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如果这是一份全职工作，没有员工，你每天可以赚几千美元。 >> 是的，百分之百。我有些日子能赚 6000 美元，7000 美元。 >> 我现在脑子都要炸了。我为所有在网上卖课的自动售货机大师们感到抱歉，但这东西客观上要好得多。你不需要花 3000 美元买一台坏掉的机器，也不需要花 1000 美元买一个坏掉的信用卡读卡器。你得一直更换零食。你可能会失去一个地点，你得测试 12 个不同的地点才能知道哪个地方可行。这更好。就是这样。这是完全一样的商业计划，但我的计划是每个月往店里放 800 美元。而那些自动售货机，>> 它们每 4 个月才做一次。>> 没人想到这个生意，这太疯狂了。>> 这是人们可以完全零成本开始的生意吗？>> 你真的什么都不需要。>> 自动售货机生意靠边站吧，因为我找到了比你们好得多得多的东西。你可以完全零成本开始。我是认真的。我知道你在想什么。谁在骗点击？不。我是认真的。而且你每天可以赚 3000 到 10000 美元，而且没有员工。哦，而且你身处蒙大拿州中部，鸟不拉屎的地方。它仍然有效。你不需要购买设备、自动售货机或信用卡读卡器。你不需要经验。你不需要一大堆行业人脉。你只需要一个互联网连接、一部手机和一点努力。上周，我在 YouTube 评论区看到一个叫 Forest 的人，他说：“Chris，你得采访我。我有一个生意，你的粉丝们会想听听。”我有点翻了个白眼。我经常看到这种评论。但后来我深入了解了一下，我的天，这家伙每个月能赚 5 到 6 万美元，而且他才做了大约一年。净利润率 30%，各位。他第一个月就赚了 20000 美元。而且他几乎零成本开始这个生意，因为你的客户 10 天后才付款。而你 14 到 21 天后才需要支付账单。这就是你可以零成本开始的原因。每一个客户每月都能带来 55000 美元的经常性收入。这是你一直在等待的“沧海遗珠”特辑。请认识 Forest。你会喜欢的。好了，Forest。这是你的故事。如果我说错了，请纠正我。你从科罗拉多搬到蒙大拿，因为你妻子想搬，而你是个好丈夫。你在蒙大拿州的比林斯一个认识的人都没有，但你说：“我要开始向加油站销售零食。”在你生意第一个月，在一个全新的、偏远的地方，你做了 20000 美元的销售额。到第七个月，或者六个月左右，你每个月收入超过 50000 美元，并且还在增长。是这样吗？>> 是的。事情就是这样发生的。>> 好的，这是一个令人难以置信的故事，这就是我们谈话的原因。那么，欢迎。谢谢。好的，让我们回顾一下。你在科罗拉多的时候，你的背景是什么样的？你故事中的哪些部分导致你在蒙大拿做这样的事情？>> 是的。我开始的时候和很多人一样，或者说在这个行业里不算很多人，我在百事可乐、可口可乐公司工作，只是一个促销员。我只是把东西往货架上塞，然后慢慢往上爬。告诉我们促销员是做什么的，因为我认为大多数人不知道，用通俗易懂的语言说。>> 是的，通俗易懂。促销员就是你有了产品，需要把它放到货架上。在这些大型超市里，大多数时候商店不会自己去补货。这是分销商之间的协议的一部分，比如“我会帮你补货”。我慢慢往上爬，最终在可口可乐公司工作了很长时间，然后我开始在 Bang Energy 能量饮料公司工作，当时它正处于爆发期。>> Bang。哦，那些>> 酸味糖果曾经是我的救命稻草，伙计。>> 是的，我参与了它的崛起，也参与了它的崩溃。所以我职业生涯一直都在分销领域工作，然后我得到了第一份在一家初创饮料公司工作的机会。>> H>> 他们在科罗拉多，他们基本上说：“嘿，我们有这个品牌。去赚点钱吧。>> 去卖掉它。”>> 是的。我们一分钱没赚到。让我们赚很多钱。所以我去了分销商那里。我一直都是分销商。这次我不是。我实际上是品牌方。我最终把那个品牌做得很好，找到了很多不同的分销商。然后我学会了寻找哪些分销商，因为当你有一个品牌时，你并不总是想要最大的分销商，因为他们有无数种产品。他们无法专注于你的一个品牌。所以我开始寻找那些较小的分销商。时间流逝，我做了一段时间，然后我得到了一个机会。科罗拉多有一家失败的企业。失败了。那个人只是想摆脱它，他卖的是糕点，我告诉我妻子，我说：“我认为我可以让它赚钱。”她说：“嗯，它不赚钱。”我说：“嗯，我认为我可以让它赚钱。”>> 是的。是的。我就是为此而来的。>> 是的。所以我给了它一个机会。我辞掉了工作。那是我做过的最好的工作。那是一条路线，我开始发展它，然后我让我妻子辞掉了她的工作，这样她就可以来帮忙了，她非常兴奋。所以我们经营了那家公司一段时间。>> 我喜欢你说的每一句话。让我澄清和总结一下。好的，所以你在科罗拉多。你为之工作的这些工作，百事可乐和可口可乐，基本上是入门级的，对吧？你不需要学位。你在卡车里。我猜你把饮料卖给超市和加油站，对吧？>> 是的。>> 好的。然后这家初创公司找到了你，他们说：“嘿，你在这方面似乎很不错。来卖我们的饮料。”那怎么样？成功了吗？初创公司成功了吗？你在那里成功了吗？>> 是的，非常成功。所以，那是一款镁含量 CBD 饮料。>> 好的。>> 我认为它现在仍然是全国排名第一的 CBD 饮料。我是说，它很大。>> 我离开了。我仍然拥有它的一些股份，但很酷。我仍然和他们保持联系，但我自己想做点什么。我一直在看到我带来的所有钱。我说，我可以为自己做这件事。>> 我也想要一些。是的。>> 是的，那些钱看起来很棒。所以，>> 他们说：“恭喜你，Forest。这是你每年 70000 美元的薪水。”而你说：“非常感谢，我非常感激，但我去年为你赚了 380 万美元。”>> 对吧？我只是在编造这些数字，但工作通常就是这样。你看，你会想，“嗯？”然后你知道在其他生意里，比如你卖一个小玩意儿。你会想，“好吧，是的，我创造了所有这些价值，但我不想要筹集资金来创造一个小玩意儿并制作原型，那不是我。我对我这份工作很满意。但在其他行业，比如分销，你会想，“等等，什么？我认识那个人。我认识那个供应商。我知道那些路线。我知道如何与人打交道。我没有竞业协议。我真的不需要钱。我为什么要继续为别人做这件事？你的想法是这样的吗？>> 是的，百分之百。因为，正如我所说，当我第一次接手那家初创公司时，那家初创饮料公司，正如我所说，他们一分钱没赚到。它不在任何一个账户里。我只是不停地敲商店的门，像推销员一样，“嘿。”我给了他们我的说辞。然后我把它发展到了>> 数百个账户。>> 我认为仅在科罗拉多，我们就开了八家不同的分销商。所以我说：“我可以做到。”你是冷呼叫分销商，还是真的敲加油站和超市的门，或者那是什么样的？>> 全都包括。所以，很多分销商不会随便引进一个随机品牌。所以我所做的就是，我会联系像区域性客户或任何客户，让他们卖出去，然后现在我有了卖出去的业务，我就会去找分销商。我说：“嘿，我需要有人为我向所有这些商店销售。”所以>> 是的，你说客户，你是说一个拥有七家加油站的人。>> 是的。那就是一个客户。你卖给他们。然后你就可以去找分销商 A 说：“嘿，伙计，我在这里，我们是全新的。我们在七家加油站。他很喜欢。他卖得很好。他订购更多。你想接手我们吗？”大概是这样吗？>> 是的，百分之百。>> 当然，你得让它卖出去，对吧？它必须真的卖出去，还是仅仅因为它在商店里就有足够的合法性来吸引分销商？第一步就是把它放进去，因为你得让客户认识它，然后让他们试一次，然后在那一次之后，希望会有更多的销售。>> 好的。但你有点像，直接去找分销商，对于一个新产品来说，这似乎说不通。你得从底层做起，对吧？而百事可乐或可口可乐，你知道，你从第一天起就有品牌名称和合法性。>> 这就是难点。很多初创品牌和产品，他们先去找分销商。分销商不会关心卖你的产品。他们会说：“我们从已经卖得很好的产品中赚了很多钱。为什么我们要拿走那个位置来放一个未经证实的东西？”是的。所以，你必须证明它。>> 是的。然后当他们看到一点证据时，他们会说：“这可能是下一个 Bang，下一个 Celsius。”>> 而你当时是在推销梦想。>> 百分之百。是的。>> 好的。好的。然后你去做糕点生意。你花了多少钱买的？免费的吗？还是卖家融资？那笔交易是什么样的？我能说会道。所以，每次我去商店，我都会和每个人谈论每一个生意。我说：“谁带来这个？谁带来那个？”我有点爱管闲事。我只是好奇。人们一直在抱怨这家糕点公司。他们说：“他们卖得很好，就是拿不到。”>> 所以，我得到了老板的电话号码，打电话给他。>> 他们经营不善。>> 是的。经营不善。他已经受够了。我花了 15000 美元买下了它。>> 现金。>> 是的。>> 你是怎么找到卖家的？你只是打电话给包装上的电话号码吗？那不是他的糕点。他只是买的。>> 他只是个中间人。>> 他只是个中间人。他只是个分销商。>> 是的。所以我从他那里买的，他没有真正的数字。他给我的数字太离谱了。我说，这不可能，他没有经营这家公司。>> 你只是凭着好意和握手就买了。而你看到它在商店里。你知道店主自己告诉你它卖得很好。这就是你的尽职调查。我认为很多人在听这个，感到焦虑，“你怎么能做到？伙计，如果你想要一笔改变人生的巨额交易，有时你得做这种事。就这样。就这样。如果你想要一笔体面、规范的交易，在 Bisby（Bis）上挂牌出售，好的，让我发给你你的演示文稿。让我们谈谈。见我的律师。你得不到一笔交易。你就是得不到。这就是权衡，对吧？>> 是的。所以，这个产品是，它是一家加州的烘焙坊。我们把它运到科罗拉多。我们>> 好的。租了一个冷冻仓库，基本上我去了所有的商店，然后转售它，我说：“嘿，我是新来的。我来为你服务。”>> 是的，>> 我们把它做得很大。它从一条小路线变成了一条大路线，而且它开始流行起来。到了我们忙不过来的地步。我喜欢它。我真的不想雇佣员工。和我妻子一起工作很酷，她怀孕了，我说：“太好了，我让她留下来。”那是我们的第二个孩子。所以我说：“嗯，让她在家带孩子。”所以，我们卖掉了一条路线。>> 好的。>> 只有一条路线，我还在经营另一条。所以，有人想要。我以极低的价格卖掉了它。>> 就像你在 Bisby（Bis）上看到出售的玉米饼路线、联邦快递路线一样，它们总是两到三倍的利润倍数，对吧？你做的就是这个。是的。>> 好的。你不想放弃它，因为那里有真正的价值，但你也有点像，也许你开始有点“闪光物综合症”了。>> 百分之百。我想不断引进新产品，这就是为什么我如此关注你的内容，因为我觉得我们在某些方面很相似。>> 我想发展这个生意。我想做所有这些事情，然后我说，“哦，那边看起来也很有趣。”所以，是的，我们把它卖掉了，而且做得相当不错，只用了大约一年时间。你介意分享一下数字吗？你是否愿意分享加州烘焙坊的名字，还是你宁愿不分享？>> 那家烘焙坊叫 Bone Appetit。>> 什么样的糕点？>> 所以，他们的主要竞争对手显然是 Little Debbies 和 Hostess 之类的。但他们有甜甜圈，然后他们的大特色是丹麦酥，一种包装好的丹麦酥。>> 那是他们闻名的东西。>> 是的。而且我的意思是他们做得很好。只是当你开始经营一家企业时，你会发现你不喜欢的东西。日期是一个大问题，因为它是糕点。所以，我们损失了不少。>> 无论你是否订阅我的频道，你观看这个视频并不意味着你已经订阅了。YouTube 会向你展示内容，即使你没有订阅。超过一半观看我视频的人都没有订阅。如果你能订阅一下，对我来说意义重大。非常感谢。我曾经经营过一家新鲜面包店，它只有五种成分，没有防腐剂。我们的面包保质期是七天，经营起来很困难，对吧？他每周都要从超市买回数千美元的面包。总之，这个产品的单位经济效益如何？你买的是什么？你不必详细说明所有糕点，但大概来说。你买一个 2 美元的糕点，卖给加油站 3 美元，他们卖 4 美元。它看起来是什么样的？>> 是的，差不多就是这样。我认为当时在扣除所有费用后，最后的净金额是，我做的每一个甜甜圈能赚 40 美分。>> 好的。所以，也不是什么大事，但它就是累积起来了。所以，每个甜甜圈大约 40 美分。然后我们卖的，我是说，两条路线加起来，在开始出售之前，大概有 80 万美元的毛利润>> 在你开始出售之前>> 只是卖甜甜圈，还是在你开始出售路线之前？>> 好的。>> 我认为我们的最高纪录是大约 80 万美元。所以，当你接手这家公司时，你并不知道收入是多少，但大概是多少？每年 50000 美元，100000 美元？>> 是的，我会说大概是 100000 美元的毛利润。然后你可能净赚，我不知道，30000 或 40000，也许。>> 所以，你买了一家年净利润 30000 美元的公司，这相当于一家 100000 美元的公司，花了 15000 美元。>> 是的。>> 好的。所以，这太不可思议了。就此打住。我不在乎老板是否经营，是否可扩展。我不在乎结构如何。这是一笔很棒的生意交易。我猜老板自己什么都做，这就是为什么它看起来很混乱和糟糕。>> 是的。他试图雇佣一些人，但他雇佣的不是对的人。所以，是的。>> 他有全职工作。他以为>> 他是第一次拥有企业。他会想，“我只要雇人去做就行了，生活就会很美好。”事实并非如此。>> 所以，>> 是的，他只是想把它外包出去，对吧？就像，是的。>> 我只想要被动收入。这就是我在这档播客上一直说的。就像你必须了解和理解，并在细节中摸爬滚打，然后才能外包细节，否则你就会像这样。我是说，他在这家公司上损失了 85000 美元，因为他没有这样做，对吧？如果他把它挂在 Bisby（Bis）上出售，标价 10 万美元，一两年后它可能还是以每年 15000 或 20000 美元的价格出售，对吧？>> 是的。>> 好的。所以，你用了多长时间把一家年收入 10 万美元的公司发展到 80 万美元？大约两年，也许。>> 两年。好的。所以，你在两年内将一家 10 万美元的公司扩大了 8 倍，而你花了 15000 美元购买，对吧？>> 是的。>> 80 万美元的年利润是多少？>> 这就是看到 80 万美元的难处。哦，天哪。但我想>> 当然。哦，没关系。>> 我想我们大概有 18 万美元。>> 这很好。现在，你有员工吗？>> 没有。所以，我没有。基本上，我这样安排的，关于送货日。每周一是我仓库送货日。我带家人。我们一起把货盘放好。>> 这太棒了。>> 这对刚开始的人来说非常好。每个人都想租一个大仓库，做所有这些事情。我会联系很多储物单元，找到有员工在那里工作的。>> 好的。是的。>> 我所有的送货都是由在那里工作的人接收的。所以我从来不用在那里。>> 因为这是一笔巨大的开销。蒙大拿州很大。我可能要开两个小时的车才能收到货。我不可能在那里。所以，这个地方，这就是我多付一点钱的原因。但他们会进去接收订单。他们会检查。他们会做所有这些。>> 太聪明了。毫无疑问。你不需要 W2。你不需要合同工。你只是多付一点钱给仓储，他们会帮助你。>> 是的。更省心。>> 嗯，这是另一个去本地化的证明。