February 19, 2025 • 29 mins
The episode discusses the evolution of marketing strategies informed by a faith-based approach, emphasizing the importance of authenticity over discounts. Through personal experiences and lessons learned from past failures, the episode highlights the core elements of brand development, effective lead generation, and nurturing client relationships to drive sustained growth.
• Shift in marketing strategies from discounts to value-driven pricing
• Lessons from automotive and tech giants on the pitfalls of incentives
• The importance of storytelling in brand development
• Defining the ideal client through refined lead generation tactics
• Enhancing sales processes through genuine relationship building
• Reflections on the challenges and experiences with previous sales models
• The pivotal role of faith and obedience in business decisions
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 0 (00:00):
What's up, guys?
This is Matt with the Vota Talk, or the Real Matt Walton.
This is your hub for all thingsKingdom, business, businesses,
ministry, business strategy.
My goal is to provide as muchvalue, minute by minute, each
podcast that you listen to.
So let's get to it.
What's up, guys?
Matt Walton with the Vota Talk,or the Real Matt Walton,
(00:21):
depending on how you found meand welcome.
I am extremely excited todaybecause, man, this morning it
was raining this morning here inLas Vegas, which never happens,
but still woke up and did whatI need to do, exercised outside.
I didn't do my full time, I hadto cut it a little bit short
just because of the rain, butthat opened up the door for me
to spend a lot of time with theLord this morning and spend a
(00:43):
lot of time like in worship.
I don't know if y'all have everheard of Jeremy Riddle and his
album I think it's live in theprayer room, but that is an
incredible album and I justfound myself just worshiping the
Lord this morning and justbeing full of his Holy Spirit
and just being overflowing.
So that was just awesome.
I had a different morning thismorning because my wife is out
of town and my daughter is outof town as well, so I was able
(01:05):
to kind of have the house tomyself and crank up the music
and get ready for the day.
So hopefully that encouragesyou guys, because, man, when we
make God the center of our daysand the center of every single
thing that we do, we find peace,joy, everything that we were
missing, all is found in Christ.
So let's get into it.
Today I want to talk about mymarketing department and some
(01:28):
things that I've learned andsome things that I'm doing
differently now than I was doingat the very beginning, and then
I want to share some reallycool stories with you as well,
about when you're obedient toGod, what he does with that
obedience.
So I want to start withscripture.
Everything that I do isanchored in scripture, and this
scripture has nothing to do withmarketing, but it has
(01:48):
everything to do with marketingat the same time.
And this is Psalm 25, versefour, and it says make me to
know your ways, o Lord, teach meyour paths.
And so I read that this morningand it's just an awesome verse.
It's a verse that really islike a heart posture, that I
think is a great heart posturefor all of us to have, and I
just cried that out to the Lordthis morning and so I plead that
(02:11):
over.
Everybody that's listening.
But I want to share somestories this morning.
I want to talk about my threephases of my marketing
department.
I have a bunch of extensionsand arms within those three
phases.
I'll get into that here in aminute.
I have a high ticket product,so I don't sell a low ticket
products.
My product is like north of$35,000 or $40,000.
(02:31):
And so I'm specifically talkingto people.
Well, I mean, it's really foranybody, anybody that's in
marketing or anybody that's inbusiness that has a marketing
department or is growing withtheir marketing department.
So there's some cool storiesthat I've learned and one of the
things that, like last year, Idid a lot of sales.
So every single month, one ofthe things that I would roll out
(02:52):
is just these sales say $3,000off, $5,000 off.
I would do flash sales as well.
I can't remember if it was$7,000 or $8,000, but I did a
flash sale last year of seven oreight thousand dollars off, and
so those are really just toincentivize the buyers and to
incentivize those that are inthe market for my products, and
(03:14):
what I learned is they.
That's not the best model forme, and so what that caused me
to do was, every single month, Iwas trying to come up with a
new offer to offer my clients,whether that was in-house
financing or make this paymenthere, or if we get X amount of
people to buy my product, thenit's a tiered discounts.
(03:35):
There was all of these kind ofI don't want to say
manipulations, because they werenever a form of manipulation,
but I can certainly see how theywould be construed as that and
it's just a marketing tactic inorder to drive traffic, to
overly increase sales.
And where God has me now isaway from that, and I'm going to
get into that here in a minute.
But I want to back up what I wasjust saying with a couple of
(03:56):
stories, and one was of GMC.
So GMC was like they werebuilding more cars than any
other car manufacturer for along long time, until Japan and
some overseas manufacturersenter the picture, and so what
they did was they had to createthese incentives,
incentive-based programs, inorder to entice buyers to come
and buy their product, becauseJapan-made products were being
(04:19):
made for so much cheaper, and so, as a result of that, they gave
you an incentive, like abuyback or like an incentive.
Hey, you get cash back.
And what they realized is, youfast forward a year or so after
they rolled that out and, yeah,their sales were increasing, but
their profit was decreasing,and so it was limiting them to
do what they needed to do toinvest back into their employees
, to invest back into thebusiness.
(04:40):
And so, as a result of that,they were in this just hamster
wheel.
And there's this hamster wheelof I'll give you a deal, give
you this, and they would justsee their profit decrease.
And so, out of that, motorola,the phone company, implemented a
very similar thing, and duringthat they were manipulating
buyers to sign up with them, andif you signed up with us, then
(05:02):
you were going to get cash backon your phone and all of this
stuff.
And what that equated to wasthey had a little clause in the
contract that said only one peraddress, and so, because of that
, everybody that lived in anapartment building was unable to
take advantage of that, exceptfor one person within that
apartment building, and so theyended up and had to pay back a
ton of money in a lawsuit.
(05:23):
So these are a couple ofdifferent stories.
Now, I don't believe thatanybody that's listening has a
heart like Motorola tomanipulate buyers or at least I
hope you don't and we may.
Just heart is just let me.
I have a little bit of money inhere so I can offer that back
to the clients to hopefullyincrease some sales, to increase
traffic and all of that.
(05:43):
And so where God has me now isaway from that.
So my perspective this year,based off of what my data told
me last year, is I want to moveaway from trying to incentivize
people with discounts and all ofthat.
Rather, I've got the bestquality products in the market
with the most incredible why andwhy we exist and who we help
(06:03):
and what buying this productsolves and what it solves for
you, I mean.
So that's kind of where I'mpivoting to, and I've elevated
my prices so that I can makemore of a profit to invest more
into the business, to investmore into the people and to
invest more into my facility andwebsite and all of that.
And so what we find is, when weget in this rat race of lowering
(06:25):
our prices, you may have thebest quality products out of
everybody in your market, but ifyour prices are priced right in
line with them.
It gets really hardpsychologically for somebody to
understand why your product isdifferent and yet it's still
priced at the same price.
So where I'm kind of pivotingto is not elevating it to be
unfair.
