Sales to Superfans: Strategies for Memorable Business Growth with Michael Goodman

Freddy D: 00:00:00

With 20 years of experience in corporate sales and over 23 years

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in private practice consulting, teaching and primarily coaching,

Freddy D: 00:00:06

Michael Goodman has encountered a wide range of sales challenges.

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Having walked in the shoes of a salesperson himself, he has

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gained comprehensive insights into the array of problems that

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could possibly occur in sales.

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Based on that experience, he crafted a curriculum for the Solomon Cecilio

Freddy D: 00:00:22

system, a comprehensive work.

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that has been continually utilized by various companies for over 20 years.

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Michael has also created AZ sales pro, a dynamic community

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for education, motivation, and all things sales in Arizona.

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While skilled in leadership, communication, sales, profitability,

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and relationship, the work Mike does best is helping his clients find

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and free their identity and become world class at their profession.

Freddy D: 00:00:46

Welcome, Michael.

Michael Goodman: 00:00:46

Well, thank you for having me.

Michael Goodman: 00:00:49

Freddie D seems weird to be calling you Freddie because every time I communicate

Michael Goodman: 00:00:53

with you it's always Frederick so.

Michael Goodman: 00:00:56

Freddy just seems so strange.

Michael Goodman: 00:00:58

You know, not, not formal,

Freddy D: 00:01:01

That's, this is the fun guy.

Freddy D: 00:01:02

This is the, the, the, the Frederick is the business guy.

Freddy D: 00:01:06

The Freddie D guy is the podcast host, host, the guy that makes things happen.

Freddy D: 00:01:10

He's the fun guy that you have a beer two with.

Michael Goodman: 00:01:13

I love him.

Freddy D: 00:01:13

A glass of wine, et cetera.

Freddy D: 00:01:14

So car.

Freddy D: 00:01:15

That's it.

Freddy D: 00:01:17

So that's, that's the fun, dude.

Freddy D: 00:01:19

So Michael, how'd you get started in sales?

Michael Goodman: 00:01:22

You know, thinking about that question, I have a great story

Michael Goodman: 00:01:26

and I hope you find it as great as I do.

Michael Goodman: 00:01:28

When I was a.

Michael Goodman: 00:01:30

People, I could walk into a waiting room with a bunch of people sitting around in

Michael Goodman: 00:01:33

chairs and whatnot, and I could go one by one talking to each of them until my

Michael Goodman: 00:01:37

mom flowered at me and pulled me back.

Michael Goodman: 00:01:39

Said, we don't talk to strangers.

Michael Goodman: 00:01:41

And I think what she was doing was watching the other people in the room

Michael Goodman: 00:01:44

seeing if I was annoying them or not.

Michael Goodman: 00:01:45

And then when I did, she pulled me back.

Michael Goodman: 00:01:48

And so this guy who knew me knew what I was like, and knew that I didn't

Michael Goodman: 00:01:52

have any trouble talking to people.

Michael Goodman: 00:01:53

And wasn't that shy.

Michael Goodman: 00:01:56

I thought I could be his sales guy, but he was starting a company with,

Michael Goodman: 00:01:59

of computer timeshare services and he thought I'd be a great sales guy for it.

Michael Goodman: 00:02:04

So he invited me to talk to him.

Michael Goodman: 00:02:06

I went to his office, I talked to him and I accepted the job, but I didn't

Michael Goodman: 00:02:10

know anything about what I was doing.

Michael Goodman: 00:02:11

I had no clue what I was doing.

Michael Goodman: 00:02:13

I didn't know how to call people on the phone.

Michael Goodman: 00:02:16

I didn't know how to talk to them.

Michael Goodman: 00:02:17

I didn't know how to find the people to call on the phone.

Michael Goodman: 00:02:19

I didn't know anything and so I started calling around.

Michael Goodman: 00:02:22

I started playing with the phone book and just calling, and really, I.

Michael Goodman: 00:02:28

Painfully worked my way into having some kinda language to, to say to

Michael Goodman: 00:02:31

somebody when I got 'em on the phone.

Michael Goodman: 00:02:33

There's a weird thing about this, Freddy.

Michael Goodman: 00:02:34

When you call somebody on the phone, they absolutely expect

Michael Goodman: 00:02:37

you to know what you called for.

Michael Goodman: 00:02:40

And so stumbling through that doesn't help.

Michael Goodman: 00:02:42

And so

Freddy D: 00:02:42

I, oh no, that's, that's, that's, that's that's

Freddy D: 00:02:45

a face plant, as we would say.

Michael Goodman: 00:02:47

Yeah.

Michael Goodman: 00:02:47

Right.

Michael Goodman: 00:02:48

And that's, yeah, totally.

Michael Goodman: 00:02:49

Spent a year doing it badly.

Michael Goodman: 00:02:52

Got to where I really just couldn't pick up the phone anymore.

Michael Goodman: 00:02:54

I hated picking up the phone and that was my job.

Michael Goodman: 00:02:57

And, and this was back in the day when you could actually reach people when

Michael Goodman: 00:03:00

you called them on the phone and it was.

Michael Goodman: 00:03:02

It was just painful.

Michael Goodman: 00:03:03

I didn't like it and I started slowing down.

Michael Goodman: 00:03:05

I wasn't doing it so much.

Michael Goodman: 00:03:07

And and, and I ended up having a conversation with that guy in his

Michael Goodman: 00:03:10

office again and he fired me from my sales job, my first ever sales job.

Michael Goodman: 00:03:17

And, and, 'cause I wasn't doing anything.

Michael Goodman: 00:03:19

And it took him about a year, year and a half to actually fire me.

Michael Goodman: 00:03:22

And that guy was my dad.

Michael Goodman: 00:03:25

Oh wow.

Michael Goodman: 00:03:26

Right?

Michael Goodman: 00:03:27

Yeah.

Michael Goodman: 00:03:28

And so when you, when you fail for your dad, it's ugly.

Michael Goodman: 00:03:31

It wasn't pretty.

Michael Goodman: 00:03:32

I hated that and I wanted to prove that I can too, be good at this.

Michael Goodman: 00:03:37

And so I've stayed at it and I've gotten to a point where I'm pretty

Michael Goodman: 00:03:40

effective at it today, but all of it is because I failed my dad

Michael Goodman: 00:03:44

and, and that's how I got started.

Michael Goodman: 00:03:47

Okay.

Michael Goodman: 00:03:48

Wow.

Michael Goodman: 00:03:48

What a story.

Michael Goodman: 00:03:49

What a story.

