Shownotes
Episode10 with Frederick Dudek (Freddy D)
Sales to Superfans: Strategies for Memorable Business Growth with Michael Goodman
In this podcast episode, host Frederick (Freddy D) interviews Michael Goodman, a seasoned sales expert. Michael shares his personal journey from a struggling salesperson to a successful sales coach and mentor, including a pivotal moment when he was fired by his own father. They delve into the common mistakes of salespeople, such as talking too much and not listening to the customer's needs. Michael emphasizes the importance of creating superfans and maintaining relationships with customers post-sale. The conversation also covers the impact of the dot-com bubble on business and the lack of structured sales training for newcomers in the industry.
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Transcripts
With 20 years of experience in corporate sales and over 23 years in private practice, consulting, teaching, and primarily coaching, Michael Goodman has encountered a wide range of sales challenges.
Having walked in the shoes of a salesperson himself, he has gained comprehensive insights into the array of problems that could possibly occur in sales.
Based on that experience, he crafted a curriculum for the Salomon Sales system, a comprehensive work that has been continually utilized by various companies for over 20 years. Michael has also created AZ Sales Pro and a dynamic community for education, motivation, and all things sales in Arizona.
While skilled in leadership, communication, sales, profitability and relationship, the work Mike does best is helping his clients find and free their identity and become world class at their profession.
Freddy D:Welcome, Michael.
Michael Goodman:Well, thank you for having me, Freddie D. Seems weird to be calling you Freddie because every time I communicate with you, it's always Frederick. So Freddie just seems so strange, you know, not, not formal, not.
Freddy D:Well, that's. This is the fun guy. This is the, the.
Michael Goodman:The.
Freddy D:The Frederick is the business guy, the Freddie D. Guys, the podcast host, the guy that makes things happen. He's the fun guy that you have a beer or two with a glass of wine, et cetera. So that's it. So that's. That's the fun dude.
So, Michael, how'd you get started in sales?
Michael Goodman:About that question. I have a great story and I hope you find it as great as I do.
When I was a kid, people, I could walk into a waiting room with a bunch of people sitting around in chairs and whatnot, and I could go one by one talking to each of them until my mom glowered at me and pulled me back, said, we don't talk to strangers. And I think what she was doing was watching the other people in the room saying if I was annoying them or not.
And then when I did, she pulled me back.
And so this guy who knew me, knew what I was like and knew that I didn't have any trouble talking to people and wasn't that shy, thought I could be a sales guy. But he was starting a company with of computer timeshare services and he thought I'd be a great sales guy for it. So he invited me to talk to him.
I went to his office, I talked to him, and I accepted the job. But I didn't know anything about what I was doing. I had no clue what I was doing. I didn't know how to call people on the phone.
I didn't know how to talk to them. I didn't know how to find the people to call on the phone. I didn't know anything. And so I started calling around.
I started playing with the phone book and just calling and really painfully worked my way into having some kind of language to say to somebody when I got them on the phone. There's a weird thing about this, Freddie. When you call somebody on the phone, they absolutely expect you to know what you called for.
So stumbling through that doesn't help.
Freddy D:And so I know that's, that's, that's. That's. That's a face plant, as we would say.
Michael Goodman:Yeah, right. And that's totally spent a year doing it badly. Got to where I really just couldn't pick up the phone anymore.
I hated picking up the phone, and that was my job. And this was back in the day when you could actually reach people and you called them on the phone. And it was. It was just painful. I didn't like it.
And I started slowing down. I wasn't doing it so much. And. And I ended up having a conversation with that guy in his office again.
And he fired me from my sales job, my first ever sales job. And. And. Cause I wasn't doing anything. And it took him about a year, year and a half to actually fire me. And that guy was my dad.
Freddy D:Oh, wow.
Michael Goodman:Right? Yeah. And so when you. When you fail for your dad, it's ugly. It wasn't pretty. I hated that. And I wanted to prove that I can too, be good at this.
And so I've stayed at it and I've gotten to a point where I'm pretty effective at it today. But all of it is because I failed my dad. And. And that's how I got started.
Freddy D:Okay. Wow. What a story. What a story. I mean, that's especially. You know, failing in front of your dad is a. Is a.
Is a tough one to swallow that stays with you for a long time. So that's definitely internal motivation to redeem yourself and kick some butt and.
And, you know, just look back at that as a teaching moment that transform your life in a positive way and.
Michael Goodman:Learn some stuff about what you're doing and structure and whatnot.
