In this podcast episode, Matt Coffy interviews Andy Paul about the mindset and skill set needed to win in the game of sales. By developing these areas, you’ll be able to grow your business to exponential levels!
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01:35 Most unique thing working in the sales environment
02:35 – Andy talks about value-based persistence
05:25 On funneling people through and what to do when you first interact with those people
09:00 Andy explains the emotional component of sales decisions
10:00 The killer question
12:00 Andy on where to find the best information nowadays
16:15 Helping customers make a purchase decision
19:45 Andy explains what he thinks are the best channels to deliver your message
21:50 On the clients themselves as their biggest roadblocks
23:00 Importance of consistency
23:30 Andy talks about the type of companies he works with
24:40 How to document the sales process
26:00 Following up with leads
33:23 Andy recommends what to do when your company goes through the slumps
37:21 How to ask great follow-up questions
38:15 – Where to find Andy
www.andypaul.com. – Andy’s website
Matt Coffy: So I got Andy Paul on today who I think his word is “Get unstuck.’ Right?
Andy Paul: Yes, yes.
Matt Coffy: We all need to get unstuck. We’re going to be talking about really sales today which is my favorite topic. As we do that all day long here, we try and bring in new clients. As Brian Tracy has said so many times is the biggest downfall to most companies is low sales.
Andy Paul: Yeah.
Matt Coffy: That’s really what I think about all day. My guys who I work with know that I’m really focused in on revenue although we have a lot of calls on operations and customer support, all of good things about running an agency and running a consulting business, but you’re concentrating on this one area. How did you get into this? Let’s start there and let’s ask first. A unique thing, what’s the most unique thing about I guess working with this sales environment that you found so far?
Andy Paul: How little it’s actually changed in spite of all this advent of technology into our world and the sales space in particular at that. The problems are still fundamentally the same that they’ve been for the last 10, 15, 50, 100 years when it comes to sales.
Matt Coffy: This is my opinion. I’m not the sales guru but I pretend to be one in real life. Do you think that it’s persistence? I was having this discussion with somebody today. I said, “You know, you have to be the weed that never dies. You just have to keep coming back, keep coming at it.” I think persistence has been the reason why we’ve done so well. We just keep at it.
Andy Paul: It has a lot to do with it. It can’t be just persistence by itself. Actually I published and posted recently on LinkedIn about this is that what I call value-based persistence. Persistence without value is just annoying. If you’re just plaguing your customer or your prospect with calls about “Hey, I’m just checking on to see what’s going on” or “Hey, what’s new? We haven’t talked for a while,” again just touching bases which most people see as being persistent, then yeah especially in this day and age where the marketing automation and sales automation tools enable you to really deluge your prospects with sort of undifferentiated messages that they’re trying to wade through and make sense of. If you’re just touching base or checking in, you’re just lost in that miasma if you will of messages they’re getting, how do you stand out from the crowd? If you’re going to be persistent and you really ask at the beginning is does this prospect really have a need for selling, specifically what I’m selling, specifically my value proposition, not my general class. Yeah they need an agency. No, they don’t need an agency. They need an agency that does exactly what CustomerBloom does. You’ve got that answer. If you’re really pragmatic, you can answer that question. Then you put together what I call a value-based persistence plan to serve and nurture but it’s based on every time you interact with that prospect, there’s something you’re going to deliver to them that has value and help in either understand the context of the decision they’re trying to make or more information about why they should choose Customer Bloom in your case. That’s value-based persistence and it’s a deliberate, mapped-out strategy for making that happen.
Matt Coffy: I’ve been at this for a while with the agency and we keep growing. We grow a little bit more every month. We’re finally cracking the seven-figure market for the first time.
Andy Paul: Excellent. Congratulations.