Michael Goodman: 00:03:50

I mean, that's especially, you know, In front of your dad is a,

Michael Goodman: 00:03:54

is a, is a tough one to swallow.

Michael Goodman: 00:03:57

Yes.

Michael Goodman: 00:03:57

That stays with you for a long time.

Michael Goodman: 00:03:59

So that's definitely internal motivation to redeem yourself and, and kick some

Michael Goodman: 00:04:04

butt and, and you know, just look back at that as a teaching moment that

Michael Goodman: 00:04:09

transform your life in a positive way

Michael Goodman: 00:04:12

and learn some stuff about what you're doing and structure and whatnot.

Michael Goodman: 00:04:16

Yeah.

Freddy D: 00:04:16

So how'd you, how'd you evolve into doing, you know, sales coaching and

Freddy D: 00:04:21

sales mentoring with companies today?

Freddy D: 00:04:23

So,

Michael Goodman: 00:04:26

in 1999, I was the general manager and sales

Michael Goodman: 00:04:30

manager for a software training company that was here in town.

Michael Goodman: 00:04:34

I was a.

Michael Goodman: 00:04:35

A corporate asset of a global company called Executor.

Michael Goodman: 00:04:41

They were a franchise organization.

Michael Goodman: 00:04:43

Mm-hmm.

Michael Goodman: 00:04:44

And they owned the Phoenix location.

Michael Goodman: 00:04:45

So I was responsible for Phoenix and Tucson to help grow

Michael Goodman: 00:04:49

the revenue of the company.

Michael Goodman: 00:04:51

And that was the time the.com bubble was bursting.

Michael Goodman: 00:04:55

I had worked for years to get a relationship with the

Michael Goodman: 00:04:59

local utility company, SS r p.

Michael Goodman: 00:05:03

I had had, I had a relationship with them.

Michael Goodman: 00:05:05

I worked forever.

Michael Goodman: 00:05:07

And we finally got that piece of business into execute train.

Michael Goodman: 00:05:10

I got a contract with them and it was great.

Michael Goodman: 00:05:12

They had had something like 300 training days a year going on, and

Michael Goodman: 00:05:17

when the dotcom bubble burst, They went down to 30 training days not

Michael Goodman: 00:05:21

3,000 a year, 300 a month, and they went down to 30 training days a month.

Michael Goodman: 00:05:26

So, so I lost 90% of that business through nothing we did wrong.

Michael Goodman: 00:05:30

Right, right, right.

Michael Goodman: 00:05:32

Okay.

Freddy D: 00:05:33

And I

Michael Goodman: 00:05:33

remember those days.

Michael Goodman: 00:05:35

Yeah.

Michael Goodman: 00:05:35

And that was the flavor of the world at the time.

Michael Goodman: 00:05:38

And here I am leading a training company.

Michael Goodman: 00:05:41

As a corporate asset, and I know that the headquarters is in trouble

Michael Goodman: 00:05:45

financially, and so the writing was on the wall and I began to look at what

Michael Goodman: 00:05:49

I wanted to do in technical education.

Michael Goodman: 00:05:52

At that time, we were putting people through Microsoft certified

Michael Goodman: 00:05:57

systems engineering training, Novell engineering training.

Michael Goodman: 00:06:00

We were graduating people.

Michael Goodman: 00:06:02

When I first started doing that, five years earlier, we had graduated

Michael Goodman: 00:06:06

people who were going from.

Michael Goodman: 00:06:08

Our class from a $60,000 a year job where they were losing their job re-skilling

Michael Goodman: 00:06:13

into the certified engineer and moving up to 75, $80,000 just because they had

Michael Goodman: 00:06:18

the certification and some knowledge.

Michael Goodman: 00:06:21

Wow.

Michael Goodman: 00:06:21

And I was fascinated by that.

Michael Goodman: 00:06:23

And what occurred to me late in that cycle, late in the time I was with Execut

Michael Goodman: 00:06:27

train, was that I was pretty skilled.

Michael Goodman: 00:06:29

A, I'd learned sales effectively by then.

Michael Goodman: 00:06:31

My dad was no longer gonna fire me if he'd hired me.

Michael Goodman: 00:06:35

And I'd learned sales management.

Michael Goodman: 00:06:37

And it occurred to me that there was no effective training ground for salespeople.

Michael Goodman: 00:06:42

Like there had been years earlier.

Michael Goodman: 00:06:44

Once upon a time you'd get a job at at the copy, one of the copy machine companies.

Michael Goodman: 00:06:49

And they would, they would teach you sales.

Michael Goodman: 00:06:51

They had a lot of great sales training programs.

Freddy D: 00:06:54

Right.

Freddy D: 00:06:54

I remember those days.

Freddy D: 00:06:55

Yep.

Michael Goodman: 00:06:56

Right.

Michael Goodman: 00:06:56

They became spin selling and some of the other major models and, and, but nobody

Michael Goodman: 00:07:01

had a sales model including Sandler.

Michael Goodman: 00:07:04

To take somebody who's never been in sales before and help them learn sales.

Michael Goodman: 00:07:09

And it occurred to me, with my experience at the time, I can create a sales training

Michael Goodman: 00:07:14

academy and take kids who are going to high school and graduating and never

Michael Goodman: 00:07:18

gonna go to college, teach them how to sell and have them making a hundred

Michael Goodman: 00:07:22

thousand dollars a year, two years after they start, if they do the work.

Michael Goodman: 00:07:26

Right, right.

Freddy D: 00:07:27

No, absolutely.

Freddy D: 00:07:28

I mean, you know, the thing is you, you know, you talk about kids, who's

Freddy D: 00:07:31

the best salespeople in the world?

Freddy D: 00:07:33

It's kids.

Freddy D: 00:07:34

I mean, think, think about it.

Freddy D: 00:07:36

You know, they're, they, they're going to the grocery, you know, to the store.

Freddy D: 00:07:39

Yeah.

Freddy D: 00:07:40

And you know, they see a toy or, or gizmo or something that they want.

Freddy D: 00:07:44

And so they go up to to mom and say, Hey mom, can I have this?

Freddy D: 00:07:48

Yeah.

Freddy D: 00:07:48

And mom says, well, you know, I gotta ask.

Freddy D: 00:07:49

Your dad.

Freddy D: 00:07:50

And so the kid goes back and spins it a little bit and says, mom says I can

Freddy D: 00:07:55

have this if you say this is okay.

Freddy D: 00:07:58

And then he goes, well, I wanna make sure the mom says it.

Freddy D: 00:08:00

And then it turns around and says, well, you know what?

