Transcript
WEBVTT
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Hey everyone, it is Kelsey corps
with sweet fish media, and we are
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really excited to share with you an
episode of the marketers journey from our friends
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over at UBERFLIP. The marketers journey
is a podcast dedicated to learning from senior
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marketing executives. Each week, they
speak to marketers and learn whether it was
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luck, hustle or a combination of
the two which propelled them to their latest
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position. Then they explore how to
engage their current and future customers on a
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path that is similarly planned yet adaptive. The marketers journey features amazing conversations with
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marketing leaders who share how to attract
and convert with personalization from their entire buyer
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journey. If you think you'll find
the show valuable after you listen to the
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00:00:46.609 --> 00:00:51.240
episode, just search the marketers journey
and apple podcasts or your favorite podcast player.
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Okay, let's get into it.
Hey, marketing leaders and business leaders,
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I am Randy Fish and thank you
for tuning in to the marketers journey.
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To give you a little bit of
a sneak peek to this episode,
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I have a guess who's been on
my list since day one. I was
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very excited to have Ryan Benici who's
the CMO at Gtwo on and we went
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deep into his career. When I
see deep, you know it's not that
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long of a career, as he
says. You know, in the last
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ten years. But in those ten
years he's had long stags, roughly two
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years, three years at companies like
exact target, sit hills force, hub
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spot, and now he is the
CMO A G to, a company that's
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just killing it and helping a lot
of us understand what software to buy as
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part of our text as. Now
the cool part that you'll see that he
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unpacks is getting to a CMO for
role for him from much more global growth
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company came through being able to own
areas of a business in more regional areas.
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Ryan is from Australia, is you're
here with the accent. So he's
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overseen some of these bigger companies with
their regional marketing teams and a lot of
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benefit comes from that. I think
it allows him to understand how to lead
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a team without necessarily having been the
CMO of sales force or CMO of hub
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spot, but still running a region
and having to think about all those different
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aspects. I found that really interesting. There's a lot of other aspects that
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we start to dig in in the
second half of the show, where we
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look at how Ryan thinks about the
community aspect. Very tight to GTO,
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but very tight to all of our
buyer journeys. are at a very natural,
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organic conversation. I'll let you tune
in without further ado. Let's welcome
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Ryan Benechi. Hey Ryan, thank
you so much for making time. Always
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busy as a CMO, but now
we get to talk about how he became
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that. So maybe for those who
don't know you as well as I do,
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tell them where you're a cmo today, what g two is all about
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and how you got in there.
Sure, thanks. It's nice to catch
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up, Randy. So, yeah, my name's Ryan Ben HD. I'm
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the Chief Marketing Officer at GTO,
formally known as g two crowd, being
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here for about two years now.
Joined get from hub spot, where I
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spent three of us so years.
They're building their marketing and just that business
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in Asia Pacific, I guess.
And then, yeah, prior to hub
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spot, was a sales force exact
target Microsoft. Quite quite a few companies
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that I feel really lucky looking back
to have been at. So, yeah,
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be quite a journey. To get
it to getting here and it's weird
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to think that it's, yeah,
only been ten years or so. So,
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yeah, it's been that's been a
fun ten years. Well, there's
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people who are going to tune into
this podcast we're probably seeing there saying if
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I could just get a job at
one of those companies, let alone,
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in your case, all of those
companies, is really, really interesting and
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and I need to guess just given
you know, for those who aren't,
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is familiar with Hob spot and sales
force and exact target, all in the
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marketing technology space, all on the
software space, which probably groomed you pretty
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well for a role in two,
which is all about what software is the
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best software in the in the view
of a community. Yeah, absolutely.