Right, I want to be reasonableand I want to be fair with every
(06:47):
single buyer, but I also wantto make sure that the business
is taken care of and to makesure that we can continue to
build these things and whenwarranty items come up, we're
bar none with how we handlethese warranty items and we
didn't outprice ourselves fromtaking care of our clients down
the road, and so I know a lot ofbusinesses fall into that.
We just get into this price trapto where let me offer a
discounted price, let me bepriced right at the market level
(07:09):
, and when you get in there andtry to sell them on the quality
of your product, it's a really,really hard sell.
But if you're in and you're alittle bit more expensive than
somebody else, then it's alittle bit easier to justify why
your product is so much better,because now they're tying the
more expensive price to thebetter quality product and as
long as your quality is betterand your product is better, then
(07:29):
that's an easier sell and so,anyways, I want to get into why
the way I view my marketingdepartment and like how it's
kind of evolved over time and Ihave three different departments
, I kind of broke it up intothree different departments.
You'll see brand development,lead generation which this is
where you kind of get your idealclient and pursue them, and
then sales and nurture, and sothat is where my business is at
(07:52):
right now.
That's kind of the marketingdepartment, and within that I
have social media, a socialmedia manager, editor, poster,
all of that.
I have a fractional CMO leadgenerator.
I have, like my wife handles, alot of sales.
I handle a lot of the sales nowas well.
So we have a team of peoplethat we have our CRM manager.
We have a team of people thatdo different things within each
(08:15):
of these departments here.
So the software that is used isI use GoHighLevel for my CRM.
That is not the CRM that I willalways use, but it is what I am
using now.
Once I get to a certain pointof growth and get to a certain
level of clients coming in andget to a certain level of
needing it to be more robust,then I will pivot and I will
(08:36):
bring on a new software.
I don't know what that softwareis just yet.
For me I'm looking at like anopen AI software that is like an
ERP software.
I'm specifically inmanufacturing, so for me to have
something that encapsulatesthat, that was built for
manufacturers is super important, which GoHighLevel was not, but
GoHighLevel still gives me theability to do a number of
(08:57):
different things.
And then Google Ads is anotherone Google my Business.
I just use the Google platformto release ads and to manage my
business or manage Google myBusiness.
So I want to, I want toencourage everybody to be brave
enough to try new things.
And so what happens a lot oftime in business is we try to be
(09:17):
just so calculated with everysingle decision that we get that
analysis paralysis and we endup and don't make decisions or
don't do things because we'renervous about what could happen,
even though what we'recurrently doing isn't working
the way that we want it to work.
So that's kind of walking atightrope, because there's times
whenever, especially for me asa visionary, I have to make sure
that I'm not just changingthings just to change things
(09:38):
whenever I don't initially havethe exact result that I'm
looking for.
So sometimes it's more wise tostick with something for a
little while than it is just tobounce in to do the next thing.
But just be wise about that,man.
God is so good to give you thediscernment on what you should
do and what you don't need to do.
Or maybe you have a list of 50things, like I do, that I know
need to be done.
Go in there and rank thosethings as to what the most
(09:59):
important thing is that need toget done because, and then and
then put a dollar amount bythose things and put like $1
sign and equate that to or putthat on a scale of like one
through $5 signs, and thenanalyze your budget and figure
out what you can do, what youcan't do, based off of how much
it's going to cost and based offthe importance of getting it
done.
And that's kind of what I dofor every single time that I
(10:20):
need to go to a next level,because everything needs to
continuously be analyzed so thatyou can make the improvements.
That's why looking at KPI andlooking at data is so important,
because we oftentimes will hearsomething in a podcast or read
something somewhere or findsomebody down the street that's
doing something, and it may notapply directly to what you're
doing, or it might.
That's why your data is soimportant to look at, because
(10:42):
that's what's going to tell youwhat needs to happen.
But it takes time to get tothat point.
It's taken me two and a halfplus years to get to the point
to where I can actually look atsome data and make decisions
based off of data rather thanwhat I would think would be the
best decision to make.
So be brave enough to beobedient to make decisions, and
I promise you you're going tofail.
It's going to cost you a lot ofmoney.
(11:02):
Get comfortable with spendingmoney on things that don't work,
and I'm not saying be unwisewith that.
Just go and do, just to do no.
Be very calculated.
Make sure that you're preparedand make sure that you feel
confident and that you receiveda confirmation from the Lord
before you make those decisions.
Bring God in on every singlething.
But if it fails, good, at leastyou know what works and what
(11:24):
doesn't work.
I have a little bit over twoand a half years now of a lot of
failures and a lot of thingsthat I know.
When I do it again, here's howI'll do it differently.
And I love it, man, becauseyou're reverse engineering a
business and you're figuring outwhat works for you and getting
it dialed in for what works foryou.
So let's get into these threephases right here.
And underneath, branddevelopment, I don't want to
(11:46):
break this down on how my wholeentire marketing department
looks.
I'm not going to get granularwith a bunch of little details.
I can do that later.
I'll break them outindividually later.
But within brand development,one thing that I have pivoted
from this year, or pivoted fromlast year to this year, is
really focused on why thisbusiness exists and why we do
what we do.
And so, like sharing the storyof how I bought the business, of
(12:09):
how I use the business as myministry, of how I hire guys
that are in prison and just pourChrist into them, edify them uh
, I'm working on transitionalfacility for them whenever they
get out and then these programsso that way they can elevate,
continue to elevate life outsideof other jobs.
So, really focused in on thatand the difference in the
product and the value that itadds to the end user, and so a
(12:31):
lot of times you'll find yourideal client and I'll get into
that here in a minute, but it'simportant to find that avatar
you'll hear say or find thatideal client Within my brand
development department.
There's three different things.
Technically, I could put a lotmore than this, but social media
is super, super important tobrand development because that
is like a commercial for yourbusiness.
(12:52):
So that's the way that I viewsocial media is like it's a
commercial for the business.
It should also act as a leadgenerator as well, but that's
where I focus on my brand.
And then this year, what I'mdoing is, like I was just saying
, really highlighting the story,what makes us different, why we
do what we do, what makes ustick, and I'm really, really
excited about that.
(13:13):
So that's the social mediawebsite and SEO, and that's
another one.
I have multiple websites forone of my businesses with SEO
and Google my Business and allof that.
So website, seo, google, mybusiness and social media those
are the four things that I amreally focused on within brand
development.
Why I'd say websites and SEO inregards to brand development is
because I'm moving to reallyhave things consistent across
(13:36):
the board and make sure that themessaging is appropriate and
then make sure that my funnelson my websites are educational
and leading people to get theresult that they were initially
came to my website, for whichpeople that come to my website
are looking to get pricing andlooking to get educated on the
product, and so what I havenoticed is a lot of times
(13:56):
they'll click the buttons to getthe data that they need and
then they don't read the website, and so a lot of that education
comes in on the backside,whether that's on phone calls or
sending additional informationthrough digital media or
directing them to differentvideos that you've done on
YouTube or wherever.
Google my Business is super,super important, because if you
have bad reviews out there or noreviews out there, then that is
(14:21):
affecting your brand.
