Dominic is a serial entrepreneur who also happens to be a business coach. He has built and sold two multinational businesses in the last two years. He is the global franchisor for a company called Focal Point Coaching which is a company that he took from 6 units to 200 units in just a few short years. Dominic is also the host of the ZorBusiness Podcast, where he educates other franchisors on how to grow their franchise operations.
Guest: Dominic Rubino Crystal Knows
People Mentioned: Brian Tracy - Wikipedia
Mark: Dominic, how are you?
Dominic: Mark, I’m great. Nice to see you.
Mark: Yeah, nice to see you too man. Thank you so much for joining me. I really appreciate you sparing up your time.
Dominic: Absolutely. It’s great to be here.
Mark: Yeah, totally. So, for the listeners out there, those who don’t know Dom or Dominic Rubino as you heard in my intro, he’s actually my wife’s cousin and he’s helping me out today. This is Podcast 1 for me. It’s the first interview that I’ve done so I’m super happy to have someone forgiving just in case we screw it up which is awesome.
Dominic: You’re not going to screw it up.
Mark: I appreciate it man. It’s nice just to have someone who you can be comfortable with on the first time and just play around, I guess. So, the reason that we brought in Dom today is because he’s pretty much an entrepreneur by spirit and by a heart. You heard in my intro that he’s founded two multinational companies in the last 11 years and has the most eclectic post from being a – you’re an anthropologist by training?
Mark: And then you got into – somehow you started your own online business? Tell me about the evolution.
Dominic: Well, it’s a weird line that’s never been a straight line. I think that a lot of people refer to themselves as serial entrepreneurs. I’d like to think myself as that as well, because I look for opportunities and ways to solve problems like what a lot of entrepreneurs do and I’ve been fortunate. It worked out for me.
So, I went to school to be an archeologist, Bachelor of Arts with a specialization on Archeology and further specialization in Forensic Anthropology.
Mark: Holy smokes.
Mark: And then you decided that that wasn’t for you and you wanted to get into business?
Dominic: Well, yes, I’d always wanted to be in business but I went and got a job in corporate. I was selling for a telecommunications company for a number of years and I took a transfer to the prairie provinces. While I was doing that, I started selling stuff on eBay with another one of our cousins, Mark.
Dominic: Right Mark, another cousin named Mark.
Mark: Another cousin named Mark.
Dominic: And then things really progressed from there. We were selling used goods and then we started selling used books and then we really just created our path.
Mark: This is before the days of Amazon, right?
Dominic: This is when the internet was run by steam.
Mark: Run by steam, the hamsters were running on their wheels!
Dominic: They were. But things evolved and then we saw opportunities and thankfully we took them. We’re young and single and mobile and just we saw a great opportunity and we went for it. So, I was buying books. I used to buy books when we had the used book store from, you know, when you walk into the big box retailers’ and you walk in front and got that discount section of books?
Dominic: I would buy the whole tray, like everything in the whole table. And then the managers caught on and invited me to the back to say how much would you pay for all of these and this is I guess where the negotiations skills came in. And then the biggest purchase I ever made was around $80K in retail value for a train cart full of books.
Mark: Holy smokes.
Dominic: I got it for $3K.
Mark: That’s a sweet deal from $80K to $3K. Well done.
Dominic: Yeah, so it comes down to need, of course, they need to sell it and I kind of wanted to buy it. Now, there’s a funny story about how I did not do the proper planning on unloading the real cart but that’s another story.
Mark: All right, we’ll have to save that for another time. And then from that to pharmaceuticals and then Focal Point Business Coaching?
Dominic: Right. So, the book store morphed into canadapharmacy.com which any American would recognize as a Canadian pharmacy selling to the United States. Well, that got to a point where we had 120-seat call center which is a known as a medium-sized call center, 24/7, 365 days a year answering the phone in a couple of different languages.
