You spend hours creating a detailed estimate. The prospect takes your work, uses it to shop your company against cheaper competitors, and then disappears.
Other prospects refuse to discuss their budget, act shocked when they see the real cost, or become paralyzed when it is time to make a decision.
These problems often happen when the sales conversation focuses too heavily on labor, materials, line items, company history, and construction details before the prospect understands the value of the result.
In this episode of The Construction Leading Edge Podcast, Todd Dawalt shares a four-step framework for selling on value instead of price. You will learn how to uncover what the client truly wants, identify the risks and obstacles standing in their way, position your process as the safest path forward, and discuss the investment only after establishing value.
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Who This Episode Is For
This episode is for construction business owners who want to stop competing primarily on price and build a more consistent, value-based sales process.
It is especially relevant if you:
- Spend hours preparing estimates for prospects who later ghost you
- Regularly have your proposals used to shop your company against cheaper competitors
- Struggle to get prospects to discuss their real budget
- Experience sticker shock after presenting an honest project price
- Have qualified prospects who become indecisive near the end of the sales process
- Feel like you are providing unpaid consulting and detailed project roadmaps
- Want to sell paid preconstruction services instead of giving away estimating work
- Need a repeatable sales process that attracts higher-margin projects
- Want clients to view your company as a trusted advisor instead of a commodity
Problems This Episode Helps Solve
This episode helps answer questions such as:
- How do I sell construction services based on value instead of price?
- Why do prospects use my estimates to shop for a cheaper contractor?
- How can I stop giving away detailed estimating work?
- What questions reveal what a construction client truly values?
- How do I create urgency without pressuring the prospect?
- When should I discuss the project price?
- How can I reduce sticker shock during the sales process?
- How do I position preconstruction as a valuable paid service?
- Why do apparently qualified prospects become indecisive?
- How can I differentiate my company from contractors offering similar work?
Episode Summary
Construction clients do not ultimately want to buy framing, drywall, permits, concrete, or a detailed line-item estimate. They want the result those things make possible.
Todd illustrates this with the example of a toilet plunger. When someone has an urgent clogged drain, they are not primarily interested in the manufacturer’s history, core values, materials, or production process. They want the problem solved.
Contractors often spend too much of the sales conversation talking about the equivalent of the plunger. They describe their company, trucks, years in business, materials, scope, and technical details before understanding the outcome the client wants.
When every contractor appears to offer approximately the same collection of services and materials, the prospect has little basis for comparison other than price.
Selling on value requires a different conversation.
First, identify the prospect’s desired result. Ask what they want the project to change and what would make the completed project a home run. The goal is to understand the functional and emotional outcome behind the construction work.
Second, uncover the risks, obstacles, and concerns standing between the client and that result. Ask what worries them, then provide expert insight into problems they may not recognize. This could include zoning challenges, structural conditions, regulatory requirements, schedule risks, disruption, or hidden costs.
This step also includes discussing the cost of inaction. Rather than manufacturing urgency, ask what happens if the prospect delays the project or leaves the problem unchanged.
Third, position your company as the path of least resistance. Connect what the client said they want with the risks they want to avoid, then explain how your sales, communication, preconstruction, and project-delivery processes help them reach the result safely.
Finally, discuss the investment. Price comes after the desired outcome, risks, and value of the process have been established. The client is no longer comparing only estimates. They are evaluating which company offers the clearest and lowest-risk path to the result they want.
Key Takeaways With Timestamps
00:20 – Stop letting prospects shop your estimates
Todd describes the frustration of investing 15 or 20 hours in a detailed estimate only to have the prospect use it to find a cheaper contractor.
01:10 – Indecision and budget games are symptoms of the sales process
Prospects may hide their budgets, experience sticker shock, or freeze at the finish line when the sales process has not created enough clarity and value.
03:44 – Your construction business is like a toilet plunger
Clients do not primarily want to buy the tool, material, or service. They want the problem solved and the desired result delivered.
