Transcript
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I think a lot of people are
starting to realize, wait a minute,
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like there, there is a better
way and faster way to grow, and
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it takes a while for any company
to really recognize that because there is that
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Nice, comforting, proven sales led
playbook that works. We know it works,
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we have people on the skill set
and we can just make it work.
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For now. Taking a product led
approach can remove friction and improve customer
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experience. So what's the difference between
product led versus sales led growth? What
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are some of the factors driving the
shift to product led growth models and,
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if you decide to go down that
road yourself, what challenges and hurdles are
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in your way to tackle all that
and more. I talked with West Bush.
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He's the author of products led growth, the host of the product led
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summit and the founder of the product
led institute. Mighty mime is Ethan Butte.
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I'm the host of the customer experience
podcast and the host of the CX
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series here on Bob Growth. Here's
my conversation with West Bush. Okay,
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today on the customer experience podcast we're
going to address what's been a missing piece
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in the customer experience conversation here on
the show to date. I think we're
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episode forty six here, so we're
finally getting around to something really important.
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We regularly talk with marketing, sales
and CS executives and practitioners. I've hosted
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speakers, authors and consultants who specialize
in things like branding, trust building and
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even customer experience directly. But today
we're finally talking product, especially product at
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the intersection of sales and marketing.
Our guest has years of experience and digital
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marketing in demand Jen, but he
spent the past five or six years going
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deep on product in particular. He's
the founder of the product led institute,
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he's the author of product led growth
and he's the host of the product led
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summit. He's democratizing the way people
are learning about this product led movement.
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Westbush, welcome to the customer experience
podcast. Thanks so much for having me.
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I'm looking for to the conversation.
Yeah, me too, and I
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again I really appreciate we're just warming
up a minute ago and I really appreciate
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what you're doing around these concepts of
product led. When I read the book,
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I felt like you were able to
rope in what otherwise would have been
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disparate but super important ideas from people
in a variety of seats. So I
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really appreciate what you're doing and thanks
for spending time with us here. I'm
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going to start where I normally start, with the definition of customer experience.
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But before we do, you spent
four years as the Aquatic Team Leader for
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why MCA Canada, and I'm going
to I'm just guessing that something you learned
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and teaching kids to swim and running
a team of people who taught kids to
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swim. What can that teach us
about product experience or customer experience? Like,
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what did you learn then that you
feel like it's maybe still relevant today?
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Wow, that's not a question I've
had before. In terms of that
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whole experience, I really do think
that teaching is something that is so powerful
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whenever it comes to really just simplifying
things. I really think if you want
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to understand something, you really need
to learn how to teach it, and
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so I think whenever you're trying to
think about customer experience, like if you're
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going to help someone, you really
have to become a great teacher, and
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so I think that's a skill that, although I've kind of teaching kids anymore.
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spunning was a long time ago.
Yeah, it's definitely something that I
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still try and hone in on that
skill and even with the product, that
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summit or my book, always trying
to get better at teaching people, in
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simplifying but everything down so that other
people can pick up things easier and become
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successful with whatever, whether it's knowledge
or skills, you're trying to transfer.
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Love it. Great answer and again
that you know. You know you've mastered
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something and we're able to teach it
well and turn other students into masters themselves.
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A great answer and thanks for going
all the way back there with me.
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I thought might be a little bit
fun as an opener. So let's
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go. Let's let's ask the question
that I ask everyone who is kind enough
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to spend time with me here,
when I say customer experience, what comes
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to mind for you? So when
I think of like a really good customer
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experience, I think of two things. So the first thing is whenever I'm
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looking at a company or let's say
I'm starting on the website, I am
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looking at their perceived value. This
is everything the marketers talk about, this
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is what they're promising me. And
then there's on the other side of that,
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which is once you're in the product, where you actually get that product,
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it's a physical product, there's the
experienced value. So a good customer
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experience to me is where that perceived
value, like what you're hoping you're going
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to get in that experience value really
lines up and it's just exactly what you
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expected, if not even better.
So to me, customer experience is those
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two things. You got to see
value, experience value and that lines up
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with exactly what you expected. I
love it and you did a really nice
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pass in in the book on that
topic and especially about the gap that often
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exists in what we need to do
to close that. For folks who aren't
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familiar with the term product led obviously
it's something you've devoted your life to lately.
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Get folks like, especially in contrast
to sales led growth, talk about
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product led growth. What is its
definition? What are its primary characteristics?
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Yeah, so I think the really
understands product right grow. That almost helps
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to take a step back and look
at the traditional way of selling products.
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And for a lot of especially software
companies, the very traditional way was you
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have this demo process and place and
you hire ray expensive sales people to sell
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your product, and the whole goal
of these companies is really to take you
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from point a to point B in
the sale cycle and then eventually become a
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customer, whereas whenever it's a product
led company, it's really looking at seeing
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how can we show people the value
of our product as soon as possible in
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the the full buying cycle. And
so it does come back to that first
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part of my own belief about what
customer experience is is really just instead of
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telling people like here's what a puctice, here's what the perceived value is,
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what we're trying to do in a
product that company is actually show people by
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giving them the products, whether it's
their free child freemum model, by making
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them successful and having them experience that
value, so that the value prop is
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experience. It's not something we're just
telling people. And so the reason why
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product that companies are really taking off
and growing faster than their sales at counterparts
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really does come to down that that, I mean, the best way to
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show, I mean build trust is
to really just show people like here's our
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product, here's how we help you, go see for yourself, and so
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I think product led growth in this
whole movement isn't anything new. We've seen
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this in so many different categories.
