May 19, 2025 • 60 mins
What separates truly successful shed dealers from those who merely survive? The Steel Kings podcast answers this question as host Jared Ledford welcomes Sheds Direct's JW Rucker and Marc Church for a motivational deep dive into winning strategies for 2025 in the portable building industry.
The conversation kicks off with a powerful framework for success that goes beyond wishful thinking. Marc emphasizes that winning in today's market requires three essential elements: defining what success means specifically for you, creating detailed action steps to reach those goals, and consistent daily execution. JW builds on this by sharing how implementing daily targets transformed his business approach – posting a specific number of marketplace ads daily, making follow-up calls to a set number of leads, and maintaining consistent social media presence.
Perhaps the most eye-opening segment reveals startling statistics about customer follow-up. While 80% of sales require five or more follow-up contacts, nearly half of salespeople never make even a single follow-up attempt. The experts share their proven approach to nurturing leads through relationship-based follow-ups rather than high-pressure tactics. "It's not about asking if they're ready to buy today," Jared explains. "It's about remembering their kid's baseball game and genuinely connecting."
The conversation shifts to a candid discussion about product focus versus diversification. Using real-world examples from their experience, the team explains why many shed dealers waste valuable resources on low-volume specialty products when focusing on core offerings would yield substantially better returns. As JW puts it, "You're going to sell ten barns for every chicken coop," making the case for mastering your primary revenue generators.
Whether you're struggling with sales performance, considering new product lines, or searching for the right manufacturing partner, this episode delivers actionable insights to transform your approach. The passionate conversation culminates with JW's powerful reminder: "I can't want it more than you" – a challenge to bring your fullest commitment to your business every single day.
Want to connect with industry leaders who understand your challenges? Reach out to Marc (marc@shedsdirectinc.com) or JW (jw@shedsdirectinc.com) to explore partnership opportunities or simply make a new connection in the shed community.
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 info@shedgeek.com.
This episodes Sponsors:
Studio Sponsor: J Money LLC
Shed Geek Marketing
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Jared (00:31):
Hey guys, what's up?
It's Jared with the Steel Kingspodcast and we are back for
another episode with you guys.
We are going to continue ourconversation with the guys over
at Sheds Direct and I'm going tobring them back in the studio
here in a minute.
I am back this week again foranother episode.
Eric is still with the polebarn team because we are just
continuing the same conversationthat we just had.
(00:52):
But I wanted to touch base withyou guys and give a quick shout
out to our guys over at J Money.
Joel, katie and the whole teamcan help you out with anything
financing related for homeimprovement projects.
If you're a contractor, if youare a metal building dealer, a
shed dealer, if you're amanufacturer, give these guys a
call.
They can help you out.
If you are struggling withcustomers on payment plans, if
(01:13):
you are dabbling in RTO, if youwant some traditional, unsecured
, straightforward financing,these are the guys.
They've got plans starting withno upfront costs.
Give them a call.
They can help you finance thesebuildings, help you finance
those projects and get you onthe right track to success.
Also want to give a shout outto our podfather, the guys over
(01:35):
at Shed Geek Podcast.
Shannon is absolutely killingit.
We're all over the place rightnow the guys over at Shed Geek,
the guys here at Steel Kings Ican tell you super excited about
what we've got, looking forwardfor the rest of the year, but
right now it is the busy season.
So if you are sitting back andyou are struggling, give us a
(01:56):
listen.
Check out Shannon on Wednesdaysand looking forward to seeing
you there.
The guys over at Shed GeekMarketing as well.
Check out Dylan and his team.
If you are and I say strugglingright.
But if you want to take thenext step, right, let's say
you're a little bit moresuccessful.
Let's say you've had a reallygood start to your year.
You want to ramp up yourFacebook, ramp up your Google,
(02:18):
ramp up your online presence?
These guys do it all, from SEOto Google to Facebook, to
anything you want to do in themarketing space.
You need graphics, you need alogo.
Check out the guys over at shedgeek marketing, without further
ado.
You guys saw him last week.
You're gonna see him again thisweek.
We had such a good conversation.
We talked about industry trends.
(02:39):
We talked about the pricequality, price quality, service
triangle.
We talked about the race to thebottom.
We're going to be a little bitmore upbeat this week.
We're going to talk about allkinds of stuff.
We're going to get into it.
We're going to motivate youguys to have the best 2025
you've ever had.
Well, I guess you've never hada 2025, right, but the best year
(02:59):
you've ever had yet.
So I'm going to bring theseguys back in.
JW and Marc, the guys from ShedDirect, are still here with us.
What's up, fellas?
How's it going?
Marc (03:10):
What's up, Jared?
How are you?
Jared (03:11):
today, buddy, I'm good.
I'm just as good as when wewere recording a little bit ago,
but I always like to peekbehind.
I always like to peek behindthe curtain because these guys
will hear this episode a weeklater from our first episode.
So, you guys, we were comingoff the easter, we talked about
good Friday, we talked aboutbeing good stewards in your
community.
(03:32):
I've got these guys back foranother half an hour or 35
minutes of time.
I want to jump right into it.
I don't want to waste any time.
Yeah, we picked up and we leftoff at the race to the bottom.
We were kind of coming down alittle bit talking about some of
the things that are theindustry struggling with.
I want to talk about how we winin 2025.
(03:53):
Right, how do we win as acollaborative community?
And I know you guys are here tosay you know Sheds Direct is a
great product, it's a greatcompany and we know that.
We rep that.
But how do we win in 2025,right, how does Sheds Direct do
that?
Because I'm sure there's ShedsDirect dealers listening how do
(04:14):
we do that as a whole?
Right, what do you guys got?
Marc (04:18):
Well, JW, I'll jump in here.
So, number one listen.
If there's any time to beexcited about the shed industry,
it is 2025.
But this is not going to belike COVID, right?
I tell people all the time if Iknew how easy it was to make
money during COVID, I would haveslept till 10 o'clock every day
and fished every afternoon bytwo.
(04:39):
Right, that's what I would havedone.
But in 2025, I would be superexcited about the shed industry,
but there is going to be somethings that you're going to need
to to really focus on.
Number one you need to wake upevery day ready to go.
Listen, this is like my thirdcup today.
Right, this is my third cup andit won't be my last, bro.
(05:01):
It won't be my last, like Iwill be.
You know pots of coffee all daylong.
Now, I'm a huge coffee drinker,coffee connoisseur.
But, number one, you need to beexcited about what lies ahead
and the ability to financially,you know, make a tremendous
amount of money in 2025, goinginto 2026, number one.
(05:23):
Number two you need to be, youneed to have a game plan.
So what we do with all of ourdealers is, number one we set
that goal.
What do you want to be, what doyou want to sell?
For you to be happy, for yourfamily to be happy, for you guys
(05:44):
, for you to be excited.
What is that goal?
What does that look like?
Okay, number one, so you needto set the bar.
Where are you going to be atRight?
Number two how am I going toget there?
And then you need to createaction steps on how I'm going to
get there.
How many posts am I going tomake a day?
Okay, how many posts am I goingto make a day?
(06:07):
Okay, how many?
How?
When am I going to follow upwith all my leads?
And when I follow up with myleads, how many points of
contact am I going to follow upwith them on Right, and so you
know.
I think that there is numberone what is success for me?
Some of the dealers on thiscall it might be hey, I'm only
going to sell 400 grand worth ofsheds.
Or 500 grand worth of sheds,hey, that's fine.
(06:28):
Some of the dealers on thiscall might say I need to sell 2
million.
What is success to you?
Number one?
Number two how are you going toget there?
Action steps.
And number three implementation.
Every day I tell people all thetime that man listen.
I talk to people about sheds.
I want to meet shed friendsevery day.
(06:50):
I'll buy you lunch, I'll buyyou breakfast.
I'll have a cup of coffee withyou.
The stronger and blacker thecoffee is, the better I like it.
So if you got any know anycoffee shops that will light
your fire, man, call me up.
I'll meet you there.
We'll talk sheds and make a cupof coffee right, but really
those are the three steps.
What makes me successful,action points on how I'm going
(07:13):
to get there and man I'm goingto execute every day to be
successful and hit my goal.
Those are the things that SDIis doing every day and really
talking to our dealers aboutsupporting them and helping them
be the best dealer they can be.
That's really our focus everyday.
JW (07:30):
Yeah, let me piggyback on that really quick.
I think one of the biggestthings that I started
implementing in my life in 2024that really changed my life both
personally, both at ministryand then also professionally at
SDI was really focusing on adaily goal.
You hear some of the best.
You hear the Andy Elliotts andsome of these guys talk about
(07:50):
setting daily goals.
I've heard that for years, butI didn't actually start doing it
until last summer and I justwant to encourage anybody
listening if you have a salesgoal, right, you need to, as
Marc said, break that down andhow do you get to that sales
goal, but then make sure you'redoing it daily.
So, is it?
I'm posting 10 marketplaceposts today, is it?
I'm posting one post on mybusiness Facebook page every day
(08:12):
, is it?
I'm creating an ad campaign ora boosted post every day, is it?
I'm adding a page to my websiteevery day, right, is it?
I'm calling 10 old leads everyday?
Right, like, set the daily goals, because the daily goals are
what's going to change.
If you hit your daily goalseven days in a row and then you
(08:33):
hit that for five weeks in arow, I promise you you're going
to be selling buildings andyou're going to be reaching.
Whatever your, your annual oryour monthly goals are, you will
100%.
And if you're not, then youknow that's probably just
because maybe you, you know,from a sales perspective, maybe
you need to work on your salespitch or something like that.
So then set another daily goalof listen to a sales podcast or
(08:54):
go to a sales training class.
Right, figure out wherever yourgaps are and fill them with not
annual goals, not monthly goals.
Fill them with daily goals.
Like, if you want to do ahundred grand this month in
sheds, you can't just put thaton a whiteboard and expect to do
it.
What are you going to do everyday, five or six or seven days a
week, to get to that hundredgrand?
Marc (09:14):
So I just 100% that Aim small, miss small is what we say
, right?
So if we're shooting our target, we're aiming super small.
If I miss, I'm probably goingto miss small.
If I have those daily goalsevery day and I break them down
daily.
Okay, If my daily goal is tosell one building a day, or
let's say, or maybe I'm going topost 10 Facebook posts a day
(09:40):
and I only get to eight, hey,that's still eight Facebook
posts, right?
The issue is we say I'm goingto make 50 Facebook posts a week
and we only do 10.
That gap becomes really big.
So we got to hit those dailytargets.
Aim small, miss small.
Jared (09:59):
I think, from a personal perspective, right to jump on
what you guys are saying manageyour time or your time will
manage.
Perspective, right To jump onwhat you guys are saying manage
your time or your time willmanage you, right.
So, like for me and Dub and Iused to talk about this all the
time and for me, managing evendown to the hours that you work
each day.
So I think a lot of people inthis industry, specifically you
(10:21):
might be an independentcontractor working on a small
lot with 15, you know, 15 woodsheds and a couple of metal
buildings or whatever, and youfind yourself getting into these
bad habits and I talk to otherdealers all the time like I'm
working so hard, I'm doing allthis work and I'm not you know,
I'm not getting the benefits ofthe sales.
(10:41):
How many hours did you put inyesterday?
Well, I was at the lot for fivehours.
Okay, put in an eight hour daylike.
Start with the most basicconcepts of what works for you,
right?
So let's start off with we'rein a very unique industry.
A lot of people areself-motivated, they're maybe
(11:03):
independent owners, they dotheir own thing.
Let's start off with the veryfirst thing.
What do you have to do to besuccessful.
You have to show up.
If you don't show up, I can'thelp you from there.
Now, if you're spending 10, 12hours a day at your shed lot and
you're still struggling, that'swhen we can start breaking down
individual hours that you'rethere.
(11:24):
Okay, you 9 am.
What'd you do at 9 am?
Did you go outside and makesure your lot was put together?
Did you go outside and makesure you weren't missing
anything?
Did you come back inside andstart calling old leads?
Did you come back inside andstart posting on marketplace?
Did you put together an adcampaign?
What did you do?
And I look at that from myperspective.
I, you know I have a crew ofpeople in here that sell metal
(11:45):
buildings.
They take leads as much as Ican present them with leads.
But a lot of times I get posedthe question of you know I
didn't get enough leads today orhaven't gotten enough leads, or
you know I'm not selling enoughbuildings.
And then the first thing Ialways look at is your time
sheet.
You know I run a very, verylaid back kind of sales
(12:05):
environment here.
I've been a sales manager forthe last gosh between GameStop
and Honda and everything I'vedone.
