Episode 90: Turning Traffic Management Into Skyrocketing Business Growth

Are you ready to transform how you view traffic management and leverage it to skyrocket your business growth? We're about to uncover the buried treasure that resides in your business story and how to integrate it into your marketing strategies. You'll learn how to cultivate leads who are already at your doorstep, eagerly wanting to know more about your enterprise. We'll also reveal how to keep your financial reserves healthy, ensuring your business never flounders due to unexpected expenses.

In addition, we're turning the spotlight on to two often overlooked aspects of business - relationships and company culture. Discover the magic that happens when you invest in physical customer visits and personalized gestures of appreciation. Find out how investing time in people who are already supporting your business can have a long-term positive impact on your profits. We also highlight the significance of nurturing strong connections within your existing traffic, as opposed to simply striving for more numbers. Join us for an insightful journey as we unwrap actionable tips and strategies that will help you increase your profits, and ultimately, your business growth. Visit wwwstrappustlecom for a special gift and connect with our vibrant community. We can't wait to see what you'll create next!

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Episode Transcript

Speaker 1 (00:01):
Hey, you welcome to Build the Damned Thing, A place
where myself, tiffany Largy andour amazing Do the Damned Thing
coaches show you how to use yourstory to build it all.
Whether it's your first sixfigures, your next layer of
multiple six figures, or maybeyou're on your way to a minute,

(00:22):
and if it's not, that it's thelife of your dreams, where you
are free, you are strong and youare whole.
First, we're going to show youhow to use your story to build a
strong foundation, and then,next, we're going to show you
how to use your story in salesand marketing to clean up the
cracks.
And last but not least, we'regoing to show you how to use
your story to gather people,because the truth of the matter

(00:44):
is that there's nothing strongerthan being connected to people
who just understand you as youare where you are, so you can
stop explaining yourself.
I want to remind you that, nowthat you're here, you are home
and I officially welcome you toour family.
Alright, let's get started.
Let's just have a quick, honestconversation about traffic.

(01:08):
Okay, my responsibility as acompany is to make sure we
always got money in the bank topay bills.
Woohoo.
My responsibility as a CEO ofall of the companies that I own
is to make sure that I haveenough money in the bank to pay
the bills.
Sometimes, as CEOs, we have nothad enough money in the bank to
pay the bills.
This is a fact.
Sometimes, as a CEO, we havenot had enough money in the bank

(01:30):
to pay bills, and the questionis why?
As a small business, yeah,tiffany, we didn't have enough
sales or wasn't enough marketing, but the other side of that
statement is that we weren'tdoing the things that we needed
to do to make sure that therewas enough sales and that there
was enough marketing.
You can't blame anybody else.
You blame it on you.
I'm blaming it on you.
Now, here's one of the easiestthings that you can do and

(01:52):
implement and think through inthe next 24, 48 hours to really
turn your company around.
This is a different level ofself-awareness, because I
remember being in it.
I was asked to go to thisprivate I guess hush-hush event
about maybe six or seven, maybeseven or eight years ago
actually, I think this is like2017.
And it's a big deal.

(02:13):
I lived on the West Coast.
This thing was being held inAtlanta.
It was very hush-hush and it isthe top business, a certain
type of business owners who wereinvited and we landed in
Atlanta, got whisked away faraway from the airport and to the
woods.
As far as I'm concerned, Ithought I was going to be
kidnapped.
This is a differentconversation.
I went to the woods and foundmyself in this mansion with a

(02:35):
lot of people, and it's verypowerful and I'm really grateful
to be a part of it and I'llforever be grateful to be a part
of it.
There's anyone ever listeningwho was there with me that day.
But I understood somethingreally important, because these
in this room was supposed to bethe top I don't know 50 digital
marketers or 100 or some numberlike that, and I was like very

(02:55):
grateful to be there, eventhough I didn't feel like I met
the CrataGory for all of them Imean revenue-wise, sure, but
they were all like most of themwere men, most of them were men
and I don't know.
They just always sold onlineand that wasn't really my space,
but that's neither of it.
Let me fast forward.
So I remember like the numberone thing that I heard while I
was there was how much emphasisthey put on driving more traffic

(03:19):
, and I just want this to be aself-awareness moment for a
business, because if you spendall your time on driving more
traffic but you don't spendenough time on cultivating the
traffic that you actually have,I feel like you're missing out
on the greatest opportunity thatcould ever be to win.
The truth of the matter is thatyou literally could change the

