Welcome to another episode of Explode Your Expert Biz Show, brought to you by http://gtex.org.uk/,
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Today I have the pleasure to Interview Zion Kim
Zion is the CEO of 1MT and the co-creator of the R.O.I. Method. He was kicked out of business school his freshman year and has since started six, 6 and 7 figure companies, two of them while still an undergrad. His company 1MT is currently on a mission to support 1 million entrepreneurs to 7 figures and beyond to add a trillion dollars to the global economy.
In this episode, we talk about:
- How to create the right culture in your business
- The most common mistakes that prevent business owners to scale to 7 figures.
- The most crucial element to building a 7 figure business.
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– Hello, ladies and gentlemen. Welcome to another episode of Explode your Expert Biz show and today I’m here with the one and only Zion Kim. How are you doing, Zion?
– I’m doing amazing, man.
– Oh, fantastic, so we spent some incredible time in Croatia on an island with a bunch of other entrepreneurs. We connected, I’ve been following you for a while as well on social media. He’s a perfect guest in particular now about a service base and that’s what you do day in and day out. So, I’ll have to pick your brain on that and I’m sure I would just love to pick your brain as well. So, let’s start before we get into the conversation. Tell us a bit more about you and how did you get to this point?
– Yeah, so, I have definitely learned everything through many, many, many failures, mistakes, and just learning from where I messed up along the way. My first business was a custom clothing company for fraternities and sororities and we had this one week where we literally had thousands upon thousands of orders which in the typical world would be a great thing but that ended up teaching me everything what operational skill was not because we got the last order out about three months after the fact when we were promising people it would happen the week after. And because it was just all completely custom, so it’s, so there’s a lot of very unfortunate things that came out of that, but a lot of really great learning lessons and then.
– What product or service was that?
– That was clothing.
– [Simone] Clothing, yep.
– Yeah, it was custom clothing so that was embroidery, that was applique, so there was a lot of really, really fun experiences there because I got to learn about a whole new world. But it definitely got to a point where it was just really, really difficult, really challenging. I’m happy I moved past it. And then the business after that was, we opened one of the largest co-working spaces in New Jersey and that’s where I start to really learn about operations, how to get myself out of it, how to hire the community managers and stuff like that. And we got that whole space operationalized and also ran one of New Jersey’s largest tech and entrepreneurial meetup groups out of that space as well. And I know how much you love events and I know you and I briefly chat about that. But yeah, hosted an event every month for about two years. And about 100, 150 people a month, sometimes more than an event a month, a couple conferences in there as well. And then fast forward after that I had a digital agency for a few years where we had quite a few, we’re press plugins. We had a whole dev component to it. So, we’ve had over 100 thousand websites using our plugins and then also had been running traffic for companies that usually between, my smallest clients were maybe two to three million, and the next smallest one is 20 million. So, but most of the companies were eight figures, a few billion dollars, so I just ran all of their digital acquisition strategies. And that really led me to today where we’re just helping scale service based business by helping people leverage better business models, better systems, ops, sales, marketing, all of the above.
– I can see that you got literally an experience and expertise in a lot of different fields. Now, industries that are completely different from office spaces to clothing to events. When did you get your entrepreneurial itch? I think sometimes there’s a point when you’re like, okay, actually.
– Yeah, that’s a great question. So, when I was 15 or 16, I was a gamer at the time. I was on my way to become a professional gamer and that was my 100% aspiration. And back then I kept being told, “Oh, you can’t do stuff until you’re 18.” Because that’s the legal age here. And I had quite a bit of a chip on my shoulder about that. And all of a sudden I start seeing people doing business. So, honestly the reason why I got into business in the first place was just because it was something that I wasn’t supposed to do. And I thought it was really, really interesting. So, at 16 we started our first web development company, but I also have the typical story of when I was ten or earlier than that, had the whole lemonade stand stuff going on and even earlier than that we used to trace these drawing from colouring, from the Pokemon colouring books and then make these really awesome drawings and then we would sell them in our third grade class for ten, twenty cents or whatever the people would give us for them. Yeah, so that’s really how it got started for me in terms of why I got interested in marketing, not marketing, just business in general. But that’s also where I learned a lot about marketing as well, or got my first taste of marketing I should say. So, I don’t know if you’ve ever used IRC or anything like that but that’s like way, way back when that was the primary way that all the gamers used.