Freddy D: 00:08:02

I'll clean my room.

Freddy D: 00:08:03

I'll take out the garbage for a week, and blah, blah, blah.

Freddy D: 00:08:06

And they, and they keep going, and no is not an answer for them.

Freddy D: 00:08:10

They just repackage it and they keep going and they get the sale, and

Freddy D: 00:08:14

they get the toy or the gizmo right.

Michael Goodman: 00:08:16

Somehow we forget that when we become an adult and we, we

Michael Goodman: 00:08:20

accept more nos than we ever have to.

Freddy D: 00:08:22

Right?

Freddy D: 00:08:22

Exactly.

Freddy D: 00:08:23

Yeah.

Freddy D: 00:08:23

We, we just, we as soon as we get a no, oh, shuck in my head down and off we go.

Freddy D: 00:08:28

And we don't try again.

Freddy D: 00:08:29

You know, a lot of, unfortunately, a lot of rookie salespeople don't try

Freddy D: 00:08:33

again if figured, okay, well I'll just go to the next one, and that

Freddy D: 00:08:36

no, may not have been a affirmed No.

Freddy D: 00:08:38

It was just that I, I, I'm not convinced that, you know, I'm, I need your stuff.

Michael Goodman: 00:08:45

Right.

Michael Goodman: 00:08:45

And they don't know how to deal with the perception of conflict

Michael Goodman: 00:08:48

that, that no means to them.

Michael Goodman: 00:08:51

Correct.

Michael Goodman: 00:08:52

I'm, I'm afraid I can't go to Frederick and say, Hey, come on, we, we said

Michael Goodman: 00:08:56

that this was valuable for you.

Michael Goodman: 00:08:57

You said you liked it.

Michael Goodman: 00:08:58

Now you're a little hesitant.

Michael Goodman: 00:09:00

Help me understand what's going on.

Michael Goodman: 00:09:02

There's no language structure for them to understand how to reengage

Michael Goodman: 00:09:05

that conversation in a way that's meaningful and valuable to them.

Freddy D: 00:09:10

Correct.

Freddy D: 00:09:11

Correct.

Freddy D: 00:09:11

Yep.

Freddy D: 00:09:12

Yep.

Freddy D: 00:09:13

So what do you think, what do you think is some of the biggest

Freddy D: 00:09:16

mistakes that salespeople make?

Michael Goodman: 00:09:22

What occurs to me is, I'm gonna answer that question by

Michael Goodman: 00:09:24

pointing out what we're doing here.

Michael Goodman: 00:09:27

The number one mistake salespeople make is talking too much without regard to

Michael Goodman: 00:09:34

what the agenda of the prospect is.

Michael Goodman: 00:09:37

That's the number

Freddy D: 00:09:38

one.

Freddy D: 00:09:38

Yeah.

Freddy D: 00:09:39

I would, does that make sense?

Freddy D: 00:09:40

Totally agree.

Freddy D: 00:09:41

Totally agree.

Freddy D: 00:09:41

They don't ask questions.

Freddy D: 00:09:42

They start just blah, blah, blah.

Freddy D: 00:09:44

Here's what we can do.

Freddy D: 00:09:45

Here's how we can help you.

Freddy D: 00:09:46

Lemme tell you how wonderful we are.

Freddy D: 00:09:48

We're great.

Freddy D: 00:09:48

We're wonderful.

Freddy D: 00:09:49

You need to buy us and all this stuff.

Freddy D: 00:09:51

And, and that person's not even listening anymore.

Freddy D: 00:09:53

There's shut off.

Michael Goodman: 00:09:53

Right.

Michael Goodman: 00:09:55

Which, you know, it's kind of what I'm doing here on this podcast is.

Michael Goodman: 00:09:58

Blah, blah, blah.

Michael Goodman: 00:09:58

So hopefully there's some kind of interesting engaging stuff in it.

Michael Goodman: 00:10:02

Well, we're,

Freddy D: 00:10:03

we're, we're, we're sharing, we're educating and we're sharing

Freddy D: 00:10:05

information, so it's a little bit, a little bit different, but you know,

Freddy D: 00:10:08

what's, what's a, you know, after the sale, you know, I, I, there's a lot of.

Freddy D: 00:10:14

People that still have like a transactional mindset that they make

Freddy D: 00:10:17

the sale and okay, it's done and then they move on to the next person and

Freddy D: 00:10:23

they really ignore, and this is what, you know, where, where leads to is,

Freddy D: 00:10:27

you know how to create super fans.

Freddy D: 00:10:28

They really ignore that existing customer 'cause well, that was

Freddy D: 00:10:32

a transaction, they're done.

Freddy D: 00:10:33

You know, I'm, I'm on to the next one.

Michael Goodman: 00:10:37

Yeah.

Michael Goodman: 00:10:38

I got my commission, I'm done with them.

Freddy D: 00:10:40

Right.

Freddy D: 00:10:41

And, and let's talk about how the importance of maintaining and

Freddy D: 00:10:45

building that relationship with those customers to get them into superfan.

Freddy D: 00:10:50

So, you know, my word for super, you know, brand advocate or an

Freddy D: 00:10:53

advocate is I call a superfan.

Freddy D: 00:10:56

But you know, in a sense, the super fan is the, the, the rock star of the advocate.

Freddy D: 00:11:01

And.

Freddy D: 00:11:02

I think that a lot of salespeople, small business owners, entrepreneurs

Freddy D: 00:11:08

and even midsize businesses don't get it and, and don't maintain that

Freddy D: 00:11:15

engagement with those existing customers.

Freddy D: 00:11:17

Yeah.

Freddy D: 00:11:18

Yeah.

Michael Goodman: 00:11:19

Earlier you asked me how did I get into sales

Michael Goodman: 00:11:22

consulting, and I talked about, you know, wanting to create a sales

Michael Goodman: 00:11:24

training academy, which I never ran.

Michael Goodman: 00:11:27

But I got to work for a lot of companies.

Michael Goodman: 00:11:28

I used that experience to gain consulting clients, right?

Michael Goodman: 00:11:31

Mm-hmm.

Michael Goodman: 00:11:32

And I learned something that's really apropos of this question you've just asked

Michael Goodman: 00:11:35

me, and that is a lot of times salespeople don't fail because of the salesperson.

Michael Goodman: 00:11:41

They fail because of what executive leadership is asking them to do.

Michael Goodman: 00:11:45

In the sales organization and, and I don't wanna throw executives

Michael Goodman: 00:11:50

under a bus, but I will.

Michael Goodman: 00:11:52

The fact is that it depends a lot on the sales organization itself.

