I had the privilege of being associated with over 100 sales professionals during the course of 2011. I was able to watch as they created and attempted to execute their individual business plans. I saw many successes and many failures, but most of all, I saw opportunities.

One of the opportunities I realized was you must start with a SMART Business Plan. It must be Specific, Measurable, Attainable, Realistic and Time Sensitive.

Specific means you have documented who, what, when and how. For example:

• Document the accounts you will target in Texas, not that you will spend more time in Texas.
• Document new products you will sell to each account, not that you will look to sell more products.
• Document the frequency with which you will contact your accounts, not that you will increase your activity.
• Document what you will do to gather more referrals, not that you will gather more referrals.

Measurability is a key in determining success. What is success if it has no measure? In fact, what is success if it has no timeline (Time Sensitive)?

If someone says they want to make $100,000, that is measurable but not time sensitive. So, would I consider myself successful if I made $100,000 over my career? Probably not. Thus, defining success should be supported by measurements and time.

In addition, your business plan should have short term and yearly measurements and timetables. When you put all this together, your business plan will provide you with multiple points of reference on your progress throughout the entire year. For example:

• Document how many sales you need to close weekly, monthly, quarterly and yearly.
• Document how many referrals you need in order to obtain your six prospect appointments per week.
• Document that you need 50 contacts a month in order to contact all decision makers four times a year.

Attainable and Realistic mean “can” and “will,” respectively. Attainable means what you are documenting CAN be done; it is possible for you to accomplish this. If it is not possible, then why set it as an objective within your plan? That would be like me setting as a goal to run a 40 yard dash in four seconds. I am 6’4” and 320 pounds; it is not happening! Also, you must be willing to do what it takes in order to accomplish your objectives. This may mean working 50 hour weeks, or role-playing your presentations in the evening before you deliver them, or purchasing and implementing a sales automation system. Whatever it takes is what you will do. That’s the WILL.

In addition, be sure to use the resources you have to make your business plan as solid as it can be. Analyze the past and use that to help build your plan for better results. Ask yourself what you did in 2011 that you should stop doing immediately. What did you do well in 2011 that you should focus on continuing, or even improving, in 2012? What skills did you use well in 2011? What skills need work in 2012? Which accounts did I do well with, and why, in 2011?

And always remember what Albert Einstein said: “Insanity: doing the same thing over and over again and expecting different results.”

Happy New Year and good luck in 2012!

Dan

Wouldn’t it be terrific if we could anticipate our customers’ needs, and actually know what they required before they said anything?  How much better could we align with them and sell the proper solution if we could do this?

There are a couple good tactics we’ve learned over the years to do just that!

Remember that history is the greatest predictor of future behavior!

To more accurately predict the future, learn from the past.  The companies we work with – just like us – are creatures of habit.  We don’t like change; we like consistency.  To more accurately predict customer needs, take a look at their past buying habits.

• Project history – which projects go well, which do not and why?
• Purchasing history – how do they decide what to buy and when?
• Decision-making process history – who is involved in the decision-making process and how have they arrived at past purchasing decisions?
• Historic buying criteria – what criteria have they used to make their decisions?  Has it been price?  Quality?  Delivery?

With customers – as opposed to prospects – it’s fairly easy to anticipate future needs by reviewing their historic needs.  That said, let’s dig a little deeper into future needs.  What can you do?

• Ask them – meet with them and ask them about plans for the next year, three years and five years.
• Look for trends in their industry – by reading industry news you can oftentimes predict what your customers will be working on and how you might be able to help them.
• Determine what their competitors are doing (particularly the industry leaders) – do periodic competitive analysis and bring your findings to your customers, asking them their thoughts on how their competitors’ moves may impact their future decisions. It’s important to use the tools available to you to keep up on your customers’ industries and competitive information so you can properly position yourself to anticipate their needs.

But what about your prospects?  How can you anticipate their needs without a relationship or prior purchasing data?

Do your homework!

When it comes to anticipating your prospects’ needs, it gets a little more complex, but it’s not impossible. The easiest method to anticipate your prospects’ needs is to do research.

• Read industry news, blogs and press releases.
• Keep up on what’s happening with them and their industry by “following” them using social media tools like LinkedIn, Facebook and Twitter.