就像，如果你去 Extra Space 或其他大型全国性品牌，他们可能不会这样做，或者不关心。但即使他们有现场工作人员，但我猜你用的是一个更本地化的储物单元，那些很容易找到。>> 非常容易。有几家我可以选择。我只是打电话，去了几家，他们说，我意思是，这里有很多其他公司也做同样的事情。他们只是放下货，然后就走了。所以我多付了一点钱，但值得。>> 是的。所以，那个人实际上会核对，他们不仅仅是接收和签收，而是确保你收到你期望的所有东西。>> 是的。尤其是如果你和他们交朋友，你只是告诉他们，“嘿，你能稍微检查一下吗？”他们会说，“是的，没问题。”>> 是的。好的。所以，周一你接收来自食品品牌的货盘和箱子。你从周二到周六都在送货。>> 是的。所以，实际上，产品在一周内就会出现，因为你可能已经和他们合作过了。送货司机将在他们想来的任何时候出现。>> 但周一是我的“办公室仓库日”。我什么都不卖。我只是去仓库，有货盘，我把它们放好，确保我的卡车装满了。我只是为这一周做准备。>> 你不必猜测订什么货。就像你在下订单，你订购的是你所有订单的总和，对吧？>> 但你还得买回东西。你讨厌这样做吗？是因为东西会过期，还是只是生意的一部分，或者你喜欢它，因为即使它很麻烦，它也是你的竞争优势？>> 就像我说的，这是我的说辞，我卖的时候。我说：“嘿，我把所有东西都买回来。”我会的，>> 但我选择的大部分产品，我都是自己下订单的。所以我非常谨慎，如果我，我不会买回信用额度，如果我让别人下订单。我来管理。所以，我买回来的东西很少，说实话。如果我买回了什么东西，我不会，我把它处理掉。我们不再卖了。>> 如果你冒险尝试一种随机的牛肉干口味，结果卖不动，它也还有 6 个月才过期。所以，你可能不需要等。通常是两年。>> 两年。是的。所以，你只需要等。>> 是的。就等。付款条款呢？它看起来是什么样的？你的现金流转换周期看起来是什么样的？>> 是的。所以，我的大部分产品，我会说制造商，因为我通常是通过他们购买的。制造商，我通常设置的是 net 14 到 net 30。所以，两周到一个月才需要付款。然后我设置的大部分客户，当然，现金是最好的，就像，立即付款。但>> 大多数客户我设置的是 net 10。>> 哦。因为我每隔一周出现一次。我每 14 天出现一次。我想在下次送货前收到付款。>> 哦，天哪，你就像，你拥有了蛋糕，
并且也吃掉它。>> 是的。>> 就像，好吧，森林，但你知道，利润率很好。当然，你增长得很快。当然，你没有员工。当然。但现金流转换周期肯定会让你痛苦不堪。你就像，实际上，这叫做正现金流转换周期，我可以在支付之前收到款项。现在，我敢肯定有些人付款会晚。就像，它并不总是那么顺利。你得等银行给你钱，对吧？但总的来说，你在支付产品之前就收到了款项。>> 嗯。>> 那太棒了。你认为你什么时候会为这家企业招聘？>> 这很难。我喜欢这个。而且现在，就像我说的，这家企业全是关系。所以，我才一年多一点，所以这些关系仍然很脆弱，我还在这些客户那里成长。但我想说，今年夏天将是对我能做多少事情的一次真正的考验，因为去年夏天相当不错。去年夏天我只有大约三个销售日，因为我还没有那么多客户。所以，而且我还在获得新客户。我只是在这个地区，大约有 25 个客户。这是一个区域性客户。所以我刚刚加入。所以到明年夏天，我将有另外 25 家商店。我正在考虑明年夏天或今年夏天，我至少要找人帮忙，让他们和我一起去，这样我们至少可以可视化和准备。>> 这家企业在蒙大拿州已经运营多久了？>> 大约一年多一点，也许一年零三四个月。>> 好的。你有多少客户？>> 所以我现在快 100 个了。所以我大概有 94、95 个客户。>> 100。好的。计算一下，包括一家拥有 10 个地点的加油站。这算作 10 个客户还是一个？>> 那将是 10 个。>> 你目前的月收入是多少，大概？>> 大约 50。>> 那是每个客户每月 500 美元吗？是这样吗？>> 是的，那可能是一个不错的平均值。我的一些客户速度较慢，所以我可能会跳过他们的，但是的，作为平均值。>> 一个人需要多少钱才能开始这样的生意？>> 好的，我经常收到这个问题。而且我认为一旦你找到了你想卖的产品，你只需要联系他们，问他们最低订购量是多少，因为你是批量购买的，这就是你获得折扣的原因，对吧？所以我的第一家牛肉干公司，他们有不同的等级。你买得越多，价格就越便宜，但他们有一个 2500 美元的订单选项。所以，这还不错，因为他们会给你免费的架子。2500 美元只是一个，你卖了四个架子，产品就没了。所以>> 哇。是的。>> 对。所以，你卖了那四个架子，你刚刚买的所有产品现在都没了，卖掉了，而且你通常每隔一周去你的商店。所以，希望到那时你就能拿到钱来下下一个订单。下一个订单将帮助你获得新客户，也有助于你补充现有客户。这就是我从零商店成长到现在的方式，我就是这样，我把从新客户那里得到的每一美元都用来开几个新客户，补充我现有的客户，然后慢慢地成长。>> 一个人需要什么样的车辆？他们可以用汽车开始吗？比如，我想象一箱牛肉干可以放在一辆起亚的后备箱里。>> 我认识一个做糕点生意的人，他只有一辆 SUV。嗯，只是一辆 Suburban。但是的，我的意思是，你可以拥有任何东西。我只有我以前的皮卡车，带一个封闭的拖车，我只是把可能建好的架子塞进去。我做了，但你只是把它放在拖车上，然后继续。嗯，你真的不需要什么。你有 100 个客户，每周要花多少小时实际送货以及多少天？所以，你是说每周七天中的三天，每天花三个小时，还是那是什么样的？>> 是的。所以，就像我说的，星期一是我的办公室。我通常不做销售，然后我每隔一周去我的商店。所以，有一天的我仍然需要加油，但我平均每天要去 10 到 12 家商店。而且，我的意思是，这取决于我开车的距离，每天需要 6 到 8 个小时。我有一个对我来说销量很大的地点。我开车去那里需要两个半小时，回来也需要两个半小时。那是我忙碌的一天。但除了西德克萨斯州之外，在最偏远的农村地区，比如说保守地说，8 小时的一天可以完成 10 次送货。这些送货每次价值 700 到 1000 美元，对吧？所以，一旦你有了客户，一天的送货收入就是 7000 到 10000 美元。其中，假设 10000 美元的收入，你有 2000 到 3000 美元落袋。>> 是的。>> 那太不可思议了。所以，理论上，如果这是一份全职工作，你有足够的客户让你忙碌而没有员工，你可以每天赚几千美元，自己经营。>> 是的，100%。尤其是在夏天。我的意思是，我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我我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And eating it, too. >> Yeah. >> It's like, all right, Forest, but you know, margins are good. Sure, you grew it really fast. Sure, you don't have employees. Sure. But the cash flow conversion cycle must kill you. You're like, actually, it's what's called a positive cash flow conversion cycle where I get paid before I have to pay. Now, I'm sure some people are late to pay. Like, it doesn't always work out that cleanly. You got to wait to get it from the bank, right? But on the whole, you're getting paid up front before you have to buy your products. >> Yep. >> That's beautiful. When do you think you're going to hire for this business? >> It's tough. I I enjoy this. And right now, like I said, this business is all relationships. So, I'm only a little over a year, so the relationships are still fragile and I'm still growing in these accounts. But I would say this summer is going to be kind of a a true test of how much I can do because last summer was pretty good. Last summer I only had like really three selling days because I don't have that many accounts yet. So and I'm getting new accounts. I just in this area it'll be about 25 accounts. It's a a regional account. So I just jumped on. So I'll be by next summer I'll have 25 more stores. I'm thinking next summer or this coming summer, I'm going to have to at least get someone to help have them ride with me so we can at least visualize and prepare. >> How long has this business been running in Montana so far? >> Like uh a little over a year, maybe a year and like three or four months. >> Okay. And how many accounts do you have? >> So I'm close to 100 now. So I'm like 94 95 accounts. >> 100. Okay. Count that includes like one gas station that has 10 locations. That would be considered 10 accounts or one? >> That would be 10. >> And what is your monthly revenue give or take right now? >> Around 50. >> Is that 500 bucks a month per account? Is that right? >> Yeah, that's probably good average. Some of my accounts are a little slower, so I maybe skip theirs, but yeah, as an average. >> How much money would someone need to start a business like this with? >> Okay, I get this question a lot. And I think once you find your product that you want to sell, you just reach out to them, ask them what their minimum order is because you you buy in bulk and that's why you get a discount, right? So my first jerky company I started, they had different tiers. Like the more you buy, the cheaper you get, but they had the option of $2,500 order. So which is not bad because they give you free racks. $2,500 is only a you sell in four racks, that product's gone. So >> Wow. Yeah. >> Right. So, you sell in those four racks, you that all that product you just bought is now gone, is sold, and usually go to your stores every other week. So, hopefully you get your money by then to place your next order. Next order will help you get new accounts and also help you top off the existing ones. And that's just how I grew from zero stores to where I'm at now is like I just every dollar I'd get from the new ones, I would open up a couple new accounts, top off my existing, and just slowly just grow. >> What type of vehicle does someone need? Could they start this with a car? Like, I would think a case of jerky could fit in a Kia trunk. >> I knew a guy that did the the pastry thing and he had just an SUV. Um, just a Suburban. But yeah, I mean, you