Transcript
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Conversations from the front lines of marketing. This is be to be growth.
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Welcome back to be to be growth. I'm your host, Benjie Block.
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Today I am joined by Steven Diorio. He is the managing director at the
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revenue enablement institute and he's the CO
author of revenue operations. Steven, were
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so glad to have you joining us
on B tob growth today. I'm excited
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to be here. Well, let's
start here. Man, you are the
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author of a new will, Co
author, I should say, have a
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new book revenue operations. Give me
the origin story there behind what I would
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call a very timely book. Yeah, that's great. I've been doing go
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to market consulting since then, early
S, even before that, and you
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know, I've had a front row
seat of the introduction of technology and digital
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channels analytics into the sales of marketing
mix. And you know, on that
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journey you've seen episodes of success.
You know all we've automated email, see
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RAMAS and island. That does useful
things, but by and large, organization's
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a fail to harness the power of
technology to generate scalable growth, meaning get
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on more growth with less resources and
more consistent growth and a lot of thesons
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are at the technology. It's really
leadership, change management, changing how people
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get paid, motivating teamwork. So
we created this institute in this book to
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sort of lead the board level conversation
almost on commercial transformation, because any sales,
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natement, sales operations marketing off person
we've ever met knows exactly what they're
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doing, but they're not in power
to take the risks and make the change.
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There's fan of control is way too
narrowble talk about that, and so
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I think this whole notion of revenue
operations. I hate buzzwords, but literally
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every day we're just seeing hundreds of
New v piece of revops calling us up
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like what's My job? I have
more control now. So something's here and
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we'll talk about what it is and
how can make a difference. Yeah,
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let's go to to what it is
and a and we'll definitely be talking about
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how it can make a difference.
At its core, you see revenue operations
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as a solution to what problem that
many of us are facing. Like,
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what would you say? The why
is behind why? We need a system
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for this consistent and scalable growth.
Got Three dimensions. If you do it
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forty year time series, which I
can do since one thousand nine hundred and
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eighty, and you looked at the
capital and operating expenditure against growth. It
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used to be like Madman TV and
magical sales people getting in cars eight wheel
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sales calls. Now, if you
look at it now, it's two thirst
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technology and what we call owned digital
channels. You know these are email,
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this is sales engagement channel is contactless
selling. The media portion of the mix
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has gone way down. The whole
motion of a CMO and an that agency
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has been reinvented. sometings become a
capital intensive, data driven digital team sport.
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That's a whole different ball game from
what most people were taught on.
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A most people who raised there's really
no executive in the organization save the CEO.
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WHO's really got their hands on all
the leavers to solve the problem.
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I'd say the problem, Benjie,
is I've got a revenue cycle that goes
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from, you know, development to
sales to expansion and loyalty. There's not
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one single throat to choke. Who's
responsible for the experience, the metrics,
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leakage or whatever? It spans a
lot of different silos. Double Click in,
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Benjie. Now you're looking at operations. Some organizations have thirty or forty
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different operational group sitting on top of
their data and assets. We live in
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a world of intangible assets. Over
eighty percent of the stock price of a
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company is is determined by intangibles,
intellectual property, of process know how data
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insights, not buildings, inventory,
factories, machines, and so in that
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world, your data is probably your
biggest asset. It's actually worth more than
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American our lines. They actually secure
loan that way, and the show me
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a person who's responsible for curating,
valuing, monetizing and harvesting that data.
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Now they got people who are managing
the planes, they've got people who are
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managing the buildings. Are the factories? I used to be a form in
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myself about. In this world of
intangibles, I think, and the fact
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that these are the biggest assets in
the company, I think a new operating
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model is needed and we're calling that
revenue operations. People other people call revops
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different things, but I think you
know it's commercial model. It is.
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Yeah, and we could spend the
whole episode together just looking at what's happening
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inside each of you know these revenue
centric functions and all of this increasing complexity.
