Part Two And The New Tool

SPEAKER_00 0:11

Welcome to the sales and marketing playbook Unleashed, the premier podcast for innovative growth strategies, hosted by two seasoned experts. Meet Evan Poland, the president of Poland Performance Group, a master in sales coaching with over two decades of experience. Evan is not just a consultant, he's a force in sales, focusing on mindset planning and skill development. He's also the co-author of Settling Professional Services, The Sandler Win. Joining him is Craig Andrews, partner and CEO of Beholder Agency, an expert in growth marketing. With 20 years under his belt, Craig blends marketing creativity with strategy to propel businesses forward, making Beholder Agency a leader in effective marketing solutions. Together, Evan and Craig are here to share their wisdom on winning strategies, best practices, and transformative insights that will fuel your growth. Get ready to revolutionize your sales and marketing approach right here on the Sales and Marketing Playbook Unleashed.

SPEAKER_01 1:10

And welcome to the Sales and Marketing Playbook Unleashed. I'm Craig Andrews and my partner in crime, Evan Poland. How are you today, sir?

SPEAKER_04 1:18

I am doing fantastic. How are you doing today, Craig?

SPEAKER_01 1:21

I'm doing good, but I'm I'm excited, right? Because now we're going to do part two of the revenue cookbook that we did in the previous podcast. And we're going to go a little bit more in depth in terms of what the playbook is. I'm sorry, the cookbook is. Playbook is what we are. Cookbook is what we're describing. Right.

SPEAKER_04 1:36

And today is really going to be where the rubber meets the road. Last time we kind of talked about conceptually what a cookbook is, why we should have a cookbook. Today we're really going to jump into what are the components of the cookbook, what you should be tracking, why it's important. And Craig is going to do our worldwide unveiling of our new cookbook tool.

SPEAKER_01 2:03

There it is. There it is. So I know in this cookbook tool, it can be a little confusing sometimes, but it's really much simpler than you really believe it is. Okay. So a lot of things we're going to do in terms of breaking this down is some of the purposes behind it is in terms of the activities that the sales reps or marketing person or whoever you want to get involved need to understand that needs to happen so that this cookbook becomes effective. Evan, why don't you break down a little bit of each one of parts of this program for us?

SPEAKER_04 2:32

Sure. So with the cookbook, we want to again have a formula, have a process, have a system. So sale should not be random acts of activity. And this cookbook will allow you to really think through what it is that you need to do to hit your goals and then be tracking it on a regular basis. So that if you're on track, you can continue doing what you're doing. If you're on off track, you can quickly make adjustments to get back on track. So what we want to do, and the way that we're going to work with the cookbook, is yeah,

Start With The Revenue Goal

SPEAKER_04 3:10

we'll work backwards. For those of you who may be watching us on YouTube, visually you'll be able to track along. Those of you listening to us, hopefully you will be able to go through and we will be able to keep this simple enough so that you can be able to follow along. So what we want to do at the very top of the cookbook, and Craig, if you want to scroll up a little bit, is we want to think about the end goal first. How much in overall sales do you want to do between now and the end of the year and come up with that number? So on the sheet that's in front of me right now, $2 million. Then what we want to do is break that down. For those of you who have been in sales long enough, you know that not all sales, not all clients are created equally. We've got some really large sales, some mid-sized sales, some small sales. The way that I want you to think about client size is revenue to you, revenue to your company, to your firm over the course of a year.

SPEAKER_01 4:11

So over the course of the year.

SPEAKER_04 4:14

Over the course of the year, revenue to you. So I don't care if you are working with a Fortune 50 company, it could be a multi-billion dollar company. If you've just got one really, really small project with them that is not a large client, that would be a small client. So the way that I like to break it down is I will use animals. You can use more technical terms if using animals is more cutesy. For me personally, my large client, I call it an elephant. Up on here on the cookbook, it's called enterprise. So what you should be thinking about with those really, really large clients is what does that mean in your world? Is it a client that's 5,000 or more? Is it a client that's 50,000 or more? Is it a client that's 500,000 or more? With the enterprise clients, go ahead, Craig.

SPEAKER_01 5:09

And that's over the so that in that in that example that you referenced, that's over the course of one whole year that client did with you.

