Behind the Scenes at Shed Geek: Where Marketing and Faith Intersect - Part 2

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The digital landscape is transforming the shed industry, separating businesses that thrive from those that merely survive. This revealing conversation dives into the conservative nature of the shed business and how resistance to technological change is causing some companies to miss opportunities they never even know existed.

When a shed business lacks proper digital infrastructure, it's like "building a beautiful lot with 140 pristine buildings sitting in a cornfield where no one can see it for 100 miles." The podcast team breaks down this powerful analogy, explaining how even multi-million dollar companies operating without proper digital tracking are flying blind when it comes to understanding their true marketing ROI.

The discussion moves beyond theory into practical applications, comparing digital marketing tools to the physical equipment needed to run a shed business. Just as you wouldn't try to haul multiple sheds with an underpowered truck, you shouldn't expect maximum results without the proper digital framework. The hosts share real examples of clients who initially resisted implementing websites, CRM systems, and lead tracking tools, only to eventually embrace these technologies once they understood their value.

Particularly fascinating is the exploration of how businesses can develop graduated marketing strategies that solve specific problems rather than taking a "kitchen sink" approach. Through consultative conversations, shed companies can identify their unique challenges – whether it's lead generation, customer relationship management, post-sale follow-up, or strategic growth planning – and implement targeted solutions that deliver measurable returns.

Ready to stop losing customers to competitors with stronger digital presences? Visit ShedGeek.com to discover how the right digital strategy can help your shed business capture opportunities you're currently missing.

For more information or to know more about the Shed Geek Podcast visit us at our website.

Follow us on Twitter, Instagram, Facebook, or YouTube at the handle @shedgeekpodcast.

To be a guest on the Shed Geek Podcast visit our website and fill out the "Contact Us" form.

To suggest show topics or ask questions you want answered email us at [e-mail].

This episodes Sponsors:
Studio Sponsor: Shed Pro

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Episode Transcript

Intro (00:00):
Hello and welcome back to the Shed Geek Podcast.
Here's a message from our 2025studio sponsor.
Let's be real Running a shedbusiness today isn't just about
building great sheds.
The industry is changing fast.
We're all feeling the squeeze,competing for fewer buyers while
expectations keep climbing.

(00:21):
And yet I hear from many of youthat you are still juggling
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(01:02):
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Check it out at shedpro.

(01:22):
co/ shedgeek.
Thank you, ShedPro, for beingour studio sponsor and, honestly
, for building something thathelps the industry.
Welcome back to part two of athree-part series involving all
my good friends over at ShedGeek Marketing.
Hope you enjoyed last week'sepisode.

(01:43):
This is part two, and be sureto stick around for part three.

Shed Geek (01:50):
Like that's the one thing that, like that you can
get so uber conservative.
yeah, that it's like, and makesure you don't laugh either
don't have any fun, don't haveany personality, don't have any
life, and you're, after a whileyou're like oh my God, this
drive me crazy, I can't.
I mean like,

Cord Coch (02:05):
which tends to have the exact opposite effect of
what is like wanted right.
I mean as far as like how toactually, whatever it is,
conduct business or raise upkids.

Shed Geek (02:17):
You know you get so liberal that you, yeah, that
you're not grounded and it'slike you know, I've used the
phrase.
I didn't create it, I've heardit, you know.
I think I've told you.
You know, if you're not liberaluntil you're 30, you don't have
a heart and if you're notconservative after 30, you don't
have a brain Because, like whenyou're young, you're like wild
and free and you know you wantto live and do so many things.

(02:49):
As you start to get older youstart to slow down a little it's
just like don't stop, though,slow down, don't stop, don't get
to the point where you're likeI'm, I'm so conservative, I
can't laugh, I can't have fun, Ican't do anything.

Cord Coch (02:56):
You know, you know some of the first, some of the
oldest writing in human history.
You know the first sumeriantablets, right, that are just
basically like grocery lists, um, you know accounting, like
keeping up with wheat and stuff,like that kind of keeping track
of your things, um, and then,uh, basically complaining that

(03:18):
the kids these days are not likethey used to be.
That is a 4,000-year-old right,and like there's some like as
you get older, you're going tothink that way, right, you're
going to be like I tell you whatI think that way already.

Shed Geek (03:34):
My former pastor said there was a time where the
church rejected the song AmazingGrace, Amazing Grace.
I don't know if you guys know itwas written.
I used to know who it waswritten by, but it was written
on a ship.

Wyatt Kirk (03:47):
Wasn't it the same guy that wrote the National
Anthem?

Cord Coch (03:50):
No, that's Francis Scott yeah.
Maybe it is, I don't know,

Shed Geek (03:55):
I just remember.
Eli Whitney created the cottongin, I don't know where that
came from but it'syou know, Whatever?
that is, it's an ancient storyfrom, but it's, you know, I'm a
historian.
Yeah, that's today's media,isn't it?
It's like that guy knows hishistory.

(04:18):
It's like all you gotta do isthrow the old cotton gin out
there.
But now people are like, wow,he's very smarter than I thought
what was the problem withamazing grace that it was you
know, whatever, for whateverreason, like the yeah, it was
new, so it's resisted, and I Ithink we could talk about that.
I think we could segue thatinto matter of fact.
Maybe the podcast has alreadystarted.
You know, and welcome back tothe shed geek podcast we're

(04:42):
already, we're already rollinghere.
But, um, yeah, like you know, Imade the comment the other day.
I said in the shed industry andit's probably all industries,
but I know we do have aextremely conservative nature to
our industry like, I do thinkthat is a bit unique and you
have to point that out.
But I made the comment theother day.
I said you can have a new ideain the shed industry and the

(05:02):
first words out of someone'smouth will be it'll never work.
Second words out of their mouthwill be like go ahead and tell
me what your idea is.
Right.
That's unfortunate.
You know what I mean.
Like, see, watching some of theuh, like if I were to just call
things out right, I'll startalienating my crowd or get hate
mail or get people to quitlistening.
I'm not sure.
Uh, you know.

(05:24):
Like, uh, love the mule.
Mules done amazing.
I mean, who can't appreciatethe mule?
I mean, have you seen that?
What?
a piece of mail that they cameout what's it's been to both
facilities uh, at least the twothat I know of and uh, up here
in carrier mills and out inGrayson, Kentucky phenomenal
what they're doing, amazing.
But people just complain andcomplain and complain about like

(05:47):
it's, it's a, it's a monopoly,which it's not.
I don't, I don't believe thatthat's.
You know, these guys got in andthey created, or meant to
create.
They did good service and theyput a good product out, so it
dominated the market.
But challenger came out, youknow, and we've done their
website right like challengercame out and it's an awesome
duel, looks neat, got so muchresistance.