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I would love to nerd out with
you on that. I don't know
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how many people would have their eyes
glaze over. So we're not going to
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go all the way down that road. We're going to talk specifically directly to
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the marketers here on be to be
growth. How do you see revenue operations
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being a must in the increasing ambiguity
that is marketing today? You know,
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I worked in the forbasium a practice
and I hear you. So what I've
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done with the marketing Accountidy Standards Board
and some of the best academics in the
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world, and again it's their stuff, not mine, is we have identified
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the calls of factors, eighteen of
them, that drive growth. Brand preference
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is one of them. Customer Loyalty
It as another. Others are company information,
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sharing, the digital experience. If
you look at the eighteen factors,
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nobody in the company has their hands
on all those dials. The executive who
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technically should or could would own the
more of those things is marketing. At
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the same time, I think he's
you. You made an important point.
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Marketing is in the world of ambiguity. They've latched onto the brand which is
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in like in the Middle Corps,
at seven percent of the value of the
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firm. But nobody is valuing that. They've latched on to media, media
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as in secular decline and it's an
afterthought. It particularly at a consumption model.
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And technically they used to own the
digital channels, they used to own
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the first party data, they used
to own and Lytus and insights when it
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was an infant. But I'm hearing
seem all vetnah. They took analytics away
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from him, other Comos, they
took their toys away from him. So
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in the absence of financially valid business
case that say, I am the person
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who's pulling all the economic leavers in
this business. They're getting whittled away.
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Those who latch onto brand and media
are struggling because those are never been front
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row issues in the boardroom, even
if they are important. So I think
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marketing is in an interesting situation.
They have the skill set and the mandate
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to control more of the value,
but they're kind of last in line when
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it comes to you know, sales. You know what? What we see
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happening is someone's going to be elevated
to this cxo brand pooba called a Tzarre
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position where they control more the revenue
cycle. You could make the argument that
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that marketing should be that person that's
serious x Ms. you know you've got
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really strong CMO who is doing that. Then in the call themselves a CMO.
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Same thing that at places like juniper
you've got a very collaborative CMO who
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gets involved. The average CM although, is watching their job become more and
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more ambiguous, even though technically they're
sitting on first part of data. They
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have the skills sets, they understand
a lot of these things. So really,
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really good question. I know I
rambled, but I we can.
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We can unpack that more. Yeah, I think it's just such an interesting
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time right because we're seeing roll ups
of in trying to combine different departments and
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we're calling it different things, but
ultimately, like this revenue team, if
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you will, sales marketing, we
can seet we see CMOS that are if
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they have that revenue mindset enough,
they can carry it these conversations that must
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be had into board room level.
But oftentimes I do think it's just this
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ambiguous space right. Absolutely, a
couple things. The modern selling machine looks
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like a bow tie. You know, you've got a classic funnel with Business
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Development at the beginning, there's a
transaction in the middle and then it expands
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again a loyalty usage account expansion,
Cross cell and marketing. I think one
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of the tricks problems is they've been
always relegated to demand generation and the very,
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very from the phone when I would
argue when I talked to a CMO,
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they should control everywhere that comes out
of, you know, People's lips,
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every RFP, every communication, and
the technology is there to do that.
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Do it and if they understand the
value proposition, the brand promise and
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the messaging, that red thread should
be coming out of service people's mouths.
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It should be reinforcing cross cell and
we have the channels and technology to do
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that. So that whole mentality that
Oh, I'm going to live at the
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very fun with this funnel versus informing
the conversation across the boat tie. That's
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one of the tricks. I think
you know that picture and saying my mandate
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is I've got I'm doing value selling
and service calls. My messaging and value
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messaging has to be there, just
like it needs to be at the front.