04:40 – Stop talking only about the “plunger”
When contractors focus on company history, materials, trucks, scope, and technical details, they may sound interchangeable with every competitor.
09:40 – Ask the home run question
Ask the prospect what would need to happen for them to look back after the project and consider it a home run.
10:59 – Listen after asking about the desired result
The value comes from allowing the prospect to explain what matters, what will change, and how the completed project will affect their life or business.
18:04 – Ask why they should not leave the problem alone
Projects are expensive and disruptive. Asking why the client should not postpone the work helps them explain their own motivation for moving forward.
18:59 – Use the cost of inaction to uncover real urgency
The goal is not artificial pressure. It is helping prospects recognize what happens if the current problem remains unchanged.
23:20 – Discuss the investment after establishing value
Price comes after the prospect understands the desired result, the risks, and the process required to navigate those risks.
24:20 – Clients are paying for security and a roadmap
Paid preconstruction is not merely an estimate. It provides a plan for reaching the desired result while avoiding foreseeable obstacles, risks, and costly surprises.
Key Concepts From This Episode
Desired End Result
The desired end result is the functional and emotional outcome the client hopes to achieve through the project.
Instead of beginning with the construction scope, ask what the project should change, why that matters, and what would make the outcome a home run.
Selling the Result
Selling the result means focusing the conversation on what the completed project makes possible rather than describing only labor, materials, features, and company credentials.
The technical work still matters, but its value comes from its connection to the client’s desired outcome.
Risks, Pitfalls, and Obstacles
Risks, pitfalls, and obstacles are the issues that could prevent the client from reaching the desired result.
A knowledgeable contractor creates value by helping prospects understand concerns they may not have considered and explaining how the company’s process addresses them.
Cost of Inaction
The cost of inaction is what the prospect may experience if they delay the project or leave the current problem unresolved.
Asking about inaction helps the prospect clarify their own urgency instead of being pressured by the salesperson.
Path of Least Resistance
The path of least resistance is the clearest and lowest-risk route between the client’s current situation and desired result.
The contractor’s process, communication, expertise, and preconstruction planning should demonstrate how the company can lead the client around foreseeable problems.
Paid Preconstruction
Paid preconstruction gives the client a structured roadmap before construction begins.
The client is not simply paying for a number. They are paying for clarity around scope, costs, risks, decisions, logistics, and the path to a successful project.
Resources Mentioned
Construction Leading Edge Resources
Recommended Next Step
If your sales process depends on referrals, free estimates, and prospects choosing between similar-looking bids, apply for a Business Evaluation Call.
The evaluation can help identify gaps in your sales process, preconstruction system, profitability, handoffs, and owner-dependent operations. You will leave with more clarity about what needs to change to build a more predictable and profitable business.
Client Success Stories
Want to see how other construction business owners are applying these ideas?
Watch client success stories from builders, remodelers, and general contractors who have worked with Construction Leading Edge to reduce chaos, improve their systems, and build companies that run with less owner dependency.
Related Episodes
Episode 440: 3 Keys to Operating from a Position of Strength in High-End Remodeling with Andy Kolp
Andy Kolp explains how strengthening pre-construction, scope development, trade partner bids, client communication, and team systems helped his high-end remodeling company reduce surprises, protect margins, and create more owner freedom.
Episode 441: The Cost-Plus Contract Trap: 3 Simple Moves to Prevent Budget Blowups and Legal Nightmares
Todd Dawalt explains why cost-plus contracts can create budget blowups, legal risk, and client conflict when builders lack clear scope, approvals, selections, documentation, and process control.
Episode 414: The Hidden Reason Your Projects Keep Slipping—and How to Stop It
Todd Dawalt explains how construction business owners can reduce the damage from project slippage by using pre-construction milestones, go/no-go dates, pipeline buffers, flex-track projects, and clear client expectations.
FAQ
How can contractors sell on value instead of price?
Start by understanding the result the client wants, the risks they are concerned about, and the consequences of leaving the problem unresolved. Then show how your process offers a clear, low-risk path to the desired outcome.