And so now, if you have badreviews out there and you
deserve bad reviews out there,then that's another thing, but
if you have bad reviews outthere, what I would recommend
everybody to do I just releasedthis yesterday send kind of an
instruction to all of your pastclients and have them give you a
review, have them canpotentially go back and revisit
(14:43):
a review.
I have one bad review actuallytwo bad reviews on my website
Actually one bad review.
The other two are, or the otherone is a four-star review.
I go for five-star reviews, butone four-star review is a great
review, but I'm going back tohim to try to get a five-star
review out of them.
But ultimately, if we deserve afour-star review, then we
deserve a four-star review.
(15:04):
Same thing, if we deserve aone-star review, we deserve a
one-star review, and I thinkit's important for people to see
that and then to see how youhave a bunch of five-star
reviews rolling in after that sothey can see your improvement
that you made within yourbusiness.
But I go for five-star reviewsacross the.
So that's that.
That really helps with yourbrand development.
The next thing is leadgeneration.
This is where you can identifyyour ideal client more clients
(15:25):
within the short-term rentalspace, because I was able to
concisely educate them on how myproduct will help them generate
more revenue for theirshort-term rental spaces.
(15:54):
So lead generation is superimportant and I would say the
most important thing is figuringout your ideal client and then
directing things because of whothey are and what they're after
and what your product helps themsolve.
But websites are still on leadgeneration, so I put websites
underneath this your SEO funnels.
I have multiple websites.
(16:14):
One of them really acts as likea funnel more than the other
one, although there's funnels onboth of them.
One of them acts as more ofthis SEO kind of driving in
order to educate and get leads,so that's super important.
The other thing is ads.
So right now I'm just runningGoogle ads.
I will eventually, as my budgetincreases, run Facebook and
Instagram and all of those adsas well, and then Google my
(16:35):
business and social media.
So those things are all underthe lead generation section here
and each one of those thingsshould be leading people to your
funnel or to a contact page orto a design, my projects,
something in order to grab theirinformation so that then you
can nurture them and take careof them and figure out how you
(16:56):
can help them solve whateverproblem that they're facing.
The next thing is sales andnurture.
So this is my third and finalphase for my marketing and
nurture.
So this is my third and finalphase for my marketing
department now.
But this is like my salesdepartment.
We make cold calls, we haverehash, less follow-up, inbound
calls, outbound calls.
That's all within the salesdepartment.
Now, right now I have it'sbasically my wife and I that are
(17:18):
doing all of that.
I used to have a couple otherpeople that were doing some cold
calls and handling some inboundand some outbound sales.
I learned a lot on that so I'mgoing to get into that here in a
minute on what I learned.
But I will be working to have asales team here soon and I'm
going to bring on one person,train them, give them all the
literature, the ins and outs,the scripting and all of that,
educate them on the product andthen release them to take over a
(17:41):
lot of the sales, because Ihave high ticket product and
it's really important that Inurture relationships within the
high ticket products and reallybuild relationships within that
.
The next thing under sales andnurture is I do like email
nurture campaigns that go out,three month nurtures that go out
.
I actually am not a bigbeliever in these.
I think that there's nothingwrong with it.
I think that when I'm not a bigbeliever in these, I think that
(18:02):
there's nothing wrong with it.
I think that when I'm lookingat my data it actually has done
very little for me.
So I'm not taking that off thetable.
I am just changing the contentthat I put out there and the
layout of the three-monthnurture to look a little bit
different so that I canhopefully get more engagement
out of that three-month nurture,while educating my clients and
(18:23):
staying in front of them.
I mean, that's the whole ideawith that is to stay in front of
them.
Then, post three-month nurtures, you know how we follow up with
them and how we take care ofthem after they've been part of
our system for over three monthsand then just listening to them
, like if they aren't in themarket anymore or maybe they're
a year out, you know it's justapplying the right.
Like for me in the CRM, I usethe right tag to them.
(18:43):
That way they're not justbombarded with things until they
need to be, you know, untilthey're getting close to their
decision.
But I still like to stay infront of it and stay top of mind
during and during thesenurtures and use their nurtures
to do that and to educate themand all of that.
The next thing is text and emailblast.
That's the last thing under mysales and nurture is text and
email blast.
I send those out to make peopleaware of a sale.
(19:04):
Maybe that's going on, or Ijust sent one out recently that
said, hey, are you stillinterested in my product?
And I started getting back areply yes or no, if you are, and
I started getting back a bunchof yeses, a bunch of nos, and so
what that does is it helps me,then, categorize them so that
they're not receiving thingsthat they should not be
receiving or we're not expensingenergy on somebody that's not
interested anymore.
(19:24):
So those are like sales andnurture I would also say like
networking is a part of that andreally just nurturing
relationships, making sureyou're taking care of those
relationships and staying on topof those.
One of the things that I wouldrecommend is you get to a point
to where, like I encourageeverybody to read, read a ton of
books, listen to podcasts, butget experts around and get
(19:45):
people that have been there donethat that can understand the
full concept of what you'redoing, but then can look at what
you're actually doing and thenmake feedback or give advice
based off of your product there.
So bring experts in, move to aposition to where you're the
dumbest one in the room and youactually have experts in there
that have been doing it for 10,15, 20 years, and just start to
(20:07):
work towards that, and so that'sone thing that, in 2025 that
I'm working towards is bringingin experts, get in the people.
I've got a problem that needsto be solved, so let me bring in
the guy that I know has a trackrecord of solving that.
So there's several lessons thatI have learned.
I want to talk about twospecifically.
But initially I had a sales team.
So last year I brought on asales team.
There was three people it was.
(20:28):
I had somebody it was actuallymy sister, leslie had my wife,
nicole, and had a friend of minenamed Scott, and what I learned
during all of this was we weremaking a bunch of cold calls and
taking inbound and outboundleads, but I did not have enough
leads coming in or nor enoughsales coming in in order to
supplement that income, and sothey were making calls without
(20:48):
being paid for any of that, andso unless they were able to
supplement the income andsupplement the time that they
were spending with sales, thenit doesn't make it.
It's very hard to make thatworthwhile and to keep motivated
, and all that whenever you'renot generating the whole purpose
of bringing on a sales team.
So what I learned with that isI will be bringing on a sales
(21:09):
team again, and I'm going tostart with bringing on one
person and then bringing onanother and bringing on another.
But they're going to get base.
It's going to be incentivebased pay.
They're going to have theirbase, they're going to have
quotas that they need to meetand all of that.
So the biggest lesson that Ilearned is just how to structure
that a little bit differently.
Structure that with a base itdoesn't have to be a whole lot
have a proven track record ofsales and basically hand them a
(21:32):
bunch of good leads, cold callleads, give them leeway to take
all the inbound leads as well,and then I'll start splitting
that up as I bring on morepeople, whether that's different
regions or maybe the East sideof the United States and the
West side of the United States.
I'll figure that out whenever Iget to it, but that was a big
lesson of mine.