Probably the last 15 years I'vebeen managing folks and what I
can tell you is from a personnelperspective I've never had more
success than when I have beenloose on the reins.
(12:26):
But a lot of the times, ifyou're a player's coach, you
can't get the most out of yourplayers and every once in a
while you got to be a little bitharder on them.
You guys know that becauseyou're.
You know Marc's a baseball guy,he's a baseball coach.
JW is a football guy.
He's a football coach guy, he'sa football coach.
(12:48):
They both played.
I played too, and more oftenthan not I get more out of that
strong assertive.
The Gordon Ramsey right.
I always look at Gordon Ramseyas like the guy I want to try to
be like more often than not.
I know that sounds crazy,because Gordon Ramsey is a
little bit crazy, but GordonRamsey can go behind the scenes
and build somebody up and bereally soothing, and but when
he's in the kitchen man, he's upfront.
(13:09):
At that, at that pass, he isabsolutely laser focused on
what's going on and he is notgoing to accept anything less
than the absolute best all thetime.
And you have to set thatexpectation for yourself and
that's what I really like aboutworking with the two of you is I
don't have to struggle with myteammates.
You have to run with people whowant to run at the same speed
(13:33):
that you run at.
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Jared (15:18):
If you are running faster than your manufacturer or
faster than your partner, you'restruggling.
I can tell you right now youare absolutely struggling
because if you are full speedahead all the time, like Marc or
JW, and you're running withguys that are slower than you,
you don't want to have to pickthem up and stop what you're
doing to get behind and go backand pick them up.
(15:39):
You want to keep doing exactlywhat it is that's making you
successful, and you two guysprobably are two of the most
motivated people I know Period.
I know you guys run hard allthe time and I can't keep up
with you, frankly.
I mean, you know Dub and I weretalking about it yesterday
Actually, we were getting readyfor the call and he stopped by
(16:03):
for a bit and you know I've beenstruggling.
Right, I'm going to be honestwith you.
I've got a lot going on.
I've got podcasts, we're doingpole barns, we're doing metal
buildings, we're doing woodsheds.
I've got a team full of peoplethat need me.
I've got, you know, kids allover the place and I can tell
you right now I'm busy, busierthan a one-armed man in a
(16:24):
wallpaper factory.
If you are sitting back andyou're thinking like me, drop me
an email.
I need somebody to talk to, tobe honest with you.
But I can tell you I needed tohear what he had to say
yesterday because it made mefeel good.
We haven't been selling wherewe need to sell.
Now we're successful, don't getme wrong, but I have a payroll
to meet.
I've got the stress and burdensof a business to run right and
(16:49):
at this point I needed thatfriend to step up and say, hey,
this is what you should do, man,this is what's working for SDI
right now.
Advertise this way, and it wasgood to hear that feedback.
And what I'm telling you islean on the friends, lean on the
shoulders of your businesspartners, whoever that might be,
and take that next step,because what Marc said is
(17:12):
absolutely right Managing yourtime, setting that goal, action
items all the time.
You know, JW is the very bestI've ever seen.
He keeps this meticulous, color, color, coded planner with him
all the there.
You go all the time and it'sconstantly with action items and
(17:33):
if it's not done that day, it'smoved over to the next day and
it'll be that way every dayuntil it's done.
And I can tell you if we canlearn one thing today set those
action items.
I want to talk to you guys alittle bit about products.
Right, this industry is overrunwith products.
So, obviously, from myperspective as a dealer, we
(17:57):
primarily sell metal buildings.
Woodshed is our second, we'restarting to get into pole barns,
we're starting to get intoother avenues, but right now for
us it's metal buildings andit's wood sheds 1a, 1b,
depending on the day, and but Iwant to talk to you guys about
there's guys out there sellingplay sets.
There's guys out there sellinghunting blinds.
(18:17):
There's guys out there sellingcustom made gazebos and all
these, whatever it is.
I mean, you've seen them,you've seen these lots that look
like a circus, and I'm notsaying that that can't work.
I'm just saying you might wantto find something that works and
really jump in hard with whatworks.
Right, think about how manytimes you sold a play set last
(18:38):
year.
Think about how many times yousold a hunting blind.
All right, if you're a shed lot, focus on sheds, but talk to me
about what you guys do.
Just tell me a little bit aboutit.
Marc (18:50):
Yeah, man, and hey, going back to that last statement
about time, I'll say this thismorning.
So we as a sales team at SDI,we have this group chat right
and we're constantly textingeach other hey, where are you at
today?
How much have you sold?
You know, JW had a record dayon Tuesday, so I'm like dude,
that's awesome.
Like you know, let's get crazyanyway.
(19:11):
And so this morning it was like54545 and I was kind of, I was,
I was awake and I was about toget up on, my phone goes off and
it was JW and he had a textthread with me you and Jared and
I was like oh, JW is not goingto be the first one that texts
me this morning, so I think Itext back.
I didn't even need to text back, but I think I text back.
I got it, or something likethat, because I wanted JW to
(19:33):
know.
Oh, I got it, or something likethat, cause I wanted JW to know
oh, I'm up too, buddy, it mightbe 545, but I'm up too.
Jared (19:39):
You know what I'm saying?
I was not up.
I was not up.
Just to clear that right up, Iwas not up.
Marc (19:47):
All right, I was up late last night and I was not up, so
Listen max effort, positiveattitude that's that's what we
we we talk about two things.
We can control Max effort,positive attitude that's what we
talk about.
Two things we can control myaccept or positive attitude.
But no, when it comes to productsystems.
If you like, in the Sheds Directworld, the history of SDI,
we've had some crazy thoughts.
Like we've had crazy thoughts.
(20:08):
Like I remember, man, I'd onlybeen in the business like four
months and I was driving mywife's families from Raleigh, we
were coming back, it was aroundThanksgiving and man, my
founder, calls me at like 1145at night.
I just happened to be on theroad driving Right, and he's
like I've got a crazy idea.
I want to run this by you.
(20:29):
And I'm like, like it's 1145,like on the Saturday of
Thanksgiving, Like what you knowwhat I'm saying.
And so we've had some crazyideas.
And, man, listen, we've had.
I mean I can't even get intoall the craziness we've had and
the crazy things we've done thatwe thought would be successful.
(20:49):
Here's an example A few yearsago we said you know what?
We're going to take our valueline and we're going to start
encompassing some metal intothat value line Right, and we'll
have the Eagle Series wood andmetal.
And so one of the things we didwas we had the shop, it was
already, it was already slammingEagle Barns, Eagle Sheds on the
value line and we tried toencompass metal into that.
(21:12):
And we quickly realized wait aminute, our shop's not set up to
build wood and metal, right,it's taken us twice as long.
It's costing us twice theamount of money.
We need to take a step back anddo what we do best.
When I first came on board, SDISsold play sets and I've got a
(21:34):
whole book it's right here ofall the play sets and I've got a
whole book it's right here ofall the play sets that we used.
And so I was a huge advocate ofplay sets in the beginning.
Man, we got to sell play setsand at the end of the first year
I said, man, let me have somedata.
I need to know all thesemassive amounts of play sets we
sold, and it was like 25, 20, 15throughout the entire dealer
(21:57):
network.
I'm like, wait a minute,timeout, that's so much more
money I could tie up in woodbuilds.
We've, you know, play setsblunt and blinds.
You know, when it comes to evenoptions, you know we get a lot
of requests for crazy options,whether it's, you know, some
type of crazy looking porch,crazy looking dormers, transoms,
(22:17):
whatever it may be.
It's like the Hardy Board.
Look, I get phone calls once amonth.
We need to start offering HardyBoard.
We want to offer Hardy Board.
Do you know how many peopleHardy Board's crazy expensive?
Very few people are going tolook at an LP shed and look at a
(22:37):
hardy board shed and say I willspend the additional funds on
this hardy board just because Iwant to.
And so we are trying.
Really we see a lot of builders,man, that they are trying to
get in this mindset of, hey,we're going to dabble here,
we're going to dabble there andwe're going to dabble over here,
and really they never perfectthe quality of the shed, they
(23:02):
never perfect the price point,they never perfect the
technology that goes intoservicing the dealer and the
customer.
And so it becomes this I can'tremember what is the statement.
I can't remember what is thestatement.
Something of many, master ofnone.
I can't remember that statementthere.
(23:26):
But what we're trying to do withSDI is we're trying to build
the best building in theindustry and really set
ourselves apart and really focuson what we do best.
And so, at the end of the day,when you pull your data on how
many hunting bonds you soldprobably not that many.
When you pull your data on howmany play sets you sold probably
not that many.
When you pull your data on howmany hardy board buildings you
(23:46):
sold man, probably not that many.
Really focus from not just adealer standpoint, also from a
manufacturing standpoint.
Focus on what's going to makeyou the most money, what you
love the most, and be the bestat it.
I think I'll piggyback off that.
JW (24:05):
I think even outside of we're talking about some things
that are maybe out of a shedmanufacturing realm.
We pride ourselves at SDI onhaving a wide product offering.
We offer various specialtyunits and things like that.
But it's to the right extentbecause, as Marc said, think
about it from the base level ofa production aspect.
It's going to take a team ofguys that can pump out five
(24:29):
10-by-16 All-American barns inone day.
It's going to take that team ofguys a lot longer to pump out
five playhouses or five dogkennels or five chicken coops,
even if they're smaller.
Why?
Because they're used tobuilding barns.
Why are they used to buildingbarns?
Because we sell more barns.
Think about it from a dealerperspective.
If I stocked a dealer lot with10 all-American barns and one
(24:53):
chicken coop and one dog kenneland one playhouse, they're
probably going to sell a lot ofbarns and they're going to sell
a couple chicken coopsplayhouses.
If I stock them with one barnand 10 chicken coops, their
sales are probably going tosuffer.
They might sell some chickencoops I'm sure they would but
it's not going to be at the ratethat they would sell barns.
So really it's give and takeand I think the biggest thing is
(25:14):
whether it's a product allwithin the shed, the same
umbrella, or whether it'strampolines, basketball hoops,
play sets, that kind of stuff.
You really have to weigh thecost.
Dealers today think, well, it'sa consignment model, it's free
for me, let me get them on mylot and I'll do it.
But what they're not takinginto account is there's an
(25:34):
opportunity cost to everythingthat you do, right, and if I'm
going to put five trampolines onmy lot and I'm going to spend
time learning the product,learning how to sell the product
, advertising the product andheaven forbid spending money to
advertise the product, Iprobably and I'm not saying this
for every there might be adealer on here that sells
(25:57):
trampolines, I'm not sure, butyou're probably with all that
same effort.
If you threw that to sheds ormetal buildings or whatever, if
you put all that same effort andthose same resources to selling
one product, you would probablymake a lot more money.
And I think that's where it's.
A fine line is.
I'm all for having variety.
We do it at SDI.
I'm all for selling metalbuildings and sheds.
(26:18):
Because they pair so welltogether.
You're going to sell both tothe same customer.
Sometimes I did that at leastsix or seven times Sold one of
each to a customer when I was adealer and those pair together.
But you always have to weighthe opportunity costs of if I'm
going to push this product.
Is it going to make me enoughmoney?
If the answer is it's moreprofitable than the other
(26:39):
product, that's great.
But also can I sell the samequantity?
Right?
If it's more profitable peritem, that doesn't necessarily
mean I need to dump all myresources into it, because I
might be able to sell 10 ofthese for every one of these.
You know you're going to sell10 barns for every chicken coop
you sell.
You, for every chicken coop yousell, you're going to sell 10
barns for every trampoline yousell.
You know what I mean.
So I just wanted to lend thatfeedback.
Jared (27:00):
I think one thing that we didn't talk about.
This is a very good opportunity.
So the phrase you were lookingfor, marc, is jack of all trades
, master of none.
That's it.
Mastery of something comes withdisciplined effort over time.
Yeah, learning every daysomething else and I talk about
it a lot.
I want to learn something newevery day that I can apply and
(27:23):
be better with tomorrow.
Right, we've talked about thaton the podcast a lot.
I think that the only logicaloption for a shed dealer is
metal buildings.
Period the end, I don't thinkhunting blinds, trampolines,
play sets, whatever it is.
There's one thing you have tolook at when you're running a
(27:44):
business, in my opinion.
That's selling portablebuildings, things like that
margins.
You have to understand it fromtop to bottom.
You have to understand what youmake.
You have to understand what youmake on every single thing that
you sell.
That way you can laser focus,like Marc was telling you guys a
little bit about the Eagleseries, which is a value line of
sheds that sheds direct sells.
