July 17, 2024 • 22 mins
Join Anthony Karls and Tyler Dolph from Rocket Clicks as they dive into the methodologies of the perfect sales process, based on Grant Cardone's teachings. Discover the importance of understanding the dominant buying motive and how a refined sales process can drive revenue and build lasting client relationships.
00:00 Introduction to the Revenue Roadmap
00:46 Tyler Dolf's Sales Journey
05:25 The Perfect Sales Process
07:45 Understanding the Dominant Buying Motive
13:02 Effective Sales Demos and Objection Handling
19:24 The Importance of a Sales Process
21:14 Conclusion and Final Thoughts
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Anthony Karls (00:00):
All right, here we go.
This is a revenue roadmap wherewe talk about sales and
marketing for localentrepreneurs.
I'm Anthony Carls, president ofRocket Clicks.
Today I'm with.
Mr.
Tyler Dolf again, our CEO, headof
Tyler Dolph (00:13):
Hi everyone.
Anthony Karls (00:15):
We are talking about sales again today.
We are going to be talking aboutperfect, the perfect sales
process.
So Rocket Clicks, we follow, uh,some methodologies taught by
Grant Cardone.
So we're going to be reviewingsome of that.
today we're going to be talkingabout the perfect sales process.
Obviously sales is veryimportant to driving revenue.
(00:35):
So we're gonna talk a little bitabout that, why some of these
elements are important, how theyhelp facilitate sales, um, how
you can determine whether or notthese are being done well in
your organization.
Before we get into that though,time Tyler was here, we didn't
really dig into him.
So Tyler, tell us a little bitabout your background and
(00:57):
history in sales, then tell uswhy you chose sales as a career.
Well,
Tyler Dolph (01:06):
I love it.
Anthony Karls (01:07):
let's start with your history.
How'd you get into sales?
Uh, what's your story?
What's your backstory?
Tyler Dolph (01:12):
Uh, so my dad was a salesman.
His dad was a salesman.
Uh, I think his dad wassalesman.
So it's in the blood for sure.
Um, I went to school for salesand marketing.
It was something that I alwayswanted to do.
I loved meeting new people.
I love building newrelationships.
When I got out, when I got outof college, I knew that if I
could work at a small company,I'd have a chance to do a lot of
(01:35):
things.
Uh, and make a real impact.
And so I immediately wanted tofind a startup business and I
found a digital signage companythat specialized in digital menu
boards.
And the very first sale I evermade was to the Colorado Rockies
for their whole lower concourse,and it was a humongous sale, um,
(01:56):
And from that moment I washooked.
I'm like, wait a second.
I can actually control mydestiny if I can create, um,
awareness and actually provide asolution that people will use.
I always, you know, I got turnedoff by the used car salesman,
uh, sales tactics of grimy, nothaving to, to really.
Worry about what happens afterthe sale.
(02:18):
I really, I love the buildingrelationships part of selling.
And so when I came to rocketclicks, knowing that we sort of
are built to build relationshipsfor the longterm, I knew that
selling here would be differentbecause we could actually, we
could build longtermrelationships and, and our
business is built on recurringcompounding revenue.
So you couldn't have one saleand then screw it all up.
(02:40):
You had to keep selling and.
And adding value and buildingtrust every month
Anthony Karls (02:44):
Nice.
Awesome.
Uh, so why did you, why'd youpick sales as a career?
What, uh, other than just likeyour, cause I think your
brother's also a salesman,right?
Tyler Dolph (02:55):
is, yeah, it's, it's in the family.
Anthony Karls (02:57):
Just like, uh, like the Kennedy's, but for
sales,
Tyler Dolph (03:02):
Yeah, we love it.
Um, there's, there's a part of,I think selling, being able to
control your own destiny,knowing that if you're good at
your craft, you'll always have ajob.
You'll always be able to addvalue to organizations.
And so I think personally, Ifind security in that.
Um, knowing that if, if I canbuild relationships, then, uh,
(03:24):
then I'll always be employable
Anthony Karls (03:26):
well, and you obviously you've done job here
at rocket clicks.
I think when you, cause youdidn't, you, you weren't always
the, the CEO and owner here.
So what was your, what was yourparlay into that?
How did, like, I know when youjoined, we were pretty small.
I, that was, that was after Iwas an intern.
I wasn't even here anymore atrocket clicks.
(03:47):
And I kind of came back a longtime frame after, but like,
you've been here for, I thinkyou've been with
Tyler Dolph (03:52):
nine.
Anthony Karls (03:53):
Eight years, nine years now.
Tyler Dolph (03:55):
Yeah.
Yeah.
Anthony Karls (03:56):
lot different
Tyler Dolph (03:56):
When I
Anthony Karls (03:56):
you say
Tyler Dolph (03:57):
first came in, uh, we had, we had five people in
nine clients.
So very, very small.
Um, I met with our owner or my,my now business partner, Jeff
Hughes.
And, uh, he sat me down and hesaid, listen, I want to give you
the opportunity to, to drivesome sales here.
And, and who knows what willhappen after that.
(04:18):
But he said, revenue is oxygen,a business your size.
You need to get deals.
And at that time, it was sotrue.
We just needed any and anyoneand everyone that, that had a
marketing problem.
We wanted to try and solve itfor them.
You know, and over the yearswe've become much more refined
in who we can work with and whowe like to work with.
Who we can best perform for.
(04:39):
But those early days it was, uh,we got to grow or die.