SPEAKER_04 5:16

Correct. That's over the course of a year. And quite frankly, I would break it down by calendar year or by your fiscal year. So if you started with the client six months into the year, it's just really what they've done over that six months. So it might be a smaller client, year one, and then a much larger client, year two, if you're working with them for a longer period of time, or maybe they started with a pilot, and now that pilot has launched into something. So all I care about is the amount of revenue and the time that you're tracking, again, whether it's calendar year or fiscal year. Elephants are great because they're worth a lot of revenue. Sometimes they can be challenging because they can take a very long time to close. There's lots of things that can go wrong that are outside of your control. And sometimes I will have clients who end up coming to me because they've got 70% of the revenue wrapped up in one elephant. And if that client goes away, they're in really, really big trouble in scrambling. So the other thing that you should look at is not only how much revenue is an elephant worth, but also what percentage of your annual revenue do you want coming from elephants?

SPEAKER_01 6:27

Yep. And we highlight that here in terms of the percentage of the revenue. That's a very important point, by the way, right? Because depending on your company size, that may tell you whether you need to increase in staff or decrease in staff,

Client Sizes Elephants Deer Rabbits

SPEAKER_01 6:40

depending on what they may be as an overall total. It also can indicate, in terms of the amount, as I've been referenced, the amount of bite you have to take out of that elephant to really keep them happy in the process.

SPEAKER_04 6:51

Correct. So so again, on this cookbook form, we have it called enterprise, could also call it elephant. Um, next kind of client, animal-wise, I call it a deer. In the cookbook here, it's called mid-market. These are your bread and butter clients. If you could describe the exact services that you like to provide, the exact amount of revenue you'd love seeing from a client, that is your deer-sized client, that is your mid-market clients. So again, for you, you should decide what is that range. So again, I might say, okay, for me, a deer is worth $15,000 to $25,000. So you know what? In the cookbook, I'm just going to make that an average of a $20,000 client. So we understand that there's a range. Take what the middle of the range is and put that for the cookbook as the dollar size for the mid-market or for the deer account. Those deer should be your bread and butter. That's where you should be spending most of your time.

SPEAKER_01 7:53

The last kind of client. Why would you want to spend most of your time on the deer or the mid-market?

SPEAKER_04 7:58

Because the deer are the ones that, again, are typically your bread and butter services. You don't need to change up what you're doing. You're still typically keeping a high amount of profitability. They typically don't take nearly as long to close. So that's why a lot of my clients really like working with those deer because they love the revenue amount. The sales cycle is not too long. And they're not too dependent on just one or two making or breaking the year. But because if I lose an elephant, it could tank my entire year. If I have eight or ten or fifteen or twenty deer and I lose one or two deer, I can still be able to go along and it's not that difficult to replace that amount of revenue.

SPEAKER_01 8:38

Love the explanation. I'm sorry, continue, sir.

SPEAKER_04 8:40

So the rabbits are the small clients or the SMBs. Again, determine what that revenue is. What I tell a lot of my clients is this is where you want a lot of the business coming from your inbound. I typically don't like my clients spending a lot of their really proactive selling time going after the rabbits because they can be really small. Uh I'll give you an example. A lot of my clients are financial services. I've seen a lot of people run themselves ragged because they have 500 clients that are all really, really small. They're not making nearly the amount of revenue they want to make and they're working really, really hard. So we want to have that balance. And again, those rabbits are good if they're easy to service, if you're not spending a lot of your proactive selling time going after them. So again, if they're coming in through your inbound marketing, through inbound leads, through referrals. So again, figure out what percentage of your time you want spending, you want, what I'm sorry, what percentage of your revenue you want coming from those rabbits. So that again, you're not getting too heavy in one area or the other. Another mistake that I see people make, and the reason I like to break out the client size, is oftentimes people will just, in their goals, put down how many new clients they want to bring in. The challenge with that is if you're bringing in all rabbits, you're probably nowhere close to the amount of revenue that you want to make. And oftentimes the strategy to land an elephant or a deer is different than the strategy to land a rabbit. And if we're bringing in all rabbits and no deer or elephants, then we probably need to change up who we're targeting to, what our messaging is, to get in front of more of those larger clients so that we can hit our revenue goal for the year.

SPEAKER_01 10:28

And the thing I like about this the most that makes this very beautiful as well is again, it's very proactive in reference to how you should be planning, right? You're failing to plan statements you like. It shows how you should be planning. Now, with this as well being said, that doesn't mean it can't adjust through the course of the year. You might get an inbound lead that could actually be an elephant that you can now sit there and service it, and you have a good idea about that top market, the enterprise level here is telling you you need to do. It's going to readjust how you approach things. But the reality behind it is you already know, hey, we already have one or two, too many elephants in this process that could be something that's not really solid and stable that we might want to think about um or adjusting how we approach things going forward. Yes, we can service them, but maybe we just stop looking for those big ones that much so fast.