(06:08):
So much resistance because youknow, but I could name, I could
sit here, name a lot of otherthings, technology specifically,
that have faced so muchresistance and I'll go back to
I'm going to pick on my in-lawsbecause I can I'll go back to my
in-laws and I just rememberthem being like when we got a

(06:29):
computer, me and Deanna.
Uh, now, to be clear, I didn'town a computer till I was in my
thirties.
So, for all the people whothink I'm just so super techie,
sorry to let you down, I've beenblue collaring it my whole life
.

Cord Coch (06:40):
I just have bad eyes.

Shed Geek (06:45):
It helps the logo and the image, but the reality is.
I'm not smart, I just maybe lookat because the glasses, right,
I love that.
Yeah, I just.
We got a computer.
My wife was the smart one sheused it to do everything we
needed to get done.
And the reality is I remembermy in-laws were like computer

(07:08):
why on earth would I get that?
Why would I need that?
I'll never use that.
Then it was the internet, right, and the next thing you know,
they had the computer and theyuse it all the time.
And then the internet comesalong.
Why on earth would we need that?
We don't.
You know like she uses it all.
She we go over and she'steaching me things about speed
and download and she's talkinglike in a different language and

(07:31):
I'm like gosh, she knows moreabout it than I do.
On this stuff.

Cord Coch (07:34):
It's such a useful tool for efficiency.
My grandmother's 92 and she hasscanned in every photo, every,
every uh document, uh, the saleof a cow in 1946 that was a
purebred named bessie, orwhatever right like our family
history.
And every christmas she handsus, like all the cousins, all of

(07:57):
the you know, my, my mom'sgeneration and then all the
cousins generation.
We all get a thumb drive rightthat has an updated complete
family history with photos andall this stuff.
Right it's.
It's such a good tool yeah that,like, you wind up embracing it
eventually.
Yeah, right, but to your point,you know it's it is who

(08:20):
embraces it first.
Who who embraces it when it'smarginal?
Right, because and we kind oftouched on this a little, I
think we're maybe going to dothis as a series or whatever but
when you embrace that newnesswhenever it's marginal.
If we here at Shed Geek rightsaid that every employee needs

(08:41):
to have the same value as Dylan,right.
Who is the main primary valuedriver of this company?
Right.
If we said, well, everybody whocomes on has to match what he
brings into the company, right.
Like dollar for dollar orwhatever else, right.
What you're going to do isyou're just going to have a very

(09:03):
high bar that keeps you frommarginally 10%, 15%, 20%, 25%,
30% at a time continuing to grabup that market share right.
And the people who move to it,when it is still marginal right,
when sheds are still, you know,mostly just by pure percentage

(09:24):
right?
Maybe it's I mean, we hear nowa lot maybe it's 50, 50 already
right as maybe it is.
Maybe it's still 60, 40 in someareas and 50, 50 and others.
Uh, referring to the number ofonline leads inventory versus
you know, like, how that balanceis working, or some of that's
probably how we're attributingit, because if we're not

(09:46):
tracking, if we don't have thescaffolding up and you don't
realize that somebody went toyour Facebook, page.

Shed Geek (09:54):
There's multi-million dollar companies out here who
you know talk about ROI who havethe missing components from the
digital tracking analytics tobe able to effectively measure
that ROI.

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Cord Coch (11:17):
We've really tried to move people to a ROAS, r-o-a-s.
Return on ad spend mentality.
Yeah, because the truth is it'sjust like you need your mule or
your challenger, right?
Yeah, just like you need yourtools, your scaffolding, your
trucks, just like you need thephysical assets that allow you

(11:39):
to do work.
That is what the well numberone most people either need a
website or need it revamped.
Because now, if that website isnot a pure conversion machine,
if it's not trying to drive youto a phone number, drive you to
an address, drive you to a 3dbuilder, drive you to a contact
form right, if it is notactively trying to move you into

(12:02):
a funnel, then it's, then it'snot doing its job.

Shed Geek (12:05):
My watershed moment was the client who asked us to
quote out a website.
We wanted to quote a website,we want to do those things, but
they wanted something verysimplistic.
So, you want to hear what thecustomer wants and there's also
the concern of a very simplistic.

(12:25):
So, you want to hear what thecustomer wants and there's also
the concern of a very simplisticwebsite as a measure of our
work in some people's eyes.
So, they'll see it and they gooh, that's the level of quality
they produce.
I don't really want to workwith them.
So, we almost had to make thedecision do we want to do such a
simplistic website?
Because it doesn't showcase ourtalent and the ability of what

(12:47):
we know is more helpful.
So, we've had to consult theminto.
You need certain uh amounts offunctionality and things that
that that make your websitevaluable and not just think with
your uh pocketbook here, nottrying to oversell you something

(13:10):
.
Just don't want to and at theend of it this this customer
says, oh, before we go um, forthat price.
I know that it's reallyimportant to have that show up
on the first page of Google.
People have told me that.
So, for that same price.
I want you to make that happentoo.
Right, and it was my watershedmoment that I was like, oh, I

(13:33):
don't know a whole lot.
I'm learning so much, even fromyou guys, still to this day,
but I know so much more thanthey know in this moment of this
that, like when people say Iwant a website, the way I've
explained it to people is like,okay, so let's get you the best
functioning website out.
Let's make it what does a goodwebsite look like to you?

(13:56):
Or whatever it's like you know,and you go through all the
stuff and they're like, yeah,and I'm like, okay, so this is
the best one ever.
Now let's go put it and I tryto always equate it to sheds
because, like there's a metaphorthere that's understood, right
always right yeah parables withJesus sheds with us.
Yeah, right, you know, and solike we.
So, I would say so you.
You built this really nice,beautiful lot.

(14:17):
You had 140 buildings on yourlot, some of the most pristine
buildings I've ever seen perfect, beautiful asphalt, paved well,
landscape, well manicured.
You can pull up to the frontand it sits in the middle of a
cornfield in Nebraska where noone can see it for 100 miles.
So, you've got a cool website,but it doesn't mean anything

(14:38):
without traffic leading youthere SEO, right and then.

