Transcribed by Descript
Erin Marcus: Hello, hello and welcome to this episode of the ready yet podcast with my guest today, Richard Wildman, and I'm excited about this conversation because we were starting to get into a topic that I think is on every small business owners mind. And like you mentioned, I think a lot of them get it wrong.
Erin Marcus: So we're going to help them get it right. So before we dive into it all, welcome, welcome. Why don't you tell everybody just a little soft introduction about what it is that you do.
Richard Weylman: Well you
Erin Marcus: can truncate that down, right?
Richard Weylman: Well, what my clients say I do. There you go to help them elevate their business performance in today's marketplace.
Richard Weylman: And we do that because I speak in a lot of platforms all over the world. I'm in the customer experience hall of fame to really help customers have legendary relationships and connections to their brands. So we do a lot of consulting and coaching in that area as well. And of course, I'm an author.
Richard Weylman: I've written 124 textbooks two international bestsellers. My latest book just came out. It's number one on Amazon right now. One hundred proven ways. Require and keep clients for life.
Erin Marcus: I love
Richard Weylman: it. Thank you.
Erin Marcus: I love it. I think this is, you know, I know with my clients, oddly enough, the things that they build last is a client acquisition system, right?
Erin Marcus: They go into business to do the thing that the business does because they love doing the thing that the business does and they're good at it. And then they wake up the next day and going, Oh my God, I'm a salesperson. I actually have to go find clients.
Richard Weylman: Yeah, that's an excellent point, Aaron. And I'm also involved in a venture capitalist firm.
Richard Weylman: And we have a lot of startups that come to us and everybody has a great idea how they're going to disrupt whatever it is they're going to disrupt. The challenge we always have to ask them, though, is how are we going to take this to market? Well, what do you mean? Well, you have to under have first have us understand who your customer or client is going to be.
Richard Weylman: That's the ideal. We'll call it that. Not that they all have to be ideal, but you have to have to have a sense of focus. And then, of course, of course, you've got to be able to make a value promise. A lot of people call it a proposition. But we all know the difference between a proposition and a promise. My last book, which is a CEO reads bestseller, the power of why breaking out in the competitive marketplace that book speaks specifically in how to position yourself in the marketplace.
Richard Weylman: So people see you as distinct, not just different. So you're exactly right. It's really important for. Anyone, and maybe you're coming from an operator and you're becoming an owner now, or maybe you're an owner and you wish you had a greater lift in your business, or maybe you're just considering making that move and becoming an entrepreneur, or maybe you just got a gig situation going on.
Richard Weylman: You think, could I turn this into a business? All right. Well, you might be able to, what would you got to do is recognize. what moves people to do business with people today and stay with that business. And it's not what everybody used to think it was, which was good service or, well, I'm very good at convincing people.
Erin Marcus: Or my favorite, my favorite is what's your differentiator. I really care about my client.
Richard Weylman: Yeah, well, we're happy for
Erin Marcus: you. Well, I would hope so, right? If that's where we're setting the bar, right? That's where we're setting the bar. But one of the things that you've said a couple times that I think it's important to realize is you use the phrase in the marketplace, in today's market.
Erin Marcus: And I think it gets missed, right? I've watched businesses over and over again have a market strategy, have a go to market strategy, and then the market changes. And the way people buy changes and the way people behave changes, but their strategy never changes. And then they wonder why it doesn't work anymore.
Richard Weylman: Well, that's an excellent point. And the marketplace is completely different. It started before the, you know, we're a research based consulting firm. That was, I, you know, I was with Rolls Royce for many years, general sales manager, you know, the head of sales and marketing for the Rob report from the inception till we had What was then a record liquidity event on and on and on and been doing a lot of consulting for many years in many different industries.
Richard Weylman: And the one thing that people miss is the changes that go on in consumer behavior and consumer expectations because expectations tend to drive behavior. And so years ago, and not that many years ago, just a few years ago, you could get online and you could try to convince people and talk about your features, benefits and your advantages and, you know, All these wonderful things and what makes us different.
Richard Weylman: But today the consumer is fed up with all that. What they're interested in is not what you're interested in. And I'll summarize it this way. Most companies, most salespeople, most marketing people, we're in love with our products and our platform or our process or our plan. And I call it the peas. And you should be.