(28:04):
Well, yeah, I advertise that mysheds start at $29.99 or I think
it's just over $3,000.
That's our starting point.
I advertise that all the time,but I am definitely not trying
to sell a $3,000 shed, I'mtrying to sell a $7,500 shed.
I want to get them in the doorand then I want to talk to them
about 16 inch wall stud spacing.
(28:26):
I want to talk to them about 16inch rafter spacing.
I want to talk about OSBsheeting in the roof.
I want to talk about all of thebenefits that come along with
buying the Cadillac right,because I sold the Kia.
I know, because I'm a master atwhat I do.
I can talk about that from apoint of immense authority.
JW and I used to talk aboutthis all the time.
(28:49):
Speaking from a place ofauthority will qualify you with
a customer.
That's the best way to qualifyyourself.
If you know to which you speak,customer will buy from you all
the time.
We get it all the time.
I'm going to use this as theopportunity, the call to action.
I get more customers come to meand buy a building or somebody
(29:09):
on my team from somebody elsethat didn't pick the phone up,
somebody that didn't answertheir Facebook messenger.
We get that all the time.
I am so desperate for your help.
I have called five other peopleand now you're the only one
who's answered.
We do that all the time.
If you're not answering yourphone and answering your
Facebook messenger, my, my bestadvice is find something else to
(29:32):
do.
That's my, that's the truth ofit.
Don't waste.
Waste anyone's time, especiallyyour customers.
That is the absolute truth.
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Marc (31:09):
Yeah, I would say this there's two things I'm very bad
at.
Really, let me take that back.
There's one thing I'm reallybad at If you want me to fix a
vehicle, do anything aboutmechanic work.
Listen, I'll be the guy thattakes it out and puts it back
and there'll be like half theparts still on the ground and
I'm like what just happened?
Right, I know nothing aboutmechanicing.
(31:31):
Okay, I know nothing about anyof that.
I had a diesel truck one timethat actually filled up gasoline
the entire tank full ofgasoline in Ohio on work time.
That's a whole other crazy shedstory we could get into later
on, but here's what I would sayabout that.
I know a guy that is an expertmechanic, right, he's a master
(31:53):
mechanic, and he is what Iconsider a trusted advisor.
Okay, listen, my wife had aquestion for me about a vehicle
yesterday.
She said hey, this is, this isgoing on with the vehicle.
She's going to be travelingnext week.
What do you think I should do?
Hey, what'd I tell her?
Call him, call, call Todd, callTodd, call Todd, right, and so
you know, with that being said,in the shed pit, in the shed
(32:15):
industry, customers are lookingfor a trusted advisor, someone
that knows what the qualityproduct is, someone that can
communicate when they come onthe lot and say, hey, my son is
coming home from college and Ineed to store his valuable
product in a very safe place.
(32:42):
Well, Mr.
Customer, your son coming homefrom college is kind of a major
transition.
I wouldn't suggest the cheapestbuilding we have.
We want to put a qualityproduct in play that is going to
make sure that your stuff istaken care of and that brings
value to your home.
Mr.
Customer, they're looking for atrusted advisor.
(33:02):
They want you to talk to themabout two by sixes in the floor,
16 inch on center hurricaneties 16 inches in the roof, or
maybe your product is 24 inchesin the roof, whatever it is.
They want you to talk about 50year floor.
They want you to talk about allthe LP and the product in
general, the building.
They are looking for a trustedadvisor.
I tell people all the time manlisten.
When I come on a competitiveshed lot, first thing I want to
(33:25):
know is that dealer coming outof that office?
Right, is that dealer comingout of that office?
Now they don't have to come upto my car and talk to me, but
are they coming out of thatoffice to create a presence?
But yeah, customers are lookingfor a trusted advisor when it
comes to purchasing that qualityshed.
They're looking for.
Jared (33:47):
I want to give some stats real quick.
This is from a company calledPeak Sales Recruiting and I just
do general research.
I saved this to talk about.
I'm glad you brought this up.
There's a couple of things andthis is specifically related to
follow-ups so I want to talkabout we're transitioning more
to really educating ourcustomers, really taking the
(34:09):
next level as a dealer, becausethe manufacturer is motivating
me too, because the team atSheds Direct is good.
It makes me want to strive tobe at their level.
I can't run as fast as you, butI can sure try that kind of a
thing.
That's where I'm at only 3% ofyour market's actively buying at
(34:30):
any given time, and this isacross the board.
3% of customers are in activebuying mode.
Okay, that's just a statisticacross the board in any market.
So the market for customers isan endless blue ocean.
If you think you're busy rightnow, you haven't even struck it
yet.
48% of salespeople never evenmake a single follow-up attempt
(34:53):
after a cold call 48.
So if you've got a lead andyou've got a call, you 48 of you
so almost half say nope, onecall was good enough, they
didn't answer the phone, I'mdone with it.
44 of sales people give upafter only one follow-up call.
So now you're taking this 52and 52, 44 of that percent is
(35:17):
now given up after the secondfollow-up call.
Right, so two calls was enough.
60 of customers say no fourtimes before they say yes, yeah,
wow, this is all relevant towhat we're doing.
Eight percent of sales peoplehave more than five follow-up
touches 8%.
I have an 8%-er in my office.
(35:38):
He's right over here and he'smy top salesperson, without a
doubt.
Every month period, the end,and I'm trying to get everybody
in here to be an 8% person 80%of sales.
Let me give you this stat 80%of sales require five follow-up
calls, 80% of all sales.
(36:00):
And this is just general.
This isn't sheds, this isacross the board.
And the last one I want to giveto you because I have a guy and
he's gotten a lot better I haveto tell you One call, one close
.
I get one call, I close thebuilding that day.
Two percent, one, two, twopercent of all sales that happen
happen on first contact.
Marc (36:22):
Yeah, we.
So listen, I'll say this thereis nothing that when I speak to
our dealers, when I'm doingpodcasts or when I'm with a
competitive dealer and I'msharing data or just talking
sheds, everything that I havecommunicated or will communicate
is because of firsthandknowledge.
Okay, so let me give you anexample.
(36:43):
2019, we purchased a trainingplatform for our dealers and one
of the items that thisindividual communicated was
points of contact right Followup call, email, text, mail, a
postcard, whatever it is, butpoints of contact.
And he stated the averagecustomer buys between four and
(37:03):
seven points of contact.
And I said you know what?
This guy, there's no way I'm abetter sales guy than that.
You're telling me that I'm notdoing my job.
I'm a better sales guy thanthat.
You're telling me that I'm notdoing my job.
I'm a better sales guy thanthat.
And so I actually, at that time,I went to a we actually SDI had
a inside sales team.
We no longer have that, but atthat time we had an inside sales
(37:25):
team.
And I said I'll tell you whatI'm going to do.
I'm going to put the headsetson and I'm going to start
calling customers.
I the headsets on and I'm goingto start calling customers.
I'm going to start callingcustomers and so I did it and
one of the things that I noticedwas I had a couple of hot leads
.
Customers like I'm superinterested in buying.
Let me talk to my wife.
Whatever you know, try toovercome objections.
Call me back tomorrow.
I called him back tomorrow.
They didn't answer and Ithought you know what I thought
(37:49):
this guy was going to buy.
So the next day I shoot him atext.
They don't answer.
The fourth point of contact.
I call him back up.
Hey, they don't answer.
Then the next day I said okay,I'm going to give it one more
time.
This guy says five to sevenpoints of contact.
I'm going to work it through.
Send them an email.
They come right back.
Mr Church, yes, we are ready tobuy.
(38:11):
I apologize.
My daughter got sick, my son hada baseball game, we had
something come up at the school,whatever it is.
And over and over again I havemultiple examples of life just
gets in the way, right?
Hey, I'm the same way.
I want to buy something Nextthing.
I know I got a sick kid.
(38:31):
Hey, I'm the same way.
I want to buy something Nextthing.
I know I got a sick kid, I gota ball game.
Something pops up.
But in many cases points ofcontact following up with the
sale every dealer that I knowthat's highly, highly successful
.
That is a common trait theyhave.
That breeds success.
Jared (38:45):
Yeah, I can't stress enough what you just said.
Spot on man.
I cannot stress that enough.
I want to say one thing on whatyou just said because it ties
into something else I havepulled up to share how buyers
feel about those salesfollow-ups real quickly 75% of
online buyers.
So we care about online sales.
We look at online sales and Igive these stats 75% of online
(39:09):
buyers want to receive two tofour phone calls Period.
They don't want to buy on thefirst call.
They want to feel comfortablewith who they're buying from.
12% of online buyers would likea company to call until they
get a hold of them, oftenleaving voicemails.
They want to know that we careabout them.
Think about how you want to betreated if you were buying
(39:30):
something.
You want to be courted.
We're not selling $5cheeseburgers.
We're selling $7,500 majorpurchases.
That might be aonce-in-a-lifetime type of
purchase.
42% of people want to beencouraged to buy it at an
appointed time.
Always set the appointment.
Always set the next task time.
(39:54):
Always set the appointment.
Always set the next task.
We are getting very good aboutthat around here in this office
space of what's the next taskitem.
If the customer says, hey,follow up with me in a couple of
weeks.
I say by the end of the week.
You follow up with them.
You never know when they wantto be contacted.
If they're giving you anendless end date, call them back
, let them tell you they're notready yet and then call them
again period.
And then, lastly, 57% of peopleand that's over half the
(40:18):
customers appreciate lowpressure follow-ups and these
are not.
Hey, are you feeling aboutbuying?
How are you feeling aboutbuying today?
Hey, you were telling me aboutyour kid's baseball game this
weekend.
I just wanted to check in andsee how.
That was Joel.
So I'm going to give a quickshout out to Joel at J Money.
I have learned so much fromthat guy.
You guys can learn a lot aboutyour financing needs, but I can
(40:40):
tell you Joel Oney is theabsolute best at creating a
follow-up conversation, becausethat guy remembers everything.
I was in the car with him onetime and I heard him close Like
I don't even know.
It was a lot of money, let'sjust say that, a big deal.
And he started it off with hey,you know I was checking in with
(41:02):
you guys.
Um, you know, you told me yourkid had a wrestling meet.
And I'm thinking to myself.
I'm driving, we're on, we'reactually on our way to North
Carolina and I'm thinking whatin the heck is Joel talking
about with this guy?
And, like not even joking, twohours later, on the same phone
call, he's closing a deal.
That's a massive deal, and Imean a lot of money.
(41:25):
So I want to stress to you guyswhat Marc just said, and I want
to back that up from a dealerperspective.
You cannot do enough for yourcustomer.
It is your job, it is yourresponsibility, is what you're
doing as a salesperson.
It is your job to take care ofyour customer.
They expect it and when theydon't get it, they will buy from
(41:46):
somebody else who's not you.
Let me tell you that right now.
Every time you will lose thatsale and there's nothing worse
in the world than picking up thephone.
Hey, checking in with you guys.
We were talking about the shed.
I already bought from somebodyelse.
Those are the words that hurtme.
That hurt me to the core of myexistence.
(42:08):
I can't stand.
It Makes me sick.
JW, you were going to sharesomething, brother.
JW (42:13):
Yeah, I was going to share and I think this will kind of
transition to our last topic ofpartnerships and what dealers
are looking for and then whatmanufacturers are looking for In
the breadth of follow-ups andattitude and effort, as Marc
shared and as you've talkedabout, Jared and I used to work
with a gentleman, ironically,that had a saying that he would
(42:34):
use all the time and I reallyliked it.
It was a mistake of the mindversus a mistake of the heart
and Jared and I have talkedabout this at times I like that
he's chuckling there.
But a mistake is when you dropthe ball on something right.
You you, as marc said earlier,you wanted to post 10
marketplace posts and you onlyposted eight because you got
busy, you know, or you forgotsomething Right.
These are all mistakes of themind.
(42:55):
A mistake of the heart is likewhere you just kind of folded or
you're consistently folding inthe sense of your efforts not
there, your attitudes not there,you're not committed and I
think the biggest thing that wesee in the shed world Jared
mentioned that sometimes all ittakes to close a deal in this
industry is answering the phonebecause the customer says four
(43:16):
other people did it.
Those four people that did it.
Those are examples of mistakesof the heart Right, and what
that means is is they're notcommitted, they're not invested
and they don't want it.
I've shared this with Marc.
I share this.
I'm a very high energy guy, asMarc is.
I like to go go, go, run, runrun.
(43:40):
I'm a sales guy, I'm arelationship guy and I like to
see people be successful.
But I've told several of mydealers and I will continue to
say this for as long as I'm inthe industry or in any industry
in life is I can't want it morethan you.
