August 27, 2025 • 53 mins
In this episode, Jose Socorro shows why sales is the crown jewel of entrepreneurship. Marketing may spark awareness, and operations may deliver value, but without sales, nothing moves forward.
Jose shares his compelling journey of helping his immigrant father establish a body shop business in New Jersey. With no formal business education but plenty of determination, Jose navigated forming an LLC, understanding complex regulations, and weathering literal storms—including Hurricane Sandy flooding their shop. His story reveals the emotional complexities of family business dynamics while highlighting practical lessons about business structure, insurance, and decision-making.
The conversation shatters common misconceptions about what makes a successful salesperson. Rather than focusing on personality types, Jose emphasizes developing personalized processes that leverage your natural strengths. Introverts can excel through data-driven approaches and careful preparation, while extroverts benefit from adding analytical discipline to their relationship skills. What matters most isn't being naturally outgoing, but creating systems that enable consistent prospecting and follow-through.
One particularly valuable insight comes from Jose's experience with his sales pipeline. After a successful quarter where he neglected prospecting, he discovered the painful 90-day lag effect when his pipeline dried up. This practical lesson underscores why entrepreneurs must dedicate focused time to sales activities, even when juggling countless other priorities.
The episode culminates with Jose's perspective on adopting an ownership mindset—thinking like an owner regardless of your position. This approach transforms how you make decisions, build relationships, and respond to challenges. When you understand business from the owner's perspective, you naturally align your efforts with long-term success rather than short-term convenience.
Whether you're considering entrepreneurship, working in a family business, or looking to improve your sales effectiveness, this conversation offers practical wisdom from someone who's navigated these challenges firsthand. What would change in your approach if you treated sales as your crown jewel?
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
You know, as an aspiring entrepreneur, a lot of
folks underrate how significantsales is Like it's.
You know, I've talked withfolks that will.
If you look at marketing, sales, operations, finance, legal,
all everything's important inbusiness, but if there's one
crown jewel above them, all it'ssales.
(00:22):
Yes above them all, it's sales.
Yes, all right, folks, we'reback with another episode.
A big talk about small business, and today Mark Zweig is out
hanging out somewhere.
I don't know what he's doing,but he's definitely not working
(00:44):
here with me.
He he's left me with all thehard work to do and I'll keep
carrying on the show.
That's just what I do, jose.
I pick up Mark's slack.
Even when he's here, I do it.
When he's not here, I do iteven more.
No, I'm just kidding.
I don't know what he's doing,but he couldn't be with his day,
unfortunately.
But I do have a fantastic guesthere with me today we have Jose
(01:07):
Socorro, and I did a decent jobof pronouncing your last name,
didn't I?
Yes, you passed, I passed Great, jose.
So you are.
Tell us about yourself and yourexperience in business and what
you're doing today, and then,before we started the show, you
started talking about kind ofyour family history and
entrepreneurship.
I'd love for you to get thatdialogue going again, because I
(01:30):
think we have a lot of audiencemembers out there that will
appreciate that story.
Speaker 2 (01:33):
Oh, absolutely Well.
Thank you for having me.
I've been a big fan of Mark formany years.
I wish I had my Panama Jack hatto pay him homage.
I'm sure I'll hear about thatlater.
My name is Jose Socorro.
I'm originally from New Jersey,went to school in southwest
Missouri, then I went back toNew Jersey to help my dad with a
small business in the middle ofHurricane Sandy and going and
(01:56):
finishing my school, and then Istayed in New Jersey for a
little longer, moved to Oklahomaaround 2015.
Met an Arkansas girl and I hadoptions of where I wanted to go.
New Jersey was not in the deckof cards at the time, so I ended
up going to Arkansas, whereshe's from, and it's been great
ever since.
Those Arkansas girls will getyou man.
Speaker 1 (02:17):
They will.
Speaker 2 (02:17):
They will get you.
Speaker 1 (02:19):
So you're from New Jersey.
Your dad had a business upthere, right?
Yes, what was the business?
It was a body shop business.
Speaker 2 (02:26):
Okay, so he's originally from the Dominican
Republic, moved to the States, Ibelieve, sometime in the 80s,
okay, so he learned the tradefrom there and brought it over
here.
He'd been doing it for 30 plusyears, probably 40 now, and one
day he decided I'm going to gointo into business.
And he went into business withmy uncle, who had a mechanic
background and had worked inSouth Jersey for many years.
(02:49):
So there was some rapport thereand that was about the time I
was finishing up in school, incollege in southwest Missouri,
and so it was interesting, I wasin a different season of life,
finishing up school in thepolitical arena and really
enjoying that.
Then I get the call I'm gonnaopen a business.
Okay, and I'll be there, and itwas more than just I'm gonna go
(03:13):
help my dad with the business.
Obviously entrepreneurship islucrative.
Speaker 3 (03:17):
I can make a lot of money.
Speaker 1 (03:18):
The potential is great yeah it's a good selling
point, yeah.
Speaker 2 (03:22):
However, there's a lot of work to it.
What was interesting is Ididn't get a four-year degree.
I ended up doing an associate'sdegree, just because of the
change in my majors and just thetime.
I didn't want to be a collegedropout, so I had to find the
best way to say hey, I graduatedcollege and an associate's
degree is the best option,because I actually ended up
working full-time my last twoyears in school.
Speaker 1 (03:42):
Okay.
Speaker 2 (03:43):
And so that was preparing me in a way to
transition out of Southwest orMidwest life back into Northeast
life.
I went into business with mydad and there was a lot that was
not per se set up.
Yeah, and so a lot of it I hadto jump in and do the LLCs,
understanding what works in thestate of New Jersey, the laws,
(04:06):
the rules, the guidelines forhow to sign up for a business,
get a business approved, andthen finding out the
prerequisites and therequirements.
I think there was over 60requirements at the time.
Speaker 1 (04:18):
Is this just for the body shop?
Speaker 2 (04:20):
For the body shop, because of that industry
specifically Right, and beingthat New Jersey is a heavily
regulated state with all kindsof rules, okay, and so it was
that worked.
So I went to school four yearsbut got a two-year degree, and
here I am having to reallyfigure out this business model,
diving in deep.
(04:40):
And so they I didn't really getto go to those higher level
business classes to figure itout.
Yeah, what I did know is Iasked the right questions, or
learned how to ask the rightquestions, and because I like
politics, it rolls intogovernment so you kind of like
the interest of learning andfiguring out the questions and
(05:01):
how to say the right things andall.
I will tell you that it was theprocess of getting the right
equipment for the body shop, andfiguring out was a challenge
because we wanted certain things.
I had actually shadowed with abody shop in southwest Missouri
for about two or three weeksprior to moving back.
Speaker 1 (05:22):
So did you shadow because you knew you were going
to go up there and help.
Correct, okay, got you.
It was one of those where Ifound a gentleman weeks prior to
moving back, so did you shadowbecause you knew you were going
to go up there and help.
Speaker 2 (05:26):
Correct, okay, got you.
It was one of those where Ifound a gentleman.
We met and we had two lunchesand I went to the shop and I
learned and I got all that theoperations is in the thousands
just for the system and thesoftware to estimate to work
with insurance companies.
We didn't have anything.
We had zero dollars and and Ican remember talking to my dad
(05:48):
and going over, all right, Ineed this equipment, and it was
over $30,000.
And I was like, well, we can'tafford that and we don't have
the means.
So this is an interestingdynamic because, culturally
speaking, from the Hispanicculture side, parents are always
right.
You just do your, sir.
Yes, ma'am.
And so it was a very interestingdynamic to get him to
(06:09):
understand.
Like this is still a thing, butwe have to understand that if I
am talking to you about adecision or walking you through
something, it's not me goingagainst you.
It's me having enoughunderstanding and common sense
to be like this is going to putus in a pickle quickly.
Yeah, so it was interestingworking through that because we
(06:30):
had to find creative ways for uhprogramming and licensing of of
software estimates forinsurance companies.
I mean, thankfully, we uh therewas an office max yeah, I
believe so we, so we got asimple laptop.
We found an estimating software,because 20 years ago they used
to have these thick books.
They would have every part,every VIN number and everything
(06:53):
and that's how they wroteestimates.
But this software systembasically did that.
And then I remember having todrive 40 minutes or so just to
get paint, and just red paint isso expensive, it's painful, red
paint to get paint and just redpaint is so expensive, it's
painful.
Red paint Red paint Really.
And then it gets reallycomplicated once it gets you
know to the tricot and theglossy.
It gets really, reallytechnical there.
But that was interesting, thatwhole situation of I have to go
(07:18):
buy the parts, get the parts,because my dad is limited in his
English, okay, but he knows howto do the job.
Yeah, he's an excellent tradesupervisor and he's never been a
supervisor or a manager, buthe's a great worker.
His work speaks for itself,yeah, and so I remember growing
up he would take me on theweekends to kind of just learn
and shadow, and my leastfavorite part was wet sanding
(07:41):
cars, because there's an art toit.
Yeah, and I didn't care for itbecause I didn't have the
patience, but I learned, yeah,and, and he's really good at it
and and that that body shop hedid was how I got.
He got my sisters and I throughschool, helped us get to
college and afforded usvacations and all that, not
being american born, so I'mreally thankful for all that.
But it was just interesting howyou learn quickly how to find
(08:05):
alternatives to what you need toget the job done yeah and, of
course, at that time, when youstart now, you take just about
anything and you price it justto get some revenue, because I
could remember looking at thebank and it stayed at a certain
level and it wasn't a greatlevel, but, um, it got things
done.
And at that time, uh, there wasa point where, like, you can't
afford to pay me, so I ended uptaking two part-time jobs at two
(08:29):
wonderful industries fast food.
I worked at a McDonald's and aChick-fil-A and I'll tell you,
there's a lot I learned atMcDonald's.
They really have a goodstructure of teamwork,
collaboration and training, andChick-fil-A, of course, has done
a lot to where they are astandard in customer service.
So I'd go work at Chick-fil-A atfive, six in the morning, leave
(08:51):
.
And then I also didn't tell youI also was a high school
football coach At the same time.
At the same time, and I didn'tthink I was going to do it
because my first coaching jobwas in Southwest Missouri at a
high school.
So I got all right, I got thatexperience bucket list item,
said well, let me try it again.
And so I did that.
Yeah, you were getting paid,though, right, uh, it was a
stipend, it was like more of a.
Then then you learn quickly.
(09:12):
After you're one, you just wantto be a volunteer because
stipends will go really quickly.
Yeah, tax season.
And so I did that.
Then at nighttime I work, I'dwork at the McDonald's and then
I would help my dad with thebusiness.
And it was interesting just theconversations with the
accountant and the lawyers.
He was one of those like okay,because it was my uncle and my
(09:34):
dad.
So like, okay, you're the mostEnglish-speaking and most
understanding one, so I'm goingto talk to you and you're going
to talk to them.
I'm like you got it.
So I built rapport with twovery important people, the
accountant and the lawyer andthey helped us and they worked
us through it.
Of course, I was in college whenthey signed the agreement and
(09:55):
all that with the lawyer, andthe story was really not my
favorite.
Had I been there, I probablywould have said we can't do this
, but my mom told me.
So my mom gave me the fullscoop and I was like whoa boy,
I'm sure glad I wasn't there.
But at the end of the day, itwas more than just going to help
with the business.
I think there was a highercalling and, as a person of
faith, there's more to it thanjust the job.
(10:16):
There was a lot of things thatwere happening that really
helped.
It was about, hey, trying tokeep the family intact, trying
to keep morale, and I hadn'tbeen with my family because I
was in school four years.
Speaker 1 (10:29):
So there was a lot of good and a lot more than just
being there to help.
You really came back fromschool and navigated family,
business, income and school,because I just got my
associate's because I juststarted my bachelor's online
degree program at Old RobertsUniversity at the time, wow.
Speaker 2 (10:43):
So I barely had enough gpa to get in.
So I'm a big sports guy and youknow, if you win it by this
much it counts.
Speaker 1 (10:49):
And that's kind of me , it just a little bit um, and
so I was.
Speaker 2 (10:54):
I was doing school and all that, and then hurricane
sandy hit.
That was interesting because wewere about a couple miles from
the atlantic ocean, becauseatlantic city is not that far,
about 10 minutes and we're rightby the water.
So we we got hit by thehurricane and that was the body
shop did yeah the mechanics upin the body shop.
I mean it, it got flooded, wow,basically it was pretty strong.
(11:16):
I remember driving the daybefore the hurricane like it was
already raining.
They're already closing roadsand I'm trying to figure out how
do I get all these cars out ofthe shop, because we had a very
high-end car in there at thetime and I'm like all right, do
you think I can get this bar tolet me park all the cars there
and my dad's like don't worryabout it.
And then I was like it was worthasking.
(11:37):
And then I made the mistake ofduring the hurricane, because I
was so far away from it.
