September 3, 2025 • 58 mins
Ever feel like you're working harder than ever but your profits don't show it? You're not alone. In this eye-opening conversation, America's service coach Joe Crisara reveals the exact strategy that took him from $500,000 in debt to completely debt-free in just three years—without working more hours or finding more customers.
The secret? The Pure Motive Service Approach. Joe walks us through how blue collar businesses consistently undervalue their expertise and leave massive profits on the table. Through real-world examples from plumbing to HVAC to excavation, he demonstrates how presenting premium, mid-range, and economy options transforms customer decisions. "If you only give one price, you're usually going to give the cheapest one," Joe explains. "But if you offer premium, mid-range, economy, where you start with the premium price first, then 80% will upgrade."
What makes this approach so powerful is its focus on thoroughly diagnosing problems rather than rushing to solutions. When you clearly identify both technical issues and emotional impacts, customers naturally gravitate toward comprehensive solutions. The results speak for themselves—Joe's first attempt at this method turned a $75 repair into a $1,250 sale.
Beyond pricing psychology, Joe shares candid insights about profit margins (you need at least 65% gross profit), the importance of team training, and why most contractors unknowingly sabotage their own success. His philosophy is refreshingly straightforward: "I don't participate in a bad economy." Instead, he creates his own economic reality through strategic pricing and pure-motive service.
Whether you're struggling with razor-thin margins or simply looking to take your business to the next level, this conversation provides actionable strategies you can implement immediately. Connect with Joe at www.servicemvp.com to learn more about transforming your blue collar business through the science of service and sales.
Click the link above for a free marketing audit with insights to boost your blue collar business!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:09):
Hey guys, welcome to the Blue Collar Business Podcast
, where we discuss the realest,rawest, most relevant stories
and strategies behind buildingevery corner of a blue collar
business.
I'm your host, cy Kirby, and Iwant to help you in what it took
me trial and error and a wholelot of money to learn the
information that no one in thisindustry is willing to share.
Whether you're under that shadetree or have your hard hat on,
(00:30):
let's expand your toolbox.
Welcome back to another episodeof the Blue Collar Business
Podcast brought to you andsponsored by podcastvideoscom.
I am in one of their solo podrooms today.
Check them out online, guys.
I've been with them over a yearnow, love what they're doing
with the show and who we arereaching and the impact they're
(00:51):
actually having.
Today, guys going down the salesroute, pretty excited about it.
We've been kind of all over theplace with finance and federal
contracting and equipment andthe number one thing I preach
about on this show all the timesales is everything.
Sales fixes everything.
Now, profitable revenue fixeseverything but sales in general.
(01:12):
Today I am joined by JoeCresera, who is a founder of
servicemvpcom and he isAmerica's service coach.
I can tell you that I've had alittle bit of time with Mr Joe.
Already We've had to reschedulethis podcast a couple of times,
so I really appreciate yourpatience again, sir.
(01:32):
But a little bit about Joe guys, over 40 years of experience in
contracting and sales training.
Creator of what I'm veryinterested in learning about
today is the Pure Motive ServiceApproach Again.
Founder of ServiceMVPcom allthe way back in 2001 and coaches
thousands of contractors vialive calls, workshops and, of
(01:55):
course, as you guys know, I amvery passionate about digital
content and pushing into thedigital space.
So for anymore, mr Joe, thankyou so much for joining me today
.
Speaker 2 (02:06):
Thanks, cy, for having me here.
Definitely I appreciate youblocking your time and changing
your schedule and finding a wayto open up this time for both of
us to be able to communicatehigh value to service
contractors and other people outthere on the planet who need to
do that.
Speaker 1 (02:22):
No, I'm telling you there's not enough resources out
there good, pure resources outthere for these guys that
they're building America andjust the way we sit here and
view them, man, they needteachers.
I needed teachers, I neededhelp, and that's of course why
(02:42):
we're sitting here today on thispodcast.
I tried help and that's ofcourse why we're sitting here
today on this podcast.
I tried to create a resource,but bringing folks like yourself
to start speaking about salesand man, we've been all over the
map, but I am truly excited toget into your background.
So tell us a little bit aboutnumber one, what ServiceMVP is
(03:03):
today, and kind of yourbackstory, because it sounds
like you had a pretty highmotivation in the same spot that
a lot of us have been in before, where we thought our business
was doing great but actually itprobably wasn't doing as great
and you turned it around anddoing great things now, and you
(03:24):
turned it around and doing greatthings.
Speaker 2 (03:25):
Now.
Well, you know, it did startout with me priding myself on
being the best worker or doingthe best quality.
I grew up with the kind of mygrandfather and my father said
if you can't do it right thefirst time, don't do it at all.
So I was always priding myselfon doing HVAC, plumbing,
(03:45):
electrical and other reallyanything I did.
Even if I fixed my car, I triedto make sure I overbuilt it.
I didn't try to just do itminimum.
And then, of course, it wasn'tabout 1985, I started my own
business back in the mid-80s andI didn't really have any idea
how to.
I knew how to do the workinside the business, but then I
(04:06):
had an entrepreneurial seizureto start a business and I didn't
know how to price myself.
I didn't know how to, you know,run the business itself or
manage the business.
And so really, what I did tostart the business, I learned
what my competition was chargingand I just charged a little bit
less than they did.
Learned what my competition wascharging and I just charged a
(04:26):
little bit less than they did.
The only motivation I thoughtthat people had to purchase was
a lower price.
I thought everybody wasmotivated by a lower price.
That's all I knew.
And so by doing it that way, Iwound up to be in debt.
By about 1991, I was about$500,000 in debt.
And then one of my clients tookpity on me and they said this
because $500,000 in debt?
And then one of my clients tookpity on me and they said this
(04:46):
you know cause?
500,000 back in the earlynineties would be like probably
two and a half 3 million today,right?
So um, and I was like like togive you an example.
My average service call wasabout $78.
I was charging in my equipmentfor a furnace was like $1,500.
So for me to get $500,000 outof debt, would it be ridiculous?
(05:07):
And I was just too weak tocollect the money.
I didn't know how to charge themoney, I didn't, just
everything was dysfunctional.
Then one of my clients saidthat there's a science behind
all this and he showed me how tothe science of pricing first,
and then he showed me thescience of connecting the
science of pricing first, andthen he showed me the science of
connecting the science ofproject management.
(05:28):
There's a science behindeverything here and I didn't
realize there was.
And once I started learning it,like immediately I started
selling equipment on thefurnaces and ACs for, like, I
was selling it for $1,500.
Next thing you know, my averagesale is about $12,000 in about
next month.
I couldn't believe.
Just because I changed the waythe prices were displayed, the
(05:52):
science about the way the pricesare displayed, I couldn't
believe it.
It immediately basicallymultiplied it by more than 10
times the amount that I wasdoing.
An interesting thing like uh.
An interesting thing was I wasuh, 500,000 in debt by 1991, but
roughly uh, by December of 1994, I was debt free.
(06:13):
That's how, that's how fast theimpact of that information was
and uh, and so today we stillteach that information.
That's uh, it's the it's.
The greatest thing that everhappened to me was that struggle
, because then I was forced tolearn a different way, otherwise
I wouldn't be here to talkabout it Make sense.
(06:33):
So it always goes back to thosethings.
We have those challenges whicheventually turn into victories.
We just have to keep our mindon the fact that it can be a
victory in the future.
Speaker 1 (06:44):
Literally.
You are speaking my language.
I was born in 1991, sir, and$500,000 back then, that's an
astounding amount of money.
Yeah, you're right.
A couple million now is aboutwhat that equated to.
Speaker 2 (07:02):
To give you an example my house costs.
House costs 58 000 for a, uh,2500 square foot house in a in a
beautiful suburb of northernchicago.
Uh, that same house probablycosts, you know, 500 000 now.
So you know, you know I'msaying so.
Back then it was a house cost.
I could.
I could buy that same house onmy credit card if I could buy 58
000 now you know.
But, uh, but I had a 30 yearmortgage on 58 000 that's000.
(07:26):
That's how much the value ofmoney has changed over the years
.
It makes sense.
So you're right, it was crazyhow much that was so debt-free
in 1994, from the science thatyou learned here.
Speaker 1 (07:38):
And you're exactly right, there is a science to it.
And talk about education orexperience, and you can learn it
through education or you canlearn it through, straight
through, on your own experience,and that's the route I
unfortunately decided to choose.
But I do believe the value inthe lessons, if you gain it
(07:59):
through experience rather thaneducation, is something that's
never forgotten, rather thaneducation is something that's
never forgotten.
It's so valuable, locked up inyour filing cabinet, up here in
your head.
But you not only I share apassion with you.
You know I'm sitting herelearning as well.
That's exactly what you did.
You're like man.
This freaking tool did it forme.
Why?
Speaker 2 (08:20):
can't I do it for?
Speaker 1 (08:20):
others.
Speaker 2 (08:21):
That's exactly it.
That's exactly what I foundno-transcript check for $69,000
(08:52):
just to give him.
And he said how'd you come upwith the money?
And I said, well, I just do.
I showed him what I do, I showhim the science of pricing and
what I do, and he goes oh mygosh, you know, I got like 70 or
80 contractors who are in debtlike that, could you help them?
And so he my supplier that Ipaid off started giving me
people to get out of debt, andso I started helping other
(09:15):
people get out of debt and Ididn't even charge for it.
I was just like, yeah, let mehelp you, and so I would just
help.
And then people start saying Ihave to give you something.
And so then they start payingme something for it and I'm like
I guess this is a business ofits own.
I didn't realize it was abusiness of its own, and so then
I'm like kind of all the thingsaligned by about 2001,.
(09:38):
I sold my other business andthen I started this consulting
very just, performanceconsulting, I call it.
I just tried to help people andthen they felt like they needed
to pay me, almost like a whatdo you call that thing, go fund
me or whatever it's like I wouldgo out there and help people
here.
Let me give you 10,000 orwhatever kind of a thing, right
Cause you just helped me so muchand so, and then I started
saying I gotta get, I gotta stopgetting the donations, I gotta
(10:00):
start making it a real business.
So probably about 2004, 2003,when I really became serious
about doing this.
So that's how I became doingthis.
So, basically, becauseeverybody else saw I did this,
they're like you should helpother people with it, and that's
what happened.
Speaker 1 (10:18):
So that's the journey I have, that is astounding is
what that is and I appreciateyou a successful businessman on
the absolute end of it, nottaking your vision of it.
I needed to key in on thatpoint.
Like you said, during throughall the struggles, that's crazy
to hear a supplier, a supplier,looked at you you, you made that
(10:49):
much of an impact and go, hey,can you help these other guys?
And for you to turn around andat that time your competition,
you started helping them.
You know that's just speaksvolumes of number one who you
are and what you were.
Your life motto is.
I can tell you're passionateabout it.
You want to help these guyslike myself.
Truly, you teach somethingcalled around the pure motive
(11:15):
service approach and putting thecustomer's best interest first
and trusting doing the rightthing will lead to better
results.
What does this pure motivereally mean in the context of
just selling service?
Speaker 2 (11:30):
Well, you can see the motivation.
Even in that story, when I washelping other people, I wasn't
thinking about the money, I wasjust trying to alleviate the
pain because I knew I wentthrough a lot of pain.
It cost me my first marriage,it broke up a lot of
relationships and things likethat with people I knew because
(11:52):
of money, and so it was verypainful.
And I always say I was just toostupid to quit.
I just wasn't wired to quit onthings.
That's how I am.
And everybody advised me toquit, like you should go
bankrupt.
It'd be easier, just gobankrupt and get a job.
That's what people told me, andso I didn't do it.
(12:13):
I just kept going untilsomebody gave me an answer.
I was, but I was smart enoughto listen to the answer.
And what Pure Motive Service is.
If you focus on the motivationas to why I am doing things for
people like even when the pricesare higher, like why is the
price higher?
If you have a good reason, apure motive reason, why it's
(12:33):
higher, well, the pure motiveswould be the reason the price is
higher because I'm doing a muchhigher quality and a much more
reliable solution that'spermanent would be the pure
motive.
Now, if I can say, what can Ido to make this problem go away
permanently?
I suppose the temporary wouldjust be to fix it.
(12:54):
Permanent would be to replaceit or renovate it, and then the
way in the middle isprofessional.
So permanent, professional andtemporary.
That's what I look at that wayand that's kind of like premium,
mid-range and economy, if youwill say that right.
So the science behind it ispremium, mid-range economy,
(13:16):
tiered, called tiered pricing,t-i-e-r, like a tier, like a
ladder.
So the science of tieredpricing is that if you only give
one price, you're usually goingto give the cheapest one, like
I was doing when I was broke.
And then if you try good,better, best, roughly 40% of the
(13:37):
people will upgrade.
If you offer something betteror best, and then if you offer
premium, mid-range economy,where you start with the premium
price first, then 80% willupgrade.
If you did that and if you didtwo premium, two mid-range, two
economy, your closing rate wouldbe almost 90% and your average
(13:58):
ticket would go up by about fiveand a half times more than it
was before by doing it that way,by just offering more services
to the same customer.
So today, if you look at allthe people I train.
