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Top Secrets of Marketing & Sales

Top Secrets of Marketing & Sales

De: David Blaise
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The Top Secrets of Marketing & Sales podcast provides tips on how to increase sales, improve profit margins and grow your business. Each week, we address issues related to important topics like targeting your ideal prospects, fine-tuning your messaging, attracting the clients you need, monetizing social media, the MVPs of Marketing and Sales and much more. From mindset to marketing and prospecting to podcasting, the Top Secrets podcast helps B2B and B2C entrepreneurs, professionals and salespeople get more of the customers and clients they need so they can do more of the work they love.Copyright © David Blaise, Blaise Drake & Company, Inc. | TopSecrets.com | 463414 Economía Gestión Gestión y Liderazgo Liderazgo Marketing Marketing y Ventas
Episodios
  • Choose Your Business Partners & Colleagues Wisely

    Choose Your Business Partners & Colleagues Wisely
    Sep 30 2025
    It's important, no matter who you're partnering with, from a business standpoint, from an employee standpoint, from a VA standpoint. Whoever you choose as your business partners and colleagues have to have the skills that you lack, if you want to be able to accomplish the things that you need to get done. David: Hi. Welcome back. In today's episode, co-host Kevin Rosenquist and I discuss the topic of choosing business partners wisely. Welcome back, Kevin. Kevin: It's good to be here. David. I'm excited to talk about this because this is always an interesting topic. David: Yeah. When we think of business partners, we tend to think of people that we're actually going into business with. But there's really sort of a wider group of people that could potentially fit the bill here. So I think it's important to cover that as well. Kevin: The first one you spoke of, the actual business partner, business partner. I mean that can test a friendship. It can test a relationship, it tests all kinds of stuff. So in your experience, just from that side of things. What are the biggest mistakes that business people, entrepreneurs make when choosing a business partner? David: Well, I've made them over the years. My very first business partner was a guy that I worked with in another business. We decided we were going to start our own things. And so we just started out renting the same office space and splitting the rent on that sort of thing. Then we got involved in projects that required both of us working together. It didn't work out well. I started from the standpoint of we got along well, we interacted well. But neither of us took the time to consider our strengths and what each of us would bring to the table. A lot of times when people start working with friends or family, they think, "well, I know this person really well. I trust them." That's a good start. But unless you have similar visions for what the business is going to be, how you're going to get there, and who's going to do what, you can really end up with a lot of problems if that part of it doesn't work out. Kevin: Yeah. it can go downhill fast. It can definitely go downhill fast. So, in any business partnership, you know, you talked about the fact that there's varying types of them. What qualities do you feel matter most in a potential partner and which maybe are overrated? David: Well, I would say, starting out, you need to look at: Are our core values basically aligned? Do we sort of view the world in a similar way? Are we viewing business in a similar way? Do we view the relationship with our potential customers and clients in a similar way? Because if there's a disconnect there, then you're going to have problems starting with the very first decision. So I think that compatibility is very important. Making sure that everybody wants to go in the same direction, right? If you're in a rowboat, you want to make sure everybody's pulling in the same direction. That's extremely important. If you have complementary goals, essentially that's going to be a very important aspect of it. I think also, what is the expertise? What are you good at? What are they good at? If it's exactly the same things, you need to make sure it covers everything that has to be covered in a business. So, if I'm really good at generating ideas and you're really good at implementing those ideas, then that's going to work out well. If we're both great at generating ideas, but neither of us are great at implementation, we're going to struggle with that. And so you want to look at complementary skills. I think that is probably one of the most important aspects of it. You've got the same vision, but you have complementary skills. So that one or more of you are not doing things they hate, right? If you have to engage in a skill that you don't like, or if your business partner does, then it's not a good recipe. But if one of you is really good at idea generati...
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    15 m
  • How to Get from Ideas to Actions and Systems

