Transcript
WEBVTT
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There's a ton of noise out there. So how do you get decision makers
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to pay attention to your brand?
Start a podcast and invite your ideal clients
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to be guests on your show.
Learn more at sweetfish MEDIACOM. You're listening
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to be tob growth, a daily
podcast for B TOB leaders. We've interviewed
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names you've probably heard before, like
Gary vanner truck and Simon Senek, but
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you've probably never heard from the majority
of our guests. That's because the bulk
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of our interviews aren't with professional speakers
and authors. Most of our guests are
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in the trenches leading sales and marketing
teams. They're implementing strategy, they're experimenting
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with tactics. They're building the fastest
growing be tob companies in the world.
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My name is James Carberry. I'm
the founder of sweetfish media, a podcast
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agency for BB brands, and I'm
also one of the CO hosts of this
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show. When we're not interviewing sales
and marketing leaders, you'll hear stories from
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behind the scenes of our own business. Will share the ups and downs of
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our journey as we attempt to take
over the world. Just getting well,
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maybe let's get into the show.
Welcome back to be to be growth.
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I am your host for today's episode, Nikki Ivy, with sweet fish media.
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Guys, I've got with me today
Yama Habibsi, who is chief marketing
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officer at densify. Yama, how
you doing today? Good morning to Kay.
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How are you? I'm doing great. Thank you. Good. I'm
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glad to hear it. Listen.
So what we're going to be talking about
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today something that is on everybody's mind
these days, and that sales and marketing
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alignment. But we're going to get
a little deeper into you know, some
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ways to identify what the common issue
is, and I had to know you
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have sales and marketing misalignment, some
of the things that you can measure to
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sort of reafforce that alignment once you
fixed the first issue, and then some
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other issues sort of looking toward the
future. But before we get into all
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of that, Yama, I would
love it if you would just give us
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all a little bit of background on
yourself and what you had to you and
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the folks that identify are up to
these days. Sure, Nicky. So,
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I run marketing here densify and we're
company that it's pretty cool place to
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be in terms of technology. Were
a cloud management and resource optimization software company
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that's fully SASS based. There's thousands
of thousands and thousands of companies that are
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putting their workloads or applications in the
cloud, with Amazon, Microsoft as a
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Google cloud idem and so on.
But what they part of the challenge.
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I guess what that is that that
technology is moving so fast that they can't
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keep up. New, newer and
more modern capabilities are being introduced and folks
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are not able to just be on
top of things. So we've built a
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platform that essentially is a machine learning
based, or called AI based technology that
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learns the usage of the cloud based
on these companies products and recommends how to
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use the cloud. And when they
follow our recommendations, they essentially have applications
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at better run better that are more
efficient and they save themselves a ton of
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money, which is, you know, aligning the the spending with the right
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resources. So that's, in a
nut show. What we do is pretty
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exciting space because the world has been
no, everybody going to the cloud,
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and that's we're right in the middle
of all life. Yeah, I never
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thought about that. You know,
the way that these like you mentioned,
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these these technologies move so fast,
having sort of a guide and intermediary.
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So how do you what is the
one of the main things that you see
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happening between these sales and marketing teams
where you're like, okay, that's that's
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the issue, that's the thing,
that's that's, you know, causing the
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problem. Show one of the final
you know, the fundamental thing that any
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sales leader and marketing leader will tell
you that there's always tension between cells and
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marketing. Always has been. The
tension really is due to the fact that
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marketing is traditionally tasks with go create
me contacts or opportunities that I can go
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and sell into. That's what the
sales people ask for, right and when
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marketing generated those contacts, they're a
number of different ways of are, you
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know, getting in front of those. You know, it's a child,
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always a child. Not Everybody's going
to buy. So what marketing does is
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say, points the thing at sales
and says, Hey, you guys are
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not do not know or not good
at closing deals here. So I've seen
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this throughout my career, where is
essentially a lot has a lot has happened
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in that in that space. So
you know what, the way we solve
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that problem, and I've solved this
in across different COMP number of organizations I've
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been with, is that, you
know, embracing each other and a sense,
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which means sales and marketing really need
to be aligned, really need to
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be working together. You know,
if you look at a you know,
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I use the car analogy in terms
of the sales cycle, right, in
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terms of if you wanted to buy
a new car, there's really for mental
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stages you got to go through as
an individual. The first stages you got
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to become aware of the existence of
that company or that car. Right,
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and I'm a car guys. I
talked about cars a lot. So once
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you've become aware of the existence of
a car, take the new electric cars
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for example, of the world that
are coming up left and right. The
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companies are spending a ton of money
making you aware of the existence of themselves.
