Marketero · Entrevistas
Sales Was Hard Until I Understood These 9 Concepts
42 ideas de marketing sacadas de «Sales Was Hard Until I Understood These 9 Concepts», de Alex Hormozi. Sobre todo de conversión, medición y experimentos…
- 42 ideas despiezadas
- Fuente Alex Hormozi
- Dura 51 min
- Publicada en 2024
Ver la entrevista entera en YouTube
De qué habla
Las 42 ideas de esta entrevista se reparten así entre las etapas del marketing. El reparto es lo que distingue una entrevista de otra: dice en qué se detuvo de verdad quien hablaba.
Las 42 ideas, con su cita y su minuto
Cada una está sacada de un punto concreto de la entrevista. El enlace del titular lleva a
la página de esa idea, donde se ve quién más la dice por separado; el del pie salta al
segundo exacto del vídeo para que la compruebes tú.
Vuelve a pedir la venta, pero solo después de resolver el porqué
ConversiónSi no pides la venta no la consigues, y cada vez adicional que la pides sube la probabilidad de compra. Pero volver a pedir sin más después de un no es mala suerte: la secuencia es preguntar por qué, resolver esa razón concreta (no puedo los martes, contra, ¿y si lo hacemos el jueves?) y recién entonces pedir de nuevo. Se puede repetir sin límite mientras cada vuelta resuelva algo.
any other close I have. Ask for the sale again. And so this is a big one. If you do not ask for the sale, you will not get it. That is a promise. Once you ask, if you ask again, you'll increase the likelihood that they buy. Now there's a right way to do this and a wrong way to do this. If you just ask again, when someone says no, bad luck. If someone says no and you ask why, and then you resolve the why, then you ask again. And that makes sense. It says, Hey, I can't make Tuesdays. And you say, no worries. If we're able to do it on Thursday, would that work for you? And they say, yes. They…
Escúchalo en el minuto 37:05
Obstáculo es antes del precio, objeción es después
ConversiónLo mismo que dice el prospecto se llama obstáculo si aparece antes de mencionar el precio y objeción si aparece después, y resolverlo antes de pedir dinero es mucho más fácil que después. Por eso los temas incómodos (la condición médica especial, el cónyuge, la falta de tiempo, la parte del programa que no le calza) se sacan a la mesa al principio de la llamada.
Middle Eastern. So, you know, we had to change that. The formal definition that I use is you've got obstacles and you've got objections. An obstacle occurs before you've mentioned the price. And so if someone says, for example, you know, I have a special snowflake thyroid issue, right? And you're trying to say like, you need to do this thing to lose weight. You know that that's going to blow up on you in the sale. See, we're doing bomb references. So you have to address it up front. And it's much easier to address things before you ask for money than after. If you do it after, it's called an…
Escúchalo en el minuto 26:29
Pide referidos con a quién conoces, no con conoces a alguien
ConversiónPreguntar si conoce a alguien se contesta con un sí o un no; preguntar a quién conoce, tan bueno como él, que también se beneficiaría de esto, obliga a responder con un nombre. La formulación además va envuelta en un cumplido, así que el pedido de referido queda en un sándwich amable.
they say, hey, do you know anybody else? Or my favorite way of asking is, who do you know? Because it forces the prospect to answer the question with a not yes, no, but with a name. You say, who do you know who is as awesome as you, now it's a compliment, who would also benefit from this? So now I'm giving them a compliment by asking them for the referral. So I kind of like have a nice guy sandwich there. So like, you're amazing. Who else do you know who's like you who would love to do this with you or with us who could benefit from XYZ, right? Now, sometimes if they say no one,
Escúchalo en el minuto 8:57
BAMFAM: agenda la próxima reunión dentro de la reunión
ConversiónNunca cuelgues sin saber cuándo será la siguiente conversación, para que el prospecto no caiga en tierra de nadie. Si dice que ya se coordinarán por fuera, resuélvelo ahí mismo con ambos calendarios abiertos; y si aun así duda, esa duda no es un problema de agenda sino una objeción que hay que atacar en ese momento.
friend Charon, BAMFAM, which is book a meeting from a meeting, which is that the best salespeople never finish a call with a prospect not knowing when the next time they're going to talk to the prospect. So that prospect should never fall into no-man's land. They should never fall between the cracks where they're like, I don't know. And so if you get to the end of the call, and they're like, yeah, let's connect offline, and we'll circle back up, and we'll find another time. No, you have to address it at that time, because if for whatever reason, a time obstacle is still an obstacle, and
Escúchalo en el minuto 6:43
Medición y experimentosLa tasa de cierre es solo un resultado y no aporta ningún indicador adelantado. Hay que medir el porcentaje de leads que se agendan, el show rate, el porcentaje de llamadas en las que se llega a hacer oferta, el cierre sobre oferta, el número medio de llamadas hasta cerrar (una, dos, 1,2) y el cash collected medio.