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I mean I think it grew me
in a few different ways. I mean
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I think this when I kind of
look at my path and my career and
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everything, I think the two things
that have probably been the most beneficial to
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me. One is that I've yet
always marketed to I've always been a marketer
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at a MARTEC company, which I
think the benefit of that is that typically
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you will use your product better than
any of your customers. Right. A
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sales force you know, we use
our crm better than any of our customers
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because, you know, we were
building it, we were on the cutting
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edge of it, so we were
pushing it to new levels. Same as
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hub spot, right. Hub spot
uses house up better than everyone and it's
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a hupstop marketing team a lot of
the time. That's actually, you know,
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putting in asks to product about like
developing new features and new integrations and
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whatnot. And so I think like
you know, Gosh, if I think,
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if I think back ten years ago, which was when I was at
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what it Microsoft and exact target,
you know, Back Down, this is
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when like email and digital and everything
was really kind of ramping up and getting
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a lot more advanced. And and
it was interesting because I was really well
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positioned to be able to have these
really senior conversations with CMOS at prospect companies,
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because they couldn't do this life cycle
marketing, they couldn't do all these
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amazing customer journey, digital touch point
focus marketing without us. And so,
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you know, being that platform,
you know, a market I can have
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as many ideas as they want,
but they ultimately need technology. Today it's
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like it's almost impossible to execute on
any marketing campaign now without tech, you
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know, even if it's a billboard
right, you still need like, you
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know, creative tech and software to
actually design your ads, the loan everything
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else. So so that's set me
up pretty well, I think, you
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know, just connecting me really closely
to technology, which is what I love,
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and help me learn and put those
companies forward. I'd say, like
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the other big thing for me was
the being a regional marketer, is something
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that I, looking back now,
and really fortunate for. And what I
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mean by a regional marketer was,
you know, I was, you know,
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the first marketer bring exact target in
age Pacific and then built, you
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know, the marketing team's sales force
and a hub spot in Sydney, in
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Japan and Singapore and India, in
Asia. And so while I wasn't a
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Cmo, I think when I look
back, I was. I was kind
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of like a mini CMO effectively right, like I was running everything from deman
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Jan to pr too, social to
content to events. So I was kind
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of like, I think what I
didn't realize at the time, but it
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kind of threw me into having to
learn all of these different things. I
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didn't have as much experience in which
is what set me up quite nicely to
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then move into the CMO role when
Jto came knocking. It's really interesting,
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I you know, when you describe
it that way, it's essentially the general
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manager in a sense, for a
business unit of the company and it's it's
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interesting when you look at some of
these companies that you joined and you know,
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you look at exact target that was. Probably they were probably pretty big
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at the time you already joined them. Is that fair to say? Hmm?
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Yeah, yeah, it's he would
have been around a thousand people maybe
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when I joined, right. And
Yeah, so, considering I'll be some
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sales first, obviously would have been
a giant already in two thousand and thirteen
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and and so on with hub spot, and I guess that joining a company
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of that size and taking that regional
opportunity, those those opportunities become available because
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that company's ready to go to that
next degree of scale. Yeah, absolutely,
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and what's really nice there is that
you then get the ability of like
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functioning as a start up with in
a bigger company, right, so you
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get all of the pros of being
in a big company in terms of the
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brand, the process, you know, like the sales, ring, a
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revenue, you know, culture,
identity, you have just all of these
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things. So it actually means that
you, like the MVP and everything on
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top of that is already like very
well established. So you can then actually
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play around a lot more in terms
of the marketing leavers to best pull to
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help, you know, you grow
in that regional segment because you're not needing
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to worry about, you know,
finding MVP at at the most basic level.
