Transcript
WEBVTT
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Want to expand the reach of your
content, start a podcast, feature industry
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experts on your show and leverage the
influence and reach of your guests to grow
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your brand. Learn more at sweet
fish Mediacom. You're listening to be tob
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growth, a daily podcast for B
TOB leaders. We've interviewed names you've probably
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heard before, like Gary Vander truck
and Simon Senek, but you've probably never
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heard from the majority of our guests. That's because the bulk of our interviews
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aren't with professional speakers and authors.
Most of our guests are in the trenches
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leading sales and marketing teams. They're
implementing strategy, they're experimenting with tactics,
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they're building the fastest growing BTB companies
in the world. My name is James
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Carberry. I'm the founder of sweet
fish media, a podcast agency for BB
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brands, and I'm also one of
the CO hosts of this show. When
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we're not interviewing sales and marketing leaders, you'll hear stories from behind the scenes
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of our own business. Will share
the ups and downs of our journey as
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we attempt to take over the world. Just getting well, maybe let's get
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into the show. Welcome back to
be tob growth on Logan lyles with sweet
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fish media. Today I've got with
me Ashby mcgary. She is senior marketing
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manager over at Prodigo Solutions. Ashley, How's IT going today? Hey,
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it's going well. Thanks for having
me absolutely lutely, Ashley. We're going
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to be talking about some lessons learned
as you've transitioned industries a couple times in
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your career, but most recently as
you join produgo. We're going to be
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talking about, you know, taking
lessons learn from your previous marketing experience but
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not necessarily thinking that those will apply
to a new industry, a new buyer
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persona some of the things you might
need to check at the door when you're
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making that sort of transition. So
before we get into that, I think
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it would be good to give folks
a little bit of context into your marketing
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journey, your career so far and
what you in the team at Produgo or
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up to these days for a little
context. Yes, thanks, so I'm
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our senior marketing manager here at Produgo
Solutions. I've been with produgo about a
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year now. Prior to that I
was still in BEDB marketing on the healthcare
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side. And getting me to here
today. I've been in both BETC and
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B tob and Produgo has been a
really exciting journey. We're definitely a gross
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company and and we have a lot
of stuff going on. So my team
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is extraordinarily busy with all the new
ventures and new lines of businesses that were
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starting and it's an exciting time to
be here. I feel like my team
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is growing constantly and we are a
lot of trial and error and a lot
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of really great success around here.
So, before Produgo and healthcare, I
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vote did both be Toc and B
Tob, which kind of guided me into
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the supply chain side of things,
which is a very, very different market
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and has very different challenges. So
it has been an exciting journey to get
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here. Awesome. So we're going
to be talking about that. As you're,
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you know, approaching a new industry, what things can you take from
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your previous marketing experience and what things
do you maybe need to tweak or just
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flat out leave at the door?
So tell us a little bit about,
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you know, kind of the first
steps you took, Ashley, as you
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joined Prodigo. You're looking at a
new industry, new topics, new persona.
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What were some of your first steps
to determine what strategy are you really
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going to try and help implement as
you build the marketing team there at Produgo
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well, I think. First it's
always I'd like to tell people that I
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remember way back in Undergrad when you're
learning first about what you've in business school,
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what you're going to do, or
the key rules, right, and
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there's always somebody says there's three rules
to life, right, and when you
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get into your professional career and you're
really challenged and required to lead a team,
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you realize that those three rules change
often and constantly and the things that
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you these basic rules or basic channels
that you were told to follow, you
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can follow them, but then you
are a follower for the rest of your
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career, and so it's really important
to note that in every industry that you're
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in that those key rules change and
they're supposed to change and they're supposed to
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evolve. So you know as you
as anybody kind of gets into their career
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or hires, I aways look for
people who are curious about new opportunities,
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that don't expect expect the status quo
or don't expect what today's solutions are will
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be tomorrow solutions. So I've kind
of moved along in my journey and then
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even into my Mba, I realized
that some of the most successful people around
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me are those that don't continue the
same equation and that instead they change up
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what's going on and they evaluate each
problem individually without anchoring to pass biases,
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and I think that that's probably been
such a core part of my evolution here
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to where I am now, because
I funny. So, my first job
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out of school I was in marketing
in PR for a construction company, is
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residential remodeling and so extraordinarily different than
healthcare and supply chains. Yeah, I
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got to, you know, market
beautiful kitchens, which is totally different and
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if I were to use the tactics
I use then today, you know I
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can't sell a supply chain the way
that you can sell a kitchen. I
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think it's great at any time to
really look at whatever industry that you're in
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and independently, look look at a
through a Lens, independently from previous experiences,
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and then, as you start to
plan, you then refer back to
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your experiences and expertise of others,
and that way you're not you're not allowing
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previous biases or the security net of
I know how to do this anger you
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to something that may not be successful
in a new industry. I love the
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way that you're talking about that.