could have anything. I just had my old pickup with an enclosed trailer and I just shoved maybe built you could build shelves. I did, but you just throw it on the ground right on the trailer and just go for it. Um, you don't need anything really. How many hours per week at a 100 accounts do you spend actually doing deliveries and how many days? So, like are you spending like three hours a day for three of the seven days a week or what does that look like? >> Yeah. So, like I said, Mondays is my office. I don't usually do sales and then I go to my stores every other week. So there's like one day I I still have to fill up, but I'm averaging like 10 to 12 stores a day. And that's I mean a 6 to 8 hour day depending on where I'm driving. I have one location that's big volume for me. I do about 2 and 1 half hour drive there, 2 and 1 half hour drive back. That's my big day. But in like the most extreme example of being rural other than like West Texas, let's say an 8h hour day to be conservative is 10 deliveries. Those deliveries are 700 to $1,000 a piece, right? So, seven to 10 grand of revenue in one day of deliveries once you have the accounts. And of that, let's say 10 grand of revenue, you're putting two to three grand in your pocket. >> Yes. >> That's incredible. So, like theoretically, if this was a full-time job, you had enough accounts to keep you busy with no employees, you could profit a couple thousand bucks a day doing this, running this yourself. >> Yeah, 100%. especially in the summer. I mean, I was I I would be doing some some of my days would be like5 $6,000 days, $7,000 days. And I mean, and that's just selling jerky. So, it's like and what what blows my mind is like there's a lot of people that will sell candy. I do candy and stuff too, but as just a filler, just I'm already there. Let's sell that store $100 of random candies. But the jerky, like I have a couple cases of jerky. I sell everything by the case. I don't pick ones and twos. They get the full case. And I have a couple jerky cases that are over $100. So, I sell them that one case. There's $100, $30 in my pocket. >> What type of software tools do you need to run this business? >> You don't really need anything. I went and got a cheap little invoice making app I pay like 10 12 bucks a month on. Um, but I know a lot of people I have a buddy that he handwrits his tickets. He goes and goes writes out each thing. I don't really like that just because that takes so much time and my handwriting is awful. I just use the app and I print it and it was when you have something a little more professional, it was easier to pitch myself to these regional accounts. That's it. I just have that one app. >> So, if someone were just getting started and all they had was a car. Might be tight fit, but theoretically they could fit it in a car. You know, I've driven hundreds of small packages to USPS in a car before. I've done it. You put it in the driver's seat, the back seat, the trunk, etc. You can level up by getting a hitch on your car. Go to U-Haul. Two or three hundred bucks. Get a hitch on it. Get a trailer, an open trailer because it's cheaper. Not ideal because it rains. Then you level up. Get an enclosed trailer. Then you level up, put shelves in it. Then you can get like a sprinter van if you want. At Texas Snacks, my gas station business, we we were going to do a big truck. Then we just got these big vans. It's just easier. It's all enclosed. It's nice, right? You just need a phone number, an internet connection, start calling. Is this a business that people could literally start with no money? Like just a phone? >> I think so. I just because usually when you get your your manufacturers, they most jerky companies naturally are 14-day terms. So that gives you 14 days to sell it. And like you said, if you just did it out of the car, you could at least fill up enough product in your car that fills up one rack. So you go to the store, >> they say yes, you sell them that $800 full, fill that rack. And if you have another store, just go back to your go back to your house or your garage where you have the product and just start over. Your days might be a little longer, but it'll be done. >> So, like if you have a car only, maybe you're inefficient. You just have to make multiple trips. Big deal. If you have a big day of deliveries, like 8 to 12 deliveries, you rent a U-Haul truck that day for 40 bucks plus 50 cents a mile or whatever, right? Like, there's so many creative ways to do this. Are you able to get 14-day terms? And for those listening, terms that just means you don't have to pay for 14 days. Are you able to get terms like that when you're brand new, just starting out from a a jerky company, or is that more unrealistic? >> For me, I I was able to, but I kind of sold myself. I'm like, "Hey, I just sold my last business. I'm moving here. I think I can get you in 40 stores." And I sold myself. And they go, "Okay, cool." And I led. I was like, "I would like to do 12 12week terms." At that point, they see the money. they're willing to kind of obl like do what they can to >> Yeah. >> to make this work. >> Now, do you think most markets are more or less difficult than Billings? >> So, I think there's two ways to think of it and there's like two different markets. So, there's going to be like in Colorado, there was a lot of stores, but also a lot of competition, right? >> So, you have a lot of opportunity, but you're fighting a lot of people on that space. But here in Montana, there's not a lot of stores, but there's not as much competition. >> Yeah, >> you you kind of pick your poison, right? So, >> out there, I was able to open up I mean, that's why I grew it so quick. There's so many accounts. >> I met a guy that owned 30 stores. So, that was like boom, once he said yes, I got 30. >> Yeah. So, 30. >> But here, there's not many people I'm There's not many distributors like me, but there's just not as many stores. So there's definitely a way to grow a business in both places and I've done it in both places. >> Yeah. Is this scalable? But like of course it's scalable. Like there's so many distribution businesses out there, Cisco, US Foods that are billiondoll businesses. The question is