I can't If I want it more thanyou, right, I can't.
If I want it more than you,this partnership and, more
importantly, your business orwhatever you're trying to do,
that I want more than you.
You'll never be successful atit.
(44:01):
If JW Rucker wants it more thanyou, you have to want it more
than anybody.
And what that looks like isthat looks like following up,
that looks like posting, thatlooks like making sure that
you're touching the customers.
Does that mean that you can'tbe forgetful at times and things
fall into the rug?
No, we're all humans.
We all make mistakes.
Life gets hectic with families,you know relationships or even
medical issues.
(44:21):
We understand all of that, butyou have to want it more than
anybody else wants it, and ifyou don't, you're going to have
a hard time ever reaching thegoals and the levels that you're
set out for.
But I think that's the biggestthing and I mean that's the
number one thing and I think Ican speak for Marc too.
When we go and meet withpotential dealers and new
dealers or new dealers come andmeet with us, obviously we want
(44:43):
to know about their physicallocation.
We want to know the car count.
We want to know if they'rehustlers.
We want to know how well-versedthey are online advertising.
We want to know all of that.
We want to know their previousshed experience.
But the number one thing I wantto know is do you want it?
How bad do you want it?
Because one of my best dealers,marc Open, before I came to
(45:05):
Sheds Direct.
His lot is in the middle of acornfield guys.
His lot is in the middle of acornfield guys From July to
September in Southern Ohio.
You can't even see the shedsuntil you can touch them.
You can't even see them.
He is in the middle of nowhere.
But I'm going to tell you he'sone of my best dealers.
Why Marc ever opened him, Ihave no idea.
(45:26):
His lot is in the middle ofnowhere, but Marc saw that he
was a hustler and that he wantedit.
And that dude, I can't go a daywithout calling him.
And he's like, yeah, I was justout on the lot with a customer
and I'm like how are thesecustomers finding you, man?
How are they finding you?
You're in a cornfield.
The car counts like 700 cars aday and I mean at least five of
(45:48):
them are going to his lot everyday.
It's absolutely ridiculous.
So I mean I just want toencourage the dealers.
Like, if you don't want it,you're in the wrong industry,
right?
Eric Thomas is one of myfavorite motivational speakers.
He says if you won't do whatyou're doing for free for a
period of time, you don't wantit.
You know and I don't say thatto discourage anybody but it's
(46:08):
whether you're a mechanic, likeMarc said, and you don't love
working a mechanic job and youdon't love getting up early and
doing it, you need to not be amechanic anymore.
If you're a shed dealer and youdon't love getting up and
selling sheds, if a follow-upcall is a burden to you.
You're probably not doing theright thing, and that's where
you just really need to sit backand evaluate.
(46:29):
If I want to be here, I've gotto want it like here.
Right, Jared, I'll go ahead andtalk to the dealer, that's the
number one thing I look for in adealer.
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Jared (47:58):
Yeah, we talked about that last time.
Right, if you're not doing itthe way it should be done, maybe
get out of the way and letsomebody else do it.
If your time is coming past,maybe it's time to look for
something else on the horizonline.
I can tell you that is abetween what you said, marc, and
what you said, JW.
That motivates me for a call toaction.
(48:19):
Right, and I can tell you froma firsthand perspective.
I am no different than anybodyelse on this phone call.
I have my good days and my maddays.
I have excellent sales months.
I have really crappy salesmonths.
We struggle with wood salessometimes.
We struggle with metal salessometimes.
(48:40):
I can tell you, the number onething that I have found out over
the last few years of doingthis is having the right
partners at the right time iscrucial.
And if you can't hear fromthese two guys the motivation in
their voices to sell sheds, tohelp you sling sheds if that's
(49:01):
something you might beinterested in, that's my call to
action for you guys is I gotlucky that marc stepped foot
through my door.
Quite honestly, I was notexpecting it and I needed it.
Quite honestly, I needed itright now because I was looking
and I was nervous about the nextsteps for me because I was
(49:23):
being complete and honestly thisis just me being raw and
emotional right now I was beingvery complacent and trying to be
a good friend to our currentsupplier at that time who had
done me really well, and Marccould attest to this.
I did not want to change.
I really appreciated andhonestly loved working with the
(49:46):
previous supplier that we hadand it just came down to what
was right for my business.
Said direct, fit me like aglove.
The way that they do businessis the way that we do business
and it wasn't a situation ofhard feelings and burden.
Once I realized what it waslike, I opened the door and it
was the wizard of oz moment,right where you're black and
(50:09):
white and you're in this tornadoridden house and you walk out
to the world of Oz and it's like, oh, this is what it should be
like doing what I'm doing.
It made my job so much easier.
It made me love what I do somuch more.
Because they took the burden ofall the extra, because that's
what they do, and there's othermanufacturers out there.
(50:31):
I'm not here to tell you that ifyou're a manufacturer, you're
not doing a great job.
I don't know them all there's abunch of them, right?
I can tell you from my personalperspective we use and we love
working with sheds direct.
We have not had any issues onany level that couldn't have
been handled in 30 seconds, andthey always come to bat when I
(50:52):
need them.
And I can tell you from apersonnel perspective, a me to
you, if I, if you're listeningto me, and you are struggling
with your current supplier, itmight be time to make a change.
And this is where I advertiseand I and I I'm just giving you
my heart right now on a sleeve Ican tell you I was there.
I was sitting there struggling.
(51:13):
It was literally five o'clockon a middle of the week day and
I was literally on the phonewith Eric, and Eric can tell you
this story.
Sometime.
I was on the phone with him andMarc walked in the door and
everything got easier from thatexact moment.
He knew exactly what I neededand we worked together to make
it happen and I'm so happy thatwe did.
(51:35):
Tell me how the Sheds Directdealer partnership works.
Tell me how, tell our friendshow they can get in contact with
you guys If there is a needthere.
If you were in the mid Atlanticmarket, if you were in the
Midwest, these guys can help youout.
I'll let them give you guys thecoverage areas.
I'm going to give them thefloor to give us a five-minute
(51:59):
sales pitch on why, the whybehind it.
Tell us why Sheds Direct.
Marc (52:05):
First off, I'll say this right here.
Number one we won't shed people.
If you look at from the 2018,all the way to now, there's a
lot of people that call us upand say I want to sell sheds,
and they would jump in the shedbusiness one day and six months
later they're selling somethingelse right there, that ship is
sailed.
So, number one if you're a shedperson, if you're a shed
(52:31):
slinger, and at the end of theday, if you just want to meet
another shed friend, listen,I'll break bread with you, I'll
buy you lunch, breakfast,whatever, dinner.
We'll have a cup of coffee,like I mentioned earlier,
because our goal and our focusis to connect shed people and
bring them under the umbrella ofSDI, for three different
(52:52):
reasons.
Number one due to ourtechnology, as Jared talked
about earlier.
We know a lot of dealers.
I know a lot of competitivedealers that they don't just
have to worry about selling thebuilding.
They have to worry about theinventory.
They've got to worry about theRTO.
They've got to worry aboutscheduling the delivery.
They've got to worry aboutfollow-up customer service.
They've got to worry aboutscheduling the delivery.
They've got to worry aboutfollow-up customer service.
(53:12):
They've got to worry about thework order.
Maybe something happens, thedriver dings it, somebody's got
to get it fixed.
They've got to worry about thefinancing.
They've got to worry abouteverything, not just selling the
building.
Sdi takes that all away.
We are looking to mesh ourproduct line and our service and
our technology with ShedSlingers and that is our focus
(53:36):
moving forward into 2025.
When you look at technology,when you look at sales focus, I
had a gentleman the other day Iactually met with yesterday.
I was in Virginia.
It was a great meeting.
This guy's been in the Shedbusiness for a while.
He brought his wife and smallbaby.
We were meeting and we weretalking and he said you know,
(53:57):
once I sell the barn, you know,usually then I'll follow up with
the delivery team.
I said, hold on, let's take astep back.
I said, when you sell the barn,I need you to follow up with
the next customer and sell themthe barn as well, and then you
follow up the next lead and sellthem the barn.
I need your pipeline to beoverflowing.
Okay, and so you know we'reheavy sales focus when it comes
(54:19):
to promotions, when it comes to,you know, creating that sales
environment, when it comes tofollowing up points of contact,
sales training, rto salestraining, rto financing, price
point, service quality optionsall that stuff.
We're heavy, heavy salesfocused.
(54:41):
And then, of course, the thirdpiece is a diverse product line.
When you look at vinyl LP, allthe options you can possibly
imagine and our goal is to takewhat we do best right.
Our goal is to take a greatproduct, the first product line,
a sales focus, mentality,technology that eliminates all
the service work that you've hadto deal with, all the customer
issues you've had to deal with,and you mesh that with Shed
(55:03):
Slingers, man, we will movemountains to bridge that gap.
We will move mountains to kindof mold that and bring that
together.
That is our focus, movingforward into the future.
I tell people all the time 2018, if your grandmother wanted to
put a shed on her front yard tosell, I probably would have
given it to her to see how gooda shed seller she would be.
(55:28):
We've totally changed the modeland the mindset.
Our focus is to bring inlifelong shed people, people in
the industry, under the umbrellaand mesh those two together
between a shed selling mindsetand really our focus initiatives
every day.
So that's really how it works.
If you want to get in touch withSheds Direct.
(55:49):
It's very, very easy, man,listen.
You want to get in touch withSheds Direct?
It's very, very easy, man,listen.
Jared has all my contactinformation.
My email is marc marc with a Cat shedsdirectinc.
com.
Shedsdirectinc.
com.
I'll let JW talk a little bithere and close us out.
But listen, you call thecorporate office.
Ask for Marc Church man, theyknow I'm a phone call and email
(56:11):
away.
I stay on the road a lot.
I like to be out and aboutmeeting people and so, man, we
would love to talk.
Listen, I tell people at theend of the day you're going to
meet a shed friend and I'm goingto have a new shed friend, okay
, and so you know, please reachout, get in touch with me and,
like Jared said, I love the coldcall.
I'll knock on your door ateight o'clock in the morning or
(56:33):
eight o'clock at night just tohave a conversation about
selling sheds.
That's how much I enjoy theindustry.
JW, I'll turn it over to you.
JW (56:41):
Man, that's a hard act to follow.
I mean just echo and marc.
Man, we are looking for theright people.
We're looking for shed peoplethat love what they do, that
want to be successful in thisspace.
And that's really our mainqualification, man.
We just want you to want it, wewant you to be a good person,
we want you to like what you doand we like to have fun with
what we do.
Man, if you're not enjoyingwhat you do, it's a lot harder.
(57:03):
So we have fun.
Marc mentioned our group chatearlier.
Man, I text my dealers everyday for the most part the
majority of them and I mean man,I want us to have fun doing
what we're doing making a living, providing for families and so
on and so forth.
So I mean it's a blessing.
As Marc said, my email is verysimilar.
It's JW, the two letters atshedsdirectinc.
com or reach out to ourcorporate office.
(57:25):
Our corporate office phonenumber is is 828-212-1378.
That's 828-212-1378.
Ask for Marc or ask for JW.
Either of us would be happy tospeak with you guys.
As Marc said, just make afriend talk about the industry,
learn something or evenpotentially explore a
(57:47):
partnership together.
Jared (57:48):
So we would be joyful to have that opportunity 100%, I
can tell you as we close out fortoday, don't hesitate to
contact these guys.
Okay, it's not going to be ahard sales pitch.
Marc did show up at my doorstep.
It was late, but he didn'toverstay his welcome.
(58:08):
As a matter of fact, I think Iwanted him to stay longer than
he wanted to that night.
I can tell you we left thatconversation as mutual friends
and mutual respect for oneanother.
It's not that he wanted to signme up that day either.
He was just stopping by to sayhi, and that's the truth of it.
I can tell you from myperspective, it is going to be
an easy transition.
If you need to make one, Ifyou're not selling wood sheds,
(58:33):
let me give you that call toaction as we close out this week
.
If you're selling metalbuildings and you're not selling
wood sheds, you're making agrave mistake.
Wood sheds are easy to sell.
They're fun to sell.
The customers are ready to buyif you're ready to sell it to
them, that goes back to what wetalked about earlier.
Be motivated for your customers.
Remember it's your job to sellbuildings.
(58:55):
If you're a dealer, that's whatyou're going to get up and do
every day.
If you don't like doing it.
Maybe think about doingsomething else.
Find something that you'repassionate about and get out of
the way.
For those of us who are, I cantell you we love this business.
We love slinging sheds in metalbuildings.
We love you guys too.