And, uh, our very first clientwas, uh, a tiny little beauty
shop in, uh, gosh, they were inVirginia.
And, uh, I remember just.
Just trying to work with them asmuch as we could to help that
little business grow online.
(04:59):
Um, and, and it really parlayedfrom there.
My second client was actually aclient that's still with us
today, nine years later, a bigmanufacturing company.
Um, so it was just a, You know,take small steps forward, add as
much value as you can, make surethat we're delivering on a
regular basis.
And now we're, uh, we're what,60 people today and a hundred
(05:20):
clients, something like that.
So it's, it's been a fun journeyfor sure.
Anthony Karls (05:24):
it's awesome.
All right.
Let's dig into this.
So today we're talking about theperfect sales process.
Like I said before, so we'vebeen, been part of the Cardone
community for about two yearsnow.
I've learned a lot from them.
We've implemented a bunch ofstuff that they're doing.
they're doing.
So they're a great resource too.
So check them out.
Um, but one of the things theytalk about is they're really
(05:45):
good at sales.
They're really good at teachingsales.
They're really good at breakingit down and making it simple.
Um, so we're going to be talkingabout something they call the
perfect sales process.
So I'm going to pull a up herejust so we can peek at that.
There we go.
All right.
(06:05):
So we're going to talk throughthis a little bit.
So Tyler, walk us through,through this.
There are obviously several,several steps here.
Um, so what is, what is in thegreeting?
What is, uh, what does thismean?
Tyler Dolph (06:19):
I think what's, what's great about this process
is, you know, if you're afounder led sales organization,
like we are right now, um, A lotof, a lot of this lives in my
head and I think it probablylives in your head too, as a
business owner, the beauty ofdocumenting a sales process and
having a sales process is thatyour business.
Needs to be able to survivewithout you.
(06:41):
So this is what we use.
This is how we're building outour sales team here at
Rocketclicks.
And yeah, I mean, it all startswith a greeting, right?
And for us, we want our greetingto be short and sweet.
Let's, let's make a connection.
Let's make sure that we both areidentifying, uh, why we're here.
Uh, and then let's get into thefact finding mode.
Anthony Karls (07:00):
Yeah.
So like where, so fact findingis the, is the big one we're
going to kind of lean into alittle bit today.
So what are we, what are wetrying to find in this fact
finding?
Tyler Dolph (07:10):
Yeah.
Cardone, he calls this thedominant buying motive.
And this is really, it's the,it's the, um, the, the who and
what, right.
Or the what and how, like, whyare we here?
What are you looking for?
Actually, you know, becausepeople will come to us and say,
well, I'm just looking for a newmarketing partner, but that's
not the actual why, you know,the actual why is I have a board
(07:33):
meeting coming up and I don'ttrust the information that I
have, uh, internally.
And I, I don't want to look badin front of the board.
Cause I need to keep my job.
So really being able to dive inand find some of that is really
important.
Anthony Karls (07:45):
Yeah, let's continue digging into the DBM or
Dominant Buying Motive.
So talked about that a littlebit.
So if we, if we dig into that,the Dominant Buying Motive, it's
not even about the board.
So like, what is the layer, whatare the layers underneath that?
Because we, when we talk, whenwe work through this training,
it's really about how do we get,To that like, why, why, why,
(08:07):
why, why point where we'rereally understanding like why
you're actually here.
talk, talk a little bit aboutthat.
Tyler Dolph (08:14):
Yeah.
If you take, you know, if youtake that process a step
further, right, I made theexample about the board.
Well, in reality, he doesn'twant to look bad to the board
because he needs to keep hisjob, because he needs to put
food on his table for hisfamily, because that's what his
dad did for him.
Right.
So there's like all thesedifferent layers as to why
Someone is making the decisionsthey're making and trying to
(08:36):
move their business forward andtrying to move their career
forward.
And if you could really identifythat dominant buying motive,
selling to them is very easy,right?
Because then you can create anarrative around the solution
that you're providing andconnecting those dots.
Anthony Karls (08:51):
So I know we, like, we have one client that
just joined us.
That their DBM is, they, theyhad an internal marketing team.
now no longer have an internalmarketing team.
So we're meeting with thepresident and the CEO.
are, we are there where therearen't a hundred percent
strategy arm.
We are their execution arm.
We are responsible for all ofthat.
(09:12):
we meet with them, are notinterested at all about platform
metrics.
What they want to know is, is,am I still secure?
Is what we built working?
Is it secure?
Because we, We want to make surewhat we have is still working.
So like when they come to thosemeetings, it's, it's all about
security.
Cause they know if this doesn'twork and it stops working, their
(09:34):
business starts failing.
So it's all about securitythose, for those two gentlemen.
Tyler Dolph (09:40):
Yeah.
I think that you touched onsomething really important and
it's not only the initial sell,but for us at RocketClicks,
we're selling every month,right?
We're meeting with our clientson a regular basis and we're
having to continue to, to pressand, and make sure that there is
security within the dominantbuying motive through every
piece of communication.
Anthony Karls (10:01):
it's good.
So what, uh, so what else in.
In here are we looking for?
So you talked a little bit aboutkind of really understanding
their intention.
So that, that really boils downinto like why, why they're here
and how they buy.
So let's talk a little bit abouthow we dig into that stuff.
Tyler Dolph (10:19):
Yeah.
There's a lot of identifyingneeds and I call this like
aligning on what success lookslike.