Freddy D:Yeah. So how'd you. How'd you involve into doing, you know, sales coaching and sales mentoring with companies today?
Michael Goodman: So in:So I was responsible for Phoenix and Tucson to help grow the revenue of the company. And that was the time the dot com bubble was bursting. I had worked for years to get a relationship with the local utility company, srp.
I had had, I had a relationship with them. I worked forever. And we finally got that piece of business into ExecuTrain. I got a contract with them and it was great.
They had had something like 300 training days a year going on. And when the dot com bubble burst, they went down to 30 training days. Not 300 a year, 300amonth. And they went down to 30 training days a month. So.
So I lost 90% of that business through nothing we did wrong. Right.
Freddy D:I remember those days.
Michael Goodman:Yeah. And that was the flavor of the world at the time.
And here I am leading a training company as a corporate asset and I know that the headquarters is in trouble financially. And so the writing was on the wall and I began to look at what I wanted to do in technical education at that time.
We were putting people through Microsoft certified systems engineering training, Novell engineering training. We were graduating people.
When I first started doing that five years earlier, we had graduated people who were going from our class from a $60,000 a year job where they were losing their job, reskilling into the certified engineer and moving up to 75, $80,000 just because they had the certification and some knowledge. Wow. And I was fascinated by that. And what occurred to me late in that cycle, late in the time I was with ExecuTrain, was that I was pretty skilled.
A I'd learned sales effectively by then. My dad was no longer going to fire me if he'd hired me and I'd learned sales management.
And it occurred to me that there was no effective training ground for salespeople like there had been years earlier. Once upon a time you'd get a job at, at the Copy, one of the copy machine companies and they would, they would teach you sales.
They had a lot of great sales training programs.
Freddy D:Right. I remember those days. Yep.
Michael Goodman:Right. They became spin selling and some of the other major models.
But nobody had a sales model, including Sandler, to take somebody who's never been in sales before and help them learn sales.
And it occurred to me, with my experience at the time, I can create a sales training academy and take kids who are going to high school and graduating and never gonna go to college, teach them how to sell and have them making a hundred thousand dollars a year, two years after they start, if they do the work right. No, absolutely.
Freddy D:I mean, you know, the thing is, you talk about kids, who's the best salespeople in the world? It's Kids, I mean, think, think about it. You know, they, they.
They're going to the grocery, you know, to the store, and, you know, they see a toy or gizmo or something that they want, and so they go up to, to mom and say, hey, mom, can I have this? And mom says, well, you know, I gotta ask your dad.
And so the kid goes back and spins it a little bit and says, mom says, I can have this if you say this is okay. And he goes, well, I want to make sure the mom says it. And then it turns around, says, well, you know what?
I'll clean my room, I'll take out the garbage for a week, and blah, blah, blah. And they, and they keep going. And no is not an answer for them. They just weep gadget.
And they keep going and they get the sale and they get the toy or the gizmo.
Michael Goodman:Somehow we forget that when we become an adult and we, we accept more no's than we ever have to. Right?
Freddy D:Exactly. Yeah. We, we just, we, we. As soon as we get a no. Oh, shock my head down. And off we go. And we don't try again. You know, a lot of.
Unfortunately a lot of rookie salespeople don't try again. If you could. Okay, well, I'll just go to the next one. And that no may not have been a firm no.
It was just that I. I'm not convinced that, you know, I'm. I need your stuff.
Michael Goodman:Right. And they don't know how to deal with the perception of conflict that. That no means to them.
Freddy D:Correct.
Michael Goodman:I'm. I'm afraid I can't go to Frederick and say, hey, come on. We. We said that this was valuable for you. You said you liked it.
Now you're a little hesitant. Help me understand what's going on. There's no language structure for them to understand how to re.
Engage that conversation in a way that's meaningful and valuable to them.
Freddy D:Correct. Correct. Yep. Yeah. So what do you think? What do you think is some of the biggest mistakes that salespeople make?
Michael Goodman:What occurs to me is I'm going to answer that question by pointing out what we're doing here. The number one mistake salespeople make is talking too much without regard to what the agenda of the prospect is. And the number one.
Freddy D:Yeah, I would totally agree. Totally agree. They don't ask questions. They start just blah, blah, blah. Here's what we can do. Here's how we can help you.
Let me tell you how wonderful we are. We're great. We're wonderful. You need to buy us and all that stuff. And that person's not even listening anymore. They're shut off.
Michael Goodman:Right. Which, you know, is kind of what I'm doing here on this podcast is blah, blah, blah.