I mean if you go to costco or
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even try on Cologne at the airport, like, there is so many instances
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of free trials or getting his samples
of different things where, once we do
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try them, we want to see
more of it. And so I really
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think product that grows. Now that
it's finally hit the software world, software
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cominges are has an you know this, this works, this is a part
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of the buying cycle. We want
to experience the product and see what it's
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all about. So that's what gets
me really excited about product that growth also
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about customer experience. Love it.
The driving factors. They're right. So
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it's kind of a go to market
strategy. What do you say? That's
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true. Yeah, absolutely. So
what do you think are some of the
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driving factors in that shift from to
traditional more sales led bottle to this?
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I mean, already got it some
of it, which is people want this,
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people want that confidence. It's how
we build trust. It's how we,
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in our own minds, you know, we get rid of maybe some
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of that skepticism or remote remorse for
confusion about is what I've been promised and
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what I'm expecting what I'm actually going
to experience. But from a cost standpoint.
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Talk a little bit about some of
the drivers in this shift from sales
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led to product led. Yeah,
so that's a really good point too,
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and one of the big tidal waves
that's that's happening for any business. This
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isn't a specific to software businesses,
but it's the fact that it's become so
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much easier to start a business and
so, taken at face value, that
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seems like this amazing thing, which
it is. I mean, I've benefit
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from a lot of the same tools
and everything else. It's never been easier
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to start a business, but at
the same time it's also become a lot
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harder to grow one. And so
now that there's so many competitors for every
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single type of category in business,
is becoming a lot more expensive to grow.
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And so customer acquisition cause are actually
becoming a lot higher. It's actually
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a according to a report by profit
I was fifty five percent. They've increased
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in the last five years and so
that shows really nor signs of stopping.
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So it's becoming a lot more expensive
to get customers on board, but also
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customers are not as willing to pay
as much for a lot of the same
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solutions as they were because, I
mean, software is in this novel is
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that used to be. And so
you have, on one hand, rising
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customer position costs, on the other
hand people are just not willing to pay
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as much for it, and so
that leaves you in a really awkward position
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where you're saying, well, the
catter, we get these people on board
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because they're not willing to pay as
much and we can't actually spend as much.
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So either you have just smaller margins
or you figure out a smarter way
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to sell. And so with the
traditional sales led way, I mean you're
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hiring inside sales team, often you're
hiring account executives and it's really expensive to
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make that model work. It's effective, it can work, but it's becoming
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less and less effective in those margins
are getting smaller and smaller. On those
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businesses where with a product, that
business, whenever you're looking at the numbers,
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well, if that free trial or
the freemium model can actually on board
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people and upgrade them on their own
and maybe you know whence they do become
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successful and they do experience the value
prop then yeah, absolutely, sales and
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everyone else, because my eccess can
reach out and really help those people on
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but the majority of the work has
actually been done by the product, and
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so that's really cool. Whenever you
look at the revenue per user of some
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of these companies, I mean like
there's a trusts there. Forty million.
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Are Are Forty people. That's crazy, and studies and that's incredible. Yeah,
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and the fact that they've been able
to do that is actually possible because
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their product helps them do a lot
of the heavy lifting on that on boarding
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front. So I think from a
numbers perspective it's fascinating to look at that.
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Yeah, I think you're exactly right
in your echoing a couple previous guests
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on the PODCAST, David cancel from
drift. We spent a lot of time
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talking about a couple of those key
market dynamics that you just walk through and
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and more recently Dan tire from hub
spot. He's a sales guy. So
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for those of you who are listening, if you like that theme, I
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have a couple more conversations on those. Just visit bombbcom itunes or spotify or
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Google to go find it in your
favorite player. Where do you think we
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are in terms of this shift?
Do you think? Do you think this
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is an inevitability and your you and
the folks you're working with and talking to
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and educating in the movement you're creating, is this an inevitability? And if
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so, where are we in this
shift from sales led to product letter?
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We in the very, very early
days and folks that you mentioned like a
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refts is, are they pioneers?
Like where are we in this big picture
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in your in your view? So
honestly, we're really early stage at this
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point. This movement is just starting
and I think a lot of people are
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starting to realize wait amount of like
there is a better way, of faster
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way to grow, and it takes
a while for any company to really recognize
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that because there is that Nice,
comforting proven sales led playbook that works.
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We know it works. We have
people on the skill set and we can
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just make it work for now.
But if you really want to build a
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long term business, you're going to
start having to ask yourself some hard questions
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about is this the best go to
market chadue for us for the next ten
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years? What should we do about
that? How can we help our customers?
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Because I'm successful earlier on in the
journey and so I think for a
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lot of companies it's at this point
where they're starting to ask a lot of
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those questions, which is great,
but it's going to take a lot more
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for people to really kind of make
that shift and change their company and how
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they really do market, sell,
support customers. And there's a whole spectrum.
