Stop Selling The Product, Learn How To Sell The Results With Rob Cornilles
Back in the 90s, all eyes were on the Lakers when it came to basketball in the state of Los Angeles. The Clippers? No one would buy a ticket for a game back then. But what if you focus on the results rather than the product? Will people buy? That is what Rob Cornilles did. He looked beyond the tickets and sold something people wanted. Do you want to see Jordan again? Watch a Clippers game. He focused on selling the results. Join your host Mitch Russo as he quizzes Rob on results-centered selling. Rob is the CEO of Game Face Inc. He believes that focusing on what your product can do for your clients is the most important thing when it comes to selling. Join in to learn more!
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Stop Selling The Product, Learn How To Sell The Results With Rob Cornilles
I have something special for all my coaches in the audience. As a coach myself, I realized that I had been spending about 30 minutes per session on my admin because I had five applications open all at the same time, one for note-taking, calendar, spreadsheet, browser, Zoom, all my past session history scattered over two huge screens. At the end of every session, I had to combine all of that data after the session into a single email and send that to my client. When I had my next session with my client, I had to go digging for that email and try and remember what I did last time.
It became so much work that I decided to get myself some professional coaching software. I searched and tried out five different products. All of them were complex and did way more than I needed. A lot of them were super expensive so I did what all good entrepreneurs do when they face a problem that no one solved. I solved it and built my own platform. It’s now available to you for $20 and it’s called ClientFol.io and I’m inviting you to test drive it for $1. Take it for a whirl for fourteen days to see if you love it. If you do, you will be thrilled at how much time it saves you and enhance your results with your clients. Give it a try now.
Now on to my guest and his incredible story. David versus Goliath is a Bible story about how one young man with the strength and confidence of a giant defeated Goliath. A story with biblical significance plays out in modern times with those daring to take on their own Goliath, hoping to slay their nemesis. Our guest started his sales journey living in a tiny apartment with a pregnant wife, took the only sales job he could find, a commission one, selling tickets to the LA Clippers, which at the time was recognized by the NBA as the worst franchise in sports history. The glitz and glamor of the LA Lakers had the best players money could buy and they drew all the press and attention but the Clippers played in a rundown arena in a depressed part of town and no one was going to the games.
My guest decided that nothing would stop him from making a living and supporting his new family so he decided to start selling the benefits instead of the features. Meaning he sold the results of going to a Clippers game and when he did, he figured out the angle that worked best. Sales skyrocketed and this became the beginning of his master process called Results-Centered Selling. Follow along with us so you can learn how to be a sales game changer. He has guided over 300 sports organizations worldwide and helped sales leaders all over the world maximize their outcomes. He’s also written a bestselling book and he has an incredible story. This is what we bring you. Welcome, Rob Cornilles, to the show.Sell to the results, not the product. Click To Tweet
Thanks so much, Mitch. I enjoyed hearing my story. Would you believe that so many years ago that story you told took place? For those who follow sports, that’s when the LA Clippers were a lousy team, whereas now they’re a pretty good team, I got to admit.
They’re not as good as if you were still working with them, I’m sure. I want to unpack a lot of that and tell us your story in your own words. This is almost a classic tale of a hungry entrepreneur that decides he’s going to make it happen no matter what and chews through walls to do whatever it takes to get this going so let’s go back to the beginning and tell us how this all started for you.
You’re right. I didn’t know it at the time but it is an underdog story. I thought taking a job in the sports industry would be cool because you get to go to a lot of free games, walk around the court and talk to the players. Maybe not every young boy or woman’s dream but it was for me. I took the job because of the cool factor but then realizing that I’ve got a family to support, I knew that I had to become an adult. An adult needs to figure out an adult way of selling this very difficult product that nobody wanted. Most people either thought that when I was calling them, a business or an individual, to enlist their support of the Clippers, they thought it was either a practical joke or that I had misdialed. A lot of people didn’t even know who we were back then. This was in the early 1990s. In fact, I had one woman when I called and I said, “I’m with the LA Clippers,” she said, “I don’t need a haircut.” She hung up on me.
It was a very difficult first entry into the sales field. I never wanted to be in sales nor went to school to be a salesperson. A very few of us have and grew up around the dining room table telling mom and dad we’re going to be a salesperson. I figured that I do have some like that some people would call passion for this product. You can do great things for companies, families and nonprofit organizations. The problem was everybody thought when I was calling them and trying to talk them into becoming a fan, that wasn’t my objective at all. What I was trying to help them understand is that whether they’re a Lakers or Dodgers fan or back in those days an LA Raiders or a USC fan, it doesn’t matter to me.