So hopefully there's some kind of interesting, engaging stuff in it.
Freddy D:Well, we're, we're, we're, we're sharing, we're educating and we're sharing information. So it's a little bit, a little bit different.
But you know, what's, what's, you know, after the sale, you know, there's a lot of people that still have like a transactional mindset that they make the sale and okay, it's done and then they move on to the next person and they really ignore. And this is what, you know, where it leads to is, you know, how to create super fans.
They really ignore that existing customer because, well, that was a transaction. They're done. You know, I'm, I'm on to the next one.
Michael Goodman:Yeah, I got my commission. I'm done with them.
Freddy D:Right. And let's talk about how the importance of maintaining and building that relationship with those customers to get them into superfans.
So, you know, my word for super, you know, brand advocate or an advocate is I call a super fan. But you know, in a sense, the superfan is the, the, the rock star of the advocate.
And I think that a lot of salespeople, small business owners, entrepreneurs, and even mid sized businesses don't get it and don't maintain that engagement with those existing customers.
Michael Goodman:Yeah, yeah. Earlier you asked me how did I get into sales consulting?
And I talked about, you know, what, wanting to create a sales training academy, which I never ran, but I got to work for a lot of companies. I used that experience to gain consulting clients. Right. And I learned something that's really apropos of this question you've just asked me.
And that is a lot of times salespeople don't fail because of the salesperson. They fail because of what executive leadership is asking them to do in the sales organization.
And I don't want to throw executives under a bus, but I will. The fact is that it depends a lot on the sales organization itself.
So if they're pushing the salesperson to close that and go away, that's, that's up to, that's on the organization. Any agree?
Freddy D:Totally agree.
Michael Goodman:Right. Okay.
Freddy D:Yeah, absolutely.
Michael Goodman:Any salesperson worth his salt understands that his reputation in the community is more important than his reputation with the company he's with, because he's going to be looking for another job every Couple of years according to statistics. And he. His capacity to get a new job, especially in the same industry, is going to be dependent on how well his customers are super fans. Correct?
Right.
So he got to operate with a degree of integrity and empowerment that goes way beyond the environment he may or may not be, or she may or may not be working at. That makes sense.
Freddy D:Totally makes sense.
You know, I can relate to, you know, a real short story was, you know, when I was selling manufacturing software back in the mid-90s, early mid-90s, I had a customer that became my super fan. They were a tool and die mold shop basically and the IT manager and I became really good friends actually.
The owner of the company became good friends. The other owner of the company that was in Sweden and I became good friends. And we're still friends today and we're talking decades later.
But I looked at when I spent time with them, it wasn't. We never got into how the software worked, you know, all the technical aspects.
We looked at the, where they wanted to grow as a business and how, how my tool, you know, I would basically find out, tell them, hey, you know, there's three, four other software products that can do the stuff. They'll all do the job. Okay. Otherwise they wouldn't be in business.
Michael Goodman:Right.
Freddy D:But let's look at where do you want to be in the next few years and et cetera and then how this is going to help get there. And it was funny because when I started working with them, they were a 40 man shop. Four years later they were 120 man shop.
They bought two businesses but built breezeways and there.
And, and every time I needed a referral or used them as a reference, they were more than willing and they became my superfans, which in turn helped me sell more customers, which made me the number one sales guy in the company.
Michael Goodman:That's awesome. And that's how it works when you're doing your job. Right.
Freddy D:Right.
Michael Goodman:You just hit on something that I think is the critical as the critical answer to the question you asked me earlier. How do you create superfans?
And you and I know that the number one thing to do early in the conversation with a prospect is understand their needs at depth. Right. You have to qualify them as are they worth spending time on? And if they have needs, then it's worth exploring.
And when you explore those needs in an effective way, then really what you have are what you compare yourself to later. So if I go back and say, hey, when we you needed this, this and this and I Think we've done that?
Have we hit those marks for you then you are helping them recognize that you have produced and performed at the level they needed to when you first started with that, right?
Freddy D:Oh, absolutely.
Michael Goodman:100% of your super fandom is dependent on how well you solve the problems they actually have. That makes it.
Freddy D:That's it. And, and also it's sometimes it's not problems, it's business aspiration goals.
Michael Goodman:Yes.
Freddy D:So, so, you know, you've got, you've got the productivity problems that they need, but they need to get that solved so that they can grow their business. Like, like this particular company that I mentioned, you know, they wanted to grow and they did grow.
They grew three times their size because I understood that that was the long term game plan that the owner wanted to accomplish. And so I helped him position things in the organization that would get them there.