metrics that you could track to understand how good you are at sales. Because the close rate is really just an outcome. It gives you no leading indicators. It tells you nothing else, right? I want to know what percentage of leads you're booking. I want to know what percentage of scheduled things you're showing. I want to know of show rate, what percentage are you offering? Of offer, how many of you're closing? How many, how many, what's your average call to close? Are you doing one call, two call, 1.2? Like, what's your, what's your average number? What's your average number of cash…
Escúchalo en el minuto 45:30
Mejor caso, peor caso: el cierre que más ventas le ha dado
ConversiónAnte el miedo, pregunta qué le da miedo que pase y sigue con juguémoslo: peor caso, termina en la misma posición en la que ya estuvo antes y en la que igual estaba bien; mejor caso, cambia su vida para siempre. Y entonces, ¿te parece una apuesta que vale la pena tomar? Dice haber cerrado más ventas con este cierre que con cualquier otro.
pounds. What are you afraid of? Let's play it out. Best case, worst case. When you do that, you can basically take away the emotion from the decision and say, okay, worst case scenario, you're on your friend's couch and you know what? You were poor before this and you were happy then too. So worst case scenario is in the same position you've been in before and it was fine. Best case scenario, you change your life forever. So does that feel like a bet you're willing to take? Right. And so if you, if you just, you want to confront it and then walk into what they're afraid of and just say, let's…
Escúchalo en el minuto 36:28
ConversiónPara subir la tasa de cierre de todo el equipo, entrega los mejores leads a los mejores closers, los peores al peor vendedor y el resto en orden intermedio. Exige puntuar los leads antes, y para eso hay que trackear datos: identificar las tres características con las que un lead cierra a un porcentaje mucho más alto.
the hunt. I would do this for free. I'm just happy I get paid to do it. Pro tip, if you are somebody who's running a sales team, if you want to increase the close rates across the entire team even more, give the best closers the best leads. And the way you do that is that you have to start by scoring your leads first, which means you actually have to track data. So you can say these people have the highest likelihood of closing. When they have these three characteristics, they close at a way higher percentage. And then you give those leads to the best guys. So fundamentally, you'd want the…
Escúchalo en el minuto 46:42
ConversiónCada respuesta que das le entrega al prospecto algo que atacar. Si te preguntan en qué eres mejor que la competencia, devuelve qué cosas está buscando y luego por qué esas cosas le importan. El prospecto no cree nada de lo que dices tú y cree todo lo que dice él, así que la conclusión de que es buena idea tiene que salir de su boca.
I want to be like smoke, right? They can't catch anything that I say. And so if someone says, you know, hey, well, tell me what makes you better than your competition. I'd be like, well, what things are you looking for? Right back to them, right? It's like hot potato. It's like right back to you. Well, I would want this, this, and this, and this. I'm like, why are those things important to you? Right? Back to you, right? Like I can do this all day, right? Like I cannot answer. Because the thing is, is that they believe nothing that you say. They believe everything that
Escúchalo en el minuto 18:55
ConversiónVendiendo programas de pérdida de peso descubrió que en 15 minutos es imposible reeducar a alguien sobre sus últimos diez años de experiencias. Cada vez que criticaba lo que el cliente había hecho antes, este salía a defenderlo y la venta se caía. Cambió a preguntar qué había probado, qué le gustó y qué no, para después posicionarse como parecido a lo que le gustó y distinto de lo que no.
years of life of all the experiences, good and bad, that they had prior to me. What I needed to do in that moment was get them to buy. And then I could spend the rest of my time trying to do the real education stuff. And so I wanted to simply align with where they were coming from to get them to make the sale. And so that was why I started asking, what have you done before? What did you like? What did you not like? Rather than picking apart the things they did. And then them be like, I actually really liked that about that other thing. Lost the sale. Only takes a few times of doing that to be…
Escúchalo en el minuto 19:39
ConversiónPara algo que haces todo el tiempo, dedica a preparación un 10% de lo que dura la reunión: 6 minutos para una llamada de 60, 12 minutos para una de dos horas. La regla se invierte cuando es algo poco frecuente: una presentación trimestral de una hora puede pedir seis horas de preparación.
