[0:01] Happy Thursday. Let me get my screen shared. Let me know — can you hear me? Can you see me? I was trying to test out the chat before we got started. It looks like Bethany's the only person that could see me. I'm practicing, trying to figure out how I can share information to everyone all at once — like if I need to give somebody a link to access a resource, or a phone number, or an email, or a help desk. And so I've been putting it in the chat and blasting it, but I don't think y'all see it. So I have a little experiment. Mark says you can hear me loud and clear. Thanks. You see my Small Business Advantage June 25th training screen. And if you could poke around and look — I'm sending messages in the chat, trying to help y'all get broadcast messages from me. ‘Cause I've been putting stuff in there all along since they hit up this new interface. And it makes me afraid that no one has been seeing anything I've been putting there. So that's good information for me. I'll make the adjustment.

[1:08] Let's see — I'm gonna reply to Mark's message. Tell me what you see. And I'm gonna send this to all. Maybe this is the right way to do it. So does everyone — okay, so Mark sees where I said “tell me what you see.” If some other folks — if Donald or Jared or Paulino, Kenneth — if y'all could let me know if you see that message. All right, I'm not gonna spend too many cycles on it, just wanted to make sure everybody — okay, Wendy can see it, fabulous. So that's how I'll handle that from now on. I'll stop trying to use the chat. All right, just want to give everybody a couple of minutes to log in. Today you get me, Vanessa Roberts. I shall be — where's my slide control — talking to you today about the logistics industry. If you're not familiar with that term, that is shipping, trucking, and the logistics of moving things from manufacturer to warehouse. It is the reason traffic is terrible. It is the reason there are 10 million trucks on the highway at all times, but we're going to tap into that, we're going to learn about that industry and we're going to see — you know, what better folks for a mobile application benefits package than somebody who's stuck in a truck 24 hours a day, five, six days a week, right?

[2:42] So we're going to have an industry deep dive, we're going to understand the logistics landscape, the workforce demographics — who do they have working for them, what do their employees look like — build a profile around that. We're gonna talk about the Allutional solution and how to position the benefits for both the owners of the business and the drivers, and we're gonna build an outreach strategy, a three-touch cold email sequence to book calls. We're familiar with that, right? Yep, Mark says the Q&A is the best place to communicate. I know with this new GoToWebinar abomination, that is the truth. So as we go along, if you guys have any questions, any feedback, any input — questions, comments, cool remarks — I'd love to hear it. Your feedback helps me have better training.

📌 The US Trucking Industry — Why It's a Prime Allutional Target

[3:43] Vanessa: So the US trucking industry — backbone of the economy, right? You can't buy stuff if there isn't stuff and you have to get stuff to where it's going. And now with the boom of online shopping and delivery, it's drivers — I mean, I can't see how it's not one of the most prolific employers in the world because it feels like everything in my life is coming and going on a truck. It's not just made up of giant corporations. It's massive and highly fragmented, meaning you've got these independent logistics companies that have 15 delivery trucks. They service like a local bakery and then they've segmented out their products to little convenience stores, right? It's not all the giant corporations.

[4:38] So 72.7% of the nation's freight — excuse me, sneezes — is moved by the trucking industry, totaling 11.27 billion tons of merchandise being moved. Think about how many people are driving trucks to make that happen. And they're trapped in those trucks, right? 91.5% of nearly 580,000 active US motor carriers operate 10 or fewer trucks. So that's what we're talking about. These smaller organizations that aren't Amazon, that aren't UPS, FedEx, Swift trucks, right? These are 10 or fewer trucks and they are competing for safe, happy drivers. And this is where we come in. Hundreds of thousands of small carriers are competing for talent while struggling to afford traditional group health insurance, right? The Allutional solution.

📌 Workforce Demographics — Who's Behind the Wheel

[5:35] Vanessa: So to sell to logistics companies, you have to understand the people behind the wheel. The folks, like I said, trapped in trucks — the demographics demand a specific type of benefits package, and that's how we can position ourselves. They're predominantly male — 90% of the drivers are gentlemen. The median age is 46 compared to the national average age of 41. So folks getting on in years. This really addresses the “oh, my staff are young and healthy, they're not worried about their health, they're not worried about their credit score, they're not worried about their identity theft risk, they're young and carefree” objection. 46-year-old men — they're aware.