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That's a vector that I think marketer
should be pursuing changing that perception,
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changing their scopes, building alliances,
building connective tissue to do that. So
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that's one one thing I'm seeing a
lot of. Yeah, I like the
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bow tie analogy and I definitely you're
seeing more of these conversations happening right because
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we're hearing about customer marketing in a
different way and people are are trying a
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lot. I've had a number of
conversations on me to be gross where that
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has come up and people are ready
to innovate in that space, to be
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thinking through, as you mentioned,
that entire bow tie and I now I
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think of it, even imagining it's
almost like a smile. Right, we're
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keeping these. You know that that's
a better way to do it. Yep,
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HMM. Okay. So let's talk
changing just slow lately on the subject
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here, but you've compiled research for
this book. How do you see revenue
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operations really creating value for the organization? And what I mean by this question
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is, can you just give me
some specific examples of the Roi that you've
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seen, because you list so many
in the book and you've done the compiled
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the research, but what would you
say are some of the specific examples of
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Roli. Okay, yeah, so
we try to use a different set of
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eyeglasses when we do this. We
think about selling US commercial assets and you
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know, Layman's terms, this is
a ton of sales tech, twenty five
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tools. This is a ton of
channels. Channels are real, that's real
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infrastructure. Think about Amazon, you
know, and then there's a ton of
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MARTEC and underneath that MARTEC is a
ton of first part of data. You
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know. That's data of people coming
to your website. It's mostly anonymous.
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But if you think about where I'm
spending my money, I'm yielding this massive
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pile of first part of data.
Those assets are disconnected. That first part
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of data is largely not informing sales
and service conversations and vice versa, and
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that sales tech is woefully under utilized
and disconnected. So those are the assets.
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Those are the assets. The data
is not inform in the channels,
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the machine isn't working. Insights.
We live in a world of AI and
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AI is a real value creator.
We've identified a hundred technologies that are enabling
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modern selling. There worth a trillion
dollars. There's no way on earth that
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the established markets for those companies could
even approach that type of valuation. They're
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like nuclear energy. It's like an
Adam. I am unleashing the power of
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a company's data and it's latent assets. That's why these companies are creating so
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much value, and so that's in
insights. Insights can inform everything, and
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then value creation. Let's walk through
the numbers. Take a look at the
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economics of rep recruiting, ramping and
retention. That's a flywheel, five different
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organizations, by the way, people
spend it in an enormous amount of money.
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No one's adding that. No one's
adding that number of HR it has.
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Some of it. Training has some
of that. Sales and name on.
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Has saw sign those managers ton,
a ton of money. And,
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by the way, the numbers are
terrible. You know, with the great
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you know with the great residue resignation, people are dropping out at the cost
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of losing a sales wrap after eighteen
months is astronomical. Should be on the
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CEO's docket. It isn't. Technology
can really create a lot of value there
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because I can create connective tissue between
the on boarding and the panels to the
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ramping and the coaching and reinforcement and
then the reward systems that get people to
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pass along. I do a profiles
every week. Last week we did the
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chief growth officer at at CDW.
There repretention is out of this world.
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You know, it's like a turtle's
life, it's so long and quite frankly,
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all they're doing is they're just optivate
of a captain. They own that
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process. So one there is enormous. The equn the difference between people sticking
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around for twenty four months versus twelve
months, the difference between ramping. Every
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month of ramp is costing a tens
of thousands of dollars. If you connect
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sales and ablement to sales writtiness,
to sales engagement and create a closed loop
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system that says this training works or
doesn't, this playboat works or doesn't,
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this rack, this behavior is good
or bad. Their skills are good or
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bad, they're good or bad,
their priorities are good or bad. I
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could isolate what it is. There
are no bad sales people, there are
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just sales people who behave badly,
just like children and so, but nobody
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looks at those metrics. I could
double triple. I guess I can get
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a x x, ten x return
by just dealing with those variables. People
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buy value selling methodologies. No one's
asking whether if people deploy a perfectly it
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works. It's intuitive, but but
we can let that's one exeria. Another
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exerias resource avocation. Most salespeople because
they're optimistic and outgoing, like some people
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we know on this call being here, they're hopeful. They chase too many
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accounts. I've never met a cheap
revenue officer who said, oh, we
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don't chase enough accounts. We all
chase too many accounts and we willingly go
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after people who probably are reaches.