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So that's the where and the stage. Next thing you want to do
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is go and learn about that car. Now, what is it do?
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I fasts, though. What are
some of the features and functions? That's
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what we call the knowledge stage.
So so learning is the next stage.
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And then what you want to do
is you want to keep the tires and
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go for test drive. So that's
the trial stage and then ultimately the final
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stages when you could you know their
across. You've done the education, you've
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become aware, you've test driven the
car. Now you want to compare them
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to other cars. Right, you
want the company, the common factor.
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Would want to be the preferred vendor
or or product that you want to purchase.
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So if you take those four stages, awareness, knowledge, education,
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the trial stage, in the preference
stage, or what I call sales and
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marketing, usually need to be aligned
up all four of those categories. Awareness,
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for example, one could argue,
well, awareness is something that marketing
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does. They put up build boards, they do advertising on TV or youtube
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or whatever, and its educating the
market. That's marketing job. Well,
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what I've experienced throughout my life is
that sales can have an amazing effect on
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awareness. Right the calls we make
now with the two powerful tools, with
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social media in Linkedin and others.
I've seen our web traffic, for example,
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spike as a result of a calling
campaign. For example, when cells
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are calling into accounts, they leave
voice messages and then those guys wonder who's
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this, who's this guy that just
called me so many let me go check
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out their website. Across educational the
knowledge stage, sales can have quite a
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bit of a fact in terms of
educating the people that they talked about the
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value in the perceptions in the market. So even you know the trial and
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preference stages. That's really essentially when
sales can really comes out on board and
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walks the custom through a trial and
so on. So in a be to
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be space selling software, it is
critical that sales and marketing a line well
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together. But we have to break
the barriers between what sales is doing or
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what the sales as job is and
what marketing job is. It is ultimately
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everybody's job. So you look at
the sales stages of those four that I
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mentioned, everybody needs to be working
together and and and getting customers across as
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four stages. Now there's additional things
that we've done, simple things like having
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sales and marketings it on the same
floor and the same bullpins and same space.
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We're all in the mingled together when
we do events, for example,
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running campaigns, daily meetings in terms
of who supposed to do what. So
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having that alignment and the relationship between
the chief marketing office and a chief revenue
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officers critical as well. I am
pretty lucky and blessed to have at Cro
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that is really nice guy. We
work really well together. So having that
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relationship between the more ahead of marketing
head of sales is important to all.
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But when all those things come together
and sales of marketing work together, a
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lot of magical things can happen and
that's something I would say. You know,
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advised the people that it's fundamental problem
out there that they need to focus
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on. Yeah, yeah, so, so you know it's a problem when
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they when there's thing or pointing,
when there's the blame game. That's a
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symptom of the disease of a misalignment
between sales and marketing. Is What you
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just described and I love that.
You know, in your your for examples
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you gave the awareness education and then
the other, the other two pieces.
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It's been very rare in my career
as a salesperson where I was included in
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the awareness step. That is one
hund you're so right that that's something that
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is treated as one hundred percent a
marketing function in the what what happens?
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The irony of that is what happens
is then that a lack of that awareness,
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say at a startup, for instance, which where you know there's it's
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built into the you know it's on
the label, there's not going to be
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awareness right because it's a startup,
depending on how long it's been around.