But during the hurricane Ithought let me drive these
streets to see how bad it is.
And I learned very quickly youshould have never done that,
because the water was at levelsit's never been Like.
That's not any kind of rain.
When you're about, you know, 5,10 miles from a hurricane, even
(12:00):
though you're not in the middleof it, you are getting a brunt
of water that you'll never, eversee.
And so that was my don't evertry to drive during a hurricane,
even though you're like safeaway.
So that's a lesson learned.
Please Got sketchy.
Yeah, I got sketchy, but anywaythat story was.
That was an interestingexperience working through that
and learning insurance andunderstanding.
Speaker 1 (12:18):
So did you end up getting all the cars?
Speaker 2 (12:20):
out.
No, they have stayed there andwe just filed claims and just
took care of it like that,basically.
Like that, I mean letting theprocess play out, because that
was a one-man show and my dadwas out of town at the time, so
I was trying to figure out howcan I be proactive, but it just
ended up not working.
But you don't account for ahurricane, no, no, but it was a
(12:42):
good learning experience.
Experience.
Make sure that you have alltypes of insurances.
Speaker 1 (12:46):
Yes, um and all but it's a big lesson, I mean,
because those things happen andI mean if you didn't have that
insurance, I mean it would havebeen devastating.
Speaker 2 (12:55):
Obviously a little bit bad, but yeah, um but sales
was, uh, at that time it wasjust you just hope cars drop by
and my uncle had enough business, a clientele, that they would
come by and they would drop himsome opportunities to my dad and
I couldn't really per se beselling only because there's
some.
There's competitors,established competitors, and I
(13:16):
had so many other things goingat that point when I had moved
on to work to try to supportmyself, to be available for my
dad as a consultant, becauseBecause you can say it was more
about making sure hey, do youhave any questions on the
finances?
Hey, do you need to order thispart?
Do you have any questions?
Thankfully, new Jersey is amelting pot of diversity and so
most vendors have a bilingualspeaking representative, and
(13:37):
they were a great help.
And, of course, it's always aplus when you have vendor forms,
because you get a bit of adiscount, but then have when you
have vendor formed, because youget a bit of a discount, but
then there's also certain cars,makes and models that, um, you
just got to go get the oem andthat's it so it's just kind of
interesting learning that thehigh-end vehicles you can't find
duplicate parts for.
That's what I also learned but Imean it was good.
It really brought my dad and Itogether.
(13:58):
I mean there were good days andthere were hard days, but at
the end I was glad to have thatopportunity to work with him and
learn and walk him through it.
I know when, when the businessgets brought up, he'll talk
about I shouldn't have done it,I should have taken more caution
and I'm sure that he had gottenthat advice.
But I think it's also a goodthing too, because you know he's
(14:19):
a quiet guy yeah goodhard-working guy.
I mean he just he's simple.
Yeah, I'm not simple like him.
Yeah, I like toworking guy.
I mean he, just he's simple.
Yeah, I'm not simple like him.
Yeah, I like to be everywhere.
I mean I DJ weddings and eventson the weekends.
I stay busy and I volunteer mytime, so I he's.
He's definitely not that, sofor him I think it was a good
thing and I think that you knowthat really brought contention
(14:41):
in the family dynamics and evenin my parents marriage.
But it we worked it out and atthe end, we're all better for it
, so how?
Speaker 1 (14:48):
long did the?
Is the business still exist?
The business still exists, butmy uncle now runs both oh okay,
and how long was your dad inthat business?
Speaker 2 (14:56):
about two years, about two years, yes, yes and
how long were you in it?
When you're helping out, Ithink I was there.
I was there for about the wholetime, oh really the two years
that he did it, because I weended up switching accountants
because, we were transitioningout, so we found someone that
the county recommended to helpus not only just to exit out,
(15:18):
but also just to betterunderstand, and it worked out
well.
I think at the end of the day,my dad and uncle came to a good
term on transitioning out andand their family.
They grew up together and youknow there was good times and
hard times but at the end theday they've worked through it
and then they're in a betterspot now.
And there's times where, youknow, my uncle asked my dad to
(15:39):
help out.
Hey, I've got something, and sothey've got that going.
So it was a little rough but weworked through it yeah and we
all came out.
Speaker 1 (15:48):
Uh, better for it I'm assuming your your uncle is
your dad's brother yes, sir,yeah so yeah, that's kind of
risky.
I mean, I think that you knowfor folks out there, you know
that are tuning in, you knowthat might be thinking about
doing a business with familymembers.
Mark and I have talked aboutthis a lot.
It has some risk associated toit.
(16:09):
What would you say would be oneof the top or two risks
associated with working withfamily members in a business?
Speaker 2 (16:17):
I think it's the finances first.
Second, with the finances, howis the business going to be
divided?
Is it the 50-50?
the business going to be divided?
Yeah, is it the 50-50?
Is the 60-40?
Because if let's say the personwho doesn't have the capital,
we'll call it the power, maybethey're the brains and they're
the ones that the family membersidentified.
(16:37):
If I have you and I give you agood amount, even though I'm
funding it, if you're not in itI can't do much about it.
So there's got to be linesdrawn, because there were times
where there were someinteresting conversation and
takes on.
Well, this is mine, or I needto charge you this and I'm like
no, I think if you go in therewith the right motives, where,
(16:58):
unfortunately, maybe you do gettwo lawyers and you write terms
out and you agree on an exitstrategy, or if things get
better, you do that becausemoney is the biggest part.
The other part is who hascontrol or who gets to say what
if we have to make a bigdecision.
There's gray areas is probablythe best way to put it.
(17:18):
But if you have it written downand there's a mutual agreement
before you sign, that's evenbetter but.
If it's just like blind.
Let us just leave it in thehands of the people that we're
going to pay and know it.
I don't know that that'sprobably the best idea.
Unfortunately, you can speak tothis better than I do.
That happens a lot more moreand so, unfortunately, oh, I
have to do that.
(17:38):
Oh, I didn't know that.
Then, all of a sudden, it'slike oh, I want to get out of
here because I don't feel reallygood.
Speaker 1 (17:44):
Yeah, I think that the you know businesses are so
deep and complex and there's somany things that can happen.
I mean you can have a hurricane, right.
I mean, like, when things likethat happen, you don't know, you
know, you don't know, you knowyou can't have the foresight to
know all those things tomitigate.
And if I was working with mybrother or something you know, I
mean we obviously really close,but you know, when it gets into
(18:05):
business there has to be thosepractical things, you know, very
objective, and it's hard to beobjective, you know, in a
subjective relationship yeah youknow, it's just, it just is and
and if you can map out somedecision making.
You know, and it's funny youbring up about like the capital
part, like I recently was in adiscussion with somebody and you
(18:26):
know the good thing aboutcapital and business and it took
me a long time to understandthis but the money can actually
simplify a lot of things andestablish the equity amount and
that establishes the decisionpower right, which you know, if
you're a startup in a businessand you have an idea, the hard
(18:47):
thing is is somebody that has anidea that and I've seen it a
hundred times and I used to doit when I was younger I was like
I got this idea.
It's got so much value, so muchpotential.
If I go talk to an investor ora capital person and they have
10,000 bucks but I have thisidea that I think in my head is
worth a million in this $10,000and I have zero dollars but
(19:08):
they're going to have majority,it's like I'm like you know I'll
run away from that, but thereality is, is that that $10
thousand dollars trumps the ideabecause it's actually real
money, you know, and if you'regoing into business with your
family, you know cash is stillking and oh, a hundred percent.
Speaker 2 (19:26):
Everybody's got to understand that I mean, I love
sports yeah big football guy andI can tell you right now uh,
studying film and studying youropponent is important, crucial.
I bring this up because I haveto insert my likes in a way in
the talk to make Now studyingfilm and studying your opponent
is important and crucial.
I bring this up because I haveto insert my likes in a way in
the talk to make it make sense.
Yeah, but for anyone that'slike I want to start a business
or I have an idea and I want togo to someone who has the money,
(19:47):
just watch Shark Tank.
Yeah, just watch.
I mean, I never understood thevaluation like how you take
$10,000 and it goes to a million.
I'll learn that one day.
By now, in the season of lifeI'm in, it's not something I
have to worry about, but it'sreally good to study all the
pitches and hear what KevinO'Leary has to say, mark Cuban
and Barbara Connery all thoseamazing individuals because you
(20:10):
really learn and understandquickly.
Okay, you have the idea, theyhave the money.
You know you're going to giveup a lot, and the problem is,
cash is king, and when you haveto make a decision because the
investor sees you as well youhave the idea.
I like it, and it's somewhatidiot proof, but I don't think
you know how to make a decisionwhen certain situations present
(20:32):
themselves, and I do.
You may not like it, though,because you're not familiar or
you're pretty gray.
You may have second thoughts.
So that's probably a great, agood show to be like.
I know they tell you go to a VCand all that, and I'm not
knocking them.
They all have a purpose and theydo what they need to do and it
produces good things.
But if you're not really surethat you want to give up a lot
(20:55):
of control and be told what todo, especially if you're pretty
stubborn, male or female that'smaybe not the route you need to
go.
Maybe you need to just save upand find a different route.
Speaker 1 (21:06):
Yeah, or respect the way it goes, right, because it's
the process.
The process is not going tochange and it's interesting
People try to change the process.
Speaker 2 (21:18):
I get it because we're in a time now my
generation and younger let'scontest and challenge the status
quo.
Now I understand why, when myparents or teachers told me
don't do something, don't gopast the line, I understand now
why you don't do it, because wesee a lot of people go over the
line and now we have a lot ofconfusion and disorientation.
But yeah, if you don't know howto answer to folks.
Don't, do't do something, don'tgo into the.
I'm going to ask someone fortheir money because they have
(21:41):
the right.
Yeah, they do, absolutely, it'scash flow.
Speaker 1 (21:44):
It is I mean, and you know, and I think that that was
hard, I mean I just rememberreflecting back when I was a
young entrepreneur and and justnot respecting that as much you
know about the cash, because Iwas working hard, I had the idea
I was in the streets reallyhitting it hard and I, you know,
it was really hard for me torelate to somebody that okay, if
(22:04):
you got a million dollars butyou want so much of this company
I've been working on for, youknow, years, like it doesn't
make sense but you have theright as that entrepreneur to
make that decision of it.
Do you take it or not?
But if you take it, you need tounderstand you just change the
game, kind of like back to yoursports analogy, right, like I
(22:25):
mean, it's a different quarter,it's a different situation,
different scoreboard and youhave to play by that game
because you can't go into itbeing frustrated because that
will just make things reallycomplicated.
Oh no, absolutely.
So.
What are you doing now, Jose?
What's going on?
Speaker 2 (22:40):
I'm in the business of creating and providing
opportunity, that's the nice wayto put it.
Speaker 1 (22:44):
Nice pitch yeah.
Speaker 2 (22:46):
So with Jam Pro, I've been tasked to grow the
business selling cleaningservices on behalf of the
franchisees that have bought into wanting to grow their
business and create somethingfor themselves whether it's a
new life, new career or just aresidual income.
And that's what I'm tasked with, and so I started out doing a
(23:09):
couple of things.
So when I was hired on, I wasoriginally more of a sales
operations individual in FortSmith or rep, more of a sales
operations individual in FortSmith or rep.
And then changes came up hereand so for the time being I was
tasked also to support salesefforts in Northwest Arkansas
and at one time evenRussellville.
So that was a nice little L.
(23:30):
I'm in the Fort Smith area,that's where I reside, and so it
was a nice little L.
But then we made some changesso that I can focus more in
Northwest and Fort Smith, and soit's basically supporting an
office team that I work with tosupport customers and the
franchisees and also our parentcompany out of Little Rock the.
(23:50):
Beck Davis Group Shout out toyou guys Thank you, they've been
great.
The support has been great.
They've been great.
Uh, it's, the support has beengreat.
But I've also learned theimportance of you can have good
relationships and goodcommunications with your leaders
, but it's there's still got tobe the business professionalism
where you can't let thefriendliness overtake because
you I'm sure you hear it oh work.
(24:10):
We're one big family and I'veall.
I've talked to some hr leadersin different industries like no,
no no, no that's not it, nope.
I mean the moment and theoccasions present themselves and
leads to the idea and so sure,I also look at it as being in
sports, you know, you see thecoaches high five, handshake,
hug the guys.
(24:31):
That's how I kind of am.
Not with most customers they'rehandshake hello, but with some
of my peers it's like ahandshake fist bump.
How's it going?
It's a cultural thing too, butI've had to learn how to scale
that back and manage that,Because that has gotten me in
not so good situations in thepast.
Right, and it's some hardlessons emotionally.
(24:52):
Sure, that's the biggest thing.
I'm in the business of meetinga need for the customer and also
supporting a business owner.
That's A put, an investment.
But also, if they do a good joband they work well with us, we
want to help them grow.