SPEAKER_04 11:20

And all of this goes back to Craig's three favorite words, which are data, data, data. The more that you are tracking this, the more that you can see, am I achieving what do I need, what I want to achieve? If I am, great, let's do more. If I'm not, let's quickly identify that. Let's take a step back, let's figure out what needs to be tweaked so that we can get back on track more quickly and not get three quarters of the year and go, oh, geez, oh well, I'm only at 50% of my goal. I guess I'm not going to hit my goal for the year. And at that point, it's too late to save the year.

SPEAKER_01 11:53

So, real quick, let's talk about this scenario where we are right now. Let's say you have a sales team of five, 10. How would this approach help that grouping sale of sales teams?

SPEAKER_04 12:05

Sure. So, what we need to do is make sure that each individual contributor's goals are feeding into what the company's overall goals are. So the company should have an overall goal. And then the VP of sales, the sales manager, the business owner should then be meeting with each of the salespeople to identify what their individual goals are. And in general, I like the individual goals of all of the salespeople to add up to 125 to 130% of the company's actual goals. I figure that if we have everybody's goals add up to more than 100%, there's a much better chance that even if one or two people fall a little bit short, which we know the reality, not 100% of salespeople always achieve their goals. The company can still hit its goals. And quite frankly, if you've got, if you've been in business for a while, if you've got a sales team that may be diverse in terms of their experience

Build Your Mix And Reduce Risk

SPEAKER_04 13:05

level or who they're targeting, not everybody's goals may be equal. A an elephant to a senior rep may be a lot larger than what an elephant is to a sales rep that's just been with you for six months. So you need to keep that in mind. In a law firm, a partner may have a seven-figure expectation in terms of how much business they're looking to develop, where a younger associate may be looking just develop $25,000 or $50,000 of business over the course of a year. So their plans are going to look a little bit different, and who they're targeting is going to look a little bit different based on their experience level. Again, if you're selling different products or different services, you may have some that are geared towards large an enterprise, other people on your team who are focused on that SMB market. So then kind of adjust the rabbit and deer and the elephants by the individual. And don't necessarily make it the same for everybody in the corporation.

SPEAKER_01 14:05

And the beautiful thing about the software here that we have for you guys is that as you can see here, you can add project members as you need. So now we're all on one place, one location, to get a great idea in terms of where we stand, and it'll help populate the numbers as appropriate. And now, before we move on, one thing I want to bring to light, these numbers just didn't come out of the wind. Okay. This this didn't work that way. You would input your scenarios here in terms of your conservative plan. And you can have multiple plans as you can see here on the left. If I get down there, you can see multiple plans to give you an idea of what you want to do. If we're talking just a conservative plan, we can input the data we want. So we have two million here. We can sit there and name the categories, tell the amount that that range that Evan referenced, and then give you a percentage of the mix that it should be 50%, 35%, etc. You guys can all automatically customize that stuff the way you want to get the output on the calendar that you're looking for here. Now, sorry to interrupt you, Evan, but let's go on to the next piece in terms of the actual workflow that you that you do with the process.

SPEAKER_04 15:08

So clients don't just magically show up overnight. We want to work backwards. And what we want to you do is use the data that you already have in your system in an ideal world if you have the data to do this. If not, then what we can do is take some guesses and some rule of thumb. So we want to work backwards to get to the actual revenue. So first, what we want to look at is okay, at the very top of the funnel, and Craig and I have referenced the funnel before, how many total leads do we need coming in? So, how many leads between the website, between marketing, between going to trade shows, going to conferences, asking for referrals, but let's get the overall number of leads. For those of you who have been in sales and marketing for even a little bit of time, you know not every lead that comes in is a qualified lead. So let's determine for yourself and for your organization what percentage of the leads are qualified leads. Maybe you have, you know, 3,000 leads come in. Maybe only a third of the leads that come in are really qualified leads. So that would be an okay total number of leads. Now it's a thousand qualified leads. Not every qualified lead is going to turn into a discovery call. Those of you who've been in this for a long time know that just because somebody schedules something doesn't mean they show up for the call. Just because they say they're interested doesn't mean that they respond when we reach out to try to schedule a meeting. So then we need to look at okay, what percentage of our qualified leads actually turn into first discovery calls? Then we know that not every discovery call is a qualified prospect at that point or gets to the next piece. So what percentage of first calls

Work Backward Through The Funnel

SPEAKER_04 16:55

turn into a prospect that is qualified enough to get a quote, get a proposal, get a final presentation, get an engagement letter. And then we need to do the math one more time to determine what percentage of those actually turn into business to get to the number of closed deals. And for a lot of you, again, we're going to do this three times. We're going to go through this process for the enterprise or the elephants, for the mid-size or for the deer, and for the SMBs or the rabbits to give us a sense of exactly what our goals are.

