Auto news on Youtube Jan 30 2019

- So you want to know how to make a website

for your business that actually works?

That's kind of the golden goose, right?

So right now you probably have a website

but more than likely, it's just kinda sitting there.

It's not really doing anything.

You're not really sending traffic to it.

You don't even know if people are really seeing it

or what they think about it.

It's just kind of this online brochure.

In fact you're kinda confused by it.

You might be a little embarrassed by it.

And you're kinda in a catch 22, right?

Like you don't want to spend money and drive traffic to it

because you're not sure that it works

to actually convert the traffic into leads.

Sound familiar? (laughs)

So listen, I actually know what I'm talking about

because I was in your position about 15 years ago.

I was in a business and I built a website

and nothing happened.

It was a big cricket factory.

Just nothing, just cricket, cricket, cricket. (chuckles)

And then I figured out that if I go online,

I can just do, watch a bunch of videos

and different things and kind of get sucked down

into this never-ending funnel of do this, do that,

do this, do that, and if you pay for this whole course

then you can learn how to do a website,

and it was confusing and it was overwhelming

and I just kinda threw up my hands and said enough.

There has got to be an easier way

to use a website for my business

so that people are visiting it,

that they like what they see,

and that they connect with me, right?

Like it shouldn't be so hard.

So I wanted to put this video together,

give you a couple different strategies you can use.

You can watch the video and then go ahead and implement them

into your website that you have now

and kinda get rid of that feeling of the confusion

and the embarrassment of what am I supposed to do

with this website. (laughs)

it's just kinda doing nothing right now.

So let's jump in.

One of the very first things that you have to understand

about a website is it's the front face of your company,

if you will, so if you have a storefront for your business,

people walk by and the windows, right,

the windows of your storefront, the display,

is really critical.

It has to be eye-catching.

It has to, as people are walking by,

you want people to look in, be engaged with it,

kind of pique their curiosity.

Well a website is your virtual storefront.

You're not putting the entire contents of the store

in your window display, so on your homepage

of your website, things have to be calm.

They have to be organized.

You're not throwing the entire kitchen sink at people

as soon as they take a look at your homepage,

aka walking by your display.

So your homepage should have just enough information

to let people know who you are,

how you're different, who you help and how you help,

or what type of results that you get for people.

So it has to be organized and give them

just enough information, so fill up the window display

just enough to get people to say,

oh, this looks interesting

or this looks like something I have been looking for.

Let me get more information.

Okay, so that's the first tip.

The second tip is that on your website,

you need to make some sort of an offer.

Now a lot of business owners confuse this with a sale.

The reality is, people don't go to a website

and look at it for five minutes or 10 minutes

or whatever and then go, (snaps) done, ready to sign up.

Where do I pay?

I mean just think about your own personal experience.

It's just not how people use websites,

and in fact, if you sell a service,

so a doctor, a chiropractor, a trainer,

a coach, an author, a consultant,

anything like that, if you're selling a service,

that's certainly not how it goes.

So think about it, have you ever gone

to a chiropractor's website and decided,

yep, I'm gonna buy 10 sessions right away?

So normally this front end website,

there's a step before people finding out about you

and a sale being made, and that step before

is called the relationship.

So your website can actually start to develop

a relationship between your business

and that website visitor.

Even though you've never met them,

you've never talked to them,

the website has the ability to come off

as friendly, warm and welcoming, and inviting,

and when that relationship begins to build,

when people can watch a video of you

and see your personality,

or your hand gestures if you're like me,

when they can see who you are and how your voice sounds,

when they can hear from your clients

the type of results that you've got for them,

when they can understand really what your business is about

and why it's so different than all the other competition,

that relationship there, that friendship,

is a critical piece in your ultimate sales process.

So people come to your website.

We want to give them just enough information, right.

A simple homepage, that's one strategy you can use.

The second strategy is everything within the website,

copy, videos, images, it should all be friendly.

It should be engaging, and for most people watching this,

it should be from you, the actual business owner

or the service provider.

You want people to feel that connection with you personally,

because it's gonna help them know you,

like you and trust you, which,

if you've been in business for a long time,

you know that that has to happen before a sale is made.

So that's the second thing.

The third thing is that you really need to make

some sort of a free offer.

So as I said, it doesn't go from just,

somebody looks at your website and then buys something.

There's a step in between,

and that step is developing the friendship

that then goes to the free offer.

The free offer has to be something

that is actually compelling to your target market.

The actually have to want the thing.