Thank you for listening to thisepisode of the Steel Kings
(59:15):
podcast.
Check out our friends over at JMoney.
Joel and Katie will help youout with your metal buildings,
your wood sheds.
If you're manufacturing them,if you're selling them, if
you're in home improvement andconstruction, hit those guys up.
Zero cost to you on most dealsthat can be competitive.
You can get customers on amonthly payment.
Everybody loves a monthlypayment.
(59:37):
The team over at J Money willhelp you take care of that.
Check out Shannon's podcast onWednesday.
Check out Dylan and his teamover at Shed Geek.
Marketing For JW, for Marc.
I'm Jared.
This has been the Steel Kingspodcast and we'll talk to you
guys next week.
JW (59:53):
Peace out.
Hey guys, what's up?
It's Jared with the Steel Kingspodcast and we are back for
another episode with you guys.
We are going to continue ourconversation with the guys over
at Sheds Direct and I'm going tobring them back in the studio
here in a minute.
I am back this week again foranother episode.
Eric is still with the polebarn team because we are just
continuing the same conversationthat we just had.
(00:52):
But I wanted to touch base withyou guys and give a quick shout
out to our guys over at J Money.
Joel, katie and the whole teamcan help you out with anything
financing related for homeimprovement projects.
If you're a contractor, if youare a metal building dealer, a
shed dealer, if you're amanufacturer, give these guys a
call.
They can help you out.
If you are struggling withcustomers on payment plans, if
(01:13):
you are dabbling in RTO, if youwant some traditional, unsecured
, straightforward financing,these are the guys.
They've got plans starting withno upfront costs.
Give them a call.
They can help you finance thesebuildings, help you finance
those projects and get you onthe right track to success.
Also want to give a shout outto our podfather, the guys over
(01:35):
at Shed Geek Podcast.
Shannon is absolutely killingit.
We're all over the place rightnow the guys over at Shed Geek,
the guys here at Steel Kings Ican tell you super excited about
what we've got, looking forwardfor the rest of the year, but
right now it is the busy season.
So if you are sitting back andyou are struggling, give us a
(01:56):
listen.
Check out Shannon on Wednesdaysand looking forward to seeing
you there.
The guys over at Shed GeekMarketing as well.
Check out Dylan and his team.
If you are and I say strugglingright.
But if you want to take thenext step, right, let's say
you're a little bit moresuccessful.
Let's say you've had a reallygood start to your year.
You want to ramp up yourFacebook, ramp up your Google,
(02:18):
ramp up your online presence?
These guys do it all, from SEOto Google to Facebook, to
anything you want to do in themarketing space.
You need graphics, you need alogo.
Check out the guys over at shedgeek marketing, without further
ado.
You guys saw him last week.
You're gonna see him again thisweek.
We had such a good conversation.
We talked about industry trends.
(02:39):
We talked about the pricequality, price quality, service
triangle.
We talked about the race to thebottom.
We're going to be a little bitmore upbeat this week.
We're going to talk about allkinds of stuff.
We're going to get into it.
We're going to motivate youguys to have the best 2025
you've ever had.
Well, I guess you've never hada 2025, right, but the best year
(02:59):
you've ever had yet.
So I'm going to bring theseguys back in.
JW and Marc, the guys from ShedDirect, are still here with us.
What's up, fellas?
How's it going?
Marc (03:10):
What's up, Jared?
How are you?
Jared (03:11):
today, buddy, I'm good.
I'm just as good as when wewere recording a little bit ago,
but I always like to peekbehind.
I always like to peek behindthe curtain because these guys
will hear this episode a weeklater from our first episode.
So, you guys, we were comingoff the easter, we talked about
good Friday, we talked aboutbeing good stewards in your
community.
(03:32):
I've got these guys back foranother half an hour or 35
minutes of time.
I want to jump right into it.
I don't want to waste any time.
Yeah, we picked up and we leftoff at the race to the bottom.
We were kind of coming down alittle bit talking about some of
the things that are theindustry struggling with.
I want to talk about how we winin 2025.
(03:53):
Right, how do we win as acollaborative community?
And I know you guys are here tosay you know Sheds Direct is a
great product, it's a greatcompany and we know that.
We rep that.
But how do we win in 2025,right, how does Sheds Direct do
that?
Because I'm sure there's ShedsDirect dealers listening how do
(04:14):
we do that as a whole?
Right, what do you guys got?
Marc (04:18):
Well, JW, I'll jump in here.
So, number one listen.
If there's any time to beexcited about the shed industry,
it is 2025.
But this is not going to belike COVID, right?
I tell people all the time if Iknew how easy it was to make
money during COVID, I would haveslept till 10 o'clock every day
and fished every afternoon bytwo.
(04:39):
Right, that's what I would havedone.
But in 2025, I would be superexcited about the shed industry,
but there is going to be somethings that you're going to need
to to really focus on.
Number one you need to wake upevery day ready to go.
Listen, this is like my thirdcup today.
Right, this is my third cup andit won't be my last, bro.
(05:01):
It won't be my last, like Iwill be.
You know pots of coffee all daylong.
Now, I'm a huge coffee drinker,coffee connoisseur.
But, number one, you need to beexcited about what lies ahead
and the ability to financially,you know, make a tremendous
amount of money in 2025, goinginto 2026, number one.
(05:23):
Number two you need to be, youneed to have a game plan.
So what we do with all of ourdealers is, number one we set
that goal.
What do you want to be, what doyou want to sell?
For you to be happy, for yourfamily to be happy, for you guys
(05:44):
, for you to be excited.
What is that goal?
What does that look like?
Okay, number one, so you needto set the bar.
Where are you going to be atRight?
Number two how am I going toget there?
And then you need to createaction steps on how I'm going to
get there.
How many posts am I going tomake a day?
Okay, how many posts am I goingto make a day?
(06:07):
Okay, how many?
How?
When am I going to follow upwith all my leads?
And when I follow up with myleads, how many points of
contact am I going to follow upwith them on Right, and so you
know.
I think that there is numberone what is success for me?
Some of the dealers on thiscall it might be hey, I'm only
going to sell 400 grand worth ofsheds.
Or 500 grand worth of sheds,hey, that's fine.
(06:28):
Some of the dealers on thiscall might say I need to sell 2
million.
What is success to you?
Number one?
Number two how are you going toget there?
Action steps.
And number three implementation.
Every day I tell people all thetime that man listen.
I talk to people about sheds.
I want to meet shed friendsevery day.
(06:50):
I'll buy you lunch, I'll buyyou breakfast.
I'll have a cup of coffee withyou.
The stronger and blacker thecoffee is, the better I like it.
So if you got any know anycoffee shops that will light
your fire, man, call me up.
I'll meet you there.
We'll talk sheds and make a cupof coffee right, but really
those are the three steps.
What makes me successful,action points on how I'm going
(07:13):
to get there and man I'm goingto execute every day to be
successful and hit my goal.
Those are the things that SDIis doing every day and really
talking to our dealers aboutsupporting them and helping them
be the best dealer they can be.
That's really our focus everyday.
JW (07:30):
Yeah, let me piggyback on that really quick.
I think one of the biggestthings that I started
implementing in my life in 2024that really changed my life both
personally, both at ministryand then also professionally at
SDI was really focusing on adaily goal.
You hear some of the best.
You hear the Andy Elliotts andsome of these guys talk about
(07:50):
setting daily goals.
I've heard that for years, butI didn't actually start doing it
until last summer and I justwant to encourage anybody
listening if you have a salesgoal, right, you need to, as
Marc said, break that down andhow do you get to that sales
goal, but then make sure you'redoing it daily.
So, is it?
I'm posting 10 marketplaceposts today, is it?
I'm posting one post on mybusiness Facebook page every day
(08:12):
, is it?
I'm creating an ad campaign ora boosted post every day, is it?
I'm adding a page to my websiteevery day, right, is it?
I'm calling 10 old leads everyday?
Right, like, set the daily goals, because the daily goals are
what's going to change.
If you hit your daily goalseven days in a row and then you
(08:33):
hit that for five weeks in arow, I promise you you're going
to be selling buildings andyou're going to be reaching.
Whatever your, your annual oryour monthly goals are, you will
100%.
And if you're not, then youknow that's probably just
because maybe you, you know,from a sales perspective, maybe
you need to work on your salespitch or something like that.
So then set another daily goalof listen to a sales podcast or
(08:54):
go to a sales training class.
Right, figure out wherever yourgaps are and fill them with not
annual goals, not monthly goals.
Fill them with daily goals.
Like, if you want to do ahundred grand this month in
sheds, you can't just put thaton a whiteboard and expect to do
it.
What are you going to do everyday, five or six or seven days a
week, to get to that hundredgrand?
Marc (09:14):
So I just 100% that Aim small, miss small is what we say
, right?
So if we're shooting our target, we're aiming super small.
If I miss, I'm probably goingto miss small.
If I have those daily goalsevery day and I break them down
daily.
Okay, If my daily goal is tosell one building a day, or
let's say, or maybe I'm going topost 10 Facebook posts a day
(09:40):
and I only get to eight, hey,that's still eight Facebook
posts, right?
The issue is we say I'm goingto make 50 Facebook posts a week
and we only do 10.
That gap becomes really big.
So we got to hit those dailytargets.
Aim small, miss small.
Jared (09:59):
I think, from a personal perspective, right to jump on
what you guys are saying manageyour time or your time will
manage.
Perspective, right To jump onwhat you guys are saying manage
your time or your time willmanage you, right.
So, like for me and Dub and Iused to talk about this all the
time and for me, managing evendown to the hours that you work
each day.
So I think a lot of people inthis industry, specifically you
(10:21):
might be an independentcontractor working on a small
lot with 15, you know, 15 woodsheds and a couple of metal
buildings or whatever, and youfind yourself getting into these
bad habits and I talk to otherdealers all the time like I'm
working so hard, I'm doing allthis work and I'm not you know,
I'm not getting the benefits ofthe sales.
(10:41):
How many hours did you put inyesterday?
Well, I was at the lot for fivehours.
Okay, put in an eight hour daylike.
Start with the most basicconcepts of what works for you,
right?
So let's start off with we'rein a very unique industry.
A lot of people areself-motivated, they're maybe
(11:03):
independent owners, they dotheir own thing.
Let's start off with the veryfirst thing.
What do you have to do to besuccessful.
You have to show up.
If you don't show up, I can'thelp you from there.
Now, if you're spending 10, 12hours a day at your shed lot and
you're still struggling, that'swhen we can start breaking down
individual hours that you'rethere.
(11:24):
Okay, you 9 am.
What'd you do at 9 am?
Did you go outside and makesure your lot was put together?
Did you go outside and makesure you weren't missing
anything?
Did you come back inside andstart calling old leads?
Did you come back inside andstart posting on marketplace?
Did you put together an adcampaign?
What did you do?
And I look at that from myperspective.
I, you know I have a crew ofpeople in here that sell metal
(11:45):
buildings.
They take leads as much as Ican present them with leads.
But a lot of times I get posedthe question of you know I
didn't get enough leads today orhaven't gotten enough leads, or
you know I'm not selling enoughbuildings.
And then the first thing Ialways look at is your time
sheet.
You know I run a very, verylaid back kind of sales
(12:05):
environment here.
I've been a sales manager forthe last gosh between GameStop
and Honda and everything I'vedone.
Probably the last 15 years I'vebeen managing folks and what I
can tell you is from a personnelperspective I've never had more
success than when I have beenloose on the reins.
(12:26):
But a lot of the times, ifyou're a player's coach, you
can't get the most out of yourplayers and every once in a
while you got to be a little bitharder on them.
You guys know that becauseyou're.
You know Marc's a baseball guy,he's a baseball coach.
JW is a football guy.
He's a football coach guy, he'sa football coach.
(12:48):
They both played.
I played too, and more oftenthan not I get more out of that
strong assertive.
The Gordon Ramsey right.
I always look at Gordon Ramseyas like the guy I want to try to
be like more often than not.
I know that sounds crazy,because Gordon Ramsey is a
little bit crazy, but GordonRamsey can go behind the scenes
and build somebody up and bereally soothing, and but when
he's in the kitchen man, he's upfront.
(13:09):
At that, at that pass, he isabsolutely laser focused on
what's going on and he is notgoing to accept anything less
than the absolute best all thetime.
And you have to set thatexpectation for yourself and
that's what I really like aboutworking with the two of you is I
don't have to struggle with myteammates.
You have to run with people whowant to run at the same speed
(13:33):
that you run at.
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Jared (15:18):
If you are running faster than your manufacturer or
faster than your partner, you'restruggling.