Michael Goodman:Your analysis, your needs analysis was exactly what made that thing work for you and created the lifetime friendship, right?
Freddy D:Yep, yep.
Michael Goodman:And that's because you listened, you heard them when they were talking. Right.
The only other thing you can do beyond that is to give them 10% more in some form or fashion than what they're asking you for and then you're a hero. But.
Freddy D:Yeah, and, but one of the things that I did is, and this is, this is one of the techniques to build super fans is I acknowledged everybody. So when we did the, we held the meeting to demonstrate the software back then. Okay.
And it doesn't matter whether it's software or encyclopedias or whatever. The thing is.
Michael Goodman:Yes.
Freddy D:Do everybody got a thank you letter in the mail that said, thank you, Michael, for taking the time out of your busy day to participate in our meeting. Your feedback was greatly appreciated and I'm grateful for the insight that you did. And we look forward to working with you guys in the future.
And everybody, I made sure to get everybody's name and everybody, you know, got a letter sent or got an email sent or a combination of both, thanking them for their time, their feedback, everything else. And what would happen is they would have a meeting afterwards to decide which vendor they wanted to go with.
And everybody would turn around because I would ask, why did you pick us? And they would come back and says, well, we felt that after the sale you would provide us with the best follow up and support.
And I, and, and, and bottom line was because I sent that, thank you, appreciate your time. And I made sure everybody's feedback points in there that I was listening. And what I would do is I'd mark them On.
On their marker board in the conference. So I had a chance to. Okay, Michael, what's. What are you looking to get out of today's presentation? Blah, blah, blah. Steve, what are you looking?
Mary, what are you looking? And I write it all down, and then I just spit that all back to him and say, hey, you know, did we address what you. You wanted? Oh, yes. And it was.
It was. Once you get the system down, it's actually pretty easy. And it's fun. You have fun doing it.
Michael Goodman:I. I didn't know this, but it sounds like you and I have very similar models. Once you know what they want, the presentation becomes very simple later in the conversation. Cause it's just hitting those buttons, right? And.
And then how do you differentiate from other people? Yeah, that's, you know, that's ridiculously powerful, and I respect that, Frederick, in a big way. There's. There's a thing about, you know, why.
Why would I buy a Chevrolet from this dealership versus that dealership? And at the end of the day, in a commodity market, the person makes the difference. The person, the humanity is the differentiator. Yep.
Always want to feel like we're loved and lovable. And when you sent out mail to each of those, acknowledging each of them personally by name and what they.
Listen, what they listed, what you were saying was, I hear you. I care about you, and I just want you to know I appreciate you. Come on, there's nothing better than that.
Freddy D:No, it's. It's. I just built superfans out of all those. All those people in that room. And they.
When it came down to making, you know, picking the vendor, that was it. And, you know, years later, I used the same approach when I was selling construction management software to home builders. This is the same approach.
And I would win every sale because of that approach. And the competition had zero chance because we didn't get into pricing, we got into strategies.
Michael Goodman:That's so cool. That makes all this sense in the world.
I wanted to ask if you've heard of a book called the Ultimate Question, and it's the root of the Net Promoter Score. Are you familiar with that?
Freddy D:No, I'm not familiar with that book.
Michael Goodman:So Net Promoter Score is a way to rank how you're doing with your client. And so you.
If you ask, fundamentally, on a scale of 1 to 10, where would you rank us as a vendor or provider for your company, and they give you a 9 or a 10, you're on target. You're in the top 20%, right? Well, 6, 7, or 8. You're, you're, they like you and you're okay, but they're not a net promoter of who you are.
And then if you're, you're below that, then you got a problem, you got an issue that you need to resolve.
Freddy D:Right.
Michael Goodman:That makes sense.
Freddy D:Okay, it does.
Michael Goodman:And, and so if your net promoter score, I think that, that, that's one of the best ways to get the feedback to know if you're a super, if they're a super fan, is to check in with them regularly on your score. What could we have done better for you to, to have gotten a higher score from you?
You get the feedback you need to adjust your business to make sure you serve them. Although most people won't say, frederick, you need to send me thank you notes every time we do business with you.
They won't say things like that, like, well, I don't know that you care about us as much. Right. Or something.
Freddy D:Exactly. And you know, it's true.
And in the business Superfan, you know the book Creating Business Superfans that I wrote, I have a score, you know, a scorecard. And you can go through that scorecard and find and score yourself from 0 to 10 and in turn put dots into.