So if you're offering something like a free consult,

don't just say, hey, sign up for my free consult,

fill in the form below.

Give them as much information as you can about the offer.

How long is the consultation?

Is it over the phone, is it through a video chat,

is it in person?

What should they expect?

If you are a fitness trainer,

do they need to bring workout gear?

Are they gonna have their measurements taken?

Do they get a tour of the facility?

So you want to give as much information

about your free offer as possible

so that people fully and completely understand

what it is that your offer is,

and more importantly what it is they're agreeing to.

What it is they're signing up for.

If there's any confusion about your free offer,

people will not take advantage of it

and you won't see any conversions

or you'll see very low conversions.

Okay, it's only when you have a simple,

easy-to-navigate website where you're not

just throwing the whole kitchen sink at people,

when your content, your images, your video

engages in a friendship-building,

you know, when it engages in that process

and people can start to know you, like you,

and trust you even though they've never talked to you

and you don't even know that they exist.

It's just through that website,

through those content channels,

that you're able to build the friendship.

And then you make an offer that they want

and that they understand.

Now once they take you up on the offer,

of course then your sales process kicks in,

and that's gonna be different for every business,

but you have an opportunity now

to follow up with the person

because you have their contact information

from the free offer they signed up for.

So, those are just a few tips that are important to know

in getting a website that works for your business

in terms of leads and conversion.

And all the other stuff, you can just kind of

not really worry about, 'cause you don't want to focus

on sales copy and all that stuff

when you're really just kind of working

on the front end website.

So you can get rid of the embarrassment

and get rid of the confusion.

Use copy on the website where you're just talking

like you're talking to a real person.

You don't have to use salesy language

or sound uber professional.

In fact if you're selling a service,

then the more realistic and down to earth

and friendly that you seem and that the words

that you use on the website,

the more people will be able to connect with that.

Okay, so if you liked what I have to say,

you'll definitely love a course that I put together.

It's absolutely free, I'm gonna put the link

down below here in the video.

So you can go ahead, take a look at that

and a lot of people have found

that it streamlines the process

of what they should be focusing on next

and just makes things a lot easier for them to understand

and actually get some things done

and crossed off their list.

So if you liked the video, please like it,

comment, share it, subscribe to the channel.

Do all those wonderful, wonderful things,

and I will talk to you soon on the next video.

Okay, bye bye.

(people chattering)

For more infomation >> How to Create A Website For My Business That Works - Lynn Coffey Website Strategist - Duration: 8:51.

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How to Build a Conversion Optimization Team [Interview with Emre Guney from Skyscanner] - Duration: 20:12.

I'm very happy to talk to you Emre Guney from Skyscanner. I'm really glad

to catch up with you after all this time. I wanted to talk to you especially,

because we are in the middle of airline conversion optimization white paper and

survey and you have a long history of working on the growth and CRO in the

airline industry for Pegasus Airlines. But you now move to Skyscanner

and this is something that's really interesting to me, to see what is the

comparison between an airline and let's say a digital first new wave of travel company.

So maybe before we start Emre, can you just give a little bit of your background,

what you do or what was your past and how did you end up in growth

at an airline and then Skyscanner?

Yeah sure yeah my background, my education is economics and marketing.

After I studied marketing

I found out I always have been

interested in understanding human

behavior. Why people do what they do and

that kind of stuff. The first company I

started after my master's degree was

Renault the French car maker, and I was

in digital realm over there I was mainly

doing digital marketing. So from the

very start I have always been in the

digital industry but after like two and

a half years or three years later I

moved to Pegasus. And that's where I got a

little bit more focused on to conversion

mindset you know, finishing

the journey within the digital assets.

So the last six years I have been there, and

two and a half months ago I moved to

London to Skyscanner. And here I am I'm

doing the growth here as well.

Ok good, So your role at Pegasus, if I'm not

mistaken you were in charge of growth and

let's say conversion optimization but also

digital product yes?

Yes a combination of both. Like we made

digital products, our website and

our mobile app, but not only

building them but also growing them,

optimizing them.

Okay so maybe if you can explain just a little bit how was your growth team,

or let's say this conversion optimization team at Pegasus set up?

Because what I saw in our survey Pegasus is basically one of the rare

airlines that had a real CRO team in place.

Only 30% of airlines that we surveyed has this team.

Otherwise they have just one let's individual specialist.

Yeah. We called our team the growth team as well, not only convrsion optimization.

We want to own the whole customer journey

from anonymous user, to a loyal user,

through our digital products. We were six

people over there including me.