So have a proven track record,give them a base and then
(21:53):
incentivize them based off ofsome data that you're trying to
or that you're, that you'retracking.
The next thing is call center.
So I brought on a.
I started getting a ton ofleads last year.
So last year, at the end ofending of last year, I brought
on a fractional CMO, a leadgeneration guy, and they do ads,
they do lead generation.
He's kind of a fractional CMOand during that I brought on
(22:17):
because I was getting all theseleads and getting all these
calls I brought on a call centerto then take those initial
calls.
The whole purpose of the callcenter was so that I wasn't
bottlenecked in my office towhere I couldn't receive.
I couldn't take all the callsbecause I didn't have the staff
take all the calls and that waythe call center was taking those
initial calls or making theinitial calls, depending on how
(22:38):
the lead came in.
And then their purpose was toset up the initial appointments
and what I noticed was like theywere following a script and it
was really concise.
They were upfront, honest abouttheir purpose and what they're
doing.
But it was still putting a sourtaste in people's mouth,
especially if they didn't followthe script.
That deviated from it.
It was not a goodrepresentation of my company, it
was not a good stewardship ofmy company and so I pulled that.
(23:00):
After almost a month of doingthat, they literally worked out
to where they would ruin leads.
So they would take the initialcall because of how they
communicated with the lead onthe phone.
The lead would get annoyed whenyou either hang up or would sit
out the duration of that phonecall and just put up with it and
then whenever I would call tosay, hey, listen, I'm trying
(23:22):
something new out, they wouldnever answer and I'd never got a
hold of any of those leads thatwere ruined by using a call
center.
So lesson from that is I don'tknow that I will ever bring on a
call center.
I think I will always do my owncall center and that's where
I'll bring on some salespeopleand I'll do that in-house,
because I sell a high ticketproduct and people are pursuing
like a relationship and theywant to trust who they're buying
(23:44):
from.
And I know that goes for lowticket to high ticket.
But it's more important for meto say hey, I care, and I really
care about getting arelationship with you, about
building a for you, aboutsolving a problem for you.
Those are the things I reallycare about, and so I'm not going
to divvy that out to a callcenter, but rather I'm going to
elevate people and hire peoplewithin my business that will
(24:05):
take care of them, represent thecompany well and, most
importantly, represent Christwell.
So that's a big lesson that Ilearned.
It was something that I triedout.
I did have to spend some moneyon both of those, and it was
something that I will still dogoing forward, but with the
lessons that I've learned.
Last thing is there's a reallycool guy's story.
So that little bit over a yearago, god had called me to do no
(24:25):
more marketing like paidmarketing.
So take off doing the paid adsand all of that, keep the SEO.
And because that was not like apaid ad that I was doing, I
wasn't targeting anybody withthat and do social media and all
that.
So I had still had organicstuff that I was doing in order
to generate leads, but there wasno paid, targeted ads or
anything like that that weregoing out.
(24:46):
And so God had called me to dothat, and what, literally, god
had shared was let me sell yourproduct.
And so I moved out of obediencewith that and within the first
several months or first fivemonths of last year, I sold one
shy of what I'd sold all theprevious year.
And so it's like, wow, man,praise God.
And then things dipped off orplateaued, and then things
dipped off and I sold anothertwo more for the remainder of
(25:08):
the year.
Now there's some of that thathas to do with market, because,
as I talked to other people thatare in similar markets to mine,
they're saying the same exactthing to me.
It happened to them, but whatGod did during that was I am
crying out to the Lord, like God.
What is going on?
What do you want me to do?
And what God had shared with meafter a few months of doing
that was Matt, you have a leadgeneration problem.
(25:29):
And I'm like, okay, god, Irealize that, but I don't have
the budget to be able to, norhave you given me clarity to be
able to start doing ads anddoing all that again.
And so, as I was praying andour Monday came, I had clarity
for the first time in over ayear to do like paid ads and to
do all that.
And I'm like God, I don't haveit in my budget to be able to do
(25:49):
that.
And so the next day came, andnow we're on Tuesday.
I got an email from now myfractional CMO, that said hey,
matt, I saw your post on socialmedia, love the way you use your
business, we'd love to chatwith you, and so I have like a
buffer before people can get tome.
I don't mean that to soundweird, but I have to guard my
time.
And so my wife ended up andtalked to them first, and she
(26:13):
has questions for them and soshe relayed that information to
me.
This is Wednesday now and I'mlike, well, I've got to talk to
these guys.
And so Thursday comes and shehad scheduled up an appointment
for me to talk to them on Fridayand they presented to me like
hey, we have done this beforefor somebody else.
We want to come on.
We've got X amount of leads foryou to nurture.
We generate leads.
I can do a fractional CMO.
(26:34):
I'll help you rebuild yourwebsite, digital media, all of
that, we'll manage the SEO,we'll run ads, we'll do all of
that.
So, again, this has got.
Just gave me clarity on Monday.
On Friday, he presented anoffer to me that said I will do
all of that and it will cost younothing until I perform.
And once I perform, just giveme a small percentage off of
each sale, and that's how we'lldo things.
(26:57):
They will take it on their dimeinitially to do the stuff, the
website, to do the stuff withthe SEO, to do all of that, and
then they'll be reimbursed basedoff of sales, and then they
have a certain percentage basedoff of sales, and so that, to me
, was God just confirmed,confirmed, confirmed that that
was the way to go and it wastime to start doing paid
targeted ads Again.
(27:18):
I had no money in my budget todo that and God's like that's
okay, I'll bring on somebody,they'll take the initial blow
from that and they'll startreleasing these ads.
You just pay them a smallpercentage based off their
performance.
If they don't perform, youdon't pay them.
So that was an incredible thing.
That was just confirmationright there, and that's what
kingdom marketing, kingdombusiness, is all about.
God is so good to give you allthe insights and to give you
(27:40):
everything that you need forevery department that you need.
And if you pursue God and youjust move out of obedience and
God wants to partner with youand God wants for the business
to be his business and for youto just steward the business and
do everything for his glory andto move from just being
transactional and give me yourmoney to being how can I serve
you, how can I take care of you?
(28:00):
And all for the glory of God,all to point people to Jesus
Christ.
So that, in a nutshell, is mymarketing department and it's
been awesome.
Man.
The one thing that I am reallyreally excited about this year
is really getting why we existout there and really getting our
story out there.
So if you follow my business onsocial media, be paying
(28:22):
attention to some videos thatwill be coming out, because
highlighting some stories of themen that built your projects
and there's some incrediblestories of how God met them in
prison or met them here at myfacility and we're seeing God do
some incredible things.
So hopefully you guys got somevalue out of this today.
Please like, share, subscribe,comment, depending on where
you're looking at this, downloadit, rate it, review it.
(28:45):
Please let me know how youthink this podcast is going,
what value it has added to you.
I would love to hear from youand give me.
If y'all want to hear something, let me know, because I would
love to talk about you and giveme.
If y'all want to hear something, let me know, because I would
love to talk about it.