Right.
So they, they come in with apreconceived notion of, I don't
like what I have right now, orit's not working or.
Whatever the case is, but thereis some image in their head of
like what perfect is, and if wecan draw that out, if we can
force them to communicate whatsuccess actually looks like, not
(10:42):
only for the partnership, butfor their business, for their
metrics, all of that informationis so crucial to building a
lasting relationship thatactually benefits both parties.
I think sometimes in, in, in whywe spend so much time in the
fact find is that if.
If we believe somethingdifferent than what the client
actually believes is success.
Then we're going to go into therelationship and actually like
(11:04):
stumble because we're going tosay, but wait, don't you care
about X, Y, Z?
And they're like, no, no, I careabout ABC.
Right.
And so being able to, toidentify that communicated.
And I literally make clients saylike, so what I hear you saying
is success looks like blah,blah, blah.
And I make them say, is thatright?
Like you agree with that?
(11:24):
Um, and so forcing that approvaland ensuring that there's
alignment there is so important.
Anthony Karls (11:30):
Nice.
Uh, and then what about thehouse?
So we talked a little bit, so wetalked about the, why, why are
we here?
And then what about the, thehouse of like digging into.
is like, how do we get them totell us exactly how to sell to
them?
Cause they actually will.
Tyler Dolph (11:46):
Yeah.
It's asking questions like, um,what's actually needed.
To buy, right?
And how did you buy before andwho, who actually signs the
contract?
And who's the account person onthe team that we're gonna be
talking to?
Or the point of contact beingable to get through those really
important details.
And, and they may seem mundaneor you don't want to ask because
you're in the, you know, sellingmode.
(12:08):
But if you don't know thosethings, it's actually gonna set
you up for failure in the next,you know, step, which is demo
and close.
Anthony Karls (12:16):
Yeah.
So like, what are the, so likewhen you dig into that, like
what they, what do they actuallydo?
They're like really willing to
Tyler Dolph (12:23):
Oh, they, they start like puking important
information to you.
Right.
They're just like, Oh, well,actually, uh, you got to talk to
Susan and accounting becauseshe's the one that reviews the
contracts and she's not going tosign anything that's over a
year.
So just so you know, and theystart like just giving you all
this really importantinformation.
Um, so then when you come withthe proposal or when you come
(12:44):
with the demo, it's so buttonedup to do exactly what they're
expecting that there's no backand forth.
There's no second guessing.
You don't want to be buyingremorse.
You want to be able to comeconfidently with everything
they've already told you.
Anthony Karls (12:59):
nice.
Um, all right.
So then, so now we get to, nowwe get to the demo.
So what does that, what doesthat look like?
What are we talking about there?
Tyler Dolph (13:09):
Yeah.
Rocket clicks.
Our demo, I believe is such animportant step because it's an
opportunity for us to showcase.
that maybe we're not just funand enthusiastic and happy to
build a relationship, but we'reactually good at what we do.
And so what we do is we take,uh, and do an audit of our
clients, um, performanceaccounts.
(13:29):
We do an audit of their websiteand we come back and we present
real opportunities.
And I think this is, this isimportant for us to showcase
that we're, Hey, we're a littlebit different.
Here are the ways that we're alittle bit different.
And then here's some tangiblethings that you can take away.
Whether you decide to work withus or not, uh, that becomes a
really great value add and itpushes the conversation forward
(13:50):
to say, Hey, if you like, we hadhere and we only spent a couple
hours on this audit, imaginewhat we can do, you know, if we
were working together on aregular basis.
Anthony Karls (13:58):
Yeah.
Just a tangent a little bit.
So how do our audits typicallycompare to audits because I know
it's, it's very different.
Tyler Dolph (14:07):
Yeah, I would say our audit is, is one of our
biggest differentiators in thesales process.
We actually take team membersoff of accounts.
and have them work on theseaudits as if they were a client,
right?
So we're not just going to pump,uh, we're not just going to use
some tool.
There's, there's tools in ourcommunity, like SEM rush, for
example, where you can put yourwebsite in and it'll just pump
(14:29):
out, you know, a hundred errorsor issues with no sense of
prioritization or, or if they'reactual issues or not.
I think we take a way more indepth proactive approach to say,
This actually matters for thesereasons and, and by fixing it,
you're going to see tangibleresults.
Where we can all win together.
Anthony Karls (14:50):
Yeah, So what, so I know one of the things that,
uh, Grant talks about in this,in this process, Grant Cardone
is in the demo and before theclose, you're, you're, you're
setting yourself up to reallyunderstand their objections.
And one of the things that was,that's most fascinating to me,
(15:10):
going through the sales trainingprocess is a concept called RDR,
or what's it called?
Reactionary defense response andhow every single person in the
world does this Uh almost everyscenario.
So if you if you walk into BestBuy And you see the security
guard greeter there.
He's gonna ask you do you needhelp today?
(15:31):
And everybody says
Tyler Dolph (15:33):
No, no, thank you.
Anthony Karls (15:34):
plugging.
Um, and it's usually a reallybad question.
Um, so one of the ways he talksabout doing that differently is
instead of asking that poorquestion is asking a question
about, uh, what information canI get for you today?
Grant usually uses that in thegreeting, but it's to get around
(15:54):
that defense response.
That sometimes shows up there,sometimes shows up in here in
the demo.
And like, we're really trying tolook for the objections so we
can do a better close.