But we also had many valuable external partners,

that we outsourced some growth activities to

that we did together.

So six people is not enough to run your growth

activities in 40 markets that you fly,

even though your base market is your home country.

So we get lots of help from our external

partners. I say partners because we

didn't have a classic agency-client

relationship, because we had a combined

hybrid team that we worked with in sprints.

Like a unified team for the

same purpose for the same goal. But the

Pegasus team, the Pegasus growth team was

mainly combined of like an ARR funnel, if

you know what I mean.

Two people for leading the acquisition

growth activities like paid and unpaid,

like just bottom of the acquisition funnel.

Because we had a separated brand team as well,

who created awareness and pushing people towards

the acquisition funnel.

And then two people focusing on product and

activation,

but also retention as well.

And lastly we had a conversion rate optimization specialist,

who was leading the whole

experimentation process. And every group

they were not doing only activation

not only website, but also helping

people from acquisition to design the experiments, run the experiments,

analyze the experiments results and share the learning with other stakeholders etc.

So including me these six people were running the whole

digital growth cycles I can say.

So if I understand like you said, you had

like a core team which was internal and

then for a lot of CRO activities you

had an external partners which you outsourced. So, for example did you

outsource activities like development,

advanced analytics things like that?

Yes, we had a very close partner we were working with

for the last six or seven years in Pegasus,

they were mainly two teams, one team is focusing on performance acquisition,

and the other team was focusing on establishing the infrastructure of measurement,

but also analyzing the data I mean digital analytics

and also developing the experiments.

So that team was like a cross-functional team,

we had designers and developers in that team.

And they were running the experiments with the guidance of the member of the team.

And also they were analyzing and sharing the results of the experiments with us.

So yes, we have got one person for conversion optimization,

but with that dedicated team we had like nearly six people of a team just focusing on CRO.

So would you say that this kind of a set up,

like you said, you had an internal conversion

optimization specialist, expert

who was coordinating this

external team, and then the external team.

Was this set up you think something

that a medium-sized airline

allows to do more experiments

and do them faster?

Yes I do believe so because the main goal would be

having everything in-house and building experiments within your organization.

But to move there from the place that you are right now takes time.

Because it's not only up-skilling people and also getting the necessary tools.

But most of it, the invisible part of iceberg is the culture.

So with the help of the external partner it would be easier, quicker, faster

in order to distribute this experimentation culture and see some results.

And you know it's like going into gym as well I mean, when you

do your first experiments you, you feel the same feeling that you

do you feel after the first day of gym.

Every muscle aches.

So you know, to see your momentum and

see your velocity and the learning speed, it would be beneficial for

companies to work with external partners. But as a hybrid so there is another

culture within it as well. It's not like do this and report back to me the results.

So you need to learn all together.

Ok, so what would you say was the biggest challenge in doing conversion optimization growth

and experimenting in an airline environment?

Is this the culture part of the iceberg

or is it mostly more like the tech part, the booking engine, the technology stack?

What would you say was the biggest challenge?

I can say both. Like you mentioned.

The first one is culture because everyone who has not run any experiments,

think that lack of tooling or lack of data, or I don't know lack of resources

are the bottlenecks for running experiments. But it's not.

When you run your first experiment you understand, you fail to design a proper hypothesis.

Or you fail to target the right audience, you fail to design alternatives, like variations.

And you understand the importance of prioritizing.

Because you change your mindset towards learning fast,

without sacrificing your own sources like money, staff and also development source.

So the first one was culture yes, because it's in our nature in

people that no one would want to be wrong. So when someone says,

especially upper management says let's change this at the checkout,

let's put this ancillary on this step. When you experiment on that idea,

let's say hypothesis, assumption, and when you see the bad results, I mean as a

growth professional you get excited because you fail fast and you fail forward.

But if you didn't do this and you spend all your resources

in order to build that thing, you would be failing much more.

So you would be much more in trouble. So the first one was culture, but

I don't mean like culture, not only convincing the CxO level,

but other stakeholders as well. So because in a huge airline the digital products

are for everyone, especially foreign customers.

So you always need to listen to end customer.

So having the customers requests in the production pipeline

and aligning with them all the stakeholders,

with the experimentation and learning culture was the first bottle-neck we achieved.

And the second one was the tech as you say because, airlines are more

operation oriented companies by their nature. They should be because they

do a very fantastic job by carrying people from point A to point B.

And the job is really hard, lots of regulations internationally.

So the focus is there.

So when you try to make your booking engine more flexible and scalable it takes time.

It's not from night to day. so that was the second thing I can say.