Michael Goodman: 00:11:56

So if they're pushing the salesperson to close that and go away, that's the,

Michael Goodman: 00:12:01

that's up to, that's on the organization.

Freddy D: 00:12:03

Any sales.

Freddy D: 00:12:03

I agree.

Freddy D: 00:12:04

Totally agree.

Michael Goodman: 00:12:05

Right?

Michael Goodman: 00:12:05

Okay.

Michael Goodman: 00:12:05

Yeah, absolutely.

Michael Goodman: 00:12:06

Any salesperson worth his, understands that his reputation in the community.

Michael Goodman: 00:12:13

Is more important than his reputation with the company he's with because he's

Michael Goodman: 00:12:17

gonna be looking for another job every couple of years according to statistics.

Michael Goodman: 00:12:22

And he, his capacity to get a new job, especially in the same industry,

Michael Goodman: 00:12:27

is gonna be dependent on how well his customers are super fans.

Michael Goodman: 00:12:32

Correct.

Michael Goodman: 00:12:33

Right?

Michael Goodman: 00:12:33

Yep.

Michael Goodman: 00:12:33

So he's got to operate with a degree of integrity and empowerment that

Michael Goodman: 00:12:38

goes way beyond the environment.

Michael Goodman: 00:12:40

He may or may not be, or she may or may not be working in.

Michael Goodman: 00:12:43

Does that make sense?

Freddy D: 00:12:45

Totally makes sense.

Freddy D: 00:12:46

Right.

Freddy D: 00:12:46

You know, I can relate to you know, a, a real short story was, you know, when I

Freddy D: 00:12:51

was selling manufacturing software back in the mid nineties, early mid nineties

Freddy D: 00:12:56

I had a customer that became my superfan.

Freddy D: 00:13:00

They were a a tool and dive mold shop basically.

Freddy D: 00:13:03

And The IT manager and I became really good friends.

Freddy D: 00:13:09

Actually the owner of the company became good friends.

Freddy D: 00:13:12

The other owner of the company that was in Sweden, and I became good

Freddy D: 00:13:15

friends and we're still friends today and we're talking decades later.

Freddy D: 00:13:20

But.

Freddy D: 00:13:22

I looked at, when I spent time with them.

Freddy D: 00:13:25

It wasn't, we never got into how the software worked.

Freddy D: 00:13:29

You know, all the technical aspects.

Freddy D: 00:13:30

We looked at the, where they wanted to grow as a business.

Freddy D: 00:13:33

Yeah.

Freddy D: 00:13:33

And how, how my tool, you know, I would basically find out, tell 'em, hey,

Freddy D: 00:13:38

you know, there's three, four other software products that can do the stuff.

Freddy D: 00:13:41

They'll all do the job.

Freddy D: 00:13:43

Okay.

Freddy D: 00:13:43

Otherwise, they wouldn't be in business.

Freddy D: 00:13:45

Right.

Freddy D: 00:13:46

But let's look at where do you want to be in the next few years and et

Freddy D: 00:13:49

cetera, and then how this is gonna help.

Freddy D: 00:13:51

Get there.

Freddy D: 00:13:53

And it was funny 'cause when I started working with them,

Freddy D: 00:13:55

they were a 40 man shop.

Freddy D: 00:13:57

Four years later.

Freddy D: 00:13:58

They were 120 man shop.

Freddy D: 00:14:00

They bought two businesses, bought, built Breezeways in there, and every

Freddy D: 00:14:05

time I needed a referral or used them as a reference, they were more

Freddy D: 00:14:10

than willing and they became my super fans, which in turn helped me sell

Freddy D: 00:14:15

more customers, which made me the number one sales guy in the company.

Michael Goodman: 00:14:19

That's awesome and that's how it works when you're doing your job.

Michael Goodman: 00:14:22

Right, right, right.

Michael Goodman: 00:14:24

You just hit on something that I think is the critical, it's the critical answer

Michael Goodman: 00:14:28

to the question you asked me earlier.

Michael Goodman: 00:14:29

How do you create super fans?

Michael Goodman: 00:14:32

And you and I know that the number one thing to do early in the

Michael Goodman: 00:14:35

conversation with a prospect is understand their needs at depth, right?

Michael Goodman: 00:14:40

You have to qualify them as are, are they worth spending time on?

Michael Goodman: 00:14:44

And if they have needs, then it's worth exploring.

Michael Goodman: 00:14:48

And when you explore those needs in an effective way than really what you have

Michael Goodman: 00:14:52

are what you compare yourself to later.

Michael Goodman: 00:14:55

So if I go back and say, Hey, when we talked you needed this.

Michael Goodman: 00:15:00

This and this, and I think we've done that.

Michael Goodman: 00:15:03

Have we hit those marks for you?

Michael Goodman: 00:15:05

Then you are helping them recognize that you.

Michael Goodman: 00:15:09

Produced and performed at the level they needed to when you

Michael Goodman: 00:15:12

first started with that, right?

Freddy D: 00:15:14

Oh, absolutely.

Michael Goodman: 00:15:15

A hundred percent of your super fandom is dependent on how well you

Michael Goodman: 00:15:19

solve the problems they actually have.

Michael Goodman: 00:15:22

Does that make sense?

Freddy D: 00:15:23

And that's it.

Freddy D: 00:15:24

And, and also it's sometimes it's.

Freddy D: 00:15:27

It's not problems, it's business aspiration goals.

Freddy D: 00:15:30

Yes.

Freddy D: 00:15:30

So, so, you know, you've got, you've got the productivity problems that they

Freddy D: 00:15:34

need, but they need to get that solved so that they can grow their business.

Freddy D: 00:15:39

Like, like this particular company that I mentioned, you know, they

Freddy D: 00:15:42

wanted to grow and they did grow.

Freddy D: 00:15:44

They grew three times their size.

Freddy D: 00:15:47

Because I understood that that was the long-term game plan that the owner,

Michael Goodman: 00:15:52

Yes.

Freddy D: 00:15:52

Wanted to accomplish.

Freddy D: 00:15:54

Yeah.

Freddy D: 00:15:54

And so I helped him position things in the organization that would get them there.

Michael Goodman: 00:16:01

Your analysis, your needs analysis was exactly what made

Michael Goodman: 00:16:05

that thing work for you and created the lifetime friendship, right?

Freddy D: 00:16:08

Yep.

Freddy D: 00:16:09

Yep.

Michael Goodman: 00:16:09

And that's because you listened.

Michael Goodman: 00:16:12

You heard them when they were talking, right?