Richard Weylman: You should be excited, enthusiastic about it. However, the shift is, and it started about 18 or 2019. I started to see it in our branding operations with companies all over the world. That people are no longer in love with your, your peas, the platform, the product. No, what they're in, what they cherish is the experience they have and the outcome you deliver.
Richard Weylman: Yes. So what we have to do, if we're going to market and grow a business today, we have to create curiosity about how can you help me, as opposed to trying to immediately convince them that you should be the provider of choice. So it's a tremendous shift. I'll just summarize it this way for you, Erin.
Richard Weylman: What's going on now, and the pandemic really roared this to the front. People are currently going through, and it's going to continue. Worldwide, they're going through a great reevaluation. Am I with the right provider, right hairdresser, right doctor, right dentist, food store, restaurant? Do I drive the right car?
Richard Weylman: Do I use Uber or Lyft? I mean, make a list. We're always evaluating. Are we in the right place with the right provider? And the only way that anybody can break out in this very commoditized marketplace is to decommoditize your business by what? Elevating the experience people have with you. I call it the four E's.
Richard Weylman: You elevate the experience. And what happens? You create what? Emotional engagement. And when you have that emotional engagement, I'll tell you, there's no amount of marketing dollars. You're going to move that person from you, who's now a delighted advocate. away from your business because you've given them what?
Richard Weylman: An elevated experience which creates an emotional engagement. Is that helpful?
Erin Marcus: It's helpful and I so agree with you and I can't wait to hear your take on this because I, to me, there's actually a huge opportunity right now in the small business B2B entrepreneur, entrepreneur space to do an even better job of that because So many of your competitors right now, not you, but the people in that space, so many of their competitors right now are being told, set it and forget it.
Erin Marcus: AI is the way to go. And if you want to, right. If you want to make sure that you sound exactly like everybody else with no differentiators, no distinctions, no experiences and no emotional attachments, remove yourself from your marketing.
Richard Weylman: Well, you're exactly right. And so let's look at AI for a a second or three here.
Richard Weylman: Look at American Airlines. They laid off 650 people in Dallas, Texas. They're replacing it with AI answering devices, et cetera. Well, here's the challenge with that. Now they're gonna save money, but is that really the goal? What they've done is alienate customers. Why?
Erin Marcus: Oh, I can tell you my own American Airlines experience from a week ago.
Erin Marcus: So I
Richard Weylman: don't fly them unless it's a number. I think I've had one flight in a dozen years. I've flown over almost 8 million miles and I don't fly on American or unite, but I'd rather do a double connection than have the trauma. But that said, here's what the reality is. What people are looking for today is personalization and humanization.
Erin Marcus: So
Richard Weylman: here we see American Airlines now has gone down the road of, oh, we can personalize and we can put in the data systems. We'll know Erin's last name is Marcus. We'll know she lives where she lives. And we know that she goes to Florida and we'll have all that in a database. So this is going to be a very personal experience, except it's not going to be humanized.
Richard Weylman: So the reality is Your first name, my first name as an example is my first initial C. I get lots of AI and lots of email, dear C, I don't need those. I mean, T. Boone Pickens was a friend of mine. I can tell you, he never went by T. Okay. So you, the lack of humanization now, the diff, the distinction in the marketplace today is.
Richard Weylman: People today are looking for that personalized humanized connection to the provider. You're selling air conditioning services, right? They want personalization humanization. And what does that mean? Well, the way you communicate with them, are you signing, how are you signing your email? So I'll just give you an illustrative example.
Richard Weylman: A lot of companies said best, you know, Or dear client or dear customer. Well, don't I have a name? Thank you. And don't sign your email. Sincerely yours or best. That was in all of my work and all of the talking to the literally hundreds and hundreds and hundreds of people over the years about what email signature.
Richard Weylman: Well, those are the two they detest the most. They're institutional. They don't mean anything. They're just a throwaway line. So I began to ask people, what would you like? Warm regards, kindest regards. Oh, does that make a difference? Well, yeah, because I feel like they're writing to me, not at me. Ooh, that's kind of an important point.
