Blue Collar Culture

Business Results the Old Fashioned Way

Ryan Groth | You Don’t Need More Bidding Practice, You Need Sales

· ·

Many subcontractors make a fatal mistake, says consultant Ryan Groth of the Sales Transformation Group. They think estimating is selling. But estimating is actually just pricing up the work… while selling is all about creating value.

We explore that concept with Ryan in depth, including the role of relationships in the sales process and the mindset shift needed to create better long-term results. One thing is for certain, being the lowest bid isn’t a good thing, and when you make some key changes, you won’t have to be cheap to get the job.

Tune in for details on that, as well as…

  • Why you need to start thinking of general contractors as partners – and how to make them feel the same way
  • What to do if you’re stuck at a certain level of revenue, including problem areas to look for
  • How to determine which GCs you actually want to work with – yes, you should be selective
  • The biggest obstacle to change – and a strategy to overcome it
  • And more

Mentioned in this episode:

Transcript

Voiceover: This is Blue Collar Culture where you don't need ping pong tables, a cereal bar or nap pods to attract and retain real A players. Join us for the next hour where we speak with down to earth leaders that understand what it takes to win with a blue collar culture. Now here are your hosts, Jeremy Macliver and Ryan Englin.

Ryan Englin: Welcome back to another episode of the Blue Collar Culture Podcast. I'm your co-host, Ryan Englin and I am here today with Jeremy Macliver.

Jeremy Macliver: Welcome back, everyone.

Ryan E: So today's guest is going to bring something new to our listeners. It's something that we don't spend a lot of time talking about because very much we're focused on culture, we talk a lot about people. And some of the most valuable people inside of your organization are going to be those that are driving new business into your company, your sales leaders, your sales team.

And today's guest, he helps growth-minded owners and sales leaders who are frustrated by a lack of high-margin negotiated accounts and concern that they aren't able to consistently forecast sales numbers. He works with them to win and create a local brand and culture that attracts other high performers through sales coaching, mindset development and implementing a proven sales and branding strategy. Ryan Groth, welcome to the show.

Ryan Groth: Hey, Ryan, Jeremy. Thanks for having me.

Ryan E: So I love talking about sales, especially people. That's something I'm very passionate about is the people side of business. But most businesses can't live without sales. It's almost like air for us. With that said, what are some of the biggest myths about your industry, or even just growing sales teams?

Estimating vs. Selling

Ryan G: I think specifically for the blue collar community and contracting, the biggest myth that I see is that if they think they're estimating, they're selling, right? And like, so they're thinking, Man, I'm pricing up a job. So they think that that's selling, and that's a complete fallacy. That's completely false because estimating is coming up with the cost of the solution but selling is a completely different world.

Selling is coming up with the cost of the problem or the impact of the problem if it's not solved, or what's that cost. So selling is creating value and estimating is just, you know, pricing up work. And what ends up happening to a lot of customers before they start to get this transformation or mindset in their culture is they're giving a ton of free consulting away and they're bidding and then rebidding and then rebidding.

They're spending so much time at the estimating table, which is great, but they're not really selling. So I think that's a huge problem and a big myth. And another one is, you know, they sell, selling projects versus relationships, they're thinking I got to get this job versus I got to get this account, and account mindedness is, yields much better long term results and better fits and improves the bottom line much more than Hey, let me try to get this job.

And getting this job is certainly the, getting a backlog and earning revenue is just how you make your money but what ends up happening is if you're too job-centric and transactional, you tend to focus too heavily on price and less on value and relationship and partnership. So those are a couple of myths that I see are just really challenging. If they, if you don't get your head around that you're going to stay stuck.

Ryan E: What do you think is the root cause of that? Like, where do you think that that mindset comes from?

The Long Game Mindset

Ryan G: You know, when you're surviving, you just got to get some work, right? And so you think a little bit more short term, right? So I think when somebody is coming from a survival, just trying to make it, just trying to get by thought process, and you don't take a moment to step back and look a little bit more of the long term consequences and impact or upside or downside of that type of decision making and then you kind of build a full ecosystem around that short term thinking mindset and that has some pretty damaging effects for the brand and for, you know, the vision and the fulfillment of the goals of the owner, you know, and the team.