They're in the balance, right of learning
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new lessons but also drawing on some
of the wisdom from your past experiences.
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So I imagine one of the first
steps you took was to really evaluate,
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you know, the new industry and
probably part of that evaluation to is all
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right, where is our company at
in relation to the market that we're trying
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to serve, the market that we're
trying to lead, the market share that
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we're trying to gain? Tell us
a little bit about how you went about
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that evaluation process as you stepped into
this new role recently, as you mentioned,
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like a year ago here. Well, I'll say that I stepped into
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the new way that I approach things
by making a mistake. That is,
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when I was first starting off in
my career. You just have this energy
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and vibrance and think that you just
start going to come in and change the
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world right. You just have this
passion and think that you know it all
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right, and so you come in
and you throw your ideas out there as
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if you were some innovative genius,
and you know you make that mistake once
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and realize that if that, if
you come in that hot, people are
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not going to appreciate it. And
so I've gotten to where I am because
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I know the value and I think
anybody who moves up in leadership really knows
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that to be a really good leader
and into into really get gained trust wherever
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you are, you need to evaluate
the current state of your company. Could
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bad write what? What talent is
there to offer? What do people know?
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What do people think? What did
they think of the marketing person before
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you? Whether they think about the
future? You know, in the industry,
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okay, what happened ten years ago? What was happening five years ago?
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What's happened the past two years,
and where do we see trends going?
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What what is being posted, what's
being written? What do people say?
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And in the same goes with your
competitors. I got, I heard
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the SACO amount of podcast, some
really good advice that I follow and it's
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if you really want to know how
your competitors are doing in there each and
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every morning, you should do two
things. One, you should see the
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jobs that they're posting. If they're
adding on to their teams and they're adding
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onto divisions, you will see how
well they're doing right and what they're initiatives
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and goals are. If they're replacing
a lot of the same jobs, you
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also see what's going on and to
is to check patents. So I like
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to check patents in the morning and
see what's new and you know, our
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competitors getting into our space or not. So that baseline evaluation of the industry
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and your company is so important because
then you can gage how far you have
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to go and where you need to
go and what the true needs are,
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because, you know, starting any
role it's kind of like trauma surgery.
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You have to prioritize what you're going
to fix first. I love that.
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It's like trauma surgery. It's like
a home remodel, right, what's going
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to come first? Going back to
that kitchen, I just had to go
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there. Sorry. Well, I
love that. As yet, those two
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little nuggets on competitive research, especially
if you're at a new company or in
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a new industry, kind of the
next step from there. You mentioned this
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to me as we are chatting a
little bit offline, is not to just
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look at where your company is what
is the state of the industry and in
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some of those future trends, but
how your company got there and why are
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they there right now? Why are
they using the marketing strategies that they're using
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today or have been using? Because
I think what you'll say here is probably,
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you know, in relation to that, that concept of coming in trying
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to make too many changes, being
a bull in a China shop, but
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you'll be able to speak to it
better than me. But I imagine if
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you're asking the why and not just
saying hey, this needs to change,
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because then you're going to form some
better relationships with the other functional leaders in
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the new company that you're joining.
Right. Yeah, so that second stage
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is is a diagnostic stage, right. You really need to understand the why,
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and I do joke and say that
marketing and any new job is really
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like trauma surgery, because it is
a diagnostic moment where you have to in.
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Every everybody wants something from you quickly, right, you're the new person.
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Everyone wants to see what you're going
to do and what you're going to
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offer, and so people are expecting, you know, a quick turnaround and
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a quick onboarding time, especially at
the managing the marketing department. That's that's
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what people are hoping for. And
so I always when I start, and
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in especially when I started with Prodigo
is, I just set up with meetings
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with as many people as I can
and I just ask as many questions as
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I can and I'd get back and
I write down what they said and I
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think about it and then I follow
up with them and say, I thought
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I understood this, but I don't
think I do and I just want your
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thoughts and it's so invaluable to get
the perspectives from your develop and we're a
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software company, right. So we've
got QA, so we've got our development
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team and our builders and the guys
that really have their hands, you know,
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hands in it all and are building
our software. We have our client
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management team that fixes things and or
front facing to our clients, and we've
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got our account management team, or
sales team, our data team. You
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know, weave a ton of teams
here and it's so important to ask each
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team what is their priority and then
what were their pain points with marketing before
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and then what are their pain points
in general with the company? Right when
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I came in, I remember hearing, you know, we don't. We
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don't communicate. Departments to communicate well
across one another and while that might not
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necessarily be my job, a simple
implementation of a luncheon learn gives marketing the
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credibility that I listen to you and
that we heard you. So that diagnostic
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states, that second step into understanding
what everybody wants and pain points are.
