Transcript
WEBVTT
1
00:00:05.240 --> 00:00:09.380
Hey, everybody, welcome back to another
episode of B two B growth. I'm your
2
00:00:09.380 --> 00:00:13.960
host to me, Bauer. And my guest today
is Mark Montgomery. He is the chief
3
00:00:13.970 --> 00:00:20.060
marketing officer at Crane Wear. He is
an avid fan of fantasy sports and the
4
00:00:20.060 --> 00:00:24.200
history of religious cults and their
impact on people. Not the topic we're
5
00:00:24.200 --> 00:00:27.950
talking about today. And he's a
passionate, mediocre golfer. Mark.
6
00:00:27.950 --> 00:00:32.150
Welcome to the show, Tim. Thanks for
having me. It's great to be here. I'm
7
00:00:32.150 --> 00:00:35.570
excited to talk to you. You've been on
our show before, but for listeners who
8
00:00:35.570 --> 00:00:38.640
are hearing you for the first time,
give us a little context of your
9
00:00:38.640 --> 00:00:42.980
company. Yep. We're Crane Wear PLC. And
what we do is we provide software and
10
00:00:42.980 --> 00:00:47.450
services to US healthcare providers so
they can maintain strong financial
11
00:00:47.450 --> 00:00:51.950
performance that allows them to pursue
their healthcare mission. Awesome. In
12
00:00:51.950 --> 00:00:55.690
our last conversation, you said
something really interesting to me. You
13
00:00:55.690 --> 00:01:01.660
said the best customer testimonials
include how the company can improve.
14
00:01:02.240 --> 00:01:06.870
Why do you believe that, Mark? Well, I
I think it shows the relationship is
15
00:01:06.870 --> 00:01:09.600
strong, right? So you want strong
relationship where it's a personal
16
00:01:09.600 --> 00:01:12.580
professional relationship? I think
sometimes the best feedback and
17
00:01:12.580 --> 00:01:16.290
recognition isn't always positive,
right? It it's Here's what you're doing
18
00:01:16.290 --> 00:01:19.580
well. But here's where I think we can
improve or you can improve. So I think
19
00:01:19.580 --> 00:01:23.660
that's one of the big reasons why it
shows the strength of the relationship.
20
00:01:23.740 --> 00:01:27.510
And it shows the candor and the
strength and and the fact that there's
21
00:01:27.510 --> 00:01:31.070
a commitment there to the relationship.
You know, on both parties that they can
22
00:01:31.070 --> 00:01:34.590
continue to invest in one another
because there's a mutual need for both
23
00:01:34.590 --> 00:01:38.130
to be successful, to continue the
business relationship. So I think those
24
00:01:38.130 --> 00:01:42.360
are a couple of key reasons why it's
important. Yeah, I agree. I think I
25
00:01:42.360 --> 00:01:46.400
think it's obvious sometimes when
you're looking at ratings or reviews or
26
00:01:46.400 --> 00:01:51.320
testimonials and you can tell when it's
just somebody that was either paid or
27
00:01:51.320 --> 00:01:54.950
asked to hype up that company or that
product, right. You can't do an
28
00:01:54.950 --> 00:01:58.480
infomercial right. We have to just have
the candid feedback, and it's great to
29
00:01:58.480 --> 00:02:01.560
get that candid feedback in front of
other prospects and customers, right,
30
00:02:01.560 --> 00:02:05.660
whether it be a speaking engagement at
a webinar, whether it be a user
31
00:02:05.660 --> 00:02:09.310
conference, whatever it is when other
customers and prospective customers
32
00:02:09.310 --> 00:02:13.340
here. The real nous of Hey, these four
things were going great, but we haven't
33
00:02:13.340 --> 00:02:16.560
gotten to the five and six yet, and
we're still working to get through that.
34
00:02:16.940 --> 00:02:21.310
I think those are the type of messages
that resonate with the audience. For
35
00:02:21.310 --> 00:02:25.810
sure. Yeah, why do you think that there
are so many that don't believe this
36
00:02:25.810 --> 00:02:30.040
philosophy? Well, I I can't speak for
everybody, but certainly you wanna put
37
00:02:30.040 --> 00:02:33.670
your best foot forward. I think
sometimes there's fear of uncovering
38
00:02:33.670 --> 00:02:37.340
our vulnerabilities. I mean, a company
is like a family. You sort of know
39
00:02:37.350 --> 00:02:40.920
what's working and not We're working
well internally, but sometimes you
40
00:02:40.920 --> 00:02:44.760
don't want to expose that to the
outside world. But if it's done the
41
00:02:44.760 --> 00:02:47.800
right way and done the right audience,
and it's more importantly, it's if it's
42
00:02:47.800 --> 00:02:52.770
done with the right spirit in the tone
of genuine contributed help, Thio.