Michael Goodman: 00:16:15

The only other thing you can do beyond that is to give them 10% more in some

Michael Goodman: 00:16:18

form or fashion than what they're asking you for, and then you're a hero.

Freddy D: 00:16:23

But yeah.

Freddy D: 00:16:24

And, and, but one of the things that I did is and this is, this is one of

Freddy D: 00:16:29

the techniques to build super fans is.

Freddy D: 00:16:33

I acknowledged everybody.

Freddy D: 00:16:35

So when we did the, we held the meeting to demonstrate the software back then.

Freddy D: 00:16:40

Okay.

Freddy D: 00:16:40

And it doesn't matter whether it's software or encyclopedias

Freddy D: 00:16:44

or whatever the the thing is.

Michael Goodman: 00:16:46

Yes.

Freddy D: 00:16:47

Through everybody got a thank you letter in the mail

Freddy D: 00:16:52

that said thank you, Michael, for taking the time out of your busy

Freddy D: 00:16:55

day to participate in our meeting.

Freddy D: 00:16:57

Your feedback was greatly appreciated and I'm grateful for the insight that you did

Freddy D: 00:17:01

and we look forward to, you know, working with you guys in the future and everybody

Freddy D: 00:17:06

I made sure to get everybody's name.

Freddy D: 00:17:09

And everybody, you know got a letter sent or got an email sent or a combination

Freddy D: 00:17:15

of both thanking them for their time, their feedback and everything else.

Freddy D: 00:17:18

And what would happen is they would have a meeting afterwards to decide

Freddy D: 00:17:22

which vendor they wanted to go with, and everybody would turn around because

Freddy D: 00:17:28

I would ask, why did you pick us?

Freddy D: 00:17:29

And they would come back and says, well, we felt that after

Freddy D: 00:17:33

the sale you would provide us with the best follow up and support.

Freddy D: 00:17:38

And I, and, and, and bottom line was because I sent that.

Freddy D: 00:17:42

Thank you.

Freddy D: 00:17:42

Appreciate your time.

Freddy D: 00:17:44

And I made sure that I hit everybody's feedback points

Freddy D: 00:17:47

in there that I was listening.

Freddy D: 00:17:49

And what I would do is I'd mark 'em on a, on the market board in the

Freddy D: 00:17:51

conference, so I had a chance to, okay, Michael, what's, what are you looking

Freddy D: 00:17:55

to get out of today's presentation?

Freddy D: 00:17:57

Blah, blah, blah.

Freddy D: 00:17:58

Steve, what are you looking, Mary, what are you looking?

Freddy D: 00:18:01

I write it all down and then I just spit that all back to 'em and say, Hey, you

Freddy D: 00:18:04

know, did we address what you, you wanted?

Freddy D: 00:18:06

Oh yes.

Freddy D: 00:18:07

And it was, it was, once you get the system down, it's actually pretty easy.

Freddy D: 00:18:12

And that's fun.

Freddy D: 00:18:12

You have fun doing it.

Michael Goodman: 00:18:14

I, I didn't know this, but it sounds like you

Michael Goodman: 00:18:16

and I have very similar models.

Michael Goodman: 00:18:18

Once you know what they want, the presentation becomes very

Michael Goodman: 00:18:21

simple later in the conversation.

Michael Goodman: 00:18:23

'cause it's just hitting those buttons.

Michael Goodman: 00:18:25

Right.

Michael Goodman: 00:18:25

And then how you differentiate from other people.

Michael Goodman: 00:18:28

Yeah, that's, you know, that's ridiculously powerful and I respect

Michael Goodman: 00:18:32

that Frederick, in a big way.

Michael Goodman: 00:18:34

I, there's, there's a thing about, you know, why, why would

Michael Goodman: 00:18:37

I buy a Chevrolet from this dealership versus that dealership?

Michael Goodman: 00:18:41

And at the end of the day, in a commodity market, the person makes

Michael Goodman: 00:18:45

the difference, the person, the humanity is the differentiator.

Freddy D: 00:18:48

Yep.

Michael Goodman: 00:18:48

We always want to feel like we're loved and lovable.

Michael Goodman: 00:18:51

And when you sent out mail to each of those, acknowledging each of them

Michael Goodman: 00:18:56

personally by name and what they.

Michael Goodman: 00:18:58

What they listed, what you were saying was, I hear you.

Michael Goodman: 00:19:02

I care about you, and I just want you to know I appreciate you.

Michael Goodman: 00:19:06

Come on.

Michael Goodman: 00:19:07

There's nothing better than

Michael Goodman: 00:19:08

that.

Freddy D: 00:19:08

No, it's, it's, I just built super fans out of all those,

Freddy D: 00:19:12

all those people in that room, and they, when it came down to making you

Freddy D: 00:19:16

know, picking the vendor, that was it.

Freddy D: 00:19:19

And, and it, you know, years later, I used the same approach when I was

Freddy D: 00:19:23

selling construction management software to home builders is the same approach.

Freddy D: 00:19:27

And I would win every sale because, Of that approach and the competition

Freddy D: 00:19:32

had zero chance because we didn't get into pricing, we got into strategies.

Michael Goodman: 00:19:38

That's so cool that that makes all the sense in the world.

Michael Goodman: 00:19:41

I wanted to ask if you've heard of a book called The Ultimate Question, and

Michael Goodman: 00:19:46

it's the root of the Net Promoter score.

Michael Goodman: 00:19:49

Are you familiar with that?

Freddy D: 00:19:50

No, I'm not familiar with that book.

Freddy D: 00:19:52

Okay, so Net Promoter Score is a way to rank.

Freddy D: 00:19:56

How you are doing with your client.

Freddy D: 00:19:58

And so you've, if you ask fundamentally, on a scale of one

Freddy D: 00:20:01

to 10, where would you rank us as a vendor or provider for your company?

Freddy D: 00:20:06

And they give you a nine or a 10, you're on target, you're in the top 20%, right?

Freddy D: 00:20:11

Mm-hmm.

Michael Goodman: 00:20:12

To a six, seven or eight.

Michael Goodman: 00:20:14

You're, you're, they like you and you're okay, but they're not

Michael Goodman: 00:20:18

a net promoter of who you are.

Michael Goodman: 00:20:20

And then if you're, you're below that, then you got a problem, you

Michael Goodman: 00:20:23

got an issue you need to resolve.

Freddy D: 00:20:25

Right.

Michael Goodman: 00:20:26

That make sense?

Michael Goodman: 00:20:27

Okay.

Freddy D: 00:20:27

It does.