And so everyone's different too, Managing those relationships.
Every franchisee has adifferent dynamic and they have
(25:13):
different strengths.
So it goes back to the sportspart, Because Phil Jackson said
it best when asked about how doyou manage Dennis Rodman?
Well, he interacted andapproached Dennis much different
than he did Michael Jordan,Scottie Pippen, et cetera, et
cetera.
So to me that is a good lessonfrom a successful leader, Phil
(25:33):
Jackson, Because even though I'mresponsible to grow business
and all, I also have theresponsibility to make sure
there's a good relationship andthat there's respect and trust
and that they're getting a goodshake yeah and also teaching
them.
Hey, I know you want thingspriced a certain way, but we're
learning the market, we'reunderstanding the customer and
this is really where we need tobe.
So it's also that coaching,that training and development
(25:55):
every time you have thoseopportunities, because the more
you just assume well, I could dothis for this many hours, and
is that Sure?
However, what I've learned inmy, in my time every week and
month, that that that's not thecase.
Yeah, we've got to be able tomake sure we meet them where
they're at and then, with that,also just involved with groups
(26:17):
in northwest arkansas as well,to just grow and learn and also
give back, because northwestarkansas is a very, very
relationship driven region andit makes a difference who you
know.
You make a mistake, but if youcan fix it, yeah, within a
timely fashion, that also goes along way if you don't have the
(26:38):
relationship or if you do.
But I say relationship-drivenbecause in big cities you would
think relationships drive, yes,but the name of the company also
drives, and who you are here inNorthwest Arkansas.
even though we're growing andwe're diverse and we're
progressing and we're bringing alot, there's still a functional
core value family.
(27:00):
Very cautious who you bring inyour circles.
That really ties into whenWalmart was being started by Mr
Walton, which I'm going to do aquick pitch.
Made in America is a book thateveryone should be reading.
Speaker 1 (27:11):
A hundred percent I agree.
I love that book.
Speaker 2 (27:13):
I haven't read it in a while.
I gave my copy to someone yearsago in Springfield and I didn't
expect it back, but I seecopies of it.
I learn so much.
Mr Walton's story is impressive, you should listen to the
audiobook.
Speaker 1 (27:26):
The audiobook's fantastically done too.
Speaker 2 (27:28):
I'm just not getting into the podcast.
Speaker 1 (27:30):
Well, you're not.
You're out on podcasts, thepodcasts are more.
Speaker 2 (27:34):
I just accomplished that, got the badge.
Awesome podcast, the audiobooks.
I'm going that's probably maybea 2026 goal.
Okay, gotcha, but it'sinteresting.
I gave the pitch on that, butwith sales everyone does it
different.
So on my team we have onegentleman who's been with with
(27:56):
with our Arkansas team for along time and he's really good
and very successful, but hismethod just I just wasn't
clicking with me and especiallythe way I learned.
I think it's more about mylearning style and I really have
to.
You have to dumb it down likeyou have to simplify it like
right, one plus one equals two.
I'm not ashamed, I have amaster's degree, but listen,
(28:17):
listen for me to learn and graspit.
You got to break it down, justlike watching film, whether it's
basketball or football.
I've been in meetings wherethey're like four and a half
hours and we're watching oneplay 20 times so that we
understand that individual'smove, what they're doing and how
we can counter it and what weneed to do to make sure, if they
(28:38):
do that, that we know how to acounter it but to defeat it.
Every time we're trying to dosomething specific and so
podcasts were anything, but Igot onto this podcast from this
very successful sales leader outof st Louis.
His name is Mike Weinberg andwhen I listen to that podcast he
had this one gal from st Louisthat doubled her sales by over
160% in a year.
(28:59):
I was like all right, what didshe do?
Because everybody thinks withsales there's a trick, a secret,
some magic dust, somethingamazing that I'm going to do.
And when they come to find outHannah the Hunter was her name-
Hannah, the Hunter huh.
She did three things that werebasic best practices that
anybody can do and if you do itconsistently, it technically
(29:22):
should produce A lesson Ilearned last year.
What were the three?
Oh man, you know, to be honest,it's been a minute but it
pertained around follow-up calls, scheduled calls, follow-up
meaning I'm going to call thesecertain individuals.
The other part had to do morewith organized, focused
approaches to managing thefunnel.
(29:43):
And those are the only two thatI can remember because it's
been a minute.
But I talk to a lot ofsalespeople and that's the
episode I send them because thatone had three best practices
that I could apply.
The biggest thing that I'mworking on still is the
prospecting.
Yeah, the sitting down, becauseto me if I'm sitting down
before, I'm like, oh, I'm losingtime.
Speaker 1 (30:03):
I got to be out, I got to be knocking on doors.
Speaker 2 (30:05):
I got to go to events , but the prospecting one,
that's still what I'm wrestlingwith because the activity is
consistent and good, but theprospecting which, again,
prospecting could be defined acouple of ways.
Right, it could be the I'mgoing to sit down and organize a
list, or I'm going to gosomewhere Well, organize a list
would be one.
Or I'm going to make phonecalls.
(30:25):
So prospecting has an open.
I guess it depends how you lookat it, but for me, prospecting
would be organizing a list andthen planning a time to call
yeah and.
But I I learned a hard lesson onthe importance of prospecting
because what Mike talks about inthe podcast.
I even bought his book becauseto me it's like a playbook, like
a guide, like check yourprocesses when you read the book
and then you'll know okay, Ineed to fix this.
(30:47):
And so Q4 of last year reallybusy, really good, a lot of
activity, good account starts.
But I was really weak on theprospecting, on the new leads,
keeping the funnel busy, and Iwent to a Jam Pro sales
operations stuff in Virginia andour national sales leaders made
(31:13):
a great point that I neverheard of.
There's two things golden hour,three or four hours of just
calling.
The other one is if you don'tkeep your funnel active and busy
I'll say weekly, because I justgot much, if I could do it
daily, that's the goal, right.
If you don't keep your funnelbusy within the next 90 days of
that month, you're going to feelit.
And guess what?
Q1 of this year I was like man.
(31:35):
And again, you can make 100calls and not get anywhere.
But if you get 10 responses ofyes, no, maybe next time, then
okay, now.
You know I'm going to targetthese 10 calls because I got a
response and they told me here'swhat you need to do next time
you talk to me.
So that's the other thinglearning how to prioritize those
(31:56):
calls.
So if I make 10 calls and threepeople tell me no, not now.
Not now means I'm going to callyou in the future and you're
still active.
I think a lot of times you callsomeone and they don't answer.
They tell you no and you'relike, ah, they're done.
I'm like no, no, they're donetoday, they're not done the next
(32:16):
90, 220 days, and even when Ilose bids not today we're going
to try it down the road.
Speaker 1 (32:24):
You know what's funny about sales?
I've noticed that salespeoplein the experience myself, like
we can get, I think it's numberone.
Sales is just like a veryemotional.
It requires a significantamount of emotional intelligence
, you know, and there is a lotof practicality to it.
(32:44):
Sorry, man, I forgot to turn myphone off.
There is a lot of practicalityto it.
Processes, right, which I thinkwe hear a lot of folks, you
know there's books about, likeyou were talking about.
But at the end of the day, whenyou recall somebody and they say
not now, there's a lot of folksthat would take that as a
rejection, right, and then theywould.
They would not understand thatsomebody that's wanting to buy
(33:09):
when they say not now, itdoesn't mean that they're not
interested.
Right, it's a lot of.
It has to be at the righttiming, with the right person
with the right product.
But you know, I have the rightmoney in my bank account, I'm
willing to make, I'm trying togrow my business, you know, or
whatever it is, and so to try tofind a, a contact that is in
(33:31):
that very moment, is extremelyrare and challenging.
But that's what you're tryingto do, right, and so you know, I
think that when folks thinkabout this and you're talking
about this prospect and you'retrying to gauge, you know where
you're really trying tounderstand where they're at in
that timeline of making adecision.
And if they say no, thatdoesn't mean no, forever, too
(33:54):
right, but it does mean don'tbother them for a certain period
of time, just kind of come backin at some other point down the
road.
But you know, you kind of gotto gauge these ratings and these
scores with these folks andthen your process is how you
keep up with all that correctright, because there's many ways
to generate the lead and getthe opportunity.
Speaker 2 (34:14):
And so when I get told no now, it just means okay,
even though I need to, with thefranchise sales and the model
men, I need to be producingevery month.
So that's, that's the biggestpressure, is you got to produce
and deliver.
And so one thing I've learned,uh, within the last year, is the
(34:34):
sales process is more than 30,60 days and so more reason, yeah
, to work hard on a weekly basisto get new calls in.
Let's say you make 30 not a goodnumber, but you're making them
yeah and let's say you get maybefive responses yeah, be
realistic with the yet nationalaverage of close rates and
(34:55):
people that'll answer your phone.
Well, that that wasn't good.
But you made calls and I thinkit's also a mindset of the
consistency along with thedetermination that okay, yeah,
maybe I made 50 calls, I gotnowhere, but it's the practice
because it's going to pay off.
And in that book, new SalesSimplified from Mike, he talks
(35:18):
about weapons and I'm likeweapons, interesting Weapons,
prospecting, networking, coldcalling, email blasts, linkedin,
which when I connect withsomeone on LinkedIn I'm like man
, I want to call on theirbusiness.
I hate.
Thank you for the connectionand more than likely I may try
to see.
If they're at an event, I mayeven try to call, but I'm not
(35:41):
going to solicit them my way.
There's very few times I do thatand if I do, because I've heard
the feedback, even fromcustomers that deal with that.
But with sales and other things, yeah, I don't want to be that
guy.
I want to try to be the guy.
Like you know, I don't know him.
He seems connected.
I know people he knows I maynever talk to him but I'll
connect with him and I'll send athank you yeah, sometimes I
(36:04):
forget because there's so manyor I got a lot going on um, but
it's utilizing those weapons,those different avenues to get
the business and not harass themon linked like is the case.
But it's simple because youthink about it.
When you call a client you'renot getting the results, but
maybe you have been generatingopportunities through networking
(36:25):
events, which I do enjoy.
I am a social person.
I do sleep, I promise I dosleep.
Hard to believe but I do.
And I do rest when I sleep yeah,and it also helps when you have
a young family, because they'llkeep you.
Oh yeah you know those one ortwo in the morning.
I miss you, mom and dad, howyou doing didn't plan for that.
(36:50):
But we're ready.
Yeah, but the the differentavenues are.
You got the networking, you'vegot the cold calling, got the
prospecting, you've got the ohwait a minute.
Then I call on someone the yearbefore.
Oh hey, and that's thebeautiful thing about this year,
as I'm going into my secondyear, I'm starting to get those
calls.
Speaker 1 (37:04):
I'm like, oh, that's a pretty good feeling.
Yeah, yeah, for sure.
Speaker 2 (37:10):
Or you know and you get outside help coming in.
Salespeople and businesses relytoo heavily on third-party
marketing efforts.
Speaker 1 (37:17):
Oh yeah.
Speaker 2 (37:18):
And it really needs to be.
You need to have a lot ofoptions.
Speaker 1 (37:21):
Yeah, there are different divisions on that.
I mean, like you know as abusiness owner, you know as an
aspiring entrepreneur, a lot offolks underrate how significant
sales is, like it's.
You know, I've talked withfolks that will.
If you look at marketing, sales, operations, finance, legal,
(37:42):
all everything's important inbusiness.
But if there's one crown jewelabove them all it's sales and
the entrepreneur has to be 100%involved in the sales.
I mean in selling that productand being relentless about
putting that at the very top.
And I've been guilty of itmyself in my businesses, even
(38:03):
some of the ones I have rightnow, of not remembering on the
significance of that.
Because you cannot achieve whatyou need to achieve just with
marketing.
You know you cannot do it justby having a great product.
All those things matter.
But the sales process and theemphasis on sales, because
that's where you know it solvesa lot of the other problems.
I mean money will solveproblems.
(38:25):
It also creates problems.
Growth, right, and growth ispainful, but it's better to be
growing than it is to be dyingand needing sales right.
Speaker 2 (38:33):
Amen to that.
Speaker 1 (38:34):
And so I think that, as an entrepreneur, you know
somebody that's listening,that's not about to open up
their business.
I mean, what would you do as aprofessional salesperson?
Right, like, what would be yourfirst thing?
You have nothing, a clean sheetof paper.
Right, you have a product idea,but what would you recommend?
(38:55):
Like, how do you start If I wastrying to sell this coffee cup
right here?
Speaker 2 (39:00):
what would you do?
I'm glad you didn't ask me sellme this pen.
I've been in those meetings andit's like A it's insulting.
It insulted my talents.
It's like, okay, it's a pen andI know the practice, but it's
just like whoa.
I think process is a big thing.
Starting a small business and Ican tell you you know my
(39:22):
leadership team process issomething they're good at.
It's something we're growingand learning.