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So if you're a salesperson at a
startup and the awareness piece has not been
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sort of done for you before you've
got there, then yeah, automatically part
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of that awareness piece is up to
you. But if you have it in
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your mind that there's something that's so, that marketing was that have supposed to
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have done before I got here,
then there's more of that tension that's that's
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reinforced. And I mean I understand
it right on a if you're doing a
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call campaign, you're in a call, cold call or something and there hasn't
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been any work done to measure intent
or to be really more targeted around who
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you're calling and you're having to do
all of the work of awareness in real
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time on a phone call doing stranger
yeah it could be. It can be
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pretty frustrating, but to be frustrated
with the marketing team is to sort of
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misplace that energy right that that's something
that needs to be coming from the top
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down and like you're talking about,
and then facilitated between the two things.
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And so once one spooks of identified
this problem and said Hey, you know,
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I'm there's a lot of finger pointing
going on and here's why we're not
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aligned on these four for for measures. What kind of things can you besides
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the meetings and stuff like you just
talked about, when it comes to what
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we measure and how we really put
it on paper, that it's a shared
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goal and a shared set of,
you know, indicators that performs indicators.
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What? What should those look like? Yeah, great question, because metrics
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is something that I fundamentally live by. I've learned also, and are seeing
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this happen, where metrics established in
such a way that I could easily gain
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the system right to make myself look
good. Ultimately, you know, sea
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level individuals, they need to ask
or to the board and to the math.
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They're, you know, management in
such a way that you know they
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need to deliver results. But you
know, take, example, website traffic.
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Example website traffic is a great indicator
that, Hey, our presence is
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improving, people are coming to us
in that but I could easily fix that
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with money. Right, I could
take a budget from one program and stick
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it on to add words and drive
a bunch of traffic on there and make
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myself look at but right will?
We don't. Let we don't like to
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do that. So, ultimately,
what it comes down to it is the
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establishing the metrics that the team is
aligned with and metrics that are not to
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you know, extremely set, too
high or too low. So there's needs
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to be a communication and you know, we do this every beginning of every
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year and then we would visit every
quarter. Then time management team looking at
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the top level metrics. What are
the things that you want to track as
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a team and and what do we
look at? Ultimately, it is,
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you know, number of contacts that
we've generated. Ultimately, you need to
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have a person to reach out to
the number of contacts that lead to the
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number of calls that are made on
a daily basis or called, could be
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emails or a commodation that end up
being, you know, resulting in the
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number of meetings you conduct per day, to the number of demos or demonstrations
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that you conduct that lead to the
number of opportunities or some people call POC's
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proof of concepts or proof of value, POB's and then number of deals closed.
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So the pipeline and the funnel is
pretty clear in terms of what needs
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to happen. It's just that you
need to stick together as a team and
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get those things done. There are
things like awareness. You know, how
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the help you measure awareness and and
how do you make sure? How do
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you know the right amount? You
know you have the right amount of budget
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to achieve your metrics? So those
are kind of scientifically more difficult to achieve,
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but there are tools out there.
For example, we leverage, you
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know, our net promoter score.
We do a every six months. We
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do a market, you know,
awareness study and a cross our customers.
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We do net promoter score. We
have invested heavily and public relations and anidless
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relations that elevate your brand across those
so metrics is an area that I certainly
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would agree with you that we need
to focus on, but watch out for
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those metrics where it's easy to kind
of gain the system, either even unconsciously,
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if you don't know what you do, if you don't know that you're
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doing it. You want to look
good at the end of the day,
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but some I was looking good at
comes at a cost of business. Hey,
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everybody, logan with sweet fish here. If you've been listening to the
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show for a while, you know
we're big proponents of putting out original,
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organic content on linked in, but
one thing that's always been a struggle for
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a team like ours is to easily
track the reach of that linkedin content.