Soon I'll talk about acquiringa business and the ins and outs
of that, and how to take abusiness that's failing and
start to see growth and and whatthat looked like for me to take
(29:06):
a business that was literallyfailing to, where I'm seeing an
80, 81 percent growth.
Was the?
Was the true, legit number from2023 to 2024 on growth?
So, man, I would love to hearfrom you guys, but thank you all
for tuning in and we'll see younext week.
What's up, guys?
This is Matt with the Vota Talk, or the Real Matt Walton.
This is your hub for all thingsKingdom, business, businesses,
ministry, business strategy.
My goal is to provide as muchvalue, minute by minute, each
podcast that you listen to.
So let's get to it.
What's up, guys?
Matt Walton with the Vota Talk,or the Real Matt Walton,
(00:21):
depending on how you found meand welcome.
I am extremely excited todaybecause, man, this morning it
was raining this morning here inLas Vegas, which never happens,
but still woke up and did whatI need to do, exercised outside.
I didn't do my full time, I hadto cut it a little bit short
just because of the rain, butthat opened up the door for me
to spend a lot of time with theLord this morning and spend a
(00:43):
lot of time like in worship.
I don't know if y'all have everheard of Jeremy Riddle and his
album I think it's live in theprayer room, but that is an
incredible album and I justfound myself just worshiping the
Lord this morning and justbeing full of his Holy Spirit
and just being overflowing.
So that was just awesome.
I had a different morning thismorning because my wife is out
of town and my daughter is outof town as well, so I was able
(01:05):
to kind of have the house tomyself and crank up the music
and get ready for the day.
So hopefully that encouragesyou guys, because, man, when we
make God the center of our daysand the center of every single
thing that we do, we find peace,joy, everything that we were
missing, all is found in Christ.
So let's get into it.
Today I want to talk about mymarketing department and some
(01:28):
things that I've learned andsome things that I'm doing
differently now than I was doingat the very beginning, and then
I want to share some reallycool stories with you as well,
about when you're obedient toGod, what he does with that
obedience.
So I want to start withscripture.
Everything that I do isanchored in scripture, and this
scripture has nothing to do withmarketing, but it has
(01:48):
everything to do with marketingat the same time.
And this is Psalm 25, versefour, and it says make me to
know your ways, o Lord, teach meyour paths.
And so I read that this morningand it's just an awesome verse.
It's a verse that really islike a heart posture, that I
think is a great heart posturefor all of us to have, and I
just cried that out to the Lordthis morning and so I plead that
(02:11):
over.
Everybody that's listening.
But I want to share somestories this morning.
I want to talk about my threephases of my marketing
department.
I have a bunch of extensionsand arms within those three
phases.
I'll get into that here in aminute.
I have a high ticket product,so I don't sell a low ticket
products.
My product is like north of$35,000 or $40,000.
(02:31):
And so I'm specifically talkingto people.
Well, I mean, it's really foranybody, anybody that's in
marketing or anybody that's inbusiness that has a marketing
department or is growing withtheir marketing department.
So there's some cool storiesthat I've learned and one of the
things that, like last year, Idid a lot of sales.
So every single month, one ofthe things that I would roll out
(02:52):
is just these sales say $3,000off, $5,000 off.
I would do flash sales as well.
I can't remember if it was$7,000 or $8,000, but I did a
flash sale last year of seven oreight thousand dollars off, and
so those are really just toincentivize the buyers and to
incentivize those that are inthe market for my products, and
(03:14):
what I learned is they.
That's not the best model forme, and so what that caused me
to do was, every single month, Iwas trying to come up with a
new offer to offer my clients,whether that was in-house
financing or make this paymenthere, or if we get X amount of
people to buy my product, thenit's a tiered discounts.
(03:35):
There was all of these kind ofI don't want to say
manipulations, because they werenever a form of manipulation,
but I can certainly see how theywould be construed as that and
it's just a marketing tactic inorder to drive traffic, to
overly increase sales.
And where God has me now isaway from that, and I'm going to
get into that here in a minute.
But I want to back up what I wasjust saying with a couple of
(03:56):
stories, and one was of GMC.
So GMC was like they werebuilding more cars than any
other car manufacturer for along long time, until Japan and
some overseas manufacturersenter the picture, and so what
they did was they had to createthese incentives,
incentive-based programs, inorder to entice buyers to come
and buy their product, becauseJapan-made products were being
(04:19):
made for so much cheaper, and so, as a result of that, they gave
you an incentive, like abuyback or like an incentive.
Hey, you get cash back.
And what they realized is, youfast forward a year or so after
they rolled that out and, yeah,their sales were increasing, but
their profit was decreasing,and so it was limiting them to
do what they needed to do toinvest back into their employees
, to invest back into thebusiness.
(04:40):
And so, as a result of that,they were in this just hamster
wheel.
And there's this hamster wheelof I'll give you a deal, give
you this, and they would justsee their profit decrease.
And so, out of that, motorola,the phone company, implemented a
very similar thing, and duringthat they were manipulating
buyers to sign up with them, andif you signed up with us, then
(05:02):
you were going to get cash backon your phone and all of this
stuff.
And what that equated to wasthey had a little clause in the
contract that said only one peraddress, and so, because of that
, everybody that lived in anapartment building was unable to
take advantage of that, exceptfor one person within that
apartment building, and so theyended up and had to pay back a
ton of money in a lawsuit.
(05:23):
So these are a couple ofdifferent stories.
Now, I don't believe thatanybody that's listening has a
heart like Motorola tomanipulate buyers or at least I
hope you don't and we may.
Just heart is just let me.
I have a little bit of money inhere so I can offer that back
to the clients to hopefullyincrease some sales, to increase
traffic and all of that.
(05:43):
And so where God has me now isaway from that.
So my perspective this year,based off of what my data told
me last year, is I want to moveaway from trying to incentivize
people with discounts and all ofthat.
Rather, I've got the bestquality products in the market
with the most incredible why andwhy we exist and who we help
(06:03):
and what buying this productsolves and what it solves for
you, I mean.
So that's kind of where I'mpivoting to, and I've elevated
my prices so that I can makemore of a profit to invest more
into the business, to investmore into the people and to
invest more into my facility andwebsite and all of that.
And so what we find is, when weget in this rat race of lowering
(06:25):
our prices, you may have thebest quality products out of
everybody in your market, but ifyour prices are priced right in
line with them.
It gets really hardpsychologically for somebody to
understand why your product isdifferent and yet it's still
priced at the same price.
So where I'm kind of pivotingto is not elevating it to be
unfair.
Right, I want to be reasonableand I want to be fair with every
(06:47):
single buyer, but I also wantto make sure that the business
is taken care of and to makesure that we can continue to
build these things and whenwarranty items come up, we're
bar none with how we handlethese warranty items and we
didn't outprice ourselves fromtaking care of our clients down
the road, and so I know a lot ofbusinesses fall into that.
We just get into this price trapto where let me offer a
discounted price, let me bepriced right at the market level
(07:09):
, and when you get in there andtry to sell them on the quality
of your product, it's a really,really hard sell.