– Yeah, no, I haven’t used those. I actually started, I literally started getting into business at nine years ago. Yeah, nine years ago. I was 22 at the time. So, that wasn’t something I wasn’t using in there. I have one more question before we go into the other.
– [Simone] A bit more about you. Is there any business that you’ve been in that you’re like, you couldn’t wait to get out of it? Because you have started multiple businesses.
– Oh yeah, yeah, that was my first one, my first business for sure. Because what’s interesting about the path of business is I always try to take it to the point where we’re hitting this six figure run rate and then that gives you a really good idea of what’s next in the business to take it to the next level. And when I get to that point I have a pretty good idea of the industry. I have a pretty good idea of what sales, marketing, ops look like for that business. And then I just ask myself the question of, okay well, is this something I really see myself continuing with? Which is why I have gone into a bunch of things, gone out of a bunch of things, and vice versa. But I’d say that first business was probably the most challenging for me, A, because I was 19 and I had no idea what I was doing, so that was where I had to learn a tonne. And I just made every single mistake that you could possible imagine. And it wasn’t very fulfilling. I didn’t really feel that I was helping people. I definitely felt that I was fulfilling and serving a need and taking and exploiting an opportunity in the marketplace, but the question that I asked myself then was, if I disappear tomorrow, if this business disappeared tomorrow, would people actually notice? And what would the impact be on those individuals? And when I ask myself that question, I was like, this is not what I was put on this Earth for. This is not something that I want to take to the next level. Because I saw what it took to grow it and to really, really blow it out of the business, make it sellable, whatever, but it was just a matter of, okay well, I could put another year, two years, three years into this of my life or I could go do something else.
– Sure, and I think that a lot of people that are listening right now or they might have this in the previous business and it’s why they started the current business they’re in or they might have felt the same as an employee, as employees in a job that they didn’t like and then decided, okay, now I want something which is not only fulfilling on a financial level but also is fulfilling on an emotional level and a spiritual level. And right, so, let’s go into the, let’s now that we know each other a bit more, let’s get into scaling and to a service based business. So, what I want to talk about as I said before in the chat is the good, the bad and the ugly. Because I think I remember when we started our business, I said, okay yeah, we want to have this huge company. We want to have a lot of people working for us. And that was a dream at the beginning and then that dream became a reality but it didn’t look anything like, it wasn’t the initial dream. And there were plenty of times where I was looking back with nostalgia at the time when it was just on my own or just me and my business partner and that’s it. And we had way less moving pieces of the puzzle and way less complications of the business. And so, let’s give a reality check.
– [Zion] Sure.
– [Simone] On the reality of scaling a business. So, first of all, let’s start it with some of the misconception or the myths that there are out there for someone that says, “Okay, I want to scale this business. “I want to scale this.” What are they really in for?
– So, I think the biggest misconception, so I would say there’s two that come to the top of mind right away. The first one is when I solve my lead gen problem business will get better and I will finally be taken care of and things will be good because then the business will be growing, whatever. That’s probably myth number one is, and the reason is because most people think that’s where it ends and that’s the Holy Grail is predictable, predictable lead gen, predictable revenue, whatever it might be. But what people don’t understand is that’s where all the problems actually start. When you start to, because especially for those that are listening to this that don’t have a high volume of sales calls right now or anything like that, once you solve your lead gen issue and you start hopping on 20, 30 sales calls a week, it starts to become quite exhausting. So, when you’re first getting started every time you hop on a sales call you’re like, “Yes, an opportunity, this is great.” And you really cherish each and every call that you hop on, but eventually it gets to a point where it becomes quite mundane. And that might not be the easiest reality for people to grasp because it’s just not something that people ever get to. So, a problem that people never quite experience. But I’ve had a lot of people where they’re quite burned out and quite bored quite frankly because the conversation is literally the same conversation
– [Simone] All the time.