If we can combine analytux insights for pensity
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to buy, to say and maybe
don't call on Ben you today, you
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know, maybe double down on this
other person, there's an infinite amount of
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opportunity just in allocating my time against
higher probability opportunities. Yeah, layer upon
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that the seven levers in a sales
force. One is treatment, you know,
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Gold treatment, bronze treatment, silver
treatment, cotton treatment. One is
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rolls. We're seeing all sorts of
roles and pods and and different hybrid roles
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in the sales process. The other
is coverage. We talked about that.
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The other is incentives. Am I
motivated for acquisition or lifetime value or some
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combination of the two? And then
what products do you have in the bag?
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Everyone wants to cross sell. How
many products should you have? Those
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are seven variables. If you think
about those like a video game, I
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can turn those dials and ways that
double profitability, cut the cost of cells
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in half or double growth. That's
just a matter of turning those dials.
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The problem is we don't treat it
like a video game. Incentives are made
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over here, territories are made over
here, and so literally we have the
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ability to make plan like a video
game. Yet no one is looking at
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it as optimization and allocation model.
There's nothing magic to it. You just
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spend more time on the activities in
the people who are more higher potential and
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you get the two extras in the
three actions that we talked about. So
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there's a lot in the hill,
but I think it takes this top down
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operating system perspective to start to see
it. So I don't know how I
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far. I want a little deep
on that, but I can give you
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more specific examples. Hey everyone,
if you've been listening to be to be
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That's why we're really excited about shield
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without having to manually log it ourselves. It automatically creates reports and it generates
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let's get back into the show.
There's a lot in the hill,
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but I think it takes the top
down operating system perspective to start to see
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it. So I don't know if
I went a little deep on that,
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but I can give you more specific
examples. No, I think that is
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a great place for us to start. And, and you mentioned this in
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the book and I was going to
mention it later, but I'm going to
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bring it up here. This idea
of ultimately what this is doing is connecting
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the most dots. If you can
connect the most dots, you win,
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right, and that, I think
that is so key in this conversation is
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going. What we're ultimately trying to
do is create synergy behind all these different
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parts that seem silod and like we're
all we all have pieces of the information,
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but the more that there is like
this together, Miss Right that's happening,
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where there's actual communication happening, technologies
informing that, that's when you start
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to win. And so I love
that and we're going to go a little
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bit further down that because there's some
core building blocks to this system that I
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want us to get to and I
want us to talk about. So get
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us into this by answering this question
for me, Steven, what should in
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operating system for business look like?
What are you guys ultimately proposing? Because
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there's a lot here. We go
down a lot of other ultimately nine building
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blocks, but walk us through from
a high level what what you are are
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proposing. It's a whole paradigm shift
and it's like a pureicable for proof.
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And that sounds really nerdy and I
think you've warned people sufficiently. But you
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know, there are thirty six building
blocks and they double click down into more
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building blocks. And so while that
sounds complicated, compare that to the world
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we live in. Over tenzero solutions, each with the unique category, each
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spans fire, if they're any good, five or six garter group, gtwo
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forster categories. Yeah, every CMO
is coming up with the unique name to
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describe them. All of them are
solving little silos of automation in an organization.
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Nobody has the guts to talk about
connecting the dots because it doesn't facilitate
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a sale. So while go into
a peer one table with thirty six core
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elements sounds complicated, it's actually a
lot simpler because it lets you connect the
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new bone to the thigh bone to
the hip bone. Like I said,
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if you just connected the training system
to the NAVALOOD system running off the same
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content, got a home run.
Not Territory and quota planning. I've got
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a connect for twenty or thirty different
things, but the value is there and
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at the end of the day we're
creating a vocabulary that describes what is common
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sense. And again, if I
only own this Sidlo, but I see
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the potential and connecting them. Let
me give you a really good example.