So, for example, if you're conditioning everybody to buy you because you're cheap and work with you because you're cheap and you don't sell the value of unexpected change orders and having to manage the projects, then having to manage you versus having better project management. I mean, you name it. Lack of communication, not being on budget, you know, being behind on schedule.

There's all kinds of variables that if they don't know how to sell value and keep their margin, you know, because they're transactional and short term thinking, it ends up just kind of, you know, conditioning their estimators or salespeople and their customers to have them function in a certain way. And that's challenging for everybody long term. So I think it's just short term thinking, you know, not getting exposed to what does it look like if we think a little bit further out and how this could, you know, a change your thinking could have, in our behavior, can really help us if we change course.

Ryan E: I think that's great. And that's something that you specifically focus on with your clients. So share with us a couple of just maybe top two amazing results. Like. those clients that you're just like, Yes, I am proud of them. They did it and they did it because we were working with them. Share with us a couple of those results, maybe some case studies you have.

Ryan G: Yeah, I'm thankful to be working with some pretty significant outfits and some that are just getting started. But I'll speak to some that are kind of newer to the process. One is a commercial concrete subcontractor. So I've known them for a few years. And they started working with me about 18 to 24 months ago and they had two project manager estimators.

And so most of their work's in new construction, right? And they were both doing pretty good. I mean, seven and a half million apiece, so about 15 million for them is good, but they'd been, or for many, it could be good, rather. But for them, they've been stuck there for, you know, eight years. They've just been stuck.

So that being said, when they started to get the results, they changed from a more relational, you know, more phone time, less bidding let's stack bids on their desk, an invitation a bid. They started implementing our sales strategy and process and getting coaching. And they went from seven and a half to 10 million apiece. And so now that they feel the value of selling versus estimating, he doesn't even call himself an estimator anymore. He calls himself a sales executive or sales professional.

So now, they're starting to hire more project, you know, coordinators and people to support and learn more the project management side because there's so much more confident in their ability to bring more value, sell more, build relationships, go golfing with their best clients. And that's a huge change for somebody in 18 months who's been stuck for that long with their thought pattern and just didn't know how to really break and transition to a new way. So that's cool.

And now they're like, Alright, now each of us, Brett and his, Brett and Craig are the names of the guys and they're, you know, mid-30s. They've been at this for a while, but they're still pretty young and got a lot in the tank. It was cool to see them, they're like all right, now we're like competing against each other, we both did 10. Now we're both trying to do 12 each or 13 each. See who can top the next guy, but with the strategy. So that's one really cool story and case study.

Jeremy: Ryan, I love this. And I know you and I talked a little bit before the, got on the air here. So you have some great experiences with it. This is a huge challenge. And I see a lot of the clients that I'm working with struggling because they would love to switch from an estimating, bidding more of that spray and pray type thing where you just shoot it out there to the world and hope something lands, right?

But they're afraid to go to more of what you're talking about because the GCs are looking at lowest bid. They've got budgets to meet, they got all that stuff. So what are some ways that you can look at this and they can start to transfer and make that change? What's maybe one or two things you'd recommend for them to make that transition like you're talking about with these guys here?

Ryan G: Yeah, so speaking more into the GC side, I think the first step is looking at your clients and saying, okay, who have we done, who's given us the most work or who have we won the most work with? And kind of start ranking those accounts. And then realizing and then thinking, How much should we actually bid to those people, to those contractors? And so what's our success ratio, right? And so when you really look at the numbers, it gives them the confidence to say Good grief, isn't it worth me spending more face time with these and less time with these, or the ones that are trying to, you know, giving us, asking us for, to bid their work.

And they never give us the work and they're just using us as a number to compare with other guys like, we don't need to practice anymore. So when they start to see the numbers and they start to see how much energy they're putting in to just lose and be a loser, it's pretty disappointing and it gives them the confidence to say, hey, it's worth being more confrontational, or being a little bit more equal business stature, more partnership-oriented. I think that's really, really important.