When somebody calls and says Iwant to just fix my air
conditioning unit, I'd say sure,but we're going to go ahead and
(14:19):
replace the duct work, the airAC, the furnace, air quality,
wi-fi connected thing.
We're going to do zoning withductless mini splits.
So we're going to do everythingin the premium, the permanent
solution, in the premium option,the bottom option, just the air
conditioner.
You called me for theprofessional ones heating and
air conditioning in the middle,but just don't replace the duct
(14:40):
work or whatever, right.
So if you look at it like youknow any, any business, you, you
name a business and I canchange it like in seconds, any
business at all.
You challenge me and you bringa business and I'll tell you
exactly what that business cando in about 30 seconds, how it
could easily change it.
Uh, they're sitting,everybody's sitting right, like
(15:01):
if you're an accountant.
If somebody calls and says I'mgoing to do the tech, can you do
my taxes?
Sure, let me take a look atyour books.
Now you look at the books andyou're like you know, we need to
get that cleaned up.
Let me do your bookkeeping.
That's the premium option.
So you don't do anything.
Let me take care of youraccounting, I'll do your taxes,
(15:22):
I'll make sure we audit yourworkman's comp.
All that stuff could be done byan accountant.
And so if you were doing anaccountant, you have the premium
option where I do everything.
The professional option I doyour taxes and I do some books,
open your books up.
And the bottom option I just dothe taxes like they are now and
that's it.
So if you took any business atall, there's a variation of that
type of a thing.
You just bring me a businessand I'll show you exactly what.
(15:44):
The premium, mid-range economy.
I just had a door company a lotthat does locks, locksmith.
He's like what can I do on that?
It's a lot of locks, a lot.
I'm like dude, what's a lotgoing on top of a door.
I said, is the door jam,cracked or is it perfect?
Oh, it's cracked.
How about the striker plate?
How about the hinges?
How about the threshold?
Is it weatherproofed?
(16:04):
Like, how many doors are there?
A front door and a back door,right?
So why are we doing both?
So the premium.
So I just met a guy yesterday.
I'm like he goes, joe, I justsold 5,000 on a call.
I would have made 500 on hegoes, I would have had the guy
bitching about 500.
And now I sold 5,700 cause Idid both doors and everything
(16:25):
and he's like he did it in oneday.
It didn't even take anythingother than that Right.
So literally I believe thestuff I teach can instantly
transform a business of any kind.
Uh, and I'm just the messengerof something that's true.
I think we all know that you goto a carwash most people got the
stuff in the middle Every nowand then you detail the car for
(16:47):
like 160 bucks and thensometimes you're like I just
want to rinse off.
I'm going to do $19 for therinse off type of thing and you
never know what people do.
But some days they go to theirwedding and they want to detail
it.
Some days I want to take careof myself and get the wax and
everything and the car vacuumedout.
Every now and then I want torinse off the salt or whatever.
And so you know it's just likepeople buy things differently
(17:10):
every time.
So you have to bring all theways that people purchase so
they can choose the one that'sright for them.
So that's what PureMotiveService is.
Puremotive Service is makingthe effort to to diagnose not
just the problem but go furtherinto it to make sure we solve
the problem permanently, so theycan have a package of solutions
(17:31):
where they don't got to do itanymore.
We don't got to keep buying it,we just provide it permanently
for you in a way.
Does that make sense, sir?
Oh?
Speaker 1 (17:37):
man, guys, you just heard it here first.
I mean, I was sitting here asyou were talking.
I'm like'm like, wow, thatmakes a ridiculous amount of
sense.
Yeah, of course you're callingme for a doorknob.
I can give you whether I canreplace the whole door, if you
want me to, or I can fix.
You know, that's it is but thedifference?
Speaker 2 (17:58):
the difference is I, most people just say they can do
it.
They don't write it down andput it in writing.
So the difference between anamateur and a professional I
learned from dave and my guy whotrained me on that, my mentor,
my, my one of my customers toldme he was joe, you got to start
doing this and he showed me andI did it.
And I'm like, the very firstcall I sold, I sold a, a furnace
(18:19):
, I sold a uh, I normally wouldhave had a.
It was, it was an igniter or athermal couple on a furnace that
wasn't working.
I would probably have gotten$75.
Instead I did the wholeignition system, the burners,
the gas valve and everything.
The top price was $1,900.
The bottom price was $75.
The first customer bought$1,250 on the very first call,
(18:39):
which was over 10 times theamount on the very first call.
Next call, I had a springcoupler on a pump.
It would have been like 125bucks.
I sold that for $3,800 for newpumps, new relays and everything
like that.
So it's just like the storyjust continues.
Everybody I teach is likesurprised, like I can't believe
this thing works.
I can't believe that the sameopportunity I went to before,
(19:02):
where the guy's bitching aboutthe price, that same guy is
buying something for $8,000 nowrather than $800 or whatever.
That's the weird part.
Speaker 1 (19:10):
It is crazy, but you hit the word earlier purchasing,
you're getting into the brainof your customer right and
figuring out how they spendtheir money.
How does our brain work when weread this one page?
Is it a written taking apicture of estimate, or is this
like, just like you said asecond ago, amateur versus
(19:31):
professional?
I mean, early on in my years,heck, I would just shoot you a
big old, long text message andgo this is kind of where I'm at.
Okay, thumbs up or thumbs down.
Now it's a five-page proposalwith a contract and attached and
all and it can get.
But you're only sending thatone price and I kind of changed
(19:53):
my mind a little bit.
I mean, at least offer anoptional edition.
In the commercial world, as youknow, sir, a lot of times
they'll ask for VE options oroptional editions or et cetera,
and you can put those on andthey do help in some regards.
Speaker 2 (20:10):
You do commercial work.
What kind of work do you?
Speaker 1 (20:12):
do.
Yes, sir, so we are anexcavation and utility
contractor, so we basically docivil side work, anything
underground essentially.
And so on the pipe side ofthings, I'm like I'm sitting
here going, hmm, I can't say.
We do it often.
We normally do new, install,commercial land development, but
(20:32):
there is some maintenanceservice contracts that I also do
on the water systems.
And I'm sitting here andthere's a problem with my
customer because I'm sittinghere going, hmm, this customer
doesn't have much of a budget tospend because city funds et
cetera.
And I'm going back and forthand I'm like, well, I could give
(20:53):
them a one, two, three optionhere on once we figure this out.
There was a video not too longago on our YouTube channel.
I did that exact thing, butthey chose to go with the bottom
route.
So be it, let's get it done.
Speaker 2 (21:07):
Well, I'll just tell you something.
We had several commercialpeople use this and it's like
the city specs, the engineer forthe city specifies what they
want.
That's right.
And so here's what we'relooking for in this office.
We're going to do it's likeokay, that's the bottom option,
that's what they're looking forin this office.
We're going to do it's likeokay, that's the bottom option,
(21:27):
that's what they're asking for.
But you're asking me to put a2025 rooftop unit into ductwork.
That's been here since 1958.
So we just do it.
We say, hey, here's the prices.
The premium option is newrooftop unit, new ductwork, an
air quality system withultraviolet purification to kill
the allergies for the peoplewho are in the living, who are
(21:49):
in the workspace, and then thebottom option is just the thing
you asked me for.
And the one in the middle isjust the whole thing without the
air quality, just the ductwork,so just a part of the ductwork.
How about the return?
Then the thing, and so you canhave a range of things you can
do.
And so, by doing it that way,even the city we had, the city
(22:09):
of Kansas City, was like oh yeah, we didn't think about that.
You know what, let's go aheadand do the better option.
I talked to the board membersand they said we need to do if
we're going to do this, let's doit right and they appropriated
more funding for the project.
So it's crazy, though when it's, that's how powerful it is, cy.
(22:32):
Even when it seems likeinsurmountable, like nobody's
going to do this, you do itanyway and just see what happens
.
And then people are like youknow what, let's get this
project done the right way.
Let's just you know, because ifyou are a place like for a city
or a municipality and you'repurchasing stuff on behalf of
the constituents, you purchasethat wrong.
Your job's on the line.
Does that make sense?
(22:53):
Like if the professional sayshere's the premium way and you
chose the cheap way, you're likesomething goes wrong with that
way.
They're going to come back foryour head to say you did that.
So, no matter who it is, evennew construction or everything
like that, like I had a newconstruction person.
Like when they're like youcan't do it for new construction
, right, and I'm like no, youcan.
(23:14):
I said they do.
They do it right now in thekitchen, right.
When you buy a house.
It's not like you're just likehere's the kitchen.
They go hey, what kind ofcabinets do you want?
There's premium, mid-rangeeconomy cabinets, and what kind
of a quartz granite?
Or you just want for mica.
So you start thinking about itwhy is it that everybody else
does it and the only people whodon't do it are the
(23:36):
hardest-working people like youwho do excavation.
To dig for a living is a bitch.
I mean, that's yeah, it is.
It's the bitch to do that job,isn't it funny?
The hardest working ones don'tdo it.
It's like the guys who got iteasy, like kitchen cabinets,
like just screw those in thewall, they're doing it right.
(23:57):
But us who are grinding it outin crawl spaces and basements
and underground, uh, we're notdoing it for some reason.
And you consider this You'rehooking up new, say, municipal
underground piping.
Well, we could do a Wi-Ficonnected shutoff valve inside
for the consumer.
Let's say they could do that.
Or you're doing an excavationjob and you're not doing a
(24:17):
dual-suite clean-out.
You could have somebody do theclean-out like that type of
thing, right, and you couldbackfill it.
You could put sod you know outlike that type of thing right,
and uh, you could backfill it.
You could put sod you know.
There's different things youcould add to excavation.
Speaker 1 (24:34):
You could excavate it , you could backfill it, you
could sod it and, uh, resurfacethe thing, and I think it could
definitely be you know all kindsof earthwork side of things
because there's so many littlescope gaps on the earthwork side
of things and if somebody Ishould say there's so many
general speaking, you knowthere's final grading and then
who's backfilling around theboxes or who's backfilling curb
or well, the curve, you got itwell, there's some, there's some
(24:56):
small things there, so I couldat least see it from the
earthwork side back in the resigame, back in those days.
Now, like, guys, if you'relistening to this, I would
definitely take the time and getwith Joe, because if you're a
Resi contract, residentialcontractor, um, this is going to
(25:16):
change, could change yourentire business and I truly hope
that, um, you guys connect.
My next question, joe is, I,I've is, I've often wondered.
When I saw this one coming up,I was like what's the average
age of the contractor you workLike?
Are you starting to see, youknow, early thirties pieces?
Speaker 2 (25:36):
Actually, there is a um, it's a definitely a
transformation right now.
Uh, there was a time where mostof the people I dealt with were
over 40 years old, between 40and 55 or something like that.
I would say that was the vastmajority, that was like who
owned businesses.
For quite a while, it seemedlike, and now, though, I am
(25:58):
seeing a bunch of people who arein their 20s, 24, 21, anywhere
from 20.
I'd say the average right nowwould say it'd be about 23 and
28 would be the averageentrepreneur right now.
I would say it's a much youngercrowd.
That's good, though, becausethey're definitely open to a new
way.
They're not locked intosomething their grandfather was
(26:20):
doing.
I see a lot of people who tookover their grandfather's
business and they just changedit overnight.
The company I sold to in 2001,.
Between the two of us, we were$6 million total, and then,
after the first year of using mysystem, they did about $15
(26:41):
million the first year.
They took my customers, theytook my customers, I took their
customers, we used our stuff andwe did like 15.
Now, today, that company islike $380 million company Cause
the children took it over forthe parent from the parent, from
the grandparents and stuff likethat, and they grew it to one
of the one of the biggestcompanies in the Chicago area is
(27:02):
own that owns that company.
They're on, they're on the cubsgames, they're on the white
socks games or bulls.
Their name is stamped onto thecourt the bulls game.
You know so, uh, so they'vegone big time.
You want to call that becausethey um, they learn how to use
this and scale it on top of that, make sense no 100?
Speaker 1 (27:21):
um, I think I probably just this one off the
top of my head.
You have a very unique,obviously, working system.
What do you think give me somepet peeves of the traditional
sales advice that you see allover LinkedIn and everywhere
else?
What's the two things thatthese younger contractors really
(27:45):
need to be looking out for?
Speaker 2 (27:49):
I think sales gets a bad name because I think people
think sales is a game of pushingthings to people.
Does that make sense?
But sales is a game ofattraction and not promotion.
Does that make sense?
You're not going to do anythingto push people into something
better.
(28:09):
It's like they need to sellthemselves on the problem.
So one of the counterintuitiveproblems is that they try to
sell solutions but they don'tclearly identify the problem.
And so there's a thing calledthe law, the science is called
the law of cognitive dissonance,and dissonance means the
opposite of harmony.
So harmony is when things aregoing good, dissonance is when
(28:33):
things are going bad.
But and that tells you aboutthe lesson of my life Things are
going bad, and then I learn howto do things.
Good.
Right so, but the good, thething is that it's a it's a fact
of life that there's going tobe good things and bad things
that happen.
And if we don't emphasize theproblem as a professional,
(28:54):
you're not going to have peoplebuy the solution, because they
don't see why it's too risky tobuy the solution If it doesn't
have a problem with solving.