[6:20] The high physical toll, right? So the sedentary lifestyle mixed with the intense bursts of physical labor — they're driving, driving, driving, and then they're hauling everything off the trucks or hauling everything into the trucks, and then driving, driving, driving. This is not a healthy lifestyle. My Uncle John actually started — he became a long-haul trucker after he lost his job in the early 2000s and it really did a number on him. His health declined dramatically and quickly and he put on a lot of weight. He did take it upon himself — he would stop on his required truck breaks and literally walk laps around his truck to just try to be more fit. So this age, this demographic, this lifestyle — sometimes it has to get worse before people figure out that it has to get better. Unfortunately that's true for so many of us, but this target audience, the majority of them, they're in that zone of realizing they do need help being well.

[7:22] All right, so we have the owner-operator blur. Over 350,000 owner-operators in the US means they own the business, they run the business, and they're even sometimes out there on the streets, right? They are simultaneously the business owner and a driver, okay? So they need business protection and health benefits coverage and the complete Allutional Benefits package.

[8:27] All right, let's see — did I skip? It feels like — so the average profit margin for these small carriers is incredibly small. A two to eight percent profit margin. The operational costs are rising and freight rates are volatile. Everybody's trying to cut corners, everybody's trying to save money, and to be competitive in the market against the huge corporations who have the benefit of volume, it's tough. So these small logistics companies are really feeling the squeeze, right? And traditional group health insurance premiums are rising. So it makes it incredibly difficult for them to take care of their employees in this way. And the volatility of the market and the expense and the health insurance — and taking care of them makes financial planning impossible for these small fleets. They don't know where their next step is going to land. The ground is moving under their feet at all times.

[9:42] Us being able to say “hey, we can give you an insanely affordable solution that takes this fear, this insecurity, this volatility off your plate” — that is a very impactful proposition for them. Okay. Employers are forced to pass massive costs onto drivers or cut coverage entirely. So we've talked a bit about how insurance pricing is based on risk factors, right? Sherry talked to us about that from her history in the insurance industry. But any benefits package — the way it works when an employer provides it — the employer can determine how much of any given benefits package they pay. I've had employers that paid 100% of my insurance co-pay. It was literally part of my complete compensation. When I started working with Brian, he very generously covered 50 percent. In these cases, in order to offer it so that there is some coverage, a lot of these companies are forced to say “my employer is only going to pay 10 percent, 15 percent, or none.” The benefit is simply that you have it available to you if you choose to buy it, instead of going through the Obama marketplace. So this saves money on both sides, it makes it available and accessible, right?

[11:26] So the triple threat. What these logistics companies are fighting against, what they're facing — a high turnover cost. Replacing a single driver can cost them between $5,000 and $20,000 to just set up a new driver, train them, and get them set up. So there's a projected shortage of drivers by 2030 — the next four years — of over 160,000 drivers. So retention, keeping a trained employee, is the most critical financial metric for any carrier. You get a good employee, you want to keep a good employee. How do you do that without blowing your 2-8 percent profit margin? That is the hard question, right, and we've got the answer.

[12:14] So healthcare access on the road — the telehealth benefit in the Allutional Benefits package: traditional insurance networks often fail mobile workers. When drivers can't access in-network care across state lines, they delay treatment, okay? So a lot of health providers, insurance plans, etc., do have telehealth, right? So let's say they do already have insurance, but if you're in Georgia and you have a Georgia plan — but something, you know, you get an infected tooth, or — I actually just battled impetigo on my face. It was terrible. You guys remember Bethany had to take over a call and I had a telehealth appointment at this time. And so she covered and did sales training. I literally was using Allutional telehealth to get a prescription for antibiotics for this terrible rash. If that had happened when I was in Chattanooga for my kids' softball tournament that weekend — if I couldn't get care, that staph infection — that's what impetigo is — that staph infection could have spread to my blood, to my lymph nodes and really messed me up. So even if they have insurance, supplementing with Allutional is very, very valuable at an incredibly affordable price point, right? So that is a real, real issue.

[13:31] And then the mental health crisis — they're isolated, they have irregular sleep. Commercial drivers report depression rates over 20% above the national average. I mean, think about that. You're alone on a dark desert highway, cool wind in your hair, and traditional therapy remains financially out of reach. So being able to connect with a mental health specialist, a therapist, when the need strikes, where the need strikes, could literally save a life.