43
00:02:52.770 --> 00:02:56.150
Let's get this thing better and let's
let's make it better for all of us,
44
00:02:56.160 --> 00:02:59.720
then that's when it becomes really and
relatable. Yeah, let's talk about that.
45
00:02:59.720 --> 00:03:04.300
What is done the right way, I think
with no malice, with no anger, right
46
00:03:04.300 --> 00:03:07.480
sometimes Look, we all have customers
that come. Sometimes you can get
47
00:03:07.480 --> 00:03:11.470
frustrated, right, and we try toe to
minimize that. And we certainly try to
48
00:03:11.470 --> 00:03:15.540
address what's the concerns to get
customers back to a good place. But I
49
00:03:15.540 --> 00:03:20.400
think the right way is in the context
of just a candid conversation or a
50
00:03:20.400 --> 00:03:24.690
download of, uh, this is what's working
Well, here's the things that we can do
51
00:03:24.690 --> 00:03:27.860
better as a customer. And here's the
things that our vendor partner could do
52
00:03:27.860 --> 00:03:31.700
better to help us become better to
achieve what our goals are. And I think
53
00:03:31.710 --> 00:03:34.540
at the end of the day, what we're
looking for is focused on what are the
54
00:03:34.540 --> 00:03:38.140
outcomes were looking for? And if we
can keep our focus on the outcomes and
55
00:03:38.140 --> 00:03:42.960
not the individual behaviors or
individual hang up, then I think we get
56
00:03:42.960 --> 00:03:47.660
Teoh a really good place a lot quicker,
and and we stayed there a lot longer.
57
00:03:47.670 --> 00:03:52.130
Yeah, and you're saying that those
honest customer testimonials are not
58
00:03:52.130 --> 00:03:56.610
just good internally, but they're good
externally. What do you mean by that?
59
00:03:56.620 --> 00:04:00.910
Like in what way are they good?
Externally? I mean, we have annual user
60
00:04:00.910 --> 00:04:04.450
summits where we bring in customers. We
used to do it live Now we do it
61
00:04:04.450 --> 00:04:08.240
virtually, of course, but where we have
customers speak on some of our
62
00:04:08.240 --> 00:04:12.760
applications or our services, and I
think that's where they have the chance.
63
00:04:12.760 --> 00:04:15.730
Thio have those conversations with our
other customers. Sometimes we have
64
00:04:15.730 --> 00:04:19.709
prospective customers and on those
audiences to just to hear that, and
65
00:04:19.709 --> 00:04:23.930
it's relatable. I think that's maybe a
good word to say it's relatable because
66
00:04:23.940 --> 00:04:27.940
we all have business relationships,
where for the majority, they're really,
67
00:04:27.940 --> 00:04:31.210
really good. But there's always things
that can improve, and I think the best
68
00:04:31.210 --> 00:04:35.230
companies are the ones who drive a
standard of high customer satisfaction
69
00:04:35.230 --> 00:04:38.790
and high loyalty with their customers.
But they're always have their ears open
70
00:04:38.790 --> 00:04:42.250
and their eyes open toe how we can
improve because the bar keeps changing.
71
00:04:42.250 --> 00:04:45.940
And once your customers reach a certain
set of expectations with what you can
72
00:04:45.940 --> 00:04:50.320
deliver, you are no longer than adding
value beyond what their expectation is.