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Big Credit Card Company. Most of
their marketing budget up for be tob is
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on getting web leads. HMM,
millions of leads, anonymous sitting over here.
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Over here, I've got some of
the biggest call centers in the world
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and they wi Wye Technology. These
two universes live in isolation. The entire
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marketing budget is here. Somebody proposed
spending thousands of dollars to connect those two.
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It's called a PM. That attaches
then on those profiles to hum an
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account and gives it to a salesperson. Hard, but not difficult. Not
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The relative and commental money would it
would could rouple the value of the marketing
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span and would make those salespeople much, much more successful. Nobody could articulate
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the business case for the incremental spend
to connect the need bone to the thigh
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bone. There when the multiplier effects
were huge, and so it was canusural.
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It was silos. I mean,
that's that. That case exists in
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in every situation. And by the
way, the ABM people probably are shooting
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themselves in the foot because they come
up with these horrible, complicated descriptions.
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But it's connecting the need bone to
the thigh bone and if you could explain
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it in English, that's probably the
easiest funding reposition I could ever sell on
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my life. But I cannot believe
the resistance that my client got. So
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that's that. That's an example.
With a pureide table we can show how
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that carbon chain comes together and how
it craize value. So it's hard but
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it's not difficult and it's durable because
if you keep connecting the dots it gets
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better and better and better and better, and a little connection doesn't have a
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lot of change management cost to it. I'm just connecting things I already have.
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They add up. That then ocean
of continuous process improvement and incremental improvement
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is finally taking home hold in sales. It was the you know rock the
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bedrock of manufacturing, as you know, and even cycling. You know,
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the British did it brillily. They
added up a million a half a percent
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improvements to win some gold metals.
So I love that notion. And again,
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maybe it's flipping the script, maybe
it's a whole new set of eyeglasses,
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but you try to figure out what
a garden right or bad. You
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part the rebops forced to put out
a revops magic quadrate this week and have
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two people on it puke on it. They said this doesn't describe it.
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So it's a tricky world, wren. I'm just trying to bring some clarity
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and it comes from all other experiments. Heyb to be gross listeners, we
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want to hear from you. In
fact, we will pay you for it.
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00:23:18.480 --> 00:23:23.640
Just head over to be tob growth
podcom and complete a short survey about
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00:23:23.759 --> 00:23:27.359
the show to enter for a chance
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304
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The first fifty participants will receive twenty
five dollars as our way of saying
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00:23:32.759 --> 00:23:37.440
thank you so much one more time. That's B TOB growth podcom, letter
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00:23:37.559 --> 00:23:45.359
B number two, letter be growth
podcom. One entry per person must be
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an active listener of the show to
enter and look forward to hearing from you.
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It's a tricky world, wren.
I'm just trying to bring some clarity
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and it comes from all other experiments. Yeah, one of the ways you're
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bringing cleary is by giving these in
specifically within revenue operations, is giving these
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like nine building block so you have
three growth assets, three commercial insights and
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three value drivers. If someone's being
introduced to this for the first time,
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where would you have them kind of
start in understanding how to think about those
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specific three group Steven Absolutely, and
again, I think you've established pretty clearly
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been to you that I'm a Nerd, but I think this is cope.
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Well, let's know. I can
you know in Copernicus would lived at a
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time when everybody thought the planets rotated
around the earth, and what people are
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realizing is the planets are rotator around
the sun, and that Sun is this
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the ashes combination of customer engagement,
seller activity, product usage and financial transaction
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data, and crm feeds that.
But crm is not the sun. It
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is a very important system within that
ecosystem. If I have that Sun,
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I can go north. We call
that revenue intelligence. I can give the
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senior management team important information about how
well the machine is running. Those are
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things like account health, Opportunity,
potential, sell a performance, pipeline,
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accuracy. Those are the big four. Will never get those perfectly right.
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The more different data I combine together, the better those models get. The
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more mature my algorithms are, the
better they get. But going north,
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I can do that if I was
south. Now I'm dealing with frontline sellers.
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I need to know tactical stuff.
