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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
  • Turn Focus into Profit by Growing Sales

    Turn Focus into Profit by Growing Sales
    Oct 14 2025
    To turn focus into profit, consider this. Your focus determines the level of profit that you generate. Because the people you meet, the conversations you have, all of that flows from your focus. So when you focus on those activities, the likelihood of increasing your profit increases dramatically. David: Hi and welcome back. In today's episode, co-host Kevin Rosenquist and I discuss How to Turn Focus into Profit. Welcome back, Kevin. Kevin: It's great to be here. Thanks for having me, David. Focus. Focus is something we could all use a little bit more of probably in our day-to-day lives, but is that a rare skill in business today? In the people that you work with? David: That's a great question. I think for some people it is problematic. I think that's the nicest way to say it. If you lack that focus, then it's going to be a lot more difficult to accomplish the things that you want. So if it is something that you're already good at, then the question becomes, how do I best harness that? Can I turn focus into profit? And if it's not something you're good at, then the question becomes, how can I get at least good enough at it that I can function at the level at which I need to function? Kevin: I feel like my focus has changed over the years, and part of it is definitely technology. Because I've got a phone sitting next to me that might beep. Might be personal, might be business, could be anything. I could be working on a project and a client on Slack gets in touch with me. Then I get an email. And then there's just so many channels of communication. I mean, do you find that technology has made it more difficult in some ways for people to focus, and to turn focus into profit? As opposed to maybe 10, 20 years ago? David: Yeah, and I mean, particularly when you look at things like social media, because social media is designed to disrupt your focus. Kevin: Right. David: Everything that comes in, whether it's an email or a post on social media, it's all designed to get your attention. So that's why, particularly in the past 10 to 20 years, focus is so much more of an issue for people. Because as you said, there are lots of different things to focus on. The algorithms are specifically programmed to make you focus on their priorities rather than your own. That makes it challenging to turn focus into profit. So if you're aware of that and if you recognize that you have to determine what your focus needs to be in order to accomplish your results, then it becomes more likely that you'll take the necessary actions to do that. Kevin: Yeah, that's a really good point. I mean, we've all been in situations where you go on social media for a business purpose and all of a sudden you're watching videos of some knuckleheads playing slip and slide softball, which are kickball, which I've gotten watching, are those silly videos. You're just like, before you know it, you're like, oh my God, it's been a half an hour. I just came on here to check out a client's page real quick. David: Yeah. And again, they designed the system to do that. They built it in. That's not a mistake. That is the purpose of the design. So when we recognize that only we can determine whether or not we will remain focused, then we take the responsibility on ourselves. We recognize Okay, it 's designed to do that. So if I recognize that and if I leave that open, and if I have notifications turned on to an app that is specifically designed to derail me from my focus, then yeah. I'm sort of getting what I'm putting out. Kevin: You're in trouble. You're in trouble. David: Yeah. Kevin: Yeah. so the topic today is about how to turn focus into profit. How does a lack of focus directly translate into lost revenue? David: Well, if you're looking at what your highest value activities are and then you focus on those, you're going to be a lot more likely to accomplish what you're looking to accomplish than if you allo...
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    11 m
  • The What, Why, When & How of Your Business

    The What, Why, When & How of Your Business
    Oct 7 2025
    The success of your business is always determined by the what, why, when & how. What are you doing? Why are you doing it? When are you doing it? And How? If you don't have the desire to help your clients, if it's all about you making money, or if it's all about you accomplishing a personal result for yourself, and you don't have enough care or consideration for the person you're selling to, I think it's going to be hard to be successful long term. David: Hi, and welcome back. In today’s episode, co-host Kevin Rosenquist and I discuss the what, why, when, and how of your business. Welcome back, Kevin. Kevin: Good to see you, David. How you doing? David: Doing great, and you? Kevin: Good. Good. All right — so, what, why, when, how. Let’s start with the first one. Why is it critical to define your what before anything else in business? David: Well, the way I look at it is, if you don’t know what you’re doing, then why you’re doing it, when you’re doing it, and how you’re doing it are kind of irrelevant. Kevin: Doesn’t really matter. David: Right. You sort of— Kevin: Yup. David: Yeah, you kind of have to know what it is that you’re setting out to do. Whether you’re operating solo or with a team of people, identifying what you want to accomplish — in your business or in any specific area of your business — is always the first step. So, if the what is “getting clients,” then the question becomes: What is my procedure? What is my process going to be for getting clients? That’s the what. You identify that first. Once you’ve even thought about what you want to accomplish — or what you think you might want to accomplish, if you’re still in the ideation stage — the what is important. But the reason I go to the why next is because if you don’t have a strong why, you might not be committed enough to what has to be done. Over the years, I’ve noticed that people who have ideas but don’t have a really strong, compelling reason for doing them tend to struggle to get those things done. Kevin: So it can become a motivation issue to some degree? David: It certainly can, because if you’ve got strong reasons for wanting to do something — whether it’s to support your family, to create a growing enterprise, or to eventually sell the business and make a profit — that strong why will definitely impact your motivation. So I think that’s a big component. Without it, why does anyone really do anything? Kevin: I suppose you could technically start with the why, right? Because if you have a reason for doing something, you can then build the what around it. Or is that a bad way to go in your mind? David: Well, if you’re thinking in terms of starting a business, that would actually be the what. But I guess it’s possible to start with the why. For example, if my why is “I want to support my family and I’m not happy with what I’m doing now,” then I might arrive at a what like, “I want to start my own business,” or “I want to do A, B, or C to make that happen.” That hasn’t worked that way for me personally — but it could for someone else. If you’ve got a strong enough why, you can then start thinking about what needs to happen in order to achieve the things you have in mind. Kevin: When it comes to the when, why is it so important to define a timeline? David: Wow. Anyone who’s in sales probably has some strong thoughts about when. If you’ve ever spoken to a prospect who seems really excited and seems like a perfect fit for what you offer — and then they just keep dodging you or stop taking your calls — that’s a perfect example of someone who doesn’t have their when dialed in. In any conversation — with prospects, clients, or coworkers — we need to identify the when so everyone’s on the same page about the importance of the action and the likelihood of it happening. Because without a when, things just don’t happen. A lot of our work is with people in the promotional products and print industries. In those cases,
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    12 m
  • 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
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