But process is the mostimportant.
First of all, you've got toovercome your fear of selling.
You don't have to be anextrovert.
Speaker 1 (39:41):
I think, when it comes to sales, you know when to
talk, when to emphasize a pointand when to scale it back.
So, jose, hold on a second,because you bring up processes,
right.
But then you went, I think, tostep two about about being a
good salesperson, but on theprocesses part because this,
there's a little mystery herefor maybe somebody that doesn't
know sales when you sayprocesses and I have this coffee
cup what do you mean by processin a sales process?
Speaker 2 (40:04):
I think it's number one.
Who do you want to target?
Because not every customer youwant to talk to.
Okay, I think you also learn insales.
You call on a customer, you'rethinking this is going to be
great and as you get to learnabout them during the discovery
phase, you're like we may not bea good fit, but you learn.
(40:24):
I think every call, whether youwin or lose it or you don't
want to do it, you learnsomething and it makes you
better.
Speaker 1 (40:30):
I think a process is.
Speaker 2 (40:31):
What am I going to do first?
Speaker 1 (40:33):
Okay.
Speaker 2 (40:33):
All right.
So I've got to learn how tosell.
I've got to learn my productand I've got to learn how to
sell.
But if I'm an introvert and Idon't like talking to people, I
have to operate in my strengths.
I think that's another onething too, because you got to
write out.
I'm a big scripted guy.
When you know, I've been DJingfor over nine years and
everything has a beginning, astart and a beginning, middle
and end yeah and that's what youneed to know gotcha.
Speaker 1 (40:55):
That's why you jumped into that second part, because
you're talking about you'rereally what you're saying.
Okay, I'm a solo entrepreneurstarting this coffee cup sales
is my number one thing, firstthing I need to do in sales.
What's my process and whatyou're actually recommending is
there's not like a templatedprocess that's called a sales
process out there.
Speaker 2 (41:14):
That would be nice, it wouldn't be.
If you find it, give it to me.
Yeah right, I know.
Speaker 1 (41:18):
I mean, I think that's a good point, because I
think there's a lot of peoplethat think there is something
that they're missing.
There is something that they'remissing, but the reality is,
what you're kind of saying iswhat is your individual process
to help you have greater success?
And you build that around whoyou are, like you mentioned,
introverted, but that's fine youcan be an introverted, really
(41:41):
excellent salesperson.
Yes.
Speaker 2 (41:43):
I mean, I'm not introverted, but for the sake of
the conversation, yeah, yeah,because that's the thing too I
want to hit the hard part wheremost people think, well,
salespeople are friendly andthey're aggressive and pushy.
There's a time and a place.
They're still working on theirprocess, but I think you got to
know how you're going to go intoit.
And if plan A doesn't work,what's your plan B?
I think that's why I lovesports so much is because you
(42:04):
have at least three ways toexecute a play.
And if option A doesn't work,well, what is option B and C?
Okay, so now I know what optionA, b and C.
I know who I want to talk to.
All right, what do I need toknow about selling it?
If something happens?
You get asked a question Well,what happens if this breaks down
?
Well, that's a great question.
Let me look into and get backto you.
So you got to have a FAQ, Iguess, or?
(42:26):
a troubleshooting scenario whenyou're trying to sell your
product but you can't go inthere.
I got this a great idea this isamazing.
You should do it that thatdoesn't tell anybody anything
and it doesn't get confidence,especially if they don't know
you.
But for me, even in sales andeven in other things I do, I
want to script out, at leasthave a bullet point of what I'm
(42:47):
going to do, so that if I getscared or something happens and
I jump the gun and I go fromstep one to four oh, I didn't
prepare for this.
Well, I need to get back intothe rhythm and sync, to get back
to what I was trying to do,because you know you can speak
better to this than I can, and Ihave some experiences.
(43:08):
You had one way to approach asales call.
All of a sudden there's aquestion out of left field or a
comment and you're like, well, Idid not expect that.
But then all of a sudden you'replaying defense, you're trying
to get caught up and now all ofa sudden you have to change your
entire sales call just to makesure you're letting them know
we're here, we're interested,but I need to figure a way to
(43:30):
say I don't know.
You can say I don't know, butsaying it in a way that I'm
going to get an answer to youhere we go, and then you show up
for that yeah.
It's got to be scripted, and Iused to not be that way like
disorganized.
But now I've learned throughthe years in life outside of
sales and now in sales youdefinitely want to get a cadence
, but you definitely want toknow what you're going to talk
(43:52):
about.
Like a skeleton, we have bonesand everything has a function
and all, and you've got to knowyour plan inside and out so if
something does change and youlose track, you can get back to
it.
Speaker 1 (44:03):
That's what you know.
It's put a why an introvertcould be an excellent
salesperson because they can.
An extrovert, I think, orsomebody you know that that that
is a little bit more outgoing,or whatever that can, that
doesn't mean a stranger.
There's a lot of value to that.
That's what we see in that andthat's what I think a lot of
people would think of assalesperson, like you said, but
an introvert and I've metintroverts really excellent
(44:26):
salespeople that are excellentat building data-backed scripts,
like you know.
So many percentage of people dothis and that's a value
proposition as to why you wantto buy this coffee cup.
They can dive deep in thisworld to where an extrovert
person would never even go thatroute.
Speaker 2 (44:46):
But I'm going to say this extroverts and this is
where I've had to learn to getmore into the data and the
analytics.
My time at JB Hunt I learned alot about sales and operations
and even though I wasn't gettingnew business, I was responsible
to take the business that salesgot and find a truck that could
(45:07):
do that a good rate to wherethe customer wins, gets what
they want, but also J behind asa business can keep their doors
open.
So finding those numbers andmargins and that taught me early
.
Yeah, you need to be about data.
You may be an extrovert becauseI had a logistics job before I
came on the Jam Pro and I had aVP 30-something-year veteran in
(45:28):
the company and he said thedevil are in the details and you
need to know your numbersbetter than your boss does.
And that's where I encourageextroverts.
You need to get on the level orin the mindset of the
analytical colleagues of yoursto know the numbers and know
what you're doing, because youdon't want to be selling not
knowing.
(45:48):
Because if you know yournumbers, I'm going to say this
this name is illegal in Arkansas.
I could literally be arrestedfor saying the name Nick Saban,
but I'm going to say it anyway,because, as a football guy, a
fan and an aspiring coach at onetime, he's the model of what
every coach wants to be, becausehe's all about process making
sure you do well.
When I coach football, what Ilearned is that fundamentals
(46:11):
trumps talent and skill alone.
You need both, but if you havefundamentals and you know the
basics and you can execute andfigure out how to overcome a
situation when your size is aproblem or your speed, but you
have the basics down, you'regoing to be able to run around
circles around those that havejust pure talent and aren't even
exercising 100%.
So it goes both ways whereextroverts have to be more data
(46:36):
conscious and more particularabout learning and being able to
be on the level of theirintroverts.
Introverts, on the other hand,have to know that you don't have
to be outgoing, but youdefinitely have to know how to
communicate, how to share, howto talk, because more than half
of the sales folks in theWalmart vendor space are not the
I'm going to have a beer andI'm going to yell at the screen
(46:58):
kind.
They're the quiet, we'll have acup of coffee, we'll talk, and
they're just as valuable as theextroverts.
So they both have to learn howto utilize each other's
strengths, because you need both.
Speaker 1 (47:09):
You do, yeah, yeah, you really do.
It's like, if you're anintrovert, what's your process
to help you create boxes to bemore of an extrovert?
If you're an extrovert, what'syour process to create boxes to
be more introverted, with thedata and the numbers?
You know that disciplineExtroverts may not have very
(47:30):
much discipline on the numbersand all these facts and
analytics that go behind theirsales process.
And it's the opposite withintroverts, because, as an
introvert like, again, the onesthat I've met and worked with
they do not like showing up.
It does not feel good to them,for you know, for exactly what
an introvert is to go to anevent, shake hands, you know,
(47:55):
get to know people break the ice, but you have to do that.
Sales requires both sides ofthat and I really appreciate
that comment about the processbecause, if I was just starting
out, the entrepreneur has somuch to think about.
They have, like you mentioned,talking about your story with
your dad, like the LLC, thelegal stuff, getting the
(48:17):
accounting together, gettingyour books together, all the
regulations that you've got tobuy, getting insurance.
It's nothing but a spider webof all kinds of crap to do.
Speaker 2 (48:26):
And I actually enjoyed that, by the way which
most people don't gettinginsurance.
It's nothing but a spider webof all kinds of crap to do.
Speaker 1 (48:31):
And I actually enjoyed that, by the way, which
most people don't, right, but Idid so.
I guess I'm unique in that way.
Yeah, maybe you can get a lotof business doing that for
people, because I'd probably paysomebody to do that for me.
Oh, absolutely no.
Speaker 2 (48:37):
But it was fun.
I mean, every job I had hastaught me a lot, and maybe some
jobs don't end well but, I,think there's always positives
and best practices.
I think, having an ownershipmindset and I'll bring this up
because this is one that I'veenjoyed Because when I worked at
Central States great company,great values.
They have three main corevalues, which is act in love,
(49:04):
own it and can do.
And the own it part is hard,because if we're not responsible
for it or something went wrongbut it wasn't you, but you're a
part of that group guess whatown it means?
Well, you know what, I'll takeit, I'll take it.
And that's how.
Because when I put my try to putmy shoes in our owner's
perspective, you know, cashflowis important, retaining accounts
is important, treating thefranchisees is important, even
(49:26):
though they're not in thatday-to-day.
Think about the importance ofkeeping all those three things
cash flow, relationships andretention and you say, well, I
wanted to do something and theytold me, no, well, let me think
about it from their perspective.
That makes a difference whenyou own it.
And then, having a can-doattitude, there's a lot of
(49:50):
things that I do that I've donein my other job that probably
aren't in the job description, Iprobably don't have to do, but
I do it because the results istrust, great rapport, strength
and the ability to push throughhard times and then act in love.
That one when you're dealingwith truck drivers.
At times that's a hard onebecause they're old enough to be
your dad and grandpa, let metell you they have colorful
vocabulary, yeah, but it's whatthey call for.
(50:10):
So taking the experiences atevery place I've been has helped
me to be where I am with JamPro, where I think and act like
an owner, even though I'm anassociate and I have a time
frame to work from.
I don't look at it like thatand I have a time frame to work
from.
I don't look at it like that.
If I think about it as an ownerand companies that have an
employee-owner approach, likewhat they call ESOP, you can see
(50:33):
there's a big difference.
When you treat it like it'syour business and you put your
shoes in the owner's shoes, thenyou're like all right, it's fun
, it's like, because what?
if I were in their shoes, howwould I look at it?
Speaker 1 (50:46):
What can I learn?
Yeah, and for a business owner,to put yourself in your team's
shoes, yeah, and it goes bothways and our group does that and
we're always growing andlearning.
Speaker 2 (50:54):
But I mean we're very successful, we're growing,
we're becoming a very well-knownmarket across the other Jamf
Pros just because of the work ofour ownership group as well as
the operations support staff.
Speaker 3 (51:05):
Yeah.
Speaker 2 (51:06):
I mean, we're doing a lot of good things and we have
great small business owners andwe're always going to welcome
more.
Speaker 1 (51:11):
Yeah Well hey, jose, unfortunately I have time.
It's crazy how fast time goesby, but we need to have you back
in because I want us to divedeeper into franchising.
For those listeners that areout there that are thinking
about getting into business orthinking about getting into a
franchise, I think you know whatis the life like as a
franchisee, what's the life likeas a franchisor.
(51:32):
We've talked about that a fewtimes and that's a really
interesting conversation.
So I wanted to do that.
But I love our conversationtoday.
I appreciate your story that youhad that experience with your
dad.
I man, you know, to make itthrough that and to see the
positivity and the things thatwere outcomes, that's, that's uh
, that's, that's some goodawareness there and in good
(51:54):
structure.
And then just the wholeconversation about the sales
model.
I mean, hopefully that givesfolks I've seen.
I mean I have just experiencedpeople.
I mean I have just experiencedpeople, introvert people that
have business ideas and a dream,that don't allow themselves to
take that step because theydon't feel like, maybe that
(52:17):
they're not that personalitythat you see as an entrepreneur
and you don't have to be.
There's been a lot of fantasticintroverts out there that have
been extremely successful andI'm you know.
I feel like that.
That was good to hear from aprofessional sales sales person
like yourself to describe that,so it's good stuff man well,
thank you for having me yeah, so, folks, thank you so much for
(52:38):
joining us today.
Uh, we'll be back in next time.
Don't forget to subscribe toour e-newsletter, to like it on
the YouTube, to tell yourfriends about it.
We're growing.
It's been pretty cool.
We're getting a lot morequestions in about ideas for
business and franchising.
One sales is definitelyobviously one that we get quite
a bit, and also the familybusiness stuff.