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It's not just let's put on a
free trial on our website. You
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got to change your marketing, how
you do that, your whole sales approach
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and a lot of different team dynamics
have to change to yeah, it's funny.
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I feel like it puts a much
heavier ask, obviously on the product
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itself. I think for years as
people were you know, eat. Let's
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say just go back eight or ten
years ago. You know you build some
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software, you know you have the
sales led model and I think you know
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once you get someone closed committed with
the purchase, then you start to unbundle,
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like some of the shortcomings and you
know, like we maybe new on
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the sales side, that the perceived
experience wasn't going to be fully delivered in
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and you know for some of the
dynamics you mentioned in even in your previous
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response. That's not really tolerated anymore. Our expectations have moved so far beyond
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that. I think you're exactly right
and I do think there is an inevitability
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to it as well. You mentioned
a playbook and I got to say the
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product led growth book that you wrote
was very well sourced and super approachable,
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insanely practical. I call it a
practical guide to it with terms and frameworks,
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examples and how to's, and it
spans initial strategems. Speaking now to
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the listener, not just to you, I'm sure you know what's in the
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book and hopefully you find this to
be a fair and accurate kind of a
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capture of it. But you know
it's bands from initial strategy and go to
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because this is go to market strategy
all the way through specific execution, including
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pricing, including email and messaging ideas. It's just really, really useful.
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When you committed to write the book, and I understand why you would do
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it. I did similar and trying
to advance this personal video movement. I
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thought a book would just help reach
more people and it's tangible. It maybe
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buys you a little bit more credibility
when you're trying to get a stage that
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you might not have been able to
get otherwise, etcetera. But specific to
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the reader, what did you hope
like if someone picks up or when someone
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picks up product led growth, you
know, what do you hope that they
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take away from it at a high
level in terms of a customer experience of
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a book buyer and book reader?
Yeah, that's really interesting question. And
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so I think for the book buyer, what I didn't want to do,
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like the first six chapters, if
the book are really just identifying, like
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if the is is even a good
fit, because I think with a lot
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of new innovasions there's a lot of
talk and people just like to say,
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Oh, let's jump on this band
right then, and so I really want
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to make sure that people are taking
an educated step in the right direction,
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actually vetting it, going through a
lot of the questions but their executive team
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to see, you know, is
this a good fit for the business?
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And so that's what I really tried
to do is if it is a good
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fit, Greatad, the best of
the book. If it is not,
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then I hopefully have saved you hundreds
of thousand smallars. Are Millions dollars by
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not going down that path. So
I think in that first six chapters that's
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really what I'm my whole goal was. And for those people that are pro
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product, that it's a good fit
for their business, what I'm really hoping
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they're going to walk away with is
really understanding the fundamentals, because that's the
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the second part of the book.
He's really just understanding, like what are
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those main three things that you need
to build a product, that business?
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And I think if you get those
right and really hone in on them,
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is going to make all the difference
for your entire business. And so that's
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really my whole goal, is understanding
it's a good fit for you and if
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it is, how do you take
it to the next level? So,
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for folks who it is a good
fit for, what are some of that
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you you know you do some active
consulting. You're in these companies. Of
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course you brought your own experience,
I think, which is what motivated you
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to go down this rogues you kept
seeing the same problems over and over.
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So I think you're going to have
some really good, in useful ideas here.
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Where some of the biggest hurtles when
an organization accepts and understands that this
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is a good fit for them.
What are some of the implications or hurdles
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like from a sales standpoint, from
a marketing standpoint, from a CS standpoint,
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or even from a product in Dev
standpoint? Where do you see challenges
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and hurtles for companies that identify that
this is a good fit for them?
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Yeah, so I think the way
you sell really has to change and,
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depending on how big the business is, that can be absolutely petrifine because you're
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used to a certain sales motion in
your business and now you're saying, let's
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just give our product away for free, for a little bit or if it's
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a free trial, or freeing him
potentially all or part of it for free.
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And from a sales perspective that's scary
because I mean, they have the
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demo goals and all their metrics are
set up for this one side of the
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business, but then as soon as
you introduce that free trial, you're going
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to see a conversion right go sky
Rothing, skyrocket and people love it.
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And but then the sales teams,
looking at that, come like our demos
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aren't as much and so there's this
constant friction between the teams of pro product
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let and then sales let. Which
one should you really take into consideration?
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So I think for bigger teams that's
one of the biggest problems. That's any
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founder or leader in that team is
going to have to really go up against.
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And so if you don't have your
leadership or even your board on board
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with this new direction, it's going
to be really hard to pull it off
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if you are an established business.
That's why I often if you were earlier
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on in your journey, it can
be so much easier for you to really
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kind of flip the switch become product
let from that day one, but in
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your first few years. Once you
do, you get that product market.
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But I think it's really, really
important this idea that you know, in
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a lot of cases the people making
decisions have only known it the sales led
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way, and so this is I
mean there's just a selling on the concept
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itself, which then is, you
know, we're not cooled and staffed for
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it. Our tool kid is designed
for this function. And then, as
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you said, you know, I
forget where they said petrified or another synonym
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of it just a minute ago.