Why would I?
Who cares?
Why should I get the wholething done?
Because if I said this, if Isaid, like, your duck work is
from 1958, that's not enough ofa problem.
But if I said your duck workwas from 1958 and see the gray
(29:18):
dust inside of it, that'sfiberglass.
Your family's breathing how doyou feel about your daughter
breathing that fiberglass?
Oh, geez, like, how can wesolve that problem?
Well, we got to replace theductwork too.
All right, let's do that too.
Like, it didn't take long.
But all I got to do is emphasizethe problem and also the
(29:39):
personal impact of the problem,the emotional elements of it.
So there's a logical elementthe duck work, the ditch you're
digging the utility line,whatever it is and there's an
emotional element of it too.
Right, what's it like when wedon't have power?
What's it like when we don'thave water?
What's it like when you'll haveno hot water?
That's the emotional part of it.
(30:00):
So you have to be good atpresenting the problem from a
technical standpoint and it hasto be factual.
It can't be something you'remaking up.
And it has to be the emotionalelement which you have witnessed
by listening to your customerand witnessing their own
emotional impact, that they sayI'm frustrated, this is
stressful, I'm worried aboutthis thing.
(30:21):
Right, I don't got time to takeoff work thing.
Right, I don't got time to takeoff work.
Those are things that you canemphasize when you're telling
people the problems and thepersonal impact.
And then if you tell people thesolution and the personal
impact that's going to happen,that's going to be good, then
then people do a magic thing Cythey sell themselves.
(30:41):
You don't have to sell anybody.
So I don't really believe inselling people or pushing people
on the things.
I believe in telling people theproblem and telling them the
emotional impact they'resuffering, just kind of
witnessing that and then showingyou the solution and the
emotional impact you're going tohave from that too.
And then at the end there's aquestion.
I've trademarked.
It's copyrighted.
(31:01):
It's the actual book I'vewritten.
It's the bestseller on Amazon.
It's copyrighted.
It's the actual book I'vewritten.
It's the bestseller on Amazon.
Sold 128,000 copies on Amazon,430 pages, nine-hour, audible,
right.
The title of the book is calledwhat Should we Do?
So here's the prices.
What should we do?
That's a lot of money.
I know it's a high investment.
So what should we do?
(31:22):
I got it.
Can you email it to me?
I can do better than email.
Let's get rid of the top option.
All right, let's get rid of it,all right.
So take a look at the rest ofthem.
What should we do?
So you see the words.
What should we do?
You know you're not pushing it,you're not taking it, you're
not running away from it, you'renot running toward it, you're
letting it come to you, you'reletting opportunity come your
(31:43):
way Make sense.
So the things that we alwaysthought, like you're good at
your job.
It does matter to tell peoplethe factual problem, but you
also have to be in tune with theemotional problem that they're
going through as well.
And that's the hardest thing toteach contractors.
Honestly, because we're notvery emotional contractors,
(32:04):
honestly, because we're not veryemotional, we've been taught to
bury our emotions and notaccentuate it or try to amplify
the emotion.
We don't want to cause anydrama.
Basically that's the problemwith us.
But unfortunately you have tocreate some drama about the
problem, not creating it.
You're just observing the dramathat the problem is causing,
communicating that back to yourclient and then having the
(32:25):
client sell themself and ask youfor a solution.
And there you go, you've gotthe solution in writing and you
show people the solution.
That's it.
Speaker 1 (32:35):
That's 100%.
It makes sense.
So you're just really hey,you've got a problem.
Here's a couple of solutionsfor your a problem.
But while I was looking for aproblem, I found these other
problems that may directlyaffect these solutions.
So here's I mean yes, no,absolutely, if you think you're
stressed out.
Speaker 2 (32:54):
It's like this, cy, if I said it could be anything
like your garage door doesn'twork right.
It could be like you know, cy,right now you're right, the
garage door opener is fried andthat is bad.
But here's the worst thing thetorsion spring is cracked on top
.
You know what that is.
That makes the garage door goup and down easier.
Remember how stressed you saidyour wife, linda, was when she
(33:15):
couldn't get out of the garage.
That really bothers me, cy.
What do you think about that?
And see, there's two elementsof it the opener, the spring and
, si, there's no weatherproofinganymore.
The door strip fell off and Isee rodents are entering into
the see, the rat droppings orthe mice droppings in your
garage.
How come you guys don't havethe weather strip fixed on that
(33:36):
thing?
See, that's the problem again.
And did you see that the cablesare?
They're frayed and they'restarting to come undone.
Sigh, how come you haven'ttaken care of that yet?
Oh, joe, I mean, what's lindagonna think when she sees that
problem?
Uh, she's.
How can we fix everything?
Well, here's the solution Ihave.
I wrote down the premiummid-range economy solution.
(33:59):
The premium one includes a door, new rails, new opener, we do a
slat walls to organize yourgarage better.
We do floor coating on thegarage floor, everything.
The premium option is onlygoing to be $297 a month for 10
years for 8.9% interest.
(34:21):
So what should we do do?
What should we do?
Right back again?
Right, the bottom option we'lljust fix the opener and that's
it for 500 bucks or whatever.
So the bottom option is thatevery business is sitting on top
of this gold mine and they'vegot much better solutions, but
they're afraid to offer itbecause they think they're going
to upset customers.
And the reason they think thatis because they're not good at
(34:43):
explaining the problem.
That's the number one thingpeople are not good at Make
sense.
Speaker 1 (34:48):
Yeah, and they're not transparent about it,
especially us blue collar guysin the first three years.
You're like I was just at lunchearlier today with a gentleman
that he's like, well, how am Isupposed to let them know I'm
going to make some money?
And I'm like, hey, dude, you'renot doing this for freaking fun
, it's called work, Going outthere to work, make money, the
(35:11):
owner of my guy.
So spin around In our heads andI fell victim of it too Early
on we just want to give themthat price and cut us some
fingers, right.
But God forbid if we took alabor quote, a material quote,
and then, hey, some mobilizationhere and a little indirect line
(35:32):
and this is what you guys areactually paying for in your
$5,000 and build thattransparency with your customer
along with hey, I'm aprofessional, I can also find
these other problems while I wason site.
Here's a fix, you know that'scrazy.
Speaker 2 (35:51):
You know science like this.
When that, when that gentlemanwas worried about what are
people going to think when Itell him I'm going to have to
make money on this job?
He's worried about himself.
That's not pure motive.
Pure motive is I don't careabout myself.
I'm here to help you.
I know it won't be popular.
So one of the pure motives iscalled honesty.
Even when it's not popular, I'mnot here to win a popularity
(36:11):
contest.
I'm here to make sure the jobgets done right, and that's
going to be a higher investmentin the quality and reliability
and the safety and health ofyour family and the service, the
customer service, to anticipatewhat you need in the future,
not just today, but also in thefuture.
That's pure motive.
Service those are defined.
If every company had the puremotive service pledge or poster
(36:36):
inside their company, that wouldbe your talking points, that's
the service provider's talkingpoints.
Why do you guys charge so much?
Because we're a higher quality,reliability.
We're not just doing the job,we're doing it in a more of a
commercial way of doing it.
We're doing not just thefurnace, the AC, we're doing the
duct work and everything elsetoo.
That's why it's more money.
So what should we do?
Because it got a 12-yearservice agreement.
(36:57):
The service, 12-year service,12-year warranty, the filters
and stuff.
We're going to include that for12 years too.
And we made it affordableservice of affordability.
That's why we did the financing, so it could be a 12-year
payment, not pay us up front.
We're going to give you the joband give you the money.
That's service.
The service of doing a loantakes more time than it does
(37:19):
just to accept cash or check.
So everything that takes moretime is a service.
And so this guy who you'retalking about, who's trying to
figure out the price, that's aservice too.
He doesn't realize just himthinking about the price is a
service he's already providing.
He's already stressing outabout this price.
You see how it's alreadyaffecting your life and you
(37:41):
haven't even got paid for it yet.
So don't you think it's worth?
You know, just doing pure modeof service and saying I don't
care about myself, I don't carewhat the customer is going to
yell about, I'm going to getyelled at.
If he's going to bitch about150 bucks, let him bitch about
15,000 instead.
(38:01):
It's like if you're going tobitch, bitch about something
good, I'll give you something tobitch about, right, and so
that's the way I look at it.
If you're gonna bitch about the1500, let me give you 15 000 to
bitch about, then you can.
Then you think the 1500 lookscheap, honestly that's right.
Speaker 1 (38:14):
That's right.
Uh, back to back to the agething.
So you're, you're working with,obviously, guys in their 20s.
I started when I was 23.
Had no idea what I was doing.
Are you big on CRM in?
Speaker 2 (38:29):
the sales.
Honestly, I do believe inkeeping contact to retain your
clients.
If CRM you mean by a way tocontact your clients and make
sure we are retaining ourclients, I think the first sale
we need to make is by retainingthe people who already do
business with us.
So I do agree with that.
Speaker 1 (38:47):
Yes, Love that.
Speaker 2 (38:48):
The relationship we create with our customer, the
hardest thing it is to do issell something new.
If somebody already knows thatI have pure mode of service,
they buy everything from me.
They keep buying too.
They refer me to their familyand their friends because they
know they can trust me, makesense, and they know I'm not in
it for the money although themoney is more, because I get the
(39:09):
job done right.
Because how many times have youdone it, cy, like, hey, you got
to go to this guy.
He's a little bit more money,but it's going to be done right.
Yep, I think every greatbusiness has that kind of review
, which is these guys are thebest, but bring your wallet
because they're more money.
You know that's just what it is.
Speaker 1 (39:33):
The other thing to that is where I think a lot of
the customers really haven'tfigured out.
They don't weigh time like wedo in the entrepreneur space
right, like time is everythingto us.
Money is a tool to buy time.
And so you're sitting heretrying for, hey look, this job
can be done in six weeks, threeweeks, whatever, and it will be
(39:55):
done at this price that I'mgiving you.
Yes, it's not the cheapestprice in town, but the cheapest
price in town is going to tellyou three weeks and it's going
to take eight and he's going tohit you with three change orders
along the way and you're goingto be more than what I was to
begin with.
But it's that.
It's that that view ofpurchasing, just like you were
talking about earlier, and it's.
It's pretty crazy, but where Iwas going with that.
(40:17):
On the CRM situation, yeah,we've got it.
We got to retrain, retract andmake sure we retain old
customers and grab new customers, but make sure we're staying in
contact with them.
But what I have figured out andwe were not as high
transactions as, say, an HVACcompany or a company that does
(40:37):
service calls all day long.
So we were in the five to 20invoices a month type situation.
So we're in the five to 20invoices a month type situation.
But say, for that guy that hasa ton of transactions happening
plumbers, hvacs, those guys,electricians what are the
numbers that they should belooking at and tracking, say
weekly or monthly?
It doesn't have to be adetailed list, but maybe your
(40:59):
top two that we really payattention to as our business
progresses.
Speaker 2 (41:04):
Well, I would say that you know, looking at the
very big picture, gross profitnever lies, that you know net
profit can be manipulated by youtaking on stuff for yourself
personally and putting it inyour overhead and now your net
profit sucks.
But it's really called EBIT day, which is all the stuff you
(41:26):
take personally from yourbusiness and the overhead.
And then you say my netprofit's low so I don't got to
pay taxes.
I mean, that's just the waybusiness works, right.
But gross profit does not lie.
It's here's how much the laborcosts, here's the material cost,
here's how much I sold it for.
So the gross profit in ahealthy business is about 65%
(41:46):
minimum.
There's no business that canoperate for less than that
honestly and then have money forthe future, because there's two
kinds of profit we need to have.
65% is important because we'vegot to pay that overhead.
We have to have additionalmoney left over for today's
operation and then we also haveto have money for the future to
build the buildings, to handlechaos, to get new technology.
(42:08):
There's things that are goingto be needed in the future.
So the profit literally has tobe double what people think it
should be.
There's really no business thatis out there that should really
operate for less than 30% netprofit, because you're going to
need the additional money tooperate today and also operate
into the future.
Because, as your company doeswell, you're going to need to
(42:32):
buy new buildings, you're goingto need to buy new trucks, you
need to replace the copy machine, you need to get a new office
furniture and things like that.
So things wear out, servicechaos and people crash their
truck or trash the motor on yourtruck or whatever Things just
happen.
You have to have money tohandle the emergencies and also
the future things that areproactive.
(42:53):
That's where profit is.
And then you have to have moneyfor today too.
You have to have today's money,so it's worth the investment.
So people just think profit is asimple thing.
It's not simple.
I say gross profit is thenumber one.
Number two I would say to getus there what's the break-even
for the business?
How much do you need to makeevery month to break-even?
(43:13):
And then now you know what wecharge more than that to make
profit.
So now you say here's mybreak-even we should have made
this much more to make that 30.
We need to make 30% more thanbreak even to make 30% net
profit.
Now you know the problem.
You've identified the problem.
The problem is we need to makethis much, but we're only making
this much.
It's not enough.
We can't get more leads.
(43:35):
We have to say how can I sellmore on a lead I have?
