5 Set a goal for 20
“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 enrolments and monthly checks of someone else. He has several of these stories memorised to sketch out in person during Strategy Sessions. And this is where he drives home the two 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 cheques While John uses his own business report for certain figures, he doesn’t like to show his monthly cheques. “I use a teammember’s story and show those cheques,”
he says. That way John can select a story with a time line 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 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 cheque. 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 exchangees. 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.
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 “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.” apprehensions from influencing another.
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 enrol 20 customers. Statistically, two or three out of twenty enrolments will want to build a business, so this goal sets up your new enrolment to maximise 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 six months, you’d be a Senior Director? If you knew that and trusted me, how long do you think it would take to enrol 40 customers?’
*Results vary.
23 JULY 2017 | MELALEUCA.COM
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