But if you're in and you're alittle bit more expensive than
somebody else, then it's alittle bit easier to justify why
your product is so much better,because now they're tying the
more expensive price to thebetter quality product and as
long as your quality is betterand your product is better, then
(07:29):
that's an easier sell and so,anyways, I want to get into why
the way I view my marketingdepartment and like how it's
kind of evolved over time and Ihave three different departments
, I kind of broke it up intothree different departments.
You'll see brand development,lead generation which this is
where you kind of get your idealclient and pursue them, and
then sales and nurture, and sothat is where my business is at
(07:52):
right now.
That's kind of the marketingdepartment, and within that I
have social media, a socialmedia manager, editor, poster,
all of that.
I have a fractional CMO leadgenerator.
I have, like my wife handles, alot of sales.
I handle a lot of the sales nowas well.
So we have a team of peoplethat we have our CRM manager.
We have a team of people thatdo different things within each
(08:15):
of these departments here.
So the software that is used isI use GoHighLevel for my CRM.
That is not the CRM that I willalways use, but it is what I am
using now.
Once I get to a certain pointof growth and get to a certain
level of clients coming in andget to a certain level of
needing it to be more robust,then I will pivot and I will
(08:36):
bring on a new software.
I don't know what that softwareis just yet.
For me I'm looking at like anopen AI software that is like an
ERP software.
I'm specifically inmanufacturing, so for me to have
something that encapsulatesthat, that was built for
manufacturers is super important, which GoHighLevel was not, but
GoHighLevel still gives me theability to do a number of
(08:57):
different things.
And then Google Ads is anotherone Google my Business.
I just use the Google platformto release ads and to manage my
business or manage Google myBusiness.
So I want to, I want toencourage everybody to be brave
enough to try new things.
And so what happens a lot oftime in business is we try to be
(09:17):
just so calculated with everysingle decision that we get that
analysis paralysis and we endup and don't make decisions or
don't do things because we'renervous about what could happen,
even though what we'recurrently doing isn't working
the way that we want it to work.
So that's kind of walking atightrope, because there's times
whenever, especially for me asa visionary, I have to make sure
that I'm not just changingthings just to change things
(09:38):
whenever I don't initially havethe exact result that I'm
looking for.
So sometimes it's more wise tostick with something for a
little while than it is just tobounce in to do the next thing.
But just be wise about that,man.
God is so good to give you thediscernment on what you should
do and what you don't need to do.
Or maybe you have a list of 50things, like I do, that I know
need to be done.
Go in there and rank thosethings as to what the most
(09:59):
important thing is that need toget done because, and then and
then put a dollar amount bythose things and put like $1
sign and equate that to or putthat on a scale of like one
through $5 signs, and thenanalyze your budget and figure
out what you can do, what youcan't do, based off of how much
it's going to cost and based offthe importance of getting it
done.
And that's kind of what I dofor every single time that I
(10:20):
need to go to a next level,because everything needs to
continuously be analyzed so thatyou can make the improvements.
That's why looking at KPI andlooking at data is so important,
because we oftentimes will hearsomething in a podcast or read
something somewhere or findsomebody down the street that's
doing something, and it may notapply directly to what you're
doing, or it might.
That's why your data is soimportant to look at, because
(10:42):
that's what's going to tell youwhat needs to happen.
But it takes time to get tothat point.
It's taken me two and a halfplus years to get to the point
to where I can actually look atsome data and make decisions
based off of data rather thanwhat I would think would be the
best decision to make.
So be brave enough to beobedient to make decisions, and
I promise you you're going tofail.
It's going to cost you a lot ofmoney.
(11:02):
Get comfortable with spendingmoney on things that don't work,
and I'm not saying be unwisewith that.
Just go and do, just to do no.
Be very calculated.
Make sure that you're preparedand make sure that you feel
confident and that you receiveda confirmation from the Lord
before you make those decisions.
Bring God in on every singlething.
But if it fails, good, at leastyou know what works and what
(11:24):
doesn't work.
I have a little bit over twoand a half years now of a lot of
failures and a lot of thingsthat I know.
When I do it again, here's howI'll do it differently.
And I love it, man, becauseyou're reverse engineering a
business and you're figuring outwhat works for you and getting
it dialed in for what works foryou.
So let's get into these threephases right here.
And underneath, branddevelopment, I don't want to
(11:46):
break this down on how my wholeentire marketing department
looks.
I'm not going to get granularwith a bunch of little details.
I can do that later.
I'll break them outindividually later.
But within brand development,one thing that I have pivoted
from this year, or pivoted fromlast year to this year, is
really focused on why thisbusiness exists and why we do
what we do.
And so, like sharing the storyof how I bought the business, of
(12:09):
how I use the business as myministry, of how I hire guys
that are in prison and just pourChrist into them, edify them uh
, I'm working on transitionalfacility for them whenever they
get out and then these programsso that way they can elevate,
continue to elevate life outsideof other jobs.
So, really focused in on thatand the difference in the
product and the value that itadds to the end user, and so a
(12:31):
lot of times you'll find yourideal client and I'll get into
that here in a minute, but it'simportant to find that avatar
you'll hear say or find thatideal client Within my brand
development department.
There's three different things.
Technically, I could put a lotmore than this, but social media
is super, super important tobrand development because that
is like a commercial for yourbusiness.
(12:52):
So that's the way that I viewsocial media is like it's a
commercial for the business.
It should also act as a leadgenerator as well, but that's
where I focus on my brand.
And then this year, what I'mdoing is, like I was just saying
, really highlighting the story,what makes us different, why we
do what we do, what makes ustick, and I'm really, really
excited about that.
(13:13):
So that's the social mediawebsite and SEO, and that's
another one.
I have multiple websites forone of my businesses with SEO
and Google my Business and allof that.
So website, seo, google, mybusiness and social media those
are the four things that I amreally focused on within brand
development.
Why I'd say websites and SEO inregards to brand development is
because I'm moving to reallyhave things consistent across
(13:36):
the board and make sure that themessaging is appropriate and
then make sure that my funnelson my websites are educational
and leading people to get theresult that they were initially
came to my website, for whichpeople that come to my website
are looking to get pricing andlooking to get educated on the
product, and so what I havenoticed is a lot of times
(13:56):
they'll click the buttons to getthe data that they need and
then they don't read the website, and so a lot of that education
comes in on the backside,whether that's on phone calls or
sending additional informationthrough digital media or
directing them to differentvideos that you've done on
YouTube or wherever.
Google my Business is super,super important, because if you
have bad reviews out there or noreviews out there, then that is
(14:21):
affecting your brand.
And so now, if you have badreviews out there and you
deserve bad reviews out there,then that's another thing, but
if you have bad reviews outthere, what I would recommend
everybody to do I just releasedthis yesterday send kind of an
instruction to all of your pastclients and have them give you a
review, have them canpotentially go back and revisit
(14:43):
a review.
I have one bad review actuallytwo bad reviews on my website
Actually one bad review.