SPEAKER_01 17:34

And the thing I want to add to this, and I know you've been through it, Evan, as a seasoned sales rep and myself for sure from a marketing perspective, people like to jump around on this process, right? So they'll go from, okay, I got a lead, they're going to close tomorrow. Not correct. That's not how the process works. And people who stick to this process into between getting the lead, qualifying them first and foremost, so you don't waste a lot of time. I remember that from our training, right? Discovery, proposal, then close. People tend to skip the steps. What's your viewpoint in terms of that?

SPEAKER_04 18:06

You can't jump the line, you can't skip the process. Again, you should be able to go back and look at what things have been historically in terms of looking at the data. But we don't want to jump ahead because I find personally when folks jump ahead, typically the close rate is going to plummet and you're going to waste a lot of time just trying to get quotes, get proposals out to people who haven't been fully qualified. So you really need to take go down the funnel, go through the process. Yes, we'd all love to close things tomorrow, but we also know that sometimes that's not realistic. So you need to make sure that you're continuing to utilize that sales process, whether it's a rabbit, a deer, or an elephant.

SPEAKER_01 18:49

Beautiful. And I know that in a lot of cases, it's so easy to just kind of I've worked with that type of client before. I've been in a position, I've I've done your stuff before, that it's easy to do. I know what you need. I know what you need. You know, and the thing that the thing I want to kind of put my my my song, I'm on my soapbox again. Uh the thing I want to put on my soapbox is understand that technology is just that it's a tool, and understand that these these human touches are important for you to get a better understanding in terms of can I really, really service this person appropriately? And if you if you tend to skip those steps because you're trying to fill these number goals, the danger is that you end up having a client that you probably can't service the way that you really want to service. And I know we've been through that before. I know you I've been in part of your training. So go ahead.

SPEAKER_04 19:36

Or you're gonna get frustrated because your close rate's gonna plummet. You're gonna end up wasting a lot of time. I I work with very few people who get paid by the quote, get paid by the proposal. You're gonna end up, yeah, doing a lot of activity and wasting a lot of time if you don't go through your process. And if you want to learn more about the sales process, tune into some of our previous episodes, tune into some of our future episodes that will take you through how to more effectively qualify or disqualify opportunities.

SPEAKER_01 20:06

Very, very important. Because a lot of things that's also missing in this, and I know this is on another episode, but I'll jump back to it anyway, is understand that the the purpose behind sales is to service them a pain that they have. A lot of people are not answering pains and they're just assuming, hey, I can do every service for everybody, and that's just not true at all. So that's part of the playbook. That's our playbook notes, I'll say, is understand you have to service their pain, not just have a service that they can anybody can use. Very important. All right. So as we move on, here's the big thing for you, Evan, in terms of weekly activity targets, especially if you're a person monitoring sales reps.

SPEAKER_04 20:49

So once you break it down to the weekly goals, now you can help your folks with a plan. Okay, with the number of touches you have historically, how many inbound leads come in? Okay, that's only gonna take up a small percentage of what you need to do. Then you can help folks with okay, what is the plan going to be to get the number of touches you need to get? How many emails are you sending out? How many calls are you making? Are you going to networking events? Are you calling previous clients? Are you asking for referrals? Are you doing those things? But once we know how many touches someone needs, we can now build out the plan. And the plan is not a one-size-fits-all. Somebody who's been in your world for a long time has a lot of contacts, their plan is gonna look different than somebody who's brand new, doesn't have any relationships, doesn't have any contacts, doesn't have any previous clients to call. And those folks are probably gonna do a lot more cold outreach. So this really needs to be customized for each individual on the team. And again, different businesses look different. If somebody is in software sales, they may be doing hundreds of outreaches a week.

unknown 22:00

Week.

SPEAKER_04 22:00

If somebody is an attorney with a book of business and they're just

Weekly Activity Targets By Rep

SPEAKER_04 22:05

looking to grow it a little bit more, it could be five to ten touches a week. It's really comes down to your world, to the amount of experience you have and what you're looking to accomplish.