I can see that too, where it's
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like, but you know, we
have twenty five million dollars that are all
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stacked on this particular approach like it, and we want to stack another try
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twenty five million next year. Are
we going to only stack twelve in then
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this thing's going to happen over here
like how I can see how it would
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be very problematic and challenging culturally,
especially the bigger the organization is, the
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more decisionmakers there are in the process
and the more you have writing on it
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in a variety of different circumstances.
You wrote in the book. It wasn't
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a huge passage, but it was
one that was really interesting to me because
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I've heard a number of folks on
the guests on the on this podcast talk
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about it, this idea and it's
something that's potentially controversial. I don't see
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it as such myself, but not
all customers are created equal. That I
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think your language around it was.
You know, if the Queen of England
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shows up at your place, you're
not going to treat her the same way
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as you treat a buddy who shows
up to like watch the game on the
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television or something. Talk a little
bit about the the implications in the context
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of these ideas in this movement,
this idea that not all customers are created
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equal. How do we need to
be aware of that and order it's implications?
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Yes, so if, yeah,
that perfect example, like if someone
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does come who's a perfect fit customer, why are we espish when it comes
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to your product and how you even
on board them from the very beginning?
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Why are you giving them the same
experience as everyone else? And so that's
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often something I see a lot of
companies here where it's just like this one
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size fit's all kind of onboarding,
and it's a shame because there's some people
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who are perfect fit and now we're
getting the Click, the I'm not a
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robot, butts in and filled all
these forms and everything else, and is
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like, with modern tools, we
can actually tell, sometimes before they even
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fell out that form, if they're
a good fit. And so there's a
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lot of things we can do from
a customer experience perspective that we can just
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expedite things for those people and really
make sure that they have the best experiencing,
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even it we just use even simple
terms like lead scoring and figuring out,
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okay, like this is a perfect
customer. Let's reach out proactively and
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earlier and help them on board them
in a new way or send them a
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video earlier on in the journey just
show them like a welcome to our product
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experience. We're excited to have you
actually personalize it, and so I think
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there's so many great things we can
do earlier on and that journey to really
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goes back to that definition the customer
experience, like make that experience value just
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so much better than the perceived value
that you really wow customers and that is
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really what feeds the word about marketing, about getting yeah, it's really good
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in your exactly right. I mean
just thinking about I'm not I'm not deep
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in marketing APPs at here at Bombomb, but to your point of before the
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form gets filled out, I know
that we know who's a good fit customer
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because we have software that allows us
to know maybe recognized and key domains when
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they're visiting the site, not even
necessarily engaging with a form, and we
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can run that against a variety of
data tools that tell us what their text
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act looks like and whether or not
bombomb would plug into it. Well,
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because they use sales for so they
use en desk or they use Gmail or
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they use outlook and so you're exactly
right and I like this idea that we
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can, not only can, but
should invest more and people who are potentially
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worth more. And for hardcore dive
on that. I had recently the author
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of the customer centricity playbook. When
she brought it was really a financial conversation,
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but she made the same arguments at
it and just going back to,
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you know, the cost pressures you
talked about in the beginning. Costs more
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to acquire and yet competitions so high
that you know, potentially lifetime values threatened
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because switching costs are so, so
easy and looks there's so much competition and
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the price expectation is lower. We
need to really pay attention to the to
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the financial aspects of these things so
separately. You offered a number of very
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useful frameworks in the book, but
because this one in particular, when I
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when I read it out, it
sounded a heck of a lot like customer
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experience and brand experienced the way I
think about it, and you've already touched
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on it, but I think using
the UCD framework, understand, communicate,
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deliver. If you just walk that
out a little bit, I think that'll
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make your initial response on the definition
of customer experience even more tangible for people.
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That's fans. So those of you
that don't know what the UCD framework
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stands for, its really just understanding
your custper and understanding your value and communicating
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that to your customers and then delivering
on it. So if you're going to
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build any business, that I think
is framework could apply. Is Really I
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mean, I built it for product
on businesses, but I apply it to
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my own and it works. And
so the first part is just really understanding
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your value and your user and so
that's just number one. Like, if
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you're not really focusing on that specific
piece, you're going to be creating rock
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products. You're not going to know
what to communicate with them and really how
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to even personize that experience. And
so one of the the biggest things I
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see people really just not investing enough
and is that first part, and that's
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really the whole foundation of building a
great businesses understanding that value and how you
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can help people better. Where's the
second part? Is really how to communicate
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your value to people. And so
how do you do that? Especially for
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his OPPA companies, there's many different
ways. There's obviously the text on your
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websites. There's also your pricing,
and so I think whenever it comes to
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product led businesses, it's actually a
little trickier because the value that you're communicating
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is often tied to your customer position
model. And so what I call it
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is a range marriage between your pricing
and your customer acquisition model. And so
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how it works is essentially, let's
say you give away all your features and
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everything on your product for free.
Like your customer acquisition model it's skyrockets,
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but you're pricing and your revenue model
it tanks and you go out of business.