(53:00):
Right, that's always a bigquestion.
Should I?
I would say that a lot of folkshave been.
Well, why shouldn't you isreally the first question you
should ask right what couldhappen.
So anyway, thank you very much.
Appreciate you, Jose.
Thank you.
And thanks everybody.
Speaker 3 (53:20):
It's been another fantastic episode of Big Talk
About Small Business.
We'll see you next time.
Thanks for tuning into thisepisode of Big Talk about Small
Business.
If you have any questions orideas for upcoming shows, be
sure to head over to our website,
wwwbigtalkaboutsmallbusinesscomand click on the Ask the Host
button for the chance to haveyour questions answered on the
(53:42):
show.
Stay connected with us onLinkedIn at Big Talk About Small
Business and be sure to headover to our website to read
articles, browse episodes andask questions about upcoming
shows.
You know, as an aspiring entrepreneur, a lot of
folks underrate how significantsales is Like it's.
You know, I've talked withfolks that will.
If you look at marketing, sales, operations, finance, legal,
all everything's important inbusiness, but if there's one
crown jewel above them, all it'ssales.
(00:22):
Yes above them all, it's sales.
Yes, all right, folks, we'reback with another episode.
A big talk about small business, and today Mark Zweig is out
hanging out somewhere.
I don't know what he's doing,but he's definitely not working
(00:44):
here with me.
He he's left me with all thehard work to do and I'll keep
carrying on the show.
That's just what I do, jose.
I pick up Mark's slack.
Even when he's here, I do it.
When he's not here, I do iteven more.
No, I'm just kidding.
I don't know what he's doing,but he couldn't be with his day,
unfortunately.
But I do have a fantastic guesthere with me today we have Jose
(01:07):
Socorro, and I did a decent jobof pronouncing your last name,
didn't I?
Yes, you passed, I passed Great, jose.
So you are.
Tell us about yourself and yourexperience in business and what
you're doing today, and then,before we started the show, you
started talking about kind ofyour family history and
entrepreneurship.
I'd love for you to get thatdialogue going again, because I
(01:30):
think we have a lot of audiencemembers out there that will
appreciate that story.
Speaker 2 (01:33):
Oh, absolutely Well.
Thank you for having me.
I've been a big fan of Mark formany years.
I wish I had my Panama Jack hatto pay him homage.
I'm sure I'll hear about thatlater.
My name is Jose Socorro.
I'm originally from New Jersey,went to school in southwest
Missouri, then I went back toNew Jersey to help my dad with a
small business in the middle ofHurricane Sandy and going and
(01:56):
finishing my school, and then Istayed in New Jersey for a
little longer, moved to Oklahomaaround 2015.
Met an Arkansas girl and I hadoptions of where I wanted to go.
New Jersey was not in the deckof cards at the time, so I ended
up going to Arkansas, whereshe's from, and it's been great
ever since.
Those Arkansas girls will getyou man.
Speaker 1 (02:17):
They will.
Speaker 2 (02:17):
They will get you.
Speaker 1 (02:19):
So you're from New Jersey.
Your dad had a business upthere, right?
Yes, what was the business?
It was a body shop business.
Speaker 2 (02:26):
Okay, so he's originally from the Dominican
Republic, moved to the States, Ibelieve, sometime in the 80s,
okay, so he learned the tradefrom there and brought it over
here.
He'd been doing it for 30 plusyears, probably 40 now, and one
day he decided I'm going to gointo into business.
And he went into business withmy uncle, who had a mechanic
background and had worked inSouth Jersey for many years.
(02:49):
So there was some rapport thereand that was about the time I
was finishing up in school, incollege in southwest Missouri,
and so it was interesting, I wasin a different season of life,
finishing up school in thepolitical arena and really
enjoying that.
Then I get the call I'm gonnaopen a business.
Okay, and I'll be there, and itwas more than just I'm gonna go
(03:13):
help my dad with the business.
Obviously entrepreneurship islucrative.
Speaker 3 (03:17):
I can make a lot of money.
Speaker 1 (03:18):
The potential is great yeah it's a good selling
point, yeah.
Speaker 2 (03:22):
However, there's a lot of work to it.
What was interesting is Ididn't get a four-year degree.
I ended up doing an associate'sdegree, just because of the
change in my majors and just thetime.
I didn't want to be a collegedropout, so I had to find the
best way to say hey, I graduatedcollege and an associate's
degree is the best option,because I actually ended up
working full-time my last twoyears in school.
Speaker 1 (03:42):
Okay.
Speaker 2 (03:43):
And so that was preparing me in a way to
transition out of Southwest orMidwest life back into Northeast
life.
I went into business with mydad and there was a lot that was
not per se set up.
Yeah, and so a lot of it I hadto jump in and do the LLCs,
understanding what works in thestate of New Jersey, the laws,
(04:06):
the rules, the guidelines forhow to sign up for a business,
get a business approved, andthen finding out the
prerequisites and therequirements.
I think there was over 60requirements at the time.
Speaker 1 (04:18):
Is this just for the body shop?
Speaker 2 (04:20):
For the body shop, because of that industry
specifically Right, and beingthat New Jersey is a heavily
regulated state with all kindsof rules, okay, and so it was
that worked.
So I went to school four yearsbut got a two-year degree, and
here I am having to reallyfigure out this business model,
diving in deep.
(04:40):
And so they I didn't really getto go to those higher level
business classes to figure itout.
Yeah, what I did know is Iasked the right questions, or
learned how to ask the rightquestions, and because I like
politics, it rolls intogovernment so you kind of like
the interest of learning andfiguring out the questions and
(05:01):
how to say the right things andall.
I will tell you that it was theprocess of getting the right
equipment for the body shop, andfiguring out was a challenge
because we wanted certain things.
I had actually shadowed with abody shop in southwest Missouri
for about two or three weeksprior to moving back.
Speaker 1 (05:22):
So did you shadow because you knew you were going
to go up there and help.
Correct, okay, got you.
It was one of those where Ifound a gentleman weeks prior to
moving back, so did you shadowbecause you knew you were going
to go up there and help.
Speaker 2 (05:26):
Correct, okay, got you.
It was one of those where Ifound a gentleman.
We met and we had two lunchesand I went to the shop and I
learned and I got all that theoperations is in the thousands
just for the system and thesoftware to estimate to work
with insurance companies.
We didn't have anything.
We had zero dollars and and Ican remember talking to my dad
(05:48):
and going over, all right, Ineed this equipment, and it was
over $30,000.
And I was like, well, we can'tafford that and we don't have
the means.
So this is an interestingdynamic because, culturally
speaking, from the Hispanicculture side, parents are always
right.
You just do your, sir.
Yes, ma'am.
And so it was a very interestingdynamic to get him to
(06:09):
understand.
Like this is still a thing, butwe have to understand that if I
am talking to you about adecision or walking you through
something, it's not me goingagainst you.
It's me having enoughunderstanding and common sense
to be like this is going to putus in a pickle quickly.
Yeah, so it was interestingworking through that because we
(06:30):
had to find creative ways for uhprogramming and licensing of of
software estimates forinsurance companies.
I mean, thankfully, we uh therewas an office max yeah, I
believe so we, so we got asimple laptop.
We found an estimating software,because 20 years ago they used
to have these thick books.
They would have every part,every VIN number and everything
(06:53):
and that's how they wroteestimates.
But this software systembasically did that.
And then I remember having todrive 40 minutes or so just to
get paint, and just red paint isso expensive, it's painful, red
paint to get paint and just redpaint is so expensive, it's
painful.
Red paint Red paint Really.
And then it gets reallycomplicated once it gets you
know to the tricot and theglossy.
It gets really, reallytechnical there.
But that was interesting, thatwhole situation of I have to go
(07:18):
buy the parts, get the parts,because my dad is limited in his
English, okay, but he knows howto do the job.
Yeah, he's an excellent tradesupervisor and he's never been a
supervisor or a manager, buthe's a great worker.
His work speaks for itself,yeah, and so I remember growing
up he would take me on theweekends to kind of just learn
and shadow, and my leastfavorite part was wet sanding
(07:41):
cars, because there's an art toit.
Yeah, and I didn't care for itbecause I didn't have the
patience, but I learned, yeah,and, and he's really good at it
and and that that body shop hedid was how I got.
He got my sisters and I throughschool, helped us get to
college and afforded usvacations and all that, not
being american born, so I'mreally thankful for all that.
But it was just interesting howyou learn quickly how to find
(08:05):
alternatives to what you need toget the job done yeah and, of
course, at that time, when youstart now, you take just about
anything and you price it justto get some revenue, because I
could remember looking at thebank and it stayed at a certain
level and it wasn't a greatlevel, but, um, it got things
done.
And at that time, uh, there wasa point where, like, you can't
afford to pay me, so I ended uptaking two part-time jobs at two
(08:29):
wonderful industries fast food.
I worked at a McDonald's and aChick-fil-A and I'll tell you,
there's a lot I learned atMcDonald's.
They really have a goodstructure of teamwork,
collaboration and training, andChick-fil-A, of course, has done
a lot to where they are astandard in customer service.
So I'd go work at Chick-fil-A atfive, six in the morning, leave
(08:51):
.
And then I also didn't tell youI also was a high school
football coach At the same time.
At the same time, and I didn'tthink I was going to do it
because my first coaching jobwas in Southwest Missouri at a
high school.
So I got all right, I got thatexperience bucket list item,
said well, let me try it again.
And so I did that.
Yeah, you were getting paid,though, right, uh, it was a
stipend, it was like more of a.
Then then you learn quickly.
(09:12):
After you're one, you just wantto be a volunteer because
stipends will go really quickly.
Yeah, tax season.
And so I did that.
Then at nighttime I work, I'dwork at the McDonald's and then
I would help my dad with thebusiness.
And it was interesting just theconversations with the
accountant and the lawyers.
He was one of those like okay,because it was my uncle and my
(09:34):
dad.
So like, okay, you're the mostEnglish-speaking and most
understanding one, so I'm goingto talk to you and you're going
to talk to them.
I'm like you got it.
So I built rapport with twovery important people, the
accountant and the lawyer andthey helped us and they worked
us through it.
Of course, I was in college whenthey signed the agreement and
(09:55):
all that with the lawyer, andthe story was really not my
favorite.
Had I been there, I probablywould have said we can't do this
, but my mom told me.
So my mom gave me the fullscoop and I was like whoa boy,
I'm sure glad I wasn't there.
But at the end of the day, itwas more than just going to help
with the business.
I think there was a highercalling and, as a person of
faith, there's more to it thanjust the job.
(10:16):
There was a lot of things thatwere happening that really
helped.
It was about, hey, trying tokeep the family intact, trying
to keep morale, and I hadn'tbeen with my family because I
was in school four years.
Speaker 1 (10:29):
So there was a lot of good and a lot more than just
being there to help.
You really came back fromschool and navigated family,
business, income and school,because I just got my
associate's because I juststarted my bachelor's online
degree program at Old RobertsUniversity at the time, wow.
Speaker 2 (10:43):
So I barely had enough gpa to get in.
So I'm a big sports guy and youknow, if you win it by this
much it counts.
Speaker 1 (10:49):
And that's kind of me , it just a little bit um, and
so I was.
Speaker 2 (10:54):
I was doing school and all that, and then hurricane
sandy hit.
That was interesting because wewere about a couple miles from
the atlantic ocean, becauseatlantic city is not that far,
about 10 minutes and we're rightby the water.
So we we got hit by thehurricane and that was the body
shop did yeah the mechanics upin the body shop.
I mean it, it got flooded, wow,basically it was pretty strong.
(11:16):
I remember driving the daybefore the hurricane like it was
already raining.
They're already closing roadsand I'm trying to figure out how
do I get all these cars out ofthe shop, because we had a very
high-end car in there at thetime and I'm like all right, do
you think I can get this bar tolet me park all the cars there
and my dad's like don't worryabout it.
And then I was like it was worthasking.
(11:37):
And then I made the mistake ofduring the hurricane, because I
was so far away from it.
But during the hurricane Ithought let me drive these
streets to see how bad it is.
And I learned very quickly youshould have never done that,
because the water was at levelsit's never been Like.
That's not any kind of rain.
When you're about, you know, 5,10 miles from a hurricane, even
(12:00):
though you're not in the middleof it, you are getting a brunt
of water that you'll never, eversee.
And so that was my don't evertry to drive during a hurricane,
even though you're like safeaway.
So that's a lesson learned.
Please Got sketchy.
Yeah, I got sketchy, but anywaythat story was.
That was an interestingexperience working through that
and learning insurance andunderstanding.
Speaker 1 (12:18):
So did you end up getting all the cars?
Speaker 2 (12:20):
out.
No, they have stayed there andwe just filed claims and just
took care of it like that,basically.