Who to call, what to sell,
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what to say, what content to
give them bring to the meeting,
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how to personalize, how to price? Customer Intelligence. Are Taking? Yeah,
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and that's customer intelligence. And again
that's you know that that makes recommender
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engines run on Amazon, that makes
you know personal as injations runs that,
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that, that runs playbooks. But
that intelligence makes a big difference. And
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so I'm taking customer data and I'm
trying to do the same thing combined data.
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Oh, they can visit our website
and they went to a conference and
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they went to a competitive site and
they're using our product a lot. That
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tells me a lot more than just, you know, Zoom Info, which
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is also useful. So again I'm
driving that south. Different use case.
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Both are creating value. I could
also use that to come up with a
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really good assumptions on what we call
the response curve. Okay, every business
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is saying how much if I put
energy in, how much will they respond
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that? At what point do I
stop pushing? This is my data in
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life, by the way. You
know I put it. It's not getting
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anywhere. Maybe I should have quit
earlier. But my point is that curve
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is applied. It's in people's guts, its institutional knowledge that purves should be
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algorithmic, and the more precise I
can be about that curve. Quid after
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two days, Steve, it ain't
happening kind of thing. Yep. So
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so note is that assumption. Is
that curve drawn anywhere in the company?
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Probably not. Is it informing virtually
every resource allocation decision in the company?
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Absolutely yes. So we can get
smarter about reproductivity instead of and response and
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things like that. Again, the
machine just runs better pricing. There's more
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leverage in pricing than almost any other
activity. ALGORITHMIC pricing says, you know
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what, Benjio pay a lot more
for a red car, because I know
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that our Benjie is really interested in
this one TV show, so he'll buy
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the whole package, you know,
at a heart at a higher price or
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not, and that's more margin with
no additional resources. So we're barely scratching
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the surface of using the data in
this molten sun in the middle to inform
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those types of things, cross sell, upsell, alerts that people are going
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to leave, signals that people are
going to buy, even stuff like Eq.
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You know, at this point Benjie's
looking at me saying shut up,
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Steve, you know I'm annoying.
You know, whatever it is, but
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what? But whatever it is,
it's on pushing data out. So you
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said it. If I'm in the
middle, go north to customer intelligence,
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run the business, go to the
you know, to one o'clock, talent.
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Why can't I use that information to
develop talent? Three o'clock, allocate
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resources for clock pricing and margin activity. Yep, five o'clock, do south
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customer intelligence. Six o'clock, in
form marketing activities. Seven o'clock. Make
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the channels run better in a clock. See that information back and get those
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systems working. One of the biggest
problems we have is we've got a cycle
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this data through crm, because that's
a painter glass that matters, and so
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if I can create a flywheel and
create utilization of these tools, that's a
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driver. So it's not perfect,
it's mutually exclusive, it's collectively encompassing,
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but at the end of the day
is common sense and it describes everything that
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creates value in a company and attaches
it to an action and a piece of
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technology. Wow, it was and
now want to read a quote from the
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book here, because the what you
just broke down for us is connecting the
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dots, which is what we were
talking about before. Ultimately, everything you
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just said is that's what connecting the
dots would look like and in the book
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00:29:15.680 --> 00:29:21.440
you guys write the next generation of
leaders distinguish themselves by how they get technologies
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to work together for them. The
building blocks we've together in technology ecosystems that
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generate higher returns on their selling assets
and grow sales, profit and firm value.
383
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Ultimately, the more dots you connect, I mean, the more wins
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you're going to have and you're going
to see the how this works itself into
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massive success for the business. I
want it. I want to take us
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here as we start to wrap up, how do you see as people start
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to apply this model how do you
see this moving forward like? What what's
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00:29:56.720 --> 00:30:02.880
your belief about the company's that choose
to take this and really run with it?