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So you got to find like where's
that happy medium, and so I
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think for a lot of businesses,
I think of benefit from having a value
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meshup. What that's using email subscribers, if here in the email kind of
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space, or even per video or
something like that's really kind of a line.
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You're pricing with the value that someone
gets from your product, so that
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whenever they do make that decision,
if they should go ahead of it,
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they're only paying for what they're really
getting out of the product. And then
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the last part is really just making
sure that you deliver on that value.
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And so that, to me,
is really where I kind of break down
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that whole proceed versus experience value and
really had to eliminate the value gap.
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Like when people do sign up,
they have this expectation and did you meet
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it in the reality? And so
a lot of companies in the reason why
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product that comes are taking off is
because there's been so many companies where there's
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just a massive, like a crater
of a value gap. And so the
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bigger that is, the heart it
is going to be for you to convert
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people into happy paying customers, and
so that's really the the UCD frame,
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or get a high level, but
I think the the big part there is
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focus on understanding your customer and eliminate
your value gaps so that whatever people are,
368
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whatever you're communicating people, aligns with
what you're delivering. Yeah, so
369
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useful as as you were talking about
that gap, as thinking, okay,
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probably the bigger the gap, when
done poorly, we're often probably pouring people
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into a CS team to try to
help. Like you know, you said,
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creators like to try to like fill
it up and raise people up like
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it is heavy manual liftway, when
in fact a great product experience can do
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a lot of that for you.
You usually use the word that I wanted
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to go to next. I feel
like one of the themes. Obviously it's
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used explicitly throughout the book, but
it's one of those words. It's a
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little bit buzzy and so I think
there are variety definitions on it. Talk
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to me about what you think of
when you think about personalization. I think
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that word gets thrown a lot around
a lot. I think it's kind of
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like value or authenticity. How do
you think about personalization and its value and
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it's importance in this context? So
in this context, the way I really
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love personalization and see our work best
is really based on outcomes. So if
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I could sign up for your product, like there's yes, it as video,
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but there's specific use cases. Am
I going to use it? To
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Send IT TO PROSPECTS? This is
going to be used for marketing, and
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so the best personization, whenever it
comes your product, really is focused around
387
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those core outcomes. And then what
you can do within the product experience is,
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if someone clicks on, let's say, I want to send the videos
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for prospects, you're accelerating them to
that part of the products that they actually
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care about and you actually will help
them create that first video to go out
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to one of their prospects, because
that is an amazing customer experience. That
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is helping them do exactly what they
signed up to do and you're just helping
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them a lot. So, Personiz, issue for me is really just making
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sure that your products, it helps
people get to that point that they care
395
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about a lot quicker. It's great. So you're a marketer who's kind of
396
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made this shift, I'd say product
marketing, but it's so much bigger than
397
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that. But as a market WHO's
made a transition in thought, in focus
398
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on the product experience, what do
you wish more marketers understood about the product
399
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function? Yeah, so I think
it's about time a lot of people start
400
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looking at the product as your marketing, like the product is your marketing,
401
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and the more or I guess,
the sooner you realize that, the more
402
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you can look at that product and
say, how can you help me?
403
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Because a marketer, there's a lot
of ways your product can help you.
404
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And so I did mention a little
bit earlier when growing to the UCD framework,
405
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like your customer position model, like
if you, let's say, give
406
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away some of those features for free, that's that's marketing and it's really helping
407
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power that part of your business to
get more people incentivized to actually try out
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your product and see what some of
those features can do to help them in
409
00:27:41.839 --> 00:27:47.549
their lives. So I think for
any marketer WHO's trying to make that switch
410
00:27:47.789 --> 00:27:49.670
to start asking is out how that
product can help you, because there is
411
00:27:51.029 --> 00:27:52.670
going to be a ton of ways
that can help you. It's good.
412
00:27:53.069 --> 00:27:56.869
The summit. I've been leaning on
the book a lot because I read it
413
00:27:56.950 --> 00:28:00.859
somewhat recently. I just reread it. As I mentioned before we hit record.
414
00:28:00.900 --> 00:28:03.539
I always read with the Pencil so
I can go back through it and
415
00:28:03.940 --> 00:28:06.660
rip out notes and things. So
that's all top of mine for me.
416
00:28:06.819 --> 00:28:08.700
But talk a little bit about the
summit. You were kind enough to invite
417
00:28:08.700 --> 00:28:11.299
me into it to offer some some
training. As part of that. You
418
00:28:11.420 --> 00:28:15.930
invited people from a wide variety of
companies and even a wide variety of funks
419
00:28:15.970 --> 00:28:19.369
within organizations. What we trying to
do with the summit? What's the state
420
00:28:19.410 --> 00:28:22.329
of it? You have another one
come in like talk a little bit about
421
00:28:22.329 --> 00:28:26.599
summit. Yeah, absolutely. So
thanks again from chess. Getting that was
422
00:28:26.599 --> 00:28:30.559
awesome. And so for the product
led summit, the whole goal of it
423
00:28:30.920 --> 00:28:36.880
is really just to democratize what product
led growth is all about. So what
424
00:28:37.039 --> 00:28:41.630
I'm doing is really reaching out to
Sass operators who are actually doing the work,
425
00:28:41.670 --> 00:28:45.589
who are really great at what they're
doing, and just asking them to
426
00:28:45.829 --> 00:28:51.109
share how they're doing it with other
folks. And so that whole model,
427
00:28:51.150 --> 00:28:55.740
although it seems very simple, is
really taking off because there's so many people
428
00:28:55.779 --> 00:29:00.700
are realizing you know, there's other
companies just like them who are building product
429
00:29:00.700 --> 00:29:03.539
that businesses, and those are kind
of their their peers, and they want
430
00:29:03.539 --> 00:29:07.500
to see how they're doing it.