– Over and over again, so then your biggest challenge becomes removing yourself from sales. So, then the revenue generation portion can essentially happen without you and that’s really a significant pillar of the business itself. So, I’d say another misconception is this whole, the elusive figure of the million dollar, or the seven figure business. I think people don’t quite understand what happens once you cross over into that million dollar mark. And again, a lot of people see that as a destination but they don’t realise how much of a starting point that is for more problems to occur. Because typically what happens, so let’s talk about the typical pathway for when people get to their first seven figures. And you’re gonna laugh because you’ve seen all this. They’re hustling their ass off doing whatever it takes to get money through the door. They’re likely taking whatever type of client that they want to get through the door. They probably have a tonne of service offerings to generate the actual leads. They probably have a tonne of things that they’re doing for lead gen but not necessarily any predictability across the board. And you typically don’t have too many systems dialled in to many operations because you’re really just focused on sales and marketing which is one thing that you absolutely should do followed by making sure that your delivery is just completely streamlined and taken care of. So, all of these issues become amplified because once you cross over into a million you all of a sudden are at this point where you have to start hiring in order to go to the next level, but it becomes this chicken and the egg problem because now you’re like, “Okay, well, I have cash but it’s really not that much “when you think about it because I have to start “hiring all these people, doing all this work, “just so I can double the company.” And I think a lot of people really underestimate what it take to go from one to two, two to five, and what that whole journey looks like. So, if we talk about the ugly, that’s where it gets ugly. You have to start hiring people. And a lot of people have this other misconception that being independent is what takes strength. And to me, being, independence is one of the easiest things in the human experience. The moment that you have to start trusting other people, working with other people, being vulnerable and transparent with other people, especially the vulnerability aspect of it. Those are the moments where you’re essentially naked in front of another human being and you’re letting them really see you because interdependence, rather than independence, and you having to rely on someone else means that you actually have to admit what your weaknesses and faults are. And that could be very threatening to the ego for someone who’s never done that before.
– It’s not the same persona that you put on social media. They see now a different reality. They see the other side of the coin. The good and the bad things and suddenly someone says, “I thought you had everything sorted “and got together.”
– Right, completely. Yeah and this is especially challenging for people that are in personal brand based businesses, like the expert business or whatever it is, because you fall into one of the most dangerous traps of saying, oh if people, if I hire people that won’t work because people only want me and they only want how I can help them and I’m this special snowflake that can’t reproduce anything that I do with it for other people and therefore I’m the only one that can do this type of work. And I’ve very, very, very rarely come across anything, I mean honestly I can’t think of anything off the top of my head right now where that’s ever the case. It’s just challenging. So, anyways, those are I would say, those are probably the two biggest ones is the myth of solving your marketing problem and the myth of the seven figure business. Most people at seven figures are struggling quite considerably and get stuck there for quite long. And let’s, and I’ll just throw a third one in there which is most business issues are not business issues. They’re actually personal issues masqueraded as business issues.
– [Simone] Tell us a little bit more on that.