a genius you sound like if you just do five minutes of research before a call. And so my rule of thumb for research is that if it's something that you do all the time, it's about 10% of the time that you're going to be on a call or meeting that you can do in prep. So if you have a two hour call, then you've got 12 minutes of prep. If you've got a 60 minute call, then you do six minutes of prep. Now this is something that if you do it all the time, if this is like, I'm doing a quarterly meeting, then it reverses. It's like six hours of prep for one hour of presentation. If it's
Escúchalo en el minuto 13:00
ConversiónPara algo que haces todo el tiempo, dedica a preparación un 10% de lo que dura la reunión: 6 minutos para una llamada de 60, 12 minutos para una de dos horas. La regla se invierte cuando es algo poco frecuente: una presentación trimestral de una hora puede pedir seis horas de preparación.
a genius you sound like if you just do five minutes of research before a call. And so my rule of thumb for research is that if it's something that you do all the time, it's about 10% of the time that you're going to be on a call or meeting that you can do in prep. So if you have a two hour call, then you've got 12 minutes of prep. If you've got a 60 minute call, then you do six minutes of prep. Now this is something that if you do it all the time, if this is like, I'm doing a quarterly meeting, then it reverses. It's like six hours of prep for one hour of presentation. If it's
Escúchalo en el minuto 13:00
El feedback sobre la calidad de los leads se da uno a uno y en forma de dato
Medición y experimentosHay un momento para dar feedback sobre la calidad de los leads, pero nunca es la llamada grupal: se hace uno a uno con el manager y en forma de dato objetivo, del tipo he notado que los credit scores vienen consistentemente más bajos que hace un par de meses, no sé si cambió algo en marketing, yo los voy a seguir trabajando igual pero quizá le sirva al equipo. Eso es muy distinto de decir que los leads son basura y…
Group calls, not one of them. If you are one of these salespeople, you give it one-on-one with the managers. You say, hey, by the way, I've noticed some people get on the phone just objectively. Their credit scores are just consistently lower than they were a couple months ago. I don't know if we've changed anything on the marketing side. I'm going to approach the leads the same. I love the practice. Just thought it might be useful data for marketing. That's very different than like, dude, these leads are shit. I'm not taking these calls.
Escúchalo en el minuto 50:23
Sin reputación se gana con preparación
ConversiónCuando empezó a vender su consultoría a dueños de gimnasios solo tenía sus correos: rastreaba tres o cuatro perfiles sociales, miraba las fotos del local y llegaba a la llamada con un problema detectado y una solución propuesta, como reordenar la distribución para duplicar los metros cuadrados útiles para sesiones. Los grandes tienen reputación; los que recién entran ganan por preparación.
for the sessions. And that would help me sell more people into your gym. So I don't know if you're open to something like that, but now I'm coming in with like, I see the problem. I also have the solution because I thought about it before we got on the phone because I don't want to waste your time trying to figure things out now. I want to figure them out beforehand, come with you with solutions. And this is when I started out. So I didn't have a reputation yet. So I had to build the reputation by showing up and providing more value than other people were ahead of time. And this is where…
Escúchalo en el minuto 15:48
ConversiónCasi todas las empresas escriben el procedimiento de qué decir durante la llamada y casi ninguna escribe el de qué hacer entre llamadas: seguimientos, reagendas, cancelaciones, empujar prospectos. Como el resultado del vendedor depende del número de oportunidades y esas se consiguen justamente fuera de la llamada, deben ser dos listas separadas y el vendedor se cambia de sombrero al colgar.
companies should provide but often don't, is that you have two SOPs, meaning standard operating procedures. You have an on-the-call SOP, which is what you say when you're talking to prospects, and they have an off-the-call SOP, which is what you do in between. The vast majority of companies don't have an off-the-call SOP. And they're losing tons and tons of money because they just say, yeah, just work the leads in the meantime. When the total amount of output that a salesman has is so correlated with the amount of opportunities they have, and they get those opportunities by the time they have…
Escúchalo en el minuto 5:49
Pedir referidos en cada llamada le subió las ventas un 50%
Canales de adquisiciónUn vendedor recién entrado quedó 50% por encima del número dos del ranking sin salirse del guion: al final de cada llamada preguntaba a quién más querían traer. Aunque solo uno de cada tres o cuatro da un referido, ese referido cierra al 80-90%, así que su tasa pasó de cerrar 1 de cada 4 llamadas a 2 de cada 5.