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That's why I was really excited when
I heard about shield the other day from
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a connection on, you guessed it, linked in. Since our team started
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using shield, I've loved how it's
let us easily track and analyze the performance
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of our linkedin content without having to
manually log it ourselves. It automatically creates
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reports and generates some dashboards that are
incredibly useful to see things like what content
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has been performing the best and what
days of the week are we getting the
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most engagement and our average views proposed. I'd highly suggest you guys check out
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this tool if you're putting out content
on Linkedin, and if you're not,
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you should be. It's been a
game changer for us. If you go
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to shield APP DOT AI and check
out the ten day free trial, you
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00:15:50.889 --> 00:15:56.409
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DOT AI and that Promo Code is be
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the number to be growth all one
word. All right, let's get back
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to the show. Sure, and
it's always in a come to light.
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It's always going to be exposed if
you are measuring the wrong metrics. is
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going to be exposed on the bottom
line either way, whether it's, you
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know, sales, it's doing it
or marketing, it's doing it. And
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another way that you and I talked
about offline, as far as how to
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make this alignment really stick, that
I thought was really smart, the way
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you talked about it, and it
was helping these discipline, sales and marketing,
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understand how they give each other a
competitive edge in the market, how
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each of them sets each other up
for that kind of success. Talk about
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that force a little bit. Show
Cup. Competition is something that is you
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know, I remember one time the
many, many years ago, I did
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this as a full time job for
about eight years. I my job was
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nothing but the competitive analysis, building
a lab with all the competitive software.
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We invested a lot in that that
part of the business. And what's interesting
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is that, you know, companies
do spends quite a bit of money and
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time on competition. Some people don't
do much at all. After eight years,
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I can tell you one thing of
doing, you know, essentially every
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day nothing but competitive and educating our
sales teams across the world, I'll partners,
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and trying to win deals competitively.
It came down to one thing.
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It can doune one thing after eight
years. It took me Athi is to
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learn us one in the lesson,
which was giving sales confidence in a deal
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wins every time. It doesn't matter
how good or how bad your product.
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Like this, that level of confidence, knowing that I know my product,
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I know my competitions product, and
I'm telling you, as the customer,
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here are the reasons essential why should
buy for me right and that is so
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important. And in most cases,
you know, what what happens is that
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if you look at customers when they
go through a competitive bake off or competitive
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you know, choosing a product,
they've already made the decision. By the
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time they talk to you, they've
already made a decision on which product to
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go with. What they need is
validation that they've done it right, that
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they've purchased the right product. UPART
behind the right product, which I mean
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look at ourselves you know, when
we buy a new phone or a new
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car or whatever, right after we
buy that product, what do we do?
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We constantly looking at, you know, other products to see that we
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make the right purchase. I think
I'm essentially psychologically giving us off confidence that
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you know, I made the right
choice. Right, right. So they
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call this in this business a column
Father Right, you become a column father
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ware. Basically it's a your column
be calumny, is all the features and
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functions that they've decided on and you're
just basically check mark. So what I
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would encourage people to do is don't
spend so much time losing sleepover competitive features
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and functions and loose really grit analyzes, because a customer already usually makes a
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decision. What we have to do
is established confidence of the customers that look,
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these customers bought from us. They
are happy customers. We have capability
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that is, you know, find
the secret sauce. This is what makes
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us unique. But ultimately comes down
to instill in confidence in the sales teams
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and the marketing teams, and that
can go a long way compared to anything
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else you do in the competitive space. For sure. Yes, it's the
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difference between a marketing team focusing on, like you said, these needy,
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gritty analyzes, right, that I
try attempt to teach the customer, Hey,
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this is how much better our product
is, versus spitting that energy teaching
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salesperson like, no, no,
when you go into these conversations, you
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need to understand that you have every
right to, like, have your head
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up and be confident about the things
that you're saying, and here are the
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stories that prove that out or whatever. That looks like a sort to interrupt
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you, but what happens is customers
are looking for partner, right. They
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looking for advice in terms of how
they should what they should do as as
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a purchase. And if the salesperson
comes across as an educated and confident person,
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mostly, as they say, people
buy from people, right. You
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want to come across as a confident
individualist and instead of standing on your heels,
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kind of backtracking and fear of,
Oh my God, what if this
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customer says that brings up this feature