Once your research is done, you have to do some educated guessing at what their needs may be.  A great way to do this (post research) is to spend time on their website.  What does their website tell you about what their needs may be now or in the future, and how might you align your products or services to meet those needs?

Let’s use our website to demonstrate how you might go about doing this. What do you see?

• We have a 4-stage approach to building better sales forces – strategy, recruiting, training and management. Do you have tools or offerings that could help us execute our model?
• We have a case study and testimonials page that lists some of our clientele. What industries do we have experience in that align with your industry experience and what you see as needs in those industries as they relate to the products and services you sell? How can you familiarize yourself with the industries we are in so that you can bring new ideas, trends and recommendations about how your products/services can help us achieve our goals?
• We have a blog on which we muse and opine. Based on our subject matter and questions, perhaps you can learn ways in which to connect with us so that we are familiar with you and want to talk to you further about your products and services.

Better yet, you can actually engage with us, participating in the dialogue and actually helping shape our future needs that align with your product / services!  Now that’s an idea!

And so on.

It seems to me that, in order to anticipate our customer or prospect needs, we need to do a little homework and research, then apply some common sense based on our findings!

Either that or we could use your handy dandy 8 Ball.

Do you attempt to anticipate your customers’ needs? How do you go about it? What’s your method?

Brian

Role-play your company image presentation while doing 20 jumping jacks. Perhaps close three times in between push-ups. Better yet, do 10 sit ups between every prospecting phone call. Is this a sales workout regimen? Of course not!

So what do we mean by a “daily sales workout regimen”?

Any change of habit or development of skill requires preparation and practice. Sales success requires the proper habits and skills, too. Therefore you must prepare and practice (work out) in order to be ready and able to perform (habits and skills). So, what are the types of “exercises” you should use?

• Role playing your company image presentation
• Scripting how to handle your most common sales objections
• Creating an email template to promote a new product
• Analyzing your wins and losses
• Taking what you learn to increase your close rates

With a physical workout regimen, you must change the muscles you work and the types of exercises you do in order to continue to develop; you must do the same with sales. One day you may work on your elevator speech – before, during and after your foot prospecting activities. The next day you concentrate on handling sales objections – before, during and after your phone prospecting session.

Be sure to prepare and practice the habits and the skills you need to develop. Set a schedule that enables you to cover it all while ensuring your accountability. And lastly, prepare and practice, but then also perform (live sales activities) and analyze so that you can better prepare and practice going forward.

All of this becomes your sales workout regimen and creates stronger sales results.

Dan

Sales are down! It must be the marketing department’s fault. No? Can I blame the down economy? Not that either, huh? Well, I better get back to work then.

Ever notice the best sales professionals don’t need ideal conditions to perform at the highest level? Give them a phone and a chance and they’ll succeed. When you break it down, being a successful sales professional takes nothing more than determination and unwillingness to fail. There are no excuses; there are only results.

So, what happens when you find yourself in a situation where conditions are not perfect? You have no administrator pre-screening your calls or scheduling your appointments. Your office space resembles more of a college frat room than an ivory tower corner office. There are no billboards of your company posted on the highways, and there are no radio spots. It’s just you, your call sheet, and stale lukewarm coffee.

In today’s downsized, wear-multiple-hats society, most of us are asked to do more with less. This means that our marketing budget, if we even ever had one, is now small to nil. We still need prospects to find us and consider purchasing from us. So what do we do?

Here are 5 ideas for marketing your business when you don’t have any support:

1. Utilize what social media has to offer
2. Create advocates and referral partners
3. ABM – Always Be Marketing
4. Automate processes whenever possible
5. Create content that’s stored online

Utilize what social media has to offer

Social media can be a wonderful outlet to connect with other business professionals. When you communicate online, you’re marketing yourself and your business. The more effective you are, the better your results will be. Over time, you have the opportunity to develop a large network of “brand ambassadors” that share your content or information with their networks.

Create advocates and referral partners

Whether you develop your advocates online or in person, having others who are willing to proactively tout your business is the goal of any successful organization. Having an army of referral partners who regularly introduce you to targeted prospects can replace even the most expensive marketing campaign. This requires treating each customer or client like they are the most important one to you.

ABM – Always Be Marketing

You may be at a networking opportunity or a professional sporting event. Regardless, when the opportunity arises, share your passion with those around you. Passion is infectious and resonates with other passionate people. Look to have conversations with people that are as serious and excited about their business as you are. There’s no time sheet to fill out when it comes to your marketing efforts. Like 7-11, you’re always open for business.

