Transcript
WEBVTT
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People receive hundreds of digital messages a
day, from push notifications to emails.
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So how do you engage your top
prospects and stand out? By sending personalized
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gifts the old fashioned way. With
Sindoso, soandso helps you use gift giving
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and direct mail throughout your customer life
cycle, from lead generation to converting customers
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into brand advocates, from sourcing to
sending and centralizing the direct mail and gifting
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process. San Doso helps you scale
your gift giving, stand out and keeping
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your brand top of mine visits and
DOSOCOM to learn more. You're listening to
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be tob growth, a daily podcast
for B TOB leaders. We've interviewed names
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you've probably heard before, like Gary
Vannerd truck and Simon Senek, but you've
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probably never heard from the majority of
our guests. That's because the bulk of
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our interviews aren't with professional speakers and
authors. Most of our guests are in
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the trenches leading sales and marketing teams. They're implementing strategy, they're experimenting with
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Pactics, they're building the fastest growing
BB companies in the world. My name
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is James Carberry. I'm the founder
of sweet fish media, a podcast agency
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for BB brands, and I'm also
one of the CO hosts of this show.
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When we're not interviewing sales and marketing
leaders, you'll hear stories from behind
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the scenes of our own business.
Will share the ups and downs of our
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journey as we attempt to take over
the world. Just getting well, maybe
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let's get into the show. Welcome
back to be tob growth. I'm your
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host for today's episode. I'm Chris
Rudy grap the CEO of Sindoso. This
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is another episode in the ABM series
and today I am joined by Jamie Romero,
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the VP of global ABM at mrp. Welcome to the show, Jamie.
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Thank you awesome. Before we get
into some questions and kind of some
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banter, would love to learn a
little bit more about mrp. Maybe you
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could just tell listeners a bit about
mrp and then we can jump in.
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Absolutely so, at MRP is what
we consider the only enterprise class predictive ABM
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platform and basically what that means.
First Point on enterprise class. The kinds
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of customers we work with, our
companies that have multiple lines of businesses,
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multiple products operated multiple geographies, you
know, global customers, where we have
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a global footprint to help them and
also provide them with a really hands on
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layer of service. As far as
a predictive ABM platform goes, there's three
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stages to that. Number one is
account insight. We aggregate data from multiple
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data sources, including First Party data, MRP Zonn second party data, as
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well as third party data sources,
pend them all at the account level.
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The predictive engine then aggregates all that, uses machine learning and I I to
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score and uncover different propensities at different
accounts in terms of the kind of behavior
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there they're demonstrating and the kinds of
messaging that might work for them. And
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then the third layers contact activation,
which is all about turning that insight into
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something actionable. It's running programmatic media
against these accounts, doing email marketing,
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social media advertising inside sales and direct
me out to some degree, which I
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know you guys are a big fan
of. Yeah, yeah, very help
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for introduction, so ever. Peace
but around for a while though, right
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before even kind of ABM became a
popularized term. Yeah, you know,
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it's funny. Our CEO always says
we've been doing ABM since they won,
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and the MRP's roots are on the
inside sales business, where we have,
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you know, right now we have
a global workforce of a few hundred people
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generating band qualified appointments for our clients. And to when you're dealing with that
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high level of qualification, you have
to operate an account level. You can't
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send, you know, really highly
qualified leads to a client that are,
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you know, two people at the
same company. They just it's just not
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it doesn't make business sense. So
we've always operated at the account level and
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then over the years we've launched new
products, acquired a few companies and introduced
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the software component of the business,
and that's where prolitics comes in, and
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politics is almost the heartbeat of our
business now. It aggregates the data,
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prioritizes account that accounts that inform the
rest of our business and informs who were
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running advertising against it, informs who
are calling for inside sales and basically informs
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all the marketing touch points for accounts, whether we execute those touch points or
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our customers execute that those touch points
through their marketing automation or through companies like
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yours. Awesome. Yeah, I
think we've both that kind of unique backgrounds
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because, you know, I started
Sindoso and even started out of a necessity
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from being a salesperson working accounts before
really, you know, thinking that abm
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was kind of a key, you
know, marketing term to talk about.
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So it's kind of I think you
know ABM before ABM was around. There's
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a handful of companies that I think
we're doing it really well before, you
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know, that term even came about. Yeah, because I think ABM is
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evolving as time goes on. And
Lorie with over a force or even said
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is she's just like ABM. It's
just really good marketing, that's all.
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Yeah, you know exactly well.
One thing I know that ABM tries to
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do is break together sales and marketing, especially around the alignment of you know,
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account which accounts go after, etc. Maybe you could give me a
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little background there and kind of your
perspective on that. Yeah, so,
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you know, we look at alignment
from an ABM perspective and essentially three different
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buckets it sales and marketing alignment,
which you know, boils down to are
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sales and marketing aligning on accounts?
