I was recently a guest on the Marketer of the Day podcast with Robert Plank.
We discussed topics suchs as:
- Sales management: What the best sales managers do. See this segment here:
- What top sales performers do differently. See this segment here:
- Quotes and concepts I have found helpful. See this segment here:
- A lot has changed in selling but what hasn’t is more important. See this segment here:
- What makes me a littlel unique as a sales trainer. See this segment here.
The full podcast is below with a transcript.
Transcript – lightly edited
Robert Plank: [00:00:00] Hey, we’re here and we’re back on the podcast with Mr. Scott Channel, who is the author of Sell the Meeting, set Discovery Calls and Sales Appointments to Close New Accounts. Scott is a B2B Lead Gen and Executive Appointment Setting speaker. He is the author of six books, and we are here to talk about outbound sales, about being a top performer.
About the management that goes along with that and just the value that Scott provides. So make sure that we just don’t make all these mistakes he will make when it comes to appointment setting, not doing it, wasting our time doing it incorrectly. Mr. Scott is here to set us straight, so Mr. Scott, glad to see you and speak with you.
Scott Channell: Yeah, thanks for thinking.
Robert Plank: I don’t know when I first saw your book cover, but I’ve seen it for years. It’s like a very, like standout, unique cover, and it’s one of those I feel like I’ve seen it just forever all the time. Social media, Amazon can’t even tell you when I first saw it.
[00:01:00] But I’m excited to talk to you about cold calling and techniques, tricks, and hacks. But in your own words, what are you up to these days? What has you Super excited.
Scott Channell: I, I always loved the chase. From the very early days, before I was teaching. People sales. I always get a kick out of the chase, the idea that, there’s buyers out there and whether when I was a kid at school, I had a business phone in my parents’ basement and used to build and service swimming pools, during the summer.
And I just love the idea of, placing ads and people calling. You go out and you sell ’em, and they agree to do something. Then of course after school and everything, the stakes get higher and higher. But I always love to chase and I still love to chase today. How do you crack that code to reach the buyers in reach mutual agreement?
It that always excites me.
Robert Plank: I like it and it is exciting, right? You look at your phone and you’re like, there’s money here, right? I push the buttons, do a little talking, and then I can grow a business. But we also don’t want to [00:02:00] be too aggressive and too pushy, and we also don’t want to be too passive and waste our time talking to the right people and not being assertive enough.
And the movies make it look so cool, right? There’s the boiler room where he is like, Hey, let me. Open my office door or the pursuit of happiness where with Will Smith, where like he called everyone from 7:00 AM to 7:30 AM and called them all really quick, early in the day. And it’s always fun to think about, right?
How you can have a block of time and then put in this activity and then make these calls and set up these conversations and move people along in a sequence. But that’s like seventies and eighties stuff, right? The cold calling, the dialing for dollars. So what’s changed these states?
What’s up?
Scott Channell: Totally disagree. And I think you raised a great point when you talk about we don’t want to be too pushy. And in fact, I think that’s one of the mindsets of people who. Are very capable of selling more, but aren’t selling more because they feel like, oh, I don’t wanna be salesy.
Oh, I don’t wanna push. Someone may not like this. So they don’t ask [00:03:00] the direct questions. They don’t go deeper. They’re afraid to hear a no. So they don’t inquire about competitors or they’re afraid to contrast themselves with competitors. You’ve gotta be always driven by what works. Now what’s comfortable for you?
Okay, so people get real comfortable saying, oh, I don’t wanna be too salesy. People don’t like that. But the issue is what helps the buyers, what is in the buyer’s interest? And many times because people are not willing to be direct, they confuse being direct and prepared, being prepared and direct with being pushy.
And that is not the two different things. Two.
Robert Plank: Okay, so how can we be prepared and direct without all the usual mistakes?
Scott Channell: One of the things I think is to realize, although many things have certainly changed in sales. I, did this stuff when dinosaurs walked the earth. And the technology’s changed and certainly the competitive environment has changed, [00:04:00] but I think it’s important to focus on what hasn’t changed.
Technology or automations you’re using, or how sophisticated your program is, at the core, you still have to hit the right audience, right? If you don’t, if you’re not focused on, if you don’t know what the bullseye looks like and stay pretty darn close to it your program’s gonna fail.
And then also. You have to interact with somebody, whether it’s a cold prospect or maybe a warm prospect in your pipeline. There’s a certain method to the madness of interaction that’s sufficient and things that are insufficient. And then obviously when you know, you have to have something to say.