Automate processes whenever possible

Busy, successful professionals automate things like emails, so that whenever someone signs up for their newsletter or asks a question, there is an automated email response ready. It allows you to spend the bulk of your time on income-producing activities and in essence creates a virtual administrator. Your ability to market your business could be heavily automated if you understand the sales funnel process – moving serious prospects along without having to be there.

Create content that’s stored online

Creating content like blogs, white papers, newsletters, podcasts, webinars, and the like, is the backbone of today’s marketing efforts. When you create awesome content, your network shares it. If enough people deem it worthy of sharing, your content can go viral. In layman’s terms, send out your content once and watch it spread like wildfire. Housing this content on your website and other portals that you maintain gives people a chance to find you on their own through search and recommendations.

There are many more things we can do as professionals to market our business without having much, if any, support. What are some other suggestions you can provide for us? Feel free to link any content you’ve created that supports this topic.

David

“Danger, Will Robinson!”

Anyone of a certain age will clearly remember this urgent warning message from the beloved Robot to the adventurous young man on the classic TV series Lost in Space.

I use this reference not to reflect upon my youth, but to communicate an obvious message: If you do not have a robot to warn you of upcoming sales dangers, you need a solid sales strategy to eliminate them.

What might those dangers be? Ask yourself these three simple questions:

• Is your time being used effectively in order to maximize your sales results?
• Do you have a set of targeted accounts (by industry and market) that can increase success?
• When calling on accounts, do you have sales process that takes you from qualification to close?

If you answered “no” to any of these, you are susceptible to lower or less-than-possible close rates, revenues, margin and customer satisfaction; and fewer referrals, qualified appointments and product presentations.

Here are some short recommendations that will help:

If you answered no to #1, develop a strategy that considers where you should be spending your time (selling versus non-selling activities), and develop a calendar, plan or program that enables you to engage in the proper activities, with the proper contacts, as frequently as needed, in your to realize your desired results. For example, articulate and work toward a goal that says, “From 8 a.m. until 11 a.m. on the first Tuesday and Thursday of each month, I will set four appointments for the last week of the month.”

If you answered no to #2, look at who amongst your customers benefits most from what you offer, and why. Then create a successful customer profile including decision makers, size of company, market, industry, needs, situations they experience, etc., so you can make decisions on who should now be on your targeted list of accounts. For example, determine that “I will call on facility managers in the food industry on the East Coast.”

If you answered no to #3, look at and document the typical steps of your sales process (what occurs first, second…), then determine what gets in the way (obstacles, objections) of you closing business. This analysis will help you determine the adjustments you need to make while conducting your sales activities. For example, you have lost sales due to your prospects feeling more comfortable with a competitor. Therefore, you must deliver better company image presentations.

Using your time properly, calling those you should be calling, and calling upon them with a sales process that works is a solid strategy. Be sure to document what is needed to accomplish this. The documentation helps ensure execution and provides a baseline from which to adjust.

Consider yourself warned!

Dan

Within the business community, there is a renewed focus on prospecting and driving new business. And business owners as well as sales professionals are realizing this can no longer solely be done within an existing customer base. The conclusion – companies and their sales staffs must prospect (yes, old-fashioned prospecting) in order to find and sell new customers – has been reached by leaders of most industries across the U.S.

For many, it has been far too long since “true prospecting” has taken place. So, where are the best fishing holes to find qualified leads for your products and services?

Here is an idea: all over the place! (I know…I know…)

Here are some more specific ideas:

• Look at associations and their memberships based on your targeted verticals. If you target project engineers at automotive manufacturers, go to the Society of Automotive Engineers.
• Use LinkedIn to uncover contacts at targeted prospects. If you are targeting Farmers Insurance, look up relative contacts at Farmers Insurance on LinkedIn / People / Search.
• Ask your customer base who they may know. Orthopedic surgeons know other orthopedic surgeons, so ask your existing customers who are physicians about other doctors they know.
• Review your targeted industries’ trade magazines, publications and journals. For the boat and yacht industries, for example, look for mechanical or body shops you can sell to.
• Review your targeted markets’ newspapers and other publications to identify new businesses that have opened to which you can sell your services.
• Buy prospect leads. Try a Google search of “buy sales leads,” but know these are not going to be 100% accurate. Typically we will realize a 70% accuracy rate. These can usually be purchased based on the size of the company, location, and industry code, and you can usually purchase only specific contacts within the prospect leads.
• Network with other sales professionals who may have the same or similar targeted prospects. These folks may know of projects or needs that perhaps you can help with. Someone who sells meat to a grocery store may know of a new grocery store opening that will need all new refrigeration equipment, for example.