like how hard is it to scale? I would imagine finding people at this wage is it could be difficult. What what is like a standard pay for someone for in this industry for someone to take over your job so to speak? not to do the sales, but to just do the deliveries and maybe the reordering. >> Yeah. >> So, um I think it's definitely scalable. The first question you had, I would say you pay someone $50 to $60,000 a year to run a full route. And that full route gross should do like my route's not full and that's why I haven't done it yet. Should be around 800,000. It should be bringing in and you pay that person 60 to 70,000 50 to 70 to run it. But yeah, so it's definitely scalable. Like what's really cool about this, everyone always thinks that it's just a small business. It could be huge. Like you know Coke, most of the Coke Coca-Cola distributors you see aren't actually corporate Coke. >> It's just a company, >> third parties. >> A third party like I worked for Coca-Cola. >> Yeah. Same with bottling, right? >> Yeah. >> Coke doesn't bottle their own stuff. And a lot of the beer companies too, they are just a distributor that got that contract. Like I have a buddy, he got a contract with Red Bull. He sells Red Bull and he has a big operation and he started kind of like me and he just sold random stuff and then he was able to build out >> a nice territory and then Red Bull's like, "Hey, I need someone and there you go." So it could it could scale huge. You said if your route today was full in a more rural area, it'd be about $800,000 a year of revenue, right? For one route, >> I would say about that. >> And you said that 30% if you're doing it all yourself, 30% net profit margins are realistic, right? >> Yes. >> And especially it it becomes more realistic as you scale because economies of scale, you add more efficiencies, etc., right? Theoretically, $240,000 a year net profit would be what you would be looking at at $800,000 at, you know, max efficiency from just you. And is that you delivering and selling or just delivering? >> I might explain it, but maybe not. So, how I set up the business is it's one-stop shop. I don't like when a salesman goes in and they go, "Hey, I can sell you to this display. It'll come tomorrow." I'm not a fan of that. It gives people's chance to back out. So, I have everything in the truck that moment. So, the salesman is also the driver. So, he shows up and goes, "Hey, I got this display. Can I go grab it?" >> I guess what I meant to say is like growing the business like actively trying to find new accounts. Is if you were doing 800,000, would you still have time working 40 to 50 hours a week to grow the business or would you you just be like doing the re the reordering and the fulfilling and just like maintaining what you have? I would say at that at that amount that person would be just man maintaining. They would be growing. They still have like KPIs and stuff that they try to grow within each store. They're like, "Hey, I got a new brand." You'll grow within. Maybe they wouldn't be like adding new accounts. But there there's so many times where >> Yeah. Yeah. >> You see it right across the street, you're just going to walk in like, "Oh, I'm not in that store. Hey, what's up?" >> Yeah. So, like things would organically come up, right? Like, "Hey, we're just I just opened a new store." Or, "Hey, my buddy." and you would chase down those leads, but you probably wouldn't have very often like full days to just go do cold outreach, right? Like you wouldn't have a lot of time like that. It's funny cuz I I cut my teeth in the pest control world as like a 15-year-old and I would every morning in Orman Beach, Florida, I would go to these salesman meetings. We we would eat at Ted's Diner on US1. Like I'd get a can of Coke and this huge country fried steak covered in gravy. It's probably 2,000 calories to start my day. Then we'd go to these sales meetings with the most old school guys. They're smoking cigarettes. And Danny, my boss, would be like training them, looking at tickets, all paper tickets. This was like 2003 or so. Then I would ride around Danny all day. And he had a route as the owner. Uh he had a route and I would just pick his brain, pick his brain. And I remember one day I'm like, "Danny, so like your pest control technicians are also the salesman." He's like, "Yeah, they're incentivized directly based on what they sell. And then after they sell a new account, they have to service it." I'm like,"Well, that doesn't work. Like, what what happens when they're too busy to sell anymore?" He's like, and he's just like, "Laugh." I I distinctly remember this. He's like, "That's never happened. That will never happen." Like, that's just not like that's just not how it works. And now looking back, I'm like, "Oh, that's Parkinson's law." Like, the time and the resources expand to fill the space allotted to it. So, like they always have time to sell new accounts. And Danny was never satisfied by hearing like, "I'm just too busy. I'm just too busy this week, boss. I'm fulfilling all these accounts. No, there was always time to sell new accounts and their revenues would grow every year as a result. So, I'm not putting that on you. I'm just saying like that question reminded me of that conversation that I hadn't thought of in years. But, >> so when I said they they would probably make that dollar amount, but if I was going to hire someone or when I worked at Bang when I did hire people, you just make it commission based. Like I would be like, "Hey, you get six% like >> you want you give them a percentage of sales." So they're out there just >> every store like I could clip strip another jerky here. >> They're gonna want to so they will naturally grow it. Like that's why it was a hard question. I was like >> I don't know. I still have so much time to add account. So I don't know when that would actually stop. >> And you're trying to be conservative, right? We're not trying to paint this rosy picture where like it's perfect. Nothing's ever gone wrong. I've never got a flat tire. I've never lost a customer. Like no, it's real business, right? Speaking of what is your churn like? Like in Montana? How many accounts have you lost since