Dominic: And then I had 40 pharmacists and pharmacy technicians so that was fun. And then I sold that business and I looked around for something else to do and a friend of mine had become partners with Brian Tracy to build the Business Coaching Division of Brian’s business. And back in the story from the days of running the book business, I had also become a business coach. And so I used the things that I learned in coaching other business owners on how to improve their business. I used them on our business and that’s how it took us from a used eBay business to multinational multimillion dollar pharmaceutical retailing.
Mark: That’s huge. That’s huge. And so tell me a little bit more about your relationship with Brian. I know we’re kind of getting off the rails here in terms of the negotiation side of things, but how did you – I mean you met him through your friend and then it was a great opportunity and you just took it or how did that come about?
Dominic: Yeah, so my friend – here’s what happened; my friend was the master franchisor for another business coaching concept and Brian Tracy, for those of you who don’t know, is a world-renowned author and speaker public figure in the world of business improvement, sales improvement and to a lesser degree personal improvement.
Dominic: So, he wanted to start his own business coaching brand, and these big guys when they want something, they just go get.
Dominic: So, they went and literally head-hunted my business partner.
Dominic: Well, he was there for a couple of years running on his own and he realized he needed some additional assistance and I was looking for a business to buy so I became a partner in that business. And then we took the Brian Tracy brand and grew it into business coaching in the franchise business coaching space.
Mark: And then sold about 200 units, right?
Dominic: That’s right. We had 6 units when I bought it and we have over 200 now, 200 units and 26 area developers.
Mark: That’s awesome man.
Dominic: Very exciting.
Mark: And then ZorBusiness, how does that fit into the whole thing? That’s the blog basically where you’re teaching franchisors and franchisees about the franchise business?
Dominic: That’s right, yes. So, it came about through frustration. I mean that’s where it came about. So, it’s specifically for franchisors, area developers, master franchisees, the people that are running in franchise organizations or territories. And the frustration is there’s nothing available for us as franchisors to be able to draw on in terms of business education, how to make our franchise operations better. Our business is always different than that our unit franchisee and there’s lots of information for the unit franchisee but there’s very little for franchisors. So, we put it together.
Dominic: And that’s ZorBusiness.
Mark: Yeah awesome. And so, maybe let’s jump into the negotiation stuff a little bit. We’ve talked about your history and your past on units. It’s insane how much you’ve accomplished and how much you’ve done in such a short amount of time surely in that amount of time you’ve had your share of conflict and your share of negotiation. Maybe you could share with my listeners some of your biggest bombs or maybe some of your biggest conflicts. Let’s start off with some of your biggest conflicts.
Dominic: Some of my biggest conflicts. And I try to avoid conflicts. I find that conflicts are really negative and don’t get me to where I want to go. So, my personal style, I’m very outgoing and gregarious as you can probably tell, and so I don’t approach situations and I turn out to do business with people that are antagonistic or that are going to be litigious. It’s just a massive waste of time and energy. So, I’m more likely to just absolutely drop a deal. I can walk away from a gazillion deals. I have to take the good ones and so I’m willing to walk away from lots, but then when I see what I want, I’m also the guy that goes after that.
So, we had gaps. We had some bad relationships with vendors, those who’ve been always particularly content just because they impact the franchisee and then it gets really hairy. So, do you want to hear a good one?
Mark: Yeah, walk me through like what’s the biggest one that you’ve had to deal with.
Dominic: So, we had a situation with our printer when I first started at Focal Point and he was arguing with us about the rights to the publications. He said that we didn’t own our material once we gave him the source files and that since there was a payment discrepancy, he still owned the materials.
And so, I guess I could see his point and he wasn’t going about it in a very nice way so we got to the point where he said, “You’ve got to pay me for all of this material before I ship it to you.” And I said, “Well, I don’t want it anymore. It’s outdated. We go to new stuff.” And so “You’ve got to pay me for this. You’ve got to pay me for that. We have a contract for this and that.” He’s just getting nasty and so I said, “Well, that’s fine.” I said, “I don’t want it so I’m going to pay you full value for what there is but I do want you to incur some costs. I want you to shred it all and I want you to package it in clear plastic bags. And I want you to label and number those bags and then I want you to inventory all of that. I want you to send me that inventory and then I want you to put it on a palette and I want you to shrink wrap that palette. “
And so I just kept talking and he got frustrated and he left the phone call. I would say he left the phone call, and that’s not a nice way to end things. But I will react to what somebody is doing to me so it’s escalating.