And that is the one of the best
431
00:29:07.500 --> 00:29:11.690
ways you can really learn is from
someone who may be maybe one or two
432
00:29:11.690 --> 00:29:15.490
years ahead of your business and you
get to really dissect and just learn from
433
00:29:15.529 --> 00:29:18.569
those people and see how they're doing
it. And so with the summit,
434
00:29:18.609 --> 00:29:22.730
that's really what I'm hoping to do
with it, because product led growth they
435
00:29:22.809 --> 00:29:26.640
can be this crazy looking thing,
like it's great way to grow Your Business,
436
00:29:26.839 --> 00:29:33.160
but how? And so that's really
what I'm hoping to share through a
437
00:29:33.240 --> 00:29:36.880
lot of other experts at the summit
and break it down love it. So
438
00:29:37.039 --> 00:29:40.630
from what you've learned from these people
and in your own experience, this going
439
00:29:40.670 --> 00:29:42.990
to be kind of a medium size
setups to so stay with me. You
440
00:29:44.190 --> 00:29:47.910
have a product in the DEV team
that are ideally joined at the hip,
441
00:29:48.509 --> 00:29:51.829
you have sales and marketing, which
ideally joined at the hip. You have
442
00:29:52.029 --> 00:29:56.859
CS. The hope is is tied
into marketing into sales pretty closely and that
443
00:29:56.980 --> 00:30:02.940
there's good communication around all of them. If a company that's been operating somewhat
444
00:30:02.940 --> 00:30:07.210
traditionally is trying to reorganize or restructure, like are their new roles that need
445
00:30:07.410 --> 00:30:12.730
to be created? Are Their new
cross functional meetings that need to happen?
446
00:30:12.849 --> 00:30:17.890
From your experience and learning from all
of these different people in a bunch of
447
00:30:17.970 --> 00:30:19.730
awesome companies, by the way,
if you haven't looked at the summit,
448
00:30:21.410 --> 00:30:25.680
someone listening to this episode, I
mean West is rounded up people from tons
449
00:30:25.720 --> 00:30:29.160
of companies you've heard of and then
other companies that you maybe haven't but if
450
00:30:29.200 --> 00:30:33.720
accomplished some really cool thing. So
through all of that learning, what would
451
00:30:33.720 --> 00:30:37.630
you recommend from an organizational or structural
standpoint, or even a functional standpoint,
452
00:30:37.670 --> 00:30:41.910
where some of the first steps,
as people are starting to move this way,
453
00:30:41.990 --> 00:30:45.670
what is it require to get going? Yeah, and so that part
454
00:30:45.750 --> 00:30:49.700
really depends on kind what stage you're
at, and so if you are,
455
00:30:51.259 --> 00:30:53.740
let's say, just a manager at
a big company, you really have to
456
00:30:55.059 --> 00:30:59.420
try and get your management on board
and that would be step one. But
457
00:30:59.579 --> 00:31:03.890
if you are let's say managements and
you are on board and you're trying to
458
00:31:03.930 --> 00:31:07.690
think about how you can make this
work in your business, well on that
459
00:31:07.849 --> 00:31:11.730
pretty good case. But I recommends
is trying to set up a tiger team,
460
00:31:11.970 --> 00:31:15.529
so gets some people, or like
at least one person on the parting
461
00:31:15.569 --> 00:31:19.240
team, one person from the sales
team, engineering and support, and really
462
00:31:19.440 --> 00:31:23.720
just set them down and try and
think about how you can improve this whole
463
00:31:23.839 --> 00:31:27.599
product experience. And the reason I
recommend getting people from a variety of different
464
00:31:27.640 --> 00:31:32.990
backgrounds through the company is because that's
exactly what you need to be as a
465
00:31:33.029 --> 00:31:37.069
great customer experience. It is not
just you know that on boarding or that
466
00:31:37.150 --> 00:31:41.069
product team that handles everything is like. No, everyone has that touch point
467
00:31:41.150 --> 00:31:44.430
with the customers. So you need
to make sure that everyone's aligned on why
468
00:31:44.509 --> 00:31:48.940
we're doing this and actually able to
implement this, because it's one thing.
469
00:31:48.980 --> 00:31:52.579
I mean, markers can talk a
lot, whenever it comes to creating that
470
00:31:52.700 --> 00:31:56.180
product experience and actually rolling it out, you do need other people. So
471
00:31:56.579 --> 00:32:00.380
for that management, if you do
want to have that product, that a
472
00:32:00.460 --> 00:32:04.210
company and roll it out slowly,
I would recommend building a tiger team.