Richard Weylman: And then, well, how about, what are other things you don't like? Well, stop writing to me and say Feel free to call. I have a cell phone. It's free. I pay my bill. Why don't you say feel welcome to call and that makes me feel as though I'm in the right place with the right provider and you're being gracious to me and don't call me to say you're following up or send me an email so I'm following up on the contract or on the proposal because the truth of the matter is that's telling me you've got nothing more to offer me.
Richard Weylman: And the truth is, if I'd made a decision, Erin, I would have already called it. So what you need to do is realize that adults want steps today. And I focus group this like crazy. And every time I brought it up steps, it was like between 97 and 100 percent of people go, yes, we want steps to make a decision.
Richard Weylman: So if you, if let's say you're, you're selling Consulting services instead of I'll just follow it up. See how you're doing there. Aaron. What have you started to do? I don't have any more to offer, but I'm really hoping Continuing
Erin Marcus: to chase you.
Richard Weylman: Yes Don't mean to chase you But I need to check you off the list because the boss man coming tomorrow So the point is if i'm going to be in that role What i'm going to do to call people and i'm not going to call you to follow up I'm going to say Aaron.
Richard Weylman: Hey Richard Well, I mean, you know I've been thinking about our conversation the other day and the action plan I put together I'm never going to send a proposal by the way. I'm always going to send an action plan Proposal. Well, action plan solved. So I'm going to say, you know, I've been thinking about that action plan.
Richard Weylman: I thought I've identified two or three additional steps we could take to make this affordable for you. We need to extend our conversation. Let's get together tomorrow. I want to walk you through this step by step so we can find a way to get your house insulated in the way that you want it done. And you know what?
Richard Weylman: What you're doing there is you're creating curiosity in people because they're curious. Like, oh, there's some additional steps. Oh, what are we missing? Oh, let me get that for you. I had a call last night from a woman, six hour time difference, and it was the middle of basically the middle of the night for her.
Richard Weylman: But she had a client she's having an issue with, a shouldn't be client. And she said, well, I'm going to follow up with him. I said, whoa, whoa, whoa, whoa, whoa, whoa, whoa, whoa, whoa. I said, we're going to. Identify next step. It was an insurance sale. So I gave her the next steps. I said, here's what you should do So she sent him an email.
Richard Weylman: I got a text from him this morning. Got it.
Erin Marcus: Got it. Got it well, and I think there is People do want to know what they need to do next Yeah, they they really do like I have a client whose entire business is He's an operational consultant because, and one of the things he says, and it's true in sales and marketing as well, people without processes is just an exercise in frustration.
Richard Weylman: Oh yeah. Well, that's very true. And I
Erin Marcus: think in market, I think you can implement this concept on the front end of your business as much as you do on the back end of your business.
Richard Weylman: Well, you're right. And to give you some sense on that, well, I'll give you an example, Freddy's steakburger and custard. All right.
Richard Weylman: Now small chain out in the Midwest, long story short, I think
Erin Marcus: we have a Freddy's here.
Richard Weylman: And had the privilege of working with them on the board to come up with the Freddy's way and to verify that it made sense. The Freddy's way of doing business, which is just give you a brief thought on this, but they came up with a vision of what the experience was going to be, and they wanted to deliver great steak burgers with what gracious hospitality.
Richard Weylman: Well, it really has worked for them. They just won the National Restaurant Award for the best fast casual in the United States beat everybody, Smashburger, Culver's, everybody. Why? Because all the employees are focused on the experience that they are going to be known for in their community. So, let's take any entrepreneur, business owner, operator that's listening to this today or viewing this.
Richard Weylman: Ask yourself, what is the vision that you want your clients, your customers to have? Everybody raves about Jeff Bezos. Well, Jeff Bezos, you know, he said, turn that little computer on that folding table and really build a big business. I can tell you something. I'll tell you the thing they don't show you.
Richard Weylman: And the thing that he's told me, he said, Richard, what they don't see is on my other wall. I had, I'm going to build the most customer centric company in the world. It's worked out fairly well.
Erin Marcus: People are tired of being processed. I had my, my, my last corporate job, that was his big thing. I refuse to be processed anymore.