It's like a dartboard and take a look at where you're at with the score. And most likely most businesses will have a dilapidated wheel. It won't be a nice smooth wheel. And then you can start.
And then there's an action plan with the thing that they can get off of the businesssuperfans.com website that helps them make changes to improve their score. And it could be that they, they, they don't do a good job in follow up.
And we could have a whole segment on follow up because, you know, timing is everything. You don't want to wait two hours. You want to get to somebody. They come in, a web inquiry comes into you from your website to you.
You've got minutes to respond because otherwise they're shopping someplace else because you. And the first one that gets to them usually gets to business.
Michael Goodman:Yes.
Freddy D:And there's no fart. There's no comparison or nothing. You called first. You're on a job, they go with you.
Michael Goodman:I have a line that I teach people. Time kills all deals. Right. You don't respond.
I will say that I've always been Fascinated by the SDRs, the Sales Development representatives in the software companies out of the Bay Area who have software, if that will allow you to call the person who's on your website. Right now so they will track back to your phone number from your, your address that you're calling in from.
And so while you're on the website, they will call you in many ways I think is creepy if they call me right then. So it's effective, but it's a little weird when it happens.
Freddy D:Oh yeah, I mean, I get it. I mean I've, I've responded to leads, you know, that came in and I've either called them within three minutes of the lead coming in.
I typically, I hit. The first thing I do is I hit the. If they put in a URL or I look at the email and then I get the URL out of the email.
Michael Goodman:Yeah.
Freddy D:I go take a quick peek to their website to get a quick synopsis of what their business is.
Michael Goodman:Yeah.
Freddy D:And I call them and says, oh, I understand. You do this and this and how can we help? You know, you inquired for this, how can we help?
Michael Goodman:Yeah, that's it.
Freddy D:And I just shut up. How can we help?
Michael Goodman:Yeah, I use a question like, you know, when you clicked on the link and wanted more information. I want to make sure we cover that. What kinds of things do you want to know from me? Right.
But either way, when they're talking, you're getting the information you need to progress effectively. They're not talking. You're, you're twiddling your thumb.
Freddy D:Yep, yep. So let's, let's, you know, you've got the salesperson, but how important is it, you know, okay, the sale's done.
How important is the post sales with the rest of the members of the company, you know, the, the employees and stuff, building that relationship? Because as we all know, the sale begins after the sale.
Michael Goodman:Yeah.
Freddy D:And so to create the super fans beyond the salesperson, what's, what's the, the back end gotta do?
Michael Goodman:You know, this, this is why I talk a little bit about it depends on the company and depends on the leadership.
In my mind, any leadership that's worth its salt is training all of the team members that everybody's a salesperson and we're all here to make sure the customer is happy and taken care of.
So no matter what happens, you, what you have in post sale, either the sales guy becomes a project manager to make sure that the, the implementation goes well, or the sales guy is sent to carry on with other people and they're people who are designed to be the, the support and implementation people. Whatever it is, everybody has to be on point to make sure that customer is taken care of. Right. Period. Every company has Their own process.
So once, once they sign off the document, every company has their own process now on how to initiate and implement that transaction, including everything from how does it go through finance and accounting, how does it get to production if there's production involved, how do we, how do we serve what we sold and. And then it's a matter of maintaining the relationship.
As you are one of the brilliant speakers of if you don't maintain the relationship, you're toast. Right. Okay. And so somebody has to be responsible for keeping them happy.
And that's where the salesperson's notes on the needs analysis have to be impeccable in the database. You want to know what the biggest mistake companies make?
They piss away the use of the database instead of using it as a primary tool for great lady to that customer. Right, yeah.
The original notes on the needs analysis, somebody goes back and makes sure that all of that is being covered and are we doing a good job and do you love it? Right. And if they don't, then deal with it right now. Fix it with the same smile you broke it with or sold it with. Right, sure. Yeah. And.
Freddy D:But the other, the absolutely correct.
And then, but the other part of the equation that needs to be incorporated is that if that company, that management doesn't take care of their employees and appreciate their employees, then you're going to have someone that's going to be a little bit disgruntled because they don't feel appreciated, they feel they've been shortchanged, ignored, blah, blah, blah, whatever it is, they're not going to go all out and go the extra effort for that customer. They're going to basically say, well, I'm just going to do my minimum because that's it.
And so even though the sales guy may have done a great job and built a great relationship with the customer and the flow is all set up correctly.
But the missing link is the employee or employees feel not basically are unappreciated or not even recognized for their extra efforts to solve something. They're not gonna put forth that extra effort that needs to be for a particular situation and the whole thing starts to unravel.