Why do prospects shop construction estimates?
Prospects often shop estimates when competing contractors appear to offer the same basic result. If the sales conversation focuses mostly on scope, materials, and price, the lowest number may become the easiest comparison.
What should I ask to uncover the client’s desired result?
Ask what they want the project to change, why the change matters, and what would need to happen for them to consider the completed project a home run.
How can a contractor create urgency without pressuring the client?
Ask about the cost of waiting. Questions such as “Why not leave it alone?” or “What happens if nothing changes over the next year?” allow the prospect to identify their own reasons for acting.
When should price be discussed during a construction sales conversation?
Price should be discussed after the desired result, risks, concerns, and value of the process are clear. This gives the prospect meaningful context for evaluating the investment.
Why should clients pay for preconstruction?
Paid preconstruction gives clients a clearer understanding of scope, costs, risks, selections, logistics, and the plan for delivering the project. They are paying for a roadmap, not simply a preliminary number.
How can a contractor reduce sticker shock?
Discuss realistic investment expectations early enough to avoid a major disconnect, while first understanding what the prospect wants and why it matters. A structured preconstruction process can then replace guessing with informed decisions.
Todd Dawalt
Founder of Construction Leading Edge and host of The Construction Leading Edge Podcast
Todd Dawalt is the founder of Construction Leading Edge and host of The Construction Leading Edge Podcast. Since 2014, Todd and the Construction Leading Edge team have helped construction business owners systematize their companies, reduce chaos, improve profitability, and build businesses that run with less owner dependency.
Full Transcript
Todd Dawalt (00:20.898)
Have you ever spent 15 or 20 hours putting together a beautiful estimate for a prospect only to have them take your hard work and use it to shop you around to a cheaper competitor or just completely ghost you? Have you ever found yourself caught in this really awkward cat and mouse game where you’re trying to guess a client’s budget, they refuse to show their cards, and they act completely shocked when you hand them your estimate and give them exactly what they asked for?
Have you ever had a deal that you were 99 % sure it was a slam dunk and then it just completely evaporated at the finish line because the client couldn’t make a decision? You’re listening to the Construction Leading Edge podcast from constructionleadingedge.com where it’s all about systematizing your construction business to maximize three things, freedom, impact, and wealth.
My name is Todd Dawalt and my team and I have helped nearly 500 construction companies eliminate chaos, grow their profits and grow their team. And in this episode, I’m going to explain why your business is like.
Todd Dawalt (01:30.274)
why your business is like a toilet plunger. Okay? So about a year ago, it was around 10 o’clock at night and my wife said something that maybe you’ve heard. Hey babe, the shower drain is clogged, the shower’s not draining. So I walked into the bathroom, sure enough, the shower has a couple of inches of water in it and it’s not going anywhere.
and I’ve got to fix it because our oldest daughter who lives with us is special needs. She’s disabled, so she needs help with everything. And the next day, her caretaker was gonna come and she needed to be able to use the shower. And if the shower’s flooded and it’s not draining, then ain’t good. It wasn’t gonna work. So I jumped in my truck, headed to Walmart to go buy something to fix this shower. So…
I went to Walmart, went to the plumbing section, started looking for plungers, and I bought a plunger, and I realized, you know what? A construction business is a lot like a plunger, because when I was in the aisle of Walmart at 11 o’clock at night,
I didn’t care about the history of the plunger company. I didn’t care about their core values. I didn’t need to see their website. I didn’t need to know who was on their team or what their trucks, their factories look like. The grade of wood on the handle. This plunger was a means to an end. I was looking for a result. I was buying a result. So I actually bought a couple of types of plungers.
bought a drain I could put on my cordless drill because I needed a result. I needed that drain to drain. I needed the drain unclogged. And I realized that a lot of businesses, a lot of construction businesses, frankly, my business, they’re all like a toilet plunger. Let me explain. So a lot of contractors and remodelers,
Todd Dawalt (03:44.526)
spend too much of their time in the sales process talking about the plunger. If I If I look at their websites, maybe your website, you have pictures of your truck, your team, the projects you’ve built. You talk about core values, company history, years in business, the picture of the truck that grandpa drove back in 1947 when he started the company. But clients don’t care.