Cord Coch (14:42):
So like they're okay, I get that, I understand that,
and this is a, you know, I don'twant to call it a battle and be
overly dramatic, but like, thisis, uh, conversations that we
have all the time with potentialcustomers, especially, um, a
lot of times at the dealer level, right, because, um, you know,

(15:05):
frankly, some of the very largecompanies in the industry are
not providing the sort ofdigital tools for their dealers
for them to be able to competewith people down the road who
may be their same size but justhave a little more knowledge.
And so, you know, we want tomeet people where they are,

(15:25):
right, we want to meet themwhere they are.
We want to be very conscious ofwhat their budget is and how we
can plan, you know, but on somelevel, just like, there is a
minimum qualification for whatkind of truck can pull that
trailer, right, if you want toget three sheds on a trailer,

(15:45):
you need a gooseneck.
So, you better not buy a chevy1500 off the lot with a with a
hitch pool, with a hitch poolhitch on it, right, like, like,
there there's a a certainminimum I think is what you're
going for.
Maybe is that right yeah, yeah,tandem axle yeah you need right?
I mean, all this depends onweight.

Shed Geek (16:05):
These shareholders that are listening are going to
agree.

Cord Coch (16:07):
Oh yeah, sure, sure yeah you need a dually, you need
a dually truck, tandem axletrailer, right the whole.
I don't even claim to know themanufacturers right, but the
point is you need the equipmentthat can do the job.
And so, while we certainly wantto, thanks, gal appreciate it.

Shed Geek (16:39):
Thank you, I appreciate it.
Um people only saw us likeregularly, sorry.

Cord Coch (16:50):
No, no, no, absolutely.
You got to get your tea in inthe morning.
You know, I'm probably.

Shed Geek (16:57):
Where's my bagel?

Cord Coch (16:58):
Right, right, yeah, but anyway, you know, it is just
a sort of you know, it's not.
Sometimes I feel like, whetheryou can frame it, everyone being
too honest is how we like tothink about it, because we feel
like we're honest people.
It may be perceived sometime aspushy, but there's just a

(17:20):
certain minimum level ofequipment that you need, right,
right, and that starts with awebsite.
What is your data collectionengine, right?
What is able to scoop up notjust you know IP data and device
data, but what's able to scoopup conversion data, right?
We don't just want to know thatthey hit your page, you know,

(17:43):
and some marketing companiesdon't even dig this deep, right,
but we want to know what you doonce you're on the page,
because that then affects how weretarget or how we create
lookalike audiences.
And I know I'm now just startingto dig deeper in and I'm not
meaning to have a full-ondiscovery.
Call you know on your, on yourpodcast here you have.

Shed Geek (18:07):
You have to say, I think what you're saying is you
have to set the expectation.
Yeah, right, like you have to.
And here's, I think it's a goodwatershed moment for us in this
company because, like, we weregoing to talk about in the first
podcast, but we didn't get toit, so maybe we'll bring it back
up, um, and run this as aseries, but we lost a client.
Yeah, we lost a client.

(18:27):
You know, and that and that andthat shook us.
It was like whoa, you know,like, because we had to, we had
to dissect the whole nature oflike where we failed yeah what
happened, where we takeaccountability, all of that and
I think there's a mixture.
I think there's a mixture ofwhat the expectations are for us

(18:48):
communication, all of thesethings but then also what the
expectation is for the client,yeah, and the amount of
understanding that the clienthas in terms of like, and if
you're not careful, you will.
This is why I say it's awatershed moment for us, because
we we've done kitchen sinks.
For those of you who've haddiscovery calls with us, you

(19:13):
know what that is like.
We can show you how you couldkeep spending money endlessly
right in marketing.
Yeah, it never has to stopthere's always a marginal dollar
.

Cord Coch (19:26):
Yes, there's always a marginal dollar yes, now is, is
the, the very far reaches.
Right, like you're saying.
Right, we're not just talkingabout the, the initial setup and
the tools you have to haveright now.
We're talking about do you wantthe king rancher?

Shed Geek (19:43):
that's exactly right about, do you?
Want the.

Cord Coch (19:45):
King Rancher.
That's exactly right.

Shed Geek (19:47):
Do you want that extra marginal piece?
If we were selling you a car,we're going to take you out to
the lot, we're going to show youthe F-150 and the basic package
and here you go.
So, we can do this, we can leadthe horse to water.
We can show you need a website.
And then we can wait for you tobe naturally curious why it?
And be like well, what good'sthis website if I don't have
traffic on it?
It's like, oh well, we offer anSEO package.

(20:08):
And then it's like well, whatdidn't you tell me about that?
Well, we didn't want tooverwhelm you with that, right,
like we didn't want to give youSEO and website prices because
you weren't asking about SEO.
You're asking about a website.
Well, you should notice in meuh, an SEO package.
You're like well, we just wantto overstep our bounds.
So next time we go to a client,we go, hey, here's a website
and SEO package.

(20:29):
And I'm like oh hold on.
Oh wait a minute, I don't do.
I need all this, I just need awebsite.
And you're just like oh well, Iwas just letting you know
what's there.
If you want your website to beseen, SEO would be a good way.
Then the next you know we haveto go through all the things
that we know we have to gowebsite.
Well, before website we'll goback to branding, brand

(20:49):
guidelines, brand book.
You know, get into the website.
Then, all of a sudden, we'llget into the setup, the GTMs,
the GA4s, the Metapixels.
Next thing you know they'relike well, what good is all this
?
And then you know, SEO and SEO.
And they're like well, allthese leads are coming in.
And you're like well, you need away to organize all these leads
and they're like well what's agood option?
Well, CRM.
Why didn't you tell?
me about.
CRM, it's like, because then itturns into the kitchen sink.

(21:11):
We can never stop.
We can also start talking aboutvideo.
We can start talking about allthe deliverables to video.
We can start talking about allthe different places that it
goes.
Are you done yet?
No, we're not.
We can keep going to automationcampaigns, we can turn into
post sales scripts, we can turninto email long form drip
campaigns, but what we want todo is we want to make you money.

(21:37):
So, before we get too caught upin all of the things that can
be done we're willing to do, wewant to share this very simple
message with you.
It's an investment.
The same way you buy a two byfour and nail them together to
make it a shed, to sell it formoney.
That's marketing.
Yep, it's supposed to make youmore money than it's costing you

(21:59):
.
And that's our job.
Yeah, and if we don't do a goodjob, then we don't get to stick
around.

Cord Coch (22:06):
Yeah, and the model that we have.
That's especially true, andmaybe Wyatt can speak to this
because you know.