Okay yes I agree, and now that you moved to

Skyscanner yes? This is the digital company it has only the digital product.

What is the main difference when it comes to

this culture that you said is below the iceberg not seen.

When it comes to experimenting in growth.

Yes I was really surprised when I started here,

because I was following the Skyscaners medium and sharings about

the transformation as well. But as you say, the experimentation and

growth mindset is quite deep and at a very large scale.

So lots of people are focusing on growing products

in each and every step of the funnel

with different markets.

So the speed and the pace here is mind-blowing

I mean you learn every day something new. And it's not always good news.

It's bad news as well. I mean some experiments, failing in an experiment

shows you a quicker way to solve the traveler problems.

You see some winning cases from other markets that you can apply within

another market, see if it works over there.

So I would say there are two main differences.

One is the scale like the people, and the tools , and the culture.

And also the focus.

Because of the difference, there is only one focus here, solving travelers problems

via digital product.

Since there is no operation here.

Ok. And for this scale that you are talking about,

you said one is the number of people in teams.

I also follow Skyscanner medium blog

and I see this lean organization of squads and tribes.

So is this the way you see that enables Skyscanner

to do this at a larger scale? To have a lot of metrics independent teams

working on different part of the digital journey

and optimizing it constantly, instead of one central team managing all?

Yes that helps a lot. That makes things faster and quicker.

And it's not like black and white. If something doesn't work

then the organization tries something else in terms of

team structure and etc. So the experimentation culture

is in the way of working as well. If you don't run your

processes through Trello, let's say like a tool, then try something else.

So it's very flexible and very quick.

And that kind of structure enables this speed and quickness.

You are right yes, having a non centralized

and distributed squads and tribes like metric structure

gets people to work closer and quicker.

Ok. Skyscanner has also your own experimentation platform?

Because this is also what I see, a trend for the companies

that really want to scale to a higher level, at the end you need to build

your own experimentation platform yes?

Yes. You need to build your product very scaleable and configurable for everyone,

because the highest level itself - like they said many years ago for marketing

marketing is so important that you shouldn't leave it to the marketing department.

It's same for growth. So it's not only for people

who were labeled in growth team. It's everyone's job.

So you need to configure your product

configurable so that everyone can experiment within the product.

But also you need to build an experiment platform embedded with your product

so that you can solve your problems with proper hypothesis faster and quicker

Yes, this is where I see airlines are failing now,

because like you said this experimentation platforms are not

embedded in the core product. Because this booking engines and

booking solutions have this history in the past and we are just dragging them along.

Yes, the current tools within the industry are like a piece of layer

just in front of the experience.

It gives you a certain level of flexibility but of course if you

can't embed within the core reservation system you can't experiment on some

core functions like pricing, bundling and that kind of stuff.

I agree.So maybe to sum up, last question, or a last challenge.

Now that you, like you said see the other part

or see how growth and experimenting is done at Skyscanner

and you look back on your airline days

if you could go back what learning would you take back and do differently

if you go back to the airline environment?

Yes probably I would try to implement more agile and lean approaches,

even though we tried really really hard and

we moved Pegasus from one level to another level. I would definitely say

that it's one of the few airlines within the region that's focusing on growth and

conversion optimization.

So yeah like upscaleing people and increasing the speed I would say.

Okay Emre thank you, that was really great and I am looking forward

to following more of your work and Skyscanner, and I wish you all the best in the future.

Yes thank you very much, thank you.

For more infomation >> How to Build a Conversion Optimization Team [Interview with Emre Guney from Skyscanner] - Duration: 20:12.

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How To Build A Sales Team - Duration: 18:58.

Thanks to need to Grow By Joe. This video is about how to build a productive sales

team. My name is Joe Camberato. as you know. And this is our VP of sale. -How's

everybody doing out there? Patrick Manning, VP of Sales, The National

Business Capital. -Cool, awesome. So. this is my sales floor. (Applauding)

So today, we're talking about how to build a productive sales team. We've got,

I think about 7 different tips that we're going to share with you guys. And

so you can get your sales to be as productive as that and to get you create

that excitement. It's not an easy task. It's taken a number of years to get to

this. I think we have over 50 sales people now. Put a hundred

people in the company. And we're going to share some really cool stuff that'll be

helpful to you. And you know, we started the sales team from absolutely nothing.