And so what he did was at the end of the calls, he was just asking who they knew who would also benefit from this thing. And I think they were selling some sort of tickets of some sort. And so he was saying, who else wants to come with you? Who else would you like to bring? And it's just a simple little thing that he was doing. But by doing that, he was increasing his sales by 50%. Because the referrals, even though only one out of three or one out of four people would refer, the referral close rate's like 80 or 90%. And so if you think, okay, I take four calls and I close one and I ask for…
Escúchalo en el minuto 10:49
Adelantar las citas agendadas hacia hoy sube asistencia y cierre
ConversiónSi es lunes, tienes un hueco libre y una cita agendada para el jueves, llama y arrástrala a hoy: las citas del mismo día tienen mayor tasa de asistencia y quien acepta adelantarla está más interesado, así que cierra más. Además liberas el jueves para meter otras dos o tres llamadas.
first thing is, if you see a call that gets booked, or you book a call that's on Thursday and today's Monday, if you have a time slot that's open, you grab your Thursday appointment, you drag it into today, because today appointments always have higher show up rates. And if you pull it up, then they're even more interested, and you can close even higher. And you can have two or three calls by that same Thursday time. So you increase your sales velocity.
Escúchalo en el minuto 2:52
ConversiónAbrir la llamada recitando lo que ya te contaron (los nombres de sus hijas, dónde estudian, qué está pasando en su negocio) evita que el prospecto repita su historia completa y hace que asuma que tus recomendaciones están hechas para su contexto. Eso desactiva la objeción de que la solución funciona pero no para él, antes de que aparezca.
got X, Y, and Z happening in the business. Is that correct? Okay, cool. Just making sure. Just read over some of the past notes before I got on the call. They're like, oh wow. I don't have to re-say my whole life story again. This guy, now when this guy makes recommendations, I assume he does it within the context of my business. Because one of the big things when you are selling something is that people want to make sure that it, not only that it works, but it's going to work for them. And so you can address that concern before it ever comes up by proving that your recommendations are…
Escúchalo en el minuto 16:45
ConversiónAbrir la llamada recitando lo que ya te contaron (los nombres de sus hijas, dónde estudian, qué está pasando en su negocio) evita que el prospecto repita su historia completa y hace que asuma que tus recomendaciones están hechas para su contexto. Eso desactiva la objeción de que la solución funciona pero no para él, antes de que aparezca.
got X, Y, and Z happening in the business. Is that correct? Okay, cool. Just making sure. Just read over some of the past notes before I got on the call. They're like, oh wow. I don't have to re-say my whole life story again. This guy, now when this guy makes recommendations, I assume he does it within the context of my business. Because one of the big things when you are selling something is that people want to make sure that it, not only that it works, but it's going to work for them. And so you can address that concern before it ever comes up by proving that your recommendations are…
Escúchalo en el minuto 16:45
El vendedor de paneles solares que llamaba al instante cada cita nueva
ConversiónEn una empresa de venta de paneles solares, el rep que vendía cuatro veces más unidades que el segundo del equipo llamaba de inmediato a cada cita recién agendada para calificarla. Si el prospecto tenía tiempo en ese momento, pasaba directo al cierre; si no, aprovechaba la llamada para llenar otro hueco libre de ese mismo día. Cada contacto le daba dos oportunidades de venta.
was, he had two decision paths. If they had the time right then, he would just go straight into closing, because he was in an off-the-call SOP, and then by getting in contact with the lead, became on the call in terms of his SOP. And if they said they had time right now, he just went for the sale. That maximizes his time on call. If they said no, then the reason for his call was that he had an opening later that day that he was trying to fill up. And so he either takes the moment now that he's working the lead and turns it into a sales call, or he fills another slot later in the day and turns…
Escúchalo en el minuto 4:06
Subir un 20% el agendamiento vale lo mismo que subir un 20% el cierre
Medición y experimentosDa igual en qué punto del embudo ganes el porcentaje: mejorar un 20% la tasa de agendamiento tiene el mismo efecto sobre las ventas que mejorar un 20% la tasa de cierre. Los mejores vendedores trabajan todas las variables del embudo que están bajo su control, no solo el cierre.
to know how well you're doing as a salesperson. And yes, for everybody, like shout this from the rooftops. If you can get their schedule rate up by 20%, it's just as good as getting their close rate up by 20%. And so there's so many other things in the funnel that the best salespeople know about closing, about how to increase the total number of sales they get by controlling all of the other variables that are under their control. Now, the bad guys, the dogs are like, I only want
Escúchalo en el minuto 45:58
Una pregunta de preferencia antes de la cita sube la asistencia
ConversiónAntes de la llamada, manda un contacto personalizado con una elección pequeña: qué talla o color de polera quieres, qué guantes de boxeo, cuál de estas tres gift cards prefieres. El prospecto siente que alguien ya movió algo por él y lo mínimo que puede hacer es presentarse, así que suben los shows.