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Cord Coch (24:06):
so twofold.
You know you started that withlosing a client and really
having to look at ourselves anddissect that and go back and say
, you know, we feel like we'vedone very good work and have
optimized and all this, you know, but we've had to go back and

(24:27):
say, well, what we had to solvegenuine problems.
You know you have to find, goback and say, well, what we had
to solve genuine problems.
You know you have to findgenuine problems and solve
genuine problems.
And I think that this issomething that that um why I can
speak to, especially because heis the one who is inside the,
the CRM the most.
But you know we're usuallyutilizing our own CRM to go back

(24:48):
and say, hey, you know, thisbreakdown in communication at a
project level, right, you know,in our mind we are taking that.
I mean we just ran through abunch and I don't want to dump,
you know, a kind of mind dump onpeople here.
You know we take that website,marketing, setup, logo, redesign

(25:17):
, brand book, whatever that lineof items is right that our
customer wants, and we take itand we start shuffling it around
to each of the teams, right, we, you know, as account managers
which Wyatt and I both are Dylanis as well you know we're
taking those things, we'rehanding them off to whichever
team is specialized in thatthing.
We feel like we have thesethings at hand, you know.
But you know, frankly, as wekind of said on the, we were a

(25:41):
bit of a victim of our ownsuccess.
You know we had some failuresin communication as we kept
scaling right and we needed ascalable solution for those
things.
And just as many of ourcustomers you know 100% could
use some of these same internalsolutions.

(26:03):
You know we go to, you knowwe've gone to the CRM and molded
it to solve real problems.
Maybe if you want to.
You know not that you to the CRMand molded it to solve real
problems Maybe, if you want to.
You know, not that you have todig super deep, but I mean just
the really the possibilities ofproblem solving with the CRM.

Wyatt Kirk (26:19):
Yeah, it's, that is my favorite part of the CRM, but
it's also what makes it themost challenging, right?
Because there is when you, whenyou are creating an account
within the CRM, it's essentiallya blank slate.
And so what I am doing, as I ambuilding that out, is I am
trying to communicate as much aspossible to the people who are

(26:40):
using it every day to find outwhat those pain points that we
need to solve are, because somepeople I will bring up the fact
that you can automate specifictypes of tasks right, but then
those people rarely does aclient have those tasks ready in
their mind for what needs to beautomated.

(27:01):
That's a process they have tothink it through.
Well, what do I do every day?
What are the things that I needto automate and to make better
day?
What are the things that I needto automate and to make better?
So, as we were building out ourown internal CRM, you know you
and I have had plenty ofdiscussions about the day-to-day
process what do we do?
How do we make this moreefficient?
But, like you said, how do webuild that in a way that is

(27:23):
scalable?
So, that way, six months to ayear down the road when,
hopefully, we continue to grow,this does not become a
conversation that ever has to behad again, where we're set up
for that.
So yeah, it's my favorite partof the CRM but, like I said,
it's the most challengingbecause if you don't have those

(27:44):
thoughts ready and those painpoints, it's very difficult to
know what it is that needs to becreated.
Of course, everyone kind ofgets this standard pipeline
layout.
Everybody who does a newinquiry, follow-up, automation
sequence has a pretty similarsetup right.

(28:05):
Each company is a littledifferent in their messaging and
what they want to say and theamount of touch points and the
frequency at which those hit,but they're completely different
.
Once you get past that point,

Cord Coch (28:20):
You're saying they're bringing in leads.
You know, we all know they'recoming from 3D builder ads,
whether it be Google ads orFacebook ads website lead forms
Website lead forms, however,those leads are coming in.
And then that initial contact,what we think of as that initial
contact, workflow automation.
But then, yeah, after that,point right, how are we

(28:41):
genuinely solving something forthem?
And it really is.
I mean, honestly, Shannon, youwould be great at just like
pulling these things out ofpeople.
Shannon, you would be great atpulling these things out of
people because it's like you'resaying, it's things that, unless
you really sit down and youanalyze how things went today or
how things went this week, andreally think through processes

(29:01):
which you know, especially onthe sales side of stuff, a lot
of salespeople are not wiredthat way.
That may.
That may be what makes themmost efficient, but most
salespeople are wired in a waythat is very relational.

Shed Geek (29:15):
Yep, they don't even realize their, what their
process is, even if they have it, you know when you're a
carpenter and you work on homesevery day, build houses, do
remodels, whatever it is thatyou do.
What is the one thing that alot of people say is lacking for
a carpenter?
You don't do your projects athome.

Cord Coch (29:34):
Oh yeah, yeah, If you're a mechanic, yeah.

Shed Geek (29:38):
You know, if you're a mechanic, what happens.
You fix everyone else'svehicles and your vehicles are
always in need of repair becauseyou know the things that need
to be done, but you also havethe talent to fix it when
something goes wrong.

Cord Coch (29:52):
Yeah, my dad has to just, I'm sorry, the carpenter
thing.
Just, my dad passed away in2015 and we had lived in our
home since 1998.
He, they were builders, they,uh, they had a 20 year run where
they built some of the nicesthomes in Massac County, Illinois
.
They started subdivisions, theyexcavated ponds, you know like

(30:17):
they started whole things rightBuilt houses, custom houses,
spec houses, did the whole thing.
We moved in in 1998.
When he passed away in 2015, hestill had just a light bulb,
did not have the ceiling fan upin his own bedroom, right like
the wire nuts were there andready.

(30:37):
You know what I mean and the,but he just had the socket with.
And you know, just like he,just like he just got done
painting the day that we movedin, you know, and so we have had
to become the carpenters andthe mechanics in our own like,
like company.

Shed Geek (30:56):
We have had to make those things happen for
ourselves that we're makinghappen for others, because we
you drop the ball oncommunication if you don't.
And we're trying to explain topeople how this will never
happen to them while having towork on our own uh design on the

(31:18):
inside of like who we are, why,like you're so busy spending
time doing all these CRMs foreveryone else, building out
their funnels, doing all thestuff, and then we're over here
killing ourselves going.
Oh man, an email got missed.

Wyatt Kirk (31:33):
I can't tell you how many times I've been in a
client's account or on the phonewith a salesperson just
brainstorming, you know, whatcan we do, what can we build?
And then I come acrosssomething and I think to myself,
oh, that'd be awesome if we hadthat you know, so it's but, but
you're exactly right and whyhaven't we done this for ourself

(31:55):
exactly?

Shed Geek (31:56):
we, you sit in judgment of yourself, almost and
you're just like why haven't Idone this?

Cord Coch (32:00):
yeah, why haven't I done this for us and Dylan I'm,
and he'll I'm sure he would wantto tell this in his own way,
but I'll tell you.
What we have done is we've wentand hired um CR, specialists,
right, why it now has a wholeteam around him.
And we went and hired thosepeople and said you do not get
to work on client stuff untilthe internal stuff is done.