(03:40):
world around by finding a strongplace for yourself in saying
let's get more of the leads thatwe already have to say yes,
versus spending all of our time,energy, effort on creating more
traffic.
Well, tiffany, shouldn't I doboth?
I mean yes eventually, yes, youshould do both, but right now,

(04:03):
if you can't, I would muchrather see your company focus on
more of the traffic.
Let me tell you why.
Because, as a company, my leadacquisition is going to go down.
If I get more of the peoplethat I already leaned in said
they were interested in me.
If I get more of them to sayyes, to buy a product, to take
action, I'm going to make moremoney because the cost of my

(04:24):
leads and my business overallfor the year is going to go down
.
That means that sales going tobe way more profitable and I'm
going to be in a great place.
I'm going to be singing to themoon, but I can't be singing to
the moon if I'm thinking tomyself let me constantly go,
chase more traffic.
Chasing more traffic is not thething for us.
The thing for us is in feelinggood about the traffic that we

(04:48):
have.
If I had to say to like whatour average conversion rate is I
don't know Right now, today, inthis quarter I would probably
say we convert at about 90%,maybe 80 to 90% In some arenas.
If we do events, that numbermight fluctuate.

(05:08):
For one of my companies, we dosomething called night school,
which is an online experiencefor seven days.
That number, but it's alwaysnorth of 50%, 55%, it would be
low for us.
Now I'm only sharing thatbecause if you focus on creating
value like especially in timeswhere your company is either
overwhelmed there's been seasonsthis year in a production

(05:31):
company that I own that the teamis not overwhelmed but they're
at their max, which means Ireally can't put volume in front
of them.
We can't do volume things Gotanything to think about them,
their sanity, their families,their life and so I'm going to
look for a value play that meanswe're going to sell higher
ticketed items, we're going tosell fewer of them and we're
going to make different set ofpromises or Deliverable so that

(05:54):
there's not as much pressure onthe team doesn't mean that we
create less value for thecustomer.
It just means we change ourapproach depending on what the
team needs for that period oftime.
Now you hear me emphasize onlike what the team needs,
because for me that's my firstpriority Converting more of the
traffic you have also goes toteam members, because I feel
like sometimes there areindustries like I was in an

(06:16):
industry before in the hardwareand software were the turnover
rate was 75% for salespeople.
I was like that's wild, 75%,for that's what Xerox and Rico
and Canon used to talk about.
Panasonic was in the game backthen, kyocera sharp I know I'm

(06:36):
missing a couple, can't I saycannon?
Already I did, and I know I'mforgetting some company, but my
point is this HP, they would belike for sales guys it was 75%
and that really used to what?
Wow me, because I'm like guys Ihave to spend three to four
thousand dollars per person.
How much money do?
There is no, what they're,tiffany.

(06:56):
There is no way Tiffany Largicould go through three to four
thousand dollars for a new hireevery month, every quarter, and
75% me.
I'm always gonna be startingover.
You're crazy, I'm not doingthat.
This was back in 2010.
I remember hearing thestatistic when I first left
Florida to go start a Go, gostart to go build a bigger
business.
And that's when I wanted to trymy first hand at building a

(07:18):
seven figure business and Ithought that was insane.
But I thought it was insane notbecause it was stupid.
At that time it was also likelisten, america, hello people,
tiffany Largi cannot afford that.
That, that, that, that likeyou're bugging.
So I was like well, I'm gonnahave to figure out how to do
better by people so that theystay longer.
I cannot have a 75% turnoverrate.

(07:41):
That's just crazy for me.
So I decided to start a processof figuring out how to love on
people, connect with them intheir homes and their lives and
make them feel like family.
Now Did I knock it out of thepark back then?
I would say I'm good compared towhat I am now.
I'm an amazing boss, but I alsoknow business partner, and not

(08:02):
because I'm perfect, but becauseI'm running this business.
I'm running all the things withmy first customer in mind and
also my heart.
So I work hard to make surethat I don't get blindsided and
that people say the focus as aCEO, but what I will say to you
is that man, 75% wasn't gonnawork for me and I made a

(08:24):
decision to create things thatreally focus on company culture
and Culture and people.
To slow that down.
I would say that we ended, likeevery year, I probably had like
a 30% turnover rate and Ireally feel good about that
number and it's a big deal forme because there Were guys who
stayed with me for years.
There were People that I justhad in my business in my life

(08:47):
for years.
Same thing with customers foryears.
Like I didn't have to fightevery single year for a new set
of people, a new team and newcustomers and clients.
There's one call.
There's like two or threeclients that I probably don't
know did anywhere from maybe aMillion and a half maybe they're
probably responsible for like amillion and a half to maybe
eight million dollars worth ofrevenue.