What matters is does their business, nonprofit organization, family and circle of friends want a particular result or outcome irrespective of my sports team that my franchise can help produce or deliver to them. The answer in my mind was, “Yes,” because if you’re a business, you want to grow sales, retain customers, grow your brand and keep loyal employees happy, motivated and productive. If you’re a nonprofit organization, you want to promote your cause, grow your membership and raise more money. If you’re an individual or a family, you want quality time, save money, memories and better relationships with those people close to you. All of those what I would call results, I discovered, are achievable using a professional basketball team.
At first, you probably started out trying basically to sell sponsorships, boxes or tickets. Later, as you evolved your sales process, you started to create this huge list of benefits that you could bring to an organization if they played ball with you. The idea here is that being involved in a sports team, even one that at the time was not very respectable, had some status. No matter what, if you basically had a box at a stadium where you could bring customers, employees, executives or even colleagues, you have status. Isn’t that what you were selling?
There is some status. People would argue with me that I’ll have more status by going to Dodger Stadium. What I would argue in those cases is that you should go to Dodger Stadium. If that’s where you can get the outcomes or the results that are important to you and your business, go for it. However, it doesn’t have to be exclusive to the Dodgers. After all, the Dodgers play in the summer. We play in the winter so that we can be complementary. We could be a supplement to your relationship with the Dodgers, even if you’re a Lakers fan. I used to be able to say back in those days, “Michael Jordan only comes into LA once a year.” He only comes in once a year to play the Lakers but the other time he comes into play, guess who he’s competing against? My Clippers.
Why not take advantage of his second appearance, come and use my games as another way of leveraging Michael Jordan to benefit your business. It wasn’t about turning people into fans because that’s a tall order when your team stinks. It was rather helping them understand that my product is a resource to you. If you’re looking at it as a fun night out, you’re missing the boat and under-utilizing the power of sports and what it can do. When I finally was able to find the right messaging for that, I started to make presentations. Conversations increased and then sales followed.
At first, you struggled and then you figured out some of these things gradually. How long did it take for you to decode the way the world works around sales and team sports? How long was it before you were finally at the point where you’d seen a real increase in revenue for the team and for yourself?
When I first began, I started in the summertime of 1991 and for the first 90 days I was getting a goose egg. There was nothing happening for me but the reason for that was because I was selling the product, not the results of the product. The product is objectionable. You’ve got a bad team, lousy coach, dumb owner, barn of an arena, bad location, high prices and you name it. You can sell products all day but you’re always going to meet objections. Who likes that? When I finally realized about 90 days into this, “Stop selling the product, Rob, because nobody wants it and got up this morning asking for your product. What they’re always looking and striving for are the results that your product produces.” When I began to communicate this, within a one-month period, I went from essentially selling zero-season tickets to, in 30 days, selling 83 season tickets.
It set a record at the Clippers. The next month, I sold 65 season tickets. The next month, I sold 72 season tickets. I was proving that this was not a lark and I was not lying to people. I wasn’t misleading people because I would have gotten cancellations all over the place. Eventually, through this success, the Clippers said, “Do you want to manage our sales team?” I’d never managed anything before. I’m new to sales but I thought, “Sure. Why not try it.” I did and sat down with my colleagues who were almost all of them hired about the same time I was.
I said, “I don’t know what you are saying to folks but this is what I’m saying and it seems to be moving the needle. Look at the board.” At the end of that season, we had gone from selling out three games the previous year before any of us have arrived. That season, we sold out fourteen games. That’s the measurement of success in the sports world. Some people think it’s banners hanging from the ceiling or trophies in the case but in the business of sport, it’s how many sellouts you are creating. When you can show consistent sellouts, that’s business success in sports.
There’s another part to this that you touched on briefly that’s important. It’s one thing to figure it out and be able to close deals for yourself but to train others is a whole other level of skill. When you became the manager, did you start out seeking out other leaders, managers or people who had done this before? Did you blast your way through it and find your own pathway?
