The other day I interviewed a top player (investor) in the DFW area.
(It’ll be part of a series I intended to release sometime in Oct)
And we got talking about his AMs and LMs (acquisition managers and lead managers).
And how he doesn’t have turnover like most others experience.
It’s “common” knowledge that the acquisition manager role (AKA: a sales rep), has a high turnover (AKA: them leaving you cold, fast, and hard… frequently).
I can’t relate.
… As the only “employees” I’ve ever had were VAs and “other’s employees” whom I manage fractionally.
He pays well.
He takes care of them (gives them opportunities to buy investments).
I get it.
The only goal of a business is to make the owner rich.
So I’m reminded of Agora Publishing and their employee management tactics:
(They’re a multi-billion dollar conglomerate that publishes the most financial and health newsletters. At one point they owned they were the ones publishing the Robert Kiyosaki newsletter)
They have the best copywriters in the world there.
They also have a LOW turnover of employees.
Even though a copywriter is more than capable of creating their own offers and making a lot more money.
Agora’s secret for keeping them:
They pay just enough to where it’s uncomfortable for their copywriters to leave.
And I think that’s^ key.
Turnover is a cost of doing business you want to avoid.
You either have a cost of a higher wage or a cost of high turnover -- you choose.
As for you…
If you want to rely LESS on you or your employees, reliably and consistently following up with leads…
… Then this might be your ticket to avoiding the high cost of consistent manual follow-up (and loss of deals):
- Paul do Campo