• Approaching Category 1 customers “I know you checked Category 1, which means you probably have little interest in the business right now. But my thought is, let’s get together because I’m looking for business partners and if I can show you the details—kind of like if someone did A, what B would look like— maybe you can give me a good referral.” 4 Do a private Strategy Session for each customer Strategy Sessions require somewhat personal information and should always be done privately. Choose a time and location where you can have each other’s undivided attention for 45 minutes. For those with young children, recommend arranging for a babysitter. Private Strategy Sessions also prevent one customer’s apprehensions from influencing another. “Nobody’s going to open up in front of the room,” John says. “But if it’s just the two of us? He’s going to open up and tell me how tired he is of his wife having to go to a job she hates. He’ll tell me how much money would make a difference. And that’s when you can show them a plan.”
you’d be a Senior Director? If you knew that and trusted me, how long do you think it would take to enroll 40 customers?’ “He’ll probably say, ‘I could probably do it in a month.’ ‘And then I say, ‘You know, I think you’re right. And even if it took you twice that long, you’d still be a success.’” And just like that, your new business partner is going to build fast and hard. 6 Build belief with proof After building up the possibilities, it’s time to show the proof that this can be done. Using the example of another business partner, John will literally sketch out a chart showing the monthly enrollments and monthly checks of someone else. He has several of these stories memorized to sketch out in person during Strategy Sessions. simple responsibilities of a business partner. “Your two jobs are to set appointments and to learn the Strategy Session approach. That’s it. Can you do that for me?” 7 Use your Business Report—but not your checks While John uses his own And this is where he drives home the two
Business Report for certain figures, he doesn’t like to show his monthly checks. “I use a team member’s story and show those checks,” he says. That way John can select a story with a timeline and income that is relatable to the new enrollee. It also demonstrates a pattern of success. With his own Business Report, John keeps it simple. He shows how many customers he has and how many business partners he has. “I’ll show them that in ten years, I’ve enrolled 102 customers. I have partnered up with 16 of them and I’m looking for number 17,” he says. “I let them know that if they are number 17, I am all in.” John shares his lifetime earnings and his residual income. He points out customers who have been ordering for years without ever earning a check. Using his Business Report this way, he establishes confidence in the products and in the big picture of the process. Finally, John shows how many—or rather how few—customers returned products that month. He compares the returns figure to his residual income. The returns are nominal. It’s proof positive that shoppers love the products. It drives the monthly reorder rate home. And he can explain that returns are handled by corporate Melaleuca. He doesn’t have to deal with refunds or exchanges. That will be a huge relief to those who have dealt with inventory hassles before. All in all, this reinforces the value of the products and the power of the business model.
5 Set a goal for 20
8 Be there in person John’s last bit of advice is perhaps the most challenging and the most powerful: do your Strategy Sessions face-to-face. “Sure, you can do a Strategy Session on a webcast—but I’m sure glad my enroller didn’t,” he says. “I would rather have him in my living room telling me and my wife how he is going to change my life.” John and members of his team are known for driving hours across Middle America to be in person at appointments. Perhaps it stems from the American work ethic of looking someone in the eye as you shake his hand, but it is a practice that has never failed John. “I don’t think you can replace person-to-person interactions,” he says. “I want to see the bottom of their eyes quiver when we talk about their future. If you don’t get to see that, how are you going to connect with them? We are looking for business builders for life. I think there is serious value in sitting across the table from someone and opening up a little bit as they open up to you.” LH
customers— then double it John uses the Strategy Session to paint a picture of possibilities—to show new members what building a business means and what they stand to gain. He reawakens latent goals and dreams and helps them set goals that will lead them to Senior Director. He explains that the first goal of a business builder is to enroll 20 customers. Statistically, two or three out of twenty enrollments will want to build a business, so this goal sets up your new enrollment to maximize the Compensation Plan and advance within the Director ranks. Then John explains the rewards further by showing them that if they double that goal, Senior Director is just a little bit further. “Why do I do that?” John asks. “Because the average income when you get to Senior Director is $5,000* a month. That is more than the average household income and it’s a nice, big number.” What John says next develops the mindset of speed and accountability in the new enrollee. “I’ll say, ‘You don’t know me, like me, or trust me, but what if I were your brother and you really did like me and absolutely trusted me? And you knew that if you enrolled 40 customers that in three to five months,
“ Strategy Sessions are the key to a growing, thriving business. They show new enrollees the proof that this works and that the team will be there for them—that we’ve got a plan for their success.”
2017 Marketing Executive of the Year and Executive Director 9 Krista Wineinger
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OCTOBER 2017
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