[14:00] So there are over 350,000 independent owner-operated logistics businesses like this in the United States. Blue ocean market, right? They're simultaneously the business owner and the driver, creating a unique set of needs. So traditional group health insurance requires five or more employees. If we're targeting these smaller businesses — remember they said one to 10 employees make up 350,000 independent businesses, right? So adjusting for or accommodating four — no minimums. You could have yourself only, you could have yourself and your two drivers, you could have yourself and 50 drivers. Everyone can be covered. Allutional works perfectly for a team of just one.

[14:51] Okay, dual needs. They carry sensitive freight documents requiring ID theft protection while physically needing telehealth on the road. This benefits package covers so much more than telehealth. Remember that we have to be sure that we're not positioning ourselves as a health provider or a telehealth provider. We are a benefits package — very important. But in this case, those additional benefits are incredibly valuable, if not more valuable in some cases to the owner-operator — like the legal services, etc. — than just telehealth. So hitting on all those impactful cylinders is really important. And family coverage — while they drive across the country, their family at home still needs to access the zero co-pay doctors and therapists. It's stereotypical, it's a cliche, but the wife doing the household maintenance while the men are on the road — the shopping discounts, it makes a difference. I use it on anything I do online. I run it through the shopping discounts. When I'm hitting the fast food joint, I'm checking for those deals. I just the other week went to Burger King instead of Del Taco because Burger King had a chicken sandwich on it. It makes a difference and folks use it and folks love it. I personally do.

📌 Positioning the Value Proposition — Owner vs. Driver Benefits

[16:15] Vanessa: Okay, so when pitching a logistics company, clearly separate the value proposition, okay? What the owner gets versus what the drivers get — for all the same $39.95 per month, right? So just a quick recap — the BusinessSense for the business owner: they get the million-dollar ID theft protection. He's running a business. There's a lot of risk in this. That's a solid high-value ad. Business security marketing, the dark web, the high-risk alerts, right — is something bad going on against your company? Like, are you getting doxed? Are the reviews — is there a campaign of negativity against you? This watches for it.

[17:03] Mark says, “When I was in the business over 20 years ago, it was cheaper to buy my drivers a house than to provide healthcare insurance.” My gosh. And that was 20 years ago. So it's gotta be a hundred times worse now. That's huge. Thank you, Mark. Legal services, right — documentation review, consultations. We've hit this so hard for a business owner. One legal service in one month more than covers an entire year's worth of Allutional expense. This is the highest ROI. And so when you're talking to business owners, never, never tread lightly on it. And it is the number one most-used benefit in the service according to our Allutional partner. Deb told us that. So they've got a private Wi-Fi VPN for up to 10 devices. He can have his network be completely secure with all of his drivers, especially on the road, right? Having that virtual private network helps secure the communication between himself and his employees. And there's data breach solutions — should the worst happen, should he get hacked, should his infrastructure be breached, right? There are solutions and support for that. So a very, very powerful package for logistics company owners.

[18:20] And for the truck drivers, right — you've got unlimited 24-7 telehealth with zero co-pay, obviously incredibly powerful. Mental health therapy, zero co-pay, right? Gold star. Coverage for up to eight family members, prescription, dental and vision discounts, $10K ID protection. You've seen the benefits chart and the comparison of all the benefits. HealthSense for the employee absolutely over-delivers times 100.

📌 Targeting Decision Makers — The Dual-Value Pitch

[18:53] Vanessa: So targeting decision makers. When we're trying to reach out to the logistics companies, your message must address the owner's personal risk while solving the business problem of driver retention. We want to hit them with both — like a left and a right. This is going to help you. It's going to help you with the services you have access to. It's going to benefit you with retaining happy, healthy employees. Either they don't quit, and then they stay healthy and they're able to keep working. Pitch BusinessSense protections for the owner and HealthSense benefits for the drivers. This creates a compelling value proposition that traditional insurance cannot match because we're not insurance. We're so much more — the benefits package is so much further-reaching than just insurance, right?