Like that, I mean letting theprocess play out, because that
was a one-man show and my dadwas out of town at the time, so
I was trying to figure out howcan I be proactive, but it just
ended up not working.
But you don't account for ahurricane, no, no, but it was a
(12:42):
good learning experience.
Experience.
Make sure that you have alltypes of insurances.
Speaker 1 (12:46):
Yes, um and all but it's a big lesson, I mean,
because those things happen andI mean if you didn't have that
insurance, I mean it would havebeen devastating.
Speaker 2 (12:55):
Obviously a little bit bad, but yeah, um but sales
was, uh, at that time it wasjust you just hope cars drop by
and my uncle had enough business, a clientele, that they would
come by and they would drop himsome opportunities to my dad and
I couldn't really per se beselling only because there's
some.
There's competitors,established competitors, and I
(13:16):
had so many other things goingat that point when I had moved
on to work to try to supportmyself, to be available for my
dad as a consultant, becauseBecause you can say it was more
about making sure hey, do youhave any questions on the
finances?
Hey, do you need to order thispart?
Do you have any questions?
Thankfully, new Jersey is amelting pot of diversity and so
most vendors have a bilingualspeaking representative, and
(13:37):
they were a great help.
And, of course, it's always aplus when you have vendor forms,
because you get a bit of adiscount, but then have when you
have vendor formed, because youget a bit of a discount, but
then there's also certain cars,makes and models that, um, you
just got to go get the oem andthat's it so it's just kind of
interesting learning that thehigh-end vehicles you can't find
duplicate parts for.
That's what I also learned but Imean it was good.
It really brought my dad and Itogether.
(13:58):
I mean there were good days andthere were hard days, but at
the end I was glad to have thatopportunity to work with him and
learn and walk him through it.
I know when, when the businessgets brought up, he'll talk
about I shouldn't have done it,I should have taken more caution
and I'm sure that he had gottenthat advice.
But I think it's also a goodthing too, because you know he's
(14:19):
a quiet guy yeah goodhard-working guy.
I mean he just he's simple.
Yeah, I'm not simple like him.
Yeah, I like toworking guy.
I mean he, just he's simple.
Yeah, I'm not simple like him.
Yeah, I like to be everywhere.
I mean I DJ weddings and eventson the weekends.
I stay busy and I volunteer mytime, so I he's.
He's definitely not that, sofor him I think it was a good
thing and I think that you knowthat really brought contention
(14:41):
in the family dynamics and evenin my parents marriage.
But it we worked it out and atthe end, we're all better for it
, so how?
Speaker 1 (14:48):
long did the?
Is the business still exist?
The business still exists, butmy uncle now runs both oh okay,
and how long was your dad inthat business?
Speaker 2 (14:56):
about two years, about two years, yes, yes and
how long were you in it?
When you're helping out, Ithink I was there.
I was there for about the wholetime, oh really the two years
that he did it, because I weended up switching accountants
because, we were transitioningout, so we found someone that
the county recommended to helpus not only just to exit out,
(15:18):
but also just to betterunderstand, and it worked out
well.
I think at the end of the day,my dad and uncle came to a good
term on transitioning out andand their family.
They grew up together and youknow there was good times and
hard times but at the end theday they've worked through it
and then they're in a betterspot now.
And there's times where, youknow, my uncle asked my dad to
(15:39):
help out.
Hey, I've got something, and sothey've got that going.
So it was a little rough but weworked through it yeah and we
all came out.
Speaker 1 (15:48):
Uh, better for it I'm assuming your your uncle is
your dad's brother yes, sir,yeah so yeah, that's kind of
risky.
I mean, I think that you knowfor folks out there, you know
that are tuning in, you knowthat might be thinking about
doing a business with familymembers.
Mark and I have talked aboutthis a lot.
It has some risk associated toit.
(16:09):
What would you say would be oneof the top or two risks
associated with working withfamily members in a business?
Speaker 2 (16:17):
I think it's the finances first.
Second, with the finances, howis the business going to be
divided?
Is it the 50-50?
the business going to be divided?
Yeah, is it the 50-50?
Is the 60-40?
Because if let's say the personwho doesn't have the capital,
we'll call it the power, maybethey're the brains and they're
the ones that the family membersidentified.
(16:37):
If I have you and I give you agood amount, even though I'm
funding it, if you're not in itI can't do much about it.
So there's got to be linesdrawn, because there were times
where there were someinteresting conversation and
takes on.
Well, this is mine, or I needto charge you this and I'm like
no, I think if you go in therewith the right motives, where,
(16:58):
unfortunately, maybe you do gettwo lawyers and you write terms
out and you agree on an exitstrategy, or if things get
better, you do that becausemoney is the biggest part.
The other part is who hascontrol or who gets to say what
if we have to make a bigdecision.
There's gray areas is probablythe best way to put it.
(17:18):
But if you have it written downand there's a mutual agreement
before you sign, that's evenbetter but.
If it's just like blind.
Let us just leave it in thehands of the people that we're
going to pay and know it.
I don't know that that'sprobably the best idea.
Unfortunately, you can speak tothis better than I do.
That happens a lot more moreand so, unfortunately, oh, I
have to do that.
(17:38):
Oh, I didn't know that.
Then, all of a sudden, it'slike oh, I want to get out of
here because I don't feel reallygood.
Speaker 1 (17:44):
Yeah, I think that the you know businesses are so
deep and complex and there's somany things that can happen.
I mean you can have a hurricane, right.
I mean, like, when things likethat happen, you don't know, you
know, you don't know, you knowyou can't have the foresight to
know all those things tomitigate.
And if I was working with mybrother or something you know, I
mean we obviously really close,but you know, when it gets into
(18:05):
business there has to be thosepractical things, you know, very
objective, and it's hard to beobjective, you know, in a
subjective relationship yeah youknow, it's just, it just is and
and if you can map out somedecision making.
You know, and it's funny youbring up about like the capital
part, like I recently was in adiscussion with somebody and you
(18:26):
know the good thing aboutcapital and business and it took
me a long time to understandthis but the money can actually
simplify a lot of things andestablish the equity amount and
that establishes the decisionpower right, which you know, if
you're a startup in a businessand you have an idea, the hard
(18:47):
thing is is somebody that has anidea that and I've seen it a
hundred times and I used to doit when I was younger I was like
I got this idea.
It's got so much value, so muchpotential.
If I go talk to an investor ora capital person and they have
10,000 bucks but I have thisidea that I think in my head is
worth a million in this $10,000and I have zero dollars but
(19:08):
they're going to have majority,it's like I'm like you know I'll
run away from that, but thereality is, is that that $10
thousand dollars trumps the ideabecause it's actually real
money, you know, and if you'regoing into business with your
family, you know cash is stillking and oh, a hundred percent.
Speaker 2 (19:26):
Everybody's got to understand that I mean, I love
sports yeah big football guy andI can tell you right now uh,
studying film and studying youropponent is important, crucial.
I bring this up because I haveto insert my likes in a way in
the talk to make Now studyingfilm and studying your opponent
is important and crucial.
I bring this up because I haveto insert my likes in a way in
the talk to make it make sense.
Yeah, but for anyone that'slike I want to start a business
or I have an idea and I want togo to someone who has the money,
(19:47):
just watch Shark Tank.
Yeah, just watch.
I mean, I never understood thevaluation like how you take
$10,000 and it goes to a million.
I'll learn that one day.
By now, in the season of lifeI'm in, it's not something I
have to worry about, but it'sreally good to study all the
pitches and hear what KevinO'Leary has to say, mark Cuban
and Barbara Connery all thoseamazing individuals because you
(20:10):
really learn and understandquickly.
Okay, you have the idea, theyhave the money.
You know you're going to giveup a lot, and the problem is,
cash is king, and when you haveto make a decision because the
investor sees you as well youhave the idea.
I like it, and it's somewhatidiot proof, but I don't think
you know how to make a decisionwhen certain situations present
(20:32):
themselves, and I do.
You may not like it, though,because you're not familiar or
you're pretty gray.
You may have second thoughts.
So that's probably a great, agood show to be like.
I know they tell you go to a VCand all that, and I'm not
knocking them.
They all have a purpose and theydo what they need to do and it
produces good things.
But if you're not really surethat you want to give up a lot
(20:55):
of control and be told what todo, especially if you're pretty
stubborn, male or female that'smaybe not the route you need to
go.
Maybe you need to just save upand find a different route.
Speaker 1 (21:06):
Yeah, or respect the way it goes, right, because it's
the process.
The process is not going tochange and it's interesting
People try to change the process.
Speaker 2 (21:18):
I get it because we're in a time now my
generation and younger let'scontest and challenge the status
quo.
Now I understand why, when myparents or teachers told me
don't do something, don't gopast the line, I understand now
why you don't do it, because wesee a lot of people go over the
line and now we have a lot ofconfusion and disorientation.
But yeah, if you don't know howto answer to folks.
Don't, do't do something, don'tgo into the.
I'm going to ask someone fortheir money because they have
(21:41):
the right.
Yeah, they do, absolutely, it'scash flow.
Speaker 1 (21:44):
It is I mean, and you know, and I think that that was
hard, I mean I just rememberreflecting back when I was a
young entrepreneur and and justnot respecting that as much you
know about the cash, because Iwas working hard, I had the idea
I was in the streets reallyhitting it hard and I, you know,
it was really hard for me torelate to somebody that okay, if
(22:04):
you got a million dollars butyou want so much of this company
I've been working on for, youknow, years, like it doesn't
make sense but you have theright as that entrepreneur to
make that decision of it.
Do you take it or not?
But if you take it, you need tounderstand you just change the
game, kind of like back to yoursports analogy, right, like I
(22:25):
mean, it's a different quarter,it's a different situation,
different scoreboard and youhave to play by that game
because you can't go into itbeing frustrated because that
will just make things reallycomplicated.
Oh no, absolutely.
So.
What are you doing now, Jose?
What's going on?
Speaker 2 (22:40):
I'm in the business of creating and providing
opportunity, that's the nice wayto put it.
Speaker 1 (22:44):
Nice pitch yeah.
Speaker 2 (22:46):
So with Jam Pro, I've been tasked to grow the
business selling cleaningservices on behalf of the
franchisees that have bought into wanting to grow their
business and create somethingfor themselves whether it's a
new life, new career or just aresidual income.
And that's what I'm tasked with, and so I started out doing a
(23:09):
couple of things.
So when I was hired on, I wasoriginally more of a sales
operations individual in FortSmith or rep, more of a sales
operations individual in FortSmith or rep.
And then changes came up hereand so for the time being I was
tasked also to support salesefforts in Northwest Arkansas
and at one time evenRussellville.
So that was a nice little L.
(23:30):
I'm in the Fort Smith area,that's where I reside, and so it
was a nice little L.
But then we made some changesso that I can focus more in
Northwest and Fort Smith, and soit's basically supporting an
office team that I work with tosupport customers and the
franchisees and also our parentcompany out of Little Rock the.
(23:50):
Beck Davis Group Shout out toyou guys Thank you, they've been
great.
The support has been great.
They've been great.
Uh, it's, the support has beengreat.
But I've also learned theimportance of you can have good
relationships and goodcommunications with your leaders
, but it's there's still got tobe the business professionalism
where you can't let thefriendliness overtake because
you I'm sure you hear it oh work.
(24:10):
We're one big family and I'veall.
I've talked to some hr leadersin different industries like no,
no no, no that's not it, nope.
I mean the moment and theoccasions present themselves and
leads to the idea and so sure,I also look at it as being in
sports, you know, you see thecoaches high five, handshake,
hug the guys.
(24:31):
That's how I kind of am.
Not with most customers they'rehandshake hello, but with some
of my peers it's like ahandshake fist bump.
How's it going?
It's a cultural thing too, butI've had to learn how to scale
that back and manage that,Because that has gotten me in
not so good situations in thepast.
Right, and it's some hardlessons emotionally.
(24:52):
Sure, that's the biggest thing.
I'm in the business of meetinga need for the customer and also
supporting a business owner.
That's A put, an investment.
But also, if they do a good joband they work well with us, we
want to help them grow.
And so everyone's different too, Managing those relationships.
Every franchisee has adifferent dynamic and they have
(25:13):
different strengths.
So it goes back to the sportspart, Because Phil Jackson said
it best when asked about how doyou manage Dennis Rodman?
Well, he interacted andapproached Dennis much different
than he did Michael Jordan,Scottie Pippen, et cetera, et
cetera.
So to me that is a good lessonfrom a successful leader, Phil
(25:33):
Jackson, Because even though I'mresponsible to grow business
and all, I also have theresponsibility to make sure
there's a good relationship andthat there's respect and trust
and that they're getting a goodshake yeah and also teaching
them.
Hey, I know you want thingspriced a certain way, but we're
learning the market, we'reunderstanding the customer and
this is really where we need tobe.
So it's also that coaching,that training and development
(25:55):
every time you have thoseopportunities, because the more
you just assume well, I could dothis for this many hours, and
is that Sure?