Probably because I wasn’t very bright, I created my own path. It’s like what Ralph Waldo Emerson said, “Don’t follow the path others have created. Create your own path and leave a trail.” That’s the philosophy that I assumed. Part of it was I didn’t know where else to go to find help. I was so new to the industry and so new to sales. In the sports world, you did a great job selling out that game last Saturday night but you’ve got another game on Tuesday. You got to keep moving. There was very little time to sit and think about the strategic approach so I try to, as quickly as I could, share with my colleagues my approach. It’s interesting you asked that question because I figured out a way or a system of training and that eventually led to a business.Don't follow the path others have created. Create your own path and leave a trail. Click To Tweet
I can relate to your story personally. I was selling semiconductors in the 1980s. At first, I was a user of semiconductors. I was an engineer and I would design circuits but later I transitioned to marketing and then to sales. When I got the sales job, I had never sold before. What I did is I pitched myself on the strength of my engineering relationships. It would have been as if you said, “I know all the guys on the team and I could probably speak to them, get their friends and etc.” They said, “Sure. Give it a try,” and they hired you. For me, it was much different because I never even sold anything other than candy for my dad’s business.
I went and found the top salesman in my community and industry. I took him to lunch and he was an ex-NFL guy. His name was Kevin Hunt. I don’t know if you’ve ever heard of him. He’s an old-time player. He didn’t play many seasons but he got injured. I said to Kevin, “You’re good and doing this an incredible job. How did you learn how to sell?” He said, “I drove over to the Dale Carnegie office Totten Pond Road in Waltham and I signed up for their sales course.” I said, “Good. Okay, great.” We had nothing else to talk about. He had nothing else to tell me so I went over and signed up for the course too but you had to figure it out and I love that about it. Rob, at this point in the show, we’re going to transition to masterclass mode. I’m going to ask you, for everybody reading, how would you advise us on how to create an incredible sales proposition and then multiply that through the use of others in the organization?
I appreciate you asking about a masterclass. In fact, we’ve created a masterclass. It’s called The Sales Game Changer Masterclass. I must go back to where we started this conversation and that is that the tendency of salespeople. It’s a tendency because we’re trained this way when we get a sales job. We go off to onboarding and they give a sales training for 1, 2 or 3 weeks and they call it sales training. You and I both know it’s more product training. Here’s the product, nuts and bolts, widgets, colors, schemes and where it’s manufactured. When a typical salesperson is trained and they’ve spent all this time learning about the product, what are they prone to do once they get into the field? They’re prone to talk product.
The problem with that is that when prospects wake up in the morning and go to work in the morning, they’re not thinking about products that they’re looking to purchase. They’re thinking about the results they’re trying to achieve. The first lesson that we teach in our masterclass and the first thing I would want your readers to know is that you can stand out and be a true sales game-changer if you’ll put aside the mention, discussion and introduction of your product. Instead, message the positive, appealing and attractive results your product or service brings.
People may say, “How do I know which of those results are going to be appealing or attractive to my prospect?” It’s very simple. Irrespective of whatever you’re selling, ask yourself, “Who is my target audience?” You might have many target audiences or we say many avatars that you’re selling to. That’s great. What I would recommend you do is make a list of 10, 15 or 20 different results that you suspect that your target markets are looking for every single day whether or not your product exists. When you make that list then you go back and ask yourself one by one, “Is my product or service a means, tool or resource by which this audience can achieve that or this result?”
When the answer is yes to any one of those twenty, now you know what to message and what you’re selling. You’re selling to the result, not the product. The product is the means by which we’ll get there together. It’s an amazing exercise because my experience having trained tens of thousands of salespeople over the years is that when you make such a list, you’ll be amazed that very few things on that list should be scratched off because they’re irrelevant or unimportant to your prospect. You’ll find that all of these are important to them and my product in one way or another affects this result.
I also would add that I would assume that part of your process would be once you have this list would be to start testing and start experimenting to see which of these twenty things that I figured out has the highest appeal. Which gets to yes fastest? Is that right?
Yes. We’re trying to build an agreement as quickly as possible. The fastest way to build an agreement with a prospect is to talk about the results that matter to them that they’re thinking and talking about in their own staff meetings this morning. The fastest way to get to know is to talk about a product that, right out of the gate, they find objectionable. The tendency is to talk about your product because that’s what you were trained to do but that’s working against your interest. I can object to your product every which way and Sunday. I can say, “It’s too expensive, too large, too small, takes too long to deliver, I don’t like the color,” and the reasons go on and on. When you tell me that your product or your service will assist me in gaining market share as one example of a result, how can I object to that?