[20:02] So introduce the dual benefits of driver retention and owner liability protection. There's a no-work factor — emphasize that Allutional handles all the admin, requires zero HR. If you know your employee's email address and name, good to go. That's really all we need. And Allutional — even white-glove service with Bethany, who's a little under the weather, but I know she can hear me — I need help because I'm going to make the assumption that truckers aren't maybe super techy. Allutional has that white-glove service where they will onboard employees for an employer. Of course, of course we're going to help you. And the pivot — ask for the right contact while reiterating the core value proposition. If in your outreach you're not getting a positive response or traction with somebody, the best thing to do is to just ask for an introduction to the right person.

📌 Three-Touch Cold Email Sequence — Logistics Outreach

[20:53] Vanessa: So with that, here's a draft sample email sequence that you can use to get the attention of and start a conversation with those logistics companies. So our subject is “Retention + Protection for [Company Name].” Remember, always personalize, customize as much as you possibly can with whatever data you do have at your disposal. Merge in the company name. And really the psychology behind that is — when you see your own name or your business name, it just grabs your attention. It helps you stand out in the sea of emails in your inbox. And it makes it feel like “okay, this is a message to me, not to 100,000 other people,” right?

[21:38] “I'm reaching out because I help logistics companies tackle two major headaches — driver turnover and business liability.” First thing we're gonna do is communicate to the decision maker — I understand your struggle, I'm not going to waste your time. Right out of the gate, these are the two things we solve. We've done the industry research, right? We know that these are the two biggest, most impactful problems facing logistics companies. I didn't pull that out of thin air, that's market research. “We provide a $39.95 per month benefits suite that gives your drivers 24-7 telehealth, family coverage on the road, while giving you, the owner, a million in ID theft protection, legal services, and business security monitoring.” Again, these are the benefits that research has shown to be the most impactful. So we're not overwhelming them. The Allutional Benefits package is so big, right? Honestly, if you're just listing everything, it becomes a wall of text and it's just overwhelming. But these are the benefits that most directly impact this industry, so that's why we chose them for this email.

[22:54] “Rivals plans costing $264 a month.” That comes from our comparison chart — the Allutional comparison chart where we took all of the benefits provided by Allutional and we priced them against the national leader and what those individual services cost. And when you put it all together — that's a chart in your marketing materials, you have that, you can use it — it comes up to over $264. So completely validated math here. The $39.95 per month rivals plans costing $264 a month, with zero co-pays and no minimum employee count. “Give me a moment to show you how this dual-benefit structure works.” So that's the first email — you're really laying it on the table, and it's attention-grabbing and direct.

[23:42] Let's say you don't get a conversation out of that one. Let's wait two days and send another one. “No HR staff, no problem.” Straight away we're addressing — you're an owner-operator, you're not big, you don't have a million staff, a bunch of admins and office workers running around taking care of things for you. We're going to keep this easy. You don't have HR, you don't have that staff, no problem. “I know keeping trucks moving is your priority, so we handle all the benefits administration for you.” Right off the bat, we are not asking for your labor or time. We're delivering, we're giving, we're not asking, we're not taking. Strong first sentence.

[24:22] “This package keeps your drivers loyal with $0 co-pay doctors and therapists anywhere in the country” — because they're going across state lines — “while simultaneously protecting your business assets with legal plans and dark web monitoring. No long-term contracts, and it works whether you have one truck or 50. Should I send over the breakdown of what drivers get versus what you get?” Okay. And what we did here — very easy yes. “Yes, send it over.” No commitment, “yes, send it over, sure.” What you've done is you've broken the ice. You've got their attention. Now, when you're monitoring your emails, you also know that you broke the ice, that you got their attention. So what do you do from here? If this is the email they respond to — ooh, yes, absolutely send them back their information. But let's switch. Let's make a phone call. Right? Let's put together a personalized plan. Let's make some custom marketing materials for this specific business. Let's do an evaluation. Remember, when you break the ice and you get their attention, that's when we pivot into — this is my lead, right?

[25:26] Third follow-up — if that didn't get them, now we're going to pivot into “is this even the right person?” “I may have the wrong contact for [business name] regarding driver benefits and business liability protection. Is there someone else handling retention or fleet operations I should be chatting with? Could you let me know or CC them here? Otherwise, just let me know if you're interested in the details of how we protect your business assets while keeping your drivers healthy and on the road.” Again, easy yes. People love to get something off their desk, right? So maybe they see this and they're like “oh, you know, this is probably beneficial, but I don't deal with it. I'm going to give this to Cindy Lou Who.” But because Johnny transferred it to Cindy and copied you — endorsed you — Cindy is receiving the information more as a directive rather than cold outreach. And because you are copied on the reply or connected with Cindy, you again know you broke the ice. Now we change the approach, right?