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And so I think that was that
also allowed me to really focus more
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in on kind of like marketing and
being creative and looking at what was happening
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out there in the world and what
I could steal from others and their ideas
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and build into my own. So, yeah, I was interesting and,
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you know, being not g tow
where when I joined, I think we're
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around two hundred people. Yes,
right, about four hundred people. So
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that's been that was also like a
very different experience and I hadn't been an
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accompany this size for a really long
time. So again kind of had to
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kind of like re reset some of
like my I kind of understandings of how
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things get done. So let's let's
dig a little bit more on that for
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a minute here, because I'm curious
both in terms of your willingness to take
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that that leap to a company whereas
you said, it was two hundred people,
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and as well, the same time, for the leadership group at Gtwo
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to say, okay, we're ready
to go and bring on a CMO who,
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as previously rend these regions but is
now going to run a global initiative
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at a much smaller scale. How
do you think each side had a had
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a struggle with that dilemma. Yeah, good question. I mean, I
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think for me what I loved about
the opportunity with G two was that,
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you know, I for what the
last decade at always been a market for
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individual companies of individual products, and
you know every product has its pro and
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con and no product is right for
every customer. But at the end of
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the day, when you're marketing software
at a company, you know you're wanting
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to market it to as many people
as possible, right, and to drive
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as much sales as possible. And
so I think what I really loved about
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joining g too is we don't represent
any one software platform, right. You
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know, all of them, tens
of thousands of them, are all on
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our platform and it's their customers that
actually decide, you know, how good
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they fair on our side, not
us, and so I really liked the
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idea of being able to I actually
not represent an individual software platform but actually
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represent a marketplace where, you know, v Software Platforms for you as a
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buyer would rise to the top.
So that was a, I think,
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a big fun thing for me and
the other component was, you know,
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it was our situation is so much
more complex than any software company I ever
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work for because we are a marketplace
and you know, just like Uber and
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Air B andb have buyers and sellers
onto both sides. So do we write.
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So we have millions of buyers coming
to our website every week looking for
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the best software for their businesses and
then on the flip side we have I
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don't know, tens of thousands of
software companies that are trying to best connect
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with those buyers. So the dynamic
of just that marketplace and like, how
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do you balance growth between both sides? How do you optimize spend? A
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lot of that has been new learning
for me and I think you know,
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if you look at my career,
while all of those companies that I've worked
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at seem quite similar, they've all
been really, really different in terms of
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what I've needed to do. So
at Microsoft I was much more focused on
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consumer Mon marketing at exact target.
I was much more focused on enterprise be
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to be marketing, so selling to
really big accounts. At sales force it
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was a bit of a mixed mixture
of everything. Really pubs, well,
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the complete opposite. Rights all about
scaling, you know, to as these
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small medium businesses as possible. So
I've kind of like always jumped into a
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field who I don't know as much
and I take, you know, a
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good six months in the new role
to kind of get up and up and
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running, and it's typically it's not
until like twelve months and when I feel
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like in a new company in a
new space, like I know as much
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as everyone else, and from the
twelve month on woods point, that's typically
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when I find I can start to
pull on my experiences from other industries and
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other companies and other roles to them
kind of do a better job than other
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people in my space now that I've
liked learned what they already know. Absolutely.
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So I'm curious because is you kind
of walk through that that aspect of
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the unknown and jumping into the unknown
is as much as they were different buyer
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groups or fire personas, if you
will, at sales force versus hops up
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the less similarity that you could extract
late your knowledge from. What have you
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done to research and meet people who
can help you understand how to run these
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double sided market places? Because,
being the CMO, I'm sure your team
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expects you to have that plan,
know some of the things that are going
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to help you succeed, like have
you manage to connect with people from the
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air PNB's, the UBERS, maybe
a glass door? Love them or hate
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them? Yeah, yeah, no, I have absolutely. I mean,
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I think unfortunate in that, like
the in terms of one side of the
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double sided market place being a side
that I know very intimately well. Right.
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So, you know, I'm very
familiar with like how to sell to
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Sass marketers and too, SASS businesses, and that's where we make our money,
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right through SAS companies buying subscriptions the
DTO because they want to better control
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their brand and GTWO, they want
to, you know, do review automation,
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review generation and they want to connect
you to up to their crm to
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better create buyer intent signals for their
sales teams. To know who to proactively
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prospect to. Some I felt really
good on that front. So, yeah,
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it was come. It has been
companies like like facebook, like Uba,
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like Yelp, glass or comparably,
of spoken to like folks on the
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growth teams and growth leaders at all
of those companies to learn from them.