They don’t care about the truck that grandpa drove. They don’t care about the the technical details. They don’t care about your core values. They want a result. So if you talk about the plunger, you get shopped on price because a plunger is a commodity. Okay. If you talk about the results, then you’re going to differentiate yourself.
So a lot of websites talk about things. I did some research and found that a lot of companies do what some would call naval gazing company history and talking about their core values. And the builder thinks, well, this establishes our legacy and our moral character. But your prospect doesn’t care about your core values necessarily. They want to know, can these people?
Remodel my kitchen without it being a shit show Most websites will say things about integrity and honesty and Moral character and prospects are thinking. Okay, everybody says that but this company gonna be able to build my custom home on budget and get it done So I don’t have to go Lease an apartment for another few months and live somewhere else
and get my kids in a different school system because they can’t deliver the project on time. too much talk about the plunger, not enough talk about the results. So if you want to be different from everybody else and get your prospects to make decisions, to pay a premium, you need to stop talking about the plunger, you need to start talking about the results and you need to sell on value. And I’m going to give you a framework on how to sell on value.
Todd Dawalt (06:10.99)
and differentiate yourself, give you a four or five step process for that. But let me check in with you first. I wonder if any of these sound familiar. If they do, it could be because you are selling the plunger. You have indecisive clients or prospects, they’re not clients yet. You have prospects who are dragging their feet for weeks or months, paralyzed by options and you end up with ghosted.
Decisions you have prospects that simply disappear. They stop responding to emails They get cold feet right at the finish line after you’ve done all the work you have clients who take your hard work and they Make their final decision based on whoever has the lowest number. We have these tire kickers and price shoppers I mentioned this before but you have this cat-and-mouse game with budget you have clients who hide their true budget
out of fear that you’re going to max it out and they force you to to guess blindly. They play the find a rock game where they say, I want you to bring me a rock and you bring them a rock in the form of a plan and a budget. they say, I don’t like that. And they play this endless game with you or you have people who have champagne dreams and nickel beer budgets and they they won’t make
They won’t take action and they won’t get real with you on their budgets. And then when this happens, when you’re in this situation, you have deals that are falling out of your pipeline after you’ve invested a lot of time and a lot of mental and physical energy on these things. there’s a saying, time kills deals. And when you have months of back and forth, these…
projects tend to stall out and time kills deals. And you end up acting like an unpaid consultant, spending time putting together pre-construction plans, maybe guiding the design process. I hope you’re not doing free estimates, but you spend a lot of time making selections and you feel like this therapist or counselor for them. And then that frustrates you, especially if you’re doing this work that prevents you
Todd Dawalt (08:35.394)
from being able to do the things you need to do to run your business and grow your business. It takes time away from your family, bogs your team down, they get frustrated, and ultimately you miss your targets. When projects stall out or they disappear, you have that pipeline that you’re counting on, and then you end up scrambling to try to fill in those bubbles in your schedule. So if any of that sounds familiar, here is a four-step…
framework you can use to sell on value, to sell, to stop selling the plunger and start selling the results. So if you want people to make decisions, act with urgency during the sales process, if you want people to see you as a valuable resource and a valuable consultant and not waste your time, here are four steps in your sales process. think about, think about this.
Think about your sales process as a line, right? You have a few dots on a line. the first step is to, step one is to identify the desired end result, okay? The first step is to identify the desired end result. Big mistake a lot of people make is, ooh, here’s a lead, here’s, they’re prospect and they immediately start.
pitching their services and they start pitching their company and they start talking about grandpa’s truck. That’s plunger talk. So stop pitching and start asking questions. All right. So the first step is to identify their desired end result. And you do that by asking questions, find out what is really important to them. What are their goals with this project? What problems?