Erin Marcus: And I think that has gotten so horribly the norm in our healthcare system, in airline travel, in everything we do now. You feel like you're just cattle being processed. And the, right, and humanization of it,
Richard Weylman: Yeah, and that's what got me on this adventure to write this book, because people are talking about, you gotta have an elevated experience for this, this experience, and you know, and it's good, and they'll say, you need to do this, and you have the four principles, the five things, the six strategies, and those are all important.
Richard Weylman: I come at it from a completely different perspective. And where I came out, I don't care what the strategy, I mean, it's all good. But what I want to know is what the people over there in that stucco house are thinking. And how would they characterize the implementation of said strategy? And so, you know, I speak all over the world and I have that, it's a real blessing for me and I have for many years at conferences, etc.
Richard Weylman: But nobody ever calls me for a speaker. I had a CEO call me, I'm going to be speaking next week. And he called me about a month and a half ago for his president's circle at a big resort. And he said, Richard, I just want you to come in and do what you always do and give us some prescriptive tactics to emotionally engage with our customers.
Richard Weylman: Well, prescriptive tactics means what to do, how to do, and then give them an illustrative way to do it. And that's what people want today. They want to take steps. They want to move forward. They want to have clarity of direction. And to your point earlier, that if you don't give people a sense of direction, then it's just all a lot of noise.
Richard Weylman: So, When we talked about personalized and humanized, I actually start talking to people and I said, Aaron, how would you define personalized and humanized? Donna, how would you? And you know what they said? Four things. Competency is a given.
Erin Marcus: Yes. None of this works if you can't do what you say. We have to assume you can do what you say you do.
Erin Marcus: Yes.
Richard Weylman: Yes. You know, if you have an, if you're an Uber driver, it's going to
Erin Marcus: get right, we're going to get to where we need to go.
Richard Weylman: That is somewhat of an expectation. If it says dentist, I'm hoping that it's a hammer and a pair of pliers. So, I mean, I'm going to pretty much go with the flow here. Not the competency is not important, but it's somewhat of a sense that it's there.
Richard Weylman: What sets people apart? What are they looking for? They're looking for somebody that cares enough to find out what they really want. They're looking for someone thoughtful enough to go the extra mile to deliver it. They want someone kind enough to understand who they are and what they're about, and somebody empathetic enough to To recognize that their situation may not be unusual to you, but it is very unusual for them.
Erin Marcus: Yes. Oh, my God. Those
Richard Weylman: things. It's a runaway. And that's what we've done at Freddy's when the Minnesota Vikings built their new stadium. I had the privilege of going through doing an audit. In fact, Kevin, who's now the president of the Chicago Bears was the CEO over there then. Try to say that fast. And I went through the stadium and we did lots of things to elevate the experience of the fans.
Richard Weylman: We went from 17th in NFL revenue to 7th in one year by doing what? Elevating the experience. People came back more frequently. Team wasn't winning. Didn't matter. Had a blast.
Erin Marcus: Look at the Cubs.
Richard Weylman: Well, there you go. So we put it, put it all in perspective. So what's the point? The point is if you're an operator, And you're really good at running the business.
Richard Weylman: Great. You're really good. Then on the operational side, you understand how the wheels move the turn. They do right now. What the focus needs to be is, okay, how can we personalize and humanize every interaction we have? Yes. We're going to have a process to put them through, but we don't want it to feel like a transaction.
Richard Weylman: We're going to find out the name they go by her name's Elizabeth, but it's Elizabeth or is it Liz or Beth? I want to know that I'm going to ask the question. I'm not going to ask tough questions too boldly. I'm And people are immediately like, I don't know what's going on, but I'm sure I'm not going to
Erin Marcus: know you.
Erin Marcus: And why are you,
Richard Weylman: yes, but if you put the predicate on the back, it changes the entire tone of the conversation. And that was an epiphany moment. I had one, I was writing up 100 proven ways to acquire and keep your life. Put the,
Erin Marcus: I think one of the places, small business owners in particular, actually, truthfully of any size where they go wrong is when they come across and you're Example of American Airlines is perfect example.
Erin Marcus: When they hit a bump, when they have a problem that they're trying to solve, they try to solve their business problem, which means they're looking at their business. And if they just spent all that time, money, energy, effort into solving client problems, they probably have a lot less business problems.