Are they aligning on goals? Are they
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aligning on activities? Because it's really
important that you're connecting sales and marketing and
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who you're marketing to and you're working
towards the same end. I'll be a
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you know, the accout count you're
trying to to market you or the same
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goal. It's not productive when a
sales organization has, you know, a
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hundred million dollar revenue goal and marketings
working on a million dollar revenue goal.
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You know there's any balance there.
So I think there's there's a few fundamental
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elements of alignment that have to happen
on the sales and marketing side and even
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force to release the stats. Something
like eight percent of companies are are demonstrate
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strong alignment between sales and marketing.
I mean the opposite of that is ninety
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two percent of companies are do not
have strong sales and marketing alignment, and
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that's hot. Yeah, I mean
it's crazy and it costs of the IDC
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stat is, you know, ten
percent of your revenue is lost because you've
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at least ten percent of your revenues
lost because you don't have that strong sales
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and marketing alignment. So for us
as a business it's really important. Anytime
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we work with the customer, it's
like great, here your goals marketing,
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but we want to talk to the
sales team. We want to talk to
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the sales leader to make sure the
outcomes of what we're doing are going to
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be actioned appropriately by the sales force
and, more importantly, so the sales
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force understands what we're delivering for them. They understand how to action the data.
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They understand, you know, if
of a lead is a certain stage
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of the funnel, like how you're
supposed to act differently with leaves of the
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top of the phone versus the bottom
of the funnel. So you know,
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sales and marketing linement is definitely,
first and foremost, the number one thing
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that we look at. Number two
is what I do kingly say marketing and
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marketing alignment. You know, marketing
has to align with themselves. Was it
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I think it was Gartner, maybe
they said the average marketing or teeth marketer,
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maybe chief Mark Tech, one of
those organizations that the average marketing organization
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as ninety one tools in their marketing
text act. Now they include things like
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drop box and outlook and so on, but even that, you know,
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ninety one different tools. So it's
really hard for marketing team to be able
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to unify this messaging across all of
these landing page builders, their display advertising,
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their direct mail, they're everything they're
doing is just is oftentimes stand alone
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or very loosely connected. And you
know, by next year Gardner saying that
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eighty five percent of interaction with an
enterprise is going to be without interacting with
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the human and to me that almost
sounded crazy until you think about the existence
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that which is, you know,
two thirds of the buyer journey's already done
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before they even tucked yourself person right. So it just it's just getting worse
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for for a sales or for marketing
org in terms of how they're interacting with
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their customers. And and marketing just
needs to be able to establish a text
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act that is integrated and that in
in Jeff data from a lot of different
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data sources so they understand who to
talk to and when to talk to them
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and what to say to them.
I love it. And then all other
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stats, and I love marketing meeting
to align with marketing. That just makes
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me sad. Yeah, and then, especially for our customers, when you're
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thinking about enterprise customers, it's you
know, we've got customers that have Marquetto
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and one group and eloquent another group
and with different databases. So it's definitely
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gets the little Maudie and I also
recognize the challenge it is for a lot
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of these bigger companies to actually align
all that and have one solution for,
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you know, marketing team of a
few hundred or thousand. You know.
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The last alignment bucket for me is
marketing and customer alignment. You know,
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I've been doing marketing for over fifteen
years now and and I absolutely execute marketing
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and have executed marketing on a marketing
campaign timeline basis. And customers don't buy
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on my timeline. They don't.
They're not going to buy something for me
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because I decided to put them in
a bucket to send them a direct mail
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or or an email or phone call
because I've put them in a buck with
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three hundred other prospects. So marketing
needs to figure out how do I execute
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marketing on my customers timeline? How
do identify when they're having paid points for
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when sales has the the timing of
an account to the point where then marketing
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can get involved. It's a really
targeted and personalized interactions with that account.
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So it's, you know, sell
the marketing alignment, marketing, marketing alignment
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and marketing, customer alignment are how
I'm seeing, you know, these three
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buckets where at least m Marp can
help, because then we look at ABM
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as a solution to all that.
ABM Delivers Higher Roi. ABF consistently outperforms
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campaign based marketing programs and ABM fundamentally
forces sales and marketing to look at the
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strategy and forces in alignment and you
see, you know, their stats out
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in the market place that support this. We see it or thorough customers in
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terms of in terms of our customers
seeing higher pipeline values, they see higher
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wind rates, they're seeing higher productivity
from sales because the focus is the energy
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spent by marketing and sales on account
is aligned. Yeah, I know that's
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so interesting. Other piece of the
alignment that I'm curious on, since you
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look after global ABM, do you
see, you know, good alignment in
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terms of marketing across Latham and Ama
as well? You know, I've seen
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companies do it well. I think
companies not do it well. We do
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it and it's a very challenging thing
to do. You know, I always
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go back to our head of sales
in a MIA andypj voice film you know,
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when you market to America, you
know it's a huge, huge population,
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a huge target market with fifty states. Well, when you're marketing to
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a MEA, a lot of Americans
look at a mea like fifty states,
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where the truth is it's like marketing
to twenty different Americas. So when you're
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marketing to a ME A, lot
of companies who are at least first entering
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into that market, they just like, all right, I've got my message
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for Europe or I got my message
for the Middle East or for Africa,
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when the truth is it's like the
messaging has to be customized by country.