I can tell you right now youare absolutely struggling
because if you are full speedahead all the time, like Marc or
JW, and you're running withguys that are slower than you,
you don't want to have to pickthem up and stop what you're
doing to get behind and go backand pick them up.
(15:39):
You want to keep doing exactlywhat it is that's making you
successful, and you two guysprobably are two of the most
motivated people I know Period.
I know you guys run hard allthe time and I can't keep up
with you, frankly.
I mean, you know Dub and I weretalking about it yesterday
Actually, we were getting readyfor the call and he stopped by
(16:03):
for a bit and you know I've beenstruggling.
Right, I'm going to be honestwith you.
I've got a lot going on.
I've got podcasts, we're doingpole barns, we're doing metal
buildings, we're doing woodsheds.
I've got a team full of peoplethat need me.
I've got, you know, kids allover the place and I can tell
you right now I'm busy, busierthan a one-armed man in a
(16:24):
wallpaper factory.
If you are sitting back andyou're thinking like me, drop me
an email.
I need somebody to talk to, tobe honest with you.
But I can tell you I needed tohear what he had to say
yesterday because it made mefeel good.
We haven't been selling wherewe need to sell.
Now we're successful, don't getme wrong, but I have a payroll
to meet.
I've got the stress and burdensof a business to run right and
(16:49):
at this point I needed thatfriend to step up and say, hey,
this is what you should do, man,this is what's working for SDI
right now.
Advertise this way, and it wasgood to hear that feedback.
And what I'm telling you islean on the friends, lean on the
shoulders of your businesspartners, whoever that might be,
and take that next step,because what Marc said is
(17:12):
absolutely right Managing yourtime, setting that goal, action
items all the time.
You know, JW is the very bestI've ever seen.
He keeps this meticulous, color, color, coded planner with him
all the there.
You go all the time and it'sconstantly with action items and
(17:33):
if it's not done that day, it'smoved over to the next day and
it'll be that way every dayuntil it's done.
And I can tell you if we canlearn one thing today set those
action items.
I want to talk to you guys alittle bit about products.
Right, this industry is overrunwith products.
So, obviously, from myperspective as a dealer, we
(17:57):
primarily sell metal buildings.
Woodshed is our second, we'restarting to get into pole barns,
we're starting to get intoother avenues, but right now for
us it's metal buildings andit's wood sheds 1a, 1b,
depending on the day, and but Iwant to talk to you guys about
there's guys out there sellingplay sets.
There's guys out there sellinghunting blinds.
(18:17):
There's guys out there sellingcustom made gazebos and all
these, whatever it is.
I mean, you've seen them,you've seen these lots that look
like a circus, and I'm notsaying that that can't work.
I'm just saying you might wantto find something that works and
really jump in hard with whatworks.
Right, think about how manytimes you sold a play set last
(18:38):
year.
Think about how many times yousold a hunting blind.
All right, if you're a shed lot, focus on sheds, but talk to me
about what you guys do.
Just tell me a little bit aboutit.
Marc (18:50):
Yeah, man, and hey, going back to that last statement
about time, I'll say this thismorning.
So we as a sales team at SDI,we have this group chat right
and we're constantly textingeach other hey, where are you at
today?
How much have you sold?
You know, JW had a record dayon Tuesday, so I'm like dude,
that's awesome.
Like you know, let's get crazyanyway.
(19:11):
And so this morning it was like54545 and I was kind of, I was,
I was awake and I was about toget up on, my phone goes off and
it was JW and he had a textthread with me you and Jared and
I was like oh, JW is not goingto be the first one that texts
me this morning, so I think Itext back.
I didn't even need to text back, but I think I text back.
I got it, or something likethat, because I wanted JW to
(19:33):
know.
Oh, I got it, or something likethat, cause I wanted JW to know
oh, I'm up too, buddy, it mightbe 545, but I'm up too.
Jared (19:39):
You know what I'm saying?
I was not up.
I was not up.
Just to clear that right up, Iwas not up.
Marc (19:47):
All right, I was up late last night and I was not up, so
Listen max effort, positiveattitude that's that's what we
we we talk about two things.
We can control Max effort,positive attitude that's what we
talk about.
Two things we can control myaccept or positive attitude.
But no, when it comes to productsystems.
If you like, in the Sheds Directworld, the history of SDI,
we've had some crazy thoughts.
Like we've had crazy thoughts.
(20:08):
Like I remember, man, I'd onlybeen in the business like four
months and I was driving mywife's families from Raleigh, we
were coming back, it was aroundThanksgiving and man, my
founder, calls me at like 1145at night.
I just happened to be on theroad driving Right, and he's
like I've got a crazy idea.
I want to run this by you.
(20:29):
And I'm like, like it's 1145,like on the Saturday of
Thanksgiving, Like what you knowwhat I'm saying.
And so we've had some crazyideas.
And, man, listen, we've had.
I mean I can't even get intoall the craziness we've had and
the crazy things we've done thatwe thought would be successful.
(20:49):
Here's an example A few yearsago we said you know what?
We're going to take our valueline and we're going to start
encompassing some metal intothat value line Right, and we'll
have the Eagle Series wood andmetal.
And so one of the things we didwas we had the shop, it was
already, it was already slammingEagle Barns, Eagle Sheds on the
value line and we tried toencompass metal into that.
(21:12):
And we quickly realized wait aminute, our shop's not set up to
build wood and metal, right,it's taken us twice as long.
It's costing us twice theamount of money.
We need to take a step back anddo what we do best.
When I first came on board, SDISsold play sets and I've got a
(21:34):
whole book it's right here ofall the play sets and I've got a
whole book it's right here ofall the play sets that we used.
And so I was a huge advocate ofplay sets in the beginning.
Man, we got to sell play setsand at the end of the first year
I said, man, let me have somedata.
I need to know all thesemassive amounts of play sets we
sold, and it was like 25, 20, 15throughout the entire dealer
(21:57):
network.
I'm like, wait a minute,timeout, that's so much more
money I could tie up in woodbuilds.
We've, you know, play setsblunt and blinds.
You know, when it comes to evenoptions, you know we get a lot
of requests for crazy options,whether it's, you know, some
type of crazy looking porch,crazy looking dormers, transoms,
(22:17):
whatever it may be.
It's like the Hardy Board.
Look, I get phone calls once amonth.
We need to start offering HardyBoard.
We want to offer Hardy Board.
Do you know how many peopleHardy Board's crazy expensive?
Very few people are going tolook at an LP shed and look at a
(22:37):
hardy board shed and say I willspend the additional funds on
this hardy board just because Iwant to.
And so we are trying.
Really we see a lot of builders,man, that they are trying to
get in this mindset of, hey,we're going to dabble here,
we're going to dabble there andwe're going to dabble over here,
and really they never perfectthe quality of the shed, they
(23:02):
never perfect the price point,they never perfect the
technology that goes intoservicing the dealer and the
customer.
And so it becomes this I can'tremember what is the statement.
I can't remember what is thestatement.
Something of many, master ofnone.
I can't remember that statementthere.
(23:26):
But what we're trying to do withSDI is we're trying to build
the best building in theindustry and really set
ourselves apart and really focuson what we do best.
And so, at the end of the day,when you pull your data on how
many hunting bonds you soldprobably not that many.
When you pull your data on howmany play sets you sold probably
not that many.
When you pull your data on howmany hardy board buildings you
(23:46):
sold man, probably not that many.
Really focus from not just adealer standpoint, also from a
manufacturing standpoint.
Focus on what's going to makeyou the most money, what you
love the most, and be the bestat it.
I think I'll piggyback off that.
JW (24:05):
I think even outside of we're talking about some things
that are maybe out of a shedmanufacturing realm.
We pride ourselves at SDI onhaving a wide product offering.
We offer various specialtyunits and things like that.
But it's to the right extentbecause, as Marc said, think
about it from the base level ofa production aspect.
It's going to take a team ofguys that can pump out five
(24:29):
10-by-16 All-American barns inone day.
It's going to take that team ofguys a lot longer to pump out
five playhouses or five dogkennels or five chicken coops,
even if they're smaller.
Why?
Because they're used tobuilding barns.
Why are they used to buildingbarns?
Because we sell more barns.
Think about it from a dealerperspective.
If I stocked a dealer lot with10 all-American barns and one
(24:53):
chicken coop and one dog kenneland one playhouse, they're
probably going to sell a lot ofbarns and they're going to sell
a couple chicken coopsplayhouses.
If I stock them with one barnand 10 chicken coops, their
sales are probably going tosuffer.
They might sell some chickencoops I'm sure they would but
it's not going to be at the ratethat they would sell barns.
So really it's give and takeand I think the biggest thing is
(25:14):
whether it's a product allwithin the shed, the same
umbrella, or whether it'strampolines, basketball hoops,
play sets, that kind of stuff.
You really have to weigh thecost.
Dealers today think, well, it'sa consignment model, it's free
for me, let me get them on mylot and I'll do it.
But what they're not takinginto account is there's an
(25:34):
opportunity cost to everythingthat you do, right, and if I'm
going to put five trampolines onmy lot and I'm going to spend
time learning the product,learning how to sell the product
, advertising the product andheaven forbid spending money to
advertise the product, Iprobably and I'm not saying this
for every there might be adealer on here that sells
(25:57):
trampolines, I'm not sure, butyou're probably with all that
same effort.
If you threw that to sheds ormetal buildings or whatever, if
you put all that same effort andthose same resources to selling
one product, you would probablymake a lot more money.
And I think that's where it's.
A fine line is.
I'm all for having variety.
We do it at SDI.
I'm all for selling metalbuildings and sheds.
(26:18):
Because they pair so welltogether.
You're going to sell both tothe same customer.
Sometimes I did that at leastsix or seven times Sold one of
each to a customer when I was adealer and those pair together.
But you always have to weighthe opportunity costs of if I'm
going to push this product.
Is it going to make me enoughmoney?
If the answer is it's moreprofitable than the other
(26:39):
product, that's great.
But also can I sell the samequantity?
Right?
If it's more profitable peritem, that doesn't necessarily
mean I need to dump all myresources into it, because I
might be able to sell 10 ofthese for every one of these.
You know you're going to sell10 barns for every chicken coop
you sell.
You, for every chicken coop yousell, you're going to sell 10
barns for every trampoline yousell.
You know what I mean.
So I just wanted to lend thatfeedback.
Jared (27:00):
I think one thing that we didn't talk about.
This is a very good opportunity.
So the phrase you were lookingfor, marc, is jack of all trades
, master of none.
That's it.
Mastery of something comes withdisciplined effort over time.
Yeah, learning every daysomething else and I talk about
it a lot.
I want to learn something newevery day that I can apply and
(27:23):
be better with tomorrow.
Right, we've talked about thaton the podcast a lot.
I think that the only logicaloption for a shed dealer is
metal buildings.
Period the end, I don't thinkhunting blinds, trampolines,
play sets, whatever it is.
There's one thing you have tolook at when you're running a
(27:44):
business, in my opinion.
That's selling portablebuildings, things like that
margins.
You have to understand it fromtop to bottom.
You have to understand what youmake.
You have to understand what youmake on every single thing that
you sell.
That way you can laser focus,like Marc was telling you guys a
little bit about the Eagleseries, which is a value line of
sheds that sheds direct sells.
(28:04):
Well, yeah, I advertise that mysheds start at $29.99 or I think
it's just over $3,000.
That's our starting point.
I advertise that all the time,but I am definitely not trying
to sell a $3,000 shed, I'mtrying to sell a $7,500 shed.
I want to get them in the doorand then I want to talk to them
about 16 inch wall stud spacing.
(28:26):
I want to talk to them about 16inch rafter spacing.
I want to talk about OSBsheeting in the roof.
I want to talk about all of thebenefits that come along with
buying the Cadillac right,because I sold the Kia.
I know, because I'm a master atwhat I do.
I can talk about that from apoint of immense authority.
JW and I used to talk aboutthis all the time.
(28:49):
Speaking from a place ofauthority will qualify you with
a customer.
That's the best way to qualifyyourself.
If you know to which you speak,customer will buy from you all
the time.
We get it all the time.
I'm going to use this as theopportunity, the call to action.
I get more customers come to meand buy a building or somebody
(29:09):
on my team from somebody elsethat didn't pick the phone up,
somebody that didn't answertheir Facebook messenger.
We get that all the time.
I am so desperate for your help.
I have called five other peopleand now you're the only one
who's answered.
We do that all the time.
If you're not answering yourphone and answering your
Facebook messenger, my, my bestadvice is find something else to
(29:32):
do.
That's my, that's the truth ofit.
Don't waste.