So when they have the confidence to do that, then we can give them a sales process that can support their ability to have those conversations they never had before, along with coaching and just case studies, you know, and more results to give them the certainty that, hey, this is going to work because at the end of the day, if they bring the value, the GC that they're working with is going to feel that value and they're gonna end up, going to saving, being saved the heartache and the frustration themselves because if somebody pays a little bit more with a sub that does the right the first time, they're gonna be less frustrated in the long run.

So they got to be reconditioned to think long term and they got to recondition their customers to think long term. And I think once, you can tell that the market leaders who have these types of relationships and the GCs that like to function this way where their sub community are definitely partners, not just, you know, numbers. Everybody's winning and everybody could feel the value all the way up to the developer, the private owner.

On another quick note, I'm always challenging my customers, whatever trade they are, to be the prime directly to the b2c or b2b market, direct to owners to the end-user, or management groups and a service capacity, some hugely focused on service, and how they can, you know, repair, replace, restore existing buildings for managers and owners, because if you do that, there's no middleman, there's no GC in the middle, you know, basically taking your money away and holding it. holding retainage till the end.

So I think that when you are the consultant, you are the adviser, the trusted advisor, the expert to help a building owner who's not his professional of a buyer, like a GC is a professional buyer, very much so, then you have the confidence to really sell more value and be more the trusted advisor, tell them what's going on and get paid your margin and get paid more quickly. So I'm big on those types of strategies immediately to make this transition. So yeah,

Ryan E: That's great. It sounds like there's a lot of different options for getting growth-minded businesses and sales leaders to be thinking a little bit differently. There's some different ways you can help them build a sales team. I mean, just some of the examples you gave, I'm like, Wow, I've never even thought of that.

Maybe some of our listeners haven't thought of that either. But at the same time, a lot of the examples you gave like building better relationships, focusing on the account less on that one particular job seemed pretty common sense to me. Pretty simple, but they're probably not always easy to do. So for businesses that are struggling with sales, what do you think is the biggest thing holding them back besides just that mindset? What are some other things that they're, that you usually see they're struggling with?

What’s Holding Back Businesses That are Struggling With Sales

Ryan G: Yeah, that's a good question. And, you know, you mentioned that, like, everybody's like, yeah, it should be more relational, right? But common sense is not always common practice. And it's, and I can tell you, even our best clients are still learning and they're buying in. I think what's holding people back is their need for approval and their need to be liked by people and their insecurities. Because they're fearful because they're conditioned to do one thing a certain way, they're, you know, the whole time.

And they don't want to ruffle any feathers. They're like, man, if I ask somebody a tough question or if I don't sound like I'm Johnny on the spot working on a Saturday morning when my kids are having breakfast and time for me to whip up this final revision of the bid and get it to you right away, you know what I mean? They're like, I'm, I'm afraid if I change the way I position myself, they're not going to like me and then if they don't like me, they're not going to buy from me.

And so I think ultimately, it's an I get down to the mind and the heart with all my customers to find out what's really, what are they afraid o, and what's holding them back from being somebody who is more consultative and more of a professional? Doesn't mean you can't be nice and things like that. Be awesome but also know your value. I think that's the biggest thing is what's holding people back is them not being certain that they have a lot of value. And they bring a lot of value as a human and then bring a lot of value in their family, their time with their family is a lot of value, the time spent anywhere, wherever they put their time, is valuable.

And so if a customer is asking them for help, they know that they're going to invest, you know, four to six hours on a bid or whatever the, you know, the deal is, and they know the value of that and the opportunity costs of missing out on other types of opportunities that are a better fit. They start to realize that whoa, I'm a $10 million producer, I'm a $5 million producer. Just somebody that's worth my time, not that they're not valuable, not that they're not important but from a pure economic standpoint, is important for me to do? So how do I do that? Well, I need to find that out.