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Laws are country based. So you
think about GDP are, but all that
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gets implemented on a country by country
basis. The EU has their guidelines,
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but you know every country has their
own version of it, which is which
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makes it even that much more challenging. And then you know things like incentives
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vary by country. You know,
when you email somebody, you know sometimes
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will email somebody in Germany and the
reply will get is where did you get
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my data? And the reply will
get some money in the UK. Is
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You know, tell me more about
that. So it's just really that massaging
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and tuning your message by country.
So that makes it way more challenging to
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align to the customer and to sales
and to your own spack when you have
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different on there. On your own
text back especially, you have to account
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for different compliance regulations and and different
accounts. You might have one account as
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a customer in America but not in
Europe. So it's they're definitely a complexity
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there that companies need to invest in
and you know, one of the beauties
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of ABM now is the tools to
help you do that in a much more
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seamless way. Totally. Yeah,
I think the localistation, the personalization piece
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is huge and I think that also
relates in this relevant to kind of humanizing
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kind of the ABM process. Do
you have any thoughts around that in terms
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of how to, you know,
make marketing on a less you know marketing
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like and more human like? Yeah, so, you know, we did
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a wife ever in humanizing ABM and
you know we still when I was at
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an agency before m RP it is, you know, we always talked about
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that last mile being the human touch. So marketing, you know, at
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some point people people buy from people, they don't just buy companies in particular
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enterprise. You know, I've bought
plenty of stuff on them. It's on
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that's not a you know, a
person hasn't involved themselves in that transaction,
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but on the enterprise. At the
in the day, people buy from people,
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and I think about it from my
own buying habits. You know,
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we're looking at like drift, for
example, and drift to be cool to
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just, you know, go online
and and put my credit card and boom
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I have drift. But you know, at the end of the day I
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needed to talk to somebody, we
needed to negotiate, we need to understand
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what the value prop is and how
to implement. So the thing for me
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about humanizing a BM, especially when
it comes to that alignment, is understanding
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who you're talking to. It's that
human element, the cultural factors at a
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company, the decisionmakers, the influencers, how long a purchase cycle is?
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You know, and I actually have
on my white board right now, is
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that I'm thinking about how to execute
a much more human based marketing approach.
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Is Thinking about right, you want
to sell into a VP of marketing,
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but there's a whole legal team that
is an influencer in the decision and they're
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asking are you GDP are compliant,
you know? And then CCPA is coming
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down the pipe really soon. You
know. Are You compliant with that?
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Are you getting consent? Know,
so having ammunition for sales to address some
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of those challenges. And then it
is going to come in and be like
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hey, this is a great tool, but you are not touching my sales
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force. Okay, I have to
be ready for that, you know.
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Yeah, I'll actually and about your
wow, Yep, I have procarments,
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another one, and they're they're funny
because they're like the last mile and you
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don't think about them until the very
end and they can put a stop to
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everything if they wanted to, totally
and or re readjust all your your commercial
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negotiation or resetball that. So it's, you know, thinking about humans at
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the other end of this. And
there's actually a great book, I don't
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think new, I read it not
too long ago, but the Challenger customer,
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which, after I read that,
I'm like being you know, it's
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like wow, all this, all
this just really connected itself to ABM.
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It's such a much clearer way because
it talks about all these influencers and it
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talks about, you know, how
many people in the purchase decision and your
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advocates within a particular account. So
it is a great read. Highly recommend
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that for anybody practicing ABM. Yeah, I think one interesting thing, and
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we've seen it here, but it
is when you think about the buying committee,
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and this is even as it relates
to when you're even renewing a customer,
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expanding a customer, you really think, okay, our ICP is this
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Xyz, maybe it's an it person, but really there's the security group,
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the procurement group, where you can't
forget about them. You also have to
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think about, you know, how
is this person going to be a part
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of this buying committee and what do
I need to do to influence them as
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well? And some of this,
you know, is can be some of
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this can be product specific to right. So you've mentioned security. You know,
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we've gone through a dozen security audits
in the last year just so that
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to confirm that a company can actually
buy our software. So if we didn't
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think about that when we were building
our product, you know, we would
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go through a three month, six
month sales cycle and then at the very
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end the security teams to be like, I'm sorry, they're not compliant.
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We can't, we can't buy this
tool. And I'm like, oh no,
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we don't want to, we don't
want to get to that point.