Waste anyone's time, especiallyyour customers.
That is the absolute truth.
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Marc (31:09):
Yeah, I would say this there's two things I'm very bad
at.
Really, let me take that back.
There's one thing I'm reallybad at If you want me to fix a
vehicle, do anything aboutmechanic work.
Listen, I'll be the guy thattakes it out and puts it back
and there'll be like half theparts still on the ground and
I'm like what just happened?
Right, I know nothing aboutmechanicing.
(31:31):
Okay, I know nothing about anyof that.
I had a diesel truck one timethat actually filled up gasoline
the entire tank full ofgasoline in Ohio on work time.
That's a whole other crazy shedstory we could get into later
on, but here's what I would sayabout that.
I know a guy that is an expertmechanic, right, he's a master
(31:53):
mechanic, and he is what Iconsider a trusted advisor.
Okay, listen, my wife had aquestion for me about a vehicle
yesterday.
She said hey, this is, this isgoing on with the vehicle.
She's going to be travelingnext week.
What do you think I should do?
Hey, what'd I tell her?
Call him, call, call Todd, callTodd, call Todd, right, and so
you know, with that being said,in the shed pit, in the shed
(32:15):
industry, customers are lookingfor a trusted advisor, someone
that knows what the qualityproduct is, someone that can
communicate when they come onthe lot and say, hey, my son is
coming home from college and Ineed to store his valuable
product in a very safe place.
(32:42):
Well, Mr.
Customer, your son coming homefrom college is kind of a major
transition.
I wouldn't suggest the cheapestbuilding we have.
We want to put a qualityproduct in play that is going to
make sure that your stuff istaken care of and that brings
value to your home.
Mr.
Customer, they're looking for atrusted advisor.
(33:02):
They want you to talk to themabout two by sixes in the floor,
16 inch on center hurricaneties 16 inches in the roof, or
maybe your product is 24 inchesin the roof, whatever it is.
They want you to talk about 50year floor.
They want you to talk about allthe LP and the product in
general, the building.
They are looking for a trustedadvisor.
I tell people all the time manlisten.
When I come on a competitiveshed lot, first thing I want to
(33:25):
know is that dealer coming outof that office?
Right, is that dealer comingout of that office?
Now they don't have to come upto my car and talk to me, but
are they coming out of thatoffice to create a presence?
But yeah, customers are lookingfor a trusted advisor when it
comes to purchasing that qualityshed.
They're looking for.
Jared (33:47):
I want to give some stats real quick.
This is from a company calledPeak Sales Recruiting and I just
do general research.
I saved this to talk about.
I'm glad you brought this up.
There's a couple of things andthis is specifically related to
follow-ups so I want to talkabout we're transitioning more
to really educating ourcustomers, really taking the
(34:09):
next level as a dealer, becausethe manufacturer is motivating
me too, because the team atSheds Direct is good.
It makes me want to strive tobe at their level.
I can't run as fast as you, butI can sure try that kind of a
thing.
That's where I'm at only 3% ofyour market's actively buying at
(34:30):
any given time, and this isacross the board.
3% of customers are in activebuying mode.
Okay, that's just a statisticacross the board in any market.
So the market for customers isan endless blue ocean.
If you think you're busy rightnow, you haven't even struck it
yet.
48% of salespeople never evenmake a single follow-up attempt
(34:53):
after a cold call 48.
So if you've got a lead andyou've got a call, you 48 of you
so almost half say nope, onecall was good enough, they
didn't answer the phone, I'mdone with it.
44 of sales people give upafter only one follow-up call.
So now you're taking this 52and 52, 44 of that percent is
(35:17):
now given up after the secondfollow-up call.
Right, so two calls was enough.
60 of customers say no fourtimes before they say yes, yeah,
wow, this is all relevant towhat we're doing.
Eight percent of sales peoplehave more than five follow-up
touches 8%.
I have an 8%-er in my office.
(35:38):
He's right over here and he'smy top salesperson, without a
doubt.
Every month period, the end,and I'm trying to get everybody
in here to be an 8% person 80%of sales.
Let me give you this stat 80%of sales require five follow-up
calls, 80% of all sales.
(36:00):
And this is just general.
This isn't sheds, this isacross the board.
And the last one I want to giveto you because I have a guy and
he's gotten a lot better I haveto tell you One call, one close
.
I get one call, I close thebuilding that day.
Two percent, one, two, twopercent of all sales that happen
happen on first contact.
Marc (36:22):
Yeah, we.
So listen, I'll say this thereis nothing that when I speak to
our dealers, when I'm doingpodcasts or when I'm with a
competitive dealer and I'msharing data or just talking
sheds, everything that I havecommunicated or will communicate
is because of firsthandknowledge.
Okay, so let me give you anexample.
(36:43):
2019, we purchased a trainingplatform for our dealers and one
of the items that thisindividual communicated was
points of contact right Followup call, email, text, mail, a
postcard, whatever it is, butpoints of contact.
And he stated the averagecustomer buys between four and
(37:03):
seven points of contact.
And I said you know what?
This guy, there's no way I'm abetter sales guy than that.
You're telling me that I'm notdoing my job.
I'm a better sales guy thanthat.
You're telling me that I'm notdoing my job.
I'm a better sales guy thanthat.
And so I actually, at that time,I went to a we actually SDI had
a inside sales team.
We no longer have that, but atthat time we had an inside sales
(37:25):
team.
And I said I'll tell you whatI'm going to do.
I'm going to put the headsetson and I'm going to start
calling customers.
I the headsets on and I'm goingto start calling customers.
I'm going to start callingcustomers and so I did it and
one of the things that I noticedwas I had a couple of hot leads
.
Customers like I'm superinterested in buying.
Let me talk to my wife.
Whatever you know, try toovercome objections.
Call me back tomorrow.
I called him back tomorrow.
They didn't answer and Ithought you know what I thought
(37:49):
this guy was going to buy.
So the next day I shoot him atext.
They don't answer.
The fourth point of contact.
I call him back up.
Hey, they don't answer.
Then the next day I said okay,I'm going to give it one more
time.
This guy says five to sevenpoints of contact.
I'm going to work it through.
Send them an email.
They come right back.
Mr Church, yes, we are ready tobuy.
(38:11):
I apologize.
My daughter got sick, my son hada baseball game, we had
something come up at the school,whatever it is.
And over and over again I havemultiple examples of life just
gets in the way, right?
Hey, I'm the same way.
I want to buy something Nextthing.
I know I got a sick kid.
(38:31):
Hey, I'm the same way.
I want to buy something Nextthing.
I know I got a sick kid, I gota ball game.
Something pops up.
But in many cases points ofcontact following up with the
sale every dealer that I knowthat's highly, highly successful
.
That is a common trait theyhave.
That breeds success.
Jared (38:45):
Yeah, I can't stress enough what you just said.
Spot on man.
I cannot stress that enough.
I want to say one thing on whatyou just said because it ties
into something else I havepulled up to share how buyers
feel about those salesfollow-ups real quickly 75% of
online buyers.
So we care about online sales.
We look at online sales and Igive these stats 75% of online
(39:09):
buyers want to receive two tofour phone calls Period.
They don't want to buy on thefirst call.
They want to feel comfortablewith who they're buying from.
12% of online buyers would likea company to call until they
get a hold of them, oftenleaving voicemails.
They want to know that we careabout them.
Think about how you want to betreated if you were buying
(39:30):
something.
You want to be courted.
We're not selling $5cheeseburgers.
We're selling $7,500 majorpurchases.
That might be aonce-in-a-lifetime type of
purchase.
42% of people want to beencouraged to buy it at an
appointed time.
Always set the appointment.
Always set the next task time.
(39:54):
Always set the appointment.
Always set the next task.
We are getting very good aboutthat around here in this office
space of what's the next taskitem.
If the customer says, hey,follow up with me in a couple of
weeks.
I say by the end of the week.
You follow up with them.
You never know when they wantto be contacted.
If they're giving you anendless end date, call them back
, let them tell you they're notready yet and then call them
again period.
And then, lastly, 57% of peopleand that's over half the
(40:18):
customers appreciate lowpressure follow-ups and these
are not.
Hey, are you feeling aboutbuying?
How are you feeling aboutbuying today?
Hey, you were telling me aboutyour kid's baseball game this
weekend.
I just wanted to check in andsee how.
That was Joel.
So I'm going to give a quickshout out to Joel at J Money.
I have learned so much fromthat guy.
You guys can learn a lot aboutyour financing needs, but I can
(40:40):
tell you Joel Oney is theabsolute best at creating a
follow-up conversation, becausethat guy remembers everything.
I was in the car with him onetime and I heard him close Like
I don't even know.
It was a lot of money, let'sjust say that, a big deal.
And he started it off with hey,you know I was checking in with
(41:02):
you guys.
Um, you know, you told me yourkid had a wrestling meet.
And I'm thinking to myself.
I'm driving, we're on, we'reactually on our way to North
Carolina and I'm thinking whatin the heck is Joel talking
about with this guy?
And, like not even joking, twohours later, on the same phone
call, he's closing a deal.
That's a massive deal, and Imean a lot of money.
(41:25):
So I want to stress to you guyswhat Marc just said, and I want
to back that up from a dealerperspective.
You cannot do enough for yourcustomer.
It is your job, it is yourresponsibility, is what you're
doing as a salesperson.
It is your job to take care ofyour customer.
They expect it and when theydon't get it, they will buy from
(41:46):
somebody else who's not you.
Let me tell you that right now.
Every time you will lose thatsale and there's nothing worse
in the world than picking up thephone.
Hey, checking in with you guys.
We were talking about the shed.
I already bought from somebodyelse.
Those are the words that hurtme.
That hurt me to the core of myexistence.
(42:08):
I can't stand.
It Makes me sick.
JW, you were going to sharesomething, brother.
JW (42:13):
Yeah, I was going to share and I think this will kind of
transition to our last topic ofpartnerships and what dealers
are looking for and then whatmanufacturers are looking for In
the breadth of follow-ups andattitude and effort, as Marc
shared and as you've talkedabout, Jared and I used to work
with a gentleman, ironically,that had a saying that he would
(42:34):
use all the time and I reallyliked it.
It was a mistake of the mindversus a mistake of the heart
and Jared and I have talkedabout this at times I like that
he's chuckling there.
But a mistake is when you dropthe ball on something right.
You you, as marc said earlier,you wanted to post 10
marketplace posts and you onlyposted eight because you got
busy, you know, or you forgotsomething Right.
These are all mistakes of themind.
(42:55):
A mistake of the heart is likewhere you just kind of folded or
you're consistently folding inthe sense of your efforts not
there, your attitudes not there,you're not committed and I
think the biggest thing that wesee in the shed world Jared
mentioned that sometimes all ittakes to close a deal in this
industry is answering the phonebecause the customer says four
(43:16):
other people did it.
Those four people that did it.
Those are examples of mistakesof the heart Right, and what
that means is is they're notcommitted, they're not invested
and they don't want it.
I've shared this with Marc.
I share this.
I'm a very high energy guy, asMarc is.
I like to go go, go, run, runrun.
(43:40):
I'm a sales guy, I'm arelationship guy and I like to
see people be successful.
But I've told several of mydealers and I will continue to
say this for as long as I'm inthe industry or in any industry
in life is I can't want it morethan you.
I can't If I want it more thanyou, right, I can't.
If I want it more than you,this partnership and, more
importantly, your business orwhatever you're trying to do,
that I want more than you.
You'll never be successful atit.
(44:01):
If JW Rucker wants it more thanyou, you have to want it more
than anybody.
And what that looks like isthat looks like following up,
that looks like posting, thatlooks like making sure that
you're touching the customers.
Does that mean that you can'tbe forgetful at times and things
fall into the rug?
No, we're all humans.
We all make mistakes.
Life gets hectic with families,you know relationships or even
medical issues.
(44:21):
We understand all of that, butyou have to want it more than
anybody else wants it, and ifyou don't, you're going to have
a hard time ever reaching thegoals and the levels that you're
set out for.
But I think that's the biggestthing and I mean that's the
number one thing and I think Ican speak for Marc too.
When we go and meet withpotential dealers and new
dealers or new dealers come andmeet with us, obviously we want
(44:43):
to know about their physicallocation.
We want to know the car count.
We want to know if they'rehustlers.
We want to know how well-versedthey are online advertising.
We want to know all of that.
We want to know their previousshed experience.
But the number one thing I wantto know is do you want it?
How bad do you want it?
Because one of my best dealers,marc Open, before I came to
(45:05):
Sheds Direct.
His lot is in the middle of acornfield guys.