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It's really, really important. That
way, these trias right. Okay,
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this is bleeding that quick. This
is got to be fixed first, this
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is second, this is third,
and that way your strides almost like it
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just perfectly feeds in to, you
know, the next phase, which is
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creating a strategy. Imagine it,
a spreadsheet filled with rows and rows of
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your sales enablement assets. You've devoted
two years organizing this masterpiece, only for
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it to stop making sense. This
was Chad forbuccos reality. As the head
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of sales enablement at glint, a
linkedin company, he's responsible for instilling confidence
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00:12:01.529 --> 00:12:05.169
in his sales reps and arming them
with the information they need to do their
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00:12:05.210 --> 00:12:11.009
jobs. However, when his glorious
spreadsheet became too complex, he realized he
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needed a new system. That's when
Chad turned to guru with Guru. The
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For Chad, this meant glent sales reps
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were left feeling more confident doing their
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trial and discover how knowledge management can
empower your revenue teams. And tell us
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a little bit about how you make
that pivot. When did you kind of
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decide, okay, I've done enough
diagnosis, I've done enough trias here.
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Now I'm really going to start getting
to work methodically. Tell us a little
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bit about that pivot and again striking
that balance of leveraging what you know but
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also not duplicating what you've done in
the past. Right. So I think
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that after that diagnosis stage where you
talked to everybody and you've heard their pain
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points and heard their opinions, you
start to come together. I always find
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it really beneficial. It might be
cheating, but I it always really helps
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me is that before I present out
a big strategy or or recommend something,
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I put something together and I challenge
myself to make sure, okay, yes,
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this worked in previously to be but
it might not work here. Let's,
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you know, think outside the box. I get it together and then
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I go back to, you know, maybe to the head of account management
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or the head is someone and someone
in the sales or client services, whoever
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it might be, and say,
Hey, this is what I'm thinking.
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You know. I know that you
said that this is a pain point from
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the previous marketing person or this is
the pain point previously. I'm thinking that
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this will meet the needs and this
is kind of how long it will take
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to you. What do you think? And so when I get that strategy
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together, I really do it in
components and I get the buy in from
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everybody and that way I know what
you know at first are they are they
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believing in and it or not?
Or they hearing me or not? Do
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they trust me or not? And
the one thing that marketing departments have to
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have, to have more than almost
anybody else, is trust because you're going
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to have, because all marketing leaders
know that you're incorporating all lines of business
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and what you do right. Because
if I'm if I'm pushing a message out
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that says to sales, we can, you know, we can fix everything
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in the kitchen sink, and then
our implementation team goes no, we can't.
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Well, there's no, I'm not
benefiting anybody there. I might have
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made the best sales pitch in the
world, but I'm we're going to have
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this SATISFAC dissatisfaction later. So that
in that strategy creation I always, of
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course, look at our competitors and
see what they're doing. I look at
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Sanonymous, I look at industries that
look like our but aren't our its.
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Like, for example, I when
looking at some marketing campaigns. You know,
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we're a software solution, where a
marketplace solution for healthcare. So if
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you're a hospital and you need to
order syringes or or anything, you use
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our software to purchase it. I
looked at bookingscom. I looked at how
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they're what how did they mess to
people and how use their platform? What
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did they hey say, what did
they do? You know, it's not
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our industry at all, but they've
done a good job of communicating to people
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how to use their site. So
that's a that's a big part in making
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sure I'm not duplicating my efforts.
So that way, when I then go
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down and communicate internally to the company, if they're not if they're not hearing
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my vision and if they're not understanding
what I'm saying, than the market probably
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won't because I have a chance to
be facetoface with them. So that's that's
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strategy. Stage is so important.
It's just so important to incorporate everybody and
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get everybody's buying. I love what
you were saying. They're ashby there.
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There are two things I took out
of that. You you mentioned just very
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briefly about evaluating your trust and building
that trust with the other departments. I
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think you know when coming in,
trying to be all right, the new
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marketing leader, I'm going to bring
some I'm going to bring the heat right,
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I'm going to bring some new ideas, new flavor, some new flash,
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and you failed to stop and take
the time needed to build trust and
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that you know that takes some Eq
that takes some no other way to say
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it just takes time. To build
that trust and that relationship with the other
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functional leaders. And then the other
thing I just love that how you looked
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at bookingcom look look for other look
alike industries with similar dynamics, similar challenges,
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similar go to market, even if
it is vastly different on its face.