video. Hey, I've got this thing for you that I've got set up for the call. Um, what size shirt do you want? I've set aside a thing here. There's one of the things we did at the gym. Hey, what color shirt do you want? Hey, what boxing gloves? Hey, what you do a tiny little thing. Hey, I've got three gift cards here. I go one for Amazon, one for Starbucks and one for whatever. Which one would you prefer? Right? You ask a preference question prior to the call and more people show because the thing is, is you're like, well, shoot, this guy's doing this thing. The least I can do is show up. And so…
Escúchalo en el minuto 12:13
ConversiónCon los datos de un software que agendaba más de 4.000 citas al día en distintas industrias, y con dos analistas revisando variables como horarios, días por semana, velocidad de respuesta y largo de los mensajes, la palanca más fuerte sobre el volumen de ventas resultó ser el número total de espacios disponibles en la agenda del vendedor. Hay que estar disponible cuando el prospecto lo está, incluidos fines de…
Allen scheduled 4,000 plus appointments per day across a number of different industries. And so we got to see all the way from click to close, which companies were selling the most people. And we looked at all the different data. So times of day, number of days per week, you know, speed between text responses, number of characters in text response, all of these different variables, because I had two data analysts that looked at this to figure out how could he maximize throughput for any business. And obviously sales is a big component of that. And the single greatest lever on throughput…
Escúchalo en el minuto 1:12
Los mejores closers trabajan el lead antes, durante y después de la llamada
ConversiónLos vendedores de élite llegan a la llamada con un plan previo y otro posterior, toman notas y hacen seguimiento. Dentro de la llamada están completamente presentes, respiran el guion, no le añaden nada propio y aprietan la concisión al máximo para maximizar el número de ventas por día y la tasa de conversión.
because they work them well. They have a plan before and after to come prepared to the call and take notes and follow up with them, bam, bam, the whole thing. And when they're on the call, they're completely present. They breathe the script. They know how to handle obstacles. They have analogies and stories and metaphors memorized so they can help people overcome their issues. They stick to the script. They don't add to the script. They keep their word concision as tight as humanly possible so they can maximize the number of sales they have per day and maximize the conversion rate of those…
Escúchalo en el minuto 40:27
ConversiónUn vendedor mediocre tose justo antes de pedir el cierre, la venta entra y aprende que toser funciona; después suma una pregunta extra que también coincidió con un cierre. Con el tiempo el guion acumula rituales que no tuvieron nada que ver con la compra y las llamadas se alargan. Hay que podarlo a la mínima expresión, porque menos minutos por llamada son más llamadas al día.
they add coughing in right before they close. Now the next time on the time that they close, let's say on their fourth call after this, they also added a second question in before the close. So they add the second question in and then you see where this happens is now they cough and add a second question to every single call that they do. And by doing this over time, the length of the script and the length of the things that salespeople do continues to expand because they get positive reinforcement. But the reality is that that person might've just been willing to buy no matter what. And so…
Escúchalo en el minuto 24:15
ConversiónPoner a los novatos con los leads menos cualificados hace que el negocio pierda lo mínimo mientras aprenden y les obliga a sacar sangre de las piedras. Cuando después les llega alguien con 700 de score crediticio e intención real de compra, les parece facilísimo. Así el coste del aprendizaje lo asume el vendedor y no la empresa.
know that if they perform well, they'll go to the big leagues. Now, the other benefit of this is that you train your new guys on the worst leads. So you lose the least money as a business, but they also develop their skills because they've got to learn how to big, borrow and steal and squeeze blood from the stones from the least qualified customers. And so when they get to somebody who's got a 700 credit score and actually has intent to buy, they're like, oh my God, this is amazing. Because they practiced on somebody who's like missing an arm and missing seven credit cards, and they are in…
Escúchalo en el minuto 48:39
La kill list: los prospectos grandes fuera del CRM y a la vista
ConversiónAdemás de tenerlos en el CRM donde corresponde, los mejores vendedores mantienen una lista corta y visible con los dos o tres prospectos de alto valor del día, para tenerlos siempre en la cabeza y darles atención extra en vez de dejarlos diluirse en el resto de la cartera.