One of the things that always amazes me is when people have underperforming programs and they talk to me, I’m always surprised at how people who. Have all these successes and have these great stories and proofs about, the outcomes that they deliver people. And yet when push comes to shove they’re not expressing those things.
So you gotta hit the right audience. [00:05:00] You’ve gotta interact with them the right way. You have to show up saying the best things that hasn’t changed. And the other thing I’ll tell you is I find that. The biggest leaps I have found in terms of results changing quickly, the biggest successes come not from all the fancy, sexy stuff, the fun stuff, okay?
It comes from getting the foundations right, making, cutting down your list to highest probability targets and, following through on your well thought out process and following up correctly. The greatest leaps that I have seen in my career come about from companies recalibrating their basics and getting those things right, more so than adding fancy stuff on top of that.
You can’t add automations and technology on top of a broken system. That’s not gonna get you good results. You’ve gotta have those foundations. So that hasn’t changed at all.
Robert Plank: Okay, so we need to recalibrate those basics and [00:06:00] you’re just giving me flashbacks to like different times when when I bought at the end of a sales cycle and other times when I was just turned off immediately.
Something I see a lot these days is I see a big, long, I. Message on LinkedIn and I, the first thing I see is not even the words, just how long it’s, I’m like, I’m not even gonna read that. And, but then if there’s something that’s interesting to me, and if the person follows up and if they follow up in an interesting way, sometimes they do get me on a meeting and sometimes they get to the end and I do end up buying, or I say if only the timing was better, or if only I the the price was better or my situation was better, I get to the very end and I think either I buy or the problem is me and not them. And so if people say, okay, Scott is right, my foundation is broken. I don’t even know what the big picture, like what is the big picture? What should we be setting up? What should we be doing as far as our sales sequence?
Scott Channell: That would be dependent upon whether you’re cold calling, whether you’re at a first meeting and you’re trying to follow up.
[00:07:00] But if we just stick to cold calling, then we know statistically that those who are most likely to buy look like the ones that have already bought. Okay. That’s basic marketing 1 0 1. So you have to have a clear picture of what your bullseye is, in order to hit it. And it’s interesting if I might use a talking about top performers in the sense, what do performers do?
They are very different than the rest. Okay. People who exceed quota do not take advice from people who don’t meet quota. Alright. So I find it always interesting that top performers. Do things differently than the rest. And they push through the middle, everybody gets excited in the beginning, oh, we’re all excited, we’re gonna tackle it, and we’re gonna do whatever’s necessary.
And then people love the end. Okay. They love the sell the wins. Where a lot of people lose it as the middle, and it’s in the middle where we lose things because we know [00:08:00] that people tend not to go deep enough. To interact enough times with somebody to build the trust and credibility.
They tend to as a generalization, abandon their best processes far too early and follow up less frequently than they should. The other interesting thing, I tell a story from my early days when I was first looking to do appointment setting or fell into it by accident. I. Where I had a direct mail background, so I was used to taking people’s money professional service people, think lawyers, accountants, and so forth, and then spending their money on, the old things of the day, direct mail and yellow pages and newsletters and that type of thing.
And you learn really quickly in that environment, Hey, if I spend money in these places and follow, it tends to work better if I money in those places. And if I. It works a lot better than if I fall hope another way. And oh, by the way, if I structure my messaging, headline, body [00:09:00] copy, offer, those basics you tend to learn things quickly.
So I, I can remember my first big appointment setting project, and I had really never done appointment setting. And I had a company that needed to book meetings with companies that with at least a thousand employees. And the meetings had to be set at the executive B VP level. So how the heck do you do that?
And this company was great company, but they had been trying for years to book appointments at that level, had nothing but really poor results. So I didn’t know exactly Robert how to do it, but one thing I did know is that these smart people had tried over and over again to do it and hadn’t figured out.
So I knew one thing I shouldn’t do is take advice from them. Okay, sure. So what I did was go out and say who’s best at this? So in those days it was Tony Perello of, selling DeVito fame. [00:10:00] Remember that book he was my core source. And then there was Jack Wirth wrote a book called High Probability Selling.
And, I think he had a book called High Probability Prospecting. So these people were very successful. And I listened to them to craft my processes and then through my experiences, direct mail, I said I don’t know exactly how right now, but I do know the process to follow, to figure out right audience, f right messaging.