(32:23):
Right, why it continues toserve our customers like he
always has and he does a greatjob of it.
Um, you know, and uh, he likehe continues to work on that.
But you know what winds uphappening is the carpenter has
to, has to hire a finish out guy, right, like the guy who built
the house frame the walls can't,can do everything.
Yeah, need somebody else tocome and put that ceiling fan up

(32:45):
.

Shed Geek (32:46):
Well, and there's nothing wrong with that right,
just do it.
It's relatable in this way insales I think I told you
yesterday what happens wheneverme and you and Wyatt are selling
sheds and I'm out selling youguys like a million dollars to
your 300 000, management comesand says, Shannon, I need you to

(33:07):
be a sales manager.
But nowhere in there does itsay I know how to manage people.
It means I know how to makesales.
And guess what the temptationis whenever I become a sales
manager?
To keep selling because it'swhat I'm good at, it's where
I've made my money and it's whatI like to do and sometimes
alienates your sales team.

(33:28):
Absolutely.

Cord Coch (33:28):
My goodness, if the sales manager is scooping up all
the best leads which you neveryou know, maybe they're the best
or maybe he's really good atsales but either way.

Shed Geek (33:37):
That's something that somebody else but you don't you
don't know that they're goodwith people right, and, and
that's why it's important to getpeople into their right place.
Let them shine where they areright, like, let them do and be
good at what they're whatthey're good at.
Don't try to force them to besomething else.
I think it's.
Is it the einstein quote thatyou know?
Uh, if an elephant is, is, uh,you know, trying to compare

(34:00):
himself to the monkey who climbsthe tree?
You know, you're, he's alwaysgoing to come up a failure.
I mean, we could get into astandardized education
conversation really quick.
You know why I?
I did terrible in school buthave done fairly good in
business, right, you know,because it was like well, that,
that, like that was my talent.
It just wasn't able to beexposed, you know, through the

(34:21):
standardization of things.
So, if we're not careful, youcan put people in a bubble, and
I think companies do this allthe time.

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Shed Geek (36:16):
That let me not even say technology, because it comes
with such a caveat.
The digital landscape existswhether you're in the shed
industry or not.
We do not get to select to beagnostic from the digital
landscape.
If we're going to be incommerce, it exists.

(36:37):
Customers have an expectation.
Not everyone shops the way youshop.
So, whenever you start doingthings, you've got to get out of
your head.
In the way that you do things.
If I go here, if I go to a carlot, this happens.
That's not what happens toeveryone.
That's your experience andthat's invaluable and that's
good data.

(36:57):
You're part of the sum, though,right, yeah, you know so, like
you have to get into thesein-depth conversations of like,
what is the experience of thecustomer?
And right now is we're in thisterribly unfortunate time where
you have to spend all this timebuilding up this nice, beautiful
brick and mortar location.

(37:18):
But you cannot ignore thedigital landscape, and I would
make the argument that going allin and none on the other is
maybe not the best practice.
Unfortunately.
You're going to have to perfectboth.
Right other is maybe not thebest practice.
Unfortunately, you're going tohave to perfect both right now

(37:39):
and maybe long term.
And the people who are doingthe digital side we talked about
a company earlier $10 million ayear in sales, no website, no
digital landscape Really hard toscale, guys.
Really hard to scale guys.
Yeah, really hard to scale.
You know it's just going to bedifficult.
I'm not going to go on recordto say impossible.

Cord Coch (37:58):
You're not going to get the marginal dollars that
your competition gets.

Shed Geek (38:01):
That's the thing.
Who's going totake market share.
That's the thing.
My question is who's going totake market share from you that
you don't even know is beingtaken?
It's why you see such wideranges on shed sales
professionals facebook page.
Who's seeing down year?
My year stinks.
It's terrible.
The next guy's?
I'm having the best year everI'm having the best year I've
ever had.

(38:22):
He's taking your customers

Cord Coch (38:24):
Well and it's, and at some point and in this industry
it's not that far down the roadyou know like we try, and you
know, get your scaffolding setup right, get that initial
digital presence, get that kindof data gathering retargeting
machine going right, and thenwhat happens is you wind up

(38:45):
competing on cost per right.
You wind up competing on costper click, cost per competing on
cost per click, cost perconversion, cost per sale right.
But then you're just makingdecisions.
If you're talking aboutcompetition, right, every single
dollar is not going to have thesame return, this, this initial
.
So, the dollars that get spentright after demographic.

(39:07):
We could, we could get into amillion yes, but the dollars
that you spend right after youhave built out this digital
framework are the biggestmarginal dollars that you can
spend.
Right, all of a sudden, yourcompany has five more ways of
bringing customers in the door.
Right, so it's this huge return.

(39:27):
But the ultimate thing is,where are the marginal dollars
going to go?
Right, so you know, we'llswitch industries to one of our
clients, that's non-shedindustry.
Just as an example right, wehave a customer who is in
plumbing.
Right, he's a Google guaranteedlicensed plumber.

(39:48):
Right, which allows you to runlocal service ads, LSAs.
Right, and so, in his case, hehas his weekly spend on local
service ads set to $5,600.
Now, google can't even spendthat amount of money in his
service area.
Right, he basically spends2,700 a month.

(40:09):
Right, but he said set myweekly at 5,600.
Why?
Because we have optimized hisdigital scaffolding to the point
that he knows that he ismarginally taking leads away
from his competition.
Right, so he's saying give methe maximum spend because I have
now scaled out this businessinto my local service area.

(40:32):
So, what's the?
What's the next thought?
His next thought is well, Ihave to go get to Lexington, I
have to go get to Louisville, Ihave to get to Bowling Green,
right, because I am now beatingmy competition in my local area.
You know, and he is, he isobviously those, those marginal
dollars at the end of that adspend, the ones that are maybe
not as good a quality leads, andyou may close them at a lower

(40:55):
rate, but the point is he isgetting them and so, like that's
the, that's where all industryis going, you know, and but
especially in the shed industry,if you're able to sit there and
just scoop up your geographic,you know basically your delivery
radius, you know you really areable to compete for those

(41:17):
marginal dollars in a way thatyour competition can't.

Shed Geek (41:21):
Closing those sales.
Wyatt, we get you the leads.
The biggest heartbreak for usover here is we can't sell the
shed for you.
I mean, I guess we could, butnow we have to get into a sales
force and we have to get intocreating something to where we

(41:42):
can, uh, aid.
You know our, our leads.
You know, like, do you standbehind your leads?
Yes, so much so that we'rethinking that maybe we need to
create a sales force.
So, it's like we're over heregoing gosh, if we're getting in
this deep, how deep do you getthis this?