The best prospectors (hunters) are always on the lookout for leads or ways to generate leads. This is a commitment, a way of thinking and a habit that you must have, develop and maintain.

Good luck and let us build America’s economy!

Dan

In a recent post, we uncovered some key points with regard to differentiating yourself depending not only on who you are selling to (purchasing agents or financial decisions makers) but also what you sell (commoditized products and services or non-commoditized products/services).

I’d like to dig a little deeper into this differentiation concept.

Differentiating commoditized products/services

Let’s start with the toughest first. Assume you are selling a commoditized product/service. For the purposes of this post let’s keep it simple and say commoditized products/services are those that can be purchased anywhere, in great abundance and with great ease. Groceries, automobiles, computers and supplies are all examples of such products. Auto services, churches and counselors are examples of services that are oftentimes commoditized.

So if you sell these products/services how do you differentiate yourself? Let’s start with what you should not do (that almost all sales people and companies do): You should not say you differentiate yourself based on service.

Why not? Find me an example of a product or service company that says they offer crappy service. Then I’ll retract my statement!

Of course everyone says they have great service. But, of course, they don’t. So this is not an effective differentiator (unless of course you can define what “service” means).

So how do you differentiate terms like service, convenience, selection or price?

• If service is your thing then you need to define what that means to the customer and why you are better — “Our technicians answer calls immediately, no call backs or waiting necessary.”

• If convenience is your differentiator, then you need to define what that means and why you are better — “We are the rare dental office that acknowledges people have jobs and need to work during the day, so we are open evenings and weekends.”

• If selection is your advantage, then define this as well — “We believe having computers, without all the peripherals that should accompany such purchases and cause you to shop in multiple stores, is not the best use of your time, so we are your one-stop-shop for all things technology.”

The key is defining the advantage that enables you to differentiate yourself.

Differentiation through sales people

If you have sales people (or are a sales person), it is easier to differentiate in that you have one-on-one customer interaction, not just messaging.

Think distributor sales reps. These sales reps oftentimes sell commodities. In these cases, the sales reps need to add value to the sales process (especially if they charge more for their products/services).

• “We not only can provide you with the products you need, we also can help show you how to use them so that you can increase your efficiencies and save time and money.”
• “It’s not the tool, it’s how you use it. That’s why you want to buy through us. Yes, we have the tools, but we also show you how to maximize their use with your applications.”

See what I did here? I defined what the differentiator was and what it meant to the buyer. While this seems simple, pay attention over the next week as you shop online or purchase goods/services in person and actually take note of how many companies, advertisers, and sales people fail to do this consistently. I think you will be amazed.

Selling in a non-commoditized environment

If you are selling in a non-commoditized environment (niche markets with niche products/services), differentiation is more easily accomplished. You simply need to effectively state how your products/services benefit the end user.

Note I did not say what features you had that others don’t. Nor did I say what advantages you had that others don’t. I said benefit, which is a very important distinction.

A feature is the thing (or things) your product or service does, such as HDMI output on your laptop computer.

An advantage is why that feature is important, such as allowing you to connect to external HD displays.

The benefit is how the buyer’s life is improved by the product / service, such as flexible output options or the clarity of display for a better viewing experience.

The old adage, “it’s not what you say it’s how you say it,” applies here. I’m not speaking of tone or intonation. I’m talking about the language you use to present your company, your product/service and yourself. That – not your product – is what enables you to differentiate yourself from the competition.

Brian

Several years ago we were conducting a sales training session for a client at a large conference center. Right next to us another training taking place, for purchasing agents. The terrific irony!

I didn’t realize this until one of our breaks when I heard the speaker and the questions coming from the attendees, and then subsequently read their signage. This particular group was talking about how to handle sales people. I heard things like:

• “Don’t fall for their charming demeanor.”
• “They are going to try to convince you that they are different, but they’re not.”
• “They are going to say they can add value, but they can’t.”
• “They are going to want to go above you, but don’t allow them to, as you will lose all control.”
• “It’s about price, and price alone. That is how you are measured, justified and compensated.”