The other two are, or the otherone is a four-star review.
I go for five-star reviews, butone four-star review is a great
review, but I'm going back tohim to try to get a five-star
review out of them.
But ultimately, if we deserve afour-star review, then we
deserve a four-star review.
(15:04):
Same thing, if we deserve aone-star review, we deserve a
one-star review, and I thinkit's important for people to see
that and then to see how youhave a bunch of five-star
reviews rolling in after that sothey can see your improvement
that you made within yourbusiness.
But I go for five-star reviewsacross the.
So that's that.
That really helps with yourbrand development.
The next thing is leadgeneration.
This is where you can identifyyour ideal client more clients
(15:25):
within the short-term rentalspace, because I was able to
concisely educate them on how myproduct will help them generate
more revenue for theirshort-term rental spaces.
(15:54):
So lead generation is superimportant and I would say the
most important thing is figuringout your ideal client and then
directing things because of whothey are and what they're after
and what your product helps themsolve.
But websites are still on leadgeneration, so I put websites
underneath this your SEO funnels.
I have multiple websites.
(16:14):
One of them really acts as likea funnel more than the other
one, although there's funnels onboth of them.
One of them acts as more ofthis SEO kind of driving in
order to educate and get leads,so that's super important.
The other thing is ads.
So right now I'm just runningGoogle ads.
I will eventually, as my budgetincreases, run Facebook and
Instagram and all of those adsas well, and then Google my
(16:35):
business and social media.
So those things are all underthe lead generation section here
and each one of those thingsshould be leading people to your
funnel or to a contact page orto a design, my projects,
something in order to grab theirinformation so that then you
can nurture them and take careof them and figure out how you
(16:56):
can help them solve whateverproblem that they're facing.
The next thing is sales andnurture.
So this is my third and finalphase for my marketing and
nurture.
So this is my third and finalphase for my marketing
department now.
But this is like my salesdepartment.
We make cold calls, we haverehash, less follow-up, inbound
calls, outbound calls.
That's all within the salesdepartment.
Now, right now I have it'sbasically my wife and I that are
(17:18):
doing all of that.
I used to have a couple otherpeople that were doing some cold
calls and handling some inboundand some outbound sales.
I learned a lot on that so I'mgoing to get into that here in a
minute on what I learned.
But I will be working to have asales team here soon and I'm
going to bring on one person,train them, give them all the
literature, the ins and outs,the scripting and all of that,
educate them on the product andthen release them to take over a
(17:41):
lot of the sales, because Ihave high ticket product and
it's really important that Inurture relationships within the
high ticket products and reallybuild relationships within that
.
The next thing under sales andnurture is I do like email
nurture campaigns that go out,three month nurtures that go out
.
I actually am not a bigbeliever in these.
I think that there's nothingwrong with it.
I think that when I'm not a bigbeliever in these, I think that
(18:02):
there's nothing wrong with it.
I think that when I'm lookingat my data it actually has done
very little for me.
So I'm not taking that off thetable.
I am just changing the contentthat I put out there and the
layout of the three-monthnurture to look a little bit
different so that I canhopefully get more engagement
out of that three-month nurture,while educating my clients and
(18:23):
staying in front of them.
I mean, that's the whole ideawith that is to stay in front of
them.
Then, post three-month nurtures, you know how we follow up with
them and how we take care ofthem after they've been part of
our system for over three monthsand then just listening to them
, like if they aren't in themarket anymore or maybe they're
a year out, you know it's justapplying the right.
Like for me in the CRM, I usethe right tag to them.
(18:43):
That way they're not justbombarded with things until they
need to be, you know, untilthey're getting close to their
decision.
But I still like to stay infront of it and stay top of mind
during and during thesenurtures and use their nurtures
to do that and to educate themand all of that.
The next thing is text and emailblast.
That's the last thing under mysales and nurture is text and
email blast.
I send those out to make peopleaware of a sale.
(19:04):
Maybe that's going on, or Ijust sent one out recently that
said, hey, are you stillinterested in my product?
And I started getting back areply yes or no, if you are, and
I started getting back a bunchof yeses, a bunch of nos, and so
what that does is it helps me,then, categorize them so that
they're not receiving thingsthat they should not be
receiving or we're not expensingenergy on somebody that's not
interested anymore.
(19:24):
So those are like sales andnurture I would also say like
networking is a part of that andreally just nurturing
relationships, making sureyou're taking care of those
relationships and staying on topof those.
One of the things that I wouldrecommend is you get to a point
to where, like I encourageeverybody to read, read a ton of
books, listen to podcasts, butget experts around and get
(19:45):
people that have been there donethat that can understand the
full concept of what you'redoing, but then can look at what
you're actually doing and thenmake feedback or give advice
based off of your product there.
So bring experts in, move to aposition to where you're the
dumbest one in the room and youactually have experts in there
that have been doing it for 10,15, 20 years, and just start to
(20:07):
work towards that, and so that'sone thing that, in 2025 that
I'm working towards is bringingin experts, get in the people.
I've got a problem that needsto be solved, so let me bring in
the guy that I know has a trackrecord of solving that.
So there's several lessons thatI have learned.
I want to talk about twospecifically.
But initially I had a sales team.
So last year I brought on asales team.
There was three people it was.
(20:28):
I had somebody it was actuallymy sister, leslie had my wife,
nicole, and had a friend of minenamed Scott, and what I learned
during all of this was we weremaking a bunch of cold calls and
taking inbound and outboundleads, but I did not have enough
leads coming in or nor enoughsales coming in in order to
supplement that income, and sothey were making calls without
(20:48):
being paid for any of that, andso unless they were able to
supplement the income andsupplement the time that they
were spending with sales, thenit doesn't make it.
It's very hard to make thatworthwhile and to keep motivated
, and all that whenever you'renot generating the whole purpose
of bringing on a sales team.
So what I learned with that isI will be bringing on a sales
(21:09):
team again, and I'm going tostart with bringing on one
person and then bringing onanother and bringing on another.
But they're going to get base.
It's going to be incentivebased pay.
They're going to have theirbase, they're going to have
quotas that they need to meetand all of that.
So the biggest lesson that Ilearned is just how to structure
that a little bit differently.
Structure that with a base itdoesn't have to be a whole lot
have a proven track record ofsales and basically hand them a
(21:32):
bunch of good leads, cold callleads, give them leeway to take
all the inbound leads as well,and then I'll start splitting
that up as I bring on morepeople, whether that's different
regions or maybe the East sideof the United States and the
West side of the United States.
I'll figure that out whenever Iget to it, but that was a big
lesson of mine.
So have a proven track record,give them a base and then
(21:53):
incentivize them based off ofsome data that you're trying to
or that you're, that you'retracking.
The next thing is call center.
So I brought on a.
I started getting a ton ofleads last year.
So last year, at the end ofending of last year, I brought
on a fractional CMO, a leadgeneration guy, and they do ads,
they do lead generation.