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We also have like another component which
makes it tough for us, which is
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really around kind of most of those
companies that I just mentioned there typically for
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really quick purchases. Even Amazon is
predominantly quick purchase, whereas when you're buying
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software and your reviewing software, it's
typically a much more life cycle focus kind
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of like process and you're not just
looking for a star rating that you're actually
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wanting to know like if the product
integrates other systems that you use. It's
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just a it's a little bit different, and so I would say that,
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you know, I was able to
learn a lot from those companies in terms
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of like how they think about growth
experiments and how they balance different sides and
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different needs of market places. I
don't know if, like, I don't
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know if I've totally like unlocked the
paradigm yet, just for myself, around
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kind of how best to optimize this
software marketplace in our space, just because,
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you know, a review takes five
minutes. Right. People don't buy
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software daily, right, they buy
annually. It's not, you know,
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multi year and the way people buy
as kind of different. So so yeah,
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there's been a little lessons from those
companies, but but I think a
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lot of them I'm also just having
to kind of learn by silent on the
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job too. That's great. Well, maybe will unpack a little bit more
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of that Ryan in the second half
here. What we're going to do right
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now is take a little break here
from some software sponsors here who are probably
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on g two as well, and
then we'll be right back with Brian Banucci
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learning about his buyers. Tree.
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to drive demand our Ryan. So
we unpact your career journey and, as
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we know today, you were the
Cmo of g two or, as I
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like to say, the artist formerly
known as g two crowd. And you
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know, I think what gt does, as we talk about the buyer journey,
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is very interesting because I think a
lot of us think of software purchases
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as the goal is to get the
buyer to spend time with our sales team,
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and that's everything that marketings trying to
do is drive you to our sales
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team and then the sales team is
going to do a great job at closing
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business. The other cool way that
a lot of us hope for is word
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of mouth. And is it fair
to say that that the future is to
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make word of mouth easier? Yeah, I think so. I mean I
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don't think that we should necessarily,
as market to stop trying to focus on,
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you know, how do we best
connect our sales teams or out consulting
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teams with with bias. I think
the reality, though, is that,
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like whether we lack it or all, those buyers are so much more informed
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now than they ever were before and
they don't need necessarily to speak to yourselves
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team. So, and what I
mean by that is that there's so many
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providers today now that are just allowing
people to buy stole try like, you
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know, thirty day trials, for
example, freemium packages or just buying with
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credit cond so I think, you
know, what we're seeing is it's all
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about ultimately reducing friction to sale.
And so if buyer can learn a lot
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about your product and service from your
customers online by coming to GTCOM, like
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they much prefer to do that.
Then you know, if they have questions
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and they need technical details answered or
they want to better understand how to integrate
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something, no doubt like speaking to, you know, a solutions engineer at
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your company or you know, an
experienced sales consultant will help them. But
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I think the sales process is really
broken in the world right and the idea
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of, like you know, the
first call is like we ask questions of
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the prospect to better understand who they
are. We don't show them products in
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you know, maybe in call number
two we met show them some screenshots of
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the products. In call number three, maybe we show them at demo because,
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like now, we've been able to
craft the demo and off based on
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what we hear from them, like
we just I think, as business as
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we've created all of these steps to
make sales teams be more efficient and in
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doing so, in some ways we've
kind of like lost a lot of the
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humanity of buying and I think the
reality is no one enjoys buying. I
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mean I should kind of preface that
by saying I because I love buying clothes,
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I love buying gadgets, but I
like being in control of the buying
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process right like when I'm buying electronics, I go on Amazon, I find
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out what I want and I buy
and it's there, you know, late,
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maybe later that day or the next
day. I don't actually enjoy speaking
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to sales consultants. I want to
be able to learn everything objectively online now,
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watch youtube videos and then I want
to be empowered to get what I
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want, but I don't wanted to
be a barrier that. So I think
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we've kind of I don't know,
I'm curious like. Do you enjoy speaking
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to sales, or so you you, like me, seen your Marketa you
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must get to funny, look,
it's fair. I mean it depends on
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I guess what I'm buying and what
experience I want. I'll give you a
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great experience, a great example of
a bad experience that's not in our space
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of software, which is buying a
car. I mean, yeah, every
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time I have to buy a car, it's just painful. You go in
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there, you know what you want, you know you're going to have to
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haggle a bit, but then the
process where they got to go in the
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other room and leave you for twenty
minutes so that they pretend that they're doing
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whatever they're doing or actually doing something. That inefficient. Be Guys were nuts
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and and it's it's interesting. I
mean pulling it more into the software space.