Wow! And I thought they all just made this stuff up on their own? I didn’t realize it was a conspiracy! Now, this is one group, many years ago, and I’m sure not all purchasing agents are trained this way, right?

So, what’s the point in this story and how does it tie into whether or not you want an educated customer or uneducated customer? I think it has to do with further defining the question. Most people would answer – and most advertising campaigns are built around the concept of – an educated buyer being better. The real answer is… it depends!

It depends on what you sell, to whom and how.

What You Sell

• If you sell commoditized products/services, to purchasing agents, and are cheaper than your competition, then uneducated customers are better.
• If you sell products/services (even commoditized) to financial decision makers and can provide value in the sales process, then educated customers are better.

This is so because if you are the low-cost provider and deal with lower level decision makers who have no application knowledge, they will always buy on price. If you have the lowest price, you will always win.

If, however, you are dealing with financial decision makers (those that truly understand the difference between price and cost and the relative ROI) AND you are not the low-cost provider, then you want an educated customer. But this is true ONLY if you have superior products or knowledge of how to apply the products/services based on individual customer need.

Assuming you have superior products, knowledge and a higher price, you want them educated (with you being the educator) on how your products and services, when used correctly for the correct application, benefit the company. This justifies your value as a sales professional and the higher prices of your products and services.

To Whom You Sell

• If you are selling to purchasing agents, assume uneducated and evaluate your ability to sell only on price.
• If you are selling to the end user of your particular products/services, you want them to want to be educated so you can educate them.
• If you are selling to the financial decision maker, you definitely want them to be educated.

How You Sell

If you are a route-type sales person selling to purchasing agents and your products/services are largely commoditized, it’s fine to have an uneducated buyer because it will have no impact on you positively or negatively.

If you are a consultative sales person selling to purchasing agents then you need to get past them to end users or financial decision makers and educate them in the areas of interest to them.

End users focus on ease of use and flexibility. Financial decision makers focus on ROI. Show them the numbers!

In summary, if you have superior products and knowledge to transfer to those that wish to have it, then you do wish to have an educated buyer who is higher in the food chain than purchasing agents. If you don’t have superior products and are locked in with purchasing agents, education is irrelevant, as is your pitch, unless your pitch is lowest price.

What say you?

Brian

For new sales representatives, there are lots of things that can cause heartburn:

Did I conduct a thorough enough analysis with that prospect? Did I present the correct solution? Did I close effectively? Will I meet my quota this year?

But one of the more “unusual” anxiety-inducing tasks I have seen among rookie reps is the first business lunch he or she has to conduct. Veteran business and sales professionals, of course, have been through this drill so many times they may not even remember the trepidation they felt in the hours leading up to – and certainly when sitting across the table for the first time at – a business lunch.

Relax. It’s actually quite simple, as long as you have some basic social skills, which you do, or you wouldn’t be in sales in the first place.

Food for Thought

Ask for the “date.” In some cases you’ll do this well in advance. In other cases, it will be a natural progression to a morning business meeting. Either way, asking if the prospect would like to join you for lunch should be done with confidence and poise. If a meeting is wrapping up and the lunch hour is approaching, for example, you might say, “Would you have time to grab a bite to eat?” In advance, you might say, “Once we wrap things up at our meeting, if time and your schedule allow, how about if we go to lunch?” It’s that simple. Nothing formal required. The prospect will either take you up on the offer or not. If not, a nice transition statement is something along the lines of, “OK, maybe next time.”

Pick your prospect up at their office or place of business. This obviously applies to cases where the lunch appointment is not tied to a meeting. Picking the prospect up helps provide extra time to break the ice, and makes the next step that much more natural.

Ask for their preference of location. As you’re walking out of the prospect’s office – or as you begin to exit the parking lot – ask something like, “OK, what’s your pleasure?” or “Just tell me which way I should go.” Asking in this way helps ensure that you honor the prospect’s choice, which goes a long way toward putting him or her at ease and helping you look gracious.

Don’t start into business immediately, unless the prospect does. Typically, you’ll have a few minutes between when you sit down and when the waiter or waitress comes to take your order. Instead of immediately starting to talk business, take the opportunity to build or strengthen your relationship by being “human.” Nobody – no body – is all business. Everyone has interests outside of the office, such as family, hobbies, sports, etc. Take a while to inquire about those. (“So, Bob, what do you do to stay busy when you’re not at work?”) These discussions can pay big dividends later on.