Richard Weylman: What a great point. One of the things I encourage our clients to do, and I put it in the book, at least once a year, ask your clients, don't run, you know, these companies do these satisfaction
Erin Marcus: surveys. Right. One through five. Oh my God. I used to rent a house and they would, you knew it was a bait and switch trick when they would send me after a maintenance guy would come out, they would send me a survey asking me.
Erin Marcus: How I would rank that maintenance man. Well, the guy was awesome. He fixed the problem, but they would ask it in a way that if I, I didn't like the company. The maintenance man was awesome, but they were asking their questions in a way that would make it sound like giving them a bad review would be like giving that specific man a bad review.
Richard Weylman: Yeah. It's a marketing and that's what they do it. But to give you an illustrative point, what everybody needs to do is ask you their clients or customers every year. What is, what can we do to elevate the experience you're having with our firm? And then take that to heart. I had a CEO call me in November.
Richard Weylman: They do. Satisfaction surveys over here. He was quite afraid. He called me and he said, Richard, I know you got a book coming up. You want to make me a case study as well in the book as a wise today said our satisfaction scores of the highest in history. 87%. I said, remember this a satisfaction score is a look back.
Richard Weylman: They're looking back at something that occurred and they're reading it. If you're going to run a business today, you had better be looking forward about the experience. Well, we give good service, etc. Anyway, I talked to him last Tuesday. They lost 13, 000 households last year. 13, 000! Well,
Erin Marcus: to your point earlier, because the market changes.
Erin Marcus: Things change
Richard Weylman: and if
Erin Marcus: you're only looking back and you're only doing what you've already done.
Richard Weylman: Drop us a line if you get work. And things are dynamic and the consumer's in a different place now. They are going to a great reevaluation. I don't know if they want to be with this company. It's like when we go to a restaurant, you know, we might be going out to dinner and the food's fabulous and the service is great, but it's noisy.
Richard Weylman: Now the next time, and we got two other friends, got a couple other people in town and I'll say, Hey, let's go back there. It's so hard to talk. And you know, you're right. Let's go somewhere else. And we never go back to that restaurant again because the experience wasn't there. And that's what people today are absolutely laser focused on.
Richard Weylman: And that's important. Well, the cost of acquisition today is six to seven, at least six to seven times more expensive to get one than it is to keep one. And when you realize that one out of three people will leave a brand if they don't have a consistent Ex elevated experience. And what does the word consistent mean?
Richard Weylman: Always. They're always getting an elevated experience. That's what consistent means. Always. What I want to do when I talk to somebody and say, well, Aaron, what do you think? Well, I always go to this hairdresser. Why? Well, because she, I always go to this place with a new car. I when I hear the word always, that pretty much tells me, yep, we're locked and loaded on that particular provider.
Richard Weylman: So podcast today. Are they saying always in the marketplace, always do business with ABC plumbing, always they're the best in town. Why? Because they're caring and they're thoughtful and they're kind and when the technicians come they wear a booty and they always clean up after themselves and they're so empathetic because they know I've got dogs and they always give me a call ahead of time to make sure the dogs are not out and going to be running crazy.
Erin Marcus: So I got to ask, how did you end up here? How did you decide that this was going to be your path?
Richard Weylman: Well interesting question. I I've always been, well, okay, I'll give you a very, very, very brief, very brief
Erin Marcus: as I get older, I also have to realize I got to cut a lot of this out, right? We don't have enough time for those.
Richard Weylman: Well, I think the whole backdrop, I was an orphan. My mother died when I was five. My dad died when I was six. So I lived in, I was a foster kid in New York state and they move you around, if you got attached to the family, they would move you. So I lived in 19 foster homes, went to 11 different schools. So I had a great opportunity to, how should we say, it was like great training on how to be able to interact with people.
Richard Weylman: But then I saw the psychopedia cemetery plots, cookware, all kinds of stuff door to door. Then I was. Industrial laundry, and then he got involved with Rolls Royce, built the 3rd largest Rolls Royce dealership network in the United States. Step back from that at the age of 29, I was done and then I got involved with the Rob report and then we were done at 35 and then people started to call me and said, how in the world did you take.