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It was very interesting. This just
happening. I can't say the vendors
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or the solution, but we were
evaluating an Uber Foot, buying a solution
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and given that we we know a
lot of the MARTECH players well, we
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partner with a lot of them,
it's hard to pick one, because it's
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like choosing your children. Which one
of them do you love more? And
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one of the one of the people
have a relationship at one of the vendors
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said, well, I don't feel
like you spent enough time evaluating us.
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Now. We only got this much
time with you and you chose someone else.
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And and my answer to them was, we don't need a lot of
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time. You know, to your
point, Ryan, we you know,
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we may being reviews on g two, we may be talking to other companies
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that we know that use different solutions. We may have people on our team
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who have used different solutions at different
companies and stops from the way. So
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a lot of our opinions are formed. It's really specific details that in some
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cases we can we can knock off
in a one hour call. Totally,
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totally and I think to your car
point right, I'm just I love I
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think one of the things that's made
me a really good marketer is that I'm
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just very much like a consumer and
I'm always consuming marketing messages and learning from
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them, and I think that Cavana
have done just such a great job lately
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and marketing the value of their platform
in terms of like using an APP,
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like listing your car, selling your
car, just basically removing every single pain
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point out of buying and selling cause
and like, let's be real, like
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have you seen their ads with their
like their car vending machine? Like I
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didn't even know if that even really
exists or not, but it's a really
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buzzy thing that gets lots of people
talking about it. So they've done a
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great job at that. I added
to your point. I'm with you.
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I've just recently bought a car and
I didn't I just went on Mine,
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put my credit card in and I
got to live it a week later and
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it was heavenly, like truly the
most heavenly experience ever. And so yeah,
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I think, like I think,
as markets in this like leaders in
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business, we need to try and
work at how do we how do we,
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like, let really great products shine
through and how do we kind of
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reduce friction so that buyers can learn
as much as I need to income buy
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as quickly as possibly? It's very
interesting as you as you say that,
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I think to myself a lot of
this software that we're buying, a lot
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of the solutions that we're buying out
in the market, they're designed to streamline
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the way we do business. So
take something as simple as e signature a
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solution like Docu sign or hello sign
other tools like that. They're really taking
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this arcade way of getting multiple parties
to sign a document where they have to
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sign, print, scan, email. I mean I'm not talking facts days,
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I'm just talking modern day and they
make it so simple. Yet,
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as you pointed out, when it
comes to the sales process on those same
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solutions, we drag people through these
elongated processes that maybe don't have to be.
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Yeah, I think so, and
I think that comes down to oftentimes
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market is not doing a great job, and in kind of qualification, at
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asking people like where they are at
in the buying process. You know,
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because if I think of myself right
like we when I joined g two,
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I did a bit of a did
a massive out a whole of them about
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my tech and all the technology where
we're using, and I remember very vividly
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like filling out some demo forms of
these platforms that I wanted to buy and
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then having to go through like these
sales calls, and I remember just vividly
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being like Hey, I don't think
you understand, like I'm ready to buy,
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like let's start talking price, like
I don't want to know. I
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and and they almost feel like,
well know, I actually want to like
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run you through these things. I
was like no, no, you don't
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get it, like views are platforms. Many times, like I just want
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to buy. I like, let's
talk about pricing, and it was like
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a lot of pushback and I think
I had to like escalate it to like
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a more senior person company that I
knew to Bekay, I don't know what
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the deal is here, like I
just want, like I'm trying to buy.