📌 Q&A — Following Up After Email, Phone Calls, and the Warm Handoff

[26:38] Vanessa: Let me check my questions. “Are you not able to reach them by phone? Okay, if you're not able to reach them by phone, what do you suggest sending them?” Kenneth, great question. So are you asking — after they've responded to email, then you reach out by phone and you can't reach them then? Yes, okay. Well, you know they're getting your email. So I would say “hey, here's the information you requested. These are my available times where I can review this with you in person and answer your questions.” Don't leave it open-ended — suggest times, share an appointment book calendar link, right? And then pepper in maybe case studies or some factoids or statistics about how — like what we covered at the beginning — “I know that it costs you up to $20,000 if you lose an employee and have to train another one. I wanna help you keep that money in your pocket,” right? Something that is dollar-amount driven, relevant to the company, that shows you know what you're talking about. And again, offer that you are solving a problem specific to them. You're aware of the problem, you've evaluated the solution, you've determined that your solution is appropriate, and you're willing to give it to them, right?

[28:03] So yeah, follow up with an email. You have their mailing address. If you know the name of their business, you can get their mailing address. Put together a package of information, an analysis. AI is your friend with this stuff. Plug in, have AI research the company and put together a proposal for you. Use their logo, make it personalized. Grab some pictures from their website to put in a custom flyer. If you've got a response from them, it is absolutely worth that little bit of extra effort to take it from mass outreach to personal pitch, personal presentation, right? So yeah, I'd follow up with an email and I'd put together a physical mail document, package, proposal, and I would mail it to them — like “following up on our email conversation.” Does anybody else have thoughts on that? That's just what I would do, right?

[29:00] So the golden rule — don't sell via email. Your only goal is to move the conversation to a phone call. Or, as Kenneth points out, sometimes they just want to stick to email and that's fine. But have a back and forth, don't drop your link in cold email. It hurts your deliverability and it's like a neon sign blazing “I'm selling you something, I'm selling you something, I'm selling you something.” So just try to initiate a conversation, okay? So they respond back — again to Kenneth's question, if you can't get them on the phone — they respond back and you say “great, great to hear from you, you want more information, here you go. I'm free at 2 p.m. or 10 a.m. tomorrow for a quick five-minute chat to see if this is a fit for your fleet,” right? We're keeping it easy breezy, right? I'm not going to take an hour of your time, I'm not going to hard sell you, I'm here to answer your questions, five minutes. Pick a time, okay?

[30:02] And the post-call follow-up — email them. “Thanks for the chat. As discussed, I'm attaching the breakdown showing exactly what your drivers get” — your HealthSense information, right — “and the million-dollar protections you get” — BusinessSense. “Let me know when you're ready to enroll,” right? And again, at any time when they're ready to get more into the nitty-gritty than you are comfortable having the conversation, having them fill out the form on your agent page gets them set up with Bethany and the internal team, right? So if you've got them on the phone and they're asking these questions — “hey, let me connect you with your Allutional account specialist. Let's get you set up with the time to talk to Illusion directly.” Getting them to your form — that's called a warm transition, a warm handoff. Okay? Because then they understand that by filling out that form they are gonna get that immediate follow-up call that is beginning the process, and they are expecting the phone call. If they don't go through and enroll immediately — hopefully they do — it allows Bethany and team to come into a warm conversation where they're not surprising the person. They're not having to go through introducing themselves or doing a pitch of why I'm calling. Like “hey, you requested this call,” right? So you can carry the ball down the field towards the goalpost as far as you're comfortable, and then handing off through simply the form on your site will get them over to Bethany.

[31:53] Okay, and that's it. All right, so do we have any questions? Anything I can go into? It doesn't have to be about what we learned today. Oh, and Bethany says if you let her know that they're coming, it's super helpful for the handoff as well.

[32:09] Bethany: That's great. So if you have any information after you've had this conversation via email or via phone, and you know that they filled out the form on your page — send in a quick support@Allutional.com message to Bethany and just say “hey, I just had a really great chat with Mike at ShippersRUs” or “two guys in a truck” or “two studs in a van” — you know, those movers and shakers and logistics and all those folks — let her know. Then she can do a little background, she can be ready, she can make that call, and the two of y'all can work together to make a lead into a deal, right? It's just shuffling a few letters around. Turn a lead into a deal. I don't know if it's corny but I think of it every time.