– Yeah sure, so, a lot of people that are stuck at the million dollar mark, even the two million dollar mark, it’s because you’re unable to let go of something. Whether it’s unable to let go of, whether it’s delegating responsibility, whether it’s you wanting to look over everything to make sure it’s perfect, there’s a number of reasons but it has, it all comes back to you in terms of how you operate in relationship to the business, in terms of your relationship to your own ego and level of significance that you draw from the business versus you just feeling significant because you are, because you’re just a snappy human being, but when you start to derive meaning from the business itself you start to attach a lot of your own identity to the business. And then the worst part is when you start to get a level of success in the business, then you start to fall into the identity trap because then you’re like, “Oh my God, I have tasted success. “Other people see me as successful.” So, now you won’t do anything that actually threatens that identity because you have now elevated yourself onto this pedestal where you’re like, “I’m this super successful dude.” So, now every single thing that you’re trying to do from that point forward becomes that much more challenging because you’re trying to meet up to your own standard and expectation of success. And now, because it threatens that identity because you want to look good essentially. So, you don’t take as many risks. You don’t do the things that, you don’t try the new things. You just do what works for you because you don’t want to fail, because you don’t want to see how that looks and reflects on you. So, I think that’s, so, I would say that’s probably the most common thing that I’ve seen.
– Do you see also cash flow to be one the issues that people face in scaling on the seven figure path?
– Oh yeah, well, I figured, absolutely. The only reason why I didn’t mention cash flow is because cash flow is the issue why everything, every business.
– It doesn’t matter what it was. Even on a 40 million or
– Yeah, that’s, for those of you listening, cash is definitely king and you want to make sure you’re paying attention to cash flow. But that is actually, I mean, while we’re on that topic why don’t we mention it is a lot of people have a fundamental misunderstanding of how cash flow actually works because a lot of people will, let’s say that you sell a coaching package or you sell a services package where let’s just say it’s $10 thousand for three months of work. But you’re only collecting $3,333, whatever, every single month. So, at lot of people will act as if they got all of that $10 thousand up front and make all their decisions based on that thereafter instead of looking at the actual flow of cash which is quite literally what’s the cash that came in and what’s the cash that’s going out. And if there’s one thing, one thing that you can manage in your business it’s get more cash coming in than more cash coming out. And it sounds so simple and so obvious, but this is where basic fundamental principles of accounting start to trick you because you start to see accounts receivable and you’re like, “Oh, I know that’s gonna come in.” But the fact of the matter is you don’t. So, if you start making decisions based on a future that you don’t actually know quite exists yet, if you make your decisions based on reality that hasn’t quite come yet, but you’re making those decisions in the present based on what you think is gonna happen in the future, and that’s how most people fall into a cash flow issue. And it just comes down to optimism. It’s just like, “Oh, it’s all gonna work out “and when it does I’m gonna start making all these decisions “now because I want to be proactive “and have this balance.” But that becomes, one of those challenging parts is that balance between just optimism and proactiveness.
– Yes, absolutely, in fact I was one of them. At first I have my business product
– And we’ve both been there, that’s how we know. That’s how we learn.
– That’s how I love my business partner because he’s like, “Yeah, you actually didn’t quite close 30k right now. “What we have is 2k in the account.” This is, and also what if the client doesn’t pay? Maybe they just pay the first and the second and they don’t pay the third. Something happens to them. And so, these are all things that need to be factored in when you are thinking about how do you use the cash that you have available and how do you make those decisions.
– Or what if something gets in the way of them paying because, A, you didn’t fulfil on what you did or they have some feedback that’s negative and then you have to do the B work and you didn’t factor that cost in. That’s probably the biggest, I’d say that’s probably the biggest, sneakiest issue of what affects cash flow is client expectations and managing the client expectations.
– [Simone] Absolutely, and in particular in a service based business where, or if you look in the coach and mentoring, speaking, if you are doing work, other work or other people’s businesses or personal life, there is just as much control that you have on that outcome. It doesn’t depend on just follow, if life was so simple that you follow X, Y and Z, and then you got result A, then everyone would be so multi-trillionaires if that was the case. But actually you follow step X, Y and Z and every person that will follow the same exact step, they will have all different results. Depending on where they are in their business, depending on or their life, depending on how much actions they take, depending on the environment, depending on how many people they have in their database, all these different things that they are less, you can control less as a mentor or as a coach. So now, let’s go into this, and now we have explored the doom and gloom. We give the reality check. This is your slap in the face of what you’re in for. But now there is, we see people that are scaling companies, we see people that have fulfilled in having companies that they love working with, working in. We’re not saying not have challenges because that’s the reality of business. You will always have things to face, but you can be in a happy place and you can be happy with the business that you have scaled. So, how do we now scale the business in the right way? What are the things that we need to consider and have in the forefront of our mind?