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They let me give you my money, please. Okay, you don't
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want to waste time talking to sales
reps? No, just credit to sell.
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There's which just like I'm a marketer. I wanted marketing and I know
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what I need to do marketing.
I don't write talk to someone. So
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yeah, I think. I mean
we're definitely hearing really good feedback from,
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you know, the millions of buyers
that come to our site every week around
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how like we're helping them fire that
better technology and we find that, like
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you know, some of our competitors
that have similar looking sides put that are
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paid play, like cap terror as
an example. We have a lot of
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companies that or buyers. It will
come to us after they are bought technology
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off of Cap Terra and then they'll
say, hey, we never even realize,
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like when we were on cap terra, the list was ordered by who
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was paying the most to be there. So they import software that they were
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thinking was going to be good for
them turned out to be horrible for them
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and then they realize, like after
only going through that horrible experience and it
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was paid to play. And so
I think by a focusing on just like
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quality and, you know, being
really authentic and having trusted reviews like is
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going to see us win and the
long term and our traffics growing fast than
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all of our competitors. So that's
nice to well, maybe one of the
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things that we uncovered that's maybe the
separate bullet is, is if you started
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valuating software on who has the best
buying experience, the best, yeah,
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process in buying that technology, maybe
that's an extra column that we need on
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that list, not just how well
the technical works, but but what was
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it like actually going through the selling
process? Is it efficient? Was it?
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Yeah, honest, totally, and
that's something that we've actually been toying
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with the idea of, like do
we you know, because right now most
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of the questions that we ask for
when people are leaving reviews is much more
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focused on the software the implementation.
We don't focus a whole a lot of
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questions on the buying process. And
you know, how authentic was your sales
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rapp and like how would you rate
your sales wrap or your consultant? I
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thought about that. Is Like an
interesting area for us to go down potentially,
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just to give more information back to
these software companies around how they could
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do a better job, because I'm
sure you know there's companies out of that
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are great products but maybe sales teams
that don't do a great job of selling
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those products in a great way.
And so, like, if I was
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a gem of that company, I
would want to, you know, change
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things up a little bit potentially.
Absolutely absolute. Yeah, it's a fun
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space. I mean in technology is
like everywhere. I, like you and
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I right now talking on zoom.
I've got Google Docs open in the background,
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Evan Open in the background, like
Google Calendar Open. Like I think
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without realizing every day I'm probably using
two does and different pieces of software at
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a minimum. Right maybe you using
even more than that. You know,
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there's no way of getting around it. But yeah, that's definitely an important
387
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definitely expect exciting space you've landed in
and really interesting how it actually ties back
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and an area that you're so passionate
about, which is mapping better buy your
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journeys through sales, forest up spot
exact target, all coming into full cycle
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heregy to Ryan, we're going to
keep you around after a short break here.
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Will take a quick pause and then
we're going to hear how you take
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breaks as part of your journey.
Hey, Ryan, so we've learned about
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your career journey, which is fascinating, the buyer journey that you you're creating
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over a GTUBE. But what about
taking time for yourself, for your family?
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I know you got some dogs.
How do you make time for all
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that being this tmo of a company
that's growing at a crazy rate? Yeah,
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you know, I've always this isn't
ever been something that's been a massive
398
00:27:19.210 --> 00:27:22.890
struggle for me, and I think
I'm lucky in that I'm Australian and I
399
00:27:23.410 --> 00:27:26.490
grew up outside of the US,
to be honest. So in Australia,
400
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you know, like I guess a
lot of parts of the world now,
401
00:27:30.039 --> 00:27:33.319
and you will leave, is something
that's kind of part of the the government
402
00:27:33.400 --> 00:27:37.359
said so in Australia, right.