SPEAKER_01 22:17

Yep. And this gives you a nice little outline on it again, per rep, per plan, and having a good idea of it gets everybody on the same page, especially when it comes to evaluation. I remember we talked about that uh before in our process of getting sales reps in and understanding how can I monitor what their activity is. So this is a good little cheat sheet in terms of finding out, hey, how many, how many calls did you get on this week? And they say two. Well, you're a little bit behind based on the plan, right? So it gives a good accountability.

SPEAKER_04 22:47

And yeah, for the business owner, for the sales manager, for the managing partner, it will help you help let you know very quickly whether or not folks are doing the things that they need to do to be successful, which will then be able to help you more quickly make determinations of whether or not I've got the right people in place. Beautiful, beautiful.

SPEAKER_01 23:04

So as we go on here, there's an opportunity to compare. Okay, so that's another part of the tool where you can compare the number of deals won by the category, category over here or scenario, and then you can make a comparison. Now, in this case, we didn't add another one to compare it to, but what it does is it gives you an idea in terms of how far you are from your target, how far you are from your revenue. If our goal for the year is 80 and we are now at 23 close, we need 57 more. It's a great way to kind of keep monitoring what's going on. And all you have to do is continue to update it from here. So, how many enterprise elephant, how many mid-major or mid-major, goodness, mid-market.

SPEAKER_04 23:42

Somebody's still caught up in March Madness.

SPEAKER_01 23:45

Exactly. Uh, and then how many small and medium-sized businesses? And you just keep updating here, and it gives you a comparison in terms of how you're doing overall without having going back into all of this to do the math yourself. Finally, we all want data and reports. So you can select the report that you're looking for and you can download it and export it so that you can pass it along to your team and everything else in that fashion to get a good idea. We like simple, right? Simple is a good way to having a good understanding without getting too complex in technology, getting too complex in data and percentages, uh, of having a way to show everyone where we are right now. That's why we offer up the revenue cookbook for you all here. Um, so Evan, let's go back to the I'm gonna actually get rid of this, unless you had something else to add to it.

SPEAKER_04 24:30

Nope, I think we're good.

SPEAKER_01 24:32

Okay, so what I'm gonna do here is get us back to our tried and true if I ever get down here on this stupid thing. Uh, where did that? Let me try this. Technology, tell you, gotta love it. Here we go. All right, let me close this puppy out. Anyway, so why did we create this app? For a main purpose and why we create the playbook. A lot of times marketing is blaming sales, and sales is blaming marketing. And so, in this in this process of me taking training from Evan from a sales perspective and growing our business the way we have, you know, I see an opportunity from a marketing perspective to be able to work with our clients and get an idea of how the marketing's working based on the revenue goals alone. And if we're not talking revenue and we're not talking, you know, uh, and how it's helping you, marketing is just activity, right? And it's very important to accommodate that to the revenue that's generated. But here's the disclaimer whether it be the sales or whether it be the marketing, it's not something done overnight. So that's part of why the blame game comes about, is because hey, I didn't get any, I didn't get any leads this week. Okay, what activities are we doing in addition to everything else to make the sales happen? It doesn't stop.

SPEAKER_04 25:48

It needs to happen together because again, talk to any salesperson and they will tell you how difficult it is if weights aren't coming in and 100% of things needs to be self-generated. Can it be done? Yes. Does it take 10 times the effort? Absolutely. Or as a salesperson, as a professional, if somebody's never

Comparing Scenarios And Exporting Reports

SPEAKER_04 26:10

heard of you before, can take a heck of a lot more time to build trust, build credibility. So that's why it's so important for sales and marketing to work together. I will tell you personally, my numbers at the end of the year, Q1, were made in good part because of the leads that came in from marketing, i.e., that that that's where my marketing comes from. Um, and again, it can really help to boost you. But you need to be tracking, and again, you need to be tracking everything together to figure out what's working and what's not working, because quite frankly, at the end of the day, whether it's marketing or sales, what we're really looking at is did we hit our revenue number? And it's just those two things together, along with client retention, client engagement, expanding client relationships, those are the things that are all going to lead to you and your company hitting your financial goals.