Michael Goodman: 00:20:28

And, and so if your net promoter score, I think that that,

Michael Goodman: 00:20:32

that's one of the best ways to get the feedback to know if you are a sup,

Michael Goodman: 00:20:36

if they're a super fan, is to check in with them regularly on your score.

Michael Goodman: 00:20:41

What could we have done better for you to, to have gotten a higher score from you?

Michael Goodman: 00:20:46

You get the feedback you need to adjust your business to make sure you serve them.

Michael Goodman: 00:20:51

Although most people won't say, Frederick you need to send me thank you notes

Michael Goodman: 00:20:55

every time we do business with you.

Michael Goodman: 00:20:57

They won't say things like that.

Freddy D: 00:20:58

Right.

Michael Goodman: 00:20:59

They'll say things like, well, I, I don't know that

Michael Goodman: 00:21:01

you care about us as much, right?

Michael Goodman: 00:21:03

Or something.

Michael Goodman: 00:21:04

Exactly.

Michael Goodman: 00:21:04

And, and, and you know, it, it's

Freddy D: 00:21:06

true.

Freddy D: 00:21:07

And, and in the business superfan, you know, the book creating Business

Freddy D: 00:21:10

Super fans that I wrote, I have a score, you know, a scorecard.

Freddy D: 00:21:14

And you can go through that scorecard and, and find and

Freddy D: 00:21:19

score yourself from zero to 10.

Freddy D: 00:21:21

And in turn, put dots into, it's like a dartboard and take a look

Freddy D: 00:21:26

at where you're at with the score.

Freddy D: 00:21:27

And most likely most businesses will have a dilapidated wheel.

Freddy D: 00:21:30

It won't be a nice smooth wheel.

Freddy D: 00:21:32

And then you can start, and then there's an action plan with the thing that

Freddy D: 00:21:35

they get can get off of the business superfan.com website that helps them

Freddy D: 00:21:40

make changes to improve their score.

Freddy D: 00:21:43

And it could be that they, they, they don't do good job in follow up.

Freddy D: 00:21:46

And, and we could have a whole segment on follow up.

Freddy D: 00:21:50

'cause you know, timing is everything.

Freddy D: 00:21:52

You don't wanna wait two hours.

Freddy D: 00:21:53

You want to get to somebody.

Freddy D: 00:21:54

If they come in, a web inquiry comes into your, from your website to you,

Freddy D: 00:21:59

you've got minutes to respond because otherwise they're shopping someplace

Freddy D: 00:22:04

else because you, and the first one that gets to 'em usually gets the business.

Michael Goodman: 00:22:08

Yes,

Freddy D: 00:22:09

And, and there's no farm.

Freddy D: 00:22:10

There's no comparison or nothing.

Freddy D: 00:22:12

The you called first, you're on the job, they go with you.

Freddy D: 00:22:17

I have a line that I teach people.

Michael Goodman: 00:22:18

Time kills all deals, right?

Michael Goodman: 00:22:21

Yeah.

Michael Goodman: 00:22:21

You don't respond.

Michael Goodman: 00:22:22

I will say that I'm always been fascinated by the SDRs, the sales development

Michael Goodman: 00:22:28

representatives in the software companies out of the Bay Area who have software.

Michael Goodman: 00:22:33

If that will allow you to call the person who's on your website right now.

Michael Goodman: 00:22:38

So they will track back to your phone number from your your Address

Michael Goodman: 00:22:42

that you're calling in from.

Freddy D: 00:22:43

Mm-hmm.

Michael Goodman: 00:22:44

And so while you're on the website, they will call

Michael Goodman: 00:22:46

you, which in many ways I think is creepy if they call me right then.

Michael Goodman: 00:22:52

So, It's effective, but it's a little weird when it happens.

Freddy D: 00:22:58

Oh yeah.

Freddy D: 00:22:58

I mean, I, I get it.

Freddy D: 00:22:59

I mean, I've, I've responded to leads, you know, that came in and

Freddy D: 00:23:04

I've either called them within three minutes of the lead coming in.

Freddy D: 00:23:09

I typically, I hit, the first thing I do is I hit the, if they put

Freddy D: 00:23:12

in a U R L or I look at the email

Michael Goodman: 00:23:14

Yes.

Freddy D: 00:23:15

And then I get the u r L out of the email.

Michael Goodman: 00:23:17

Yes.

Freddy D: 00:23:17

I go take a quick peek to their website to get a quick

Freddy D: 00:23:20

synopsis of what their business is.

Michael Goodman: 00:23:22

Yes.

Freddy D: 00:23:22

And I call them and says, oh, I understand you do this

Freddy D: 00:23:25

and this, and how can we help?

Freddy D: 00:23:27

You know, you've inquired for this, how can we help?

Freddy D: 00:23:29

Yeah, that's it.

Freddy D: 00:23:30

And I just shut up.

Freddy D: 00:23:31

How can we help?

Michael Goodman: 00:23:32

Yeah.

Michael Goodman: 00:23:33

I I use a question like, you know, when you clicked on the

Michael Goodman: 00:23:36

link and wanted more information, I wanna make sure we cover that.

Michael Goodman: 00:23:40

What kinds of things do you wanna know from me?

Michael Goodman: 00:23:42

Right?

Michael Goodman: 00:23:43

But either way, when they're talking, you're getting the information

Michael Goodman: 00:23:46

you need to progress effectively.

Michael Goodman: 00:23:48

If they're not talking, you're, you're twiddling your thumbs.

Freddy D: 00:23:52

Yep.

Freddy D: 00:23:52

Yep.

Freddy D: 00:23:53

So let's, let's You know, you've got the salesperson, but how

Freddy D: 00:23:57

important is it, you know?

Freddy D: 00:23:59

Okay.

Freddy D: 00:23:59

The sale's done.

Freddy D: 00:24:01

How important is the, the, the post-sales with the rest of the eng, the members of

Freddy D: 00:24:07

the company you know, the t the employees and stuff, building that relationship.

Freddy D: 00:24:13

'cause as we all know, the sale begins after the sale.

Michael Goodman: 00:24:16

Yeah.

Freddy D: 00:24:16

And, and so to create the super fans beyond the salesperson, what's,

Freddy D: 00:24:22

what's the, the backend gotta do you.

Michael Goodman: 00:24:25

Know, this, this is why I talked a little bit about it depends on

Michael Goodman: 00:24:28

the company and depends on the leadership.

Michael Goodman: 00:24:30

In my mind, any leadership that's worth its salt is training all of the team

Michael Goodman: 00:24:35

members, that everybody's a salesperson and we're all here to make sure the

Michael Goodman: 00:24:39

customer is happy and taken care of.