I’m going to segue a little bit into step two. Once you do get results, something I feel very strongly about, how do you feel about testimonials? Do you feel like testimonials play a role or it’s better to find those three key benefits and hit those hard going in?
What I would like to do is utilize both. We have a little saying at Game Face, “Success stories sell.” It’s the SSS rule. You can talk about your product eventually all you want but you’re a self-serving salesperson. Instead of having me talk about my product, I have other people talk about my product. Granted, I don’t bring customers on sales calls with me so what I will do is I will gather their testimonials and I will utilize those not only within the presentation itself, my deck, pop-up or promotional materials. I’ll also use evidence of their successes, even in my opening statement.
I allude to another customer or client successes that they’re enjoying through my product and service, not that they enjoyed because that sounds like they’re not using me anymore. They’re enjoying it with us. They’re gaining from us and seeing from us. It’s -ING words, not the -ED words. I’ll say they’re enjoying and then I’ll fill in the blank with a result that I know this prospect would find attractive.
I’m going to see if I could push you a little bit further on this. One of the things that I know when working with a client and closing a sale, a lot of people get hung up on the fact that they already sold that client something. When I work with a client, my rule is never sell anything unless you know exactly what you’re going to sell them next. Do you build that into your process as well?
It is a part of our process and it’s interesting you ask it in that way because it’s like a lawyer. Don’t ask a question of the witness unless you are ready for their answer. If you’re going to sell something, you need to know how this relationship is going to evolve. Where that comes for us is it comes through what we call the assessment process. While we’re assessing the prospect, we are beginning to collect valuable data points, what we call the four corners of assessment. Through these data points that are these four corners that we’re collecting from them, we are building justification as to how and why they should say yes to us.
The justification to say yes could be, “Say yes to this initial offering that we’re going to present momentarily.” That doesn’t mean that we don’t have more justification for additional products and services and yet it takes good judgment and timing as to when to know the perfect opportunity to introduce those additional products and services. Is it in this initial meeting or once they’re starting to see results from the product or service that you attested to? Now that they’ve become convinced themselves and are raving fans, now it’s time to provide the evidence and justification that more products and services can multiply results for them.
In this sports analogy of your business, the way it comes to mind for me and I’m sure you have many more than I could think of is once you sell them the box seat and season pass, the next thing you might think about is maybe a sponsorship and a product placement. In other words, there are so many things that people can do but sometimes don’t. It’s important to identify what those are before going in, even to the initial meeting. Would you agree?
Absolutely. In fact, it’s a term that we use at Game Face. We call it the revenue escalator. The first step is to use the sports analogy or the sports industry for a moment. In our business, we’d call it a five mini-plan. Let’s sell the Russo family a five-game mini-plan. It’s simple and an edible bite. It doesn’t take much effort or much expenditure on your part. Over the course of a six-month season, what are five games? No big deal. Once you’re on board with those five games, you’re loving it and getting the results that you and I agreed are important to you and your family, clients or colleagues.
The next time you and I visit, we’re going to talk about that 10-game plan or the 15-game plan, the half-season plan and then the season ticket. Further up that revenue escalator is a suite, corporate hospitality or sponsorship. Every industry and company needs to be developing their own revenue escalator and I love how you’re framing it. Their salespeople have to have that vision. As one person said to me many years ago, “Take a client as far as they can see and when they get there, they’ll see further.”
What’s also interesting is for the average person who’s not involved in the sports industry, most people would never have even considered many of the things that you’ve discussed that could be sold. I would guess that in every industry, there are many options that somebody could potentially use to upsell or I should say right sell that client at the right time. When that vision appears at the end of the first rainbow, it’s time to show them the second one, which is fantastic.The product is the means by which people will get there together. Click To Tweet
In my case, we had such a bad product on the court and everybody talks about our product on Sports Talk Radio or 24-hour news networks like ESPN or sections of newspapers dedicated to nothing but sports. It was so difficult at first to have conversations with the market, the LA community, saying, “Let’s stop talking about the product for a moment and what you heard on your drive into work. Let’s instead talk about your business and how our venue, organization and brand can assist you in driving your business forward, in setting you apart from your competition and recruiting even better talent to your team. We have ways in which you could utilize our games, venue and association to drive those important outcomes or results for your company.”