His lot is in the middle of acornfield guys From July to
September in Southern Ohio.
You can't even see the shedsuntil you can touch them.
You can't even see them.
He is in the middle of nowhere.
But I'm going to tell you he'sone of my best dealers.
Why Marc ever opened him, Ihave no idea.
(45:26):
His lot is in the middle ofnowhere, but Marc saw that he
was a hustler and that he wantedit.
And that dude, I can't go a daywithout calling him.
And he's like, yeah, I was justout on the lot with a customer
and I'm like how are thesecustomers finding you, man?
How are they finding you?
You're in a cornfield.
The car counts like 700 cars aday and I mean at least five of
(45:48):
them are going to his lot everyday.
It's absolutely ridiculous.
So I mean I just want toencourage the dealers.
Like, if you don't want it,you're in the wrong industry,
right?
Eric Thomas is one of myfavorite motivational speakers.
He says if you won't do whatyou're doing for free for a
period of time, you don't wantit.
You know and I don't say thatto discourage anybody but it's
(46:08):
whether you're a mechanic, likeMarc said, and you don't love
working a mechanic job and youdon't love getting up early and
doing it, you need to not be amechanic anymore.
If you're a shed dealer and youdon't love getting up and
selling sheds, if a follow-upcall is a burden to you.
You're probably not doing theright thing, and that's where
you just really need to sit backand evaluate.
(46:29):
If I want to be here, I've gotto want it like here.
Right, Jared, I'll go ahead andtalk to the dealer, that's the
number one thing I look for in adealer.
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location for a full day and ahalf, and we don't just film the
pretty shots, we capture yourbrand's entire backbone, your
corporate team in action.
Shed building and craftsmanshipdealer locations show lots,
deliveries, testimonials anddrone footage, those panning
shots of your unique shed stylesand fine details that make your
(47:30):
product shine.
This gives you a deep libraryof original footage to build
high-performing, cost-efficientcampaigns that stay fresh and
dominate attention.
No more scrambling for content,no more mediocre ads, just real
footage that helps you buildtrust, tell your story and
convert like crazy If you'reready to stand out and stay out
(47:50):
in front.
This is your content foundation.
Jared (47:58):
Yeah, we talked about that last time.
Right, if you're not doing itthe way it should be done, maybe
get out of the way and letsomebody else do it.
If your time is coming past,maybe it's time to look for
something else on the horizonline.
I can tell you that is abetween what you said, marc, and
what you said, JW.
That motivates me for a call toaction.
(48:19):
Right, and I can tell you froma firsthand perspective.
I am no different than anybodyelse on this phone call.
I have my good days and my maddays.
I have excellent sales months.
I have really crappy salesmonths.
We struggle with wood salessometimes.
We struggle with metal salessometimes.
(48:40):
I can tell you, the number onething that I have found out over
the last few years of doingthis is having the right
partners at the right time iscrucial.
And if you can't hear fromthese two guys the motivation in
their voices to sell sheds, tohelp you sling sheds if that's
(49:01):
something you might beinterested in, that's my call to
action for you guys is I gotlucky that marc stepped foot
through my door.
Quite honestly, I was notexpecting it and I needed it.
Quite honestly, I needed itright now because I was looking
and I was nervous about the nextsteps for me because I was
(49:23):
being complete and honestly thisis just me being raw and
emotional right now I was beingvery complacent and trying to be
a good friend to our currentsupplier at that time who had
done me really well, and Marccould attest to this.
I did not want to change.
I really appreciated andhonestly loved working with the
(49:46):
previous supplier that we hadand it just came down to what
was right for my business.
Said direct, fit me like aglove.
The way that they do businessis the way that we do business
and it wasn't a situation ofhard feelings and burden.
Once I realized what it waslike, I opened the door and it
was the wizard of oz moment,right where you're black and
(50:09):
white and you're in this tornadoridden house and you walk out
to the world of Oz and it's like, oh, this is what it should be
like doing what I'm doing.
It made my job so much easier.
It made me love what I do somuch more.
Because they took the burden ofall the extra, because that's
what they do, and there's othermanufacturers out there.
(50:31):
I'm not here to tell you that ifyou're a manufacturer, you're
not doing a great job.
I don't know them all there's abunch of them, right?
I can tell you from my personalperspective we use and we love
working with sheds direct.
We have not had any issues onany level that couldn't have
been handled in 30 seconds, andthey always come to bat when I
(50:52):
need them.
And I can tell you from apersonnel perspective, a me to
you, if I, if you're listeningto me, and you are struggling
with your current supplier, itmight be time to make a change.
And this is where I advertiseand I and I I'm just giving you
my heart right now on a sleeve Ican tell you I was there.
I was sitting there struggling.
(51:13):
It was literally five o'clockon a middle of the week day and
I was literally on the phonewith Eric, and Eric can tell you
this story.
Sometime.
I was on the phone with him andMarc walked in the door and
everything got easier from thatexact moment.
He knew exactly what I neededand we worked together to make
it happen and I'm so happy thatwe did.
(51:35):
Tell me how the Sheds Directdealer partnership works.
Tell me how, tell our friendshow they can get in contact with
you guys If there is a needthere.
If you were in the mid Atlanticmarket, if you were in the
Midwest, these guys can help youout.
I'll let them give you guys thecoverage areas.
I'm going to give them thefloor to give us a five-minute
(51:59):
sales pitch on why, the whybehind it.
Tell us why Sheds Direct.
Marc (52:05):
First off, I'll say this right here.
Number one we won't shed people.
If you look at from the 2018,all the way to now, there's a
lot of people that call us upand say I want to sell sheds,
and they would jump in the shedbusiness one day and six months
later they're selling somethingelse right there, that ship is
sailed.
So, number one if you're a shedperson, if you're a shed
(52:31):
slinger, and at the end of theday, if you just want to meet
another shed friend, listen,I'll break bread with you, I'll
buy you lunch, breakfast,whatever, dinner.
We'll have a cup of coffee,like I mentioned earlier,
because our goal and our focusis to connect shed people and
bring them under the umbrella ofSDI, for three different
(52:52):
reasons.
Number one due to ourtechnology, as Jared talked
about earlier.
We know a lot of dealers.
I know a lot of competitivedealers that they don't just
have to worry about selling thebuilding.
They have to worry about theinventory.
They've got to worry about theRTO.
They've got to worry aboutscheduling the delivery.
They've got to worry aboutfollow-up customer service.
They've got to worry aboutscheduling the delivery.
They've got to worry aboutfollow-up customer service.
(53:12):
They've got to worry about thework order.
Maybe something happens, thedriver dings it, somebody's got
to get it fixed.
They've got to worry about thefinancing.
They've got to worry abouteverything, not just selling the
building.
Sdi takes that all away.
We are looking to mesh ourproduct line and our service and
our technology with ShedSlingers and that is our focus
(53:36):
moving forward into 2025.
When you look at technology,when you look at sales focus, I
had a gentleman the other day Iactually met with yesterday.
I was in Virginia.
It was a great meeting.
This guy's been in the Shedbusiness for a while.
He brought his wife and smallbaby.
We were meeting and we weretalking and he said you know,
(53:57):
once I sell the barn, you know,usually then I'll follow up with
the delivery team.
I said, hold on, let's take astep back.
I said, when you sell the barn,I need you to follow up with
the next customer and sell themthe barn as well, and then you
follow up the next lead and sellthem the barn.
I need your pipeline to beoverflowing.
Okay, and so you know we'reheavy sales focus when it comes
(54:19):
to promotions, when it comes to,you know, creating that sales
environment, when it comes tofollowing up points of contact,
sales training, rto salestraining, rto financing, price
point, service quality optionsall that stuff.
We're heavy, heavy salesfocused.
(54:41):
And then, of course, the thirdpiece is a diverse product line.
When you look at vinyl LP, allthe options you can possibly
imagine and our goal is to takewhat we do best right.
Our goal is to take a greatproduct, the first product line,
a sales focus, mentality,technology that eliminates all
the service work that you've hadto deal with, all the customer
issues you've had to deal with,and you mesh that with Shed
(55:03):
Slingers, man, we will movemountains to bridge that gap.
We will move mountains to kindof mold that and bring that
together.
That is our focus, movingforward into the future.
I tell people all the time 2018, if your grandmother wanted to
put a shed on her front yard tosell, I probably would have
given it to her to see how gooda shed seller she would be.
(55:28):
We've totally changed the modeland the mindset.
Our focus is to bring inlifelong shed people, people in
the industry, under the umbrellaand mesh those two together
between a shed selling mindsetand really our focus initiatives
every day.
So that's really how it works.
If you want to get in touch withSheds Direct.
(55:49):
It's very, very easy, man,listen.
You want to get in touch withSheds Direct?
It's very, very easy, man,listen.
Jared has all my contactinformation.
My email is marc marc with a Cat shedsdirectinc.
com.
Shedsdirectinc.
com.
I'll let JW talk a little bithere and close us out.
But listen, you call thecorporate office.
Ask for Marc Church man, theyknow I'm a phone call and email
(56:11):
away.
I stay on the road a lot.
I like to be out and aboutmeeting people and so, man, we
would love to talk.
Listen, I tell people at theend of the day you're going to
meet a shed friend and I'm goingto have a new shed friend, okay
, and so you know, please reachout, get in touch with me and,
like Jared said, I love the coldcall.
I'll knock on your door ateight o'clock in the morning or
(56:33):
eight o'clock at night just tohave a conversation about
selling sheds.
That's how much I enjoy theindustry.
JW, I'll turn it over to you.
JW (56:41):
Man, that's a hard act to follow.
I mean just echo and marc.
Man, we are looking for theright people.
We're looking for shed peoplethat love what they do, that
want to be successful in thisspace.
And that's really our mainqualification, man.
We just want you to want it, wewant you to be a good person,
we want you to like what you doand we like to have fun with
what we do.
Man, if you're not enjoyingwhat you do, it's a lot harder.
(57:03):
So we have fun.
Marc mentioned our group chatearlier.
Man, I text my dealers everyday for the most part the
majority of them and I mean man,I want us to have fun doing
what we're doing making a living, providing for families and so
on and so forth.
So I mean it's a blessing.
As Marc said, my email is verysimilar.
It's JW, the two letters atshedsdirectinc.
com or reach out to ourcorporate office.
(57:25):
Our corporate office phonenumber is is 828-212-1378.
That's 828-212-1378.
Ask for Marc or ask for JW.
Either of us would be happy tospeak with you guys.
As Marc said, just make afriend talk about the industry,
learn something or evenpotentially explore a
(57:47):
partnership together.
Jared (57:48):
So we would be joyful to have that opportunity 100%, I
can tell you as we close out fortoday, don't hesitate to
contact these guys.
Okay, it's not going to be ahard sales pitch.
Marc did show up at my doorstep.
It was late, but he didn'toverstay his welcome.
(58:08):
As a matter of fact, I think Iwanted him to stay longer than
he wanted to that night.
I can tell you we left thatconversation as mutual friends
and mutual respect for oneanother.
It's not that he wanted to signme up that day either.
He was just stopping by to sayhi, and that's the truth of it.
I can tell you from myperspective, it is going to be
an easy transition.
If you need to make one, Ifyou're not selling wood sheds,
(58:33):
let me give you that call toaction as we close out this week
.
If you're selling metalbuildings and you're not selling
wood sheds, you're making agrave mistake.
Wood sheds are easy to sell.
They're fun to sell.
The customers are ready to buyif you're ready to sell it to
them, that goes back to what wetalked about earlier.
Be motivated for your customers.
Remember it's your job to sellbuildings.
(58:55):
If you're a dealer, that's whatyou're going to get up and do
every day.
If you don't like doing it.
Maybe think about doingsomething else.
Find something that you'repassionate about and get out of
the way.
For those of us who are, I cantell you we love this business.
We love slinging sheds in metalbuildings.
We love you guys too.
Thank you for listening to thisepisode of the Steel Kings
(59:15):
podcast.
Check out our friends over at JMoney.
Joel and Katie will help youout with your metal buildings,
your wood sheds.
If you're manufacturing them,if you're selling them, if
you're in home improvement andconstruction, hit those guys up.
Zero cost to you on most dealsthat can be competitive.
You can get customers on amonthly payment.
Everybody loves a monthlypayment.
(59:37):
The team over at J Money willhelp you take care of that.
Check out Shannon's podcast onWednesday.
Check out Dylan and his teamover at Shed Geek.
Marketing For JW, for Marc.
I'm Jared.
This has been the Steel Kingspodcast and we'll talk to you
guys next week.
JW (59:53):
Peace out.
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