Michael Goodman: 00:24:41

So no matter what ha happens, you what you have in post-sale.

Michael Goodman: 00:24:46

Either the sales guy becomes a project manager for, to make sure that the, the

Michael Goodman: 00:24:50

implementation goes well, or the sales guy is sent to carry on with other people and

Michael Goodman: 00:24:55

they're people who are designed to be the, the support and implementation people.

Michael Goodman: 00:24:59

Whatever it is, everybody has to be on point to make sure

Michael Goodman: 00:25:03

that customer is taken care of.

Michael Goodman: 00:25:05

Right.

Michael Goodman: 00:25:05

Period.

Freddy D: 00:25:06

Absolutely.

Freddy D: 00:25:06

Absolutely.

Michael Goodman: 00:25:07

And every company has their own process.

Michael Goodman: 00:25:09

So once, once they sign off the document, every company has their

Michael Goodman: 00:25:13

own process now on how to initiate and implement that transaction.

Michael Goodman: 00:25:17

Including everything from how does it go through finance and accounting,

Michael Goodman: 00:25:20

how does it get to production, if there's production involved?

Michael Goodman: 00:25:23

How do we, how do we serve what we sold?

Michael Goodman: 00:25:26

And and then it's a matter of maintaining the relationship as you are one of

Michael Goodman: 00:25:31

the brilliant speakers of if you don't maintain the relationship, you're toast.

Michael Goodman: 00:25:37

Okay.

Michael Goodman: 00:25:38

And so somebody has to be responsible for keeping them happy, and that's where the

Michael Goodman: 00:25:43

sales person's notes on the needs analysis have to be impeccable in the database.

Michael Goodman: 00:25:49

You wanna know what the biggest mistake companies make?

Michael Goodman: 00:25:51

They piss away the use of the database instead of using it as a primary

Michael Goodman: 00:25:56

tool for relating to that customer.

Michael Goodman: 00:26:00

Right?

Freddy D: 00:26:00

Yeah.

Michael Goodman: 00:26:01

The original notes on the needs analysis, somebody

Michael Goodman: 00:26:04

goes back and makes sure that all of that is being covered and are we

Michael Goodman: 00:26:07

doing a good job and do you love us?

Michael Goodman: 00:26:10

Right?

Michael Goodman: 00:26:11

And if they don't, then deal with it right now.

Michael Goodman: 00:26:13

Fix it with the same smile you broke it with or sold it with, right?

Freddy D: 00:26:17

Sure.

Freddy D: 00:26:18

Yeah.

Freddy D: 00:26:18

And but the other, the absolutely correct.

Freddy D: 00:26:21

And then, but the other part of the equation that needs to be incorporated

Freddy D: 00:26:24

is that if that company, that management doesn't take care of their employees Yeah.

Freddy D: 00:26:30

And appreciate their employees, then you're gonna have someone that's

Freddy D: 00:26:34

gonna be a little bit disgruntled because they don't feel appreciated.

Freddy D: 00:26:37

They feel they've been shortchanged, ignored.

Freddy D: 00:26:40

Blah, blah, blah, whatever it is, they're not going to go all out and

Freddy D: 00:26:45

go the extra effort for that customer.

Freddy D: 00:26:48

They're gonna basically say, well, I'm just gonna do my minimum because,

Michael Goodman: 00:26:52

Yeah,

Freddy D: 00:26:52

that's it.

Freddy D: 00:26:53

And, and so even though the sales guy may have done a great job and built a great

Freddy D: 00:26:58

relationship with the customer, and the flow is all set, set up correctly, but the

Freddy D: 00:27:05

missing link is the employee or employees.

Michael Goodman: 00:27:09

Yes.

Freddy D: 00:27:09

Feel not basically are, are unappreciated or not even recognized

Freddy D: 00:27:15

for their extra efforts to solve something, they're not gonna put

Freddy D: 00:27:19

forth that extra effort that needs to be for a sit particular situation.

Freddy D: 00:27:25

And the whole thing starts to unravel.

Michael Goodman: 00:27:27

Yeah.

Michael Goodman: 00:27:28

Yeah.

Michael Goodman: 00:27:29

I, I, you know, I've been in the Phoenix area for a long, long time,

Michael Goodman: 00:27:34

and for years I've gotten gas at Circle K or QuickTrip or different places,

Michael Goodman: 00:27:39

and it is ridiculously noticeable how the difference between walking into a

Michael Goodman: 00:27:44

QuickTrip is and walking into a circle.

Michael Goodman: 00:27:45

K don't mind me while I throw corporate America under a bus, but

Michael Goodman: 00:27:49

I'm going to, they are trained at a quick trip to say hello to everybody

Michael Goodman: 00:27:54

to walk that walks in the door.

Michael Goodman: 00:27:55

And create a moment of humanity.

Michael Goodman: 00:27:57

Now, most of the time they're walking in the door after they've

Michael Goodman: 00:27:59

spent money on gas, right?

Michael Goodman: 00:28:01

And they're coming in to get a snack or whatever they're doing.

Michael Goodman: 00:28:03

You walk into a door to circle K and people don't acknowledge you

Michael Goodman: 00:28:07

and and you're, it's sometimes a struggle to get a cashier to help you.

Michael Goodman: 00:28:12

On your agenda versus their own, whatever they might be doing.

Freddy D: 00:28:16

Mm-hmm.

Michael Goodman: 00:28:17

And the difference in the feeling of being cared for

Michael Goodman: 00:28:20

or not cared for is pretty evident, pretty obvious that QuickTrip makes

Michael Goodman: 00:28:24

an intentional effort at creating relatedness between the store and its

Michael Goodman: 00:28:30

customers and other organizations Don't.

Michael Goodman: 00:28:34

Well, and it goes, that goes back to management.

Michael Goodman: 00:28:35

And so the management is obviously taking care of the employees and

Michael Goodman: 00:28:39

making the employees feel valued.

Michael Goodman: 00:28:41

Yes.

Michael Goodman: 00:28:42

And appreciated.

Freddy D: 00:28:43

Yes.

Freddy D: 00:28:43

'cause you can, again, if you don't express that appreciation and gratitude,

Freddy D: 00:28:48

you can do all the training in the world.

Freddy D: 00:28:50

The employees still gonna say, eh, okay.

Freddy D: 00:28:53

Hello?

Michael Goodman: 00:28:54

Yeah.

Freddy D: 00:28:54

You know it.