He's kind of a fractional CMOand during that I brought on
(22:17):
because I was getting all theseleads and getting all these
calls I brought on a call centerto then take those initial
calls.
The whole purpose of the callcenter was so that I wasn't
bottlenecked in my office towhere I couldn't receive.
I couldn't take all the callsbecause I didn't have the staff
take all the calls and that waythe call center was taking those
initial calls or making theinitial calls, depending on how
(22:38):
the lead came in.
And then their purpose was toset up the initial appointments
and what I noticed was like theywere following a script and it
was really concise.
They were upfront, honest abouttheir purpose and what they're
doing.
But it was still putting a sourtaste in people's mouth,
especially if they didn't followthe script.
That deviated from it.
It was not a goodrepresentation of my company, it
was not a good stewardship ofmy company and so I pulled that.
(23:00):
After almost a month of doingthat, they literally worked out
to where they would ruin leads.
So they would take the initialcall because of how they
communicated with the lead onthe phone.
The lead would get annoyed whenyou either hang up or would sit
out the duration of that phonecall and just put up with it and
then whenever I would call tosay, hey, listen, I'm trying
(23:22):
something new out, they wouldnever answer and I'd never got a
hold of any of those leads thatwere ruined by using a call
center.
So lesson from that is I don'tknow that I will ever bring on a
call center.
I think I will always do my owncall center and that's where
I'll bring on some salespeopleand I'll do that in-house,
because I sell a high ticketproduct and people are pursuing
like a relationship and theywant to trust who they're buying
(23:44):
from.
And I know that goes for lowticket to high ticket.
But it's more important for meto say hey, I care, and I really
care about getting arelationship with you, about
building a for you, aboutsolving a problem for you.
Those are the things I reallycare about, and so I'm not going
to divvy that out to a callcenter, but rather I'm going to
elevate people and hire peoplewithin my business that will
(24:05):
take care of them, represent thecompany well and, most
importantly, represent Christwell.
So that's a big lesson that Ilearned.
It was something that I triedout.
I did have to spend some moneyon both of those, and it was
something that I will still dogoing forward, but with the
lessons that I've learned.
Last thing is there's a reallycool guy's story.
So that little bit over a yearago, god had called me to do no
(24:25):
more marketing like paidmarketing.
So take off doing the paid adsand all of that, keep the SEO.
And because that was not like apaid ad that I was doing, I
wasn't targeting anybody withthat and do social media and all
that.
So I had still had organicstuff that I was doing in order
to generate leads, but there wasno paid, targeted ads or
anything like that that weregoing out.
(24:46):
And so God had called me to dothat, and what, literally, god
had shared was let me sell yourproduct.
And so I moved out of obediencewith that and within the first
several months or first fivemonths of last year, I sold one
shy of what I'd sold all theprevious year.
And so it's like, wow, man,praise God.
And then things dipped off orplateaued, and then things
dipped off and I sold anothertwo more for the remainder of
(25:08):
the year.
Now there's some of that thathas to do with market, because,
as I talked to other people thatare in similar markets to mine,
they're saying the same exactthing to me.
It happened to them, but whatGod did during that was I am
crying out to the Lord, like God.
What is going on?
What do you want me to do?
And what God had shared with meafter a few months of doing
that was Matt, you have a leadgeneration problem.
(25:29):
And I'm like, okay, god, Irealize that, but I don't have
the budget to be able to, norhave you given me clarity to be
able to start doing ads anddoing all that again.
And so, as I was praying andour Monday came, I had clarity
for the first time in over ayear to do like paid ads and to
do all that.
And I'm like God, I don't haveit in my budget to be able to do
(25:49):
that.
And so the next day came, andnow we're on Tuesday.
I got an email from now myfractional CMO, that said hey,
matt, I saw your post on socialmedia, love the way you use your
business, we'd love to chatwith you, and so I have like a
buffer before people can get tome.
I don't mean that to soundweird, but I have to guard my
time.
And so my wife ended up andtalked to them first, and she
(26:13):
has questions for them and soshe relayed that information to
me.
This is Wednesday now and I'mlike, well, I've got to talk to
these guys.
And so Thursday comes and shehad scheduled up an appointment
for me to talk to them on Fridayand they presented to me like
hey, we have done this beforefor somebody else.
We want to come on.
We've got X amount of leads foryou to nurture.
We generate leads.
I can do a fractional CMO.
(26:34):
I'll help you rebuild yourwebsite, digital media, all of
that, we'll manage the SEO,we'll run ads, we'll do all of
that.
So, again, this has got.
Just gave me clarity on Monday.
On Friday, he presented anoffer to me that said I will do
all of that and it will cost younothing until I perform.
And once I perform, just giveme a small percentage off of
each sale, and that's how we'lldo things.
(26:57):
They will take it on their dimeinitially to do the stuff, the
website, to do the stuff withthe SEO, to do all of that, and
then they'll be reimbursed basedoff of sales, and then they
have a certain percentage basedoff of sales, and so that, to me
, was God just confirmed,confirmed, confirmed that that
was the way to go and it wastime to start doing paid
targeted ads Again.
(27:18):
I had no money in my budget todo that and God's like that's
okay, I'll bring on somebody,they'll take the initial blow
from that and they'll startreleasing these ads.
You just pay them a smallpercentage based off their
performance.
If they don't perform, youdon't pay them.
So that was an incredible thing.
That was just confirmationright there, and that's what
kingdom marketing, kingdombusiness, is all about.
God is so good to give you allthe insights and to give you
(27:40):
everything that you need forevery department that you need.
And if you pursue God and youjust move out of obedience and
God wants to partner with youand God wants for the business
to be his business and for youto just steward the business and
do everything for his glory andto move from just being
transactional and give me yourmoney to being how can I serve
you, how can I take care of you?
(28:00):
And all for the glory of God,all to point people to Jesus
Christ.
So that, in a nutshell, is mymarketing department and it's
been awesome.
Man.
The one thing that I am reallyreally excited about this year
is really getting why we existout there and really getting our
story out there.
So if you follow my business onsocial media, be paying
(28:22):
attention to some videos thatwill be coming out, because
highlighting some stories of themen that built your projects
and there's some incrediblestories of how God met them in
prison or met them here at myfacility and we're seeing God do
some incredible things.
So hopefully you guys got somevalue out of this today.
Please like, share, subscribe,comment, depending on where
you're looking at this, downloadit, rate it, review it.
(28:45):
Please let me know how youthink this podcast is going,
what value it has added to you.
I would love to hear from youand give me.
If y'all want to hear something, let me know, because I would
love to talk about you and giveme.
If y'all want to hear something, let me know, because I would
love to talk about it.
Soon I'll talk about acquiringa business and the ins and outs
of that, and how to take abusiness that's failing and
start to see growth and and whatthat looked like for me to take
(29:06):
a business that was literallyfailing to, where I'm seeing an
80, 81 percent growth.
Was the?
Was the true, legit number from2023 to 2024 on growth?
So, man, I would love to hearfrom you guys, but thank you all
for tuning in and we'll see younext week.
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