Once we started to have these conversations, people looked at us in a whole new light. I can’t see why that wouldn’t be applicable in any industry or any company. If you’re Apple, what are you known for? You’re known for cell phones, maybe laptops or whatever but there’s more. There’s more to Apple than that. There should be more to every company. I’d even say to a restauranteur, are you just known for sandwiches? I would argue, “You’re not just known for great sandwiches. There are other results you bring to people who frequent your restaurant.” What are those? How are you selling those items and those results?
This is a wake-up call for everybody. Everybody reading this should be making notes. I’m repeating what you said about an example, a restaurant. All people do who own restaurants are advertising what’s on the menu. There’s so much more that could be sold that normally isn’t even considered. Food is the center point or a centerpiece of what you do. There’s the venue, signage sponsorships, parties, events and catering. All these things that any business has available to them as options. They get into the groove and that’s all they think about and do. I’m glad we’re getting a chance to talk because this is a mind-warping experience for me because it makes me think about all the things that potentially can be sold for almost every and any business.
Those are very kind words. Thank you. At the risk of hyperbole, it is a game-changing way at looking at sales and your own product or service. An easy example would be those in the automobile industry. When you see an ad for a car, it’s racing down the freeway or it’s set atop a nice mountain top and it’s beautiful with the sunset. The question I would ask those who are selling autos is what are the results your buyers are looking for. It’s not, “I want to save money on gas.” That’s one result, saving money but there are other results people are looking for, most of the time unsaid and they will not admit to it.
If a well-trained salesperson on that dealership lot will ask a customer, “What are the results your family’s looking for in your next vehicle?” and know how to drive down, excuse the pun, into that question, that’s what you then sell to. Don’t sell the product because I can tell you all kinds of reasons why your product is fallible and it’s not right for me but when you start talking about results, that accomplishes agreement very quickly.
You mentioned cars. It had been brought to my attention by someone many years ago that if you watch car commercials, they’re good at this and they have huge budgets. It’s very critical that they don’t leave anything on the table. If they’re spending $1 million on an ad, they want to make sure they’re hitting about every key point that every potential client might want but here’s the most interesting thing that I learned. I learned that most people like the way others see them because of the car they drive.
If you watch commercials, you will see crowds of people turning to look at the driver in that car. Since he told me that, almost every car commercial seems to show others looking at them. If you think about it, that is not the reason somebody would say that they’re buying a car. It requires this deep understanding of your client. That’s what someone like you had to uncover in order to be able to sell a team like the Clippers at the time that you did.
It goes back to what are the right questions. The questions that you ask have to lead you and the customer. Not because you’re manipulating them but because you’re trying to define them in your mind. That has to lead you to the same conclusion that the results that matter most that are most valuable to their enterprise are results that your product or service can help achieve or accomplish for them. Once that understanding takes place, selling becomes so much more enjoyable. It’s much more interactive.
It’s not you pitching, which is a word that people who read my book The Sales Game Changer will learn, there are many words we use in sales that I recommend we stop using. It groups us with the stereotypical salesperson that most people abhor and want to avoid. We don’t pitch. We present. What are we presenting? We’re presenting something that’s justifiable in their mind because it’s getting them the results that they told us matter most to them.
As the saying goes, sales isn’t something that you do to somebody. It’s something that you do for somebody. Everything you teach completely supports that viewpoint.
An example of what you said. Another word that we discard when we say we’re not going to use it anymore. This is one that rankled some salespeople at first because it’s so ingrained in our lexicon. The word is closing. We don’t close customers and clients. We open up relationships. When I get an order and a contract signed, I didn’t close anything because, in the buyer’s mind, it’s not the end of anything. For them, it’s the beginning of everything. It’s the beginning for them and the beginning of results.
In the salesperson’s mind, if we look at this as the close then we are definitely on opposite sides of the fence or opposite sides of the table with our client. Instead, we’re opening a relationship. We’re launching results. The vernacular that we use, even if it’s internal, is sending messages to our brains in how we’re going about selling. We need to be very cognizant of the language and the lexicon that we’re incorporating. We’ve got several suggestions on how we can change that lexicon to be more results-centered and less product-centric.
We’re going to get into that but we’re going to transition to a different part of the show, the part that I liked the most. That’s where I asked you a couple of questions that I ask every single guest since the beginning of the show. The reason I ask these questions, in case somebody is reading for the first time, is because I find that these questions help me and hopefully help you get to know my guest a whole lot better. Rob, these are the questions that we use to get to know you. Here’s the first question. Who, in all of space and time, would you like to have one hour to enjoy a walk in the park, a quick lunch or an intense conversation with?