Freddy D: 00:28:56

Because they got to, but there's not, hello.

Freddy D: 00:28:58

Hey, welcome in.

Freddy D: 00:29:00

You know, it's a, it's a different mindset because they're happy

Freddy D: 00:29:04

doing what they're doing.

Freddy D: 00:29:04

Yeah.

Freddy D: 00:29:05

And it comes across genuinely.

Freddy D: 00:29:07

That's the big difference too.

Michael Goodman: 00:29:09

Yes.

Michael Goodman: 00:29:10

One of the things I've taken to doing, I.

Michael Goodman: 00:29:12

Is, and, and this came because I was doing a lot of work in organizations

Michael Goodman: 00:29:17

to help their sales teams and not being able to make an impact

Michael Goodman: 00:29:21

recognizing that executive management is responsible for a big chunk of that.

Michael Goodman: 00:29:25

After I'm gone, I took on certification with the John Maxwell team, a, a huge

Michael Goodman: 00:29:31

leadership structure organization, and if there's a high turnover

Michael Goodman: 00:29:36

rate in companies, I almost always include leadership training as a

Michael Goodman: 00:29:41

gift or a bonus for the executives.

Michael Goodman: 00:29:44

I don't do it because I like giving it away.

Michael Goodman: 00:29:46

I do, but I, but I do it because if they understand they have a role in

Michael Goodman: 00:29:52

the sales effort and what that role is, then there's a higher, much greater

Michael Goodman: 00:29:57

likelihood of whatever work I do being successful in that thing over time.

Freddy D: 00:30:02

So, so Michael, how can people get ahold of you?

Michael Goodman: 00:30:07

You know, it's really easy to find my website, revenue

Michael Goodman: 00:30:11

kinetics.com and you can get ahold of me through the messaging app there.

Michael Goodman: 00:30:16

I would love it if people emailed me or called me.

Michael Goodman: 00:30:19

I will answer my, if I'm not busy, I will answer my phone.

Michael Goodman: 00:30:23

If you are a spam caller, I'm not as nice, but if you're calling me

Michael Goodman: 00:30:27

'cause I can help you in some form or fashion then please call me.

Michael Goodman: 00:30:31

My telephone number is 602 5 0 9 5 5 0 6 or my email address that my in is Michael.

Michael Goodman: 00:30:40

M i c h a e l.

Michael Goodman: 00:30:41

Just, you know, like, like, not like Mickey Mouse, I suppose.

Michael Goodman: 00:30:46

And my, nevermind Michael@revenuekinetics.com.

Michael Goodman: 00:30:51

Send me an email and I would love to help people.

Michael Goodman: 00:30:54

I, I like, I love this stuff.

Michael Goodman: 00:30:56

And what do you, what do you have, what do

Freddy D: 00:30:58

you have for our viewers and, and listeners as an offer that

Freddy D: 00:31:02

would entice 'em to reach out to you and, and have you take a look at what's

Freddy D: 00:31:06

happening in their business and, and help them explode their business?

Michael Goodman: 00:31:10

Yeah.

Michael Goodman: 00:31:10

Well, first off, you should know that I do this because I love it.

Michael Goodman: 00:31:13

You gotta tell me you don't love helping salespeople.

Michael Goodman: 00:31:16

You love the light going on, you love the increase, the impact you make in company.

Michael Goodman: 00:31:20

I love this stuff so they can call me and ask questions.

Michael Goodman: 00:31:23

Just because they want to, but I wanna, I wanna, I want to incent or induce

Michael Goodman: 00:31:29

business owners to give me a call.

Michael Goodman: 00:31:31

So here's what I'll do.

Michael Goodman: 00:31:32

Any business owner that gives me a call that I will spend time with

Michael Goodman: 00:31:37

them, I will find them $50,000 worth of profit in their business.

Michael Goodman: 00:31:41

This goes beyond my.

Michael Goodman: 00:31:45

I have to say, if they started the business yesterday, it

Michael Goodman: 00:31:47

may not be able to happen.

Michael Goodman: 00:31:48

Right.

Freddy D: 00:31:49

And none.

Freddy D: 00:31:51

But you could point 'em in the road to where they can earn 50,000.

Michael Goodman: 00:31:54

Absolutely will Right.

Michael Goodman: 00:31:55

And want to.

Michael Goodman: 00:31:56

But but I will find any business owner $50,000 in one hour without them

Michael Goodman: 00:32:03

spending any more money on marketing or advertising that's already in the

Michael Goodman: 00:32:07

business that they're not capturing.

Michael Goodman: 00:32:08

And they, and much of it can be captured inside of 30 days.

Freddy D: 00:32:12

Wow.

Freddy D: 00:32:13

That's amazing folks.

Michael Goodman: 00:32:14

Yeah.

Freddy D: 00:32:14

That's amazing.

Freddy D: 00:32:15

Reach out to Michael and have him take a look at your business

Freddy D: 00:32:18

and put 50 grand into your pocket that you didn't know you had.

Michael Goodman: 00:32:23

Right,

Freddy D: 00:32:24

Exactly, exactly.

Michael Goodman: 00:32:26

Makes it a cheap phone call, doesn't it?

Freddy D: 00:32:29

Exactly.

Freddy D: 00:32:29

Or an expensive one if you don't make the phone call.

Freddy D: 00:32:32

There you go.

Freddy D: 00:32:33

All right.

Freddy D: 00:32:33

So, all right Michael, well, pleasure having you on the show.

Freddy D: 00:32:37

And I look forward to having you on the show again, continuing our

Freddy D: 00:32:40

conversations about sales and, and creating super fans and things

Freddy D: 00:32:44

that business owners can be doing.

Freddy D: 00:32:45

And, and again, thanks so much for being on the show.

Michael Goodman: 00:32:49

Frederick, I I, just before we get outta here, I just wanna

Michael Goodman: 00:32:51

say thank you for having me on the show.

Michael Goodman: 00:32:54

I appreciate

Freddy D: 00:32:54

You're welcome.

Michael Goodman: 00:32:55

I love your book, and as I mentioned, I

Michael Goodman: 00:32:58

think I'm on the cover somewhere.

Michael Goodman: 00:33:00

I love the work you have done, and it's clear how much you have brought

Michael Goodman: 00:33:04

to people to make a difference in their lives with the book.

Michael Goodman: 00:33:07

It's powerful and there's good material in it, so thank you for

Michael Goodman: 00:33:11

inviting me to be in your orbit and, and be a partner here today.

Freddy D: 00:33:15

All right, Michael.

Freddy D: 00:33:15

Thank you very much.