(09:07):
Couple of customers.
That's just because they stayedwith me, the all that I mean.
I was in North Carolina from2010 to about two, 2010 to about
2015 and the truth is that Idid millions of dollars in
revenue for myself and for thecompanies that I represented

(09:29):
Specifically, like by buildingthese relationships and doubling
down and understanding that itwasn't about more traffic.
It was about creating more,building more value in the
relationships we had.
I'm gonna tell you five thingswe did on a regular to build
more value.
Okay, and I'm gonna get out ofhere.
So one was I constantly wentand I go, instantly went, and we

(09:49):
saw clients every month.
We physically touched them.
Today, companies like zoom theyjust send emails, but I promise
you, if zoom took their littleemployee because they employ
people here in the state ofArizona but if they took their
zoom person and they had andthey went to their top, biggest
accounts I don't know whatquantifies as a big account for
zoom, but I spend over fivehundred dollars a month on zoom,
okay, so I'm gonna use this asan example.

(10:11):
If they just had someonephysically come and drive over
here to my little office andknock on the door and be like,
hey, I'm from zoom, da, da, da,da, da da.
I promise you I would not beConstantly looking at other
softwares all the time to try tofigure out how to get out of
bed with them.
Like there's something to besaid about connecting with your
people.
This is why we saw them everymonth.
Every contract that was abovelike twenty five thousand

(10:32):
dollars or something like that.
We saw them every month for aprogram that we had.
We had, like, there are somepeople we can't see them all the
time, but you know what we cando.
We can ship them things.
So just last night I took aprogram.
We have a program and thesepeople don't ever get to
interact with me in person, butI learned that they've been
doing really well inside of aProduct that we have called

(10:53):
DTDTU and one of our companies,our education part of do the
damn thing.
And what I decided is I took thetop 10 people or however many
15 on know, and I personallyPacked boxes for them with a
handwritten note.
I stuffed my favorite things inthere, blah, blah, blah, blah,
blah, and often away it getsshipped.
Because I wanted to be aPersonal note from me, I want it
to be a gift from me and it's atrue gift from me.

(11:15):
It took me an hour to do that.
You know much goodwill I'mgoing to get from it.
I wanted to say way to go.
I could have had a team memberdo it, could I have my kids
coming and do it?
But I was like, no, I'm gonnado it myself.
To me that's two hours of yourtime, tiffany.
I'm listen, america, I am nottoo good for two hours.
I am not too good to spend 10minutes, two hours or a day on

(11:36):
People that are pouring into ourcompany, believe in our brands
and believe in me.
Like what kind of a CEO am I?
I feel like CEOs today are justso flipping, disconnected, and
it drives me insane.
It drives me insane becauseit's so easy for them to connect
, it's so easy for them to domore, but because they're half
baking this thing, they're halfstepping it, they don't really
get inside of it and they don'trealize that it's not always

(11:58):
about more traffic and morepeople.
It's about cultivating thepeople you have.
It's about doing better,stronger, better, deliciouser by
them and by taking them to thenext level.
So, in In this idea of trafficand people, I really, really
want you, I really want us tosettle on this clarity that it
is not about More awarenessaround.

(12:21):
How much traffic can we get?
It's really like the hell.
Are you doing with the trafficthat you have?
What are you doing with thepeople that you've got?
That's really the question.
All right, I can't wait to seeyou build.
I am stupidly thrilled aboutwhat you're gonna create and do
this week and I can't wait foryou to set this thing on fire
next week.
I will see you you me, righthere.

(12:43):
Bye, I hope that episode wasamazing for you and you are
closer to building the dancing.
I can't wait to hear what yourthoughts were, what part you
loved and the action that you'regoing to go take, because the
truth of the matter is that theperson who wins is not the
person who gets there first,it's the person who takes action
first.

(13:04):
Now I've got a gift for you andit is at wwwstrappustlecom.
It is imperative that you runthere and you see all types of
goodies, starting with the sevenmust-haves that you've got to
put when telling your story.
There is so much deliciousnessawaiting for you.
I would love nothing more thanfor you to go ahead and give us

(13:27):
a thumbs up and a five-starreview on not just this episode,
but this entire series of howdo you build the dancing.
Like always, if there'sanything that we can do to make
your weekday or month better,please let us know and, more
importantly, I can't wait to seeyou live, whether it's at Day,

(13:48):
the Dancing Live or in one ofour communities, or maybe you're
just hanging out with us onsocial media.
What I know to be true is thatI am meant to connect with you
somewhere, and I can't wait forthat day to happen and, more
importantly, I can't wait to seewhat you build.