However, what I've learned inmy, in my time every week and
month, that that that's not thecase.
Yeah, we've got to be able tomake sure we meet them where
they're at and then, with that,also just involved with groups
(26:17):
in northwest arkansas as well,to just grow and learn and also
give back, because northwestarkansas is a very, very
relationship driven region andit makes a difference who you
know.
You make a mistake, but if youcan fix it, yeah, within a
timely fashion, that also goes along way if you don't have the
(26:38):
relationship or if you do.
But I say relationship-drivenbecause in big cities you would
think relationships drive, yes,but the name of the company also
drives, and who you are here inNorthwest Arkansas.
even though we're growing andwe're diverse and we're
progressing and we're bringing alot, there's still a functional
core value family.
(27:00):
Very cautious who you bring inyour circles.
That really ties into whenWalmart was being started by Mr
Walton, which I'm going to do aquick pitch.
Made in America is a book thateveryone should be reading.
Speaker 1 (27:11):
A hundred percent I agree.
I love that book.
Speaker 2 (27:13):
I haven't read it in a while.
I gave my copy to someone yearsago in Springfield and I didn't
expect it back, but I seecopies of it.
I learn so much.
Mr Walton's story is impressive, you should listen to the
audiobook.
Speaker 1 (27:26):
The audiobook's fantastically done too.
Speaker 2 (27:28):
I'm just not getting into the podcast.
Speaker 1 (27:30):
Well, you're not.
You're out on podcasts, thepodcasts are more.
Speaker 2 (27:34):
I just accomplished that, got the badge.
Awesome podcast, the audiobooks.
I'm going that's probably maybea 2026 goal.
Okay, gotcha, but it'sinteresting.
I gave the pitch on that, butwith sales everyone does it
different.
So on my team we have onegentleman who's been with with
(27:56):
with our Arkansas team for along time and he's really good
and very successful, but hismethod just I just wasn't
clicking with me and especiallythe way I learned.
I think it's more about mylearning style and I really have
to.
You have to dumb it down likeyou have to simplify it like
right, one plus one equals two.
I'm not ashamed, I have amaster's degree, but listen,
(28:17):
listen for me to learn and graspit.
You got to break it down, justlike watching film, whether it's
basketball or football.
I've been in meetings wherethey're like four and a half
hours and we're watching oneplay 20 times so that we
understand that individual'smove, what they're doing and how
we can counter it and what weneed to do to make sure, if they
(28:38):
do that, that we know how to acounter it but to defeat it.
Every time we're trying to dosomething specific and so
podcasts were anything, but Igot onto this podcast from this
very successful sales leader outof st Louis.
His name is Mike Weinberg andwhen I listen to that podcast he
had this one gal from st Louisthat doubled her sales by over
160% in a year.
(28:59):
I was like all right, what didshe do?
Because everybody thinks withsales there's a trick, a secret,
some magic dust, somethingamazing that I'm going to do.
And when they come to find outHannah the Hunter was her name-
Hannah, the Hunter huh.
She did three things that werebasic best practices that
anybody can do and if you do itconsistently, it technically
(29:22):
should produce A lesson Ilearned last year.
What were the three?
Oh man, you know, to be honest,it's been a minute but it
pertained around follow-up calls, scheduled calls, follow-up
meaning I'm going to call thesecertain individuals.
The other part had to do morewith organized, focused
approaches to managing thefunnel.
(29:43):
And those are the only two thatI can remember because it's
been a minute.
But I talk to a lot ofsalespeople and that's the
episode I send them because thatone had three best practices
that I could apply.
The biggest thing that I'mworking on still is the
prospecting.
Yeah, the sitting down, becauseto me if I'm sitting down
before, I'm like, oh, I'm losingtime.
Speaker 1 (30:03):
I got to be out, I got to be knocking on doors.
Speaker 2 (30:05):
I got to go to events , but the prospecting one,
that's still what I'm wrestlingwith because the activity is
consistent and good, but theprospecting which, again,
prospecting could be defined acouple of ways.
Right, it could be the I'mgoing to sit down and organize a
list, or I'm going to gosomewhere Well, organize a list
would be one.
Or I'm going to make phonecalls.
(30:25):
So prospecting has an open.
I guess it depends how you lookat it, but for me, prospecting
would be organizing a list andthen planning a time to call
yeah and.
But I I learned a hard lesson onthe importance of prospecting
because what Mike talks about inthe podcast.
I even bought his book becauseto me it's like a playbook, like
a guide, like check yourprocesses when you read the book
and then you'll know okay, Ineed to fix this.
(30:47):
And so Q4 of last year reallybusy, really good, a lot of
activity, good account starts.
But I was really weak on theprospecting, on the new leads,
keeping the funnel busy, and Iwent to a Jam Pro sales
operations stuff in Virginia andour national sales leaders made
(31:13):
a great point that I neverheard of.
There's two things golden hour,three or four hours of just
calling.
The other one is if you don'tkeep your funnel active and busy
I'll say weekly, because I justgot much, if I could do it
daily, that's the goal, right.
If you don't keep your funnelbusy within the next 90 days of
that month, you're going to feelit.
And guess what?
Q1 of this year I was like man.
(31:35):
And again, you can make 100calls and not get anywhere.
But if you get 10 responses ofyes, no, maybe next time, then
okay, now.
You know I'm going to targetthese 10 calls because I got a
response and they told me here'swhat you need to do next time
you talk to me.
So that's the other thinglearning how to prioritize those
(31:56):
calls.
So if I make 10 calls and threepeople tell me no, not now.
Not now means I'm going to callyou in the future and you're
still active.
I think a lot of times you callsomeone and they don't answer.
They tell you no and you'relike, ah, they're done.
I'm like no, no, they're donetoday, they're not done the next
(32:16):
90, 220 days, and even when Ilose bids not today we're going
to try it down the road.
Speaker 1 (32:24):
You know what's funny about sales?
I've noticed that salespeoplein the experience myself, like
we can get, I think it's numberone.
Sales is just like a veryemotional.
It requires a significantamount of emotional intelligence
, you know, and there is a lotof practicality to it.
(32:44):
Sorry, man, I forgot to turn myphone off.
There is a lot of practicalityto it.
Processes, right, which I thinkwe hear a lot of folks, you
know there's books about, likeyou were talking about.
But at the end of the day, whenyou recall somebody and they say
not now, there's a lot of folksthat would take that as a
rejection, right, and then theywould.
They would not understand thatsomebody that's wanting to buy
(33:09):
when they say not now, itdoesn't mean that they're not
interested.
Right, it's a lot of.
It has to be at the righttiming, with the right person
with the right product.
But you know, I have the rightmoney in my bank account, I'm
willing to make, I'm trying togrow my business, you know, or
whatever it is, and so to try tofind a, a contact that is in
(33:31):
that very moment, is extremelyrare and challenging.
But that's what you're tryingto do, right, and so you know, I
think that when folks thinkabout this and you're talking
about this prospect and you'retrying to gauge, you know where
you're really trying tounderstand where they're at in
that timeline of making adecision.
And if they say no, thatdoesn't mean no, forever, too
(33:54):
right, but it does mean don'tbother them for a certain period
of time, just kind of come backin at some other point down the
road.
But you know, you kind of gotto gauge these ratings and these
scores with these folks andthen your process is how you
keep up with all that correctright, because there's many ways
to generate the lead and getthe opportunity.
Speaker 2 (34:14):
And so when I get told no now, it just means okay,
even though I need to, with thefranchise sales and the model
men, I need to be producingevery month.
So that's, that's the biggestpressure, is you got to produce
and deliver.
And so one thing I've learned,uh, within the last year, is the
(34:34):
sales process is more than 30,60 days and so more reason, yeah
, to work hard on a weekly basisto get new calls in.
Let's say you make 30 not a goodnumber, but you're making them
yeah and let's say you get maybefive responses yeah, be
realistic with the yet nationalaverage of close rates and
(34:55):
people that'll answer your phone.
Well, that that wasn't good.
But you made calls and I thinkit's also a mindset of the
consistency along with thedetermination that okay, yeah,
maybe I made 50 calls, I gotnowhere, but it's the practice
because it's going to pay off.
And in that book, new SalesSimplified from Mike, he talks
(35:18):
about weapons and I'm likeweapons, interesting Weapons,
prospecting, networking, coldcalling, email blasts, linkedin,
which when I connect withsomeone on LinkedIn I'm like man
, I want to call on theirbusiness.
I hate.
Thank you for the connectionand more than likely I may try
to see.
If they're at an event, I mayeven try to call, but I'm not
(35:41):
going to solicit them my way.
There's very few times I do thatand if I do, because I've heard
the feedback, even fromcustomers that deal with that.
But with sales and other things, yeah, I don't want to be that
guy.
I want to try to be the guy.
Like you know, I don't know him.
He seems connected.
I know people he knows I maynever talk to him but I'll
connect with him and I'll send athank you yeah, sometimes I
(36:04):
forget because there's so manyor I got a lot going on um, but
it's utilizing those weapons,those different avenues to get
the business and not harass themon linked like is the case.
But it's simple because youthink about it.
When you call a client you'renot getting the results, but
maybe you have been generatingopportunities through networking
(36:25):
events, which I do enjoy.
I am a social person.
I do sleep, I promise I dosleep.
Hard to believe but I do.
And I do rest when I sleep yeah,and it also helps when you have
a young family, because they'llkeep you.
Oh yeah you know those one ortwo in the morning.
I miss you, mom and dad, howyou doing didn't plan for that.
(36:50):
But we're ready.
Yeah, but the the differentavenues are.
You got the networking, you'vegot the cold calling, got the
prospecting, you've got the ohwait a minute.
Then I call on someone the yearbefore.
Oh hey, and that's thebeautiful thing about this year,
as I'm going into my secondyear, I'm starting to get those
calls.
Speaker 1 (37:04):
I'm like, oh, that's a pretty good feeling.
Yeah, yeah, for sure.
Speaker 2 (37:10):
Or you know and you get outside help coming in.
Salespeople and businesses relytoo heavily on third-party
marketing efforts.
Speaker 1 (37:17):
Oh yeah.
Speaker 2 (37:18):
And it really needs to be.
You need to have a lot ofoptions.
Speaker 1 (37:21):
Yeah, there are different divisions on that.
I mean, like you know as abusiness owner, you know as an
aspiring entrepreneur, a lot offolks underrate how significant
sales is, like it's.
You know, I've talked withfolks that will.
If you look at marketing, sales, operations, finance, legal,
(37:42):
all everything's important inbusiness.
But if there's one crown jewelabove them all it's sales and
the entrepreneur has to be 100%involved in the sales.
I mean in selling that productand being relentless about
putting that at the very top.
And I've been guilty of itmyself in my businesses, even
(38:03):
some of the ones I have rightnow, of not remembering on the
significance of that.
Because you cannot achieve whatyou need to achieve just with
marketing.
You know you cannot do it justby having a great product.
All those things matter.
But the sales process and theemphasis on sales, because
that's where you know it solvesa lot of the other problems.
I mean money will solveproblems.
(38:25):
It also creates problems.
Growth, right, and growth ispainful, but it's better to be
growing than it is to be dyingand needing sales right.
Speaker 2 (38:33):
Amen to that.
Speaker 1 (38:34):
And so I think that, as an entrepreneur, you know
somebody that's listening,that's not about to open up
their business.
I mean, what would you do as aprofessional salesperson?
Right, like, what would be yourfirst thing?
You have nothing, a clean sheetof paper.
Right, you have a product idea,but what would you recommend?
(38:55):
Like, how do you start If I wastrying to sell this coffee cup
right here?
Speaker 2 (39:00):
what would you do?
I'm glad you didn't ask me sellme this pen.
I've been in those meetings andit's like A it's insulting.
It insulted my talents.
It's like, okay, it's a pen andI know the practice, but it's
just like whoa.
I think process is a big thing.
Starting a small business and Ican tell you you know my
(39:22):
leadership team process issomething they're good at.
It's something we're growingand learning.
But process is the mostimportant.
First of all, you've got toovercome your fear of selling.
You don't have to be anextrovert.
Speaker 1 (39:41):
I think, when it comes to sales, you know when to
talk, when to emphasize a pointand when to scale it back.
So, jose, hold on a second,because you bring up processes,
right.
But then you went, I think, tostep two about about being a
good salesperson, but on theprocesses part because this,
there's a little mystery herefor maybe somebody that doesn't
know sales when you sayprocesses and I have this coffee
cup what do you mean by processin a sales process?
Speaker 2 (40:04):
I think it's number one.
Who do you want to target?
Because not every customer youwant to talk to.
Okay, I think you also learn insales.
You call on a customer, you'rethinking this is going to be
great and as you get to learnabout them during the discovery
phase, you're like we may not bea good fit, but you learn.