It's definitely a challenge and there's a lot of different areas of focus. And

we're going to talk about that just... -And like Joe said, we have some really

cool things to go over. So, Stay tuned. -So, obviously my goal here is to help you

grow your business and in this video is how to grow your sales team. It's taking

some time to get to that and having 50 rock star sale reps won't happen

overnight. But we're going to share some of the

tips and secrets that have helped us, you know, grow our sales team and it's a

constant attention to detail. But with some of these things, it'll help maybe

fast-forward you and building your team and hopefully get you on the path to

grow in your business even faster. So, first thing that we'll talk about is

people. I mean Pat, how important has it been to have the right people on the

sales team? -It's been it's been extremely important. Up to this point, you know,

there have been periods of time for the growth of the business that maybe that

wasn't such a focus of ours. And we've seen at times a lot it wound up taking a

step back for us. You know, something that we discovered along the way here is

to always continue hiring and trying to find the right individual. And a lot of

times in sales, that can be a tricky thing to do because it is such a

psychological game. So, finding individuals that, you know, have structure

in their life and, you know, are motivated and have a clear mindset

really help, you know, ultimately attain the end-goal and really help us to

continue to win. -Awesome. And you know, a lot of people think, "Oh, I have more sales

people I'll do more sales." And how funny is that that's not always the case. That

sometimes more people, you actually want to do in less sales because they take

away, you know, from the leads or mess up the sales process. So, I think we

found over the years that we've been up also do you know more with less. And I

think it's so important that you have the right people on the team because eat

more bodies doesn't equal more. -Absolutely. And it's a great point and

it's an interesting point. And I'm sure some people are out there sitting there

thinking, "How am I going to do more with less?" But the truth of the matter is,

you know, if you're bringing in and you're focusing on quantity over quality.

You could actually find that there are people that you're bringing onto your

team they're actually going to help drag others around them. So, having the right

individuals in place that all you know, have these same morals and same values

and understand the the greater good of the company and what it is that you're

trying to serve, ultimately will help you reach that goal a lot quicker. -Awesome. So

if they're not the right person, if they're not culturally fit, if they don't

share in those vision and values of the company, it's just not worth bringing

into the organization because it'll probably be more destructive than it

will be constructive. -Absolutely. We've seen that ourselves. -So, once you kind of

have... Once you kind of identified what that right, you know, person is. --That right

fit, it's definitely a process to bring on the right person in. But it's

better to be slower with that. Hire slow and not fast so you can really, you know,

focus on bringing that right person in. But once we kind of nail down the right

people... You know, I think the number 2 most important thing really is having

the right marketing. And you know, if you got people and you're bringing you know

more sales rep in, you're going to have to be able to fuel that sales team.

Having that right marketing in place that's going to drive qualified leads,

is super important. It's been a big focus of ours. And driving in the

right type of leads, qualified leads into the business. So, you're going to bring

people in. Step 2, that you're really going to have to have in place is going to be...

Just going to be marketing. And I think it's kind of that simple. -Yeah. Now, I couldn't

agree more. You know, every highly motivated salesperson that is coming

into the organization really looking to earn is going to be looking for

that opportunity. And if you don't have the marketing in place and the brain to

go behind them, you know, they're not going to feel like they have that

clearly laid out path of how they can get from point A to point B. And

ultimately reach that success they're looking to reach. -So, I think once we nail

down the people, the marketing, this could probably must be the

number one most important thing besides people. And it's been a big contributor

to... Contributor to our success with the company is the systems, the

process and having the right tools in place. And you know, I always talk about

this a lot in a lot of different videos. And I talk about this a lot with

business owners. And forget your sales team and your business in general. You

have to have the right systems and process in place. But how important, you

know, how would you say it's been to have the right systems and process

in place for our team? -I think you hit the nail on the head when

you said that it could probably be the most important factor. You know, you could

have the right people in place and the marketing. But if you don't have the

process to keep everything organized, it's going to be extremely hard to scale

your business at that time. You're going to find yourself get to a point where you

have the right individuals, you're bringing the business in. But you don't

have the processes in place to carry it out. And you want have actually

bottlenecking. And what that ultimately happens is it's a negative effect on the

customer experience. Which is why we show up every day is to give that high

level customer experience and ultimately, you know, satisfy our clients. -Yep.