You know, it's like my it's like
403
00:27:37.480 --> 00:27:41.279
my privilege to get for so I
privilyse is the way to putting it.
404
00:27:41.519 --> 00:27:45.390
It's like my like like legal right
that I should get four weeks off the
405
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year. So I don't know,
I grew up in that kind of a
406
00:27:47.950 --> 00:27:51.470
system where, but I don't feel
grateful for that. Like that's just like
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the bare minimum. I I like
have something brushing your teeth, so press
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00:27:56.670 --> 00:27:57.940
yeah, it's kind of just it's
really like rushing to do. It's just
409
00:27:57.980 --> 00:28:02.700
something that you don't think about.
And so I've always been really, really
410
00:28:02.740 --> 00:28:04.619
a big believer in that. Like
in Australia we took a lot about our
411
00:28:04.619 --> 00:28:07.339
culture. It's like work hard,
play hard, and I don't think like
412
00:28:07.500 --> 00:28:10.700
I can work as hard as I
do if I don't, you know,
413
00:28:10.859 --> 00:28:14.250
to have to have time off.
And so I've always been really direct with
414
00:28:14.410 --> 00:28:17.569
my boss has and that, you
know, I like to take three to
415
00:28:17.730 --> 00:28:22.089
four weeks off every year around,
you know, the holidays. So you
416
00:28:22.170 --> 00:28:26.089
know, like in in a few
weeks after kickoff, for around New Year,
417
00:28:26.130 --> 00:28:30.680
I'm going to barley for three weeks
just to like sweetly shut out from
418
00:28:30.759 --> 00:28:36.279
work. Lived in the rainforest.
Dude, looks of Yoga. So yeah,
419
00:28:36.279 --> 00:28:37.880
I'm just a really big believer and
you need to like switch off from
420
00:28:37.880 --> 00:28:41.950
work and and I have pretty like
good boundaries around. I try not to
421
00:28:42.109 --> 00:28:47.869
text colleagues after hours or slack them
after hours. If my boss takes me
422
00:28:47.990 --> 00:28:51.269
after hours, I went reply to
him until the morning. I just like
423
00:28:51.470 --> 00:28:53.150
to train people that it can be
aud to. I mean to get me
424
00:28:53.190 --> 00:28:56.059
wrong, if he's if he's texting
me and he's like the world is burning
425
00:28:56.099 --> 00:29:00.660
down right now, we need help, like obviously different story, but the
426
00:29:00.779 --> 00:29:06.299
reality is like ninety nine percent of
the texts and more just like idears and
427
00:29:06.380 --> 00:29:08.740
things like that. And it can
be easy. You can if you like
428
00:29:08.900 --> 00:29:11.809
what you do, which I do, it's easy to then get seduced and
429
00:29:11.849 --> 00:29:15.769
then respond in the moment. But
I I like have, I think,
430
00:29:15.890 --> 00:29:21.170
over the years, learned to actually
not do that and to not just like
431
00:29:21.369 --> 00:29:25.319
slack my team whenever random idea and
instead maybe add it to their a sauna
432
00:29:25.559 --> 00:29:29.160
project for our oneonone so that I'll
speak to them in a few days when
433
00:29:29.160 --> 00:29:30.160
we actually catch up. On that
way, I'm not like, you know,
434
00:29:30.240 --> 00:29:33.279
missing and messing up in their flow
and I think by doing that my
435
00:29:33.440 --> 00:29:37.039
team is a learned that and they
do the same things. And so,
436
00:29:37.559 --> 00:29:40.269
yeah, when I go on vacation
for those three weeks in Bali like I
437
00:29:40.349 --> 00:29:44.190
will delete every workout from my phone. I won't checking now. I like
438
00:29:44.349 --> 00:29:48.190
I truly won't, and my team
