Yes, But Are You Really Any Good At Selling Vacuum Cleaners? — by Dan Lynn
By Dan Lynn
When you first start a business, getting customers is the biggest challenge. Since you don't have any credibility, it's very hard to convince someone to do business with you. Think about it - you have no customers, no employees, no history. Why would anyone do business with you? Although you are certainly full of "piss and vinegar", that's only going to get you so far. It's a Catch 22. You can't get customers unless you have customers.
So, how do you get the ball rolling. Well, often you have to start with your "friends and family". Those people who are closest to you including immediate family members and/or your most trusted colleagues and connections.
Have you ever noticed that vacuum cleaner companies and cutlery companies (as well as many other industries) often hire kids right out of school to sell their products? Why? Well, they know that even if the individual isn't any good at sales, they will sell at least a couple of vacuum cleaners - one to Mom and Dad and one to their "Aunt Susan". Well, starting a business is no different. Your first deals/sales will likely come from your "Mom and Dad". For us it was our great friends at ADP. They trusted us and we didn't let them down. We refused to let them down. As a result, we providied services to ADP for over 7 years. We will always be extremely grateful to our great friends at ADP.
But at some point, if you truly aspire to grow your business, you have to find out whether you are actually any good at selling vacuum cleaners. The good news is that we are damn good vacuum cleaner salespeople.
Questions this Key Learning answers
How do I get customers when my business has no credibility?
The author says the first customers often come from friends, family, trusted colleagues, or close connections. These relationships provide confidence that a new business has not yet earned in the market. For Dan Lynn, that early customer was ADP, whose trust helped get the business moving despite its lack of customers, employees, or history.
Why is the first customer so important for a new business?
Our analysis describes the first credible customer as an anchor and a reference asset, not merely a source of revenue. A respected buyer lends the young company credibility and shows prospects that a serious organization has already taken a chance. Delivering for ADP over seven years turned its initial trust into durable evidence that the author’s firm could perform.
How do I know if my business can grow beyond referrals?
The author’s test is whether sales eventually come from beyond friends, family, and trusted connections—whether the business is genuinely “good at selling vacuum cleaners.” Our analysis says warm sales start the engine, while sales to strangers show whether the offer and the company’s ability to create trust can travel beyond the founder’s existing network.