Order something that’s easy – and clean – to eat. This isn’t the time to order a slab of ribs dripping with barbecue sauce. It’s not the time to try something experimental that you’re not sure if you’ll like. Stick with something like salad or a chicken breast that you can eat with plenty of natural pauses for talking, and that you can eat without having it end up all over your hands, shirt or lap.

Respect your prospect’s right to eat. Watch for the right moments to end your statements or to ask them questions. Don’t ask a question just as they’re taking a big bite of food and need to chew. And don’t conduct such an inquisition that they don’t have an opportunity to eat at all. Pace yourself, and make sure they’re working through their meal at the same speed with which you’re working through yours. This may take some practice, but in time you’ll find that it makes the conversation flow more smoothly and that they’ll feel more comfortable.

Ease into business talk naturally. This can be done by resuming a topic that you had previously been discussing, or by opening a dialogue as you might if the meeting was at the conference room in their office. (“So, Sue, can you take a minute to describe what you’re currently doing to handle your X business process?”) From here, the rest of the discussion can flow as it would at an office location.

Pick up the Check. When the waitress or waiter brings the bill, be confident and natural as you reach over and pick it up. Usually, a prospect will anticipate this and not even ask questions or offer to pay. If he or she does, however, you can simply say, “It’s my pleasure to pick this up, Joe,” or even, “I’ve got it.” If they do push further, you might graciously say, “How about if you pay next time?”

Tip prudently. Keep in mind that you’re sending nonverbal messages with your choice of tip. If you don’t leave one at all, or leave one that is unnecessarily small, you may appear to be cheap, and could potentially be communicating to your prospect that you anticipate them to place an inordinate emphasis on price, as well. If you over-tip, it may appear that you or your company have too much margin, and don’t place the same value on a dollar that they do. For decent service, 18-20% is customary and appropriate. If you’re not adept at calculating the percentage as you continue to engage in conversation, practice doing so.

Drop the prospect off and be sure to set next steps. Just as with any sales appointment, you want to be sure to close for next steps. As for the dropoff, usually it’s most appropriate to leave your contact in the parking lot of their office or facility. Be sure to shake hands and – again – be sure to close for the next step.

Simple enough? Probably the best thing to keep in mind is that your prospect is human, too. Everyone eats, and most people enjoy social interaction. So concentrate on building the relationship even as you’re building business.

Mike

(We love a great dialogue. What’s the funniest thing that’s ever happened to you at a business lunch? Share your story!)

Funnel – term used to describe the number and significance of potential clients, customers, and prospects (and thus sales opportunities) currently engaged in the sales process. Provides data through which a sales professional can prepare sales projections and set follow up activities.

How to fill your funnel?

Generally speaking, sales results are driven by two factors – the number of sales opportunities and the close rate. So, to increase sales results you must increase your number of sales opportunities and/or your close rate.

Sales opportunities are themselves driven by two factors – sales activity and qualified accounts. So, to increase your number of sales opportunities you must increase your sales activity and/or qualified accounts.

If what makes up your funnel is a number of sales opportunities, then what must you do? I say increase sales activity on qualified accounts (wherever possible) and you will – simply put – fill your funnel.

How to do this quickly?

Increase sales activity quickly. Look at past prospects that perhaps could be re-engaged, ask for referrals from your most valued customers, ensure your sales scripts are benefit rich, set goals for the number of prospect and customer appointments you will conduct each week, use a marketing approach such as mailers, email blasts, and faxes, follow up on all marketing efforts, request assistance from your referral sources, start proactively prospecting, call upon lost customers and old quotes, and so forth.

The second key component to fast-filling your funnel is to be SMART in doing so. Be Specific in who you will call, how you will call on them, and when you will call on them. Be Measurable in how many you will call on, how many appointments will be generated, and the number of quotes gathered. Be sure that what you set out to accomplish is Attainable and Realistic. And be sure everything is Time sensitive (“I will call on X people and gather X results each week.”)

You have heard the old sayings:

The harder and smarter you work the luckier you get.
Success is when perspiration meets preparation.

Keeping these in mind, go fast-fill your funnel!

Dan