So can you talk a little bitabout, um, having the client
tell us, tell us theirobjections like digging into
(16:15):
that and why we don't avoid it.
Tyler Dolph (16:18):
Yeah.
I mean, I think that that comesback to like asking real
questions.
It comes back to, to trulyidentifying needs and like the
real needs and the real whybehind, um, the reason someone's
talking to you, um, and notbeing afraid of, of asking those
difficult questions.
I think sometimes, especiallyearly on in the introductory
phases of new relationships, Youwant to tiptoe a little bit.
(16:41):
You want to, you want to getthem saying yes or, or not, you
know, uh, have them leave.
But in reality, if they're notgoing to work with you, they're
not going to work with you.
So you might as well be astransparent and direct on the
front end to, to build thatcredibility and know that like,
you're not afraid to ask thehard questions.
In our business, it's all aboutmaking recommendations and
leading our clients from adigital strategy.
(17:03):
So we work really hard onsetting that tone early.
Uh, and making sure that we canidentify those needs and ask the
tough questions so that we canget real answers
Anthony Karls (17:12):
Yeah.
I know one of the, one of thetough questions, um, and I was
with the, was with you yesterdaywhen you kind of kind of did
this, you said it your own way,but you basically asked, you
basically asked him how, how canyou validate spending?
kind of money with us.
like, it's actually a reallygood question because it gets
them to sell themselves again.
it's, it's interesting when youactually lean in and ask
difficult questions, cause it,it basically sets you up to be
(17:35):
successful.
Tyler Dolph (17:37):
and the client will tell you straight up, right?
And we say it all the time,listen, we're going to be more
expensive than who you'recurrently using.
Help us understand how you'regoing to justify that.
Right.
And then they may say, well, youknow, actually I'm in charge of
the budget and that's no bigdeal.
Or, well, you know, I got totalk to owner Bob and Bob's
really concerned about thismonth's, you know, P and L.
So we're going to have to reallymake sure that.
(17:58):
We put together a plan thatincentivizes performance or
whatever it is, right?
Again, he's going to tell youexactly how to sell him and what
he's looking for.
Uh, so that when you go intothat proposal and close process,
again, you're that much moreprepared and you're giving them
what they expect.
Anthony Karls (18:13):
So why, from your perspective, is this like more
ethical?
And when you said you were not,are really interested in like
the used car salesman type salesand like, why does this, does
this feel better as someone thatdoes this?
Tyler Dolph (18:29):
Um, for me, I know because I don't do
RocketCliques, right?
We have an incredible team ofexperts that live in the work
and they, they work with ourclients on a daily basis.
For me, it's like a, I don'twant our team members to be
upset that I brought them a baddeal.
I don't want them to feel like Ijust sold a crap deal and now
(18:51):
they have to deal with it.
You know, we want our teammembers to stay with us just as
long as we want our clients to,in order to do that, we had to
give them great deals and greatclients.
And I need to be able to deliverthem a bunch of information
about this client so that theycan be successful.
And so, um, I think just, Notbeing able to, to go through a
process like this and get theinformation you need, you're
(19:12):
actually setting your team upfor, for failure, uh, which to
me feels worse, I'd rather get ano and protect the team then,
then, then give it to them andhave them get fired.
Anthony Karls (19:24):
Nice.
So what, so obvious question isis, why is having a sales
process impactful to revenue inthe short term and in the long
term?
So you talked about owner ledsales little bit.
So like, how does this, how doesthis fit into like long term
revenue?
Tyler Dolph (19:41):
Again, it's, it's getting the process out of your
primary salesperson's head andthen creating scalability,
right?
Cause if someone is going to buyfrom me differently than they're
going to buy from.
Ahead of sales at RocketClicksor a sales intern at
RocketClicks.
And so if we're all followingthe same process, it's going to
feel more natural and feel moreconcise, right?
(20:04):
Which, which is why McDonald'sstays the same in every country
and every location.
You have to be able to createconsistency for scale.
So as you go from founder ledsales to hiring your first
salesperson to then becoming asales manager and having a team.
That team needs a process thatthey can follow because they're
not going to be you.
Anthony Karls (20:24):
what are some signs that I have an order
taker?
Versus someone that's actuallydoing good sales for me.
Tyler Dolph (20:32):
Step one is you got to be involved with the sales
person, right?
You got to listen in on theircalls.
You got to, you have to do roleplaying.
And we always say role play witheach other.
Don't role play with clients.
Um, but an order taker is justgoing to, they're going to keep
it surface level.
They're not going to ask thehard questions.
They're going to say, you know,they're going to check the box.
Okay, Bob, you want a red sedan?
(20:54):
Great.
Here it is.
Red sedan.
Uh, a real salesperson is goingto dig into the why, right?
They're going to, they're goingto find out the real reason that
they showed up at your shoptoday, or they're on the call
with you today.
And they're going to be able tomake sure that they're
prescribing a solution that'sgoing to fit their needs.
Not that's just going to check abox.
Anthony Karls (21:12):
Awesome.
So anything else for ouraudience on about sales process?
Tyler Dolph (21:20):
I mean, I think the, the, the summation of what
we talked about today was, wasnot being afraid to dig into the
details.
Not being afraid to make realrecommendations and have a
transparent relationship in thisinitial sales process, because
if you're like us and you're inlong term sales, it's not just a
single transaction.
You need to build rapport overtime.