So the number one problem iswhat's the average sale?
If your average sale can'treally sustain your overhead and
your profit you need toincrease, it's not, it's too
hard to get new calls to come in.
You know what I'm saying?
Like if I said, hey, find morepeople to excavate for.
It's like, what are you goingto do?
Go door to door?
(43:55):
Hey, what can I dig up yourfront yard?
It's like do that.
But the calls you do have, youneed to be able to do better
service.
That's going to be a higherquality, reliability, safety,
health and service that peoplewill purchase into the future
for peace of mind.
Like, remember I said the thingwith the uh garage floor company
(44:15):
.
Remember that, yep, uh companydoes garage floors.
They said what can I do?
It's just a garage floor.
I said, well, I said who takesthe stuff out of the garage?
We just tell the customer theygot to do that.
And I said, well, I got to.
Here's a novel concept Go get atrailer and you take all the
stuff out of the garage, cleanit off and put it in the trailer
and then park the trailer inthe front of the street with
(44:37):
your brand name on it.
And now it's worth $1,500 morefor that floor, right?
I said why aren't you doing that?
And they go huh, you thinkpeople will go for it?
I said, dude, if you ask me toclean my garage out, I've been
trying to do that for like threeyears.
I haven't done it yet.
You know what I'm saying.
So people are sitting right ontop of the opportunity and
they're usually telling theclient that you got to get this
(44:58):
thing prepped or whatever.
You got to get this thing.
So the second you're tellingthe client to do something that
should be in the premium option.
That's it, right.
There Make sense, sir.
Speaker 1 (45:07):
Yeah, no, I think you're right on the money and
it's simple, key things likethat.
Well, industry standard sayswell, screw industry standard,
because if you're trying, ifyou're a new age face, you're a
new age contractor.
I don't care what serviceindustry you're in here.
If you're in the blue collarworking space, why do you spend
(45:31):
$1.50 on a two liter but youspend $3 on a Gatorade that fits
in your hand?
It's called convenient, guys,and if you make it convenient
for them, if you make itinconvenient, it's going to
equal 50% of the time you mightend up still with it because
it's industry standard and theywent somewhere else and they got
the same level of service.
But if you're proposing that'san incredible idea, hey, go buy
(45:51):
a box trailer for five grand,charge 1500 bucks, a freaking
floor and you paid for it in amonth, or you know.
Or storing the time you'rethere, that is, that is so cool.
Well, I've got one more questionfor you, but before that, your
book's on Amazon.
We can find you on Service MVP.
(46:12):
How can guys get in touch withyou?
I follow you on LinkedIn.
He's worth the follow onLinkedIn.
He puts out some goodinformation out there.
But tell us a little bit.
If we wanted to get in contactwith you, some of the audience,
how would we do that?
Speaker 2 (46:25):
You can just go to servicemvpcom we have a chat a
little bot down there, if youwant to and just say can I talk
to Uncle Joe or whatever, I'llbe happy to talk to you.
Or if you want to talk to oneof our other reps, they'd be
happy to talk to you too.
We have a big team at ServiceMVP and we graduate between five
(46:48):
and 700 employees a month onthat platform.
We have about eight coachesaround the whole country that
work on different time zones andwe have classes of anywhere
from 50 to 75 people that we doevery single day of the week and
we really help.
We grind it out, just like youguys, you know, except for we
grind out the training elementof it and we have a bunch of
content and things in there.
So everything I have is I'vebeen very fortunate enough to uh
(47:11):
, take a video of it or audio ora book of it, and that's pretty
much that makes sense.
So that's uh, that's been my.
That's been.
One of the things we were verygood at is creating content, as
you probably saw it on linkedinor whatever I, I did for sure.
Speaker 1 (47:23):
But I I to hit that point home most service-based
industries don't understand howfreaking expensive training is.
When you're paying for it outof your dollars.
Because you train this guyunder your training method, you
think he's gonna be ready tostart making decent amount of
profit or really starting toreally knock down some jobs.
(47:45):
Say, six months, maybe a year,maybe two years right, that's
your training progression.
So now how do you cut that inhalf?
If you can cut that, that inhalf to get him start producing
quicker is obviously the name ofthe game here.
It's the most expensive and letme tell you, entrepreneurs,
we're not usually the bestdadgum trainers and teachers
(48:06):
either.
So if somebody like Uncle Joe,I really like that, to be honest
with you.
But if you got Uncle Joe orsomebody teaching a class on the
specific thing you're lookingfor information on, take the
hour, put your team.
I am a huge advocate itstresses me out having the
entire company in there for astaff meeting for an hour and a
half, sometimes going over someprocesses and procedures and
(48:29):
making sure they fullyunderstand.
But it has to happen, guys, andyou've got to take the time and
get them trained up.
Speaker 2 (48:38):
Let me help you there , cy.
You know what's even moreexpensive than training people.
What not training them?
And then you're making apayroll of untrained people who
have no idea what to do.
And then you're like you'reyou're kicking yourself in your
own ass because I should havetrained these people.
But now my payroll is like30,000 a week, I'm paying or
(48:59):
whatever, and now I've got thesepeople who keep screwing things
up and now you become thearsonist fireman.
You start your own fire becauseyou never did training.
A good fireman prevents the fireby training the community how
to stop fires.
So a fireman who puts out firesis somebody who's a bad fireman
(49:20):
.
He should have trained thecommunity and the school in the
industrial area.
How do you prevent fires?
How can you?
How can your employees?
This parking lot can't havetrash all over the place.
We have to prevent the fire.
So that's the thing thattraining does.
There's an arsonist fireman andthere's a preventative fireman.
If you want to be a arsonistwho starts your own fires, then
(49:44):
don't do any training and you'llbe the person blaming yourself
for not doing it.
Speaker 1 (49:49):
Man, it's so true, I've lived it.
I've literally lived.
It wasn't quite 30k, but it wasin 20k range.
And you know, I've had, I hadpeople that were with me two and
three years, four years.
At that point I was only aseven or eight year business and
I'm like well, these guys knowhow I am, how we handle things,
and well, we keep running intonew contracts and new things
(50:10):
keep arising and nobody'sjotting them down.
How did we handle this?
How did it work out?
Speaker 2 (50:14):
Look back so but so anytime you say, he should know
that already or he should havecommon sense.
Speaker 1 (50:22):
No.
Speaker 2 (50:22):
That's where training , that's where.
That's where you should havedone training instead.
Speaker 1 (50:31):
And I, I, what I tell my guys all the time is that
I'll never get mad at them forwhat they don't know.
That's my job.
I'm supposed to know, I'msupposed to train.
Not saying the CEO needs to betraining everybody.
That's not what I'm saying.
What I am saying is that I needto ensure that I have some type
of training and onboarding fromthe day you start and ensure
that there's some type ofprogression that you're going
through and actively working onyour job, duty and your job now.
Speaker 2 (50:54):
I completely agree with that.
I think leader has to go first,for sure.
Speaker 1 (50:57):
100 and that's literally a lot of this podcast
and and the people I've beenmeeting have been sharpening my
iron and I.
It's just making me betterevery single day for my people
and I've been going through kindof a personal transition there.
But blue collar performancemarketing's passion is to bring
attention to the honest workdone in blue collar industries
(51:18):
through effective,results-driven marketing tactics
.
They specialize incomprehensive digital marketing
services, from paid advertisingon Google and Facebook to
website development and contentstrategy.
I started working with Ike andthe team earlier this year and
they've had a huge impact on ourspecific marketing campaign and
trajectory of our overallcompany.
Their expertise in digital admanagement, website development,
(51:41):
social media and overallmarketing strategy has been an
absolute game changer for oursales and marketing at PsyCon.
If you're looking to work witha marketing team who does what
they say, does it well and isalways looking for ways to help
your company grow, book adiscovery call with Ike by going
to bcperformancemarketingcombackslash bcbpodcast or click
(52:02):
the link in the show notes.
Slash description below.
Thanks guys, man, I reallyappreciate you, mr Joe, and I
have Uncle Joe.
I've got one more thing that Iask everybody.
You are episode number 51 hereon the
bluecollarbusinesspodcastcom.
What's the takeaway for thatblue collar worker since you're
(52:25):
an HVAC guy, true and true thatguy that's in the attic right
now or crawling along the crawlspace and he's going?
This guy?
What is the takeaway for thatguy who's just mentally,
emotionally and physically juststuck?
Speaker 2 (52:44):
I would say the universe rewards people who take
action.
When I was stuck, you know, Imean let's put it this way I
didn't get $500,000 in debt likeinstantly.
It went from 1985 to 1991 toget $500,000 in debt.
(53:04):
So I could see every year orevery month that I wasn't really
making money.
And then I did have a couplebig events that happened that
really devastated my debt.
You know, I was probably rightalong with 125 to 150 and I
could just kind of cash flowwould keep the whole thing going
(53:25):
, even though it wasn't and myaccountant would fool me like
you made some profit.
I'm like, how much did I make?
You made 3%.
That's pretty good.
I'm like, is that good really?
So I didn't know what was good.
So I'm talking 30%.
Now I was making 3% by then.
So basically I willinglygaslighted myself, thinking that
(53:46):
it would turn around orsomething like that pretty soon.
And that's the thing that itdoesn't work.
So you have to have the honestypart of it with being taking a
hard look.
It's hard because a lot ofhusband and wives and people who
own businesses are partners.
It's hard because you talkabout the money.
(54:06):
It can sound like a personalinsult.
If you know, let's say you havethe wife writing the books and
the husband, like you, is outthere doing the work and she
says, honey, we don't haveenough money.
And you get almost ticked offat her because you're like, what
are you talking about?
I'm out here working my ass offand she's like we still don't
got enough money to cover thepayroll.
And so it creates this thingwhere we don't want to talk
(54:27):
about money.
So we avoid the money and wejust keep going on doing the
same rock, the dysfunction.
Dysfunction loves routine andyou wind up doing routine,
dysfunctional things.
So you do have to do somethingdifferent, and that's what I'm
here for.
I'm here to my good.
My superpower is looking at acompany and within 10 seconds I
(54:50):
can tell if they're making moneyor not, just because I can see
the way they answer the phone,the way they respond, the way
they talk about, the way theytalk about the economy.
Because people who aresuccessful, they make their own
economy, they make their owngood, they don't worry about the
economy.
They make their own goodeconomy, economy, they make
their own good, they don't worryabout the economy.
They make their own goodeconomy.
When you have a way of doingthe science of pricing and
(55:11):
connecting with your client,making a friend with your client
and then pricing the jobproperly.
Then you are going to createyour own economy and I always
have a saying I don'tparticipate in a bad economy,
I'm just sorry I won't do that.
Make sense?
Yeah, no, this is how it is.
You want to do it?
Go ahead and do it without me.
I'm not going to participate inthat.
I'm going to just work on myown economy.
Speaker 1 (55:34):
That's right.
No, it makes perfect sense.
Speaker 2 (55:36):
I would say if you're stuck, the universe rewards
people to take action.
Take action to learn something,even if it's not me.
Read a book.
You know you should be readingon Amazon.
Uh, amazon, audible books onbusiness or leadership or things
like that.
My advice to get unstuck take adrive.
Where do you live?
Cy, arkansas.
(55:56):
Yeah, so I would say I'm goingto take a drive to Tennessee
just to do a self-improvementtrip.
I'm going to drive up toMemphis or drive up to Nashville
just to listen to audiobooks.
When I'm going to drive up toMemphis or drive up to Nashville
just to listen to audio books,when I'm driving Like, do that?
You know what I'm saying there.
Do something where you'relearning, putting something else
in your head Beside what?
(56:17):
Wondering if the Razorbacks aregoing to win this year.
Speaker 1 (56:19):
Screw that.
Speaker 2 (56:20):
Get out there, get out there, get out there, get
out there and learn something.
You know what I'm saying.
Or, and I would say, uh, youknow, when you listen to an
audio book of like me orsomebody else, like seven habits
or Steve or any of the Dale,carnegie or Jack, people like
that, you listen to those audiobooks, you're going to be
(56:42):
transformed by the time you getto the destination.
I'll tell you what.
You're going to drive somewherein a small local trip,
somewhere, like you know, you'regoing to go to Jackson
Mississippi or something likethat You're going to go to, uh,
you drive over there and thendrive back and have two audio
books you listen to and you'regoing to be like transformed.
Your destination won't just beback home.
You'll be home with a newenergy and a new enthusiasm and
(57:05):
new information in your brain togive you some inspiration to
take action, because theuniverse rewards people who take
action, people who sit stilland wait for things to change.
That's not going to work.
The only thing that works isdoing something different than
what's not working.
Make sense.
Speaker 1 (57:22):
Nothing changes if nothing changes.
Sir.
No truer saying ever.
Speaker 2 (57:27):
Si, you have a wisdom about you.
I can see that already.
Thanks for uh, thanks forsharing, thanks for being so.
Uh, you're like a brother fromanother mother, you know.
I think, uh, it's too bad youdon't drink anymore, but it's
okay, we can still we just havean ice about to have an iced tea
instead, or something like thatanytime, no, anytime.
Speaker 1 (57:46):
I really truly appreciate you jumping on the
show.