I need to inspect a little bit. Let me ask some good questions. So when you start to be more skeptical in a healthy way and not needing everybody to like you and you just want to do the right thing by adding value and being successful and, you know, just go kick some butt and take names, you know, then you're less concerned about being everybody's best bud and more concerned about doing the right thing and adding the most value to the people that you can add value to, which gives you the confidence to ask more questions and be a little bit more consultative. And ultimately, they're happier, you're happier. It's a win-win-win.

Jeremy: I definitely hear you on this one. So the steel company that I used to run, we actually had a picture of three $500 bills up on the wall in the estimating department. We still call it an estimating department. We have the three $500 bills on fire. And it says every bid we're burning 500 bucks because, you know, you look at all the expense that goes into getting that bid ran, the amount you're paying your estimators, blah, blah, blah. We basically said, hey, look, we're bidding about 8 million, at the time, we were bidding by 8 million a month. And it was about a 10% close ratio. You know, that's a lot of stuff. So I hear you because we started going and figuring out, hey, these GCs, we closed better or these GCs pay better.

Our superintendent's like them, our gross profit is better, whatever those scenarios were. And I'd love to dig in in just a minute to what you feel like the best criteria are to start building, screening your GCs. But I know in our experiences, we began screening, we did have some of those tough conversations. And we had them with the owners. I remember one particular one that we met with, we consider them like the GC in town. Like if you had them, every job was going to go smooth. Well, we thought we were winning a lot more with them. When we really looked at it, we were only winning about 5% of what we sent them.

That's a lot of bids. We wouldn't have had that straight up conversation with the owner of the GC in town. And he thought we were higher than that. He was embarrassed by that and began directing a little bit like, Hey, wait a minute. You know, and we said, Look, we know we don't really need to win everything. We're not trying to be the only steel guy that you have. But we want to be like one of three and we want to know we have a shot. And then so when you have that emergency, you know that we're going to take care of you. Like it's,

Ryan G: We have a capacity for it too, right? Yeah.

Jeremy: Yeah. And we're gonna value you, but you need to value us. We had that conversation. And we definitely saw GCs go. Some didn't take it. Some did. And that's perfectly okay. So, one of our listeners sitting down and say, Okay, I got this GC list and I want to start going through and figuring out who am I going to go have these conversations with? What are maybe some of the top numbers that you feel like they should be looking at to filter to the top? What are the things that you see?

Ryan G: Total volume is one, right? Like so sorted by total volume, sorted by gross margin on the jobs you've earned. So like, just do the math, right? Like, are we losing money on these jobs? Are we making great money? So look at the gross margin. I would also rank the quality of the relationship like A through F, right? Do we feel like we have just an awesome like, he's my homie like, this is my bro, we barbecue, we share all this in common, like, I can have any conversation with them or her and we're going to be fine? Or is it like A, it's combative, right?

What's our relationship like? So that's going to dictate the quality. And then setting, and fourthly, I think is really important is to ask yourself, Is this a client that matches our core values? And are they reaching the type of like, are they in line with us too? Like, are they growth minded? Are they going after the types of clients that pay them great money? And, you know, are they professional? Are they growing? Because you're kind of riding a horse, so to speak, right?

Like you're following, you're riding a, what horse are you gonna ride on, right? Are you gonna ride on this crusty, you know, old school, never thinking out of the box, never going to change kind of person that might not make it to the next recession, or at least they're going to dry up quite a bit because they don't know how to sell themselves or market? So I would just ask yourself, like, is this a winner? There's just somebody that I know that is growth-minded. They're going somewhere. And so when you look at that, you're like, Okay, we make good money, they've given us some work, we got a good relationship, and they're going places.

That's, those are criteria that I say, Okay, these are first, this is the ones we want to go deeper with and have some, you know, upfront conversations. And some you're like, you look at the list, you're like, I'm ready to fire them now, before I even talk to them. Like, wait, wait, wait, why don't you go talk to him first? At least see where this goes. So I think that'll bring some clarity and give everybody some confidence in what to do.

Jeremy: I love that. Probably one of the most interestingly challenging conversations that I had through that is, you talked about core values, do they fit your company. We had, this GC was very combative. And it was a real small GC, but we were actually their only steel guy. So he did send us everything. And when I had to tell him that the $800,000 in contracts he was sending our way we weren't going to accept and we weren't going to do, he was more than Florida. We'll put it that way. And we were scared to death, I'll be honest. It was a decision we made, you know, through great coaching and getting that support.