(21:40):
And that should start from thevery first conversation you have
with the prospect all the waythrough to them as a, as a
customer for years.
Anthony Karls (21:48):
It's awesome.
Well, Tyler, thanks for beinghere.
Thanks for talking through thiswith us.
Look forward to talking to youagain.
Tyler Dolph (21:53):
Absolutely.
Thanks for having me.
All right, here we go.
This is a revenue roadmap wherewe talk about sales and
marketing for localentrepreneurs.
I'm Anthony Carls, president ofRocket Clicks.
Today I'm with.
Mr.
Tyler Dolf again, our CEO, headof
Tyler Dolph (00:13):
Hi everyone.
Anthony Karls (00:15):
We are talking about sales again today.
We are going to be talking aboutperfect, the perfect sales
process.
So Rocket Clicks, we follow, uh,some methodologies taught by
Grant Cardone.
So we're going to be reviewingsome of that.
today we're going to be talkingabout the perfect sales process.
Obviously sales is veryimportant to driving revenue.
(00:35):
So we're gonna talk a little bitabout that, why some of these
elements are important, how theyhelp facilitate sales, um, how
you can determine whether or notthese are being done well in
your organization.
Before we get into that though,time Tyler was here, we didn't
really dig into him.
So Tyler, tell us a little bitabout your background and
(00:57):
history in sales, then tell uswhy you chose sales as a career.
Well,
Tyler Dolph (01:06):
I love it.
Anthony Karls (01:07):
let's start with your history.
How'd you get into sales?
Uh, what's your story?
What's your backstory?
Tyler Dolph (01:12):
Uh, so my dad was a salesman.
His dad was a salesman.
Uh, I think his dad wassalesman.
So it's in the blood for sure.
Um, I went to school for salesand marketing.
It was something that I alwayswanted to do.
I loved meeting new people.
I love building newrelationships.
When I got out, when I got outof college, I knew that if I
could work at a small company,I'd have a chance to do a lot of
(01:35):
things.
Uh, and make a real impact.
And so I immediately wanted tofind a startup business and I
found a digital signage companythat specialized in digital menu
boards.
And the very first sale I evermade was to the Colorado Rockies
for their whole lower concourse,and it was a humongous sale, um,
(01:56):
And from that moment I washooked.
I'm like, wait a second.
I can actually control mydestiny if I can create, um,
awareness and actually provide asolution that people will use.
I always, you know, I got turnedoff by the used car salesman,
uh, sales tactics of grimy, nothaving to, to really.
Worry about what happens afterthe sale.
(02:18):
I really, I love the buildingrelationships part of selling.
And so when I came to rocketclicks, knowing that we sort of
are built to build relationshipsfor the longterm, I knew that
selling here would be differentbecause we could actually, we
could build longtermrelationships and, and our
business is built on recurringcompounding revenue.
So you couldn't have one saleand then screw it all up.
(02:40):
You had to keep selling and.
And adding value and buildingtrust every month
Anthony Karls (02:44):
Nice.
Awesome.
Uh, so why did you, why'd youpick sales as a career?
What, uh, other than just likeyour, cause I think your
brother's also a salesman,right?
Tyler Dolph (02:55):
is, yeah, it's, it's in the family.
Anthony Karls (02:57):
Just like, uh, like the Kennedy's, but for
sales,
Tyler Dolph (03:02):
Yeah, we love it.
Um, there's, there's a part of,I think selling, being able to
control your own destiny,knowing that if you're good at
your craft, you'll always have ajob.
You'll always be able to addvalue to organizations.
And so I think personally, Ifind security in that.
Um, knowing that if, if I canbuild relationships, then, uh,
(03:24):
then I'll always be employable
Anthony Karls (03:26):
well, and you obviously you've done job here
at rocket clicks.
I think when you, cause youdidn't, you, you weren't always
the, the CEO and owner here.
So what was your, what was yourparlay into that?
How did, like, I know when youjoined, we were pretty small.
I, that was, that was after Iwas an intern.
I wasn't even here anymore atrocket clicks.
(03:47):
And I kind of came back a longtime frame after, but like,
you've been here for, I thinkyou've been with
Tyler Dolph (03:52):
nine.
Anthony Karls (03:53):
Eight years, nine years now.
Tyler Dolph (03:55):
Yeah.
Yeah.
Anthony Karls (03:56):
lot different
Tyler Dolph (03:56):
When I
Anthony Karls (03:56):
you say
Tyler Dolph (03:57):
first came in, uh, we had, we had five people in
nine clients.
So very, very small.
Um, I met with our owner or my,my now business partner, Jeff
Hughes.
And, uh, he sat me down and hesaid, listen, I want to give you
the opportunity to, to drivesome sales here.
And, and who knows what willhappen after that.
(04:18):
But he said, revenue is oxygen,a business your size.
You need to get deals.
And at that time, it was sotrue.
We just needed any and anyoneand everyone that, that had a
marketing problem.
We wanted to try and solve itfor them.
You know, and over the yearswe've become much more refined
in who we can work with and whowe like to work with.
Who we can best perform for.
(04:39):
But those early days it was, uh,we got to grow or die.
And, uh, our very first clientwas, uh, a tiny little beauty
shop in, uh, gosh, they were inVirginia.
And, uh, I remember just.
Just trying to work with them asmuch as we could to help that
little business grow online.
(04:59):
Um, and, and it really parlayedfrom there.