and we don't have that future? Right,
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that's fine. You know, got
to be standing on your toes and
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talking confidently, speaking confidently about here's
why you the kind of thing you should
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worry about or think about and hear
that the reasons why you should, and
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not necessary even push your products so
much. But be sure come across as
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an educated as an educator right to
the customer, and eventually customers buy from
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those that they trust. No,
you're so right. This is something I
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know. There's not a lot of
folks that would say, Oh, I
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took these things I learned from car
sales into my career is, as this
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says, account executive. But there
are. What you just described is exact
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when I was successful, my most
successful days selling cars. Like I sold
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Kia's right, I sold he has
on this stretch of car dealerships in Austin,
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Texas, called the motor mile,
where there were all the other,
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you know, bigger, more established
names. Right, I'm sandwiched between fords
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and NISSANS. And you know there's
an Outi dealership of BMW and whatever it
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is. Right. And so they're
beating me already in a lot of ways
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on awareness and on, you know, the research that's out, that that
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the customers might have done before they
came to me. Right, but they
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did come to me. And when
I if I try to focus on here's
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the difference between this Kia vehicle and
the one they're going to show you next
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door at Nissan. I lose right
because, whether what I'm saying is true
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or not, these sounds already done
decades worth of a job. You know
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that we're playing catch up on trying
to, you know, prove that out
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or establish confidence in the buyer on
that right. And and so then my
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job becomes, just like you said, to just be more confident about what
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I'm doing and why I'm there,
outside of being, you know, more
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more linkable people, more engaging,
less pushy. Right, because that matters
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too, I think, in both
contexts. Right, you to see and
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bb, but you hit it right
on the head. It really is,
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especially for the the salespeople and the
job that marketing does. When it comes
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to that, it just like you
said, is focusing less on the the
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competition and more on how to set
these sales people up. And I was
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fortunate in that situation where that's exactly
what was happening. They were telling us
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all day long like look, man, it's not like these cars aren't bit
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really all that different one from the
other at this level, right, like
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we're talking about luxury cards, something
different, but they're really not. And
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what would set a person up set, you know, product apart. Are
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these things here, happy customers and
by these measures we went so just go
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in there with that and talc them
dead. So I really love that did
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of advice. I do want to
make sure we get to the next couple
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of segments, but I got it
here from you while I got you in
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front of me. What's next?
So once, because a lot of folks
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are starting to wake up to this
right yes, and we've been talked about
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for the past I'd say three years
or so, the sales and marketing alignment,
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and so folks are they're getting there. Once we got that figured out,
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what do we do with it?
What? What's the future of that?
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Yeah, great questions, I think. You know, having done marketing
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for twenty plus years my myself,
what I see quite a bit of.
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The thing, the area that's taking
up momentum keep picking up momentum, is
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this notion of account based marketing right
in the you know, ten fifteen years
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ago, a lot of companies were
in to this day, some are doing
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what I call spray and pray right
go to trade shows, try to add
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run ads on youtube and Google and
drive people to your website and the hope
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that they'll fill out a form and
the hope that they'll take a demo.
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That the hope that hoop the cup. You're called. I think this account
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base marketing is this whole. You
know the tools and the technology of a
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dance so much that I can tell
you right now you tell you know very
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specifically which it comes which company in
North America or companies are certain size,
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running which technology, how many employees
they have, where they located. I
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mean we can get so granular in
terms of the kinds of accounts that we
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care about, that aligned to our
technology that we've seen success in the past.
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So you can look at your past
customers, see what kind of customers
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have gravitated to your technology and product
and then go find more of them out
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there. So once you've done that, you've identified these accounts, one thing
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you realize, oh my God,
this world isn't had that big. It's
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a small set of companies. You
know, the first fear is, Oh,
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what we how we going to,
you know, generate enough opportunities and
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in context within those but you be
surprised. What happens next is that as
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you go through from company to company, you realize that you need to find
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contact. is a lot of different
types of titles you can go after and
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then you use technology to look at
your own website, for example, and
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social media channels targeting those individual accounts. There's tools now out there that you
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know, as you know, follow
you with ads, like remarketing as they
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call it. There's ways to penetrate
into those accounts. We've gone to the
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point where actually sending physical items.