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Couple characteristics. If you listen to
what you said, it's almost like
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cuisine. Every chef has the same
ingredients. It's the people who combine ingredients
391
00:30:12.759 --> 00:30:17.319
and even combine cuisines, text,
Mex Yep, you know, things like
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00:30:17.359 --> 00:30:22.440
that that are distinguishing themselves, say
in music, right, mixing genres exactly
393
00:30:22.519 --> 00:30:27.759
exactly. Second, you need a
chef. A CMO can't be that chef.
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The perfect chef has the whole cabinet
of food. You know, they're
395
00:30:32.079 --> 00:30:34.319
acts. have access to the full
pantry. And whether you do that by
396
00:30:34.359 --> 00:30:40.279
coalition, by dictatorship or we think
the most effective people are going to be
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00:30:40.400 --> 00:30:44.599
up dating myself, but the radar
rilly of revenue ops, that that that
398
00:30:44.640 --> 00:30:48.720
lieutenant who actually runs everything, because
they've got his hands on all the data,
399
00:30:48.799 --> 00:30:51.279
her hands on all the data.
So one, you you need the
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00:30:51.359 --> 00:30:53.599
chef to it's cuisine. And then
three, I think is going to be
401
00:30:53.799 --> 00:30:57.319
very, very organic. You know, there's this whole thing, oh my
402
00:30:57.440 --> 00:31:03.799
God, systems, integration, lots
of immigration in the book, when,
403
00:31:03.839 --> 00:31:06.000
again, with the Beautifu thing of
the book is you probably read the only
404
00:31:06.000 --> 00:31:07.920
sentence I wrote, because most of
the book is, I think, verbatim
405
00:31:07.960 --> 00:31:12.359
out of the mouths of senior growth
leaders. But in the book we identified
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00:31:12.599 --> 00:31:18.640
recipes that are working and that are
proven and we start you off with,
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I think, eight or nine recipes
and hundred recipes, some basic recipes,
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and we get some more advanced recipes, not like sufflice, but there's an
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infinite number of recipes. There are
no rules and we call them smart actions
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because they're financially viable, they don't
take a lot of political capital. Their
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leveraging stuff you already have and they
build on top of each other. It's
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like a Lego set. So I
really like that because, let's face it,
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change management is the enemy of commercial
transformation and it's nice to say,
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Oh, we're going to do a
big system integration, the big SAP project.
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This sounds like the SAP project that
killed people in the s. It
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was necessary but painful. I believe
this is going to be a lot more
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organic. You're going to see coalitions
form and I think these thoughts are going
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to organically connect and I hope that's
good news, because the whole notion of
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systems integration, you know, and
paving a repaving cow has is an Athabat
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in the commercial world because in a
genuine constraint is demandaging processes are highly unstable,
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you know, they're highly unstable and
and so automating them is a little
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bit tricky. But this organic and
actual nature, I think, is going
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00:32:28.799 --> 00:32:30.640
to be the game changer here and
I've been waiting for this happen for twenty
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00:32:30.720 --> 00:32:35.839
years. So hopefully the time is
right. I think we're a tipping point.
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00:32:35.920 --> 00:32:37.599
I definitely think we are at a
tipping point as well, and so
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00:32:37.640 --> 00:32:42.640
I appreciate the work here. We've
touched on a lot of information today.
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00:32:42.640 --> 00:32:45.680
Obviously there's clearly much more that people
can dive into when they pick up the
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00:32:45.680 --> 00:32:50.119
book, and that's what we want
to advise people to do. But as
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00:32:50.200 --> 00:32:52.720
listeners take this and then they head
back to their jobs and they head back
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00:32:52.759 --> 00:32:55.640
to their businesses, is there something
you want to leave us with as far
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00:32:55.680 --> 00:33:01.799
as maybe it's a mindset shift or
an approach that maybe because of this conversation
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00:33:01.799 --> 00:33:06.519
today, they're going? Man,
I remember Stephen and Benjie that conversation on
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00:33:06.559 --> 00:33:09.319
be to be growth sparked this sort
of change in our organization. Anything you
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00:33:09.319 --> 00:33:12.759
want to leave us with today,
Steven, as we wrap well, I
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00:33:12.799 --> 00:33:19.799
think the connecting the dots is critical. Every other business function, supply chain,
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00:33:19.799 --> 00:33:23.440
factory, air traffic control, educating
our children, heating and ventilating your
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00:33:23.440 --> 00:33:27.880
building, has a system. There's
an operating system at a computer. What
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00:33:28.079 --> 00:33:31.079
is that? Just it got so
complicated. I needed people to organize the
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00:33:31.119 --> 00:33:37.920
people process technology. We've hit a
tipping point where people call them tech mayhem.