Are they trying to solve with this project? What does winning look like? Here’s a great question. Ask them, let’s say we build this project for you. we, a year from now, imagine we are 12 months from now and we’re looking back on this project, it’s complete, you’re sitting in your new home or you’re standing in your new pool or you are cooking dinner in your brand new kitchen, a year from now,
Todd Dawalt (10:57.518)
and you’re looking back on it you said, man, this project was a home run. What did we do that made this a home run for you? And then you shut up.
They’re going to tell you what really matters to them. And then when they tell you something, you ask deepening questions like, yeah, tell me more about that. Why is that important to you? Tell me more. What do you mean by that? Get them to tell you what’s important. That’s like, remember in school, back when dinosaurs roamed the earth, those of us who were born in the 1900s, we had textbooks, and you could flip to the back of the book and see the answers.
to the test. That’s what we’re doing here. We’re flipping to the back of the book, asking the client to tell you the answers to the test. They’re going to tell you what’s most important to them about this project. What is valuable to them about the process. You want them to paint a really clear picture of the future with this project complete. This is called future pacing. You want them
to see it in their mind, to picture themselves in the new kitchen, in the new pool, in their new backyard, in their new home. What will it feel like? How will you feel? What would have made this a success? And what you’re doing is you are uncovering the why behind this project. Why do they, there’s some reason why they want to build this project. If it’s a custom home or a remodel, it could be for a business owner.
if you’re a commercial GC, there’s a why. And in this stage, you need to understand why they want to do this. What will their life be like? What problems will this solve? How will this make life or business different? step one, get really clear on the desired end result. Step two is to, so back on our, to our line.
Todd Dawalt (13:07.682)
The desired end result is the dot over on the right side of the line. Now we’re gonna work backwards. And in step two, we want to uncover the pitfalls, the risks and the obstacles that are standing between where they currently are and this desired end result. So you wanna ask them questions like, hey, what are you worried about happening? What are you most worried about with this project? Is it…
and just ask the open-ended questions. What are you most concerned will go wrong in this project? If this project does go sideways, what does that look like? Is it about the timing? Is it about hidden costs? Is it about disruption to their daily life or their business? Are they terrified that their French bulldog will get out during the kitchen remodel and disappear? You don’t know, but you don’t…
You don’t need to guess, you need to ask them. Don’t assume, don’t guess, ask open-ended questions. Don’t even ask yes or no questions like, are you concerned it’s gonna go over budget? Are you concerned it’s gonna take too long? Are you concerned your Frenchie is gonna disappear? Ask open-ended questions like, what are you most concerned about? They’ll tell you, okay? And this is where you separate yourself from a lot of the competition is number one, you are, you’re asking.
them to think about these things. And they will get the sense that you care because I hope you do care, but they will get the sense that, this guy or this gal, they’re really listening to me. They didn’t just come in here and start hammering me with their pitch. They’re asking me questions and they really care about what’s important. And then the second part of this, when we’re talking about pitfalls, risks and obstacles, is for you to point out.
some things that they may not know about. There are some risks, some landmines, some obstacles that they aren’t aware of. And this is where you can say things like, projects like this, what we found is it’s really important to look at some of the zoning in your neighborhood, or to check with your homeowners association, or we found that there are…
Todd Dawalt (15:29.554)
In many cases, utilities are not here. They’re not available at the site. There’s some commonly overlooked things that need to be considered. So you want to show them this mind field that lays ahead, some things to watch out for. And this is your opportunity to give them some valuable insight, as well as point to the value of working with you. So when people, it’s an interesting thing, when people…
Todd Dawalt (15:59.406)
When you articulate a problem better than they can, they will assume you have the solution to that problem. step one, ask them what their concerns about. Step two, offer some insights, some landmines or concerns that they need to be aware of. And obviously in your process, you wanna make sure and solve these landmines or concerns. And then if you really wanna deepen the impact,
of this, you want to point out the cost of inaction because this is the number one.