Mark: Sure and so were you able to mendthat relationship at all or is that it? That was done?
Dominic: That was done. It didn’t matter, irrelevant. And it was old printing material anyway. He was really coming after something that was really based on miscommunication and credits. We want to talk about negotiating today and it’s all about preparation and knowing the motivations of the other person. And motivation was to talk to them and tell them we didn’t agree to the credits. I can’t remember all of the details now but we had different motivations and he just dog on a bone. We would’ve gotten further ahead if he had done something to settle on a lower number, I would have paid it. I didn’t get on the phone call not wanting to pay.
Mark: And how do you find this is the best way to assess someone’s motivations when you’re going into a negotiation situation?
Dominic: Well, this is where it gets very technical. What I’d like to do is ask them.
Mark: Okay. I love you set me up for this technical answer and you gave a simple one. I love it.
Dominic: It is important. I mean how I ask a question is just as important as what I’m asking and so I can ask somebody. I can ask anything I want as long as I use a question softener and for those of you who remember the days of Seinfeld you remember question softeners. “I’m just saying”. “I wonder if you’ve ever given any thought to”. And so I do a little prelude just a little thing and then I put it out there and so question softener is very important and what they do is they allow us as professional salespeople. And I know you come from a professional negotiating background which I always think is funny because for years, I said you know guys we’re doing this sales training over here and then in a hotel on the other side of the country. Negotiators are having their own meeting.
Mark: Yeah on the dark side and secret lairs.
Dominic: Yeah and so that’s the approach that we take there. So, it’s important to ask the question that you want and really, out of respect, why wouldn’t I ask you Mark, what is it you’re trying to achieve here?
Mark: Right. And asking open-ended questions, right? Making sure that you’re probing for more information, getting as much information as you can because at the end of the day, it’s only going to help the person whose motivation it is to do business with you as well so you can come to some sort of equitable arrangement.
Dominic: Right and asking those open-ended question sounds very contrive but that’s the way that we show that we’re interested in somebody.
Dominic: Think about the next part you go to but your wife dragged you along too and you’re stuck in the kitchen and you’re talking to that know-it-all guy that’s talking at you.
Mark: What if I’m the know-it-all guy though?
Dominic: Well… If this somebody doing this while they’re talking to you then cover your ear. In reality, if that conversation was switched and they are asking all about you; “Mark, tell me about this podcast you started. That sounds great.” Well, now you have the opportunity to talk and I pull information from you, to your point. As long as we’re asking open-ended questions, we can develop a relationship.
Mark: Yeah, I mean is that how you develop your success in your negotiations as well as it more of a conversation? Maybe you can walk me through how you get to success in a negotiation?
Dominic: That’s an excellent question. So, first I’ll start by saying I don’t know if I’ve ever been taken in a negotiation and I like living in that bubble.
Dominic: So, from my perspective, and this is what we do. I’m a global franchisor responsible for bringing products and services and the programs to a number of very smart – all our franchisees are management level executives who’ve left the corporate world to come and be a business coach. These are very smart people. They can look at a deal a million ways from anything. So, there’s a lot of responsibility for us to look for the right vendors and relationships in turn, etcetera.
So, being very methodical and also finding the right kind of relationship is important. So, you need to find the right product or service but also the right person to deliver that. I’d almost rather go to the right person who doesn’t have the right product than vice versa. And so looking at that, that allows for a longer-term relationship and that’s what we need from our side. Long-stable relationships that we can build continuity from to give value to franchisees.
Mark: Right. So, you’re more interested in the interpersonal part of the business than necessarily the other side; the price, figures all that kind of stuff? I mean obviously that stuff has to make sense too.