Sorry about the therescheduling, but this episode
is going to help.
So many guys out there alreadyknow it.
Manifesting it right now.
Mvpcom, click the chat bot.
(58:06):
Say you want to talk with unclejoe.
Tell him si sent you from theblue collar business podcast,
please, so that way he can knowthat we sent him a few guys over
and everything's hunky-dorythere.
But, mr joe, I reallyappreciate your time and until
next time, sir, I hope to haveyou on again.
Be safe, be kind and be humble,guys.
Thanks a lot, so I appreciateyou have a good one.
(58:28):
If you've enjoyed this episode,be sure to give it a like,
share it with the fellers.
Check out our website to sendus any questions and comments
about your experience in theblue collar business.
Who do you want to hear from?
Send them our way and we'll doour best to answer any questions
you may have.
Till next time, guys.
Hey guys, welcome to the Blue Collar Business Podcast
, where we discuss the realest,rawest, most relevant stories
and strategies behind buildingevery corner of a blue collar
business.
I'm your host, cy Kirby, and Iwant to help you in what it took
me trial and error and a wholelot of money to learn the
information that no one in thisindustry is willing to share.
Whether you're under that shadetree or have your hard hat on,
(00:30):
let's expand your toolbox.
Welcome back to another episodeof the Blue Collar Business
Podcast brought to you andsponsored by podcastvideoscom.
I am in one of their solo podrooms today.
Check them out online, guys.
I've been with them over a yearnow, love what they're doing
with the show and who we arereaching and the impact they're
(00:51):
actually having.
Today, guys going down the salesroute, pretty excited about it.
We've been kind of all over theplace with finance and federal
contracting and equipment andthe number one thing I preach
about on this show all the timesales is everything.
Sales fixes everything.
Now, profitable revenue fixeseverything but sales in general.
(01:12):
Today I am joined by JoeCresera, who is a founder of
servicemvpcom and he isAmerica's service coach.
I can tell you that I've had alittle bit of time with Mr Joe.
Already We've had to reschedulethis podcast a couple of times,
so I really appreciate yourpatience again, sir.
(01:32):
But a little bit about Joe guys, over 40 years of experience in
contracting and sales training.
Creator of what I'm veryinterested in learning about
today is the Pure Motive ServiceApproach Again.
Founder of ServiceMVPcom allthe way back in 2001 and coaches
thousands of contractors vialive calls, workshops and, of
(01:55):
course, as you guys know, I amvery passionate about digital
content and pushing into thedigital space.
So for anymore, mr Joe, thankyou so much for joining me today
.
Speaker 2 (02:06):
Thanks, cy, for having me here.
Definitely I appreciate youblocking your time and changing
your schedule and finding a wayto open up this time for both of
us to be able to communicatehigh value to service
contractors and other people outthere on the planet who need to
do that.
Speaker 1 (02:22):
No, I'm telling you there's not enough resources out
there good, pure resources outthere for these guys that
they're building America andjust the way we sit here and
view them, man, they needteachers.
I needed teachers, I neededhelp, and that's of course why
(02:42):
we're sitting here today on thispodcast.
I tried help and that's ofcourse why we're sitting here
today on this podcast.
I tried to create a resource,but bringing folks like yourself
to start speaking about salesand man, we've been all over the
map, but I am truly excited toget into your background.
So tell us a little bit aboutnumber one, what ServiceMVP is
(03:03):
today, and kind of yourbackstory, because it sounds
like you had a pretty highmotivation in the same spot that
a lot of us have been in before, where we thought our business
was doing great but actually itprobably wasn't doing as great
and you turned it around anddoing great things now, and you
(03:24):
turned it around and doing greatthings.
Speaker 2 (03:25):
Now.
Well, you know, it did startout with me priding myself on
being the best worker or doingthe best quality.
I grew up with the kind of mygrandfather and my father said
if you can't do it right thefirst time, don't do it at all.
So I was always priding myselfon doing HVAC, plumbing,
(03:45):
electrical and other reallyanything I did.
Even if I fixed my car, I triedto make sure I overbuilt it.
I didn't try to just do itminimum.
And then, of course, it wasn'tabout 1985, I started my own
business back in the mid-80s andI didn't really have any idea
how to.
I knew how to do the workinside the business, but then I
(04:06):
had an entrepreneurial seizureto start a business and I didn't
know how to price myself.
I didn't know how to, you know,run the business itself or
manage the business.
And so really, what I did tostart the business, I learned
what my competition was chargingand I just charged a little bit
less than they did.
Learned what my competition wascharging and I just charged a
(04:26):
little bit less than they did.
The only motivation I thoughtthat people had to purchase was
a lower price.
I thought everybody wasmotivated by a lower price.
That's all I knew.
And so by doing it that way, Iwound up to be in debt.
By about 1991, I was about$500,000 in debt.
And then one of my clients tookpity on me and they said this
because $500,000 in debt?
And then one of my clients tookpity on me and they said this
(04:46):
you know cause?
500,000 back in the earlynineties would be like probably
two and a half 3 million today,right?
So um, and I was like like togive you an example.
My average service call wasabout $78.
I was charging in my equipmentfor a furnace was like $1,500.
So for me to get $500,000 outof debt, would it be ridiculous?
(05:07):
And I was just too weak tocollect the money.
I didn't know how to charge themoney, I didn't, just
everything was dysfunctional.
Then one of my clients saidthat there's a science behind
all this and he showed me how tothe science of pricing first,
and then he showed me thescience of connecting the
science of pricing first, andthen he showed me the science of
connecting the science ofproject management.
(05:28):
There's a science behindeverything here and I didn't
realize there was.
And once I started learning it,like immediately I started
selling equipment on thefurnaces and ACs for, like, I
was selling it for $1,500.
Next thing you know, my averagesale is about $12,000 in about
next month.
I couldn't believe.
Just because I changed the waythe prices were displayed, the
(05:52):
science about the way the pricesare displayed, I couldn't
believe it.
It immediately basicallymultiplied it by more than 10
times the amount that I wasdoing.
An interesting thing like uh.
An interesting thing was I wasuh, 500,000 in debt by 1991, but
roughly uh, by December of 1994, I was debt free.
(06:13):
That's how, that's how fast theimpact of that information was
and uh, and so today we stillteach that information.
That's uh, it's the it's.
The greatest thing that everhappened to me was that struggle
, because then I was forced tolearn a different way, otherwise
I wouldn't be here to talkabout it Make sense.
(06:33):
So it always goes back to thosethings.
We have those challenges whicheventually turn into victories.
We just have to keep our mindon the fact that it can be a
victory in the future.
Speaker 1 (06:44):
Literally.
You are speaking my language.
I was born in 1991, sir, and$500,000 back then, that's an
astounding amount of money.
Yeah, you're right.
A couple million now is aboutwhat that equated to.
Speaker 2 (07:02):
To give you an example my house costs.
House costs 58 000 for a, uh,2500 square foot house in a in a
beautiful suburb of northernchicago.
Uh, that same house probablycosts, you know, 500 000 now.
So you know, you know I'msaying so.
Back then it was a house cost.
I could.
I could buy that same house onmy credit card if I could buy 58
000 now you know.
But, uh, but I had a 30 yearmortgage on 58 000 that's000.
(07:26):
That's how much the value ofmoney has changed over the years
.
It makes sense.
So you're right, it was crazyhow much that was so debt-free
in 1994, from the science thatyou learned here.
Speaker 1 (07:38):
And you're exactly right, there is a science to it.
And talk about education orexperience, and you can learn it
through education or you canlearn it through, straight
through, on your own experience,and that's the route I
unfortunately decided to choose.
But I do believe the value inthe lessons, if you gain it
(07:59):
through experience rather thaneducation, is something that's
never forgotten, rather thaneducation is something that's
never forgotten.
It's so valuable, locked up inyour filing cabinet, up here in
your head.
But you not only I share apassion with you.
You know I'm sitting herelearning as well.
That's exactly what you did.
You're like man.
This freaking tool did it forme.
Why?
Speaker 2 (08:20):
can't I do it for?
Speaker 1 (08:20):
others.
Speaker 2 (08:21):
That's exactly it.
That's exactly what I foundno-transcript check for $69,000
(08:52):
just to give him.
And he said how'd you come upwith the money?
And I said, well, I just do.
I showed him what I do, I showhim the science of pricing and
what I do, and he goes oh mygosh, you know, I got like 70 or
80 contractors who are in debtlike that, could you help them?
And so he my supplier that Ipaid off started giving me
people to get out of debt, andso I started helping other
(09:15):
people get out of debt and Ididn't even charge for it.
I was just like, yeah, let mehelp you, and so I would just
help.
And then people start saying Ihave to give you something.
And so then they start payingme something for it and I'm like
I guess this is a business ofits own.
I didn't realize it was abusiness of its own, and so then
I'm like kind of all the thingsaligned by about 2001,.
(09:38):
I sold my other business andthen I started this consulting
very just, performanceconsulting, I call it.
I just tried to help people andthen they felt like they needed
to pay me, almost like a whatdo you call that thing, go fund
me or whatever it's like I wouldgo out there and help people
here.
Let me give you 10,000 orwhatever kind of a thing, right
Cause you just helped me so muchand so, and then I started
saying I gotta get, I gotta stopgetting the donations, I gotta
(10:00):
start making it a real business.
So probably about 2004, 2003,when I really became serious
about doing this.
So that's how I became doingthis.
So, basically, becauseeverybody else saw I did this,
they're like you should helpother people with it, and that's
what happened.
Speaker 1 (10:18):
So that's the journey I have, that is astounding is
what that is and I appreciateyou a successful businessman on
the absolute end of it, nottaking your vision of it.
I needed to key in on thatpoint.
Like you said, during throughall the struggles, that's crazy
to hear a supplier, a supplier,looked at you you, you made that
(10:49):
much of an impact and go, hey,can you help these other guys?
And for you to turn around andat that time your competition,
you started helping them.
You know that's just speaksvolumes of number one who you
are and what you were.
Your life motto is.
I can tell you're passionateabout it.
You want to help these guyslike myself.
Truly, you teach somethingcalled around the pure motive
(11:15):
service approach and putting thecustomer's best interest first
and trusting doing the rightthing will lead to better
results.
What does this pure motivereally mean in the context of
just selling service?
Speaker 2 (11:30):
Well, you can see the motivation.
Even in that story, when I washelping other people, I wasn't
thinking about the money, I wasjust trying to alleviate the
pain because I knew I wentthrough a lot of pain.
It cost me my first marriage,it broke up a lot of
relationships and things likethat with people I knew because
(11:52):
of money, and so it was verypainful.
And I always say I was just toostupid to quit.
I just wasn't wired to quit onthings.
That's how I am.
And everybody advised me toquit, like you should go
bankrupt.
It'd be easier, just gobankrupt and get a job.
That's what people told me, andso I didn't do it.
(12:13):
I just kept going untilsomebody gave me an answer.
I was, but I was smart enoughto listen to the answer.
And what Pure Motive Service is.
If you focus on the motivationas to why I am doing things for
people like even when the pricesare higher, like why is the
price higher?
If you have a good reason, apure motive reason, why it's
(12:33):
higher, well, the pure motiveswould be the reason the price is
higher because I'm doing a muchhigher quality and a much more
reliable solution that'spermanent would be the pure
motive.
Now, if I can say, what can Ido to make this problem go away
permanently?
I suppose the temporary wouldjust be to fix it.
(12:54):
Permanent would be to replaceit or renovate it, and then the
way in the middle isprofessional.
So permanent, professional andtemporary.
That's what I look at that wayand that's kind of like premium,
mid-range and economy, if youwill say that right.
So the science behind it ispremium, mid-range economy,
(13:16):
tiered, called tiered pricing,t-i-e-r, like a tier, like a
ladder.
So the science of tieredpricing is that if you only give
one price, you're usually goingto give the cheapest one, like
I was doing when I was broke.
And then if you try good,better, best, roughly 40% of the
(13:37):
people will upgrade.
If you offer something betteror best, and then if you offer
premium, mid-range economy,where you start with the premium
price first, then 80% willupgrade.
If you did that and if you didtwo premium, two mid-range, two
economy, your closing rate wouldbe almost 90% and your average
(13:58):
ticket would go up by about fiveand a half times more than it
was before by doing it that way,by just offering more services
to the same customer.
So today, if you look at allthe people I train.
When somebody calls and says Iwant to just fix my air
conditioning unit, I'd say sure,but we're going to go ahead and
(14:19):
replace the duct work, the airAC, the furnace, air quality,
wi-fi connected thing.
We're going to do zoning withductless mini splits.
So we're going to do everythingin the premium, the permanent
solution, in the premium option,the bottom option, just the air
conditioner.
You called me for theprofessional ones heating and
air conditioning in the middle,but just don't replace the duct
(14:40):
work or whatever, right.
So if you look at it like youknow any, any business, you, you
name a business and I canchange it like in seconds, any
business at all.
You challenge me and you bringa business and I'll tell you
exactly what that business cando in about 30 seconds, how it
could easily change it.
Uh, they're sitting,everybody's sitting right, like
(15:01):
if you're an accountant.