Richard Weylman: 600 people that got a newsletter that was mimeographed that you love the smell. I
Erin Marcus: remember that, yes.
Richard Weylman: And turn it into 50, turn it into 55, 000 people in four years with a fax machine sending out in mail. So I thought, well, okay, I'll speak a few times on this and it just. It took off. So then I began to realize that the gift that God has given me is the ability to see things from the end user, the consumer's point of view.
Richard Weylman: So I began to do videos and on my website, Richard Weillman, W E Y L M A N. com. You can go there to just watch the videos. I've done, I don't know how many, I got a 30 or 40, two minute little videos, vignettes you can use at sales meetings and stuff, but the other things that are there. But the most important thing is I began to realize I needed to.
Richard Weylman: Disseminate. So the first book was Opening Closed Doors, Keys to Reaching Hard to Reach People. That was an international bestseller. The last one, The Power of Why, breaking out in seven languages now. And now the new one, 100 Proven Ways, it came out March 12th at 8 o'clock in the morning. They listed it on Amazon at 830.
Richard Weylman: It was number one and it's been number one ever since. So I'm just grateful. I just want to bring the information to people. And so that's how I got on this path because relationships drive revenue and we don't have customers or clients. We have people. I got an email this morning from a woman in Vermont.
Richard Weylman: She said, Richard, I got your book. And then I sat down with my staff and we all read. I got all the copy and read through it. It's completely changed the way our business operates because we no longer have customers. We have people that we serve and that to me, that if nobody else bought another book, that was a blessing.
Erin Marcus: And I think that's absolutely the point. It's the people, right? I mean, you're the, you're the only other person besides me who I'd I'd, I'd, I'd I grew up in Chicago with people from 22 different countries. People ask me, nobody spoke English and nobody had any money, but you're all just kids. You got to figure out how to play together.
Richard Weylman: Exactly.
Erin Marcus: Right. And so I learned, how do you talk to people? And people are just people.
Erin Marcus: Right. It's that you can look at the downside and the challenges, or you can look at like, what did I learn that most people don't get to learn?
Richard Weylman: That's exactly right. You're right on the money, Aaron. And that, and I realized that at a pretty young age, I, when I first got, well, I was selling. Well, can I tell you a very quick story?
Richard Weylman: Selling insulation door to door in Canada, real hot item. So I go to the front door of this house and this guy with a trainee and the guy is like, Why do you turn it? Get off my property. All right. So the young guy's like, what do we do now? I said, well, now we're going to go to the back door. He's what? I said, yeah, I'm going to ring the doorbell back there.
Richard Weylman: We'll knock the door and see if the guy comes to the back doors in a better mood than a guy at the front door. And the guy, yeah, I said, sir, there's just no reason to be disruptive. You know, it's all good. I just want to get your house up to property and et cetera, et cetera, et cetera. And he started to laugh.
Richard Weylman: He said, got you guys. Come on in. So, so then the young guy asked me, he said, how did you learn that? I said, I learned it from a guy that I worked with. His name was Lori. It was a man and he was always that way. He said the next prospects next door, but the best process. prospectus at the back door. And I thought that was just a great point of way to look at it.
Richard Weylman: So that's, I realized really early that that was so important. Selling cookware and psychopedia, cemetery plots, family bibles.
Erin Marcus: It's perspective.
Richard Weylman: Yeah.
Erin Marcus: It's, it's what do you choose? Your perspective to be you can choose a perspective that I have to chase people and it's hard or you can choose a perspective that people are just people and connect to the humans and a
Richard Weylman: lot of a lot of us, you know, we've all had to deal with it.
Richard Weylman: I've had it. We all do. It's the head trash we get. Well, yeah, but what if people don't like people don't think like that? I had a, I did a zoom with the, you know, Bob Berg, the author. Yes. Yeah. Yeah. Bob wrote the forward for this book. I sent him a chapter. He said, I want to write the forward. So he did. And then he sent me an email and said, would you do a zoom for, you know, the go giver?
Richard Weylman: I said, so we had 650 people last week on the zoom that all had about the book. And one of the questions a woman said, well, I go to this meeting, but all the people are different than me and I don't know how to, and my answer to her was, I said, well, it's fine, but you're the only one that realizes your difference than they are.