And it was a decision we made that sounded scary at the time because that's a lot of revenue for any small subcontractor, you know? And what that did is that actually freed up our time, freed up our focus. And we went and in that same amount of time that we could do the 800,000 for him at like a 20% gross margin, we could go do 1.2 million at a 30% gross margin. Now, which one do you want? You know, so we had to convert more of our, you know, more other something else. And so once we felt confident in that, we did make that call.

So but I'd love to ask that and dig in a little bit here. We have our listener, they've listened, they've scored to do this list and kind of thought through this stuff and now they're ready to go have the conversation. They have the tough part. But I want to focus, I know, you have some really masterful stuff and I'd love for you to teach us some wisdom here about what should they do in the sales process to build these relationships? Like, what are they going to go do out there to start building and getting a value so they can have those tough $800,000 conversations?

Ryan G: Yeah, so, you know, being a sales coach, like I'm gonna always want, like a ton of context going into every meeting to make sure it's really applying well. But do you want to talk about like a brand new prospective client GC? Or like somebody we work with? You mean, like somebody's like, yeah, the existing relationship that you're gonna address?

Jeremy: Let's do that, let's not do an A, cuz that's, you know, that's that person is you're super comfortable with. You probably could have the conversation, although we would, you would probably recommend that they go do the as first, right?

Ryan G: Absolutely. They want to secure that right, double down, make sure they're, because then that'll give them the confidence to have those more challenging conversations with the BNC, right? Because they have that abundant pipeline being generated and the momentum. So I would say, let's talk about a BC, right? So like, we've had those,

Jeremy: Or a B plus. Just do a B plus, it's a little bit easier.

Starting a Conversation With a B+ Client

Ryan G: Cool. So, B plus, there's a couple of things that we want out of this, right? We want higher margins, we want them to pay a little bit more, we want us to raise our margins, and then buy, right? So let's pretend that's our objective, which should be for all of us until we hit that number that we feel is the right number. I would first off just see how that relationship is. Like, Hey, Ryan, Jeremy, thanks for inviting me in.

This is something we haven't done with you guys before but I just want to connect and just stay let's do a, let's define the relationship, kind of chat. You may have had these in the past, but it's important for us to have this, you know, to speed up to where we're going here. We say how do you feel like the experience has been for us? Like, do you feel like we do, how do you feel like we're ranking with your subs?

Like, are we creating a great experience? So hopefully, they're like, it's great, it's great. But you don't want to ask them something if they have, already have a bone to pick with you. So make sure that every bone has been picked, right? You've already addressed it. It's like you don't ask your wife to, you know, have a guy's night and she's over here like grilling, yeah.

And that's going to be a problem. So you want to make sure that, hey, that last job, make sure that we were doing great on this or that. You want to make sure everything's feeling good. But then I want to say, let's pretend it is we say hey, we noticed we're not, you know, winning the work. You keep asking us to sharpen our pencil on, you know, after we leave with our, with the price that we want. I just want to like ask about that. Like, when you, we don't do that and you go with somebody else. Like, how's that going?

And really, what I want to do is get them to share the experience that people that they're working with, that they're probably paying that lower price with, right? And they're hopefully, and most nine times out of 10 you'll get this, they're going to share some kind of bad experience, some kind of horror story that creates some frustration that's run up the flagpole or that they themselves have experienced. And what you don't want to do is sit there throw rocks at the enemy in a way and saying Yeah, they, you know, they're terrible.

But you want to just empathize and learn what's causing them frustration in that moment because when you do that and they're basically frustrated with the other steel guy or the other concrete guy or the other plumber and they're sharing that with you, first off, that's huge because they feel safe enough with you to do that because they care and you've asked them and they want to invest. Secondly, though, when you have some what I call creating polarity, you're creating, you're polarizing something, right.