Matt Coffy: Thanks. I’m trying to understand-and this is the biggest conundrum we have. We had this discussion before with another consultant who was working with us on CRM systems. We’ve had a real knowledge with how do we sort of bring people through the funnel the most effective way. We get a lot of enquiries. We get a lot of nurturing calls and we sort of put people into our active campaign and get them on our feed. Have you seen any standouts in funnel enhancement or funneling people through? And that’s why this persistence has been for me to find the person in social media, find what their interests are, start to work with them, and not try to sell them actually anything which is logically conclude them to work with us.
Andy Paul: Let’s take different cases. You talked about it. You get inbound leads, right, because you’re generating through your marketing materials or through your social presence. People are reaching out, touching you. You can put opportunities into different categories. If you take those inbound leads, what you need to do is what I call take those prospects off the market as quickly as possible. That doesn’t mean that you’re closing the order right away. What are the steps you’re going to take? Because these people have spent some time. They’ve been on your website. They’ve researched you. Now we got like the challenger customer people, the CEB thing, pay customers 50 percent plus all the way through their buyers dream for the reach out and engage with you, the seller, for the first time. If that’s the case, they’re part-way through the funnel already if they engage with you. What do you do when you first interact with those people? That’s different. You’ve got to be prepared to deliver something of value really quickly that’s going to get them engaged and move them more quickly through the remaining part of their funnel. You can’t rely on your top of funnel selling. There you have to really be in the heart of it really quickly.
If you got your account execs or whoever it is that’s engaging with those inbound leads, your goal has to be to get them into a serious sales conversation really quickly and get through that qualification really quickly. They’re the people who want to buy exactly what it is you’re selling. In doing so, you make them unavailable to other competitors because customers are not looking to buy something. They don’t want to spend more time than they have to to make a good decision. Most people don’t want to make the optimum decision. They’ll make a good decision that’s good for the business then move on to the next task they have so really busy. If you can frontload that value you’re going to deliver to them, get them into your camp through competitors who are fighting for second place or what I call taking prospects off the market. That’s really essential. That can drive a lot of really good, serious revenue growth.
Matt Coffy: I think the real strategy here, in my opinion, has always been that it is time to market. Once you get a lead in, how quickly are you getting that person? I mean, it really shows the fun end of the customer, the support that you’re going to get from this as well.
Andy Paul: Yeah. They’re making judgments, perceptions of you. Their perceptions are being formed of you based on those initial interactions. Absolutely. So yeah, they’re going to make judgments based on how responsive you are upfront. They’re going to make judgments what it’s going to be like to work with you once they’ve given you their business. So responsiveness, being fast with value, not just being fast and responsive without value, but being with value is going to separate you from the herd. People want to do business with that type of company.
Matt Coffy: No question. My thought has been how does that process work where it’s actually really going to be effective. What I’ve done which has been super powerful has been to push a video review under the customer’s nose with some really good detail about their competitive landscape, the industry, and it’s had an impact. A lot of people told me that that’s the reason why they closed is that they got that video out to them before they even had a conversation with me, and then once I spoke with them, there was a whole other level of real sort of baseline discussions. I think that the technology we can use now has such an impact if you do it right obviously.
Andy Paul: Yeah, if you do it right. I think that what people tend to forget is even though we’ve got these great tools that can get into the market, our major platforms, sales automation platforms and so on, at the end of the day it’s still a person buying from a person. And so there is an emotional component to that decision. In fact, research shows that people lead with the emotional decision making and they fill in with the rationalizations after the fact. So people make emotional decisions for logical reasons. What are the things you can do that capture the emotional attention of your prospects? In your case, it could be the video. In a lot of cases, it’s what I call the killer question. What are the questions that you have through your experience and your insights and your expertise you developed working with your clients? What one or two questions that you have when you ask it, the prospect is going to stop and think? If you do that, what the prospect suddenly thinks is “Whoa, these guys get it. They get it. They understand. Wow, that’s a great question. I have to think about that.” The implied expertise that you have as a result of that and the emotional connection you start making in terms of this like the know-like-trust equation, people buy from people they know, like, and trust, the questions go a long way toward making that come true.