(42:03):
I've been pulled into moreaccord, started a podcast.
I've been pulled into marketing.
I've been pulled into rent on.
I've been pulled into finance.
Uh, shed hub right, we saw thatas a natural course of action,
because what is it?
It's a lead generation tool.
Oh, it just happens to have thebest SEO out of anyone in the

(42:24):
industry.
I mean, they're competing withlows and Home Depot, right, like
so.
So, it's like, how do you getconversion tracking set up?
I mean, we need to talk aboutthat the next episode.
We need to talk about how, likethat.
You know, I talked to someonethe other day and they were like
, well, we don't want to put ourstuff on there.
We're helping you build it andI'm like bro it's building on.
It's at two million impressionslast month.

(42:45):
You know, I put a Facebook postout the other day said you want
to.
You want to understand how thatworks.
I, I have 2.8 000 impressionson shed geek.
Right, it's not optimized byany means, don't get me wrong,
but at 2.8 is 2 million 30 000clicks a person every 60 seconds
clicking on they're looking forsheds.
Your sheds are nowhere to befound.
The SEO value alone at 40 amonth, right for an entry level,

(43:09):
is beyond fair.
Like you could sell one shedbreak even.
You sold two, you made money.
You sold 10.
You know and that's you know.
That's just the subscriptionmodel and the way it works and
things like that.

Cord Coch (43:23):
I understand it's a monster lurking right under the
surface and Dylan, uh, and the,the web design team, the
conversion, the, what we thinkof as like marketing setup team,
uh, which is the one who dothese custom conversions.
And, uh, on big, big inventorywebsites like that, there's a

(43:43):
lot of custom coding in thebackground.
So this is a continuing project.
Obviously, we all.
We all know this, but for ourlisteners, I'm getting text
messages right now aboutprogress.

Shed Geek (43:54):
I'm literally getting WhatsApp updates as we sit here
.
This thing is a monster.

Cord Coch (44:00):
I mean, it's like those movies where you're,
whatever, you're going down theAmazon River and everything is
just so serene and there's ahundred foot boa, just like you
know, like this, the uh, aman-eating crocodile right
underneath the surface.
Like you know, these um is sopoised to be like a absolute

(44:24):
lead gen.
Yeah, just again, right, I meanwe're just talking about
grabbing from here and grabbingfrom there and making sure
you've got SEO.

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Cord Coch (46:16):
But you know, I think , and we had touched a little
bit on the sale itself, which,like you said, we can't, you
know, we don't do that yet atthis point right.
Like we're not literallyoffering that.
I think we offer a ton ofresources where people can go
and we can recommend.

(46:37):
We really like these guys.
They do a great job of training, but there's a certain at some
level, just like there is acertain sparseness of
craftsmanship or quality ofcarpenters right At some point
the talent pool of salespeoplejust in general whittles down

(47:01):
too.
But one thing that we can helpwith and this is something that
really and truly isunderutilized but once you have
that customer and the shed hasbeen delivered, maybe it's on
RTO and you need to have a goodrelationship with that customer,
right, you know?

(47:24):
Or you just want the review, orI saw on Shed Sales
Professionals the what was it?
$200 for a referral, that, whatwere you?
You posted something on therethat somebody that had done a
service for you was then sayingthat I suppose you get like a
referral fee or something likethat anyway.

(47:44):
But my point is, whatever thatidea turns into, um, we call
them post-sale success,automated workflows.
I mean we, we have way you knowmy goodness.
I mean, you know we're like waytoo, yeah, naming conventions
around here get a little longand then we wind up with
acronyms for things you know,but like, but maybe that's, uh,

(48:06):
something that white can touchon, because that's something
that we white and I are alwaysso ready when a customer asks,
we're like yes, now you'rethinking in the right direction.
Right, let's, let's take a saleand turn this into a person who
, who, goes and evangelizes howgood your sheds, your service,

(48:27):
um, your finance options.
Right, like, um go ahead.

Shed Geek (48:30):
The conversation just comes into the CRM at some
point.
Why the?
The thing is we try to lead bypeeling the, the, the, the onion
from the, the goal in threeyears backwards.
So, we start peeling off layers.
So like, is a CRM what you needinitially?

(48:52):
No, we can lead you into that,but like we would be remiss cord
to set you up for failure tonot tell you about the CRM when
we start running leads for you,build a really good website, get
some ad word, you know some adcontent out there, and then all
of a sudden you get all theseleads and you go.
Because we've had thisexperience, we have had this.

(49:13):
I'm sure confidence doesn'tsound very humble right now, so
please forgive me but we've hadpeople like say, you gotta turn
our leads off, like, you'regetting us too many leads,
you've got to turn them off.
We can't keep up with them.
And it's like well, that'sbecause you need a.
Sorry, Dylan was distracting meand I can't help but laugh
because I can't be serious in aserious situation.

(49:34):
You know, I've got to turn themoff.
I don't have a way to keep upwith this.
Well, if you had a CRM, youwould.
Well, what good is a CRM goingto do?
What's going to organize it?
Well, I don't have time to dothat.
Cool, let's do some automations.
That way you don't have toworry about that.
What's automation look like?
Well, I don't want to soundlike some robot.
Okay, so far from it I was.

(50:10):
It is continuing to get betterand better and better.
When they say, how do you dothat, that's when I always feel
like for whatever practicalsales purposes here please
forgive me for this, but thefish took the worm.
Okay, like if I were being atraditional sales guy that said
I just sold you.
It's ask well, how does it dothat?
Cool, now we can get somewhere,because now we're talking about
the process of how to make ithappen, as opposed to your doubt
that it can.

(50:30):
I've got to overcome the doubtfirst and then we can talk about
the actual process.
So, what does the process looklike?
Oh, I want.
I got 500 leads come in thismonth based off my ad budget and
I don't want to do a CRM yet.
But how can you show me that itcan help me?

(50:51):
Why?

Cord Coch (50:52):
and maybe even, and maybe even start at that, like,
whatever we want to call it,whatever we want to call it,
base model 2,500, duly, you knowwhat I mean.
Like, maybe it's not 500.
That's all I'm saying.
Right, maybe it's 150, right,maybe it is manageable.

(51:12):
But what is the piece ofequipment?
Right, what is that asset thatyou need to just do basic work?
And I think why it's reallygood at thinking through these,
like these cases.