– Sure, so, cash flow projections is obviously one, just making sure that you’re really planning for what’s the cash coming in. Do you actually have the work or do you, or are you planning for growth? Because a lot of people, and this is where it becomes challenging. It’s a really difficult balance. I think it’s one of the harder ones to master is, do you start building all the operations that you need to plan for growth or do you get the business and then get the operations built behind it? So, that’s always gonna be the battle. And of course, the easy answer is, well, make sure you can plan for growth and make sure you still have a margin. But don’t squeeze out all your margin trying to plan for growth because then one thing happens
– [Simone] You’re done.
– But the number one thing to start scaling is to really look at two different aspects. The first one is, what’s the one customer or the one customer avatar or whatever it is that you actually want to serve and what do you want to do for them? And the thing that you want to do for them which I call customer delivery, product, whatever the service might be, that delivery should be absolutely streamlined and you should be out of it. And it should happen for that one person. And the reason why it’s so important to do something for one person is the nuance of how difficult it is to do the same service for different types of people. So, a lot of agencies, I used to run a agency like we talked about earlier, and the number one thing that I never cared to do was niche down. And the reason was because I wasn’t looking to grow a big asset and I wasn’t looking to grow a big agency. I did it because I wanted to see as many different businesses as I could. But if you’re really looking at what’s the best practise to grow an agency, it’d be to niche down. And I think the fundamental issue that most people have is that they thing niching down means being small. And that is 100% not the case because here’s the thing. One of my buddies, Hayden Power with Power Search Marketing, they do marketing only for chiropractors. So, it’s literally rinse and repeat, same thing, over and over and over again. Chiropractor, chiropractor, chiropractor. And the moment you throw, “Oh, can you do it for a dentist?” It’s like, well, that just throws off all of the operations. It changes the copy. It changes the lander. It changes how you optimise. It changes the offers that you have to get used to. It changes your sales conversation that you need to have with the person. It changes your marketing message. It changes your customer delivery. It literally changes everything. Every single aspect of your business is tied to who do you actually want to serve and why. And so, I would say those few things are probably the easiest ones and then, of course
– It almost sounds more like back to basic because, but what if I, I don’t know if you can agree with me but what I find is that the more I think about operations and the more I think about scalability I’m actually looking at simplifying everything. And it’s less product and streamlining them and just having what will go into them. And just as you mentioned is that is so you can cater for more people and you can work with a lot more people and you can offer way more services. No, they’re just a provider.
– I think, and here’s the thing is I think it’s coming from a really great space and I think it’s because so many entrepreneurs become entrepreneurs because they really want to serve. They’re coming because they want to help as many people as they can. And I think the hallmark of a really great entrepreneur is someone who wants to take a really big problem and solve it for as many people as they can. But where the danger becomes is the feeling or the fear of missing out on serving a certain group of people. But when you look at the biggest scaling secrets it’s choose the one person, do the one thing for them and keep doing that over and over and over again as much as you can until you blow it out of the water to 10 million. If you can get to $10 million with one type of customer, one thing, just doing that and that’s about it, because there’s only three ways to grow a business anyways. There’s only three ways to grow a business which is get more clients, get the same clients to buy more from you or charge your clients more. Three ways, it’s very, very
– [Simone] That’s it.