Dominic: Yeah, price has to make sense but we have to get along as well because in a commodity, if it’s printing, they could line up all day and we could just do speed dating until we find the right man or a girl. I’m sorry to say that. What is going to set you apart? And what’s going to set you apart is being able to understand the language that we’re speaking across the table. How I understand what you need and how do you understand what I need as a franchisor.
Mark: Right. Let’s just assume that someone is coming in with that commodity mindset, they are a printer and they’re not going to give you that interpersonal relationship that you’re looking for but let’s just say, for example, that got the best product and the best pricing? What do you do then? Is that something that you’re willing to walk away from for a higher price or do you try and work with that person?
Dominic: Right. Well, it’s a hypothetical situation and I understand that, but I would take that best price that I receive from somebody else and I could take that back to the vendor that had what we thought the strongest relationship or the strongest ability to manage a relationship for us.
Dominic: The motivation – we talked about motivation few minutes ago – on our side is that any vendor we bring in keeps our franchisees happy. It’s not through best price. That’s through outstanding service and, first of all, relationships and adding value in ways that I can’t even imagine, but they’ll figure out how to do that. And so best price goes away very quickly. It really is service and that service takes on all sorts of flavors based on what’s being delivered.
Mark: Well, absolutely. I mean especially when you get into a situation where your business relies on that service and your total cost of ownership just go through the roof if your service isn’t good and then who cares about the price because you’re not getting your stuff on time?
Dominic: That’s right. And it’s a huge management headache. Although I come across as very happy- go-lucky in relationships, this still this comes down to the numbers. I prefer to take the approach where let’s get along while we’re making money.
Mark: Yeah and it’s good for both parties to make money and you don’t want to necessarily grind the other guy into the ground either.
Dominic: Yeah, it’s interesting you say that Mark. One of my goals, and I don’t know if I’ve ever said this out loud, but I want my vendor to look forward to my phone call.
Mark: Oh no, now they’re all going to be calling you for an increase.
Dominic: Let’s say that I’m dealing with a printer, I want a printer who stays with returning two phone calls on a Friday afternoon and even though the conversation with me might be tough, he chooses me first.
Dominic: Does that make sense?
Dominic: So, I want that vendor to understand that dealing with me is escaping from pain and moving towards pleasure. So, it’s nicer to deal with Dom and so we’ll do more for Dom and we’ll do more for Dom’s organization.
Mark: Yeah awesome. Listen the interpersonal relationship thing, I mean really that can’t be discounted. It’s super, super important to business and super, super important to negotiations. Unfortunately in a lot of cases especially on the procurement side of things, people aren’t necessarily prone to developing those interpersonal relationship, they’re really just interested in terms, right.
Mark: And so it makes it difficult for the salespeople to be able to develop that kind of relationship with a procurement person and likewise I think on the opposite side of things, there’s almost hesitation on the procurement side of things to develop that relationship because they’re afraid of what that might mean.
Mark: I get it though. I mean it’s ultra important. So, earlier on, you were talking about your $80K to $3K deal. Would you say that’s the best deal you’ve ever got? I mean in percentages that’s insane.
Dominic: It’s insane, yeah.
Mark: That’s got to be the number 1.
Dominic: I probably could have done better.
Mark: Come on.
Dominic: If we look back on it, and it’s a long time ago, but if I understood the motivation which is I was the only guy who’s willing to buy a rail car full of books, I probably didn’t have to hand bomb it into a rented van. I’m sure they would have delivered it.
Mark: You hand bombed it into a rented van?
Dominic: All of it. And dressed like this, like it was the worst day of my life but I had now look back and laugh but it was that.
Dominic: Get the right size van, I should have gotten the bigger then that.
Mark: Yeah, that’s great. I mean we’ve talked a little bit about your successes and we talked about your biggest bomb or maybe your biggest conflict in terms of negotiations but if you were going to give advice to your 30-year-old self and you’re getting into your coaching stuff now, what’s the piece of advice that you would give yourself looking back on negotiation?