Wyatt Kirk (51:26):
Yeah, and I think to you know, the CRM itself is
kind of an onion.
Like you, there are across allof our clients that have a CRM
account that we've built out.
As I said earlier, no two CRMslook the same and depending on
where you are at in yourbusiness is going to depend on
what type of CRM setup you need.

(51:48):
So, some people simply need aplace to view all of the leads.
We have some clients who havezero automation setup.
They have a sales team that isable to manage all the leads in
a quick and efficient manner.
Nothing is getting droppedthrough the cracks and their
pipeline at times is moreorganized and well kept up than

(52:12):
the ones who have automations,because they knew exactly what
they needed and that's what wecreated for them, whereas with
other situations you have commonsituations.

Cord Coch (52:24):
Yes, most people are not running like a well oil
machine like that correct.

Wyatt Kirk (52:28):
correct and part of that is you know, the as time
has went on, even accounts thatwe have onboarded and they've
been a client for, you know, saysix months now, their CRM today
looks completely different thanit did when it was set up six
months ago.
Our CRM that we just turned onand got set up for ourselves and

(52:50):
spent all this time buildingout, will look completely
different in six more monthsbecause those needs change and
that you know.
Just to go back to what I wassaying about the, it is a clean
slate.
That's the beauty of it,because you're able to grow into
that.
You're able to change it andadapt it to what it is that you
need at that time.
You know, for some customers,their initial lead capture

(53:16):
follow-up process is solid andthey you know I have learned so
many things from clients, justthem sharing with me what they
do.
So, for those clients, theyneed the post-sale automations,
right.
They need the small and back toterrible naming conventions
don't really have great ones forthis yet, but basically, I

(53:39):
always describe them asfunctionality workflows.
They need stuff to help themwith tasks.
They need that.
When this happens, thisautomatically takes place over
here and just those steps aloneis going to be what helps them
grow in their business, becausethis sector over here of initial
lead follow-up is alreadyrunning well.

(54:02):
Initial lead follow-up isalready running well.
So, it's very, very interestingjust to see the difference of
needs in businesses and at thesame time, while they're all
different on a much more focusedin level, they're all kind of
the same.
I was talking, I was on thephone with a client yesterday
and I had brought up to him justthe you know we were talking
about his dashboard and the KPIsand he's like well, I've never

(54:22):
really thought about KPIs for mybusiness.
It's like interesting, we'reactually thinking about KPIs for
our business, right.
And of course, those KPIs aregoing to look different, but at
the end of the day, we both havethat need of establishing what
those KPIs are to focus on.
So it's again they're alldifferent but at the same time

(54:43):
there's the you knowsimilarities.
This is why it's consultative.

Shed Geek (54:46):
Yeah, this is what I think people don't maybe
understand, as well,

Cord Coch (54:49):
we've learned from you, Shannon.

Shed Geek (54:50):
Yeah Well, and where did I learn?
I learned from, like, justliterally, like the Zig Ziglar,
right, like help others get whatthey want, so you can get what
you want.
So be servant-minded first,right, be servant-minded first.
Like how do I help you?
We know that when we producehelp, it produces money.

(55:11):
Money is what it takes for usto be in business, live, support
our family, all those goodthings, but let's try not to
lead with.
Let's get this account

Advertisement (55:33):
Oh no, Sam, what's going on?
Are you okay?
Yes, I'm fine, Lisa.
I was just trying to get ascrewdriver and all this other
stuff fell down.
I'm ready to go buy a shed sowe can have some space in this
garage again.
I agree, I keep looking at theshed Mr Jenkins bought.
Let's ask him where I got his.
Howdy neighbor, we're wonderinghow do you like your shed?

(55:56):
I love it.
It's exactly what I needed, andI couldn't have asked for a
better service.
And where did you get it?
Hmm, I can't remember, but letme check Something.
This nice will probably havethe builder's name on it
somewhere.
Hmm, no, I'm sorry, I can'tfind a name anywhere.
Well, we finally got a shed.

(56:26):
Yes, I just hope we're happy.
The thing is a lot more shoddythan I expected and I'm sure I
told them I wanted a window, butthey haven't even had it two

(56:48):
years, have we?
Barely.
It was just a bad deal all theway around.
Mr Jenkins told me the otherday that he likes his shed so
much he wants to get a secondone, but he still can't remember
where he got it your product isyour best advertising.
At identigrow, we providenameplates that ensure your
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(57:12):
For more information, visitidentigrow.
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Shed Geek (57:17):
right, let's try to lead with like where do we help?
Yeah, uh, and we have not only.
Not only where do we help, butlike what makes us unique,
specifically in marketing?
Um, have we had somecommunication woes?
Have we failed to answer anemail or a phone call?
Guys, we're not perfect.
Careful, you don't hold us tothe standard that you expect

(57:41):
your customers to hold you to.
Right, that's what I would sayto a couple of clients like
careful that you don't hold usto the standard that that you
wouldn't want to be held to byyour, by your own um, but it's
it.
It's consultative.
We didn't create a consultationcompany.
We became consultants by thevery nature of having to educate

(58:07):
, to sell.

Cord Coch (58:11):
We can't just come out and just sell.
And similarly to ourwillingness to give you the base
model, you know what I mean,willingness to give you the base
model, you know what I meanGive you that model that does
the job but is more budgetfriendly, or however.
We want to talk or think aboutthis in that same way, right,
like we're more than willing tolook if you're a company that

(58:33):
has not thought about the KPIs,that, not just that you are
thinking about.
You know, I think a lot of guyshave a number in their mind of
what they are thinking about,right, but if you haven't
thought through what, what are?
What does the guy who is onthat production line in that
production bay, what do theythink?

(58:54):
Right, what do they think themost important thing to track
during their day is?
Right, I mean, these are justvery subtle psychological things
, right, I mean, and sometimesyou're tracking things that are
fun to track because they leadto success, right?
If you just count how many timesthe phone rings at the
receptionist desk, that tellsyou something about how well

(59:16):
your radio ads are working orwhatever, right, you know, it's
not a direct correlation, but ithas this broader effect, you
know.
But.
But my point is is, like we canbe, we are willing to have that
first conversation and thinkthrough how big is your
operation.
You know how many people aretracking things for themselves

(59:36):
while you are then tracking thebroader, like we're willing to
have that first conversation andthen we're willing to be you
know 10 steps down broader, likewe're willing to have that
first conversation and thenwe're willing to be you know 10
steps down the road where we'reevaluating dealer locations,
right, where we're saying, hey,this is what our marketing
research says about the areasthat are 75 to 150 miles away

(59:58):
from your manufacturing plant,right?
We're willing to do that as welland get deep and say, well,
what kind of person do you want,right?
Have you thought about doingpersonality evaluations, right?
What is your process like whenyou evaluate these dealers?
Again, the professionalizationand me and you talk about this
all the time but theprofessionalization of this
industry, where all of thoseevaluative, strategic um gosh,

(01:00:22):
some of the best, some of thebest uh run companies that I see
right now are anabaptist ledwith EOS processes in place.
I mean, my goodness, you talkabout cooking with gas.
You know what I mean like likeyou, fully dialed you give some
people that just that, just havethe joy of work, the joy of

(01:00:44):
building, the joy of you knowgiving your best effort in
everything, and then you givethem a framework that says, man,
here is how you be the bestentrepreneur you possibly can be
.