73
00:04:50.320 --> 00:04:53.180
So you have to keep raising your
standard of what you're delivering,
74
00:04:53.190 --> 00:04:57.240
whether it be a service of product
relationship to make sure that you're
75
00:04:57.240 --> 00:05:02.140
continuing to drive that loyalty in
that relationship, I think in this day,
76
00:05:02.150 --> 00:05:06.210
You know, with cloud based applications
across any industry that you have now,
77
00:05:06.210 --> 00:05:09.640
the ability and the barrier to entry is
a lot lower than it used to be. I mean,
78
00:05:09.640 --> 00:05:13.230
there are competitors who want our
customers, and we wanna make sure we're
79
00:05:13.230 --> 00:05:17.300
doing everything possible. Relation Aly
and from a business transaction
80
00:05:17.300 --> 00:05:21.930
standpoint to make it difficult for
them to want to leave us. So walk me
81
00:05:21.930 --> 00:05:27.290
through the process, how somebody can
successfully use customer testimonials
82
00:05:27.290 --> 00:05:31.630
that are honest, that even include the
things that the company could do better
83
00:05:31.640 --> 00:05:35.900
externally and use those, well,
externally like What is this? What is
84
00:05:35.900 --> 00:05:41.240
step one to doing that there's a number
of ways I mean in relation to How Crane,
85
00:05:41.240 --> 00:05:45.480
Where does it we? We have a couple
different methods. We have an ongoing
86
00:05:45.490 --> 00:05:49.180
I'll call it an ideation and
enhancement requests process that our
87
00:05:49.180 --> 00:05:53.320
customers can lean into and give us the
feedback. We have formal structures
88
00:05:53.330 --> 00:05:57.060
around what we call the crane, where
Customer advisory council, where we
89
00:05:57.060 --> 00:06:01.250
have product advisory groups, byproduct
where they meet on a quarterly basis
90
00:06:01.260 --> 00:06:06.230
and we get to share with them where the
product is headed, perhaps like a
91
00:06:06.240 --> 00:06:10.330
little preview, if you will like a
preview to what's coming in the road
92
00:06:10.330 --> 00:06:14.720
map. But at the same time we listen and
we take feedback from what's working
93
00:06:14.720 --> 00:06:19.310
well, what features or functions or
direction of the product is doing well,
94
00:06:19.310 --> 00:06:23.360
but also what isn't right. And how can
we do that better? So it's a control
95
00:06:23.360 --> 00:06:27.020
group, but it's an open microphone, if
you will. So they have the built in the
96
00:06:27.020 --> 00:06:31.270
freedom to share what their thoughts
are. And usually if you're a customer
97
00:06:31.270 --> 00:06:34.180
in that group and you, you're
struggling with certain problem and
98
00:06:34.180 --> 00:06:37.820
other people maybe identify what that
challenges, it helps you articulate
99
00:06:37.820 --> 00:06:41.610
better the impact it's having on your
business. And so we try to set that up
100
00:06:41.610 --> 00:06:45.560
formally. So there's group settings
like our advisory council settings with
101
00:06:45.560 --> 00:06:49.210
our product advisory groups. There's
also individual opportunity to just
102
00:06:49.210 --> 00:06:53.720
have one on one conversations with our
support team with our care partners
103
00:06:53.720 --> 00:06:58.080
with our sales organization, whomever
the relationship is most solid or is
104
00:06:58.080 --> 00:07:01.880
available to them on. We have different
points of contact throughout a customer
105
00:07:01.880 --> 00:07:05.360
life cycle with a customer, and they're
always given the opportunity to give us
106
00:07:05.360 --> 00:07:09.050
one on one feedback and then we
proactively the third way Tim is we
107
00:07:09.050 --> 00:07:12.920
just proactively reach out and say,
Look, we're trying to further market
108
00:07:12.920 --> 00:07:16.650
this application. You have been using
it here some of the success you've had.
109
00:07:16.840 --> 00:07:20.350
Let's talk about the business impacts
and let's talk about the organizational
110
00:07:20.350 --> 00:07:25.210
impacts it's had for you and how we can
do that better on in those moments we
111
00:07:25.210 --> 00:07:29.320
can use webinars, we can use education
sessions. We can use podcast. We can
112
00:07:29.320 --> 00:07:32.880
use different methods to do that. And
in those moments they have the
113
00:07:32.880 --> 00:07:37.210
opportunity toe. Identify the what we
hope for the vast majority of things
114
00:07:37.210 --> 00:07:41.250
that air succeeding for them, but also
to identify the areas of improvement
115
00:07:41.260 --> 00:07:44.990
and mutual growth that we still have to
go through. Yeah, I'm just thinking
116
00:07:44.990 --> 00:07:48.580
through like it would be a really self
serving podcast, but it could be
117
00:07:48.580 --> 00:07:52.410
interesting to interview customers on B
two b growth and literally have the
118
00:07:52.410 --> 00:07:56.070
focus of the interview be like What is
sweet fish doing well for you? And in
119
00:07:56.070 --> 00:08:02.450
what areas are we sucking like, Where
do we need to improve? You take
120
00:08:02.440 --> 00:08:05.740
customers from any industry and ask
them, you know, pick your favorite
121
00:08:05.740 --> 00:08:09.660
vendor, right? What are the attributes
they have, right or pick? Maybe a
122
00:08:09.660 --> 00:08:13.180
mediocre vendor. Ah, less mediocre
vendor. And what are the attributes
123
00:08:13.180 --> 00:08:16.600
they have and how do you avoid that? Or
how do you grow the good attributes? I
124
00:08:16.600 --> 00:08:19.990
think that's great idea in terms of
just because, ah, lot of these
125
00:08:19.990 --> 00:08:23.760
attributes or transferrable, regardless
of the market you're in, regardless of
126
00:08:23.760 --> 00:08:27.620
the product or service you deliver.