– Yeah, that’s it, very, very straightforward. But I think it becomes very counterintuitive because you think by doing more you can build more. And I think that’s the trap that people fall into, but I think that there’s also a very real and evident psychological journey that people have to walk through where they have to realise that they’re actually falling into the trap of scarcity, of not wanting to turn down business because they don’t know where that’s gonna lead them. And often times what happens, and don’t get me wrong, when you’re struggling for cash flow and you’re just starting off and you’re trying to take on every single business that you can, it’s really difficult to say no. But saying no and being able to say, “Hey, you know what, you guys do events. “We don’t do events. “We don’t even want to try to figure that out. “We’re not gonna work together. “And just, but the thing that we specialise in is this.” That person will appreciate you that much more and they might even have a referral for you because now they know that you specialise in that one thing.
– That they can put you in that box.
– Absolutely because that’s the way that it happens in people’s minds and they don’t realise how association happens. It’s like the moment that they think, because what you’re really wanting to do is own the word in that person’s mind. So, the moment that someone says, “Do you know someone that does digital marketing for X?” You want your name to be the one that pops up for that. “Do you know someone that’s an expert at events?” You probably want your name to be popping up for that. So, it’s super important to know, because we’re all playing the attention game anyways. So, what is the space that you want people to take up in their own minds and what does that actually look like for people?
– Absolutely, so that’s the first part. So, looking at your niche, looking niching down, refine, make sure that you don’t cater to everyone, but you focus on one single person and repeat and making sure that you take yourself off the delivery. So, let’s talk a bit more about that because there are a lot of people as you mentioned before earlier that they are listening and they are saying, “But how can I do that? “I mean, it’s only me, is what is in my head. “I can see what the client needs to change. “I can, I have the experience, I have the expertise.” So, how can someone then start transitioning from being at the front of the delivery to getting out?
– Yeah, that’s a great question. So, once you establish who the actual avatar is and you want to serve, then you want to figure out, well, what problem do you actually want to solve for them? And then, based on the problem you solve for them, what’s the actual outcome that they want? And if you think about everything in terms of person, problem, outcome, person, problem, solution, then it starts to become a lot easier because then that just becomes one person, one pain and problem that they have, one process on how you want to solve for that problem, and then one actual product or solution on how to actually deliver all that. So, the first thing is just answering all those questions for yourself and what’s really great, and then of course that determines and dictates the price because that’s gonna determine the value. So, the first thing that you need to do is get super clear on what’s the one outcome that you can actually deliver for people and just cut out all custom work. So, and that’s probably the other biggest trap for the agency is when someone said, “Well, I need this and they need it.” And it’s like, “No, we do this one way. “You have this problem. “We solve that problem for you and that’s it. “We don’t do anything else outside of that.” So, that’s really just establishing that is the first thing and then it’s really, well, do you have a predictable process that you’ve proven out to get to that intended outcome? And is it documented and can you follow your own process to help with that person? So again, I’m starting with the right person. I am using the repeatable, duplicatable process that I have personally used over and over again to get to the intended outcome. When you have checked off all those boxes, then you can teach someone else on how to actually deliver that. But this is where a lot of people also fall into the trap is they hire someone else to solve that problem for them and then no one knows what’s going on. It becomes wholly unscalable. The delivery gets affected. Everyone gets, and everyone has a poor experience from it. So, a lot of people hire too soon because they haven’t actually nailed down their core competency before they’re actually ready to hire. So, there’s a lot of merit to essentially growing a little bit slower because you can lay a better foundation for yourself.
– Yeah, so, it’s about finding first of all making sure that your methodology is, works. You have the templates. You document all the process. And you do that with a number, with many clients. And by the time you’re reach the half million mark then you have done that. Otherwise you would not be there. And so then at that point instead of just being reactive because that’s something I’ve done in the past many times which was, oh, I launched this programme. I just partnered up with someone else and I give them the delivery. Which works but it works, I found that it was great for cash coming in but then it wasn’t scalable at all because now that particular product or service is reliant on just that person that I’ve hired. They have all the relationship with the clients and they have everything in their head and so it actually becomes even more difficult to run and streamline which is the core, which is the theme of what we are talking about, streamline here. So, that’s what I’m hearing you say, okay.