(40:24):
I think every call, whether youwin or lose it or you don't
want to do it, you learnsomething and it makes you
better.
Speaker 1 (40:30):
I think a process is.
Speaker 2 (40:31):
What am I going to do first?
Speaker 1 (40:33):
Okay.
Speaker 2 (40:33):
All right.
So I've got to learn how tosell.
I've got to learn my productand I've got to learn how to
sell.
But if I'm an introvert and Idon't like talking to people, I
have to operate in my strengths.
I think that's another onething too, because you got to
write out.
I'm a big scripted guy.
When you know, I've been DJingfor over nine years and
everything has a beginning, astart and a beginning, middle
and end yeah and that's what youneed to know gotcha.
Speaker 1 (40:55):
That's why you jumped into that second part, because
you're talking about you'rereally what you're saying.
Okay, I'm a solo entrepreneurstarting this coffee cup sales
is my number one thing, firstthing I need to do in sales.
What's my process and whatyou're actually recommending is
there's not like a templatedprocess that's called a sales
process out there.
Speaker 2 (41:14):
That would be nice, it wouldn't be.
If you find it, give it to me.
Yeah right, I know.
Speaker 1 (41:18):
I mean, I think that's a good point, because I
think there's a lot of peoplethat think there is something
that they're missing.
There is something that they'remissing, but the reality is,
what you're kind of saying iswhat is your individual process
to help you have greater success?
And you build that around whoyou are, like you mentioned,
introverted, but that's fine youcan be an introverted, really
(41:41):
excellent salesperson.
Yes.
Speaker 2 (41:43):
I mean, I'm not introverted, but for the sake of
the conversation, yeah, yeah,because that's the thing too I
want to hit the hard part wheremost people think, well,
salespeople are friendly andthey're aggressive and pushy.
There's a time and a place.
They're still working on theirprocess, but I think you got to
know how you're going to go intoit.
And if plan A doesn't work,what's your plan B?
I think that's why I lovesports so much is because you
(42:04):
have at least three ways toexecute a play.
And if option A doesn't work,well, what is option B and C?
Okay, so now I know what optionA, b and C.
I know who I want to talk to.
All right, what do I need toknow about selling it?
If something happens?
You get asked a question Well,what happens if this breaks down
?
Well, that's a great question.
Let me look into and get backto you.
So you got to have a FAQ, Iguess, or?
(42:26):
a troubleshooting scenario whenyou're trying to sell your
product but you can't go inthere.
I got this a great idea this isamazing.
You should do it that thatdoesn't tell anybody anything
and it doesn't get confidence,especially if they don't know
you.
But for me, even in sales andeven in other things I do, I
want to script out, at leasthave a bullet point of what I'm
(42:47):
going to do, so that if I getscared or something happens and
I jump the gun and I go fromstep one to four oh, I didn't
prepare for this.
Well, I need to get back intothe rhythm and sync, to get back
to what I was trying to do,because you know you can speak
better to this than I can, and Ihave some experiences.
(43:08):
You had one way to approach asales call.
All of a sudden there's aquestion out of left field or a
comment and you're like, well, Idid not expect that.
But then all of a sudden you'replaying defense, you're trying
to get caught up and now all ofa sudden you have to change your
entire sales call just to makesure you're letting them know
we're here, we're interested,but I need to figure a way to
(43:30):
say I don't know.
You can say I don't know, butsaying it in a way that I'm
going to get an answer to youhere we go, and then you show up
for that yeah.
It's got to be scripted, and Iused to not be that way like
disorganized.
But now I've learned throughthe years in life outside of
sales and now in sales youdefinitely want to get a cadence
, but you definitely want toknow what you're going to talk
(43:52):
about.
Like a skeleton, we have bonesand everything has a function
and all, and you've got to knowyour plan inside and out so if
something does change and youlose track, you can get back to
it.
Speaker 1 (44:03):
That's what you know.
It's put a why an introvertcould be an excellent
salesperson because they can.
An extrovert, I think, orsomebody you know that that that
is a little bit more outgoing,or whatever that can, that
doesn't mean a stranger.
There's a lot of value to that.
That's what we see in that andthat's what I think a lot of
people would think of assalesperson, like you said, but
an introvert and I've metintroverts really excellent
(44:26):
salespeople that are excellentat building data-backed scripts,
like you know.
So many percentage of people dothis and that's a value
proposition as to why you wantto buy this coffee cup.
They can dive deep in thisworld to where an extrovert
person would never even go thatroute.
Speaker 2 (44:46):
But I'm going to say this extroverts and this is
where I've had to learn to getmore into the data and the
analytics.
My time at JB Hunt I learned alot about sales and operations
and even though I wasn't gettingnew business, I was responsible
to take the business that salesgot and find a truck that could
(45:07):
do that a good rate to wherethe customer wins, gets what
they want, but also J behind asa business can keep their doors
open.
So finding those numbers andmargins and that taught me early
.
Yeah, you need to be about data.
You may be an extrovert becauseI had a logistics job before I
came on the Jam Pro and I had aVP 30-something-year veteran in
(45:28):
the company and he said thedevil are in the details and you
need to know your numbersbetter than your boss does.
And that's where I encourageextroverts.
You need to get on the level orin the mindset of the
analytical colleagues of yoursto know the numbers and know
what you're doing, because youdon't want to be selling not
knowing.
(45:48):
Because if you know yournumbers, I'm going to say this
this name is illegal in Arkansas.
I could literally be arrestedfor saying the name Nick Saban,
but I'm going to say it anyway,because, as a football guy, a
fan and an aspiring coach at onetime, he's the model of what
every coach wants to be, becausehe's all about process making
sure you do well.
When I coach football, what Ilearned is that fundamentals
(46:11):
trumps talent and skill alone.
You need both, but if you havefundamentals and you know the
basics and you can execute andfigure out how to overcome a
situation when your size is aproblem or your speed, but you
have the basics down, you'regoing to be able to run around
circles around those that havejust pure talent and aren't even
exercising 100%.
So it goes both ways whereextroverts have to be more data
(46:36):
conscious and more particularabout learning and being able to
be on the level of theirintroverts.
Introverts, on the other hand,have to know that you don't have
to be outgoing, but youdefinitely have to know how to
communicate, how to share, howto talk, because more than half
of the sales folks in theWalmart vendor space are not the
I'm going to have a beer andI'm going to yell at the screen
(46:58):
kind.
They're the quiet, we'll have acup of coffee, we'll talk, and
they're just as valuable as theextroverts.
So they both have to learn howto utilize each other's
strengths, because you need both.
Speaker 1 (47:09):
You do, yeah, yeah, you really do.
It's like, if you're anintrovert, what's your process
to help you create boxes to bemore of an extrovert?
If you're an extrovert, what'syour process to create boxes to
be more introverted, with thedata and the numbers?
You know that disciplineExtroverts may not have very
(47:30):
much discipline on the numbersand all these facts and
analytics that go behind theirsales process.
And it's the opposite withintroverts, because, as an
introvert like, again, the onesthat I've met and worked with
they do not like showing up.
It does not feel good to them,for you know, for exactly what
an introvert is to go to anevent, shake hands, you know,
(47:55):
get to know people break the ice, but you have to do that.
Sales requires both sides ofthat and I really appreciate
that comment about the processbecause, if I was just starting
out, the entrepreneur has somuch to think about.
They have, like you mentioned,talking about your story with
your dad, like the LLC, thelegal stuff, getting the
(48:17):
accounting together, gettingyour books together, all the
regulations that you've got tobuy, getting insurance.
It's nothing but a spider webof all kinds of crap to do.
Speaker 2 (48:26):
And I actually enjoyed that, by the way which
most people don't gettinginsurance.
It's nothing but a spider webof all kinds of crap to do.
Speaker 1 (48:31):
And I actually enjoyed that, by the way, which
most people don't, right, but Idid so.
I guess I'm unique in that way.
Yeah, maybe you can get a lotof business doing that for
people, because I'd probably paysomebody to do that for me.
Oh, absolutely no.
Speaker 2 (48:37):
But it was fun.
I mean, every job I had hastaught me a lot, and maybe some
jobs don't end well but, I,think there's always positives
and best practices.
I think, having an ownershipmindset and I'll bring this up
because this is one that I'veenjoyed Because when I worked at
Central States great company,great values.
They have three main corevalues, which is act in love,
(49:04):
own it and can do.
And the own it part is hard,because if we're not responsible
for it or something went wrongbut it wasn't you, but you're a
part of that group guess whatown it means?
Well, you know what, I'll takeit, I'll take it.
And that's how.
Because when I put my try to putmy shoes in our owner's
perspective, you know, cashflowis important, retaining accounts
is important, treating thefranchisees is important, even
(49:26):
though they're not in thatday-to-day.
Think about the importance ofkeeping all those three things
cash flow, relationships andretention and you say, well, I
wanted to do something and theytold me, no, well, let me think
about it from their perspective.
That makes a difference whenyou own it.
And then, having a can-doattitude, there's a lot of
(49:50):
things that I do that I've donein my other job that probably
aren't in the job description, Iprobably don't have to do, but
I do it because the results istrust, great rapport, strength
and the ability to push throughhard times and then act in love.
That one when you're dealingwith truck drivers.
At times that's a hard onebecause they're old enough to be
your dad and grandpa, let metell you they have colorful
vocabulary, yeah, but it's whatthey call for.
(50:10):
So taking the experiences atevery place I've been has helped
me to be where I am with JamPro, where I think and act like
an owner, even though I'm anassociate and I have a time
frame to work from.
I don't look at it like thatand I have a time frame to work
from.
I don't look at it like that.
If I think about it as an ownerand companies that have an
employee-owner approach, likewhat they call ESOP, you can see
(50:33):
there's a big difference.
When you treat it like it'syour business and you put your
shoes in the owner's shoes, thenyou're like all right, it's fun
, it's like, because what?
if I were in their shoes, howwould I look at it?
Speaker 1 (50:46):
What can I learn?
Yeah, and for a business owner,to put yourself in your team's
shoes, yeah, and it goes bothways and our group does that and
we're always growing andlearning.
Speaker 2 (50:54):
But I mean we're very successful, we're growing,
we're becoming a very well-knownmarket across the other Jamf
Pros just because of the work ofour ownership group as well as
the operations support staff.
Speaker 3 (51:05):
Yeah.
Speaker 2 (51:06):
I mean, we're doing a lot of good things and we have
great small business owners andwe're always going to welcome
more.
Speaker 1 (51:11):
Yeah Well hey, jose, unfortunately I have time.
It's crazy how fast time goesby, but we need to have you back
in because I want us to divedeeper into franchising.
For those listeners that areout there that are thinking
about getting into business orthinking about getting into a
franchise, I think you know whatis the life like as a
franchisee, what's the life likeas a franchisor.
(51:32):
We've talked about that a fewtimes and that's a really
interesting conversation.
So I wanted to do that.
But I love our conversationtoday.
I appreciate your story that youhad that experience with your
dad.
I man, you know, to make itthrough that and to see the
positivity and the things thatwere outcomes, that's, that's uh
, that's, that's some goodawareness there and in good
(51:54):
structure.
And then just the wholeconversation about the sales
model.
I mean, hopefully that givesfolks I've seen.
I mean I have just experiencedpeople.
I mean I have just experiencedpeople, introvert people that
have business ideas and a dream,that don't allow themselves to
take that step because theydon't feel like, maybe that
(52:17):
they're not that personalitythat you see as an entrepreneur
and you don't have to be.
There's been a lot of fantasticintroverts out there that have
been extremely successful andI'm you know.
I feel like that.
That was good to hear from aprofessional sales sales person
like yourself to describe that,so it's good stuff man well,
thank you for having me yeah, so, folks, thank you so much for
(52:38):
joining us today.
Uh, we'll be back in next time.
Don't forget to subscribe toour e-newsletter, to like it on
the YouTube, to tell yourfriends about it.
We're growing.
It's been pretty cool.
We're getting a lot morequestions in about ideas for
business and franchising.
One sales is definitelyobviously one that we get quite
a bit, and also the familybusiness stuff.
(53:00):
Right, that's always a bigquestion.
Should I?
I would say that a lot of folkshave been.
Well, why shouldn't you isreally the first question you
should ask right what couldhappen.
So anyway, thank you very much.
Appreciate you, Jose.
Thank you.
And thanks everybody.
Speaker 3 (53:20):
It's been another fantastic episode of Big Talk
About Small Business.
We'll see you next time.
Thanks for tuning into thisepisode of Big Talk about Small
Business.
If you have any questions orideas for upcoming shows, be
sure to head over to our website,
wwwbigtalkaboutsmallbusinesscomand click on the Ask the Host
button for the chance to haveyour questions answered on the
(53:42):
show.
Stay connected with us onLinkedIn at Big Talk About Small
Business and be sure to headover to our website to read
articles, browse episodes andask questions about upcoming
shows.
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