My second client was actually aclient that's still with us
today, nine years later, a bigmanufacturing company.
Um, so it was just a, You know,take small steps forward, add as
much value as you can, make surethat we're delivering on a
regular basis.
And now we're, uh, we're what,60 people today and a hundred
(05:20):
clients, something like that.
So it's, it's been a fun journeyfor sure.
Anthony Karls (05:24):
it's awesome.
All right.
Let's dig into this.
So today we're talking about theperfect sales process.
Like I said before, so we'vebeen, been part of the Cardone
community for about two yearsnow.
I've learned a lot from them.
We've implemented a bunch ofstuff that they're doing.
they're doing.
So they're a great resource too.
So check them out.
Um, but one of the things theytalk about is they're really
(05:45):
good at sales.
They're really good at teachingsales.
They're really good at breakingit down and making it simple.
Um, so we're going to be talkingabout something they call the
perfect sales process.
So I'm going to pull a up herejust so we can peek at that.
There we go.
All right.
(06:05):
So we're going to talk throughthis a little bit.
So Tyler, walk us through,through this.
There are obviously several,several steps here.
Um, so what is, what is in thegreeting?
What is, uh, what does thismean?
Tyler Dolph (06:19):
I think what's, what's great about this process
is, you know, if you're afounder led sales organization,
like we are right now, um, A lotof, a lot of this lives in my
head and I think it probablylives in your head too, as a
business owner, the beauty ofdocumenting a sales process and
having a sales process is thatyour business.
Needs to be able to survivewithout you.
(06:41):
So this is what we use.
This is how we're building outour sales team here at
Rocketclicks.
And yeah, I mean, it all startswith a greeting, right?
And for us, we want our greetingto be short and sweet.
Let's, let's make a connection.
Let's make sure that we both areidentifying, uh, why we're here.
Uh, and then let's get into thefact finding mode.
Anthony Karls (07:00):
Yeah.
So like where, so fact findingis the, is the big one we're
going to kind of lean into alittle bit today.
So what are we, what are wetrying to find in this fact
finding?
Tyler Dolph (07:10):
Yeah.
Cardone, he calls this thedominant buying motive.
And this is really, it's the,it's the, um, the, the who and
what, right.
Or the what and how, like, whyare we here?
What are you looking for?
Actually, you know, becausepeople will come to us and say,
well, I'm just looking for a newmarketing partner, but that's
not the actual why, you know,the actual why is I have a board
(07:33):
meeting coming up and I don'ttrust the information that I
have, uh, internally.
And I, I don't want to look badin front of the board.
Cause I need to keep my job.
So really being able to dive inand find some of that is really
important.
Anthony Karls (07:45):
Yeah, let's continue digging into the DBM or
Dominant Buying Motive.
So talked about that a littlebit.
So if we, if we dig into that,the Dominant Buying Motive, it's
not even about the board.
So like, what is the layer, whatare the layers underneath that?
Because we, when we talk, whenwe work through this training,
it's really about how do we get,To that like, why, why, why,
(08:07):
why, why point where we'rereally understanding like why
you're actually here.
talk, talk a little bit aboutthat.
Tyler Dolph (08:14):
Yeah.
If you take, you know, if youtake that process a step
further, right, I made theexample about the board.
Well, in reality, he doesn'twant to look bad to the board
because he needs to keep hisjob, because he needs to put
food on his table for hisfamily, because that's what his
dad did for him.
Right.
So there's like all thesedifferent layers as to why
Someone is making the decisionsthey're making and trying to
(08:36):
move their business forward andtrying to move their career
forward.
And if you could really identifythat dominant buying motive,
selling to them is very easy,right?
Because then you can create anarrative around the solution
that you're providing andconnecting those dots.
Anthony Karls (08:51):
So I know we, like, we have one client that
just joined us.
That their DBM is, they, theyhad an internal marketing team.
now no longer have an internalmarketing team.
So we're meeting with thepresident and the CEO.
are, we are there where therearen't a hundred percent
strategy arm.
We are their execution arm.
We are responsible for all ofthat.
(09:12):
we meet with them, are notinterested at all about platform
metrics.
What they want to know is, is,am I still secure?
Is what we built working?
Is it secure?
Because we, We want to make surewhat we have is still working.
So like when they come to thosemeetings, it's, it's all about
security.
Cause they know if this doesn'twork and it stops working, their
(09:34):
business starts failing.
So it's all about securitythose, for those two gentlemen.
Tyler Dolph (09:40):
Yeah.
I think that you touched onsomething really important and
it's not only the initial sell,but for us at RocketClicks,
we're selling every month,right?
We're meeting with our clientson a regular basis and we're
having to continue to, to pressand, and make sure that there is
security within the dominantbuying motive through every
piece of communication.
Anthony Karls (10:01):
it's good.
So what, uh, so what else in.
In here are we looking for?
So you talked a little bit aboutkind of really understanding
their intention.
So that, that really boils downinto like why, why they're here
and how they buy.
So let's talk a little bit abouthow we dig into that stuff.
Tyler Dolph (10:19):
Yeah.
There's a lot of identifyingneeds and I call this like
aligning on what success lookslike.
Right.
So they, they come in with apreconceived notion of, I don't
like what I have right now, orit's not working or.
Whatever the case is, but thereis some image in their head of
like what perfect is, and if wecan draw that out, if we can
force them to communicate whatsuccess actually looks like, not
(10:42):
only for the partnership, butfor their business, for their
metrics, all of that informationis so crucial to building a
lasting relationship thatactually benefits both parties.