[33:14] All right, so I'm gonna — yeah, it's the same letters — L-E-A-D and D-E-A-L. We just gotta shuffle around some letters. Turn that lead into a deal.

[33:26] Bethany: Yes, like Vanessa said — it is when you guys give me the low-down of the conversation you've already had, it helps me and the customer to not have to repeat things that you've already covered with them. And it just kind of gives that credibility of like “hey, I know you were talking to Ken, and Ken asked me to reach out.” It continues that credibility. Awesome.

📌 Live Endorsement — Mark's 20-Year Industry Perspective

[33:53] Vanessa: All right, so what do y'all think about the logistics company as a hot target to go after this week? On a scale of one to five, is this a good idea? Five means it's a great idea. One means it's terrible and I'm never going to do it. Okay, Mark says five — and Mark was in the business. Okay. I would love to hear — you said you were in this business 20 years ago, were you driving trucks? Is this a service — if your employer had given this to you, would this have made you happy? Would this have impacted your relationship with the job? Would this have improved your life?

[37:00] All right, I'm going to take a sip of water, but any questions you've got for Mark, pop them into the Q&A and I'll read them out and help Mark answer all of our questions. He's becoming our one-stop shop for this. I mean, I couldn't have hit the nails more squarely on the head, honestly. So I'm very excited to have Mark's input here.

[35:01] “I used to own 50 trucks and yes, this would have been a great benefit.” Okay, that's it. The universe spoke to me when they said that I should research logistics, and I think it was Mark's energy, because to have somebody who had 50 trucks, so tons of drivers, right? That is quite a get if someone brought this to Mark and was able to present this in a beneficial way. For him to say that he would have covered 50 trucks worth — that's about two grand a month, Bethany? $39.95 times 50 — it's about $2,000. I have a tendency to throw an extra zero on things, so it's not $20,000, but $2,000. And if you find 10 of them — like Bethany says — I mean, rocking and rolling.

[36:27] Mark, is there anything that stands out that someone could have said to you that really would have spoken to your heart and pocketbook and wallet that maybe I didn't say? Is there a better approach? So 20 years ago, it cost over $2,000 per month — I'm going to say this very slowly — per employee, just for health care. 20 years ago, it cost more than what could cover all 50 trucks today with this benefits package. That's incredible. Absolutely insane.

[37:51] I'm not sure if he's typing or doesn't want to tell me the secret message because he wants to use it himself. I get it. I respect it. Game recognizes game. “I just know this option was available — it would have been a great option for him back then. So he definitely would have jumped on this if it had been presented.” No, that's excellent. Excellent news.

📌 Closing — List Usage, Facebook Messenger Marketing, and Call Schedule

[38:29] Vanessa: Bethany, if you don't see any Q&A, if there's nothing that you want to send a message out — Allutional-wise — I'm going to render this video and put the email marketing, the email from the slides, into a document and share that with everybody in the Small Business Advantage membership area so that you can use it. I would love to see a sudden flood of requests for logistics, trucking, moving companies in the Done For You staff requests. And I can get you out those lists, and I can get you out the email, and y'all can start reaching out.

[39:08] Remember, the lists you get aren't exclusively for email. They include email — you can use cold email outreach — but they also include phone number, physical mailing address, Facebook page, LinkedIn page. You can send DMs, you can send LinkedIn messages, you can do flyers, mailers, postcards, phone calls, you can go knock on doors. The contact lists we give you — you can make Facebook ads and run lookalike audiences. This is your information to do with whatever, however you want to market. Use this list however you see fit, whatever you prefer, whatever your approach is, go for it.