The end result will be that I will figure it out, but I had to tune out the people in that building because I knew if I was going to follow them that they did not have the answers. And I think another thing to mention about top performers is top performers, Robert, tend to work in high probability areas and the lower performers of the mediocre.
Really seem to lack the confidence to say, Hey, [00:11:00] this is high probability, higher value target. I’m gonna focus on them. This one’s lesser value. There’s less chance of closing. You know what I’m gonna put them on the back burner. And one of the differences that I see among top performances, they have no problem in the world.
Okay. Saying, meeting with someone and saying, Hey, they’re not ready. I’ll follow up with them later. Or, you know what? They’re too small. They’re not worth the time. I’ve got other high probability targets in my pipeline. So top performers they’re different. They push through the middle, they allocate their time properly.
Everybody talks about, the techniques and. Phrases and things that I consider to be around the edges. But a huge part of sales success is properly allocating your time so that it does you the most good and gets you the best results. And the other thing I’ll mention one of the thing I find very interesting.
It is, it’s not that easy to figure out what works okay in [00:12:00] any type of sales in the top performers, unlike others. Don’t abandon what works where I see again and again, people who have success and and I’ll get a call, a year later or something like that. What happened?
The great scripts that were written out that were working, they don’t use them anymore. They got bored with them. The process, they work well. They decided to change it, so the top performers, once they figure out what works, they stay on that road. Okay. Oh, I’m bored with this.
I’m gonna try something different. And that really requires focus and.
Robert Plank: And these are great answers. This is great advice. And it seems like the, what you’re answering this, it comes down to taking the emotion out of it and making it more logical, right? You’re talking about when people get stuck in the middle, they get frustrated they have all the swirl of emotions and that holds them back.
And when you change it into a math problem, like who am my high probability targets? And how [00:13:00] much. Input do I have to put in to get the output? That’s a better way of getting through. And then you’re also saying basically that success leaves clues. So you’re saying if I’m unsure of who I am going to target, look at who’s already buying and then reconstruct that and just find more of that audience if I’m unsure.
Who to get advice from then who seems to be doing well and figure out what they do and duplicate that. And that makes it a much better easier problem to solve. You talk about boredom. That’s another emotion there, right? I’ve been doing the same thing, I’m getting the repetition and it’s yeah, but it’s working.
It’s getting results. And so if we approach this logically and say some parts of my sales system. Are working, leave those alone. And then there’s things I want to improve and which might even be, just put more time into it, then that’s what I should be working on. And my also understanding here is that you talk in your book, sell the meeting about the management role.
So can you tell us about that? It’s one thing to do the work, but then to manage [00:14:00] all this, I can understand how it can become just a crazy just operation to, to keep going. So what’s this management role all about?
Scott Channell: Yeah, so obviously sales management can make or break a team. I think a actually does make or break a team and what’s has been interesting to me, and I may tell you an interesting story at a company years ago and over, over many years, I would go, they’d fly me out four or five times a year.
All the new people they. Grew from 15 million to a hundred million, not because of me, they would said successful before I ever came on, but whenever I did a training the VP of sales would introduce me and he’d say to the team, and I’d always cringe at this. I’d say, if you don’t do what this guy says, you can’t work here.
And I would, oh my God. But what he was saying was and the reason he said that. Is because what I taught, what I, they brought me in because my, what I taught was what they [00:15:00] believed in and they were saying is, look it, if you’re gonna take our bag of goodies and you’re gonna take our pay and our health insurance and our time off and everything like that, we expect there are certain standards by which you expect.
We expect you to conduct yourself. We expect you a certain level of preparation. We expect this to common scenarios. That, it seems like you’ve actually thought about them. Okay. And that you’re prepared to handle them. Good managers set guardrails up, I call it, I like to think of in selling, obviously, you don’t want to be a robot.
No one who’s good is robotic in terms of what they do or what they say. There is a certain leeway, but you not allowed take right turns off.
Sets those guardrails in terms of behaviors. They also, very importantly that I have a saying and I do believe in that in many respects, the game is won. Before you make a call, send an email or [00:16:00] whatever, and management has a lot to do with that because management. Has the best information as to who to call.
Okay? And management can look at what an individual rep is doing and saying, Hey are they following through on their process? Alright. They can listen to the recordings and say, okay, we’ve given them tons of sample messaging that tends to work. They ain’t using it. Okay. Or, the scripts that they used, work that used to work for them.