I do know that question you ask because I’m a reader of your show. I did think about that and I was racing through a bunch of names so it’s an unfair question and limited to one person but I’ll go back to the name I already mentioned earlier and that is Ralph Waldo Emerson. I don’t know how many of your readers are familiar with him. We’ve all heard his name and we are probably familiar with many of his quotes but we didn’t know it was attributable to him. He was an American philosopher of the 1800s. He was born in 1803 and died in the 1880s. He is such a thinker about an assortment of subject matters from religion to race, business, philosophy, human nature and education.
I know of an account where he met with my great, great, great grandfather. I would love to have been in that room to hear what those two were saying and to hear that one encounter they had together, by appointment I would add. It wasn’t a chance meeting. I love his approach. One of the things that he has said among thousands that I’ve always remembered and this is good for salespeople and entrepreneurs to keep in mind. He says, “What is most astonishing to man is common sense and plain dealing.”
As a salesperson, entrepreneur and boss, if you can use common sense in your interactions with customers, colleagues and new hires and be plain dealing with them, mainly you can shoot straight with them, that amazes and astonishes people because it seems to be so rare. As a sales game-changer myself, I’m always trying to use common sense with people because that’s what good selling is. It’s intuitive if you do it right. If it’s not feeling intuitive to you, you’re probably caught up in too much technique and you’re doing it with integrity. If I could just bend his ear for an hour, that would be a rich experience.
If I could set that up for you, would you allow me to come along and be a fly on the wall and listen in? Here’s the grand finale. This is the change the world question. In some cases, I know in advance what the answer might be and, in your case, I think I do. Let’s find out. What is it that you were doing or would like to do that truly has the potential to literally change the world?
It is probably a pretty predictable answer based on what I’ve said so far. The way that I can best change the world is to change the way in which we interact with people in a commercial environment. The way that salespeople engage and then serve their customers. If they can put aside the self-serving notion of, “I have a product to sell and a quota to hit so I need you to hear my pitch,” instead, “I’m calling to benefit you.” The reason I got up this morning is to try to benefit another person and if I can do it through my products and services, that will be my reward for the day. I’ll get a paycheck for it but that is how we’ll change the world. It is if we stopped taking the stereotypical approach to selling and make it more intuitive, more person-centric and not product-centric.Stop selling the product, focus on the results your product produces. Click To Tweet
Some good old plain dealing is the simplest way to put it. Ralph did such a good job of explaining that. Rob, you have offered an extraordinary free gift. Usually, we don’t get folks who offer this and I’d like for you to describe what it is you’re offering readers of this show.
I have not made this offer to other shows that I’ve been able to have been fortunate enough to be on but I’m doing this with you because of our relationship and the good that you do for folks all over the world. What I’m offering for those who might be interested is one of two gifts that they can take advantage of. The first is the audio version of my best-selling book, The Sales Game Changer is coming out later in 2021. I will offer anyone who sends me an email, a free copy of free download of the audiobook.
If this is more appealing or valuable to someone, I’m going to be providing a free 30-minute consult to any individual or company that would like to dig further into their sales approach. Salespeople, market and how the Game Face methodology, the sales game-changing way of selling, could complement what they’re doing well and take them to the proverbial next level. All they have to do is send me a personal email at [email protected] and in the subject line, I want you to put Mitch Russo. That’s the keyword. If you’ll send me that email and let me know which of those two you would prefer, we will be back in touch with you and make those arrangements with you.
That is an extraordinary gift and to think about all of the guests that I’ve had, all of the shows you’ve been on and all the times that you’ve had a chance to present, I feel honored that you chose my show to do this. Readers, if you don’t take advantage of this then maybe you should find another show because it doesn’t get any better than this. This guy’s the professional. He is the real deal and you need to speak to him if you have a sales organization. Rob, I can’t tell you how much I appreciate you, as I always do and how much I enjoyed our conversation. Thank you for spending the time with us. Thank you for the education. Everyone, please do the work. You got an incredible lesson on how to figure out exactly what it is that you need to do in order to benefit the clients that you work with. Don’t let that go. Rob, thank you.
It’s my pleasure. Thank you Mitch and sell well everybody.
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