It’s not really an objection, but most people just don’t do anything. The number one killer of deals is inaction. It’s not that they redesign, it’s not that they go with a different contractor, they just don’t do anything. So it’s inaction. So you wanna point out and sort of agitate the cost of inaction and point.
Get them to explicitly point out what happens if they don’t take action What are the in many cases that the safest thing feels like doing nothing? That’s why people procrastinate so much, but there could be a cost of inaction so you would want to ask questions like let’s say it’s 12 months from now and Nothing has changed. You’re still in exactly the same situation. You’re still in the same home. You still don’t have a pool
You’re still in the office that you’re currently in. What are you concerned about happening if you don’t do this project in the next 12 months? And you want them to paint the picture of what it will feel like to be in the same situation and not take action. So here’s one of my favorite questions. This will sound kind of counterintuitive, but it works pretty well. So you would say something like, look,
Todd Dawalt (18:04.876)
These kind of projects are disruptive, they take a long time, they’re expensive. Why not just leave it alone?
Why not just leave it alone?
Or you could ask, a lot of people think about doing these projects, but because they’re so disruptive and it’s a lot of work, they just kick the can down the road. So why not just put this off for another year? Why not just wait until next year to do this?
And when you ask questions like that, they will tell you why they don’t want to put it off. They will tell you why not just leave it alone. So that’s a really good question to point out the cost of inaction. This is how you create urgency. This is how you create urgency in their mind as they find their own motivation to move forward with their project. And you can ask questions like, are you concerned?
that what do you think is gonna happen with material prices over the next 12 months? Do you think they’ll go up? Do think they’ll go down? Things like that. So you wanna point out the cost of inaction of doing nothing. So what we’ve done is step one, we have identified the desired end result over on the right side of this line. Step two is we’ve identified these pitfalls and risks and obstacles that are standing in the way.
Todd Dawalt (19:37.144)
that are on this line between where they currently are and the right side of the line. So step three is to show them the path of least resistance. So they are over on the left side of the line, on this line with all the… Where they are on the left side, the pitfalls, risks and obstacles, and then over the right side is where they want to be. Your job is to show that you…
are the path of least resistance that goes around these pitfalls, obstacles, and risks. So you want to connect the dots for them and show them how you are the path of least resistance to get them from where they currently are, to bypass the obstacles, risks, and pitfalls, connect the dots to the desired end result. So this is where you show them exactly how your process, your pre-construction planning form the
the path of least resistance to get them from where they are today, safely around the risks, directly to their end result. Show them that you are the lowest risk vehicle to get them what they want. Okay, so you presented it, here’s how you presented that. So this is what I heard you say your goals were. You said you wanted this, A, B, C, D, E, right? And this is what you shared with me that you’re concerned about. You’re concerned about…
One, two, three, four, five. Does that sound right? Did I catch that right? Well, here’s how we’ll get you there. Here’s our process. We do this to avoid this pitfall. And you said you were concerned about this thing. Well, this is why we do this. And you were really concerned about this happening. Well, that’s why we do this other thing. So you show them how your process and working with you.
is the path of least resistance to connect those dots. And here’s a key. This is a key.
Todd Dawalt (21:40.472)
It’s maybe one of the things, if you don’t take anything else away from this episode, write this down. People make buying decisions based on emotion and they back it up with logic.
Studies have shown 95 % of buying decisions are made based on emotion and then backed up with logic. Okay. And you may disagree with that. You may say, no, no, no, people make these decisions based on logic, 100 % logical. Studies have shown people make buying decisions based on emotion and back it up with logic. So if you don’t talk about emotion, if they don’t…
If you don’t.
make them feel anything during this process. If they don’t feel excitement about the future, if they don’t feel a little bit of tightness in their chest about these risks and obstacles, if they don’t feel a little bit of frustration about not moving forward with their project, then you’re not talking to the right side, the correct side of the brain. Years ago, I worked with a guy who did one call closes,
for windows and siding and roofing. And they had something they called a one-legger appointment. Like, it’s a one-legger. What the hell is that? Well, a one-legger is when they showed up and only one of the, one person was there and the spouse wasn’t there. And they didn’t wanna run a one-legged appointment because both buyers were not there. They wanted to run.