Shed Geek (01:00:56):
Yeah, right I mean it's incredible.
I wrote down race to the bottomand we'll just sell you
something.
And the reason I wrote thatdown in that conversation that
you guys were having is we'realmost equivalent to the
conversation that you have outthere on Facebook right now that
I see on Shed SalesProfessionals Do you list your

(01:01:17):
price in the shed?
Do you list your price on thewebsite?
I don't want to get into toobig a theory here, you know, but
I understand the people who sayno, we don't list our price.
I mean cause, like if you askus about what our?
We're a line item company.
If you've ever seen our quotes,we explain to you everything
that we're doing, like you haveall of it in front of you.

(01:01:39):
And if you call us up and sayeverything that we're doing,
like you have all of it in frontof you.
And if you call us up and sayhow much for a website, that is
just the hard question to answer.
yeah, I'm not trying to bemysterious no I'm not trying to
not give you a prize, this isI've got some questions.

Cord Coch (01:01:55):
When you say what is the cost, yeah, well, yeah and
it's 10, you know 10 factorsthat take 20 to 30 minutes.
If we're doing a good job ofjust getting that and you know
we're not even talking aboutcontent and if should we?
Have a graphic or an animation.
We're just talking about how,how do you approach this?
You know shed, styles and thelevel of graphic design and like

(01:02:17):
we have to go through 20minutes of just sort of walking
through it just to give you aprice, a price.

Shed Geek (01:02:24):
It's not that we're trying to keep a price from you.
It's if we want to get into ourrace to the bottom and say,
guys, let's just run out thereand put three page websites uh
out there, this price and like,try to, you know, just get up
all the business that you can.
Possibly that that's the sameas like let's just get this shed
down to bare bones, let's sellthe cheapest price out and let's

(01:02:44):
win, because let's pound it inthe ground and let's race to the
bottom and whenever our shedsget down to 4500 and their sheds
get down to 43, let's get oursdown to 41, like let's, like
that's not what we're doing.
So, I'm not trying to get intoa philosophy of pricing and
non-pricing, but I havequestions.
What?
How much business do you do?
Because I need to understandhow big of a project is this

(01:03:10):
going to be?
How many shed styles do youhave?
You know, like me, like I don'tcare really about how much like
net you do I need to know doyou have 300 dealers, 20 dealers
, no dealers?
Like, what's the strategy if Ijust give you a price?
Yeah, man, I'm doing me and youa really bad disservice right

(01:03:31):
now to just be like oh well,who's the other guy, what's his
price?

Cord Coch (01:03:34):
we'll beat it you know, no, like what's this?
What's the strategy?
Right, because they.
Because, if you're talkingabout strategic implementation,
there's a case that can be madefor siloing, right, siloing
ultra-price-sensitive customers,and again, taking those leads

(01:03:56):
and, like Wyatt, would be anexpert in this right.
How do we target first of all,right, how do we get down to
that granular targeting?
And how do we start to demarkin your market where,
effectively, the income levelit's not just income, some of it
is discretionary, you know itturns into a little bit of a

(01:04:16):
moving target.
But where is the line where weneed to try and silo off a
certain type of customer right?
And if the strategy says, lookI, if you're to the point, right
, if you're to the point whereyou have the 2500, maybe, hey,
maybe you splurged right maybeyou have a 3500 or 4500, 6500,

(01:04:37):
right, like you've goteverything and you've got the
King Ranch seats, baby Lookinggood, you know what I mean.
Like, if you have all this stuffand you say you know what I
want to make sure that I'mwinning on those marginal leads
that are coming in for ultraprice sensitive customers that
probably wind up being RTOcustomers, right, like there is

(01:04:57):
certainly a strategy that sayshow can you do that?
Right.
But if it's not consultative,if you're not thinking like we
think, if you're not, if you'renot saying how can I silo that
customer and put them into a, auh, you know a workflow and even
a funnel flow, right, thatkeeps them in that messaging and

(01:05:18):
then works them all the waythrough and then tells your
sales people when it lands infront of them, hey, here's a
little tag right or here's alittle demarcation that says
this is a customer that is veryprice sensitive.
they came through one of ourflows that is made to silo off
ultra price sensitive customersnow, that's a strategy
implementation right, but justseeing it and then saying, my

(01:05:41):
goodness, somebody is selling ashed for a hundred dollars
cheaper than me and moving yourprice down 101 or whatever
that's, that's not strategy.

Shed Geek (01:05:50):
Call and say I need a website?
Heard, you guys do websites.
How much a website cost?
Like?
You're going to be met with abarrage of questions.
We're going to be consultativebecause it's better for you and
us to ask questions.
Could you imagine we say I havea two thousand bucks, I'll give
you a website.
And then they're like cool, weneed 30 pages, we need this,
that and like.
And then you say, well, youknow that's, that's not going to

(01:06:14):
work, you know.
Then, all of a sudden, they'relike well, you said you're like
well, that's why I don't giveyou a price.
I need to know more information.
I've got to ask more questions.
You know, like I, you know what, what do you?
What do you want to do?
You got a 3d configurator?
No, I don't.
You know what I mean.
Like, why don't you?
What about some call to actions?
What about series involving thefolks over at Shed Geek
Marketing?

(01:06:46):
Certainly appreciate you guystaking the time to listen to
this whole mini-series and Ihope you're getting a lot of
valuable content out of it.
Be sure to tune in next weekfor part three.

Outro (01:06:57):
Thanks again, ShedPro, for being the Shed Geeks studio
sponsor for 2025, if you needany more information about ShedP
ro or about Shed Geek, justreach out.
You can reach us by email atinfo@ shed geek.
com, or just go to our website,www.
shedgeek.
com and submit a form with yourinformation and we'll be in

(01:07:20):
contact right away.
Thank you again for listening,as always, to today's episode of
the shed geek podcast.
Thank you, and have a blessedday.