give some equity and take on debt while still meeting your numbers and serving that debt. Banks generally look favorably on companies with investor backing, it shows them other people have some skin in the game of the business' success too.

Also on today's show Jenny and I discuss why personal guarantees are a necessity (at least in the early stages of your banking relationship) as well as her top tip for creating a strong relationship with your banker. You'll hear her candid and knowledge advice on all of that on this edition of Grow Your Revenue.

For more information go to http://www.growmyrevenue.com/business-cast/

One of the most important things a seller can do is understand where their client, the buyer, is coming from. Knowing what the buyer needs and wants is pivotal to not just making the sale but also building a trusted relationship that lasts.

An expert on this topic, and my co-author on Same Side Selling, is here for today's episode: Mr. Jack Quarles. Jack has been in the procurement/buying side of the sales equation for nearly two decades. On this episode of Grow My Revenue Jack shares his insights on what's going on in the minds of buyers and why those insights are so important for sales professionals.

Listen to this episode and discover:

- What is the biggest mistake sellers make when approaching buyers?
- Why focusing on saving your buyer money will often backfire.
- This key phrase instantly positions you to be seen as a trusted advisor: what is it?
- When someone leans on price what is Jack's immediate response as a buyer?
- What is the value of disarming the potential buyer?
- And so much more…

Episode Overview

With almost 20 years of experience under his belt, Jack Quarles has earned the title of expert in the world of procurement. He has seen and experienced firsthand nearly every possible scenario a buyer could, and he's lived to tell the tale!

One of the many reasons I brought him on as a guest is because of his experiences and expertise. On today's episode he specifically shares the biggest mistake he believes sellers make when they approach buyers, why focusing on price doesn't work with today's sophisticated buyers, and the two questions he always recommends buyers ask a prospective vendor (and why they are important to know as a seller).

The biggest mistake he sees sellers make when approaching buyers is focusing on price. Buyers today have gone beyond the budget-based buying of times past; they are sophisticated and understand the lowest price is not necessarily the best fit or the best value for their company.

As a seller it's imperative you convey to them that you understand that they are a sophisticated buyer, one who looks at both price and at value. Let them know you know they are looking for long-term value and a long-term relationship that goes beyond what you are selling and in fact can overlap and reduce their costs in other areas as well. When you can share that understanding they will begin to see you as a trusted advisor.

In alignment with the focus on value and price, there are two questions Jack always recommends you be prepared for from a potential vendor. These are the two questions he encourages any buyer to ask during a sales meetings with potential vendors.

The first question is what kind of company is your best fit and what are some of your success stories? The second question is who are you not a good fit for and who are some customers you brought in that didn't work out and why wasn't it a match?

These questions are important because authentic answers from you as the seller will give you an honest assessment of where you deliver a ton of value and results, and where you do not. If you can give real answers to the vendors, your potential new clients, they will again trust you as an advisor and a resource. Even if you don't make the sale if that vendor trusts you they are very likely to give you referrals from people they know: all because you were honest and authentic.

Also on today's show Jack shares the difference between resources and results in a sales situation, we play a word association game where he says whatever comes to mind when I ask him certain phrases sellers use during a sales process and Jack gives the greatest advice he has on creating a better relationship between buyer and seller. Be sure to listen in and then apply what you've heard today grow your revenue.

Discover more at http://www.growmyrevenue.com/business-cast/

Often when we talk about the success of a company we say "it's their culture". But what does that mean? What exactly is culture in a company and why is it so closely linked to the success (or failure) of an organization?

Widely regarded as an expert on the topic of culture is Robert Richman, our guest on this show. He was the chief culture strategist at Zappo's under Tony Hsieh and founded Zappo's Insights which went on to be a multi-million dollar business on its own. He is also the author of Culture Blueprint and is here to answer those questions.

Listen to this episode and discover:

- What is the power of a strong culture?
- What did Steve Jobs say was his greatest invention?
- Why a quiet culture can be a bad sign, and what to do about it.
- Why explicit permission is so vital to your company's culture.
- What are the two conversations around culture?
And so much more…

Episode Overview

When asked to explain what he thinks culture is Robert says the very act of defining culture is valuable to organizations. He has asked numerous audiences during his speaking career and has gotten various answers - all of which are correct. The important takeaway he emphasizes to his audience and on today's show is to start talking about culture. It's how you'll define yours and how you'll start to shift it.

He also explains culture is something we can all pick up on within just a few minutes of being in a company's offices. Even though you may not be able to put words to it you'll know what a company is like just by being around the environment and the people for a short length of time.

Because of that we are all experts on culture, we all understand culture is important to the success of an organization. Much like watching a good basketball team that is well-coached, has played together for awhile and knows each other, connections in a company are formed among the individuals and trust is created through those connections.