starting this business? >> I think of it right away. I lost one, which is usually I won't >> annual churn. >> Yeah, pretty pretty good. Yeah. One. Yeah. I lost one account and I think about it all the time because I mean I was so excited to I just got these accounts. So it's like when I lose one it kind of hurts your heart a little bit. >> Yeah. >> Um you're like what did I do wrong? But there's competition. I mean there was another company that was a large wholesaler. She's She's been on this route for years and she kind of just talked the store out of it. >> Gotcha. So, you had just got the account and then she stole it from you. >> Yeah, probably like four I had it for about four months, three, four months. >> Okay. Okay. >> And then she she already services the whole store, but she was seeing how much I was selling and she was like, "I have product just like that. Let's just use mine." But the cool part of that whole story is when I went there and they said, "No, we're no longer servicing you." I was like, "You know what? I'm going to go get another account. And I started driving around Googling trying to find something and I got a store that does way more. I walked in and I've been to this store several times and they always told me no. I went in this time new store manager. He was like, "Yeah, bring whatever you want. Bring it in." I was like, "Sick." So, it just it just works out. So, I've lost one store, but ended up working out for me. >> How long would it take to drive from one end of the route to the other? How what's the radius like? >> Yeah, so I right now I'm servicing I'm in Billings, Montana. I service about a 2 and 1 half hour radius all the way around. What's cool is like these little towns have just they're local. So they have like little independent gas stations so or independent grocery stores. So and some of my best stores are in the middle of nowhere. You would never guess that this store that's the size of your bedroom >> I I drop $1,400 every time I'm there. You just would never know. No competition. >> Yeah, no one wants to drive out there, but I mean I have more time than money, so I just I go for it and I enjoy it. >> The whole plan is to hit as many stores in a small amount of time as possible. >> And that's why like Colorado is so nice because it was like 10 stores in a mile, >> but >> here it's just a nice little loop >> and it's usually like 7 hour day. >> Here are three lies you've been told about entrepreneurship. Number one, you need to find your passion. No, you need to find a problem worth solving. Lie number two, you need a big audience first. No, you need 10 customers who will pay you. And lie number three, you can figure it out alone. This is the biggest lie. Nobody builds alone. Inside TK Owners, we cut through the crap. There's no motivation fluff, no fake guru advice, just real builders sharing what's actually working. Real case studies with real numbers and me giving you direct feedback. So, stop believing the lies. Link below. Gun to your head. If you're not able to expand this footprint at all, you've got to keep finding new accounts within your most outlying cities, how big can this business get? Another way of asking it, what percentage of the market do you have today? Which is a total guess, I know, but humor me. I don't know. That's a tough one because in the stores, if you go into a store and you look at like all the products in the store, I'm probably like 4% 2%. Like I'm nothing. Like I said, there's one wholesale company that he does. They do all the candy. And you think how many candy bars, candy, jerky, they do all of it. And then there's Fredo that does theirs and then Coke and Pepsi. But for the category I'm hitting, I mean, I'm only a small part of it. So, right now, I'm still trying to grow my customer base, but now I'm growing within stores. And what's been really cool is because I'm servicing the stores, so I go in there and merchandise and do my thing. They want me in. So there's stores I go, "Hey, I haven't seen >> my other wholesaler the sales rep up in six months." >> He's a loser, dude. >> Yeah. >> And they see me every other week if they want to or not. >> They get a Christmas card from you. >> Yeah, exactly. And it makes it so easy because they see me and they're like, "Hey, do you want to take this space?" So, I just recently had a chain, I think they have eight stores and we're in conversation of me just taking over the whole jerky section for all their stores. M >> and that's just because they they don't that big company there's there's out of stocks all the time. They have outdates that they're not buying back when they've seen me do this so they they rather just me do it. So those conversations are just becoming easier now because I've proven myself. >> Yeah. So, you're known for the dry goods, but what if you were to roll in one day to one of your best customers that really likes you with a case or 10 of Celsius, something they're already selling, and say, "Hey, you're paying $1.13 for these. I got them for $1.13. Buy from me now." Could you be able to do that if you wanted to? And if so, what are the chances they would start buying from you instead of their other guy? >> They would. So, um, they would definitely buy through me. That jerky section I'm telling you about is I'm bringing on bign name products like ones you'd see in every stores like every jerky set. I'm bringing those on. >> Old Trapper is my favorite. Old Trapper that's coming on. >> It's my go-to. >> But yeah, so that's >> shout out. >> Yeah, shout out. There we go. But yeah, um and I'm going I'm able to be drastically lower in price than these guys and I can I merchandise it. So, a lot of these stores, if you're cheaper and you have that relationship, they're going to just buy it through you. I have a another four store chain that he was like, if you could bring in this brand, I'll just buy it through you. So, that at this point, even a year in, the relationships are so good that they just they're naturally shoving me in their stores. I I walk in and they go, "Hey, this product didn't sell. I have this whole section. What do you have to put there?" I was like, "Oh, I have so much stuff." So, >> of your 