    How to Get from Ideas to Actions and Systems
    Sep 23 2025
    We'll basically help you to look at where you are now and where you're looking to be in terms of getting something from ideas to actions and systems. Because without those three levels and without prioritizing it correctly, you can spend a lot of time, invest a lot of effort, and not get to the results you're looking for. David: Hi, and welcome back. In today's episode, co-host Kevin Rosenquist and I discuss the topic of ideas, actions, and systems. Welcome back, Kevin. Kevin: Good to see you, David. Let's dig right in. Why do so many businesses get stuck at the idea stage and fail to even move into action? David: It's a great question. I think ideas in a lot of ways are kind of the easy part. We have a brainstorm, we're like, this is brilliant, let's do this. And then we have another one has this, brilliant, let's do this. And here's another one. This is brilliant. Let's do this. And then the question becomes, okay, what are we actually going to do? I know this has happened to me over the years in my own business. It's happened with a number of people that I've worked with over the years. You have a lot of ideas. And then the question becomes, what are we going to take action on? And then, which of the things that we take action on, will we systemize? Get into place so that we can take those actions consistently? So that's really the purpose of our discussion today. Kevin: Yeah. how do you personally decide, which ideas are worth pursuing and which to ignore? Because I can find myself to be an idea guy a lot of times too. I'm like this, I got this, I got this. But sometimes it's hard to prioritize what is actually a good plan. Then put it into action versus maybe we just skip that one. David: Yeah, it's helpful if we start out with essentially a data dump of all the different things that we're considering. Just write them all down. Then have internal conversations initially about which ones of these are going to be our priorities. What are we definitely going to lock in? Which ones will we save until later? And which ones are just kind of out there? We don't really have to look at those at the moment. Kevin: It seemed like a good idea last night... David: I find that by, Kevin: before I was falling asleep. Not so good the next day. Yeah, . David: That happens a lot, doesn't it? Kevin: Yep, it sure does. David: I have a digital recorder. I take it with me wherever I go and keep it next to the bed. When I get one of those brilliant ideas at night, I record it on there. Then you listen to it the next day and you're like, that was horrible, what was I thinking? Kevin: What a terrible idea. I can't even understand what I was saying. David: Yeah, exactly. But, I think it starts with that. It's about gathering all those ideas, because some of them are going to be great. Some of 'em are going to be brilliant, some of 'em are gonna be terrible, but we don't know it. Now, a lot of times, it's a good idea to sort of evaluate them yourselves before you start sharing them with everyone else, so that you're only talking to your people about the things that you've already kind of thought through and believe are the best ways to go, and ideally to prioritize those. And then do another round with your people and go through it and ask for their opinion on which things should be prioritized and which things should be deprioritized as it were, so that you can sort of work your way through and have everybody be on the same page as far as what we should be working on sooner rather than later. Kevin: I feel like a lot of times ideas can get just stuck in sort of a neutral. Do you have to put a sense of urgency into turning ideas into action? David: Well, I think you definitely have to prioritize it. So to say that, we give it a sense of urgency, I would say yes for the things that are most important. But again, there's this discernment process that needs to happen on the ideas t...
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    14 m
  • Let Ideal Clients Know You’re Alive

    Let Ideal Clients Know You’re Alive
    Sep 16 2025
    We're going to interact with people who are not ideal clients. But salespeople have trouble when they're afraid to disqualify a prospect. To say, okay, I'm no longer going to follow up with this person. I've always viewed it a little like the game musical chairs that you played as a kid? You have a certain number of people going around, and a certain number of chairs. When the music stops, everybody scrambles to get a chair. If you don't have a chair, you're out, right? I view prospecting that way in some respects. Where you have to, at some point, start to prune the list. You have to start to get rid of the people who are not likely to become clients. If you're afraid to do that, you will continue to leave the same number of people and chairs. Jay: Yes. David: And if none of them are buying, it's not going to work well. David: Hi, and welcome to the podcast. In today's episode, co host Jay McFarland and I will be discussing letting ideal clients know you're alive. Welcome back, Jay. Jay: Hey, so good to be here, David. And I think this is, again, such an interesting topic. I find that I'm so caught up in the daily. I'm taking calls and the squeaky wheel gets the grease. And some of those ideal clients kind of go by the wayside sometimes. David: Yeah. A lot of times we don't even know who they are until we first try to identify them. So, in a sense, the topic itself goes kind of deep. You can't know they're an ideal client until you know they're alive. Then you have to let them know that you're alive. Then you have to determine if they're an ideal client. Jay: Yeah. David: So there are actually a few steps in this. Jay: Yeah, and I think that's such an important thing to know. You need to have a system, like you always have, of identifying those ideal clients. It's hard for me to really figure out if they're ideal up front. But I'll tell you one thing I can tell is when they're not ideal. I was on the phone call with somebody yesterday. He's going to become a client. But I regret the relationship I know I'm going to have with him, because he's already so demanding. And I'm like, this guy's not ideal, but he's a customer. And so, how can I not sell him the product? David: Yeah, that's a great question. And it's harder for some than others, I think. You get to a certain point in your business or a certain point in your career or whatever and you weigh it. Well, I guess we all do that. We have to weigh it. How much of a pain is this person going to be? And what's my tolerance for pain essentially, right? Jay: Yeah. Yeah. David: But you're exactly right. You don't really know that necessarily upfront. So a lot of times when we're working with our clients, what we'll do is start with the people they think are likely to be their ideal clients. And whether that means in a certain geographic area or in a particular industry or in a certain sized company, if they're selling B2B, You can make some initial judgments based on who has been a good client for you in the past, and then say, okay, how can I get more people like that? And then when you're introducing yourself to those people who meet those similar criteria, as you're having those conversations, you can then start to make those determinations about whether or not they are an ideal client, or if they just sort of fall in that general ecosphere of people who could potentially be ideal clients, but maybe aren't. Jay: Yeah, exactly. And not just finding new ideal clients, turning your existing ideal clients into more business. Because if they were ideal the first time, if you can keep that to be a generating ongoing revenue source and relationship... Man, I'd rather do that every day than deal with the other type of customer. David: Yeah, no question. And when you get to the topic we started out with, which is letting ideal clients know you're alive, that does go for your ideal clients as well.
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    16 m
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