473
00:32:04.690 --> 00:32:07.130
I really appreciate that you took it
there, because that alignment in the multiple
474
00:32:07.170 --> 00:32:14.329
voices into planning, strategizing, decisionmaking
and execution is so, so important,
475
00:32:14.369 --> 00:32:17.759
especially going forward, because we all
see the product differently, we all see
476
00:32:17.839 --> 00:32:22.400
that customer differently based on our different
seats in the house. You know,
477
00:32:22.480 --> 00:32:24.799
we're a medium sized company, about
a hundred and fifty different people, so
478
00:32:24.960 --> 00:32:28.960
still small enough that we can get
everyone in one room or try to communicate
479
00:32:29.000 --> 00:32:30.509
things, but it's also big enough
that, you know, even in a
480
00:32:30.630 --> 00:32:35.390
healthy culture, can get really,
really silod and so breaking that down and
481
00:32:35.470 --> 00:32:38.349
getting multiple voices and perspectives and is
so important for me, just out of
482
00:32:38.349 --> 00:32:43.710
my own ignorance, tiger is tiger
and acronym. Is that like what is
483
00:32:43.789 --> 00:32:49.099
captured in the term tiger? Yeah, so tigers can move quick and fast.
484
00:32:49.420 --> 00:32:52.059
Okay, so I think that's why
it gets the Tigers down because,
485
00:32:52.220 --> 00:32:57.059
like sometimes it might be called a
growth team or something like that. Yeah,
486
00:32:57.180 --> 00:33:00.609
and I find the more companies our
work with especially even at the scale
487
00:33:00.650 --> 00:33:05.329
you're at, a lot of the
management definitely relies on a team that can
488
00:33:05.490 --> 00:33:09.730
move really quickly and they have breadth
of skills and they can really focus on
489
00:33:09.809 --> 00:33:14.359
a lot of different things and at
least test and that these ideas pricker.
490
00:33:15.039 --> 00:33:17.759
It's good. This has been awesome. I really really appreciate what you're doing.
491
00:33:17.880 --> 00:33:22.799
I think in a previous email exchange
we had, you mentioned that maybe
492
00:33:22.839 --> 00:33:24.720
a dozen of our team members are
subscribed to some of the stuff that you're
493
00:33:24.720 --> 00:33:29.950
putting out, and I'm more yeah, and and so. So we really
494
00:33:29.990 --> 00:33:35.029
appreciate what you're up to and and
I think you're a hundred percent looking forward.
495
00:33:35.069 --> 00:33:37.549
Again, just thinking about the themes
that I that I read, that
496
00:33:37.630 --> 00:33:42.099
I've experienced in in some of the
web based in email communication you put out
497
00:33:42.460 --> 00:33:45.660
and the other conversations I've heard on
the show, I just there's so many
498
00:33:45.059 --> 00:33:49.700
connective themes here and so I wish
you continued success doing that. But before
499
00:33:49.740 --> 00:33:52.099
I let you go, I've got
a few things for you. First,
500
00:33:52.900 --> 00:33:55.730
because relationships are our number one core
value here on the show and at bombomb
501
00:33:57.009 --> 00:33:59.890
I love to give you the chance
to think or mention someone who's had a
502
00:33:59.930 --> 00:34:04.329
positive impact on your life or career
and give a mention to a company or
503
00:34:04.450 --> 00:34:08.170
more that you feel is really delivering
for you a great experience as a customer.
504
00:34:09.199 --> 00:34:14.519
Okay, so I'll start with the
amazing customer experience, sir. Right
505
00:34:14.599 --> 00:34:19.119
now I'm reading the everything book and
which is all about Amazon, and so
506
00:34:19.360 --> 00:34:23.909
I really like the inside scoop on
just how Amazon really approaches their whole customer
507
00:34:23.949 --> 00:34:28.269
experience. And, Sarah, the
one thing that I thought a lot of
508
00:34:28.429 --> 00:34:31.789
companies don't think about that I love
that they're focusing on is the fact that
509
00:34:31.869 --> 00:34:36.869
they're trying to focus on how they
can charge to less for everything that they
510
00:34:36.989 --> 00:34:38.860
offer, where I think a lot
of companies are always on the other end
511
00:34:38.860 --> 00:34:43.860
of that and trying to think about
how we can just charge as much as
512
00:34:43.940 --> 00:34:46.659
possible. And whenever it comes to
product a businesses, I see a lot
513
00:34:46.699 --> 00:34:52.889
of them trying to democratize just how
to do some of these tools and really
514
00:34:52.929 --> 00:34:55.409
get people on board. Even though
I was talking to vco of hot jar
515
00:34:55.809 --> 00:35:00.690
and I was one of the things
it was really expensive to create heat maps
516
00:35:00.969 --> 00:35:05.289
earlier on, and so they made
sure that people could get this amazing tool
517
00:35:05.329 --> 00:35:08.719
at a fair price, and so
I really respect a lot of businesses that
518
00:35:08.760 --> 00:35:15.079
are prioritizing that and making sure that
they can create an accessible products for the
519
00:35:15.159 --> 00:35:20.079
masses and help a ton of people
get a lot of value. That's a
520
00:35:20.199 --> 00:35:22.869
really, really interesting dynamic. I
think it reminds me of us. So
521
00:35:22.869 --> 00:35:28.309
I came up in broadcast television,
running marketing teams inside like local TV stations,
522
00:35:28.670 --> 00:35:30.309
and I would say for viewership like
flat is the new up. If
523
00:35:30.349 --> 00:35:34.510
we could have the same number of
viewers for a given shower to given time
524
00:35:34.550 --> 00:35:37.820
as we did the year before,
like we win. It's so interesting.