Absolutely. Super important and customer experience definitely is everything. You

know, I guess too... I was talked about this. I mean the way to win in any business is

to be able to handle volume. You know, if you can't handle volumes and

you're never gonna be able to hit the sales numbers that you want to hit. You

have to have those systems and processes in place

in order to handle the volume. So, it's so it's super important. If you're trying to

grow your sales, you need those processes. And on top of that, I think you

having the right tools in place for your sales team to utilize is extremely,

extremely important too. -Yeah. Everything that you're talked about here really

acts as the foundation in building a piece of construction. Any

time you're gonna try to build something, you need to have the the right

groundwork implemented. So again, the process is to diligently organize all

of the data that we're bringing it in and and being able to carry out our

service in a way that our clients will enjoy. But also having the tools, the

technology to do this efficiently. Because speed is everything especially

in the in the world that we live in today. You know, people are looking for

good, fast results but also done correctly and accurate the firm.

-Absolutely. You know I think if, you know... It's really

important if you want to build an effective and productive sales team.

It's super important to bring in the right cloth buy leads. But to make

sure that you have probably someone on the team that is almost designated to

ensure that your sales team is following up with any leads that are

coming into the business and on top. To make sure that things are really be...

Things are being followed up on. -Yeah. -I mean, they really that simply put. I mean,

you know, how important would you say that is? -It's extremely important. And you

know, just because it's not a rule or a procedure, it's still very much a part of

the process. By having that backstop to really support and act as an

insurance policy to all the hard work that the other departments in the

company are putting in. You know, the marketing team is working diligently

around-the-clock. They try to help really establish that brand and

bring the traffic into the company. So, having somebody to work as a backstop

and ensuring that the sales team is on top of all of that. And that nothing is

falling through the wayside, it's extremely important. -It's hard enough to

bring the right customer, the right lead into the business. And if they're not

being, you know, worked appropriately, it can be really frustrating. -Yeah.

Absolutely. You could have all the processes in the world in place but at

the end of the day, if somebody applies with your company and they're in need of

your assistance and you know, you're not able to get to them or they feel like

they weren't treated with that white glove service, you know, that's ultimately

going to affect what type of review or or experience they have with your

company and could affect business down the road of what other people are seeing,

how they're communicating about their expense with the company. So, you know,

having that right sales team in place and the right processes in place to

make sure that every client that comes to our door is getting the same level of

treatment and it's a consistent flow is extremely important to establishing who

we are in the market place. -Yeah, definitely having some sort of

management in place that is whether you're breaking your

salespeople up into different teams or whatever. That's really... I think reviewing

those leads that are coming in, you know, it's just kind of staying on

top of what happens is happening. in there. -So, up to this point, we've

talked about a lot of really good points. And you know, key things they really

make a strong sales team. But as you and I both know Joe, you know, from having

sales backgrounds ourselves. You know, salespeople, at the end of day they show

up to the office to earn. You know, they want to come here and feel that they

are in a place that provides the opportunity where they can come in and

support their family and ultimately accomplish the goals are looking to

accomplish. I just think it's really important to have the competitive pay

plan in place for a sales team. So, when they come in, they're working hard every

day. There's a lot of pressures they're dealing with that they understand that

at the end of the day, there's a greater good they're doing this for.

Number 1 is to obviously satisfying our clients. But number 2 is also to

satisfying themselves. And make sure that they can carry out the goals

that they initially came into the company. And right alongside to that

point of a competitive compensation plan, would just be a competitive environment

in itself. And I'm you know you can have a competitive environment but still keep

it wildly positive. Which ultimately is our number one focus in a sales

department is always keeping a positive mindset. Whether it's the individuals or

the or the team in general. But having that competitive environment, you know,

it's okay to compete and have guys and women want to go at each

other and ultimately work to be at the top of that leaderboard. And you know, a

lot of cool ways to keep that competition going and keeping it

positive are different monthly competitions. You know, we do some

different things here on the floor where we have daily goals that we look to hit

as a company and anyone who contributes they're hitting that daily goal will

ultimately be able to share in that day's bonus. And then also monthly

competitions. You know, we like to break the team up into smaller

groups and have them compete against one another. And do cool team outings. And it kind of,

you know, serves as a dual purpose because number 1, you're putting a goal

in place to incentivize. But then when you hit that goal, you're actually

carrying out a team event that helps bring that camaraderie together on the

team and giving them an opportunity to kind of hang out outside of the office

because that ultimately one's a funneling back into the... -I like what

you put in place recently with it. The monthly. What with the sales goals and

the incentives but breaking it down to daily goals. And then I want to

contributed that day to that daily goal get some sort of a bonus or compensation.

And some of these things to be little, they don't need to be thousands of

dollars every single thing. Some, you know, are just little things.

Like maybe it's a gift card. Maybe it's a lunch. Maybe it's a dinner out. Maybe it's

a, you know, a show. Maybe it's a, you know, a sporting event or something like that.