100ish accounts, call it 4% market share of the actual stores, like inside the stores. >> Okay. >> Yeah, maybe even less, but yeah, something around there. >> Okay. Now, anecdotally, you're driving through town, you drive by, you know, 10 gas stations inside your route. How many of those are your customer >> in any given? >> So, that's tough just because a lot of corporate like there is like corporate chains. Is that like out of touch entirely or just harder to get >> at the beginning? So when people first start, they should not even try to mess with it because there's such a large management. >> Yeah. Yeah. >> You got to talk to the buyer and it just I mean >> so let's just say independent stores. >> You drive by independent 10 independent stores that could be a realistic customer today. Now in the future racetrack QT whatever maybe you're not worried about that 10 independent stores in your route. How many are your customer today? >> I would say eight. >> Okay. 80% market share of that kind of type of store within your route. Amazing. And within that market share, 4%. And I mean, other than like there's going to be like some lotto and like beer and alcohol or like cigarettes that maybe stuff some stuff you don't want to sell or has more regulations you have no interest in or like fresh foods you don't want to mess with that. But like let's just say theoretically, could you get to 50% market share inside a store selling products that like you could acquire? 100%. It's super common. Um, okay. >> I have a guy up north that he sells and he I mean he does cigarettes and stuff. The candy and all that that could all become a lot larger. Like I said, at one of my best accounts, I do the whole jerky section and I'm probably about 30% of the candy. So, it's like it's slowly >> going that direction. >> Chips are next, baby. >> I know. I >> tried some of that stuff. >> I'm not I'm trying to stay away from dated issues. I like >> I like to not worry about it ever. >> Simplicity. >> So, if you were to take your current account and grow them to 50% of the store, then your business is 12 times bigger. You're doing six 7.2 million a year. >> That's crazy. >> With your current customers, half market share, 80% market share, you know, almost twice that. We're looking at 12 million a year in rural Montana. Like, and it's all comes down to relationships. Of course you at that scale, even with the same number of customers, it's more volume. You'd need bigger trucks. You need more employees. Of course. Of course. But like that's just incredible. Like I I'm obsessed with this business. I've done wholesale iPhone part distribution, battery distribution, smartphone distribution, crypto hardware distribution, snack distribution. Today I've done wholesale retail. Like I know this industry. It's a great industry. I love this story. >> Yeah. No, it's amazing. I I love it. And I like you were saying like there's so much room like who would have thought a small place in Montana a a business like I think about this all the time is like a year ago there were zero dollars were being made from this business. I just went out and just grabbed some random products. I didn't compete with no one else's. I don't use the same brands they do and I just put them in the stores. >> You just grew it >> and grew the pie. >> Yeah, I grew it. So it's it was like free. It was free volume. No one was No one was getting it. So, >> yep. And like with the in the age of AI, and I'm not saying this is a bad thing, right? I talk about AI tools every day. I love AI tools. They're they're amazing. But in Billings, Montana today, there's hundreds, dozens, thousands of 20 to 50 year olds playing around with AI tools, vibe coding apps from the comfort of their their 68 degree apartment. And they're building stuff and they're builders and they're contributing to capitalism and their community and society. And that's great and good for them, but that just means there's going to be fewer and fewer people like you wanting to get outside in the -20°ree cold in this case and get their hands dirty literally and like drive across Montana to make 50 grand a month. Like I think the outlook for this business is better than it ever has been because AI is growing the pie, the entrepreneurial pie so much for so many people. Like the sweatier startups are going to get even more profitable in the future. Yeah, 100%. And I wanted to talk to you about this because everyone everyone always compares this and I know you have um interviewed a lot of vending machine companies and everyone compares this to the vending machine world. I've never owned vending machines. I don't know if you have. Was that ever something you got into? >> I've sold them, but I've never like placed and filled vending machines. No. >> That market right now everyone's just talking about they think it's the best passive income and whatnot. But what's cool is like this is the same exact business plan. 100% the same business plan as vending machines. Like they go and they're >> just going in a bigger box. >> Yeah. They put it into a box they paid for several thousand. They have to maintenance those vending machines when I'm just selling it directly to like you said the bigger box a bigger store with like they're I don't know what profits they're doing but mine's like I'm doing $800 drops in stores and those vin machines with way larger >> they're doing that like every four months. >> Yeah. Four months and you make 200 bucks and they're happy. So it's just crazy that no one thinks about this business. And that's why I made a YouTube because I had enough people asking me I was like you know what I I'll post on this. We're going to link to your YouTube for us. >> Okay. All right. >> Dude, what? Like, you frame it against vending machines and my brain is melting right now. It's like I'm sorry every vending machine guru out there like selling a course, but this is better. Like, this is objectively better. You don't have to buy a $3,000 machine that breaks, where you need a $1,000 credit card reader on it, where you have to replace the snacks all the time. where like you might lose the location where you're going to have to test 12 different locations to see which