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So I mean fortune for us we've
passed all those audits. But you know,
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if you're not thinking about the other
people who would influence a buying decision,
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you're going to end up getting stuck. You're going to have a lot
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of hard lessons you're going to end
up learning as you grow your business and
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as you grow your marketing organ your
product ord totally. You know, what
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think of familiar with is, you
know how abm relates to more of a
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they could direct sales or direct marketing
strategy and approach. I see you guys
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also play in the channel game.
Are you seeing that you kind of the
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channel is also thinking about ABM and
and do you have any thoughts on that?
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Yeah, so the channel is definitely
a lot harder fifty because of the
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way the economics play out in terms
of funding and which channel partners can participate
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in what and how you justify programs. And I've seen, you know,
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a lot of companies say I want
to roll out ABM in the channel,
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but then it's like, you know, it's a typical marketing challenges you have
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overall. When you're talking to an
executive team, it's like I want to
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roll out ABM. Great, how
many mqls is that going to provide?
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And you're like, well, it
doesn't really work that way. It's at
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the line goal. So on the
channel I see a lot of the same
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thing where the company say I want
to roll out ad the channel, but
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then when you get down the channel
it's like, all right, how many
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much revenue did this program generate?
How many and LS SQL's qualified? The
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did this program generate? And sometimes
it's not as clear cut. Is that
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when you're measuring a BM, which
is another area that you know that's challenging.
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We can talk about measuring Ayvm for
a whole other hours. As I'm
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talking, I'm debating how much down
the rabbit hole do I want to go
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right now? Yeah, so you've
better MRP for like six years now,
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right or so? Yeah, so
I was at an agency prior to MRP.
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MRP acquired of so in all I've
been at this part of my career
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for about seven years, but MRP
is January, I think, would be
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the official five year mark. So
yeah, very cool. And if you
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seen like kind of a lot of
internal alignment towards abium from executive level,
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as I know that one of the
keys to really getting bought buy in from
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a strategy across sales, success marketing
exceptions, really executive alignment. So have
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you guys seen a lot of great
exact alignment towards a BM? That is
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I will say. If I would
have emailed you questions to ask me,
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that might have been one of the
questions I would have emailed to ask me.
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So yeah, so I have actually
two jobs here at of RP.
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First some global head of marketing,
so I'm response for marketing, brand and
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everything else globally. But I'm also
had of customer delivery on our software business,
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and the reason I bring that up
is because, you know, part
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of my job is every customer we
get on politics and so of our marketing
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service is my team is responsible for
executing on those programs. So every time
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we make a commitment to a customer
that we're going to execut an APM program
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my team is the one that executes
that program so because I run marketing,
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it's like all right, we are
customer number one. So everything we do
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for our customers we do for MRP's
own marketing. So we've got politics integrated
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with our crm. We're doing our
own and side sales campaigns, our own
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direct mails, our own constantication,
our own programmatic media, and it allows
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me to challenge my other half to
say, Hey, I just got this
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report for the team, this,
quote unquote, a BM report, and
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it's either really great or it's missing
a few things, and I can easily
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go down to my to my other
half and say hey, guys, you
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know, we're missing a few things
here or this could be better that way.
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So we ca call it the customer
first initiative, but it basically,
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you know, as our cel like
to say, we need our own dog
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food. You know, we practice, we preach and and MRP is MRP's
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first customer and number one customer.
So, to answer your question, bringing
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it back, absolutely we are aligned
at at the executive level in what ABM
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can and should deliver for our customers
and we work really hard at improving it
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every step of the way because if
it doesn't work then as a business,
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our marketing organ is going to fail. So putting myself on the line the
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same as our customers would put themselves
on the line, which you know,
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circles back to the human element part
of this. It's you know, when
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you're buying software, you're putting a
little pc on the line and it's some
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cases it could be a career decision. You know you're going to spend a
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million dollars on something and and if
you're at the wrong company at the wrong
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time, that could be a career
changing decision if it doesn't go well.
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So I want to make sure that
our customers buy something from us they have
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confidence and trust in what we can
deliver for them. Excellent. This was
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a great conversation, Jamie. I
think we could go on for hours.
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If if anyone wants to, you
know, reach out to you directly.
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Can you share your email address or
anything in case someone wants to follow up
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with you, especially I think that
humanizing abm white paper sounds really interesting.
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We will link to that too in
the the notes for this podcast as well.
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Yeah, I'm happy to take emails
from anybody. Ja Romero at MRP
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FDCOM and I'm pretty active on Linkedin. I'd love for as many people to
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engage with me on Linkedin as possible, and that's just Jamie. Jim Romero?
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Yeah, awesome. Well, thanks
again, Jamie, for your time.
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It was great talk with you.
Thanks, Chris. Really appreciate the
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Combo. We totally get it.
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