And that they had prepared, they’ve abandoned them. So why is that? So I think behind the scenes sales managers have a a very important role in making sure that the individual team members are set up for success. And I think that sales managers can recognize when an individual performer is, I’m veering off the road or not executing and point these things out so they can guide him back.
Before they break through the guardrails. The other issue [00:17:00] with management is there’s actually two things. So good. The other thing good managers do is they get ahead of things. Whenever I run into a manager, that’s what I call a thump, the table manager, when things aren’t working, we need more.
More cost, more proposal, whatever. That never works. All right. Or if it worked only temporarily and through acts of providence. And not by design, but the good managers get ahead of things, meaning they’ll sit down with new reps and say, Hey, you got a meeting coming up? What’s the plan?
What’s the strategy? Are you gonna open it up? What questions are you gonna ask? And they get ahead of it, and they guide the reps so that they get the good results. And the other thing is. There was a book it was called hard Thing About, hard Thing, and Great book Riley recommended. But in that book there was a section of what’s called management debt, avoiding management debt and management Debt is when [00:18:00] managers do things in the short run that might give a temporary boost.
But are detrimental to long-term results. And I think the other thing that sales managers can do is avoid what I call sales debt. Okay? So you know, you if you are getting bad results. Just demanding a hundred dials a day, okay, that might get you something, but that’s not sustainable and that’s not going to lead to long-term results.
Or are people, cut down on training? Okay, so you save some money upfront and you get people out there, but they’re unprepared. Alright, so you, so you avoid sales debt situations where people are doing a lot of things that. A more short term oriented because that really is not gonna lead to long term results, I think.
So sales management is critical. Fish rots from the head as.
Robert Plank: And it’s a lot to navigate, it seems and we need to apply this [00:19:00] long-term thinking and get ahead of these problems. And it’s interesting and fun to think about that you have these samples, you have these scripts, you plan these scenarios, and there is some amount of thinking on your feet, but there’s a lot of it that is proven and it seems like it’s human nature.
I. To get bored and to want to challenge and to say, I’ll just wing this one. I’ll do something completely different. But you’re like adding more work for yourself. And wouldn’t it be great if you knew mostly what to say and you improvise a slight bit that way, your focus could be on that little bit of improvisation and not just like winging it.
Totally, completely. And so it’s fascinating to think. About this idea of outbound calling because as we said at the beginning, you can apply the time, you can apply the techniques and you can get some results and measure it and generate some business and have something that’s consistent.
But as we’ve been saying, there’s so many resources, right? There’s so many books out there. And as far as you, Mr. Scott channel author of Sell the Meeting, how are you different? How do you stand out from [00:20:00] all the other sales training out there?
Scott Channell: I think that what makes me different is before I taught it, I actually did it. So before I wrote my first book in oh four, which was entitled, setting Sales Appointments. Alright. I had booked over 2000 meetings at the C level, in those days my, that’s when.
Cold calling was freaking cold calling. Alright. And you didn’t have the databases and the tools. You were grinding it out. And what’s calling it a high level. And, when my paycheck depended upon getting those results. So to me it wasn’t, a theoretical exercise. What’s comfortable, what do I wanna do?
What, what’s gonna be acceptable to my coworkers around me now? No. It was strictly what is gonna work? How am I gonna book meetings that sell when I, when you reach out to someone and they say hello, you don’t know if they’re a buyer or on the opposite end of the spectrum.[00:21:00]
A total non-buyer. So you’ve gotta interact with them as if they were a buyer. Say the things act as if they had a need and if they heard the right things, they could conclude, oh, hey, this person is worth more time. So I think the fact that. That mindset that I had is I had to get results or I didn’t get paid.
Has really stayed with me throughout my career. And then the other thing is I think my direct marketing background, actually before I started doing outbound selling. Really helped because you do learn when you’re spending your money or a client’s money, what gets results and what doesn’t.
And I carried those principles in terms of, a properly segmented list, the value of segmenting as you go along the right interaction frequents and how that impacts the results. And then obviously in those days I was very good at writing copy. They got results whether, in those days, yellow Pages newsletter, direct mail.
And that really followed through. ’cause I always thought as [00:22:00] outbound sales as being direct marketing by phone or email. So I think that maybe is what makes me a little bit unique.
Robert Plank: I like that take on it because you think about direct marketing and if you just send one postcard to one person one time and you expect an instant sale, like you’re kidding yourself.