Matt Coffy: I’m just curious from a readership, I mean obviously besides yourself, but where do you think the best information comes from from an engagement standpoint of learning more about the best ways to approach because obviously it goes back to spin selling for me which was the new sort of version. I was at Tom Hopkins’ thing at the very beginning.
Andy Paul: Me too.
Matt Coffy: That kind of got me through. I went to Brian Tracy and obviously got Zig Ziglar. All these guys have a spin on the whole thing, but spin selling was the next level where it was kind of-and you talked about this from the very beginning-which is there isn’t anything really that’s changed. However, the way that we communicate has changed drastically. Where do you find the best information today? I wanted to sort of tie that together with some of the guys that are out there that we know are pretty active in the field and maybe give me a little bit of resource element here.
Andy Paul: One of the sales resources that I like is what you’re talking about
Matt Coffy: Yeah, I’m just curious. Let’s see if it matches up with what I’m thinking.
Andy Paul: It hangs in sort of several categories. One are the classics. You talked about it, Tom Hopkins’s book. Tom on my podcast earlier this year, Mastering the Art of Selling was the first sales book I read. Very influential for me earlier in my career. Yeah, Zig Ziglar. But then there’s Dale Carnegie, How to Win Friends of Influence. I have my clients reading that now still. It’s written in 1936 but the lessons it teaches and talks about in terms of being in service to others, eternal lessons are still very relevant. Think and Grow Rich by Napoleon Hill, another book. That’s sort of the classics category. Then you have the medium term. You talked about spin selling. Still a great book by Neil Rackham. People should read. Things that are more current that I think are really good. I mean I love the Go-Giver by Bob Burg. All about again you can expand your influence by really the amount of people that you serve. We really give to receive economy increasingly and I think people have to adapt that ethos. A great book about messaging which you’ve probably read, Made to Stick¸ by the Heath brothers. How do you put together an idea, package an idea, present an idea or a concept or yourself in a way that makes it memorable for people you’re speaking with. Very important book. A book I thought that was really interesting recently I read that I read, I really enjoyed more about bigger account selling about a book called Deal Storming by Tim Sanders. Deal Storming, based off the idea of brainstorming, but how do you tap the wisdom of the crowds within your company in order to increase your odds of winning major opportunities. It’s really an excellent book.
Matt Coffy: I’m really interested in this process of selling by not selling, almost the zero pressure selling. I’ve gotten into this really recently where I’ve been in and obviously it relates to marketing, but to some degree, how a non-close is stronger than a close for a sales process today because there’s so much information and there’s so much noise that the people who stand out are the ones who are not trying to shove stuff down your throat. They’re really the ones who are basically saying, “This is what I have.” It logistically makes sense and then emotionally you have to tie over the whole process. Can you talk a little bit more about that emotional side?
Andy Paul: You should read my two books that are specifically about that, Zero-Time Selling and Amp Up Your Sales. Yeah, I don’t believe in this idea of the close. Unless you’re buying a car or buying insurance, in the business to business space, customers almost never make the decision in front of you. It’s being made by a group of people. Again, this has been substantiated by research and by books that have come out. That happens out of sight of you. Your job as a sales person, and I reference this in a quote in my most recent book, Amp Up Your Sales, a great quote about selling that I thought was best encapsulated the concept and fits with what you talk about is from Jeff Bezos, founder and CEO of Amazon. He was quoted in an interview saying, “We don’t make money when we sell things. We make money when we help customers make purchase decisions.” That is what selling is about. It’s not about convincing or persuasion. It’s about helping the customer make a purchase decision. What do you need to do to help them make a decision? We have to understand first off, what is the information they need in order to make that decision? And then you need to map your process to the process they’re going through to be able to do that. So they’re in the prominent role, not you as a sales person. It’s not that you’re not responding to them because you do demonstrate initiative. But the value that you’re planning to deliver to them at each step of the process to help them move forward in their decision making process. It’s got to be aligned with what they need at that point in time to help them go one step closer to making a decision. Yeah, if you’re in sales and you think your job is to stand in front of customers and you’re going to make this compelling argument just to go “You need to buy my product,” yeah that’s not going to work.