That's when a culture is strong, but what happens when it's not and it's time to work on strengthening or repairing the culture? Robert has seen more than his share of mistakes made in this area, the biggest of which is telling people what to do. Giving people directives, even to do things they want to do, only backfires. You have to let people opt in, participate and choose for themselves otherwise whatever you tell them to do won't work.

Some of the companies he's consulted with have had leaders who wanted a certain performance or objective to be reached. And rather than allowing their people to give ideas and feedback the leader simply mandates the actions needed to be taken by the staff to achieve that end result.

The best way to work with your team to create a strong culture and implement objectives is to present the idea, ask for feedback, ask for your staff's input and ideas on how to make that happen. And always be open along the way: your team may have better ideas than the ones you have thought of so be open to hearing them and changing direction accordingly.

Also on today’s episode Robert shares the symptoms indicative of a culture issue, the first and most important step to take to address the culture issue and the top excuses he hears from executives on why they can't make changes to their culture.

Because culture is such an important factor in the success and growth of a company be sure to listen in and get ready to implement what you learn on this episode of Grow My Revenue with Robert Richman.

On this episode I delve into the three questions everyone keeps asking: (1) What do you do if you're competing against an existing vendor? (2) How do you create a sense of urgency on the part of your client? (3) What about the issue of qualifying - how do you know if you're addressing what your clients need versus your own?

Those are the three hottest questions I've been asked of late, and because they've been coming up so often I wanted to spend this time answering them for you on today's show.

Listen to this episode and discover:

- How do you tap into what's really important to your client?
- What is the key to qualification and urgency?
- How to remove the risk of working with you over your competitors.
- Can urgency ever be created by you for your clients?
- And so much more…

Episode Overview

Of the three questions I've been asked so often lately the first one to start with is qualification. On this topic the one thing you have to remember when qualifying any deal or potential client is this: it doesn't matter what you think is important, all that matters is what the client thinks is important. When you understand that and work with that knowledge, then you have the chance to create a long-lasting partnership.

And that moves us to the second question around urgency. Can you actually create urgency on behalf of your client? Can you make them feel the urgency of doing a deal? And the short answer is no.

The longer answer is you can ask questions that will help create an awareness of certain conditions that could create urgency for them. This is often a risk/reward situation so if you approach it factually you can better assess whether or not there is the potential for urgency down the road.

The third question I've been asked so often lately is what to do in competitive scenarios. How can you tell where you stand among your competitors in a given situation? The first rule here is to never talk trash about anyone else in your industry, not ever. Even if you're telling the truth it will still sound like sour grapes to other people, and that's not a reputation you want to have.

But what you can do is spell out what you understand the potential client's needs are, and then provide the questions you think would be beneficial for them to ask of anyone they work with. Then finish with an offer to begin a working relationship with them on a shorter contract.

For example if the usual contract is three years offer to work with them for the first six months to make sure they have what they need, and then if you're both happy you'll sign the usual three year contract. You can tell them you are so confident they will be happy with your services you are willing to prove it before getting a long-term agreement.

By doing so you are removing their risk, you showed them you are more interested in their outcome and their results than you are in just making the sale and closing the deal. And even if they don't choose to work with you you've provided questions they can ask of anyone to be certain they get what they need. You've set yourself apart from everyone else in your industry and every potential competitor by putting their needs ahead of your own.

Also on this special solo episode I'll talk you through the exact sequence of questions to ask when you're approaching a potential client who is already working with another vendor in your industry. I'll tell you exactly what to say to get an honest assessment of their needs and any potential areas you can fix. Tune in to hear exactly how on this episode of Grow My Revenue.

When is the best time to start thinking about your business' exit? 5 years ahead of time? 10 years? Our guest on today's episode, Tallat Mahmood, explains when to start planning and how to do so most effectively.

For the last 12 years Tallat has been working with small and medium-sized businesses to raise millions of capital for growth and has helped with mergers and acquisitions transactions for exits. And he shares what he's learned from those experiences including the essential elements in a business plan to raise capital and sell your business plus the biggest mistakes he sees companies make when creating a business plan.

Listen to this episode and discover:

- What is the best time to think about selling?
- What creates the greatest value for a potential owner?
- What types of companies are best suited to which types of exits?
- How to make accurate financial assumptions if you're just starting out.
- What is the sensitivity analysis approach and how should you use it?
- And so much more…

Episode Overview
In the dozen years he's worked with various companies that are ready to sell the biggest mistake he has seen is they aren't as ready to sell as they think they are. In fact most companies are grossly underprepared.

To avoid that same fate Tallat encourages you to begin with the end in mind - consider your exit strategy from day one. Doing so will help you be prepared to sell of course, but it will also help you grow your business most effectively between now and the day you sell.