These are the types of conversations
127
00:08:27.620 --> 00:08:31.410
that are very healthy, and every
organization that wants to grow and get
128
00:08:31.410 --> 00:08:35.340
better has to have their ear open to
how we can do it better for our
129
00:08:35.340 --> 00:08:39.340
customers. Yeah, and I think it would
tell our listeners like a pretty
130
00:08:39.340 --> 00:08:43.030
clearly if anybody listening is ever
considering having us do their
131
00:08:43.030 --> 00:08:48.570
podcasting, it would tell them like we
really care way genuinely care about
132
00:08:48.570 --> 00:08:52.200
knowing where we need to improve. And
that's part of the benefit. I'll just
133
00:08:52.200 --> 00:08:56.360
say with our advisory councils and with
our user summits, that's part of us,
134
00:08:56.360 --> 00:09:01.910
you know, bring everybody into the
group and show that show that care that
135
00:09:01.910 --> 00:09:07.290
attention and show that ability toe to
keep the relationship strong, can you
136
00:09:07.290 --> 00:09:10.730
think of any ways that somebody
listening could try to follow your
137
00:09:10.730 --> 00:09:16.910
advice and get it wrong. I would say it
would be more difficult to do that. You
138
00:09:16.910 --> 00:09:20.000
know, look, in any relationship
personal, professional. If you feel
139
00:09:20.000 --> 00:09:23.100
like somebody genuinely cares about
your success and wants you to have good
140
00:09:23.100 --> 00:09:27.150
outcomes and they're willing to listen
to help you get there, I think that's
141
00:09:27.150 --> 00:09:31.780
important. I think maybe one way to get
it wrong would be to not create a
142
00:09:31.780 --> 00:09:35.380
circle of feedback around those inputs,
right? And just have it feel like a
143
00:09:35.380 --> 00:09:38.950
dead end and nothing happens. That
would be one way. What do you mean by a
144
00:09:38.950 --> 00:09:44.260
circle of input? An ongoing dialogue
versus just A, I say more of a process
145
00:09:44.260 --> 00:09:47.520
versus an event where you bring in.
Maybe you have, AH, user group and you
146
00:09:47.520 --> 00:09:50.700
have one time they meet and then they
never hear back from you again. That
147
00:09:50.710 --> 00:09:54.770
probably wouldn't be optimal to do it
that way, but to keep them in a circle.
148
00:09:54.770 --> 00:09:59.110
You know, we have, ah, basically a two
year life cycle on our memberships in
149
00:09:59.110 --> 00:10:03.290
our advisory council product groups,
and so they have the ability to
150
00:10:03.300 --> 00:10:07.600
maintain some longitude and Cem Cem
momentum with the conversation so they
151
00:10:07.600 --> 00:10:10.890
could see progress going on the other
way. I think that would Would wouldn't
152
00:10:10.890 --> 00:10:14.460
work in and for anybody. This is
important. The quality of the product,
153
00:10:14.460 --> 00:10:18.620
right? The quality of the product has
to be focused. It has to be maintained
154
00:10:18.620 --> 00:10:21.810
and it has to be improved as you go
forward. I mean, you could be a great
155
00:10:21.810 --> 00:10:24.900
listener, but if you're not delivering
quality service or product, whatever
156
00:10:24.900 --> 00:10:28.260
that product is, then obviously that
would be one way to get it wrong as
157
00:10:28.260 --> 00:10:32.390
well. I love it. Mark, how can
listeners connect with you? Listen, I'm
158
00:10:32.390 --> 00:10:37.450
a, uh m dot Montgomery at crane were
dot com I'm on Twitter at at Crane were
159
00:10:37.450 --> 00:10:42.100
CMO and certainly can reach us through
our website at Crane were dot com, but
160
00:10:42.110 --> 00:10:45.120
we'd love toe to hear from you answer
questions and maybe I'll ask a few
161
00:10:45.120 --> 00:10:48.640
questions back. I love it. Thanks so
much for being on the show. Damn. Thank
162
00:10:48.640 --> 00:10:53.450
you. Appreciate it is your buyer of GDP
marketer. If so, you should think about
163
00:10:53.450 --> 00:10:58.260
sponsoring this podcast. B two B growth
gets downloaded over 130,000 times each
164
00:10:58.260 --> 00:11:01.800
month, and our listeners are marketing
decision makers. If it sounds
165
00:11:01.800 --> 00:11:05.660
interesting, send Logan and email Logan
at sweet fish media dot com.