Matt Coffy: The guys I was thinking of are kind of today’s contemporaries. I was circling around this trying to see if you were going to bring up anybody’s answers or any answers to this particular question. I look at Jeff Bezemer as sort of the one who I find and trust because I think he’s got enough of the basics plus he is funny and he actually kind of puts the process through this element of effort. Of course you mentioned Neil Rackhem which I think is another one. I guess what I’m trying to get at is that in the old days-because we’re old-there really wasn’t that many people to go. I mean, there’s a very small slice of the market that was dedicated towards sales training. Part of the process today is the integration of again using the multiple-threaded digital environments and coming to what I say is persistence. You say valued persistence. I think it’s just persistence in your message, not necessarily calling customers, but mainly being on point with deliverable value as you would say consistently through these channels. Have you found any particular channel more for you effective than others when it comes to having your message out there? The other thing I was going to say as kind of dovetailing this is I’ve always perceived that the sales process is really taking someone from one position and moving them to a better position whether it’s a car, an SEO package, a piece of insurance. It’s taking someone from a value that they have today and moving them through the process of understanding and then moving them to a better situation in their life. Anyways, kind of dovetailing into that.
Andy Paul: Well, I agree. I think that along the lines which you said is I’m a big believer in that when you’re working with a prospect is-I don’t really identify-with this whole idea of trying to identify paying points instead of trying to identify objectives that they’re trying to achieve. So I think people are motivated by positive outcomes as opposed to curing a negative. In terms of the channels to use, sort of weekend project from two levels, when you talk about the persistence of our message and being consistent in that. Yeah for me as a thought leader I use my blog, I use my social platforms to consistently put out content that has a pretty common message to it and my podcasts as well. We do a five day a week sales podcast. That also hits home sort of the same things. That is that persistence of message for me is once you get beyond that, it really then becomes being focused on person to person interaction. If they’re giving me some other time, what am I giving them of value in return? Because if I don’t give them something of value every time I get some of the prospect’s time, they’re going to stop giving me time. Our overall channel, if I understand the question correctly, through my platform, but then when I actually have a prospect I’m dealing with, it’s going to be am I being deliberate and thoughtful in how I deal with them to maximize their use of their time and get them the value they need to move more quickly towards making a decision. The key point for me is too much of sales is just robotic and not auto pilot. The people that really stand out in the crowd, the people that really engage with the customers are those that are much more thoughtful, deliberate, mindful about each and every interaction they have with a prospect.
Matt Coffy: That’s a good point. So you’re doing both coaching, training and you have a video course or you have a continuality program for you.
Andy Paul: Yeah, a virtual training course.
Matt Coffy: For coaching clients or one-on-one, what do you find the biggest road blocks are for customers?
Andy Paul: The biggest roadblocks for my clients is themselves and consistently applying effort in a deliberate fashion to achieve the goals they want. My coaching clients are C-level people, so CEOs, VPs of sales. You’ll think “Oh gosh, those sound like fairly mundane problems for them to have, but for senior level executives.” But really still the issue is making a decision and deliberately applying and applying the activity or the action that they need to apply in a consistent fashion. That consistency, that’s really the one for most people.
Matt Coffy: Right. Consistency and persistency. We keep going back to this.
Andy Paul: Yeah, we do. Yeah. It’s hard. People get distracted and people want things going on in their lives. But if you’re a CEO and you’re trying to build a sales team, consistency and persistence are really important. Consistency in messaging, culture, standards of hiring. Everything requires fairly constant attention. That’s really a problem for most people.