You know, the physical mailers, or
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so get while ago. They're coming
back. So people are actually paying attention
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to something that they get in the
mail right right, sending out a in
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an item. That's interesting. One
customer said, we didn't do this at
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a lot full disclosure. Some another
company that this. But this guy was
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a portion enthusiast and the salesperson did
Atle bit of research on this individual,
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found out it is a portant portion
enthusiast and send them a book on the
349
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history of Porsche. And the guy
still talks about that experience and still has
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the book on his desk ten years
later and we'll never forget that experience.
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This is the client right. So
getting to that level of engagement where you're
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doing research on the individual, their
backgrounds and and an aligning to those emotional
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connections and targeting those accounts can definitely
result in positive, positive things, and
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I think that's where the features going. The the technology and the mechanism and
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the logistics are available now that's through
a couple clicks to right within your crm,
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you're able to send physical items,
you can send messages, you can
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push out social media card, you
know, engagements, rverything is fully automated.
358
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So account based marketing, sales and
marketing. I should say it's not
359
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just marketing. Is is the area
of our focus and I think that's what
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the world was going as well.
Yeah, just start looking into and I
361
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like the way that we you know, we talked about these points in that
362
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order, because I think a lot
of folks sometimes there's a tendency to think
363
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of okay, how do I fix
sales and marketing alignment? Well, we're
364
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just going ABM, but it's not
a simple right. The ABM can't happen
365
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successfully until sells and marketing are already
aligned, until everyone's already brought into those
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ideals and understands why we're doing it, what we're measuring. Then you start
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to invest in the text act to
support that. As been what what I'm
368
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hearing from a lot of markets I
talk to in it and according to research
369
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from Gardener, I believe it was, I saw shocking number, which I
370
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think it was like eighty five percent
of ABM strategies fill. Yeah, simply
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because the companies stopped doing the spray
and praying and they focus on it a
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handful of accounts and when they go
try to execute, they fail at the
373
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execution. So the there's a whole
area of learning to be had in that
374
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space. Yeah, because if you
don't do it right, if you're not
375
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focused enough, now you've pulled a
run from Monday yourself, you know,
376
00:28:27.160 --> 00:28:30.920
shut yourself in the foot, as
they say. Yeah, because you've stopped
377
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the traditional selling and now you're going
very small and that's not going to work.
378
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All of a sudden you lose a
quarter of two of sales and that
379
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could be a bad situation. So
you got to really paying attention to that.
380
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Well, thank you so much,
like I said, for laying that
381
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out. It's all really sound advice
stuff folks can use today, uh hum,
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that they're thinking about doing this and
doing it right. Now that I've
383
00:28:52.589 --> 00:28:56.220
successfully picked your brain and seemed I
could get out of it. It is
384
00:28:56.299 --> 00:28:57.819
time for you to tell us about
what you're putting in it. So yeah,
385
00:28:57.819 --> 00:29:02.579
I'm a tell us about a learning
resource that you've been engaging with here
386
00:29:02.619 --> 00:29:04.660
recently that is, you know,
informing your approach or it's just got you
387
00:29:04.819 --> 00:29:10.009
excited these days. Well, my
personal approach to learning, I guess that
388
00:29:10.450 --> 00:29:15.170
I used to have to admit,