So you're polarizing something that they're frustrated with and automatically by you being the recipient of that knowledge, you're able to position yourself to be more of value and not do that or make sure you double down on, doubling down on the thing in which they're appreciating. That being said, you're having these really difficult conversations. You're finding out what they want their experience to really be like and then you're putting a cost to that other way, right?

To that other way and it relates to, hey, so reality is, you're paying less money but you're getting unexpected change orders. You're getting your project managers having to spend more time overseeing, you know, these subs because they're not providing that. I know we have, right? And you want, ideally, you want that scenario to be really solid for you, where you're getting the experience, it's on time, on budget, great communication. But here's the reality, guys, we're struggling to feel the excitement, the purpose, to continue with the margins we've been getting.

And we want to increase that. We would feel like if we can hold the margins that we want, we can fulfill the experience that you're hoping for that you don't want to continue to experience. Those other horror stories like you shared with me, so thanks for that. That being said, we really want to fulfill and create that experience. So you gave us a good amount of your work and we're grateful for that. But we just want to make sure that you see the value in paying a little bit more to work with us?

And we just want to see if you guys are open to connect and working with us that a little bit higher margin that we're asking for going forward so that A, you're getting a better experience, you're giving your clients a better experience, the reputation for you and your brand is stronger and we feel happy to continue to respond to your invites to participate in these projects. So that would be something that obviously would take some coaching to get somebody to have the cohones to have that kind of chat. But what you're doing is you're asking them, at the end of the day, what are they firing?

And if they can fire something, it creates enough value for you to get what you want. Hopefully, if you're gonna have these chats, it's a little bit more margin is what you want. You want more margin or you want more volume, or both. And you want more partnership. And ultimately, how does that impact their customers and their brand if they're working with you and having less headache, less unexpected change orders? They're spending more to do it right the first time. What does that actually mean for them? If we can have that conversation, it could justify the value and get through it.

Ryan E: I think that's some great, you know, mindset shifts and how to have the conversation, how to talk to people, how to make those decisions. There's a lot really, we could unpack there for probably another hour. But when we think about the companies that are struggling with right now, these owners, these sales leaders are struggling like this, what's the one thing that you would like to challenge them with? Something they should do this week, an action item that would help them move this ball forward or make some progress when it comes to either the relationships or when it comes to their sales pipeline?

Before You Estimate, Do This

Ryan G: I would say, don't estimate another job without asking some of these questions. And if they, if you have not met with them in a while face to face or if you don't meet with them at all and they're not committed to meeting with you, then don't estimate the job. So I would say that if they're not willing to meet, they're not willing to do some phone time or meet with you if it's been a while, then don't estimate it. And then before you estimate it, I would ask some of these questions.

Okay, first one is, why do they want help with you? Like, what's going on? What's the problem? What's the project? Tell me more about it. What are they firing if they're going to hire you? So what are they frustrated with? Where do they want to be? What do they want the experience to look like on this project? What's the cost of the old way? The way in which you're firing? What's that costing them? How much of unexpected change orders and delays? What's that affecting their bottom line and cutting into their margin?

Who all cares about choosing the right steel or the right sub, right? Who cares? And I like to ask, Who cares about this? Because when we're asking these types of questions, we're talking about a lot of frustration. And when you stay in the care space, like, Hey, who cares? You're more in the intellect. But if you say who's the actual decision-maker on this job? It kind of jumps to the brain versus the emotion. And you'll find themselves maybe being a little bit territorial.

Hey, I'm the decision-maker, right? And you don't get to the person who actually can write off from the contract. A couple other questions is what are they committed, what's their commitment level to doing it the right way the first time? So you want them committed to doing it the right way upfront. What's their timeline to having the job done? Because if it's something that's two years out, you know, you don't need to stop your whole world to put together a hard bid or heart price. So I would say, don't estimate without asking a series of questions like that.

And if they're not willing to chat with you about it, then then I would focus on people who are willing to go be more relational with you because the resistance level's way lower when you're able to have a meeting. And when the resistance level's lower, you're able to get to their compelling reason to buy and really create some value. And I know it's uncomfortable at first, it might have the defense walls up at first, but then they're like, dude, I appreciate these guys and they do a quality job and they are gonna back it up and they're doing it the right way.