Matt Coffy: What do you see as the general field that you concentrate on or is there a field that you find that you concentrate on more than any other?
Andy Paul: In terms of the type of company that I work with?
Matt Coffy: Yeah.
Andy Paul: My clients are primarily mid cap and smaller companies. Last week, I spoke at a national sales meeting company that had about 160 people on their sales teams. That’s the large end for me in terms of what I work with. I sit on the advisory boards of a number of startup companies, work with CEOs of some startup companies to help them get going from the sales perspective. So from that startup to midcap companies are really what I focus on.
Matt Coffy: For a Customer Bloom type of arrangement, let’s just say that we’re a client, I’m just curious because other agencies who listen to this podcast who are sitting there thinking like how can this discussion add value to the day-to-day that I’m working with. They may have a couple of sales guys or they may be just doing on their own. What’s something that you would recommend to help sort of get people’s mindsets and their processes, some basics that you could say that here’s the things that are three steps that I would recommend you do?
Andy Paul: First of all is document what you think your sales process is. People assume things happen. One of the big problems I ran into CEOs when I first started working with them is we’ll go through this process and they’ll say, “Take something simple like how do you follow up on inbound leads.” I can guarantee you that almost none of them will be able to, if I give them a piece of paper and a pencil, could draw out what that process looks like and tell me reliably who touches the lead before it gets followed up and how long it takes to make that happen because there’s assumptions that a lot of executives make is “Oh gosh we get a lead. Of course it gets followed up. Of course it gets followed up well and of course it gets followed up quickly.” That’s just not the case.
Matt Coffy: Nope.
Andy Paul: One example right there is-.
Matt Coffy: Just for experience.
Andy Paul: Yeah. So let’s just document the process. Let’s see what you think is happening versus what really is, and then we’ll come to an understanding what really is happening and say let’s iterate this to make this faster, to make this more effective, to make this more productive for you and for the prospects. I’ll give you an example. My first book about a client I worked with, a small company of five sales people, and they’re investing a lot in inbound lead generation and generating a lot of leads but they’re not following up. The problem was the CEO thought it was happening but it wasn’t. He called me in. I worked with him. After one day of looking at it, I said, “We’re going to fix this problem now.” I said, Here’s what happens. Instead of taking three days to follow up your sales leads, right now we’re going to have all leads funneled up to your sales ops person, enter them into Sales Force, get assigned to a sales rep. Here’s what’s going to change. At 4:30 every day, you’re going to log on to Sales Force and make sure they’ve all been all followed up.” Instantly, in 24 hours or five minutes actually, all leads were being followed up. And then we iterated it though, so it got to the point that they were following up all their leads within 30 minutes of being received. It made a huge difference in their sales. It helped them double their sales in less than three years just because they were so good. Once they got on the phone with the prospect, they call them back right away. They ask great questions. They engage in the conversation. They did-what I talked about earlier- is they took those prospects off the market. They removed the customer’s incentive to go talk to anybody else. That’s what you want, right? That’s ideal situation. Remove their incentive to go talk to anybody else. If you can do that, being quickly responsive is a great way to do that, man you can grow your business fast.
Matt Coffy: Yeah. It depends especially what type of resources you have. As you mentioned before, if you’ve got good people who… One of the things-I always think about this-is the knowledge of the person. I think especially in the digital marketing world, man it is just really hard to find people who got this understood and so many terminologies. It’s almost like a language you have to learn in our case. I can’t explain it to you in parts and pieces. It’s got to be like this is the theories and the elemental components where we find the most yields depending on the industry. There’s so much that needs to be done and I think continued education.
