Isaac LeBaron
I do. And that's the sales rep's job. And so and but it's hard for the sales rep to do that job if everyone else isn't doing their job. And it's hard for them to do that job if you don't have some real down-to-earth training with the sales reps about over-promising. It was promising. So absolutely, you've got the customer's personality, which is first and foremost, but then you have everybody else's personality. Even the supplier, they don't always deliver the shingles on the roof the way that the installer wants it done. And that's what you're communicating. And this will always require people. And when when you realize that people need to do their job, but they're also people. And I think that, you know, on a side note, that really is communication. One of the mistakes that sales reps make is the customer is not your friend. Now, I've had customers become friends and I don't mean this in a bad way. It's just very it's I think it's it's ingenuine. They are not your friend. You are there to provide a service. And part of that service is comfort. But do [bleep] And your job is to provide them comfort and walk them, hold their hand, as you said, hold their hand through this. That's your job. Stop being unprofessional. If you find a genuine way to build rapport, great. Build rapport. It's not a bad thing. But if you spend all day building rapport, it's disingenuine. And then they don't value your time because you're chatting. It seems fake. It seems fake at that point when you try too hard. It doesn't just seem fake. It is. It is. You're not their friend. You came there to sell them. Now, in insurance roofing, they're going to pay a $1,000 deductible typically and get a $20,000 roof. So it's the greatest value in sale or at least in door-to-door sales, if not in sales in general. But you're there to do a job, act like a professional and do your job. And part of your job is creating comfort. So you're not just going to mechanically explain the process to them, but deliver what you were there to do because we all want to be fishing. And if you're spending three hours with a customer, you're, I mean, hypothetically fishing, whatever it is for you, but we all want to be fishing. And if you're spending three hours with a customer, you're not fishing. And I, even though the customer's enjoying the conversation, unless they're 75 years old and retired, somewhere else they'd rather be too. And I tell them the same thing. Well, they're skeptical. Yeah, good. They should be skeptical. If they're going to get a roof for a thousand dollars, they should be skeptical. You know, sales reps say they're annoyed. Well, yeah, they were, they were watching CSI Miami and you knocked on their door. Of course they're annoyed. You're annoying. Just own it. You're annoying. You knocked on their door. Yeah. And tell them why you're there. And it's not like we don't tell them what company we're with, but stop with the introductions. They don't care. You are rude. You just interrupted them. So tell them why you're there. And get to the point. And then once you've told them why you're there, then you can build a little rapport, then you can make them comfortable and all that sort of thing. But it's rude, right? You interrupt somebody, you should tell them why you interrupted them.
David V. Kimball
Dylan Baker