Todd Dawalt (23:20.088)
two-legged appointments where the husband and wife were both there. So if you’re only talking to the logical side of the brain, you’re running one-legged appointments essentially. You’re not talking to the buyer. So you have to elicit emotion because people make buying decisions based on emotion and they back it up with logic. Okay. So now that we’ve done this,
Now it’s time to talk about investment. So step four is to talk about the investment and what your offer is. Notice that the price comes last, not first. You do not discuss the cost until the value of the results and the severity of the risks are fully established. So now that they realize that you’re the only one who truly understands the project, they get the feeling that you, they…
They feel like you care because you’re asking them these questions. You understand what they’re really concerned about. They understand that you are the person to protect them from failure. You’re the person who understands where they want to be. That’s when you introduce the investment. So this is when you’ve talked about your process and you would say the next step is to engage in a pre-construction services agreement. This is how we’ll do this. The investment is.
X amount and the next step is to, for us to put together a pre-construction services agreement for you. And here’s where we would go from there. So they’re not paying for an estimate. They’re paying for security. They’re paying for a roadmap to bypass those risks, obstacles and pitfalls to get their desired result. They’re paying for a feeling of security.
This is the emotional part of buying. You may not agree with this, but it is well understood in the sales world that people buy based on emotion and they back it up with logic. And the reason you wait until this point to share your investment is, number one, you want to make sure you can actually help them. There’s no point sharing or offering a service, whatever that step is, if you can’t help them or if you don’t want to work with them. The second reason is,
Todd Dawalt (25:45.91)
You wait until this point so that they have something to compare your price to. They’re comparing it to the risk. They’re comparing it to the value of their desired end result. They have something to compare it to. So that’s the four step process if you want to have more effective sales conversations and build urgency and get people shaking their heads saying, yes, let’s move forward.
Step one, identify the desired end result. Step two, uncover the pitfalls, risks and obstacles. Step three, position yourself as the path of least resistance. And then step four, you talk about investment and what the next steps are. imagine that you’re not competing on price anymore. You’re not a commodity, you’re not a toilet plunger, right? Just imagine that you have this.
Pipeline full of clients who treat you like a trusted advisor. They respect your time They move quickly. They are decisive and it’s either you get to a yes or a no quickly without wasting a lot of time and you ultimately you close deals faster and you spend more time with people who are actually gonna work with you and You eliminate all that frustration from the wasted time
It’s all because you stopped talking about the plunger and you started selling the value of that result. So that’s what I would encourage you to do. And if you’re thinking, I have no sales process, maybe you’re just winging it all the time, or you realize, I’ve been talking about grandpa’s truck all this time, and no wonder people aren’t making the decision to work with us. So if you wanna stop guessing your way through the sales process,
You need a sales process. You need to stop winging it and you need to start treating the sales process like a repeatable operation and actually have a framework that you follow. So if that’s you, I would encourage you to go watch a webinar that I put together a while back. This has not been available for over a year. It’s a webinar that’s free titled, How to Build a Sales System that Fills Your Pipeline with High Margin.
Todd Dawalt (28:07.822)
So a couple of things you’re going to learn in this webinar, why referrals are keeping you stuck. That may shock you, but it’s very likely that relying solely on word of mouth is keeping you stuck. And how to build a predictable sales system. You’ll learn the exact mechanics required for a construction business to consistently fill your pipeline with high margin construction projects and sell on value.
So if you wanna get your hands on that and watch that free training, how to build a sales system that fills your pipeline with high margin work, there is a link in the show notes, go get registered for that and you can watch that webinar on demand. Thanks so much for listening. Todd DeWalt from Construction Leading Edge here. I hope this helps. See you next time.