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00:33:37.960 --> 00:33:42.240
I got thirty solutions. It's I'm
working for the tools. I think
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00:33:42.240 --> 00:33:45.920
it's time to get the people process
the technology working together and I think this
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00:33:46.079 --> 00:33:49.880
leap to this notion of a pure
at a table. You know, I
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00:33:49.880 --> 00:33:52.000
know, I don't not promoting it. I just think it's a vocabulary that
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00:33:52.079 --> 00:33:55.720
can get us to start to make
some really tough, good, top down
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00:33:55.720 --> 00:34:00.519
decisions and and hopefully, hopefully,
that helps. It will, it will.
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00:34:00.559 --> 00:34:05.839
The book is called Revenue Operations and
new way to align sales and marketing,
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00:34:05.880 --> 00:34:09.199
monetize data and ignite growth. It's
available on Amazon now. We want
448
00:34:09.239 --> 00:34:15.000
to encourage listeners to go pick that
up and Stephen, thank you so much
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00:34:15.000 --> 00:34:17.719
for stopping by be to be growth
today I know we've learned lots from you.
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00:34:17.719 --> 00:34:21.840
Tell us a little bit on where
we can stay connected to you and
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00:34:22.119 --> 00:34:27.039
the work that you're doing. So
I run an institute and our mission is
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00:34:27.079 --> 00:34:30.679
to educate the next generation of growth
leaders. We a profile growth leaders like
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00:34:30.760 --> 00:34:36.400
cdw, who's doing a great job. So there's great examples on our website.
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00:34:36.440 --> 00:34:39.440
We have tools, we have assessments, we have reports, but we
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00:34:39.480 --> 00:34:44.880
believe education is our weapon of choice, and so I think you'll find a
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00:34:44.920 --> 00:34:49.639
ton of case studies. We've also
identified the hundred technologies. We give you
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00:34:49.679 --> 00:34:52.440
tools and assessments. Will Give you
a sample chapter. I'll work with you
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00:34:52.480 --> 00:34:59.039
bench on which one fits this recipe
metaphor. But I think you know we're
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00:34:59.039 --> 00:35:01.679
here to teach. You. Go
to Reveneme Oncom and I think you'll see
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00:35:01.719 --> 00:35:06.639
some beef behind this conversation. Well, Stevens, thank you for stopping by
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00:35:06.679 --> 00:35:08.239
be to be growth today. I
know we've learned a lot from you.
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00:35:08.519 --> 00:35:14.400
Thank you so much to everybody listening
today. We are having insightful conversations like
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00:35:14.400 --> 00:35:19.119
this because we want to help fuel
your growth in your innovation and we don't
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00:35:19.119 --> 00:35:21.760
want you to miss an episode.
So if you've yet to subscribe. Be
465
00:35:21.800 --> 00:35:25.239
Sure to do that on whatever your
favorite podcast player is wherever you're listening right
466
00:35:25.280 --> 00:35:29.480
now. Hey, connect with me
on Linkedin if you haven't already. My
467
00:35:29.519 --> 00:35:32.079
name is Benjie Block. Over there
some super simple to find. I'm talking
468
00:35:32.079 --> 00:35:36.320
about marketing business in life. I'd
love to connect with you. Keep doing
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00:35:36.360 --> 00:35:59.800
work that matters. Will be back
real soon with another episode. I