read a lot of marketing books and sales
389
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books, you know, my favorite
being good degrede of like most people would
390
00:29:19.849 --> 00:29:25.279
agree with that. But what the
thing that helped me in the last number
391
00:29:25.279 --> 00:29:30.559
of years really advanced in my own
career and knowledge and education, is the
392
00:29:30.720 --> 00:29:33.720
people around me. You know,
we we you build a circle of friends
393
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that are having the same job as
you, the same challenges as you,
394
00:29:38.589 --> 00:29:42.869
and they also are wanting to learn
from you. Right. So we put
395
00:29:42.910 --> 00:29:48.349
together a group of us at cemos
got together and we said, look,
396
00:29:48.029 --> 00:29:52.819
we're all facing similar challenges. Why
don't we get together once every six weeks
397
00:29:52.859 --> 00:29:59.980
or so and share our successes and
failures and learn from it? At first
398
00:29:59.980 --> 00:30:02.940
I thought, I don't know it's
going to work it out, but it
399
00:30:03.380 --> 00:30:07.650
was probably the most amazing education outside
of any school that I've ever attended,
400
00:30:08.170 --> 00:30:12.890
because you learned that these people of
our living the life experience in the same
401
00:30:12.970 --> 00:30:18.250
challenges, but once in a while
you come across this nugget of opportunity where,
402
00:30:18.490 --> 00:30:21.720
wow, they solved it this way, and then we go off and
403
00:30:21.759 --> 00:30:26.400
apply the same solution to all problems. So our mantras come to these meetings
404
00:30:26.640 --> 00:30:30.759
with one problem and one solution right, one challenge that's your face with,
405
00:30:32.240 --> 00:30:34.680
and ask for advice and then come
with an idea or something that have worked
406
00:30:34.710 --> 00:30:40.869
for you and that's worked out really
well. And again it am, I
407
00:30:40.910 --> 00:30:44.750
advised to people, as there's plenty
of others just like you out there that
408
00:30:44.869 --> 00:30:48.309
are wanted to learn from you right, just like you want to learn from
409
00:30:48.309 --> 00:30:52.460
them. If you can put that
circle of friends together and find a way.
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00:30:52.940 --> 00:30:56.299
Now technology, with zoom and online
meetings and what that, makes it
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00:30:56.420 --> 00:31:00.579
so easy to set up a an
hour meeting every few weeks just to touch
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00:31:00.700 --> 00:31:03.930
base and talk about some of the
ideas, and so I takes a little
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00:31:03.930 --> 00:31:10.009
bit of investment, but the but
the return can be amazing in as a
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00:31:10.049 --> 00:31:12.009
results of that. So that's what
I've done and I've learned quite a bit.
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00:31:12.130 --> 00:31:15.769
motherful to continue to do that.
Absolutely. That's something I believe in
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00:31:15.890 --> 00:31:22.720
and we at sweetish media. One
grows show community as a resource, people,
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00:31:22.920 --> 00:31:26.480
human beings as a learning resource top
of my list. So I'm glad
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00:31:26.519 --> 00:31:30.759
you said that and I know that, just like me, everybody listening has
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00:31:30.759 --> 00:31:32.910
become a fast fan of yours.
They're going to want to keep up with
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00:31:33.029 --> 00:31:34.430
you. So yeah, Ima,
tell us how folks can connect with you?
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00:31:36.029 --> 00:31:37.670
Yeah, I guess the best way
to connect with me through Linkedin.
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00:31:38.109 --> 00:31:42.309
That's the place where I get a
lot of contacts and connections. So you
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00:31:42.390 --> 00:31:47.259
can find me on Linkedin. I'll
be happy to speak through that plaform.
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00:31:47.859 --> 00:31:49.579
Done and done. Hey Man,
look glad to have you on again.
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00:31:51.460 --> 00:31:53.019
With all of your years of experience, I'm sure there's a number of topics
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00:31:53.059 --> 00:31:56.380
that you can enlighten us on,
but for now we'll say goodbye. Thank
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00:31:56.420 --> 00:31:59.859
you so much for being on the
show. Thank you. Ta Care.
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00:32:01.529 --> 00:32:06.769
We totally get it. We publish
a ton of content on this podcast and
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00:32:06.849 --> 00:32:08.970
it can be a lot to keep
up with. That's why we've started to
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00:32:09.089 --> 00:32:14.529
be tob growth big three, a
no fluff email that boils down our three
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00:32:14.609 --> 00:32:19.279
biggest takeaways from an entire week of
episodes. Sign up today at Sweet Fish
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00:32:19.319 --> 00:32:24.079
Mediacom big three. That sweet fish
Mediacom Big Three