Dominic: I would say to my 30-year-old self which is like two years ago, I would say to my 30-year-old self, listen more than you talk.
Dominic: I mean listening more than talking.
Mark: And why is that important?
Dominic: I think it goes back to what we were just talking about asking an open-ended question, using silence as a tool. Silence is a very powerful tool.
Dominic: And letting the other person talk and talk and talk and there’s a lot of power in that and wisdom. One of the things I’ve always sought is wisdom and wisdom doesn’t come by a talking. It comes through listening.
Mark: Right. And then you can use that information later on and develop your strategy to approach the negotiation and if the person keeps talking, you get to find out what interest them, what doesn’t interest them, what their motivations are like you said and really structure your deal that way.
Dominic: Right. Now unfortunately from time to time we ran across people who use closed loops to infer agreement. I’m very technical. So, they’ll say something like, “So of course this comes in only red and green and you’re absolutely happy so you’ll only take the green so let’s move on to the next point.” I’ll say “No, no. You said that. I didn’t say that. You said that.” “So, that’s still an open point. You talk as much as you want then it’s agreed too. I didn’t agree. You said it, I heard it. I didn’t agree to that.”
Mark: And so how do you get out of that closed loop cycle?
Dominic: Note taking.
Mark: Note taking, okay. Do you call it out at all in the middle of the discussion as well?
Dominic: It depends on the person and personality and it really depends on the importance of the negotiation that we’re entering into. I don’t speak in negotiating terms most of the time, Mark. I speak in sales terms all the time and the operations terms but one of the things that I do want to do is to take notes and having a discussion with somebody. So I just take my note pad and I draw a line over the whole page, whatever you say it goes in one column, and I take notes of what I say too so we’re bouncing back and forth but I see it on my page. And then I’ll look back and I can say hang on a second. “We still have to tie down the details on color”.
Mark: Awesome! Okay, so I’d like to dive into this a little bit because this is super interesting for me because I do something very similar. When you’re taking your notes, do you mark down times as well, like when you hear something that you think, “okay this could be a contentious issue or this is something that we need to circle back to you.”. Do you note the time that it was said as well so you can go back to it?
Dominic: Yeah. I know I don’t go to the extent that I note the time. Interesting. Why do you do that? Why do you note the time?
Mark: So, I’ve been in a number of situations where someone said, “oh no I didn’t say that” and then I can go, “Well, actually at 10:05AM on this date where these people were present, you did say that.” And I think that’s super important because I’ve been in a number of situations where someone tries to jump their way out of a commitment and generally speaking if someone can’t make the commitment, I’m not going to hold them to it but I want them to know that it’s not a situation where they’re going to pull the wool over someone’s eyes in the organization that I’m working with, right?
So, if there’s ever a case where someone says, “oh yeah, we can ship in 10 days”, I’m going to write that down. And then they say, “oh no, it’s actually 15 days”. I can go back and say, “at the 10th at 10AM you said it’s 10 days.”
Dominic: I do keep good notes. Well, I take notes but I don’t time mark things that people say it so now I’m a little scared.
Mark: No, don’t be scared. I think this is a super important point actually because I don’t think people take enough good notes in the discussions that they’re having and I find that if you have good notes, you can always refer back to them because if you try and catch up later on and you try and remember what it is you’re doing, you’re going to miss so much. And what you lose, at the end of it, is it could be the make or break of the deal, right? You may lose some key piece of information that makes the deal work.
Dominic: Right. You mentioned Brian Tracy earlier, and I’ve learned so much from Brian and we’re the luckiest guys in the whole world to be mentored by Brian.
Mark: No doubt.
Dominic: And mentoring, by the way, is not the word I would use during meetings sometimes. With Brian in the room, it’s not called mentoring. It’s butt kicking, but it worked. But one of the things that he often talked to us about or coached us on is the importance of patience on negotiating discussions because we are selling countries. Have I talked about having 26 area developers?