And I want to pay a little bit more for that because I know the nightmares that I'm having when I'm trying to just pick up any old sub that's not a professional and how that affects my client experience and how that they don't want to hire me for their next remodel, the next development job, their next new construction job, because, you know, my sub was a disaster, that last guy that I hired, right? So, I think that's it's something that, you know, we can have that, those would be some good rules to work off of, you know, for you.

Ryan E: No, I think that's great. So, you know, a lot of the work that I do is about helping people find good craft workers for their company to get the work done. And one of the big focuses for us is finding someone who aligns with our values, wants to build that relationship, wants to go through the good times in the bad times with you. And then that's really what I heard you say there is look for someone who's in it for the long haul and not just in it for that one job. So I know you make this stuff sound really, really simple.

Almost common sense. But, like you said, it's not always commonly practiced. And I'm sure there's some people going, you know what, I've done this. I've thought about that, and it didn't work, and I got stuck. So if someone gets stuck and, but they really want what you're talking about and really having that growth-minded sales leader, taking their business to the next level, how do they get a hold of you to get some more information, to learn how they can help you, or how you can help them? What's the easiest way to do that?

Ryan G: So I'm pretty active on LinkedIn and Facebook. So you can connect with me there, Ryan Groth, I use Facebook for business. But then on the weekends, I'll do a Facebook story and Instagram story about us beach or something. So good with that. Our website, if you just go to salestransformationgroup.com, you can go to get a price or, you know, take a look at that page.

We have a bunch of case studies, we have a schematic of our sales process, we have an action flow plan, we have a playbook. It's called, actually, it's called a, it's an ebook called the Full Scale Development Ebook for Growth-Minded contractors. That's about 13 pages. So a ton of resources there, a lot of case studies. And if you're like, Hey, this is good. I need like, I need the system to help me with this, I want your coaching, you could just book a meeting right there with myself or one of my team members.

And you'll fill out a little questionnaire that's hearing about your current, for us to hear about your current situation really helps us on the call. And then from there, you'll hear about our offer, how it works, how our program works and everything. And, you guys, that person at that point can make a decision if they want to be a part of what we're doing or not and get some significant results for their business.

Ryan E: Now, I love that. Tons of resources, lots of options. And you have a special offer for our listeners today. Is that correct?

Ryan G: I do. If you've listened to this whole podcast, good for you. Congrats. And so here's the deal, like, if you guys buy what we have to offer, you're gonna see incredible ROI as soon as you put it into action. So it's a short term and long term upside is very significant for any company. I mean, going from 15 to 20 million in 18 months. What you'll be offered from us is a very small fraction of that. But regardless, we'll be giving you guys 10% off of our retail price of the offer that we present to you. So we have three different packages.

And depending on the level of support, maybe where you are in your journey as a company and an owner. But yeah, we'll give you 10% off but you got to bring it up at the end. Say I heard Blue Collar Culture Podcast said you'd be 10%. You gotta say that in the form you fill out and you got to make sure you hold us to it because I can promise if you knew one of my sales guys, he's not thinking discount. He's thinking

Ryan E: I love that though. You put the onus back on them just like reaching out and figuring out who the right relationships are. That's great. And thank you for making that offer. And for anybody that's struggling with sales right now, I mean, this is an amazing opportunity to get someone who's coaching other people in the industry how to get through this and how to get these phenomenal results. Ryan, I want to thank you so much for being our guest today. Really enjoyed the conversation. Some great insight in how to grow or build a sales arm of the business. Thanks again.

Ryan G: Hey, Ryan, Jeremy, it was great to be on. I talked for a long time with you guys. I'm sure you guys are great. Great being on the podcast.

Voiceover: The Blue Collar Culture Podcast is sponsored by bluecollarculture.com. We help entrepreneurs create a healthy culture and build a self-managing business. To learn more, go to bluecollarculture.com.

Podcast Episode

Never miss an episode of the Blue Collar Culture Podcast.