Michael Goodman:Yeah, yeah. I, you know, I've been in the Phoenix area for a long, long time and for years I've gotten gas at Circle K or Quick Trip or different places.
And it is ridiculously noticeable how the difference between walking into a Quick Trip is and walking into a Circle K. Don't mind me while I throw corporate America under a bus, but I'm going to. They are trained at a quick trip to say hello to everybody, to walk the walks in the door and create a moment for humanity.
Now most of the time they're walking in the door after they've spent money on gas, right. And they're coming in to get a snack or whatever they're doing. You walk into a door to Circle K and people don't acknowledge you and, and you're.
It's sometimes a struggle to get a cashier to help you on your agenda versus their own, whatever they might be doing. And the difference in the feeling of being cared for or not cared for is pretty evident, pretty obvious.
The quick trip makes an intentional effort at creating relatedness between the store and its customers. And other organizations don't.
Freddy D:Well, and that goes back to management. And so the management is obviously taking care of the employees and making the employees feel valued and appreciated.
Because you can again, if you don't express that appreciation and gratitude, you can do all the training in the world. The employee is still going to say, okay, hello. You know, it's just because they got to. But there's not, hello, hey, welcome in.
You know, it's a, it's a different mindset because they're happy doing what they're doing. And it comes across genuinely. That's the big difference too.
Michael Goodman:Yes.
One of the things I've taken to doing is, and this came because I was doing a lot of work in organizations to help their sales teams and not being able to make an impact, recognizing that executive management is responsible for a big chunk of that after I'm gone. I took on certification with the John Maxwell team, a huge leadership structure organization.
And if there's a high turnover rate in companies, I almost always include leadership training as a gift for a bonus for the executives. I don't do it because I like giving it away.
I do, but I, but I do it because if they understand they have a role in the sales effort and what that role is, then there's a higher, much greater likelihood of whatever work I do being successful in that thing over time. So.
Freddy D:So, Michael, how can people get a hold of you?
Michael Goodman:You know, it's really easy to find my website, revenuekinetics.com and you can get a hold of me through the messaging app there. I would love it if people emailed me or called me. I will answer my. If I'm not busy, I will answer my phone. If you're a spam caller, I'm not as nice.
-:Like, not like Mickey Mouse, I suppose. Never mind. Michael. Revenuekinetics.com Send me an email. And I would love to help people. I like. I love this stuff.
Freddy D:And what do you. What do you have.
What do you have for our viewers and listeners as an offer that would entice them to reach out to you and have you take a look at what's happening in their business and help them explode their business?
Michael Goodman:Yeah. Well, first off, you should know that I do this because I love it. You gotta tell me you don't love helping salespeople. You love the light going on.
You love the increase, the impact you make in company. I love this stuff. So they can call me and ask questions just because they want to. But I want to. I want to.
I want to incent or induce business owners to give me a call. So here's what I'll do. Any business owner that gives me a call, I will spend time with them.
I will find them $50,000 worth of profit in their business. This goes beyond my seat. I'll find. You know, I have to say, if they started the business yesterday, may not be able to happen. Right.
Freddy D:And no, but you could put them in the road to where they can earn 50,000.
Michael Goodman:Absolutely. Well, right. And want to. But when?
I will find any business owner $50,000 in one hour without them spending any more money on marketing or advertising that's already in the business that they're not capturing. And they. And much of it can be captured inside of 30 days. Wow.
Freddy D:That's amazing, folks. That's amazing. Reach out to Michael and have him take a look at your business and put 50 grand into your pocket that you didn't know you had.
Michael Goodman:Right? Exactly.
Freddy D:Exactly.
Michael Goodman:Makes it a cheap phone call, doesn't it?
Freddy D:Exactly. Or an expensive one if you don't make the phone call.
Michael Goodman:There you go.
Freddy D:So. All right, Michael. Well, pleasure having you on the show, and I look forward to having you on the show again.
Continuing our conversations about sales and creating superfans and things that business owners can be doing. And again, thanks so much for being on the show, Rodrigo.
Michael Goodman:I just. Before we get out of here, I just want to say thank you for having me on the show. I appreciate. I love your book.
And as I mentioned, I think I'm on the COVID somewhere. I love the work you have done, and it's clear how much you have brought to people to make a difference in their lives with the book.
It's powerful and there's good material in it. So thank you for inviting me to be in your orbit and be a partner here today.
Freddy D:All right, Michael, thank you very much.