Andy Paul: I don’t want to oversimplify it, but a chapter in my first book I call Sell With a Sharp-ended Stick, which is put people into sales roles that have the deepest knowledge about your products, your services, and the customer and how they apply it. I made a career before I started my own company even afterwards with some of my clients, at least in the tech companies I worked with, is taking people from engineering roles and moving them into sales because they have the expertise. And so this example I gave you, this company that accelerated their lead response follow-up, that’s what we did. We helped a few of the sales people move on to other roles and broaden people from their engineering and product side that really understood it. So when they got back to the customer within 30 minutes, that conversation the prospect was having was with somebody that really knew their stuff. They knew the customer’s stuff and could ask these great killer questions I’ve talked about. And then, wow, you really differentiate yourself from all of your competitors because what the prospect is thinking “Every time I talk to Customer Bloom, these guys get it. That’s a great use of my time. When I talk to their competitors, I got to spoon-feed these guys. I got to help them understand what I’m doing as opposed to Customer Bloom that adds value to what we’re doing.” You get that point with the people you put in the front line. So it’s harder and you say, “Oh gosh, engineers don’t want to be in sales. SEO experts don’t want to be in sales.” And this gets backs to that Bezos quote I talked about. The way I sold them on the idea of being in sales was that “Look, it’s not about convincing or persuading somebody to buy something they don’t want. It’s about being of service to them.” You’re providing a service to help them be able to make a decision.
Matt Coffy: It is a huge thing with the knowledge base today that you need to process. We call it to forward-project because a lot of this stuff today is so advanced. It’s like the concepts aren’t even available to even address because people can’t fathom the… I can’t even think of the right term but it’s more of the you have to imagine.
Andy Paul: It’s conceptual.
Matt Coffy: That this stuff is going to actually complete its task in six months because some of it does.
Andy Paul: Years working for startups at that. We were brochure selling in the best sense. These are highly technical companies with some large complex communication systems. We had to synthesize information and basically do conceptual selling. I just think, “Okay, who can best do this type of conceptual selling?” You can hire a sales rep and try to teach them that or you can have people that have a background in it and help them learn how to be more of a customer service person that can help the prospect make a decision. That way it’s fine. It’s easier to get the prospect because a story at presentations is that I’ve never in my life had a customer all of the years I manage sales team, I never had a prospect call me up and say, “Andy, I really like your product and service but your sales person is just not salesy enough. Could you send over someone who’s more salesy?” But I have had people say, “Look, your guy doesn’t know enough what we’re talking about. You need to send somebody over that really gets what we’re doing if you want to keep this business.” And so that’s the perspective you surely have on it. How do I apply what I call the sharpen the stick to the sales situation?
Matt Coffy: I like everything you said. Hey, we’ve got a couple more minutes. To have these sales conversations forever because I have so many questions but I want to hone in on just a couple more things and then we’ll talk about what you’re up to next. What have you found is the number one thing from an attitude perspective to change people from slumps? Because I think this is one of the things we get. We get the slumps every once in a while. Everybody does.
Andy Paul: Yep.
Matt Coffy: I want to see what you think on your side to change people’s mindset because this is the big thing, right? We are so revenue-driven right now especially when we’re trying to grow through our first initial seven-figure year and I’m just the first thing to get on to the guys this morning on our weekly meeting. We talk about stuff and I’m like we have to 100 percent be customer-focused but still we’ve got to split our time to making sure we’re driving revenue. But sure, every once in a while we go into this sort of lows. I was wondering what you would recommend.
Andy Paul: Well, a couple of things. That’s interesting you bring that up because that’s oftentimes when I get calls from companies that want me to come in and work with them, successful companies that just sort of lose the recipe for a little bit, and it’s just normal. It happens. These companies grow and they go through existence. They hit these lows, as you talk about, these slumps. It’s going to sound a little cliché-ish but what I want to do is come in and focus on the basics. That’s really where things start is we start getting a little negligent on our follow-up. We’re less thorough because we get into routine. Sales to be successful, one of the most difficult challenge is how to be deliberate and mindful every time you’re dealing with a prospect without letting it become a rote action? That’s really the challenge. I want to emphasize on one end. Let’s get back to the basics and see what’s going on and reinforce those, follow up, asking great questions, listening mindfully to the customer, extending our curiosity, asking that extra question, and then on top of that is go out and talk to your customers, your existing customers. Sort of see what they say in terms of what you’re doing well or what needs to be reinforced that you could be doing better because they’ll tell you. They’ll say, “Hey, you guys have been slipping on this dimension compared to where you were before. I’m sure we’re going to renew our contract, but hey you’ve been out talking to me. This is great. I’m going to express my concerns.” Part of the solution inside and looking at the basics but then the solution is usually outside the building.