one works. Like it's just better. And I've interviewed vending machine guys, an ATM guy, a guy in San Diego. It can be a great business. Like I'm not cutting down the business, but I'm saying when compared with this, this is better. It just is. >> Yeah. On the >> because with those vin machines, like you said, are like three grand and then you have the card readers and you have the swipe fees and all that. I don't have any fees. I don't I don't accept I don't do card payments. I don't do none of that. And where I put my product is on displays that my manufacturers give to me for free. So, where I'm putting the product is free. So, oh my gosh, this is so good. What's the how-to guide? How can people copy you? How can they get in this business? Like, how can they avoid headaches that you weren't able to avoid? I would say the big one everyone when they they want to start this they want to reach out to these Walmarts and Targets and stuff I would tell everyone I was like just stay away from that that time can come right but >> get your independent everything like I do hardware stores I do lumber yards liquor stores just focus on independent and f and find a really good local product like if you have a good local product it's so easy to sell to these independence because you're like, "Hey, this jerky is from Billings." It's local supporting local. So, like, >> yeah, >> that sell is the easiest. Everyone always wants I've had people reach out like, "Hey, I'm trying to sell Frelay or I'm trying to sell Coke." I'm like, I try not to compete at the beginning with these big companies because you're just going to compete on price, right? Like, >> and they're going to win in the that they have that money, they can drop the price. So, you want to be something different. If I told anyone to start, I was like, just find something local and find a few stores, drop a display, and just start small. And if it doesn't work, never like I've I've opened up pretty much any kind of account you can think of. I've done auto parts stores, there's local ones, and I think try everything and see what works. >> Test everything except drugs. Now, this may be an ignorant question, but if I'm driving by a gas station and it's branded as like a Shell station, right, or as a BP station, is that independent because it doesn't say racetrack or QT or whatever, or is that kind of a a big brand? >> Yeah. So, I'm happy you noticed that because a lot of people think because it says Shell gas station, it's corporate. It's not. Like, there is some chain accounts that will have Shell as all their stores. I always look I kind of ignore the gas and I look at the store. Like when I'm when I was first building this route, I was going on Google and I was zooming in and I'll just sometimes even do the the map view and walking around the store and I go, "This is independent." Like you could just tell it doesn't have when you know your area, you go, you know, like Town Pump or you know these companies that are chains and you're like, "Okay, Jake's gas station is not a chain." Like, so yeah, it doesn't matter about the gas. just look at the actual store >> else that beginners can do to be successful to get their first account to go from zero to one like what is what is something people can do to increase the likelihood of getting that first account because that's going to be the hardest. >> Yeah, the first one is the toughest. I remember my first day moving here. I moved here, I got the house, I bought the house or whatnot and I was all in and I remember driving in my truck with my trailer trying to get my accounts the first day and it was stressful. But once you get that first one, the you have like the biggest relief. You're like, "Okay, I'm doing the right thing." And pretty much what I did was I had two cell sheets. I had a a sheet that had all my prices on it with all my products. And then I had like like a one pager pretty much like a a fun pit page that I printed, I made. It wasn't fancy. And it was like number one gummy worm, cheapest pound bag of jerky, what just whatever facts you wanted to put on there. Because when you're selling it to these stores, if you just flop your big product list at them, they're going to be overwhelmed. They're not going to actually pay attention. Yeah. >> So, you just give them >> you give them the one pager that has some fun photos. And I always tell them like, "Hey, let me go grab the product now." That's the best part about having it in your vehicle is you're putting them on the spot that second. They don't have no time to change. So, I would just be prepared and don't feel bad when you get your first no. I mean, you're gonna get several nos. And now I feel like I'm numb to it. >> What's like your no rate? You walk into 10 stores that could be potential customers. You give them as good a pitch as you ever gave them. What percentage of them say no at where you're at today? It's going to be different for a beginner, but today >> today I've hit a lot of the stores and they've already gave me the no, so I'm not revisiting those all the time, but at the very beginning, four out of 10 would say yes. And >> wow. And maybe some weren't right away, right? Like some didn't take. So how I would set it up is I had that list of stores. I would hit those stores even if they didn't say yes yet. Right there. I put them on Tuesday. I hit this store every other Tuesday. And I kept following up every other Tuesday even if I sold them anything or not. Usually the second follow-up is usually when you get them. >> That's acquiring a customer for finding your first like food company. Would a decent strategy be to go to a big chain like a big let's call it a racetrack. You go to a big gas station and you find what looks like a regional brand because you're not going to be competing with them. You're not trying to close racetrack. Find kind of like an independent or a regional brand there and then reach out to them from that because you know they're already in gas stations in your area. Is that a good idea? >> Yeah. So, what's what's cool is like my first jerky I started with, they sold some of those in the corporate stores, but they did not sell them in any of the independent