If your business is already underway create a business plan or update your existing one. Tallat says it's a must for any business to put together a business plan. And there are certain elements he considers necessary in that plan.

The first is your product or service. In this section of the plan you must explain the demand for your product or service, the need it fulfills and the pain points of your customer. If you do something better than the competition highlight that here.

The next section is the target market. Who is yours? Identify them and be specific; then discuss the size of your market, the future of it, how it will grow, who else competes in that market space, how strong they are and how quickly this particular market is going to grow (so you can show the growth potential of your business along with it).

Next is sales and marketing. Explain how you're going to reach your target market, how you'll sell to them and get in front of them. Detail how you will reach your first 1,000 customers and how they will reach out on your behalf to generate your next 1,000 customers. This should be strategic and thorough.

You'll also want to have a section for your financials including metrics to show you are on course and your forecast for the future (i.e. what you expect your business will do in the next few years in terms of cash, balance sheet, etc.). You'll also need to explain your assumptions here, so give conservative, aggressive and mid-range projections with explanations within each.

Tallat also shares what to include in the team management section (and why it's so critical for selling your company to any investor), the types of exits available for different businesses and other key factors investors look at when evaluating your company. His expertise on this episode is plentiful, get ready to learn and then apply it in your business today to grow your revenue!

Discover more: http://www.growmyrevenue.com/podcast/tallat-mahmood/

Growth is vital to any business, but if you want exponential growth to skyrocket your revenue referrals are key. So how do you get those referrals from your clients? Is it with high net promoter scores, by simply asking or is it something else?

Our guest today has the answers. Bill Cates is the CEO and creator of Referral Coach and he’s known as the expert on referrals! On this episode we’ll talk about the myth of customer loyalty, the biggest mistakes he sees companies make when asking for referrals and his formula for generating for personal introductions.

Listen to this episode and discover:

- What is the customer loyalty myth?
- What does appropriately proactive mean?
- Do rewards programs work?
- What is the best way to ask for a specific introduction?
- Why a value-centered approach produces better results.
And so much more…
Episode Overview

As a Hall of Fame speaker and best-selling author on the topic of referrals Bill Cates knows exactly how to utilize referrals and personal introductions and create business growth.

While he agrees with the conventional wisdom that loyal customers help our business stay in business he goes one step further and says to truly expand exponentially we have to leverage those happy customer relationships.

One of the biggest mistakes he sees businesses make when trying to leverage those relationships and ask for referrals is not doing it! The next common misstep is to position the referral as though the other person is doing us a favor rather than the referral receiving value.

And the way you avoid that misstep is to be referable. If your customer or client sees you as honest, trustworthy and a source of value for them they are far more likely to refer you because they know the person they are referring you to will also be receiving value.

How do you know if you are referable? The best way is to have a value discussion and check in on your customer’s ongoing experience. Are they getting what they need? If not how can you provide that for them? By checking in regularly you’ll address any issues that come up and will be able to keep them happy with your products or services. And if they are happy you are referable in their eyes.

Once your clients see you as referable how you get those referrals and turn them into clients is done differently today. According to Bill the way we connect with our referrals today has changed. No longer can we simply use our client’s names when calling our referral lead, people today are difficult to reach and may not call us back. But if we are personally introduced in a way that makes sense for the person we’re meeting we can then call the new lead and get a response.

Again the best way to do this is to have a discussion with your client who is referring you and find out the best way to get in touch with this new referral. Does it make the most sense to go golfing together or have lunch? Or will a simple email introduction suffice? Ask your client and follow their lead.

Also on today’s episode Bill shares his one piece of advice on growing your business through personal introductions, what to do with your net promoter scores and other referral-related insights for growing your revenue in a way that produces tangible, immediate results.

Discover more at http://www.growmyrevenue.com/podcast/bill-cares-earn-more-referrals/

Sales is the lifeblood of any company so finding the right sales force is absolutely crucial to growing your revenue. But how do you find and attract the top candidates? The ones who will exceed your needs and be happy with their jobs?

Here to answer those questions are Debbie Doak and Kim Cole of The Sales Force. On today's episode we'll discuss finding the right candidates, why hiring millennials is different than any other generation, how to always have a good interview no matter and the biggest interview blunders they've seen (and how to avoid them).

Listen to this episode and discover:
- Why posting and praying isn't enough when hiring a sales person.
- What are some of the best (and worst) questions to ask during an interview?
- What role does social media play today in sales recruitment?
- Does it pay to make a YouTube video about your company's openings?
- Why there is no such thing as a bad interview.
- And so much more…

Episode Overview
The Sales Zone was started by Debbie and Kim back in 2000, with an initial focus on placing customer-facing or revenue-impacting candidates, or both depending on the company's needs. Over time they've grown to work with C-level candidates as well, and today they find top quality hires for nearly every industry.