Dominic: One of those area developers is Brazil or a country or Southern California. These are all territories. Southern California might have 30-unit franchisees in it itself. Now the impact of that discussion is massive. So, patience is very important. I’m going to make sure that you operate at your territory first before you get the rights to expand that outwards. But patience has always been something that Brian has brought to us. So, I like the note-taking and I’m glad to see it on your side and I know that I do it. We’ll talk about it, but writing notes allows you to be patient because you have to go back to review notes.
Mark: Right. I find that patience is super important and we talked about silence earlier. Silence being super important. I think silence is such an underused skill and I really do think it’s a skill because it’s actually difficult to be in a heated negotiation situation and stay quiet especially if someone’s found your button and they’re pushing your button over and over and over again for you to just sit there and absorb it is huge. It speaks volumes to your ability and it really elevates you to a controlling position because it’s just going to make the other side more frustrated or in a case where they’ve pitched something and you’re just silent, it leads to almost immediate concessions because it makes them uncomfortable, it creates anxiety, it puts them back on their heels and then you’re getting concessions before you even started negotiating.
Dominic: I was going to do that.
Mark: I knew it. I knew you were going to do that.
Dominic: Can I have just a very quick funny story on silence?
Mark: Please do.
Dominic: This is years ago when I was in sales. I’d been trying to sell to a – I can’t use names – but a large non-governmental organization that exist all over the world. Trying to sell to the guy, and he was the kind of guy who I call him all the time and he would say, “You’re only calling because you have to make a quota. We don’t need your services.” But I’d keep calling and keep calling so one day he called me and I’m like, “unbelievable that he called me”. The only time we could meet was super early in the morning like 6:00 or 6:30 in the morning.
So I go down to his office, I go in there, I have to get in the building with him and walked up to his office and I get to the point where all the paperwork is done and I’ve got a pen as tacky as you think it is. I’ve got the pen like this and an earthquake hits Vancouver and I just stayed quiet and the earthquake made the building shudder and I didn’t say anything, didn’t say anything, didn’t say anything. It felt like forever and then he took the pen and sign the contract.
Mark: Unreal. Fantastic. Well, that’s the power, right? That’s the power of silence. If you can really martial that skill, it will lead to huge delivery. So, Dom, early on we’re chatting about Focal Point and your relationship with Brian Tracy. My listeners would be super, super excited to hear about maybe some lessons that Brian had told you or something that you’d maybe picked up from Brian on negotiation. Is there anything that you can share?
Dominic: Absolutely. Working with Brian is constantly learning, constant learning and a lot of fun too because he has so many great stories about things. But if I think about everything that I learned from him, there are three things that he would always talk about. Number 1 was patience as we’ve mentioned before. Patience is really important in negotiating so understanding that it’s a long game and of course that has to cater the needs of what you’re buying if it’s a transactional thing but patience is important. Number 2 is choose good questions to ask. Earlier we talked about open-ended questions.
Mark: Good point.
Dominic: Yeah and from your side, do they have to be long or complicated questions or just short powerful questions?
Mark: Right exactly. Lots of people don’t really do enough running work to think about the type of questions that they’d like to ask someone and then also how that person may potentially respond to those questions.
Mark: Sorry I interrupted you.
Dominic: So, what you said there actually goes back to I told you about my personal style how I’m committed, so for me I can keep a conversation going much longer and if I was like an automated robot in my discussion. “How much are you looking for?”, “how many years… “ so if I was an order taking type of salesperson, I wouldn’t to get as much information or to be able convey as much information in a valuable way to you. And you’re a purchasing expert, Mark. You’ve been doing this for years. You know your stuff. We all go in and get the same challenge, that Mark Raffan is known as the negotiation expert.
And so I have to be able to get little tiny bits of information more because information is power. And the third thing you mentioned is preparation, research.
Mark: So powerful.
Mark: Yeah, I teach a negotiation course and I have an entire section on that. Like literally like two hours on how to prepare for a negotiation.