If somebody calls and says I'mgoing to do the tech, can you do
my taxes?
Sure, let me take a look atyour books.
Now you look at the books andyou're like you know, we need to
get that cleaned up.
Let me do your bookkeeping.
That's the premium option.
So you don't do anything.
Let me take care of youraccounting, I'll do your taxes,
(15:22):
I'll make sure we audit yourworkman's comp.
All that stuff could be done byan accountant.
And so if you were doing anaccountant, you have the premium
option where I do everything.
The professional option I doyour taxes and I do some books,
open your books up.
And the bottom option I just dothe taxes like they are now and
that's it.
So if you took any business atall, there's a variation of that
type of a thing.
You just bring me a businessand I'll show you exactly what.
(15:44):
The premium, mid-range economy.
I just had a door company a lotthat does locks, locksmith.
He's like what can I do on that?
It's a lot of locks, a lot.
I'm like dude, what's a lotgoing on top of a door.
I said, is the door jam,cracked or is it perfect?
Oh, it's cracked.
How about the striker plate?
How about the hinges?
How about the threshold?
Is it weatherproofed?
(16:04):
Like, how many doors are there?
A front door and a back door,right?
So why are we doing both?
So the premium.
So I just met a guy yesterday.
I'm like he goes, joe, I justsold 5,000 on a call.
I would have made 500 on hegoes, I would have had the guy
bitching about 500.
And now I sold 5,700 cause Idid both doors and everything
(16:25):
and he's like he did it in oneday.
It didn't even take anythingother than that Right.
So literally I believe thestuff I teach can instantly
transform a business of any kind.
Uh, and I'm just the messengerof something that's true.
I think we all know that you goto a carwash most people got the
stuff in the middle Every nowand then you detail the car for
(16:47):
like 160 bucks and thensometimes you're like I just
want to rinse off.
I'm going to do $19 for therinse off type of thing and you
never know what people do.
But some days they go to theirwedding and they want to detail
it.
Some days I want to take careof myself and get the wax and
everything and the car vacuumedout.
Every now and then I want torinse off the salt or whatever.
And so you know it's just likepeople buy things differently
(17:10):
every time.
So you have to bring all theways that people purchase so
they can choose the one that'sright for them.
So that's what PureMotiveService is.
Puremotive Service is makingthe effort to to diagnose not
just the problem but go furtherinto it to make sure we solve
the problem permanently, so theycan have a package of solutions
(17:31):
where they don't got to do itanymore.
We don't got to keep buying it,we just provide it permanently
for you in a way.
Does that make sense, sir?
Oh?
Speaker 1 (17:37):
man, guys, you just heard it here first.
I mean, I was sitting here asyou were talking.
I'm like'm like, wow, thatmakes a ridiculous amount of
sense.
Yeah, of course you're callingme for a doorknob.
I can give you whether I canreplace the whole door, if you
want me to, or I can fix.
You know, that's it is but thedifference?
Speaker 2 (17:58):
the difference is I, most people just say they can do
it.
They don't write it down andput it in writing.
So the difference between anamateur and a professional I
learned from dave and my guy whotrained me on that, my mentor,
my, my one of my customers toldme he was joe, you got to start
doing this and he showed me andI did it.
And I'm like, the very firstcall I sold, I sold a, a furnace
(18:19):
, I sold a uh, I normally wouldhave had a.
It was, it was an igniter or athermal couple on a furnace that
wasn't working.
I would probably have gotten$75.
Instead I did the wholeignition system, the burners,
the gas valve and everything.
The top price was $1,900.
The bottom price was $75.
The first customer bought$1,250 on the very first call,
(18:39):
which was over 10 times theamount on the very first call.
Next call, I had a springcoupler on a pump.
It would have been like 125bucks.
I sold that for $3,800 for newpumps, new relays and everything
like that.
So it's just like the storyjust continues.
Everybody I teach is likesurprised, like I can't believe
this thing works.
I can't believe that the sameopportunity I went to before,
(19:02):
where the guy's bitching aboutthe price, that same guy is
buying something for $8,000 nowrather than $800 or whatever.
That's the weird part.
Speaker 1 (19:10):
It is crazy, but you hit the word earlier purchasing,
you're getting into the brainof your customer right and
figuring out how they spendtheir money.
How does our brain work when weread this one page?
Is it a written taking apicture of estimate, or is this
like, just like you said asecond ago, amateur versus
(19:31):
professional?
I mean, early on in my years,heck, I would just shoot you a
big old, long text message andgo this is kind of where I'm at.
Okay, thumbs up or thumbs down.
Now it's a five-page proposalwith a contract and attached and
all and it can get.
But you're only sending thatone price and I kind of changed
(19:53):
my mind a little bit.
I mean, at least offer anoptional edition.
In the commercial world, as youknow, sir, a lot of times
they'll ask for VE options oroptional editions or et cetera,
and you can put those on andthey do help in some regards.
Speaker 2 (20:10):
You do commercial work.
What kind of work do you?
Speaker 1 (20:12):
do.
Yes, sir, so we are anexcavation and utility
contractor, so we basically docivil side work, anything
underground essentially.
And so on the pipe side ofthings, I'm like I'm sitting
here going, hmm, I can't say.
We do it often.
We normally do new, install,commercial land development, but
(20:32):
there is some maintenanceservice contracts that I also do
on the water systems.
And I'm sitting here andthere's a problem with my
customer because I'm sittinghere going, hmm, this customer
doesn't have much of a budget tospend because city funds et
cetera.
And I'm going back and forthand I'm like, well, I could give
(20:53):
them a one, two, three optionhere on once we figure this out.
There was a video not too longago on our YouTube channel.
I did that exact thing, butthey chose to go with the bottom
route.
So be it, let's get it done.
Speaker 2 (21:07):
Well, I'll just tell you something.
We had several commercialpeople use this and it's like
the city specs, the engineer forthe city specifies what they
want.
That's right.
And so here's what we'relooking for in this office.
We're going to do it's likeokay, that's the bottom option,
that's what they're looking forin this office.
We're going to do it's likeokay, that's the bottom option,
(21:27):
that's what they're asking for.
But you're asking me to put a2025 rooftop unit into ductwork.
That's been here since 1958.
So we just do it.
We say, hey, here's the prices.
The premium option is newrooftop unit, new ductwork, an
air quality system withultraviolet purification to kill
the allergies for the peoplewho are in the living, who are
(21:49):
in the workspace, and then thebottom option is just the thing
you asked me for.
And the one in the middle isjust the whole thing without the
air quality, just the ductwork,so just a part of the ductwork.
How about the return?
Then the thing, and so you canhave a range of things you can
do.
And so, by doing it that way,even the city we had, the city
(22:09):
of Kansas City, was like oh yeah, we didn't think about that.
You know what, let's go aheadand do the better option.
I talked to the board membersand they said we need to do if
we're going to do this, let's doit right and they appropriated
more funding for the project.
So it's crazy, though when it's, that's how powerful it is, cy.
(22:32):
Even when it seems likeinsurmountable, like nobody's
going to do this, you do itanyway and just see what happens
.
And then people are like youknow what, let's get this
project done the right way.
Let's just you know, because ifyou are a place like for a city
or a municipality and you'repurchasing stuff on behalf of
the constituents, you purchasethat wrong.
Your job's on the line.
Does that make sense?
(22:53):
Like if the professional sayshere's the premium way and you
chose the cheap way, you're likesomething goes wrong with that
way.
They're going to come back foryour head to say you did that.
So, no matter who it is, evennew construction or everything
like that, like I had a newconstruction person.
Like when they're like youcan't do it for new construction
, right, and I'm like no, youcan.
(23:14):
I said they do.
They do it right now in thekitchen, right.
When you buy a house.
It's not like you're just likehere's the kitchen.
They go hey, what kind ofcabinets do you want?
There's premium, mid-rangeeconomy cabinets, and what kind
of a quartz granite?
Or you just want for mica.
So you start thinking about itwhy is it that everybody else
does it and the only people whodon't do it are the
(23:36):
hardest-working people like youwho do excavation.
To dig for a living is a bitch.
I mean, that's yeah, it is.
It's the bitch to do that job,isn't it funny?
The hardest working ones don'tdo it.
It's like the guys who got iteasy, like kitchen cabinets,
like just screw those in thewall, they're doing it right.
(23:57):
But us who are grinding it outin crawl spaces and basements
and underground, uh, we're notdoing it for some reason.
And you consider this You'rehooking up new, say, municipal
underground piping.
Well, we could do a Wi-Ficonnected shutoff valve inside
for the consumer.
Let's say they could do that.
Or you're doing an excavationjob and you're not doing a
(24:17):
dual-suite clean-out.
You could have somebody do theclean-out like that type of
thing, right, and you couldbackfill it.
You could put sod you know outlike that type of thing right,
and uh, you could backfill it.
You could put sod you know.
There's different things youcould add to excavation.
Speaker 1 (24:34):
You could excavate it , you could backfill it, you
could sod it and, uh, resurfacethe thing, and I think it could
definitely be you know all kindsof earthwork side of things
because there's so many littlescope gaps on the earthwork side
of things and if somebody Ishould say there's so many
general speaking, you knowthere's final grading and then
who's backfilling around theboxes or who's backfilling curb
or well, the curve, you got itwell, there's some, there's some
(24:56):
small things there, so I couldat least see it from the
earthwork side back in the resigame, back in those days.
Now, like, guys, if you'relistening to this, I would
definitely take the time and getwith Joe, because if you're a
Resi contract, residentialcontractor, um, this is going to
(25:16):
change, could change yourentire business and I truly hope
that, um, you guys connect.
My next question, joe is, I,I've is, I've often wondered.
When I saw this one coming up,I was like what's the average
age of the contractor you workLike?
Are you starting to see, youknow, early thirties pieces?
Speaker 2 (25:36):
Actually, there is a um, it's a definitely a
transformation right now.
Uh, there was a time where mostof the people I dealt with were
over 40 years old, between 40and 55 or something like that.
I would say that was the vastmajority, that was like who
owned businesses.
For quite a while, it seemedlike, and now, though, I am
(25:58):
seeing a bunch of people who arein their 20s, 24, 21, anywhere
from 20.
I'd say the average right nowwould say it'd be about 23 and
28 would be the averageentrepreneur right now.
I would say it's a much youngercrowd.
That's good, though, becausethey're definitely open to a new
way.
They're not locked intosomething their grandfather was
(26:20):
doing.
I see a lot of people who tookover their grandfather's
business and they just changedit overnight.
The company I sold to in 2001,.
Between the two of us, we were$6 million total, and then,
after the first year of using mysystem, they did about $15
(26:41):
million the first year.
They took my customers, theytook my customers, I took their
customers, we used our stuff andwe did like 15.
Now, today, that company islike $380 million company Cause
the children took it over forthe parent from the parent, from
the grandparents and stuff likethat, and they grew it to one
of the one of the biggestcompanies in the Chicago area is
(27:02):
own that owns that company.
They're on, they're on the cubsgames, they're on the white
socks games or bulls.
Their name is stamped onto thecourt the bulls game.
You know so, uh, so they'vegone big time.
You want to call that becausethey um, they learn how to use
this and scale it on top of that, make sense no 100?
Speaker 1 (27:21):
um, I think I probably just this one off the
top of my head.
You have a very unique,obviously, working system.
What do you think give me somepet peeves of the traditional
sales advice that you see allover LinkedIn and everywhere
else?
What's the two things thatthese younger contractors really
(27:45):
need to be looking out for?
Speaker 2 (27:49):
I think sales gets a bad name because I think people
think sales is a game of pushingthings to people.
Does that make sense?
But sales is a game ofattraction and not promotion.
Does that make sense?
You're not going to do anythingto push people into something
better.
(28:09):
It's like they need to sellthemselves on the problem.
So one of the counterintuitiveproblems is that they try to
sell solutions but they don'tclearly identify the problem.
And so there's a thing calledthe law, the science is called
the law of cognitive dissonance,and dissonance means the
opposite of harmony.
So harmony is when things aregoing good, dissonance is when
(28:33):
things are going bad.
But and that tells you aboutthe lesson of my life Things are
going bad, and then I learn howto do things.
Good.
Right so, but the good, thething is that it's a it's a fact
of life that there's going tobe good things and bad things
that happen.
And if we don't emphasize theproblem as a professional,
(28:54):
you're not going to have peoplebuy the solution, because they
don't see why it's too risky tobuy the solution If it doesn't
have a problem with solving.
Why would I?
Who cares?
Why should I get the wholething done?
Because if I said this, if Isaid, like, your duck work is
from 1958, that's not enough ofa problem.
But if I said your duck workwas from 1958 and see the gray
(29:18):
dust inside of it, that'sfiberglass.
Your family's breathing how doyou feel about your daughter
breathing that fiberglass?
Oh, geez, like, how can wesolve that problem?
Well, we got to replace theductwork too.
All right, let's do that too.
Like, it didn't take long.
But all I got to do is emphasizethe problem and also the
(29:39):
personal impact of the problem,the emotional elements of it.
So there's a logical elementthe duck work, the ditch you're
digging the utility line,whatever it is and there's an
emotional element of it too.
Right, what's it like when wedon't have power?