[39:58] A lot of us use cold email marketing, so that's usually how I go into it at first. I love it as an icebreaker. It is the most cost-efficient way to market for sure. I don't encourage folks to go out and learn Facebook ads and drop thousands and thousands of dollars on ads when — if you're working small and direct and you've got their Facebook page — go to their Facebook page, send their business a DM, right? Facebook Messenger marketing is one of the most under-attacked, under-targeted methods that I've seen in all my years in business. I get spam emails trying to sell me stuff at four or five different corporate email addresses. I get emails from all of them trying to sell me something. But what I do not get is — I'm the administrator on those Facebook pages, LinkedIn pages, Twitter pages, Instagram pages. Nobody's trying to sell me anything there. I get the reels in my feed, but direct messages? I'm just saying, there's no noise there. So I love that as an approach, especially to a follow-up. Ken, how you were saying “what if they don't answer the phone if you call them after an email?” Send them a DM, send them a LinkedIn. Can't hurt, right?

[41:34] “What is the schedule for monthly meetings? I thought it was the first and third Thursday.” Yes, it is. Crazy — this being our first month doing first and third, I was out of town on the third week, last week. We did shift this — we didn't want to skip, so we just pushed it. Luckily there was a fourth Thursday in June. I am so sorry for the confusion. It is the first and third. So next week will be the first Thursday in July, so we'll meet next week. Then we'll skip the week after the fourth, and then we'll be back, right? And I'm gonna be diligent in posting — at the top of the month, I'll say “calls this week are July —” and to add also, because I know Phyllis, you asked about the content of the calls — for the first call this month, Vanessa was sick. And for the quote-unquote third one this month, I'm sick, so we did alternate a little bit. Because usually with the company updates, I'll handle that a little more and Vanessa is going to help with the sales. We are doing a hybrid for the most part. We're trying to give you guys a little bit more of an agenda. But also know that it's going to be fluctuating a little bit depending on what we can do to provide you guys the most value when one of us is a little bit out of commission.

📌 Allutional Website Updates — Conversion Improvements and Onboarding Form Changes

[43:03] Bethany: Right. I just want to add — I know Vanessa, you said if there were any Allutional updates. Unfortunately, I don't have anything world-changing to offer, but I do want to point out that we've been getting a lot more conversions from the new website. It does seem to be doing and performing very well. So that's really good feedback. And then — sorry, excuse me — we also have updated, if anyone has noticed, we updated the flow of the onboarding form on the website. The first page of it now is just the email, name, phone number, and something else that I can't remember now, but we limited it and kind of broke it up a little bit. So if they just submit the first part, there's less questions for them to have to answer and we're noticing that people are submitting a little bit more with that. So that's helpful to know as well, that we are always trying to figure out how to get them in the door and not overwhelm them. So if you see the change on the onboarding form on the website, that was the reason for it. And it does seem to be performing well also.

[44:07] Vanessa: That's great news. It really just drives home the point that you were making last time we were on — that Allutional doesn't make decisions by vibes, it's data-driven. I'm the first to say I've been wrong. I know what works on me, I know what gets me to buy something. But that doesn't mean it works on the majority of people. The fact that you are taking real data to drive your decisions — fantastic. So thank you for that, Bethany.

[44:39] Bethany: Absolutely. I know there's been a little bit of concern from some of you guys on what we were doing and what we were changing and things like that. And believe me when I tell you that I didn't disagree with a lot of the things that were said — in my personal opinion I'm like “this doesn't seem like, why would this work?” But actually getting it out there and seeing the results — I mean, we have almost four or five X'd our views with the new SEO and the new layout, people are spending more time on the page. We haven't had anyone that submitted their information and then was like “oh well, it seemed like a scam,” which previously we were kind of experiencing a little bit. And getting that, building the brand is the biggest thing so that when you guys do send people to the page, that credibility is there. That's super helpful.

[45:33] Vanessa: Awesome. All right, Bethany, well I hope you feel better and we'll pick it up again, we'll have fun next week, next Thursday. So looking at the calendar, we've got the second — July 2nd — nothing on the 9th, and then on the 16th. So I'm going to put in the Facebook group that schedule and our planned itinerary. We're trying to give you as much structure as possible. Bethany and I both do very sincerely appreciate your flexibility and the grace that you give us when things change. We do our best to show up and give you high-quality content every single time. And your participation, your being here live, and the feedback and the questions — as you can see, just having Mark here today upped the value like times two. So I really appreciate you guys coming to the calls even when the schedule gets a little wonky. So keep showing up and we're gonna keep showing up for you. But other than that, I hope you have a fantastic rest of your week. Bethany, again, hope you feel better soon and we'll see you next week. Thanks so much everybody. Y'all have a great week. See y'all soon. Thank you. Bye-bye.