One of the most critical mistakes they see executives make when hiring for a new role (sales or otherwise) is not clearly defining that role and what success looks like for the person in that role.Too often employers say they want to hire a good sales person or something of that nature; you must be more specific.

As the employer if you don't know exactly what you need for the position you are hiring for you won't find the most qualified candidate. And if you don't know what you expect from them in order to be successful once they are hired you'll have a hard time creating a successful employee.

Once you're clear and you've moved into the interviewing process there are a number of things to consider including the different way to position yourself and your company in the mind of a millennial. The construct of a job and the title are incredibly important. A millennial is far more likely to respond positively to a title like customer success manager (as opposed to account manager).

Also a millennial is not comfortable with the idea of selling, but they are comfortable with helping others and providing solutions. So keep that in mind as you are interviewing with them. Rather than asking where they want to be in 5 years you can ask them what types of problems they see themselves solving for their customers, their companies and society at large. That is the type of question that will engage them and they will see your company as a place that is a good potential fit for them.

It's important to remember that the interviewing process is a selling opportunity for both sides. Even if you don't hire the person you want them to be left with a positive impression of you and your organization. Down the road they may look to you as a potential service provider, or may apply to work for you again.

And with employee competition fierce - even big companies like GE have announced talent acquisition is a strategic problem for them - you want to be certain everyone you meet with thinks highly of you after regardless of the outcome.

On the topic of talent acquisition Debbie and Kim also explain where they get theirs from by breaking down each individual piece of their sales candidate funnel, and they also give one piece of advice on how to find and attract the right sales candidate for your company. Finding and attracting the right talent is crucial to the growth and success of your company and its revenue.

Discover more at: http://www.growmyrevenue.com/podcast/sales-zonehow-find-attract-right-sales-candidate/

Jonathan Krinn joins us to talk about innovation in any marketplace, how to create a culture of caring among your employees and what transparency has to do with being a successful leader of your team, no matter your industry.Jon Krinn joins us to talk about innovation in any marketplace, how to create a culture of caring among your employees and what transparency has to do with being a successful leader of your team, no matter your industry.

Listen to this episode and discover:

- Why did Jon name his restaurant Clarity?
- What is his secret to an engaged, happy staff?
- Why do you have to trust your product?
- How being vulnerable with your team translates to success.
- And so much more…

Episode Overview

Jon Krinn started this current journey by attending culinary school in France, New York and Washington, D.C. for 12 years. When he finished his schooling he was fortunate enough to work with some of the best chefs in the world.

Then in 2010 he was offered an opportunity to work in the field of innovation marketing, and even though it wasn't culinary in nature, he jumped at the chance. It appealed to him because of the unique experience it offered him. He pursued that path for the next 5 years before opening his creative bistro/culinary hangout Clarity.

On today's show we dive deeper into why he opened Clarity, and what insights he brought with him from his time in the innovation marketing world and why that's made Clarity so successful. We also discuss how he keeps his staff happy, a notoriously difficult feat in the restaurant field.

One of the first things Jon wanted for Clarity was to have an open kitchen. Most restaurants have a closed kitchen: you're not able to see what the chefs, line cooks and prep cooks are doing to create your meal. But with Clarity you get just that: clarity on what goes on "behind the scenes" and people appreciate the transparency it offers.

That clarity and transparency don't just apply to the restaurant industry, they apply everywhere. As Jon says on this show if no one sees it, no one buys. If no one can see what you're doing and how you're doing it they are far less apt to buy from you. Give people transparency and they'll trust you and buy from you.

Another way to create trust is vulnerability. Jon is vulnerable with his team and it's made a big impact. According to Jon if you're vulnerable with your team it shows you are human, you aren't always right and you aren't made of Teflon! When your staff knows you're human they simply trust you more which goes a long way towards creating a positive environment for everyone from your staff to your clients.

Jon continues that culture of caring by taking care of his staff first. He works to make their lives more fulfilling and that translates to a better overall customer experience. When the staff is happy they make the customers happy! The same is true for your team.

One specific way Jon does this is by asking for their ideas. He lets everyone know that no one is smarter or better than anyone else on the team, they are all equals and all ideas are welcome. And not only does Jon care about their ideas but he gladly gives credit to his entire staff on a regular basis. So often when a restaurant or company succeeds it is the owner, the CEO, or another high-visibility position that gets the credit. But that success couldn't have been achieved without the contribution of everyone on the team.

Listen in to this show to find out more about Jon's keys to success including the importance of restating your mission and vision statements regularly, and why you can and should innovate when something is broken in your industry. Jon's insights go far beyond the restaurant world, listen in and apply them today to grow your revenue.