Matt Coffy: Is there one maybe silver bullet technique you could say that you’ve seen work-I know that’s rough terminology-but that has got people to really think about maneuvering themselves into the right position to have like a stellar activity routine?
Andy Paul: There is no silver bullet because everybody is so individual. Everybody out there selling has different strengths. Some people get extroverts, some introverts and so on. But if I were to say there’s one thing that as a category that people could do more, it’s ask great questions and listen, actually listen, to the answers and then ask great follow-up questions. Part of the problem we see as our customers we talk about are really busy and distracted but sales people increasingly are too especially all the mobile technology and so on is it’s difficult for our reps to get in front of a prospect and stay really laser-focused on what they’re saying as opposed to thinking about what they need to say next. That’s a recipe for disaster because then you get this scripted mess that happens. If there’s one thing you learn is learn every one of your sales people to what I call killer questions and teach them to ask a really great follow-up question. One of the great easy follow-up questions comes in two forms but sort of the same thing is if you’re really listening and you’re really mindful and you’re there for the prospect and you’ve asked this great question and they’re giving you a deliberate, thoughtful answer is a good follow-up question to say, “Well, hmm that’s really interesting. Tell me more” instead of just jumping into “Whoa, thanks for the answer. Let me tell you what we do about that.” Teach them to say, “Tell me more.” You get that customer going that one level deeper that none of your competitors are doing. That opens up so many opportunities for you that you sort of had the opportunity to shut out your competitors from getting into that prospect because they’ve engaged with you at a level that they’re not with the other people and they get it. They say, “These guys get my problem. These other guys don’t.”
Matt Coffy: Great stuff. Love that “Tell me more.” I have to use that one today. Alright, look we’re wrapping up here. Is there any places that you’re going to be speaking at or any events that we should know about where you’ll be so that if anybody who’s listening to this can find you or is there anything that you’d like to talk about that is coming up in your agenda?
Andy Paul: Sure. I’m not sure when this episode’s going to air. But on May 25th in New York City at the New York City Business Expo I’ll be speaking. That’s out at City Field in the Queens I believe. They changed the location. I guess it’s called the Market New York Expo. Actually talking in San Diego on May 10, maybe a little soon for the show, with the American Association of Inside Sales Professionals. But people can catch me on a daily basis. I have a five-day-a-week sales podcast where I interview the best and brightest on the sales and marketing space and management leadership. That’s called Accelerate! With Andy Paul. You can find that on iTunes and on my website which is Andypaul.com.
Matt Coffy: Cool. Awesome. So we talked about stop and think. We talked about those great books, Go-Giver, Deal Storming. I think that’s something I really want to get involved in. That sounds great.
Andy Paul: Tim Sanders is on my show tomorrow, so make sure you catch that.
Matt Coffy: Good. Made to Stick was another one that I’ve actually got that on audio version. Document the sales process. I think that’s awesome. Kind of remove the immediate incentive responsive process and then that dovetails into “Tell me more” at the end of a great question which is killer. Good, awesome, Andy. I’ll let you go and maybe I’ll hook up with you in New York City when you’re up here.
Andy Paul: That would be great. Love that.
Matt Coffy: In late May.
Andy Paul: Excellent.
Matt Coffy: Awesome. It was great talking to you.
Andy Paul: Likewise. Thanks, Matt.