What's it like when we don'thave water?
What's it like when you'll haveno hot water?
That's the emotional part of it.
(30:00):
So you have to be good atpresenting the problem from a
technical standpoint and it hasto be factual.
It can't be something you'remaking up.
And it has to be the emotionalelement which you have witnessed
by listening to your customerand witnessing their own
emotional impact, that they sayI'm frustrated, this is
stressful, I'm worried aboutthis thing.
(30:21):
Right, I don't got time to takeoff work thing.
Right, I don't got time to takeoff work.
Those are things that you canemphasize when you're telling
people the problems and thepersonal impact.
And then if you tell people thesolution and the personal
impact that's going to happen,that's going to be good, then
then people do a magic thing Cythey sell themselves.
(30:41):
You don't have to sell anybody.
So I don't really believe inselling people or pushing people
on the things.
I believe in telling people theproblem and telling them the
emotional impact they'resuffering, just kind of
witnessing that and then showingyou the solution and the
emotional impact you're going tohave from that too.
And then at the end there's aquestion.
I've trademarked.
It's copyrighted.
(31:01):
It's the actual book I'vewritten.
It's the bestseller on Amazon.
It's copyrighted.
It's the actual book I'vewritten.
It's the bestseller on Amazon.
Sold 128,000 copies on Amazon,430 pages, nine-hour, audible,
right.
The title of the book is calledwhat Should we Do?
So here's the prices.
What should we do?
That's a lot of money.
I know it's a high investment.
So what should we do?
(31:22):
I got it.
Can you email it to me?
I can do better than email.
Let's get rid of the top option.
All right, let's get rid of it,all right.
So take a look at the rest ofthem.
What should we do?
So you see the words.
What should we do?
You know you're not pushing it,you're not taking it, you're
not running away from it, you'renot running toward it, you're
letting it come to you, you'reletting opportunity come your
(31:43):
way Make sense.
So the things that we alwaysthought, like you're good at
your job.
It does matter to tell peoplethe factual problem, but you
also have to be in tune with theemotional problem that they're
going through as well.
And that's the hardest thing toteach contractors.
Honestly, because we're notvery emotional contractors,
(32:04):
honestly, because we're not veryemotional, we've been taught to
bury our emotions and notaccentuate it or try to amplify
the emotion.
We don't want to cause anydrama.
Basically that's the problemwith us.
But unfortunately you have tocreate some drama about the
problem, not creating it.
You're just observing the dramathat the problem is causing,
communicating that back to yourclient and then having the
(32:25):
client sell themself and ask youfor a solution.
And there you go, you've gotthe solution in writing and you
show people the solution.
That's it.
Speaker 1 (32:35):
That's 100%.
It makes sense.
So you're just really hey,you've got a problem.
Here's a couple of solutionsfor your a problem.
But while I was looking for aproblem, I found these other
problems that may directlyaffect these solutions.
So here's I mean yes, no,absolutely, if you think you're
stressed out.
Speaker 2 (32:54):
It's like this, cy, if I said it could be anything
like your garage door doesn'twork right.
It could be like you know, cy,right now you're right, the
garage door opener is fried andthat is bad.
But here's the worst thing thetorsion spring is cracked on top
.
You know what that is.
That makes the garage door goup and down easier.
Remember how stressed you saidyour wife, linda, was when she
(33:15):
couldn't get out of the garage.
That really bothers me, cy.
What do you think about that?
And see, there's two elementsof it the opener, the spring and
, si, there's no weatherproofinganymore.
The door strip fell off and Isee rodents are entering into
the see, the rat droppings orthe mice droppings in your
garage.
How come you guys don't havethe weather strip fixed on that
(33:36):
thing?
See, that's the problem again.
And did you see that the cablesare?
They're frayed and they'restarting to come undone.
Sigh, how come you haven'ttaken care of that yet?
Oh, joe, I mean, what's lindagonna think when she sees that
problem?
Uh, she's.
How can we fix everything?
Well, here's the solution Ihave.
I wrote down the premiummid-range economy solution.
(33:59):
The premium one includes a door, new rails, new opener, we do a
slat walls to organize yourgarage better.
We do floor coating on thegarage floor, everything.
The premium option is onlygoing to be $297 a month for 10
years for 8.9% interest.
(34:21):
So what should we do do?
What should we do?
Right back again?
Right, the bottom option we'lljust fix the opener and that's
it for 500 bucks or whatever.
So the bottom option is thatevery business is sitting on top
of this gold mine and they'vegot much better solutions, but
they're afraid to offer itbecause they think they're going
to upset customers.
And the reason they think thatis because they're not good at
(34:43):
explaining the problem.
That's the number one thingpeople are not good at Make
sense.
Speaker 1 (34:48):
Yeah, and they're not transparent about it,
especially us blue collar guysin the first three years.
You're like I was just at lunchearlier today with a gentleman
that he's like, well, how am Isupposed to let them know I'm
going to make some money?
And I'm like, hey, dude, you'renot doing this for freaking fun
, it's called work, Going outthere to work, make money, the
(35:11):
owner of my guy.
So spin around In our heads andI fell victim of it too Early
on we just want to give themthat price and cut us some
fingers, right.
But God forbid if we took alabor quote, a material quote,
and then, hey, some mobilizationhere and a little indirect line
(35:32):
and this is what you guys areactually paying for in your
$5,000 and build thattransparency with your customer
along with hey, I'm aprofessional, I can also find
these other problems while I wason site.
Here's a fix, you know that'scrazy.
Speaker 2 (35:51):
You know science like this.
When that, when that gentlemanwas worried about what are
people going to think when Itell him I'm going to have to
make money on this job?
He's worried about himself.
That's not pure motive.
Pure motive is I don't careabout myself.
I'm here to help you.
I know it won't be popular.
So one of the pure motives iscalled honesty.
Even when it's not popular, I'mnot here to win a popularity
(36:11):
contest.
I'm here to make sure the jobgets done right, and that's
going to be a higher investmentin the quality and reliability
and the safety and health ofyour family and the service, the
customer service, to anticipatewhat you need in the future,
not just today, but also in thefuture.
That's pure motive.
Service those are defined.
If every company had the puremotive service pledge or poster
(36:36):
inside their company, that wouldbe your talking points, that's
the service provider's talkingpoints.
Why do you guys charge so much?
Because we're a higher quality,reliability.
We're not just doing the job,we're doing it in a more of a
commercial way of doing it.
We're doing not just thefurnace, the AC, we're doing the
duct work and everything elsetoo.
That's why it's more money.
So what should we do?
Because it got a 12-yearservice agreement.
(36:57):
The service, 12-year service,12-year warranty, the filters
and stuff.
We're going to include that for12 years too.
And we made it affordableservice of affordability.
That's why we did the financing, so it could be a 12-year
payment, not pay us up front.
We're going to give you the joband give you the money.
That's service.
The service of doing a loantakes more time than it does
(37:19):
just to accept cash or check.
So everything that takes moretime is a service.
And so this guy who you'retalking about, who's trying to
figure out the price, that's aservice too.
He doesn't realize just himthinking about the price is a
service he's already providing.
He's already stressing outabout this price.
You see how it's alreadyaffecting your life and you
(37:41):
haven't even got paid for it yet.
So don't you think it's worth?
You know, just doing pure modeof service and saying I don't
care about myself, I don't carewhat the customer is going to
yell about, I'm going to getyelled at.
If he's going to bitch about150 bucks, let him bitch about
15,000 instead.
(38:01):
It's like if you're going tobitch, bitch about something
good, I'll give you something tobitch about, right, and so
that's the way I look at it.
If you're gonna bitch about the1500, let me give you 15 000 to
bitch about, then you can.
Then you think the 1500 lookscheap, honestly that's right.
Speaker 1 (38:14):
That's right.
Uh, back to back to the agething.
So you're, you're working with,obviously, guys in their 20s.
I started when I was 23.
Had no idea what I was doing.
Are you big on CRM in?
Speaker 2 (38:29):
the sales.
Honestly, I do believe inkeeping contact to retain your
clients.
If CRM you mean by a way tocontact your clients and make
sure we are retaining ourclients, I think the first sale
we need to make is by retainingthe people who already do
business with us.
So I do agree with that.
Speaker 1 (38:47):
Yes, Love that.
Speaker 2 (38:48):
The relationship we create with our customer, the
hardest thing it is to do issell something new.
If somebody already knows thatI have pure mode of service,
they buy everything from me.
They keep buying too.
They refer me to their familyand their friends because they
know they can trust me, makesense, and they know I'm not in
it for the money although themoney is more, because I get the
(39:09):
job done right.
Because how many times have youdone it, cy, like, hey, you got
to go to this guy.
He's a little bit more money,but it's going to be done right.
Yep, I think every greatbusiness has that kind of review
, which is these guys are thebest, but bring your wallet
because they're more money.
You know that's just what it is.
Speaker 1 (39:33):
The other thing to that is where I think a lot of
the customers really haven'tfigured out.
They don't weigh time like wedo in the entrepreneur space
right, like time is everythingto us.
Money is a tool to buy time.
And so you're sitting heretrying for, hey look, this job
can be done in six weeks, threeweeks, whatever, and it will be
(39:55):
done at this price that I'mgiving you.
Yes, it's not the cheapestprice in town, but the cheapest
price in town is going to tellyou three weeks and it's going
to take eight and he's going tohit you with three change orders
along the way and you're goingto be more than what I was to
begin with.
But it's that.
It's that that view ofpurchasing, just like you were
talking about earlier, and it's.
It's pretty crazy, but where Iwas going with that.
(40:17):
On the CRM situation, yeah,we've got it.
We got to retrain, retract andmake sure we retain old
customers and grab new customers, but make sure we're staying in
contact with them.
But what I have figured out andwe were not as high
transactions as, say, an HVACcompany or a company that does
(40:37):
service calls all day long.
So we were in the five to 20invoices a month type situation.
So we're in the five to 20invoices a month type situation.
But say, for that guy that hasa ton of transactions happening
plumbers, hvacs, those guys,electricians what are the
numbers that they should belooking at and tracking, say
weekly or monthly?
It doesn't have to be adetailed list, but maybe your
(40:59):
top two that we really payattention to as our business
progresses.
Speaker 2 (41:04):
Well, I would say that you know, looking at the
very big picture, gross profitnever lies, that you know net
profit can be manipulated by youtaking on stuff for yourself
personally and putting it inyour overhead and now your net
profit sucks.
But it's really called EBIT day, which is all the stuff you
(41:26):
take personally from yourbusiness and the overhead.
And then you say my netprofit's low so I don't got to
pay taxes.
I mean, that's just the waybusiness works, right.
But gross profit does not lie.
It's here's how much the laborcosts, here's the material cost,
here's how much I sold it for.
So the gross profit in ahealthy business is about 65%
(41:46):
minimum.
There's no business that canoperate for less than that
honestly and then have money forthe future, because there's two
kinds of profit we need to have.
65% is important because we'vegot to pay that overhead.
We have to have additionalmoney left over for today's
operation and then we also haveto have money for the future to
build the buildings, to handlechaos, to get new technology.
(42:08):
There's things that are goingto be needed in the future.
So the profit literally has tobe double what people think it
should be.
There's really no business thatis out there that should really
operate for less than 30% netprofit, because you're going to
need the additional money tooperate today and also operate
into the future.
Because, as your company doeswell, you're going to need to
(42:32):
buy new buildings, you're goingto need to buy new trucks, you
need to replace the copy machine, you need to get a new office
furniture and things like that.
So things wear out, servicechaos and people crash their
truck or trash the motor on yourtruck or whatever Things just
happen.
You have to have money tohandle the emergencies and also
the future things that areproactive.
(42:53):
That's where profit is.
And then you have to have moneyfor today too.
You have to have today's money,so it's worth the investment.
So people just think profit is asimple thing.
It's not simple.
I say gross profit is thenumber one.
Number two I would say to getus there what's the break-even
for the business?
How much do you need to makeevery month to break-even?
(43:13):
And then now you know what wecharge more than that to make
profit.
So now you say here's mybreak-even we should have made
this much more to make that 30.
We need to make 30% more thanbreak even to make 30% net
profit.
Now you know the problem.
You've identified the problem.
The problem is we need to makethis much, but we're only making
this much.
It's not enough.
We can't get more leads.
(43:35):
We have to say how can I sellmore on a lead I have?
So the number one problem iswhat's the average sale?
If your average sale can'treally sustain your overhead and
your profit you need toincrease, it's not, it's too
hard to get new calls to come in.
You know what I'm saying?
Like if I said, hey, find morepeople to excavate for.
It's like, what are you goingto do?
Go door to door?
(43:55):
Hey, what can I dig up yourfront yard?
It's like do that.
But the calls you do have, youneed to be able to do better
service.
That's going to be a higherquality, reliability, safety,
health and service that peoplewill purchase into the future
for peace of mind.
Like, remember I said the thingwith the uh garage floor company
(44:15):
.
Remember that, yep, uh companydoes garage floors.
They said what can I do?
It's just a garage floor.
I said, well, I said who takesthe stuff out of the garage?
We just tell the customer theygot to do that.
And I said, well, I got to.