I think sometimes in, in, in whywe spend so much time in the
fact find is that if.
If we believe somethingdifferent than what the client
actually believes is success.
Then we're going to go into therelationship and actually like
(11:04):
stumble because we're going tosay, but wait, don't you care
about X, Y, Z?
And they're like, no, no, I careabout ABC.
Right.
And so being able to, toidentify that communicated.
And I literally make clients saylike, so what I hear you saying
is success looks like blah,blah, blah.
And I make them say, is thatright?
Like you agree with that?
(11:24):
Um, and so forcing that approvaland ensuring that there's
alignment there is so important.
Anthony Karls (11:30):
Nice.
Uh, and then what about thehouse?
So we talked a little bit, so wetalked about the, why, why are
we here?
And then what about the, thehouse of like digging into.
is like, how do we get them totell us exactly how to sell to
them?
Cause they actually will.
Tyler Dolph (11:46):
Yeah.
It's asking questions like, um,what's actually needed.
To buy, right?
And how did you buy before andwho, who actually signs the
contract?
And who's the account person onthe team that we're gonna be
talking to?
Or the point of contact beingable to get through those really
important details.
And, and they may seem mundaneor you don't want to ask because
you're in the, you know, sellingmode.
(12:08):
But if you don't know thosethings, it's actually gonna set
you up for failure in the next,you know, step, which is demo
and close.
Anthony Karls (12:16):
Yeah.
So like, what are the, so likewhen you dig into that, like
what they, what do they actuallydo?
They're like really willing to
Tyler Dolph (12:23):
Oh, they, they start like puking important
information to you.
Right.
They're just like, Oh, well,actually, uh, you got to talk to
Susan and accounting becauseshe's the one that reviews the
contracts and she's not going tosign anything that's over a
year.
So just so you know, and theystart like just giving you all
this really importantinformation.
Um, so then when you come withthe proposal or when you come
(12:44):
with the demo, it's so buttonedup to do exactly what they're
expecting that there's no backand forth.
There's no second guessing.
You don't want to be buyingremorse.
You want to be able to comeconfidently with everything
they've already told you.
Anthony Karls (12:59):
nice.
Um, all right.
So then, so now we get to, nowwe get to the demo.
So what does that, what doesthat look like?
What are we talking about there?
Tyler Dolph (13:09):
Yeah.
Rocket clicks.
Our demo, I believe is such animportant step because it's an
opportunity for us to showcase.
that maybe we're not just funand enthusiastic and happy to
build a relationship, but we'reactually good at what we do.
And so what we do is we take,uh, and do an audit of our
clients, um, performanceaccounts.
(13:29):
We do an audit of their websiteand we come back and we present
real opportunities.
And I think this is, this isimportant for us to showcase
that we're, Hey, we're a littlebit different.
Here are the ways that we're alittle bit different.
And then here's some tangiblethings that you can take away.
Whether you decide to work withus or not, uh, that becomes a
really great value add and itpushes the conversation forward
(13:50):
to say, Hey, if you like, we hadhere and we only spent a couple
hours on this audit, imaginewhat we can do, you know, if we
were working together on aregular basis.
Anthony Karls (13:58):
Yeah.
Just a tangent a little bit.
So how do our audits typicallycompare to audits because I know
it's, it's very different.
Tyler Dolph (14:07):
Yeah, I would say our audit is, is one of our
biggest differentiators in thesales process.
We actually take team membersoff of accounts.
and have them work on theseaudits as if they were a client,
right?
So we're not just going to pump,uh, we're not just going to use
some tool.
There's, there's tools in ourcommunity, like SEM rush, for
example, where you can put yourwebsite in and it'll just pump
(14:29):
out, you know, a hundred errorsor issues with no sense of
prioritization or, or if they'reactual issues or not.
I think we take a way more indepth proactive approach to say,
This actually matters for thesereasons and, and by fixing it,
you're going to see tangibleresults.
Where we can all win together.
Anthony Karls (14:50):
Yeah, So what, so I know one of the things that,
uh, Grant talks about in this,in this process, Grant Cardone
is in the demo and before theclose, you're, you're, you're
setting yourself up to reallyunderstand their objections.
And one of the things that was,that's most fascinating to me,
(15:10):
going through the sales trainingprocess is a concept called RDR,
or what's it called?
Reactionary defense response andhow every single person in the
world does this Uh almost everyscenario.
So if you if you walk into BestBuy And you see the security
guard greeter there.
He's gonna ask you do you needhelp today?
(15:31):
And everybody says
Tyler Dolph (15:33):
No, no, thank you.
Anthony Karls (15:34):
plugging.
Um, and it's usually a reallybad question.
Um, so one of the ways he talksabout doing that differently is
instead of asking that poorquestion is asking a question
about, uh, what information canI get for you today?
Grant usually uses that in thegreeting, but it's to get around
(15:54):
that defense response.
That sometimes shows up there,sometimes shows up in here in
the demo.
And like, we're really trying tolook for the objections so we
can do a better close.
So can you talk a little bitabout, um, having the client
tell us, tell us theirobjections like digging into
(16:15):
that and why we don't avoid it.
Tyler Dolph (16:18):
Yeah.
I mean, I think that that comesback to like asking real
questions.