But there is something to be said about the sequence and the follow up and the changing up. What the messaging says and changing up who you’re talking to. And if you get that more dialed in, then send more of it. And I like this idea and I like your unique take on it. And we’re about to tell people where to go next, right?
You have the website and you have the book and all these other amazing resources. But before we do, is there a number one problem? That you’re seeing in outbound sales today? Are people like living in fear? Are they not taking action? Do they not have a system? What do you see as far as like a simple problem that needs fixing?
Scott Channell: For those who are capable and are working hard, but have not [00:23:00] reached the heights that they feel they deserve, all of those things apply. But if you ask what is the number one issue, I see all the. Is that people are not interacting with the right targets, period. I get calls from a lot of companies not performing.
What can we do and. Over and over again, I see way too much time being allocated to let’s call ’em average CC prospects less than average E prospects. And then you, a lot of a and b prospects that are, waving at you. They’re readily identifiable and they’re either not being touched or being touched very lightly, so they’re not getting.
Of the love. If you had to ask me one issue that I see and this is interesting too because you know it’s not good enough, Robert, to call good records. You always want to be calling the records that are the best records at a particular time. [00:24:00] So a lot of companies make the mistake of, they’ll have this big pool of records and they’ll say, let’s dive in.
But the problem is that there’s always a small sliver. Of those lists that has a much higher probability of results and a much higher value if you’re successful. And if you do not know what that segment is, you wanna work that segment before you work, the ones that are lower probability or lower value.
So that is by far, not even close. The biggest issue. I see.
Robert Plank: I like that phrasing, the higher probability, and it’s do you chase that one friend who never has time for you or you hang out with the friend that does and they call it barking up the wrong tree? And so I think that’s a great recipe to avoid the frustration, avoid the wasting time to see some results.
Is, look at what those factors are and look at is that prospect? Are they the right fit? Are they at the right point of the sequence? Are they warmed up enough? For you? If you been following up enough, [00:25:00] who is best worthy of your time right now? Who are those A’s and B’s and C’s? And to help us get some guidance here, my understanding is you have this book, sell the Meeting.
And you have your website, Scott Channel, with two Ns and two Ls, and so can you tell us where we should go as far as some next steps and what we’ll find there? I.
Scott Channell: Yeah, so you know, a couple things. Everything’s on the website, so Scott channel.com, two Ts, two Ns, two Ls dot com. Everybody uses one L, and so I’ve got six books on this topic.
Sell the Meeting is the opus, which covers everything from A to Z. If you start with the blank page and building a program what to do, and then there’s a powerful sales script sell the meeting, which I out with years ago, which.
Projects, companies that were very successful and put them in there and, change the names to protect the the innocent and just diagnose them and what the drivers are. And then something that I think does not get the [00:26:00] attention that really should is when people book these meetings and they have to conduct that first sales conversation.
Where with just some additional thought and planning and organization and thinking of good questions. I, I see closing rates can go from 30% to 45, 40 7% just by getting better. At that step. So those would be the books that I would recommend. And then obviously I have, team training, personal coaching.
I have a thing called the Finding Business Lab. If somebody wants to get access to my courses and get answers to questions in a group sessions, but it’s all on, it’s all on that website.
Robert Plank: Very great. So that is scott channel.com where we can find those courses. We mentioned there’s some free guides and webinars and Scott’s podcast.
But more importantly, the great starting point are those six books, especially Sell the Meeting and also the book [00:27:00] with those powerful sales scripts. And what I really like what you said there, Scott. Is about getting better and getting the percentage from 30 to 45% because we have to start somewhere and everything was awkward at first, right?
Tying your shoes was awkward. Driving a car was awkward. You start somewhere, you get practice, you see where you’re going wrong, you see what you can add and you improve.
Scott Channell: You can, I just emphasize something that you just said, which I think is so important where, people have to realize that whenever they do something new it’s uncomfortable.
Okay? And it’s not gonna roll off your tongue perfectly. And one of the mistakes I think people make is they don’t realize, hey, it takes some time. Once you figure out the best words to say, perfectly comfortable on day one, or probably even day 15, or maybe day 30. So give yourself some time once you’ve figured out the best things to say, give yourself some time to figure out how you can deliver those things in a way that feels comfortable in very natural.
And the key is, I think [00:28:00] appointment setting or lead generation is, you can figure out what works, but the bad news is once you figure out, you gotta do it over and over again. Yeah. Alright. So once you figure out that script you’ve gotta use it constantly. And the name of the game is delivering that script that works, but in a way that works for the buyer and it feels natural to the buyer.