– [Zion] Absolutely.
– We got, I know there is way more you got to say about this topic but we gotta start wrapping up the interview now. I can just ask you questions for hours and hours and hours. I’m sure that our listeners would love to. But is there one thing before we wrap up that you found that we have not talked about that is real important for people to know?
– With respect to what?
– Respect of scaling, scaling the business.
– Yeah, I would say the hardest thing is really discerning if the person’s the issue versus the process is the issue. Because a lot of people tend to blame a person for not doing what they ask or were asked but a lot of people don’t set proper expectations. They don’t communicate clearly. The process was an issue to begin with and that person ends up taking the blame rather than the process taking the blame. So, I’d say that often more times than not if you can really look at that and give people the benefit of the doubt and just ask yourself, well, is this a process issue or is this a person issue? And if you think the process is good because you know it’s proven whatever and the person is just not following it then it’s obviously the individual issue. But was everything super clear to them? Were the expectations super clear to them? Was the way that you wanted it to look clearly communicated to them? Did you tell them that you want it in a Google sheet versus a Google doc? Did you tell them that you wanted a certain font? And because I think a lot of visionaries especially that are entrepreneurs keep, just assume that people can read their mind, not even assume. They see their vision of what they want so clearly in their head that they believe that they already articulated everything because they see it. So then, they leave out a lot of gaps of the detail that’s necessary to get closer to that vision that is in your head.
– Like, what we really do is actually, ” , do it.” That’s how it’s perceived.
– Most of the time, so, do what?
– [Zion] Yeah, absolutely.
– All right, Zion, so we’re now getting towards the end of the interview. It’s time to life the veil. What is something that, maybe an app or a tool or something that you use in your business or personal life that is worth sharing, that is worth for other people knowing?
– Sure, so, I have a book recommendation. So, for anyone that is just starting their scaling journey I recommend reading this book called “Traction” by Gino Wickman. It has a really great foundation and starting point so that you have a really good understanding of how to implement all these different aspects of your business. And it takes you through how to really start operationalizing things. It’s one of the first books that I read that gave me a lot of context as far as, okay great, how do I, where do I go from here?
– “Traction” from?
– [Zion] Gino Wickman.
– Gino Wickman, okay, so the link is gonna be in the show notes, guys, so you can scroll down and find out, get the link right now of “Traction”. Zion, great talking to you. I know everyone here on the show that is listening say, “I want to get in touch with you. “I want to follow you. “I want to see more of your stuff.” What do you have for our audience?
– Yeah, absolutely, so the easiest way to get in touch with me is just add me on Facebook and actually message me and let me know this is how you found me because I get a lot of people adding me every single day. So, that’s about the really easy way to just follow and see what I’m up to. One thing that I like to gift to the audience here is we’ve essentially created a check list, and you’ve seen this actually. We’ve created a check list of what the ideal sales process looks like if you’re selling anything over $5 thousand. And all the different stages involved and what are all the followup emails that are needed or the followup communication that’s needed so that things essentially don’t fall through the cracks. Because a lot of people’s sales processes will be in buckets so this is a way to plug them. So, if you want that check list you can just go to 1mt.co/zion-sfc which just stands for sales followup check list.
– Brilliant, can you repeat that again?
– Yeah, that’s www.1mt.co/zion-sfc for sales followup check list.
– Fantastic, so the link is in the show now, so you can scroll down, get your check list right now. I’ve been through the check list, freaking awesome. I have changed all the things already in the way I follow up just from looking at the check list and from seeing some holes that I had in my sales process. So, you will find it incredibly, incredibly useful. So, make sure that you download it. Zion, it’s been an absolute pleasure having you on the show. Thank you very much for being with us today and sharing your wisdom.
– Absolutely, thank you so much for the opportunity.