It comes back to, to trulyidentifying needs and like the
real needs and the real whybehind, um, the reason someone's
talking to you, um, and notbeing afraid of, of asking those
difficult questions.
I think sometimes, especiallyearly on in the introductory
phases of new relationships, Youwant to tiptoe a little bit.
(16:41):
You want to, you want to getthem saying yes or, or not, you
know, uh, have them leave.
But in reality, if they're notgoing to work with you, they're
not going to work with you.
So you might as well be astransparent and direct on the
front end to, to build thatcredibility and know that like,
you're not afraid to ask thehard questions.
In our business, it's all aboutmaking recommendations and
leading our clients from adigital strategy.
(17:03):
So we work really hard onsetting that tone early.
Uh, and making sure that we canidentify those needs and ask the
tough questions so that we canget real answers
Anthony Karls (17:12):
Yeah.
I know one of the, one of thetough questions, um, and I was
with the, was with you yesterdaywhen you kind of kind of did
this, you said it your own way,but you basically asked, you
basically asked him how, how canyou validate spending?
kind of money with us.
like, it's actually a reallygood question because it gets
them to sell themselves again.
it's, it's interesting when youactually lean in and ask
difficult questions, cause it,it basically sets you up to be
(17:35):
successful.
Tyler Dolph (17:37):
and the client will tell you straight up, right?
And we say it all the time,listen, we're going to be more
expensive than who you'recurrently using.
Help us understand how you'regoing to justify that.
Right.
And then they may say, well, youknow, actually I'm in charge of
the budget and that's no bigdeal.
Or, well, you know, I got totalk to owner Bob and Bob's
really concerned about thismonth's, you know, P and L.
So we're going to have to reallymake sure that.
(17:58):
We put together a plan thatincentivizes performance or
whatever it is, right?
Again, he's going to tell youexactly how to sell him and what
he's looking for.
Uh, so that when you go intothat proposal and close process,
again, you're that much moreprepared and you're giving them
what they expect.
Anthony Karls (18:13):
So why, from your perspective, is this like more
ethical?
And when you said you were not,are really interested in like
the used car salesman type salesand like, why does this, does
this feel better as someone thatdoes this?
Tyler Dolph (18:29):
Um, for me, I know because I don't do
RocketCliques, right?
We have an incredible team ofexperts that live in the work
and they, they work with ourclients on a daily basis.
For me, it's like a, I don'twant our team members to be
upset that I brought them a baddeal.
I don't want them to feel like Ijust sold a crap deal and now
(18:51):
they have to deal with it.
You know, we want our teammembers to stay with us just as
long as we want our clients to,in order to do that, we had to
give them great deals and greatclients.
And I need to be able to deliverthem a bunch of information
about this client so that theycan be successful.
And so, um, I think just, Notbeing able to, to go through a
process like this and get theinformation you need, you're
(19:12):
actually setting your team upfor, for failure, uh, which to
me feels worse, I'd rather get ano and protect the team then,
then, then give it to them andhave them get fired.
Anthony Karls (19:24):
Nice.
So what, so obvious question isis, why is having a sales
process impactful to revenue inthe short term and in the long
term?
So you talked about owner ledsales little bit.
So like, how does this, how doesthis fit into like long term
revenue?
Tyler Dolph (19:41):
Again, it's, it's getting the process out of your
primary salesperson's head andthen creating scalability,
right?
Cause if someone is going to buyfrom me differently than they're
going to buy from.
Ahead of sales at RocketClicksor a sales intern at
RocketClicks.
And so if we're all followingthe same process, it's going to
feel more natural and feel moreconcise, right?
(20:04):
Which, which is why McDonald'sstays the same in every country
and every location.
You have to be able to createconsistency for scale.
So as you go from founder ledsales to hiring your first
salesperson to then becoming asales manager and having a team.
That team needs a process thatthey can follow because they're
not going to be you.
Anthony Karls (20:24):
what are some signs that I have an order
taker?
Versus someone that's actuallydoing good sales for me.
Tyler Dolph (20:32):
Step one is you got to be involved with the sales
person, right?
You got to listen in on theircalls.
You got to, you have to do roleplaying.
And we always say role play witheach other.
Don't role play with clients.
Um, but an order taker is justgoing to, they're going to keep
it surface level.
They're not going to ask thehard questions.
They're going to say, you know,they're going to check the box.
Okay, Bob, you want a red sedan?
(20:54):
Great.
Here it is.
Red sedan.
Uh, a real salesperson is goingto dig into the why, right?
They're going to, they're goingto find out the real reason that
they showed up at your shoptoday, or they're on the call
with you today.
And they're going to be able tomake sure that they're
prescribing a solution that'sgoing to fit their needs.
Not that's just going to check abox.
Anthony Karls (21:12):
Awesome.
So anything else for ouraudience on about sales process?
Tyler Dolph (21:20):
I mean, I think the, the, the summation of what
we talked about today was, wasnot being afraid to dig into the
details.
Not being afraid to make realrecommendations and have a
transparent relationship in thisinitial sales process, because
if you're like us and you're inlong term sales, it's not just a
single transaction.
You need to build rapport overtime.
(21:40):
And that should start from thevery first conversation you have
with the prospect all the waythrough to them as a, as a
customer for years.
Anthony Karls (21:48):
It's awesome.
Well, Tyler, thanks for beinghere.
Thanks for talking through thiswith us.
Look forward to talking to youagain.
Tyler Dolph (21:53):
Absolutely.
Thanks for having me.
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