knows, like my VP's know, if
439
00:29:48.190 --> 00:29:49.269
they need me, they can call
me. But I mean, we're not
440
00:29:49.430 --> 00:29:52.980
solving cancer here at jet. As
much as I love what I do,
441
00:29:52.140 --> 00:29:56.900
like, no one's going to die. And so yeah, I think,
442
00:29:56.900 --> 00:29:59.819
I think if you're a leader that
can't take hold days and you need to
443
00:29:59.900 --> 00:30:03.059
be on that is a big fat
sign that you are a failure as a
444
00:30:03.099 --> 00:30:07.529
lead up because you haven't built a
team that can leave without you. And
445
00:30:07.130 --> 00:30:11.849
that's like my biggest job in my
mind, is like to build teams that
446
00:30:11.009 --> 00:30:15.970
can function without me and don't need
my help to make decisions. And you
447
00:30:15.009 --> 00:30:18.369
know, if they want my input
and I can be additive, great,
448
00:30:18.450 --> 00:30:22.599
but but yeah, I'd feel like
I was a complete failure if they needed
449
00:30:22.680 --> 00:30:26.279
me for everything. That's, I
think, a great philosophy when it's definitely
450
00:30:26.400 --> 00:30:30.759
hard to live by. But I'm
sure you've got a better balance just by
451
00:30:30.839 --> 00:30:33.759
making it such a focus. So
thanks a lot for sharing that, right,
452
00:30:34.119 --> 00:30:37.470
thanks for sharing everything that you've brought
to the marketers yaree today. That
453
00:30:37.589 --> 00:30:41.950
Randy. Yeah, this was great. Yeah, we really got a great
454
00:30:41.950 --> 00:30:45.710
idea of your entire career, how
you think about the buyer and how you
455
00:30:47.589 --> 00:30:51.420
make a focus for your own personal
life within that, all within about thirty
456
00:30:51.460 --> 00:30:55.460
minute. So I hope everyone who
is tuned in is enjoyed this. Every
457
00:30:55.500 --> 00:30:59.940
week I'm getting to chat with amazing
executives have different ways that they've scaled to
458
00:31:00.099 --> 00:31:04.009
leadership roles that they're in. Ryan
story is truly unique and I hope you'll
459
00:31:04.170 --> 00:31:07.890
listen in to some other unique ones
that we've got until next time. This
460
00:31:07.970 --> 00:31:11.609
has been the marketers journey. I'm
ready, fresh from UPER flip. Thank
461
00:31:11.650 --> 00:31:15.970
you so much to Ryan Bunchi from
GTUB. Thanks for ready see. Yeah,
462
00:31:18.039 --> 00:31:22.279
all right, everybody. We really
hope you enjoyed the marketers journey.
463
00:31:22.519 --> 00:31:26.720
Again, just there's the marketers journey
and apple podcasts or wherever you do.
464
00:31:26.799 --> 00:31:30.680
You're listening, subscribe, leavor review
if you like it and tell a friend
465
00:31:30.680 --> 00:31:37.150
if you think they'd enjoy it.
Okay, until next time. I hate
466
00:31:37.190 --> 00:31:41.430
it when podcasts incessantly ask their listeners
for reviews, but I get why they
467
00:31:41.470 --> 00:31:45.309
do it, because reviews are enormously
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audience. So here's what we decided
to do. If you leave a review
469
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for me to be growth in apple
podcasts and email me a screenshot of the
470
00:31:52.460 --> 00:31:56.819
review to James At sweetfish Mediacom,
I'll send you a signed copy of my
471
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new book, content based networking,
how to instantly connect with anyone you want
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00:32:00.819 --> 00:32:02.769
to know. We get a review, you get a free book. We
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both win.