salespeople do is they have something called a kill list. And so those are those prospects that you're like, this is a whale, or this is a really good prospect. And they, sure, they have them in the CRM. Sure, they have them in the place that they're supposed to have them. But they also have it somewhere else that's visible, so they can always think about it. And like, that's like an everyday list. It's like, I got to get back to these two guys. I got to make sure that these ones I'm going to put extra
Escúchalo en el minuto 8:12
Con un lead malo o practicas o cierras: en ambos casos ganas
ConversiónVendiendo programas de pérdida de peso, a Hormozi le llegaban a veces personas sin techo que habían respondido a sus anuncios. Tenía dos opciones: despachar la llamada para seguir con su vida, o tomarla como práctica gratuita. Su regla es que o practicas la habilidad o cierras, y de las dos maneras ganas.
they love sales. They love the thrill of the clothes, of the hunt. When I was selling weight loss, I would sometimes have homeless people and things like that that would come in who would respond to my ads. It would happen, right? I had two ways to take it. I could try and not take it seriously, try and just like basically just get through the sales so I could move on with my life. Or I could And I was like, of course. I was like, this is a business. Your money spends the same. And so you either practice the skill or you close. Either way you win. It's a lot like lifting
Escúchalo en el minuto 43:01
Jacob se ofreció de basurero de leads y acabó siendo el mejor
ConversiónJacob empezó con Hormozi a los 15 años, hace ya siete, en el último escalón del equipo. Pedía todos los leads peor cualificados diciendo que él sería el basurero, porque solo quería practicar. Terminó acumulando más repeticiones que nadie y por eso se volvió mejor que el resto.
kill for sport. And so I had a, I'll tell you a Jacob story, which is my, my young, my young, you know, started with me at like 15. Now he's been with me however many years, seven. He started as a low man on the totem pole. And so when we would have lesser qualified leads, they handed all of them to Jacob. He's like, I'll be the garbage man. He's like, I'll take anybody's leads. He's like, I just want to get good. I just want to practice. And so he's trying to take as many reps as he possibly could. And guess what happened? He started taking more reps than everyone else did. And guess what…
Escúchalo en el minuto 44:10
Los mejores vendedores escuchan el doble de lo que hablan
ConversiónAnalizando con software de IA el gran volumen de llamadas de venta de todo su portafolio y comparando tiempo hablando contra tiempo escuchando, los mejores vendedores escuchan el doble de lo que hablan. El vendedor que no para de hablar es el retrato del mal vendedor, no del bueno.
reputation of salespeople is terrible because you only remember the bad ones. We actually did this big study because we have a huge amount of sales calls that we can look at across the whole portfolio. And we use software that analyzes the calls with AI and all that stuff. We can see what's talk time versus listen time. And the best salespeople listen twice as much as they talk. And so the
Escúchalo en el minuto 18:16
Un lead no cualificado es práctica gratis con dinero real en juego
ConversiónEl negocio ya pagó por ese lead, esté bien cualificado o no. Rechazarlo es rechazar práctica pagada que además conserva la posibilidad real de cerrar. A Hormozi le parece ridícula la cantidad de vendedores que dicen querer aprender a vender mejor pero se niegan a tomar leads que consideran malos.
every one of these as a fucking gift, which is what it is, is that someone's going to give you the time to learn the skill of sales. The business paid for that lead. Maybe it's less qualified. They paid for it just the same. And you have the benefit of learning. The amount of people who want to learn how to sell better and are unwilling to take quote unqualified leads is ridiculous to me. It's free practice with stakes. And you still have the possibility of winning and closing a deal.
Escúchalo en el minuto 44:39
El nivel de alguien se nota en la cantidad y calidad de métricas que sigue
Medición y experimentosHormozi dice que a lo largo de su portafolio ha comprobado que se puede juzgar la habilidad de cualquier persona en cualquier disciplina por la cantidad y la calidad de las métricas que rastrea. Si alguien dice ser bueno en ventas y lo único que mide es su tasa de cierre, no lo es.
Track data. The best salespeople track data. And so they're meticulous about the data they track. And so let me explain this. So you can judge, and I've seen this across my portfolio, the skill of any person in any endeavor that they practice by the quantity and quality of the metrics they track. And so if someone says, oh, I'm good at sales, I'd be like, cool, tell me about the metrics you track. Now, if they're like, oh, just close rate. It's like, well, there's so many other
Escúchalo en el minuto 45:05
Juzgar la capacidad de pago por la ropa hace perder ventas
Investigación de mercado y clienteHormozi cuenta que perdió la cuenta de las veces que juzgó a alguien como pobre y resultó que simplemente vestía distinto. Varios de ellos le agradecieron el trato, y su respuesta era que esto es un negocio y el dinero de todos vale lo mismo.
see it as free practice. And what's crazy is the amount of times where I judged someone as poor and turned out that they just dressed different, I don't know anything about that, was more times than I can count. And a lot of them were like, hey, I appreciate you just like, you know, treating me well. And I was like, of course. I was like, this is a business. Your money spends the same.