Dominic: That would be great.
Mark: It’s huge. It’s so undervalued. Research and development is undervalued in negotiation. People think that negotiation is like a gun slingers paradise and you can come in, shoot, and ask questions later, you know what I mean? But it’s so much more strategic than that. It’s more of a chess game than it is a gun sling match, right?
Dominic: Unbelievable. So, what you’re talking about, you’re mirroring very closely the language of selling strategic and major accounts for consultative selling which sounds very boring but it’s not. It is chess. National account selling is very intricately woven. It is chess. It’s not anything else. Every little move is structured. I mean you may not know this, but a professional salesperson has something called a pre-call plan or pre-meeting plan that they need to have done before they go in to see somebody like yourself.
Mark: Interesting and so what’s included in that pre-call plan? Maybe you can just give me some highlights.
Dominic: You know what? There’s actually a really cool tool out there. I need to know a little bit about your behavioral style. So, most purchasing experts will portray a very data-driven or very cold. I’m not saying disrespectfully but it’s just your job is to be dispassionate. Well, my job is to get you laughing or angry, I don’t care what it is. We got to get some emotion on the table. So, one of the things that I want to understand is your behavioral style; how do you talk, how do you act, how do you react. And so there’s an interesting tool out there right now, for any of you listeners who are using Chrome as their internet browser, there’s a plug-in for Chrome called the CrystalKnows.
Mark: Yeah, this is the thing you showed me the other day.
Dominic: Right. Now, it’s about 70% accurate but that works in horse shoes and hand grenades.
So, it will say, “Mark is an outgoing, gregarious person or he’s data-driven and analytical or he can be very demonstrative and warm with people he knows but cold to people he doesn’t”. I need to know that. So that goes on my pre-call plan. And I call it, it’s old language I suppose, but it’s called a pre-call plan because it’s a sales call I’m doing. So, I also want to know my target sale price that needs to be written down so that I don’t get influenced by you to say another number. What is my strategy there so that my pricing needs its own fuck walk if you will. And then I need to have my open-ended questions and my closing questions and I also need to do my research. And research is so easy these days. You find all sorts of information on the internet.
Mark: Absolutely. It’s funny that you started talking about what you’re willing to go to and your questions and stuff like that. On the procurement side of things, there’s something called a negotiation framework that you develop and it shows the riverbanks that you have on the low-end, on the high-end and what you can negotiate within and what your mandate is, essentially. Right, exactly, so to know that that also exist on the sales side, I think, would surprise a lot of procurement people.
Dominic: Right, I still have to figure out how to use care salesman but I try every time I go to the lot.
Mark: You know what? I just avoid it now. Let’s just go private sales. It’s not worth it. Okay, hang on. So, just to cover those three major points, what were they again? Patience?
Dominic: Right so this is the long name and of course it depends on the importance of the purchase or sale. Choose great questions to ask and then preparation.
Mark: Yeah, that’s huge.
Dominic: Brian would probably say very similar things. He’d say it so much better, but Brian is the king of straight to the point and that’s definitely some of the things I learned in our meetings with him.
Mark: I mean just those three points are nuggets. For the listeners listening today, if they just take those three things away, those are super profound in how to approach negotiation, sales, procurement, really any kind of business interactions. So, that’s huge. Anyway, thanks for those three points.
Mark: Anyway, listen, I want to be respectful of your time. Thank you so much for joining me today. If you want to be found and if people want to find you, where can they find you?
Dominic: Well, certainly especially if they are franchisor or franchising leader, the easiest place to find me is at ZorBusiness.com so that’s ZorBusiness.com. My name is Dominic Rubino. I’m very easy to find on LinkedIn as well.
Dominic: There’s like four of us in the world.
Mark: It’s not a common name.
Mark: Listen, Dom, thank you so much for joining us today. I really really appreciate it. I know your time is super valuable so for you to spend time with me like this is awesome. Thanks again.
Dominic: Thank you Mark. Thanks everybody for listening.
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