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I think that's something, whether you
sell to healthcare, to hr or
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to marketing, that folks can can
take from that. Actually, in the
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four steps that you and I were
talking about offline, you mentioned this idea.
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After you've kind of gone through the
diagnosis phase, you started to formulate
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the strategy in step three. Here. Your fourth step is to try to
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get people to break it right.
Yes, yeah, so this step actually
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is my favorite and I think that
it does. You know, that strategy
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stage builds trust and people begin to
trust you and they want to work with
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you, but the thing that really
pushes them over and into okay, that
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this girl or this woman is authentic
is is this break it stage. And
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I actually love the stage and I
genuinely mean it. And so what I
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do is I get leaders of each
division and I also say hey, someone
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from your team that is that you
just that thinks outside the box and love
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to come up with challenges and it
will challenge ideas. Bring them into this
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meeting and I will present the strategy
and I'll present the marketing strategy and sale
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strategy and I then tell the room
I want you to break it and I'll
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tell them this before and at the
end and I'll say, listen, this
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is not final. I want you, guys, to really believe in this
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and I want you to think that
it's going to work. So the only
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way that this is going to work
is if you point out the whole that
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I'm not being right. And My
background is an account management and it's it's
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definitely not supply chain or operation.
So there are things that they'll come up
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with that I'll never I could have
never thought about. And so we do
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this kind of round table and I'll
say something and I wait and I'll say,
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okay, let's break it, like
where the gaps here? What's going
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on? Where the faults? And
in same with messaging and and this as
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this kind of brain storm happens.
And if people communicate with one another,
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they see that I'm taking notes and
I'm serious and they realize that I am
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extraordinarily onthentic when I say I want
this to meet everybody's needs and I want
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us to go to market and show
our excellence. And so, after I've
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gotten all their feedbacks and their thoughts, I go back to my strategy and
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you know, in some instances I
change a lot and in some I change
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almost nothing. But when I come
back to it and I resund out what
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I what I'm thinking to do,
people know that I've heard them and that
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they are input is in this and
I and I always say this, and
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I say this about you know,
whether it's politics nowadays, or business or
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life or anything, I want you, I want everybody's opinion, because only
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two things can come from it.
Right I either become more solidified in what
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I believe because I have a justification
for it and I have enhanced the way
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I've communicated it, or my opinion
is become enhanced. So maybe you brought
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up a point and I don't have
a reason why and I don't don't have
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a response to you. Well,
I better change it I'm doing or justify
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why I'm doing what I'm doing,
which only makes me more prepared and then
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only makes my team more prepared.
I can definitely relate to that as a
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parent when you get those hard questions
and it makes you think about it again.
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You're like, wait a second,
I need to think about this,
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or it's just really as you explain
it. You know, as the old
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saying goes, teach it and you
learn it twice. Right, whether it's
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parenting or marketing. I think there's
a great lesson there, as I love
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what you're talking about. We're definitely
very like minded here for folks listening to
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this that kind of want to recap
their those four steps that you really unpacked.
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If you are developing your marketing strategy
for a new industry, not necessarily
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a brand new sector, but a
new industry to you, and even if
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you're just joining a new company that's
taking a different angle or different persona,
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I think you can follow these steps. Number One was evaluate the current state
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of both the industry and the company. Both of those are important. Number
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two, diagnose how your company got
to where they are. Why are they
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using the strategies in sales and marketing
that they are today? Good, bad
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or indifferent, but understand that why? Three, as you start to formulate
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your strategy, remember to build trust
with the other functional leaders and do your
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competitive research ast shared some really good
tips on doing that. And then number
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four, get them to try and
bring it because it's going to make your
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position stronger in one of the two
ways that you were just saying there,
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Ashby. So you said it really
well. I just wanted to try and
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recap for folks today. I love
this four steps strategy that folks can follow
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us they're looking to build out their
strategy in a new industry to them.
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If people listening to this, Ashley, would like to reach out asking a
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follow up questions, pick your brain
or just stay connected with you, what's
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the best way for them to reach
out? Please absolutely. You can reach
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out to me on Linkedin and go
ahead and request me and send me a
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message. I'm always eager to hear
other ideas my team and how he's growing,
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and I am always interested in other
people's thoughts and feedbacks and where they
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think they're their industry is going in
to. Please reach out to me,
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connect with me on Linkedin and see
what we're doing here at Prodigo. Awesome,
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Ashby, thank you so much for
being a guest on the show today.
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This was a great conversation. Thank
you so much. It's been great
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to be on. We totally get
it. We publish a ton of content
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on this podcast and it can be
a lot to keep up with. That's
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00:22:26.299 --> 00:22:30.369
why we've started the B toob growth
big three, a no fluff email that
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00:22:30.490 --> 00:22:36.250
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