But just mixing it up constantly and keeping it fresh and things been really

important. And then I think we've always found to mixing it up with some cool

little things and then always throwing in, you know, some sort of big

thing if we had a big goal that is fun for the teams to do.

-Yeah. -You got to keep it fresh. We got to keep it fun. -No, absolutely. And I

appreciate you pointing that out and you know, the truth is the idea behind that

was you know we were typically doing these monthly competitions which were

great. It creates a lot of excitement but you tend to see that excitement pick up

more towards the end of the month as the competition is closing in naturally. I'm

sure we all deal with that issue. But you know, the idea again behind it was to

to create that excitement from day one. You know, every day come in here and have

a goal set for that day to really just create that excitement and have that

kind of last all month long. Which in the end, you're right is going to help us

accomplish that end goal. By having those segments and goals leading up

to the big one. -We think we found it's good to break out to having a number of

different incentives or bonuses. So, it's not just the top one

guy or 3 guys. And if those one there being a lot of the same people who

always wanted hitting those goals. So, working it down the alley and the people

that contributed it give us the ability throughout the month for a number of

different people to participate. You know and it ultimately went... -Right, right. And

because at the end of day, we are doing this to to motivate and incentivize the

entire team. So, you never want something that you're doing with good intention to

one-up having a negative effect. So, if it is the same individuals that are winning

the competition's over and over or we're setting goals that are a little too far

out reach, it could actually wind up having a reverse effect on the sales

team. Whether it's the team itself or individuals within that team could

actually sell to become demotivated.

So, I think including the entire team and

really giving everyone the ability to really participate in these competition

is a huge added bonus and and really drives home the main point of creating

that excitement and reaching our goals. -Got it. Put together a great plan and

have some awesome incentives goals bonuses to hit

and make it fun. So, the next topic is we'll call this topic train or pain. It

is so important to not only focus on motivating the team but you got to have

never-ending ongoing training that's in place. And I think, you know, in the

beginning, we probably learned this the hard way. -Definitely. -But if you just like...

It's not you come in you get trained for a week or 2 and then you're off to the

races. You know, depending a lot of industries, things are changing products

and services are changed in constantly. The way you do business changes

constantly. And I think what we've learned is that the training is just

something that will never end here in our organization and anything

that sticks out, you know with that. -Yeah. Absolutely. And I think it's

probably a common denominator for a lot of business owners and entrepreneurs

that are out there, is it's easy to get caught up in the day-to-day in

the business. There's, you know, again... There's a budget for

marketing, there's effort in marketing. These, you know, the leads are coming in,

clients need to be satisfied. So, it becomes very easy to get caught up in

that and just wanting to service everything as it comes in the door. But

what you actually want up doing at that point is you're taking your focus off of

long term. If you get out of the day-to-day of what goes on in the

business and you focus more proactively of having a trained sales team of people

who understand the company's values and morals and vision but also understand

how to carry out our processes and procedures and really satisfy our client.

You know, it really takes the pressure off of the manager because instead of

coming in and trying to handle... -Or owner. -Exactly, great point.

And trying to handle every situation as they come in the door, if you're being

proactive and building a culture and an environment of trained highly-motivated

and capable sales team, you'll actually wind up finding that you're going to need

it less help on the back end because everything was handled the right way

from the upfront. So, training is an extremely important thing on a sales

floor. It's it's truly never-ending. Even with your experienced sales team. You

know, it's very easy to get caught in habit and doing things the same way. But

as you've always pointed out, as the ownership of our company is you have to

change. You have to be able to change on a dime and innovate

and the businesses is... Every business is constantly ever going and and ever

changing. And you know it's important to continue to update that training and

have it really be, you know, really affect to what's going on today

in the business. Have it relate to what's going on currently in the

business because things are changing. And by having that training in

place and having those processes in place, you'll actually wind up finding

yourself with a more equipped sales team who can handle a lot more different

situations on the fly. -Awesome. And it's really important if you really try to

grow your business. If you're just going to continuously bring in sales reps and

don't have some sort of a training process, for sure you're going to

bottleneck, deal with more issues than you've probably signed up for. So, get the

training nailed and have some sort of a process where it's either monthly, weekly.