Here's a novel concept Go get atrailer and you take all the
stuff out of the garage, cleanit off and put it in the trailer
and then park the trailer inthe front of the street with
(44:37):
your brand name on it.
And now it's worth $1,500 morefor that floor, right?
I said why aren't you doing that?
And they go huh, you thinkpeople will go for it?
I said, dude, if you ask me toclean my garage out, I've been
trying to do that for like threeyears.
I haven't done it yet.
You know what I'm saying.
So people are sitting right ontop of the opportunity and
they're usually telling theclient that you got to get this
(44:58):
thing prepped or whatever.
You got to get this thing.
So the second you're tellingthe client to do something that
should be in the premium option.
That's it, right.
There Make sense, sir.
Speaker 1 (45:07):
Yeah, no, I think you're right on the money and
it's simple, key things likethat.
Well, industry standard sayswell, screw industry standard,
because if you're trying, ifyou're a new age face, you're a
new age contractor.
I don't care what serviceindustry you're in here.
If you're in the blue collarworking space, why do you spend
(45:31):
$1.50 on a two liter but youspend $3 on a Gatorade that fits
in your hand?
It's called convenient, guys,and if you make it convenient
for them, if you make itinconvenient, it's going to
equal 50% of the time you mightend up still with it because
it's industry standard and theywent somewhere else and they got
the same level of service.
But if you're proposing that'san incredible idea, hey, go buy
(45:51):
a box trailer for five grand,charge 1500 bucks, a freaking
floor and you paid for it in amonth, or you know.
Or storing the time you'rethere, that is, that is so cool.
Well, I've got one more questionfor you, but before that, your
book's on Amazon.
We can find you on Service MVP.
(46:12):
How can guys get in touch withyou?
I follow you on LinkedIn.
He's worth the follow onLinkedIn.
He puts out some goodinformation out there.
But tell us a little bit.
If we wanted to get in contactwith you, some of the audience,
how would we do that?
Speaker 2 (46:25):
You can just go to servicemvpcom we have a chat a
little bot down there, if youwant to and just say can I talk
to Uncle Joe or whatever, I'llbe happy to talk to you.
Or if you want to talk to oneof our other reps, they'd be
happy to talk to you too.
We have a big team at ServiceMVP and we graduate between five
(46:48):
and 700 employees a month onthat platform.
We have about eight coachesaround the whole country that
work on different time zones andwe have classes of anywhere
from 50 to 75 people that we doevery single day of the week and
we really help.
We grind it out, just like youguys, you know, except for we
grind out the training elementof it and we have a bunch of
content and things in there.
So everything I have is I'vebeen very fortunate enough to uh
(47:11):
, take a video of it or audio ora book of it, and that's pretty
much that makes sense.
So that's uh, that's been my.
That's been.
One of the things we were verygood at is creating content, as
you probably saw it on linkedinor whatever I, I did for sure.
Speaker 1 (47:23):
But I I to hit that point home most service-based
industries don't understand howfreaking expensive training is.
When you're paying for it outof your dollars.
Because you train this guyunder your training method, you
think he's gonna be ready tostart making decent amount of
profit or really starting toreally knock down some jobs.
(47:45):
Say, six months, maybe a year,maybe two years right, that's
your training progression.
So now how do you cut that inhalf?
If you can cut that, that inhalf to get him start producing
quicker is obviously the name ofthe game here.
It's the most expensive and letme tell you, entrepreneurs,
we're not usually the bestdadgum trainers and teachers
(48:06):
either.
So if somebody like Uncle Joe,I really like that, to be honest
with you.
But if you got Uncle Joe orsomebody teaching a class on the
specific thing you're lookingfor information on, take the
hour, put your team.
I am a huge advocate itstresses me out having the
entire company in there for astaff meeting for an hour and a
half, sometimes going over someprocesses and procedures and
(48:29):
making sure they fullyunderstand.
But it has to happen, guys, andyou've got to take the time and
get them trained up.
Speaker 2 (48:38):
Let me help you there , cy.
You know what's even moreexpensive than training people.
What not training them?
And then you're making apayroll of untrained people who
have no idea what to do.
And then you're like you'reyou're kicking yourself in your
own ass because I should havetrained these people.
But now my payroll is like30,000 a week, I'm paying or
(48:59):
whatever, and now I've got thesepeople who keep screwing things
up and now you become thearsonist fireman.
You start your own fire becauseyou never did training.
A good fireman prevents the fireby training the community how
to stop fires.
So a fireman who puts out firesis somebody who's a bad fireman
(49:20):
.
He should have trained thecommunity and the school in the
industrial area.
How do you prevent fires?
How can you?
How can your employees?
This parking lot can't havetrash all over the place.
We have to prevent the fire.
So that's the thing thattraining does.
There's an arsonist fireman andthere's a preventative fireman.
If you want to be a arsonistwho starts your own fires, then
(49:44):
don't do any training and you'llbe the person blaming yourself
for not doing it.
Speaker 1 (49:49):
Man, it's so true, I've lived it.
I've literally lived.
It wasn't quite 30k, but it wasin 20k range.
And you know, I've had, I hadpeople that were with me two and
three years, four years.
At that point I was only aseven or eight year business and
I'm like well, these guys knowhow I am, how we handle things,
and well, we keep running intonew contracts and new things
(50:10):
keep arising and nobody'sjotting them down.
How did we handle this?
How did it work out?
Speaker 2 (50:14):
Look back so but so anytime you say, he should know
that already or he should havecommon sense.
Speaker 1 (50:22):
No.
Speaker 2 (50:22):
That's where training , that's where.
That's where you should havedone training instead.
Speaker 1 (50:31):
And I, I, what I tell my guys all the time is that
I'll never get mad at them forwhat they don't know.
That's my job.
I'm supposed to know, I'msupposed to train.
Not saying the CEO needs to betraining everybody.
That's not what I'm saying.
What I am saying is that I needto ensure that I have some type
of training and onboarding fromthe day you start and ensure
that there's some type ofprogression that you're going
through and actively working onyour job, duty and your job now.
Speaker 2 (50:54):
I completely agree with that.
I think leader has to go first,for sure.
Speaker 1 (50:57):
100 and that's literally a lot of this podcast
and and the people I've beenmeeting have been sharpening my
iron and I.
It's just making me betterevery single day for my people
and I've been going through kindof a personal transition there.
But blue collar performancemarketing's passion is to bring
attention to the honest workdone in blue collar industries
(51:18):
through effective,results-driven marketing tactics
.
They specialize incomprehensive digital marketing
services, from paid advertisingon Google and Facebook to
website development and contentstrategy.
I started working with Ike andthe team earlier this year and
they've had a huge impact on ourspecific marketing campaign and
trajectory of our overallcompany.
Their expertise in digital admanagement, website development,
(51:41):
social media and overallmarketing strategy has been an
absolute game changer for oursales and marketing at PsyCon.
If you're looking to work witha marketing team who does what
they say, does it well and isalways looking for ways to help
your company grow, book adiscovery call with Ike by going
to bcperformancemarketingcombackslash bcbpodcast or click
(52:02):
the link in the show notes.
Slash description below.
Thanks guys, man, I reallyappreciate you, mr Joe, and I
have Uncle Joe.
I've got one more thing that Iask everybody.
You are episode number 51 hereon the
bluecollarbusinesspodcastcom.
What's the takeaway for thatblue collar worker since you're
(52:25):
an HVAC guy, true and true thatguy that's in the attic right
now or crawling along the crawlspace and he's going?
This guy?
What is the takeaway for thatguy who's just mentally,
emotionally and physically juststuck?
Speaker 2 (52:44):
I would say the universe rewards people who take
action.
When I was stuck, you know, Imean let's put it this way I
didn't get $500,000 in debt likeinstantly.
It went from 1985 to 1991 toget $500,000 in debt.
(53:04):
So I could see every year orevery month that I wasn't really
making money.
And then I did have a couplebig events that happened that
really devastated my debt.
You know, I was probably rightalong with 125 to 150 and I
could just kind of cash flowwould keep the whole thing going
(53:25):
, even though it wasn't and myaccountant would fool me like
you made some profit.
I'm like, how much did I make?
You made 3%.
That's pretty good.
I'm like, is that good really?
So I didn't know what was good.
So I'm talking 30%.
Now I was making 3% by then.
So basically I willinglygaslighted myself, thinking that
(53:46):
it would turn around orsomething like that pretty soon.
And that's the thing that itdoesn't work.
So you have to have the honestypart of it with being taking a
hard look.
It's hard because a lot ofhusband and wives and people who
own businesses are partners.
It's hard because you talkabout the money.
(54:06):
It can sound like a personalinsult.
If you know, let's say you havethe wife writing the books and
the husband, like you, is outthere doing the work and she
says, honey, we don't haveenough money.
And you get almost ticked offat her because you're like, what
are you talking about?
I'm out here working my ass offand she's like we still don't
got enough money to cover thepayroll.
And so it creates this thingwhere we don't want to talk
(54:27):
about money.
So we avoid the money and wejust keep going on doing the
same rock, the dysfunction.
Dysfunction loves routine andyou wind up doing routine,
dysfunctional things.
So you do have to do somethingdifferent, and that's what I'm
here for.
I'm here to my good.
My superpower is looking at acompany and within 10 seconds I
(54:50):
can tell if they're making moneyor not, just because I can see
the way they answer the phone,the way they respond, the way
they talk about, the way theytalk about the economy.
Because people who aresuccessful, they make their own
economy, they make their owngood, they don't worry about the
economy.
They make their own goodeconomy, economy, they make
their own good, they don't worryabout the economy.
They make their own goodeconomy.
When you have a way of doingthe science of pricing and
(55:11):
connecting with your client,making a friend with your client
and then pricing the jobproperly.
Then you are going to createyour own economy and I always
have a saying I don'tparticipate in a bad economy,
I'm just sorry I won't do that.
Make sense?
Yeah, no, this is how it is.
You want to do it?
Go ahead and do it without me.
I'm not going to participate inthat.
I'm going to just work on myown economy.
Speaker 1 (55:34):
That's right.
No, it makes perfect sense.
Speaker 2 (55:36):
I would say if you're stuck, the universe rewards
people to take action.
Take action to learn something,even if it's not me.
Read a book.
You know you should be readingon Amazon.
Uh, amazon, audible books onbusiness or leadership or things
like that.
My advice to get unstuck take adrive.
Where do you live?
Cy, arkansas.
(55:56):
Yeah, so I would say I'm goingto take a drive to Tennessee
just to do a self-improvementtrip.
I'm going to drive up toMemphis or drive up to Nashville
just to listen to audiobooks.
When I'm going to drive up toMemphis or drive up to Nashville
just to listen to audio books,when I'm driving Like, do that?
You know what I'm saying there.
Do something where you'relearning, putting something else
in your head Beside what?
(56:17):
Wondering if the Razorbacks aregoing to win this year.
Speaker 1 (56:19):
Screw that.
Speaker 2 (56:20):
Get out there, get out there, get out there, get
out there and learn something.
You know what I'm saying.
Or, and I would say, uh, youknow, when you listen to an
audio book of like me orsomebody else, like seven habits
or Steve or any of the Dale,carnegie or Jack, people like
that, you listen to those audiobooks, you're going to be
(56:42):
transformed by the time you getto the destination.
I'll tell you what.
You're going to drive somewherein a small local trip,
somewhere, like you know, you'regoing to go to Jackson
Mississippi or something likethat You're going to go to, uh,
you drive over there and thendrive back and have two audio
books you listen to and you'regoing to be like transformed.
Your destination won't just beback home.
You'll be home with a newenergy and a new enthusiasm and
(57:05):
new information in your brain togive you some inspiration to
take action, because theuniverse rewards people who take
action, people who sit stilland wait for things to change.
That's not going to work.
The only thing that works isdoing something different than
what's not working.
Make sense.
Speaker 1 (57:22):
Nothing changes if nothing changes.
Sir.
No truer saying ever.
Speaker 2 (57:27):
Si, you have a wisdom about you.
I can see that already.
Thanks for uh, thanks forsharing, thanks for being so.
Uh, you're like a brother fromanother mother, you know.
I think, uh, it's too bad youdon't drink anymore, but it's
okay, we can still we just havean ice about to have an iced tea
instead, or something like thatanytime, no, anytime.
Speaker 1 (57:46):
I really truly appreciate you jumping on the
show.
Sorry about the therescheduling, but this episode
is going to help.
So many guys out there alreadyknow it.
Manifesting it right now.
Mvpcom, click the chat bot.
(58:06):
Say you want to talk with unclejoe.
Tell him si sent you from theblue collar business podcast,
please, so that way he can knowthat we sent him a few guys over
and everything's hunky-dorythere.
But, mr joe, I reallyappreciate your time and until
next time, sir, I hope to haveyou on again.
Be safe, be kind and be humble,guys.
Thanks a lot, so I appreciateyou have a good one.
(58:28):
If you've enjoyed this episode,be sure to give it a like,
share it with the fellers.
Check out our website to sendus any questions and comments
about your experience in theblue collar business.
Who do you want to hear from?
Send them our way and we'll doour best to answer any questions
you may have.
Till next time, guys.
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