Escúchalo en el minuto 43:21
El vendedor de multipropiedad que pidió los mejores leads y quintuplicó el negocio
ConversiónEl comercial número uno de una empresa de multipropiedad de más de mil millones ganaba 3 millones de dólares al año en comisiones. Ganó la competencia interna entre 3.000 vendedores, cuyo premio era una hora con el CEO, y la usó para pedir que le dieran los mejores leads en vez de gastarlos con los novatos. Lo probaron en su división, él quintuplicó su ingreso, lo desplegaron a nivel nacional y quintuplicaron el…
top sales rep for a timeshare business. And it's exactly what you think it is. So it's a billion-dollar-plus company. This guy was making $3 million a year in commission selling timeshares. And I had dinner with him, and I was like, what do you do differently? And he said, well, I won the sales competition, and so I got one hour with the CEO. And on that one hour with the CEO, which is the prize for winning the sales competition, it was 3,000 salespeople. It was number one. He said, I just said, if you give me the best leads instead of wasting them on these guys who are new, he's like, I will…
Escúchalo en el minuto 47:17
Si tratas distinto a los leads flojos, estás practicando mal
ConversiónEs como levantar pesas: si tus series de calentamiento se ven distintas a las series pesadas, en realidad no estás practicando. Al no tomarte en serio las llamadas de leads poco cualificados no afilas la espada, la desafilas, porque lo que estás grabando son malos hábitos.
And so you either practice the skill or you close. Either way you win. It's a lot like lifting weights where if you have your warmup reps and they look different than your heavy reps, you're actually not practicing at all. So you're wasting all these opportunities that you could be practicing your skill, sharpening the sword, which we call it in the sales world. You could be sharpening your sword, but you're actually making it duller because you're practicing the wrong way. You're learning bad habits by not taking the sale seriously. So the best salespeople
Escúchalo en el minuto 43:42
Un referido por cliente parte a la mitad el costo de adquisición
Medición y experimentosSi cada cliente que cierras te trae un referido que también compra, tu costo de adquirir un cliente cae a la mitad; si solo uno de cada tres refiere, lo bajas un tercio. Como la publicidad solo se va a encarecer, los negocios que sistematicen el pedido de referidos son los que van a ganar.
If you're a business owner, thinking about how valuable just implementing that is consistently is that your cost to acquire a customer, you just, you cut in half by taking one customer and getting a referral from that customer. And if one out of three customers refer someone, then you cut your cost to acquire a customer by a third. And this is the type of stuff as advertising becomes more expensive, because it always will become more expensive, that the businesses that do this, the
Escúchalo en el minuto 11:32
Tres cubos del rendimiento en ventas: oportunidades, conversión y meta-habilidades
ConversiónEl rendimiento comercial se descompone en tres bloques: maximizar el número de oportunidades, maximizar el porcentaje de conversión y las meta-habilidades del vendedor. El tercero existe porque de nada sirve un vendedor excelente si solo aguanta ese nivel un día.
sales process would be. And so it's a percentage conversion. That's all it is. And so with that, we have maximum opportunities, maximum percentage conversion. We have an amazing sales rep. But what if they can only do it for a day? That gets into the third bucket, which is what I would consider meta skills, which is traits of the best salespeople. The things that most salespeople
Escúchalo en el minuto 41:12
Los mejores vendedores nunca culpan a las circunstancias
Estrategia y decisiones de negocioEl mayor fastidio de Hormozi es el vendedor que culpa a los leads, al encaje del cliente o a la estructura de comisiones. Los que más le gustan no se quejan nunca: cogen los turnos extra, llaman a más leads y los trabajan más, y dicen estar agradecidos de tener con qué practicar mientras cobran.
is that they never blame circumstances. So whenever I have a salesperson who's like, the leads are bad, or these people aren't a good fit, or just whatever BS that they can come up with, or like, oh, I don't like the commission structure, we should change. Just focus on the things you can control. And the guys that I love the most never complain. They pick up the extra shifts. They call the leads the most. They work them the most. They're like, these leads are amazing. I'm so grateful to have these and be able to practice and get paid to do it.