Erin Marcus: Right. Nobody knows that. That was when I, when I learned giving keynote. You know, when I first started speaking, the first thing they told you is nobody knows you screwed up. Just keep going. They don't know what you meant to say. Just keep going.
Richard Weylman: Yeah. But if you're a GM meeting, it's good. You don't mention Ford, but I mean, yeah, yeah.
Richard Weylman: And it's never, that's what people get nervous about speaking, but it's primarily because they're worried about how they look. People ask me all the time, don't you get nervous? I mean, you know, I just did 22, 000 at the pyramid center, 40, 000 at the Pepsi center. And you know, and then I have a study group to six people.
Richard Weylman: If it doesn't matter to me to study, but don't you get nervous? I mean, 40, 000 people, how do you do that? Aren't you nervous about what you, I said, no, I pray for them, that their ears will be open, that I can communicate in a way that's helpful for them. That takes some prescriptive tactics and implement it into their business.
Richard Weylman: And it's like, Whoa, I say, because he is not about us. It's about me. It's about them. And it's the same in business. If we're going to be, I don't care what business you're in. It's not about you. I mean, yes, you have competency, but it's your ability to communicate with them. Whoever thems are that and communicate with them and elevate the experience to build emotional engagement.
Richard Weylman: You do that. They don't leave. Maybe why did advocates.
Erin Marcus: And I think, especially for the small business owner, when we're holding it so close to the vest, your business is not about you.
Richard Weylman: That's exactly right. And that's why I wrote the book, because it's all about relationship, relationships drive revenue. And when you build it on an elevated experience basis, it's rock solid.
Richard Weylman: No amount of marketing dollars are going to dislodge you. And that's what's happened in the Amazon. Everybody tries to compete with him, but it stopped. Why? Because he did the right thing. I mean, where else would you order something? And they'd say, here you go. And I'll put it away. Here's the return label in case you don't like it.
Richard Weylman: Yeah.
Erin Marcus: Yeah. Yeah. Now you don't even have to put in a box. Now you can just take it over and now you do with the thing on my phone and they're like, Oh, no problem.
Richard Weylman: Let me, let me get that for you. You know, places we need to see a receipt and you know, you're here. They'll bring it
Erin Marcus: to my right. He'll bring it to my house by 4pm the same day I order it and if I don't like it, I can just give it back to the guy the FedEx store on the corner and they'll just take care of it.
Erin Marcus: All right. If people want to find your books, I know you mentioned it already, but do it for me one more time. We're going to make sure the links are all in the show notes. How do they get more information for you, get in contact with you, find all your content and all this amazing stuff.
Richard Weylman: Well, thank you, Erin.
Richard Weylman: It's Richard Weilman, W E Y. Richard L. M. A. N. dot com. Richard W. E. Y. L. M. A. N. dot com. If you'd like to inquire about speaking, there's a little thing you can fill out there. It's not like a crazy formula. I don't feel for you. Just put What, what you're thinking about what you got in your mind, send it. I respond to those personally.
Richard Weylman: There's a coaching page there. You'll see Barbara Corcoran. I did a lot of work with Keller Williams, all types of consulting. We do in various industries and of course, we do coaching too, because it's not just about what to do, but it's how to do it and we'll help your team implement. So that'll be good.
Richard Weylman: There's some pages there on the book. You can go, you'll find a book there. Just click on it. You'll see it. You can download a chapter free. You know, I've got a lot of people are like, why are you giving away free chapter? Just give them a couple of pages. Yeah. Okay, good. Let's go from a point of scarcity.
Richard Weylman: That's up it. Well, then there's all the links there for if you're a Barnes and Noble fan or igloo fan or, or whatever you can do it or Amazon, whatever. Also we've now got Amazon Canada is up in Amazon. England lunch tomorrow as a matter of fact. So it's available to you there. So, and if I can help you in any way, feel welcome to reach out.
Richard Weylman: I'm going to connect with me on LinkedIn. If you'd like, it's Richard Wylman, W E Y L M A N. And I'm happy to help you any way that we can. Thank you so much for the blessing to be with you, Erin. Thanks for the invitation.
Erin Marcus: Thank you so much for spending time with me.
Richard Weylman: My pleasure.