stores. And I'm sure they wanted to. >> Yeah. The feeling I was like, you know what? Sell like this big corporate chain is not going to let this product that's not selling in their store. They're going to already kick it out. >> So, it gave me faith that if I brought it to independence, it should just be just as successful. >> I imagine it's a lot harder to find your first account than your first food company willing to take a flyer on you, right? >> Yeah. the first accounts the always more tough um because when you talk with these products they're so excited and like what's super cool some of these companies are they want distributors like you so they will do anything my first jerky company my second week on the job I told him I was like hey you want more accounts come get them come get them >> kipped out a salesman and he opened up stores for me with his product >> and I mean he didn't it was just he wants to sell it was a market he wasn't in so They went out there and he went out and sold a handful of stores and then I went and sold some and that that's where the route became. >> That is beautiful, dude. My brain is melting. This was like I had high expectations. You've exceeded them for us. You're incredible. You are inspiring entrepreneurs. How old are you? >> Uh 34. >> 34 year old dad of two. >> Yep. Uh one more on the way. We're going to be three in a couple months. >> We're calling it three cuz it's alive in your wife's stomach right now. Yes. >> 34y old dad of three. You are contributing to this great country, America. You're inspiring people, contributing to your local community. You're doing a lot to be proud of. So, I applaud you. Where can people find you if they want to learn more? >> Yeah. So, I have a YouTube right now. It's just Cough Tree Wholesale. And I just pretty much that YouTube, I think my second week starting, I was like, you know what? I'm just going to film my journey. And you'll see if you ever look at it, my first video I'm in a little storage unit and then I'm in pulling my little beat up trailer that had a hail hail marks all over it, broken fender, >> and then now it went to a nice box truck >> and then so it's kind of cool. You could actually see the steps. >> Cool. >> And then I have a school community. I I gave it a whirl um because I had enough people ask me how to do it. As you could tell, I love talking about this. So yeah, if people want to start it, I love helping. It's a business like we talked about the vending machines. Everyone wants to do that. I was like I really try to push people. I was like this is something you can do also. Anyone could do anywhere because it doesn't even have to be like gas stations. I mean you can sell I know distributors um that sell syrups to coffee shops. I know you're in Montana. This is cool. You'll love this business. >> Restaurants. >> Yeah. Restaurants. >> I mean straws, napkins, whatever. >> You'll you'll love this business. I met this couple. I think they're 60 65 years old both and they have a big trailer and they have a truck with a can c camper on it and they stay in that camper and they will go and they sell novelty stuff. They'll sell fishing hooks, they sell teddy bears, they sell made in Montana t-shirts and they travel and they spend the night in their trailer and they have the greatest time doing it and they're dropping several thousand dollar off. They go every other couple months to a store, drop off few thousand bucks, never to see them again. Um, and that's their business. They sell shot glasses, pocket knives, headphones. They're the novelty and they're just the coolest older couple and they just out there just get in it. >> That is incredible. Thank you, Forest. This was incredible. We'll link to everything and um, thank you. No, I appreciate I'm I mean like I'm super excited um about this because I know everyone says it, but your content I love it just because everyone's afraid to pull the trigger on something and sometimes I think people just overthink it like you said like >> I brought on a few brands and I post on my YouTube and people go like that seems risky. I was like worst comes the worst I never do it again. Like just do it and it's so fun. I almost think I'm less of a planner and more of just a doer. like, "No, that's we're the same." And oh, maybe they shouldn't, but those little one-off comments that seems risky. Those just those just really annoy me cuz I think they're they're almost out of jealousy, you know? Like they they kind of don't want it to work for you because they're not following their dreams, right? And if yours don't become fulfilled either, then they feel better about themselves >> about not making the decision. >> Maybe I'm overthinking about it. >> No. Yeah, you're right. Like, it seems risky. It's like you're like, "Dude, I know this business better than you and it's not risky. It's calculated. Like, I know what I'm doing." Um, >> because if you sell something to a store and it doesn't work, you just never do it again. I mean, and you made money that first time. Like, >> put it in your pantry and eat it. >> Yeah, I know. I mean, I I have so much pro I have random products that I'm just eating all the time because that one didn't work. But, you know what? It tastes good to me. So, >> I bet you do. Well, let let me ask you this last question. What's your favorite jerky of all time? Oh, this one's tough. >> You have to choose. >> I would have to choose. So, I'm going to say I'm name dropping them. They're my best customer and it's called Ranch House Meats and Billings and it is the best jerky. They make jerky sticks and like packs of them and they have like such unique flavors. I think that's what helped me so much. They have like Hawaiian pizza and they have green chili. They just have cool flavors and that's been my number one seller and I would have to say that's my favorite. I'm name dropping them. Ranch House. >> Dude, we'll Hey, we'll link to them too. We'll support them. Ranch Housemeat singular.com. Garlic pepper spicy barbecue teriyak original pepper inferno. Sweet and spicy. Love it. >> Awesome. Thank you, Forest. All right. What' you think? Please share it with a friend and we'll see you next time on the Kerner