Escúchalo en el minuto 49:47
Pasar de motivado a desmotivado no es falta de vocación, es déficit de habilidad
Estrategia y decisiones de negocioLa mayoría de los problemas de los vendedores son de rasgo, no de técnica: se encienden y se apagan, se motivan y se desmotivan. Si te pasa, el diagnóstico no es que las ventas no sean lo tuyo, sino que no sabes sostener el rendimiento durante mucho tiempo. La diferencia entre los campeones y el resto es exactamente esa.
consider meta skills, which is traits of the best salespeople. The things that most salespeople struggle with are trait issues, meaning they are on and then they're off again. They're on and they're off thinking they get motivated, they get demotivated, motivated, demotivated. If you feel like this, then it's a skill deficiency. You just don't know how to sustain performance for a long period of time. And I promise you, the difference between champions and everyone else is they can sustain performance. It's not like, oh, I don't know if sales is for me. I don't know if I'm growing enough in…
Escúchalo en el minuto 41:25
Vender es solo aumentar la probabilidad de que el prospecto compre
ConversiónHormozi define ventas como aumentar la probabilidad de que el prospecto compre, nada más. Un proceso de ventas perfecto contemplaría todas las variables humanas posibles y cerraría al 100% de quien pasa por él; por eso ventas es, en el fondo, un porcentaje de conversión.
sales. Fundamentally, sales, by the way, I should have defined this earlier, is increasing the likelihood that the prospect buys. That's all it is. So everything that has to do with sales, like if you had the perfect sales process, it means you would account for every single variable that could ever happen to any human and you would get 100% of people who go through this process to buy. That's what a perfect sales process would be. And so it's a percentage conversion. That's all it is. And so with that,
Escúchalo en el minuto 40:53
Perros, caballos y tigres: los tres tipos de vendedor
Estrategia y decisiones de negocioMike Arsian distingue tres tipos de vendedor: los perros, a los que hay que alimentar y acariciar la barriga cada día o se mueren; los caballos, que galopan mientras los azotas y bajan al trote en cuanto paras; y los tigres, que aunque acaben de comerse una comida entera matan por deporte al conejo que se les cruza. Lo que quieres contratar son tigres.
The best salespeople kill for sport. So let me tell you this little analogy. Notice the little analogies. So I heard this from Mike Arsian. I just love this. He said, there's three types of salespeople. There's dogs, horses, and tigers. He said, dogs, you got to feed them. And if you don't feed them, they starve to death. And you got to give them all as a tent. You got to rub their belly every day. And the moment you stop, they die. Horses, they will gallop as long as you keep whipping them. But the moment you stop galloping, they just go down to a trot. He's like, but tigers. He said, a…
Escúchalo en el minuto 42:23
Subir el techo del mejor closer multiplica por diez tu capacidad de reclutar
Estrategia y decisiones de negocioCuando el mejor vendedor pasa de ganar 200.000 a 800.000 dólares al año, el atractivo de la vacante se multiplica por diez, aunque los de entrada ganen menos que antes. Funciona como la lotería: la gente entra asumiendo que va a ser ella la que llegue arriba.
give the best closers the best leads because you make more money. And what happens is that the best guys will actually make more and more and more money, which then creates a survivorship bias for new guys coming in. And so if you know the best guy used to make $200,000 a year as the top closer, but now can make $800,000 a year, the amount of salespeople that you will attract your opportunity will 10X. Now, even though the entry-level guys now make less than they did before, the opportunity, just like the lottery, the same reason people buy tickets, is they assume that they're going to get…
Escúchalo en el minuto 48:02
El entusiasmo sostenido es una habilidad entrenable, no un estado de ánimo
Estrategia y decisiones de negocioMantener un nivel alto de entusiasmo por el puesto y dentro de la llamada, semana tras semana, es una habilidad que se aprende. Incluye aprender a que te guste lo que no amas para poder hacer aquello que sí amas.
you can tackle right now, being consistent. Another kind of meta skill around this is enthusiasm. Like they're enthusiastic one week, they're not enthusiastic the next week. Being able to sustain and maintain a high level of enthusiasm for both the role and when you're on the call is a skill. It's a skill. You whistle while you work. You got to learn how to do it. You got to learn to like the stuff you don't love so you can do the thing you really love, which is sales.
Escúchalo en el minuto 41:58
Seguir leyendo
Esta es una de las 1872 entrevistas despiezadas. Puedes
ver todas, leer las ideas por tema o
empezar por la ruta guiada si no sabes por dónde.