Not so much that. You have to feel comfortable with it because believe me, if I had done what I was comfortable with or what I wanted to do or what I wanted to work, I would not have set those 2000 appointments. So you’ve gotta stay locked solid on, on what works and give yourself some time to.
Robert Plank: A hundred percent.
Put in the reps and internalize it and get it to the point where it’s comfortable for the buyer, not necessarily you, because it’s not about you, right? It’s about the people you’re communicating, contacting, helping, and along those lines I’m a podcaster, you’re a podcast. You know that as soon as when you make it more about your guests and then about yourself, it takes a lot of [00:29:00] the anxiety, stress nerves away.
And so along those lines, it’s time to try to stump you, Mr. Scott. It’s try time for the scary part of the show. Or ask about a fun or helpful quote or lesson that has served you in all of your travel. So what comes to mind as far as a fun quote or lesson?
Scott Channell: I dunno how fun it is, but I think I’d lay two on you.
So one is, I always like that Dwight Eisenhower quote that said plans are useless, but planning is invaluable. Alright. Yeah. And I thought that it said, it’s so perfect on sales because you obviously have to have a well thought out plan. You have common scenarios and you’re gonna think, hey. If I interact with someone, how do I open the pitch?
How, which questions am I gonna ask? How am I gonna respond to certain objections? So there’s certain things that you know, and you have to plan those out. So when they come, it’s Hey, I’ve thought about this. I have the best response. I know the best thing to do, but at the same time, so you gotta have that plan.
What’s great about sales is no matter how good your plan is, you’re never gonna [00:30:00] implement it A to Z the way your plan was, but fact that. Means that you can make the be better decisions in the moment as to how to best serve the buyer and how to increase the odds that you get to a close.
So I always like that quote because I feel that you made a comment earlier about people don’t want to be too salesy. They want to keep it natural, but I gotta tell you, whenever I hear someone say, oh, I wanna build rapport, I go, oh.
It’s having comfortable conversations. It’s not, talking to a buyer, providing them information intelligently like a professional that is helpful to them. That is how you build rapport. Okay? Sure. It’s not by having, comfortable conversations that are easy, easy breezy. So that’s one thing.
Then the second one is, it’s not so much a quote, but it’s concept. Go narrow and deep rather than wide [00:31:00] and shallow because I, again, I see where many teams lose it is really through just a lack of focus on where the opportunities are. And then even when, so they spread themselves too thin and because they’re too thin they’re not used to going to the depth.
So you end up kind of closing the easy ones. But I think the people who are really successful go. Our adept at getting to mutual agreement deeper into the gray areas, as I call it. You got those who are obvious buyers are gonna jump in the boat and you got those who will never buy, and you get different shades of gray in the middle.
And the goal should always be to perfect the system or your skillset so that you’re able to close deeper in those gray areas than most other reps. Go deep rather, and I think that’s.
Robert Plank: Those are two great concepts, and I think about that a [00:32:00] lot about, especially that Dwight Eisenhower thing that like the making a plan, it’s the least worst option, right?
There’s no such thing as perfection, but it’s better than not having a plan and then of, in that spirit of going deep, like I think about that all the time. Just that it’s tempting and easy to just be focusing on like just one or two follow ups of thousands of people versus if I’m like, who are the 100 that I’m working on this month?
And if someone says yes or says no, that person’s out. And then who who am I? Just like really going deep as far as follow up number eight or nine or 10. Who am I sending the postcard to? Who am I doing the email to? The LinkedIn, the personal message, looking more into them. I love these two pieces of advice of going deep and that.
Plans are useless, but planning is invaluable and we can consider that and think about that as we check out that book. Sell The Meeting by Mr. Scott Channel and also more importantly, check out the very amazing website. That’s [00:33:00] S-C-O-T-T-C-H-A-N-N-E-L l.com. That’s scott channel.com. Two Ts. Two Ns, two Ls.
We’ll see you there where you can find out about how to accelerate B2B sales. Closing the Finding Business Lab. Sell the meeting book. Close seller rate and so many more amazing resources to get your B2B sales and appointments dialed in, scripts, process, emails, more meetings, all kinds of free re resources.
And thanks for being here, Mr. Scott, and just blowing our minds, giving us all this great advice. I really appreciate it.
Scott Channell: Thanks, Robert. Appreciate it.
Robert Plank: Alright.