525
00:35:37.860 --> 00:35:39.739
I feel like so much of the
dynamic you're talking about here, people are
526
00:35:39.780 --> 00:35:45.699
trying to hold on to the price
point that they have while there's so much
527
00:35:45.699 --> 00:35:52.449
momentum and inertia toward keep free and
there are a lot of dynamics at playing.
528
00:35:52.489 --> 00:35:54.809
You already were were clever enough to
introduce those early on in our conversation
529
00:35:55.010 --> 00:35:59.369
here. How about? How about
a person who's really affected the way you
530
00:35:59.409 --> 00:36:01.530
view the world or the work that
you do or really propped you up at
531
00:36:01.530 --> 00:36:05.960
a time that you needed it?
All right, so this one goes back
532
00:36:06.000 --> 00:36:09.960
to one of the core values for
myself is leave everything better than the way
533
00:36:10.039 --> 00:36:14.960
you found it, and so that's
is one thing that I've tried to live
534
00:36:15.119 --> 00:36:19.349
my whole life by and that comes
to my grandpat so power to him.
535
00:36:20.309 --> 00:36:24.869
That's excellent. I that stewardship,
sensibility and approach, whether it's to your
536
00:36:24.949 --> 00:36:30.909
work, whether it's to another person's
life, whether it's to at any aspect
537
00:36:30.949 --> 00:36:36.019
of the lives we lead. It's
such good wisdom and I hope folks write
538
00:36:36.059 --> 00:36:37.900
that down or take it to heart. We do need to leave things better
539
00:36:37.940 --> 00:36:40.619
than we found them. You left
this show better than you found it.
540
00:36:40.780 --> 00:36:45.940
I appreciate you time so much.
People want to go deeper on any of
541
00:36:45.980 --> 00:36:47.250
the things that we talked about.
What are a few ways to catch up
542
00:36:47.289 --> 00:36:51.690
with you or some of the events
or the book or etc. How can
543
00:36:51.769 --> 00:36:54.889
people follow up on this? Yeah, absolutely so, regardless of if you
544
00:36:54.969 --> 00:36:58.929
want to find out more about the
book, what my business is up to
545
00:36:59.130 --> 00:37:04.360
or the product led summit, just
head on over to product ledcom. Awesome,
546
00:37:04.519 --> 00:37:07.440
easy enough to do it. was
that a was that domain just available?
547
00:37:07.159 --> 00:37:10.519
Nope, okay, I didn't think
so, but you know, at
548
00:37:10.559 --> 00:37:15.400
the same time it is really,
really early. Product ledcom. West Bush.
549
00:37:15.599 --> 00:37:17.590
Thank you so much for your time. Here on the customer experience podcast.
550
00:37:17.869 --> 00:37:22.469
I appreciate you and I wish you
continued success. Thank you so much.
551
00:37:23.150 --> 00:37:28.510
One of the questions that I end
every conversation with is what company is
552
00:37:28.590 --> 00:37:32.699
delivering a great experience for you as
a customer, and West went where other
553
00:37:32.820 --> 00:37:38.619
guests have gone before, which is
Amazon EA's speed, convenience and, I
554
00:37:38.659 --> 00:37:44.139
guess, in one word, frictionless. If you want to hear more conversations
555
00:37:44.179 --> 00:37:49.170
about how to create and deliver a
better experience for your customers, whether product
556
00:37:49.250 --> 00:37:52.449
led, sales led or some other
form of growth, check out the customer
557
00:37:52.570 --> 00:38:00.079
experience podcast in your preferred player.
The customer experience podcast. My name is
558
00:38:00.159 --> 00:38:04.559
Ethan Butte. I host the customer
experience podcast and I thank you for listening
559
00:38:04.800 --> 00:38:10.760
to the B tob growth show.
I hate it when podcasts incessantly ask their
560
00:38:10.800 --> 00:38:15.190
listeners for reviews, but I get
why they do it, because reviews are
561
00:38:15.349 --> 00:38:17.989
enormously helpful when you're trying to grow
a podcast audience. So here's what we
562
00:38:19.030 --> 00:38:22.190
decided to do. If you leave
a review for be tob growth and apple
563
00:38:22.269 --> 00:38:27.179
podcasts and email me a screenshot of
the review to James at Sweet Fish Mediacom,
564
00:38:27.539 --> 00:38:30.860
I'll send you a signed copy of
my new book. Content based networking
565
00:38:30.139 --> 00:38:34.500
how to instantly connect with anyone you
want to know. We get a review,
566
00:38:34.539 --> 00:38:36.699
you get a free book. We
both win.