SPEAKER_01 27:07

And that's very, very important. And so if they're working together, as we just referenced, and you have a scenario of one of those processes that came about through the cookbook is not working very well, there's adjustments that can be made. But if you're waiting to the end of the year and my boss is saying, hey, your numbers ain't hitting, um, what's going on? You would have a better idea of having a plan all the way through it. And that's very important, which is why we created the cookbook here. Uh so and the in the fashion that we do things here, Evan, before we uh the fashion that we do here, think of three three points that we want to leave our audience because we're the playbook. We can give them the key and the information that they need to succeed. Think about that. And what I'm gonna do is talk about our podcast briefly. Um, we are in a position where we're growing, we got emails all the time in reference to people who want to be on the show. I apologize if I hadn't had a chance to get back to you yet, but I will get there, I promise. Uh, Evan got me growing and so forth so fast that I'm trying to stay with everything. Uh, part two of it is you can hear us at every podcast platform that you have. You can see our wonderful faces on YouTube. And that way, you are in a position where we have a lot of information. We have no problem. We're not gatekeeping. We're going to give you as much information as we can. And with the guests that we have on who can add to the sales and marketing process, it's very important that you guys subscribe, listen, comment, uh, and do everything in your possibility to help us grow as a podcast and to help you guys learn more and more information. If there's anything that you want to know from us in terms of the process, in terms of sales and marketing, we're here. We're not going anywhere. We've been around for a long time. I don't see us going anywhere anytime soon. So you're welcome to contact Evan or myself. Uh, I almost did it again. Evan or myself, uh, to get uh some information and details, and I'm sure we can pass

Sales And Marketing Stop The Blame

SPEAKER_01 28:55

each other to each other and all that fun stuff.

SPEAKER_04 28:57

So I well, and Craig is the sales guy. Just yes, we're happy to give all of this to you. We're happy to give all of this to you for free. But if you're getting great insights for this in this for free, imagine what kind of impact we could have on your business if you actually were paying one or both of us. So just yeah, yeah, just putting that out there. Yeah, well, we're well well we're we're we're we're giving you good stuff, but there's even better stuff out there.

SPEAKER_01 29:24

That's absolutely correct. That's absolutely correct. And so here you are, Evan. Your three points to leave everybody with.

SPEAKER_04 29:31

So, point number one, which should be obvious, but not enough people do it. Have the end goal in mind. How much business do I want to develop? What is my goal so that you know what you're pointing to and you know why you're doing your day-to-day. Second, identify what's a large client, what's a mid-sized client, what's a small client, and make sure that you're not only tracking number of clients, but client size. And then third is accountability. The cookbook is a living, breathing document. You shouldn't be putting it together once at the beginning of the year and then just seeing at the end how you did. You should be looking at this at a weekly basis so that you can know if you're on track and if you are great. If you're off track, what needs to be done to tweak things so that I can get back on track.

SPEAKER_01 30:26

I love it. The man with all the details and information. And so, as one last reminder, the name of the software is the Revenue Cookbook. You can see it at www.revencookbook.com. Uh, and on there you can subscribe uh for a nominal fee. You can subscribe and get access to the playbook. If you guys need any information, by all means, reach out to Evan and I. Evan's very good at the cookbook. In fact, this is kind of his thing that we kind of started with it because we use the cookbook with our clients to make sure that we can stay on the same page in the same way we're asking you guys to stay on the same page. We're going to look at the data in a different way from a marketing, how can I draw

Three Takeaways And Next Steps

SPEAKER_01 31:05

more awareness to you to get more of those leads to come in the door? And then someone like Evan can help you guys in terms of handling the objections and everything else that it comes with uh the cookbook so that you can now transition those clients from discovery to finished. And remember, there's steps in between there. So don't let that go away. But again, I'm Craig Andrews and my man Evan Poland, right here to help you. And we are the playbook. Anything to leave with them, Evan?

SPEAKER_04 31:32

So start tracking the data, start going through. We're one quarter into the year so far. Are you at least 25% of the way to your goals? If not, we need to relook at that cookbook to make sure that we get back on track.

SPEAKER_01 31:46

You heard it here first. I'll talk to you guys next time. Keep winning.

SPEAKER_00 31:54

Thank you for joining us on this exhilarating journey through the world of sales and marketing. Remember, the playbook is in your hands and the possibilities are limitless. Keep exploring, experimenting, and innovating, and watch as your business reaches unprecedented levels of success. Don't forget to subscribe to the sales and marketing playbook unleashed on all major podcast platforms and follow us on YouTube, Facebook, and LinkedIn for even more exclusive content. Until next time, keep hustling and keep winning.