Maybe for different people and, you know, in your company. Whether they're seasoned

or new. Maybe they're there in some sort of a different type of process where

maybe their weekly and some of the seasoned reps are on a monthly. But put

some sort of process in place where you're circling back to training on a

constant basis. -As the leader of the sales team right now, I find... You know, we

do a lot of these things great currently where you know we are focused on

personnel. We are focused on processes and having the right tools in place. But

what I have found is really delivering the message to the team of

what we show up here to do every day, what's the what's the ultimate thing

that we're trying to accomplish? And to me that boils down to our vision of

the company and our values of how we go about treating our... Not just our clients

but also our partners that we work with. And to me, you know, when the whole sales

team really understands that, that's when you get that environment of everyone

really pulling the rope in the right direction. You know, we could have people in

here that are motivated, that are trained. That are willing to get after it. But if

they don't understand the ultimate vision of what it is that we're looking

to accomplish here which is to help business owners and entrepreneurs grow,

that's where, you know, that's where we find the most excessive. Everyone

really understanding what that vision truly is of what we're trying to

do here. -Care and initiative. -Correct. -It's super important. And I think if they

don't really understand that and result with the purpose of why you're coming to

work every day... You know, you're just not going to be as effective as you

can be. And you know, you might wind up leaving just don't

even understand why you're here every day.

-Correct. I think today, 2 people are just... It's not all about a paycheck. It's

about the ability to earn a great paycheck but also be a part of

something that's greater than you. And that's what we're trying to create

here. -Yeah. Couldn't agree more. -Great. So, we've talked about a lot of great things

here. I hope some of these tips were helpful and maybe helps you look at how

to grow your sales team in a completely different way. And I hope they're

utilized, you know, these have taken... This is years of... -In the making. -A quick

conversation here but years in the making. And you know, hopefully this can

maybe avoid some some mistakes that we've made in the past to help you grow

your business quicker. So, if you're looking to grow yourself, if you're looking to

grow your business and you need some financing to put all that stuff in place.

Hire people and lay out some payroll and different things like that, please check

out the link below. We can definitely help you with financing for your

business. And then a number of other business services. So check out that link

below and stay tuned. We'll have a follow-up video to this. We'll talk about

some other tools and some really cool things that we've utilized to either

pre-screen to bring the right people in. And some other tools that we've utilized

with the sales team to make everything and everyone here successful. Again,

thanks for watching and we'll talk soon and get back to growing your business.

For more infomation >> How To Build A Sales Team - Duration: 18:58.

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Rep. Biggs Offers Way for Trump to Build the Wall Without Congress or a National Emergency - Duration: 3:33.

For more infomation >> Rep. Biggs Offers Way for Trump to Build the Wall Without Congress or a National Emergency - Duration: 3:33.

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How to build an elephant - Duration: 2:59.

Say you want to build an elephant from scratch, from just one cell.

Imagine how many times that cell has to duplicate and divide

to get from a one cell embryo to an enormous animal.

By my rough calculations, divide by two, carry the one...

two hundred million cells divide per second in the body of a growing elephant.

So the question of how to build an elephant is actually a question of how a cell divides itself

from one cell into two.

To divide cells build a super reliable machine called a spindle here in yellow that literally grabs your DNA

lines it up and then pulls half the DNA into one new cell and half to the other.

If the spindle looses grip of any DNA new cells won't have the full DNA blueprint that they need to survive.

Even a small mistake can lead to developmental disabilities like Down syndrome or to cancer.

In other words you should all care a lot about spindles because without spindles there would be

no cell division so there'd be no elephants, or you know, humans.

For my thesis research I wanted to figure out what makes spindle machines so reliable

and to understand a machine you have to take it apart.

So one day I shot a laser into a cell to cut the spindle setting loose precious DNA

and then watched through a microscope to see how it reacted.

Amazingly that laser-cut spindle rebuilt itself within 30 seconds.

This stunning observation raised two questions.

One, how does the spindle sense damage?

And two, how does it repair itself?

Eventually I figured out that one of the two fresh cables ends created by my cut

the one still attached to the lost DNA, serves as the alarm that alerts the indle to danger.

Then the spindle sends out a repair team specifically to this end.

Long sticky molecules are the first to recognize the cable and alarm and grab hold of it.

They pull in an army of tiny two-legged engines

that drag the lost cable and DNA back into the spindle guiding it home.

This built-in alarm plus responder system allows the spindle to detect and fix structural damage

keeping hold of all our precious DNA .

What I find most amazing here is that the spindle is a self repairing material.

Imagine if roads or buildings could just fix themselves up after an earthquake.

Right now inside each of us two million spindles are doing just that.

This dynamic, dance rebuilding and repairing themselves

to ensure that they never make a disease-causing mistake.

That reliability is what builds an elephant.

Thank you.