Transcript
WEBVTT
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Welcome back to be to be growth. I'm looking lyles with sweet fish media,
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your host for today's episode. I'm
joined today by column, shall they?
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He is the head of ABM over
at trip actions column. Welcome to
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the show. How's it going to
day? Man, it's great. It's
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great to be here. Thanks for
having me on. Absolutely we're going to
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be talking about why you need to
be agile with your abmmotions and what that
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really looks like when you move that
way with your ABM campaigns. But before
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that we love to get to know
our guests a little bit calm. So,
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you know, one of the things
I think that tells you a lot
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about a person is maybe their taste
in music. Is there a spotify playlist
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that has been your Goto during this
time of social distancing, isolation and quarantine
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during the pandemic? There hasn't,
but what there has been is so I
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have a fourteen year old step daughter
and she lives on Tick Tock, so
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I have now built out my music
taste to include all these songs from Tick
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Tock. So I am, I
like to say I'm very hip and cool.
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She disagrees, but I feel I'm
very forward when it comes to my
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music taste at this point. I
love it, Manna, I love that
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peek into your world. We're all
dealing with different family dynamics, different everything
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these days, but one thing that
you are very passionate about in having a
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lot of experience in ABM, is
that you need to be agile, you
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have to have a dynamic approach and
nowhere or no time, I think,
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has that been more important than in
two thousand and twenty. So to give
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us a little bit of content texting, why this is something that you're so
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passionate about as we kick off this
conversation, about how other marketing teams can
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take an actual approach to their ABM
efforts. Absolutely yeah, so, I
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mean ABM my journey and there has, you know, I started at the
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really traditional end of you know,
there's ten strategical accounts at next week right
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where, you know, hyper focused
massive accounts. But what's really happened and
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then, as I've paid attention to, is technology has allowed us to scale
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ABM right. So now we can
reach far more counts, you know,
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at a far better and more efficient
rate than we ever could before, and
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we start to blur the line between
ABM and traditionals of Managem and how do
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we kind of cut that? And
for me that's where, you know,
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being dynamic and Agile has kind of, you know, become the way to
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go forth. Right. So,
for example, a team like ours,
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we have commercial, Mid Marketing Enterprise, and I've did very different strategies for
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you to those segments. But when
we talk commercial, you're talking to threezero
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target accounts. Right. We have
a lot of reps, we have a
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lot of volume and there's a you
know, there's a very quick turnaround there
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on those kind of transactions. So
I'm not going to go after threezero accounts
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all the time. Right. It's
in efficient, doesn't cost it, you
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know, and also just doesn't make
sense from a business perspective. Right,
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even on the enterprise side, with
clients that will have a two or three
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year contracts, right, and sometimes
we will have to them, sometimes we
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won't. But what we want to
make sure we do is when an account,
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when you know an organization is in
that buy and cycling that research cycle,
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how do we make sure that we
maximizer and back and get in front
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of them, right, and that's
where being agile dynamic for US comes in
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and we use that, you know, with the tools we have. But
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I mean, ultimately the concept is, if you're interested in what we're selling,
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how do I make sure that you
are messaging is what you see first
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and foremost right and consistently across persona
as except eat, and that's what kind
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of been my focus over the course
of years. But I think, as
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you alluded to, hyper focused here
in the time of Covid in two thousand
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and twenty, as we've kind of
just had to also respond to incredibly changing
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market conditions on literally a weekly basis. Yeah, especially being a travel focused
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company, with everything that's gone on
this year, I'm sure that being agile
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beyond just abm has been, you
know, just the name of the game.
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It's the IT's front and Center for
you guys every every day you wake
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up in the morning. What do
you think it looks like to to be
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agile with your ABM campaigns versus not
during kind of normal times or during the
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midst of a pandemic? What are
some of those characteristics where you see okay,
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this is this is clues to me
that there is not an actual approach
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to abm within this organization. And
then the flip side of that. What
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are some of the the counterpoints where
you you see, okay, they are
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going about it the right way.
There is this adule approach to ABM.
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Yeah, so, just coming from
my experience what we've done. So there's
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two layers, right. So first
of all, I'm very data driven,
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right. So the more data I
can get the better. So for us
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that means when I have a platform, we use terminus for a game platform,
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we in a great bumb, or
we integrate our website activity, we
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in great sales activity. So I
use all those signals as triggers, right.
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So when I build an account funnel, you know, the ones that
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are showing no activity anywhere are off
the funnel. Those are showing third party
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intent by a bumb or are just
starting the research phase. So I have
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a plan of action to go after
those kind of accounts. Those that are
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engaging on the website, right,
so they're they're down to that vender selection
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process. I have a very different
set of tactics for their where I'm really
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trying to influence them, make them
take that step of filling out the form,
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the DEMO, we used to erect, mail, etc. And then
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sales activity. That's where we get
a lot more, you know, target
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in focus. So that's very personalized. That's one to one. You know,
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sometimes will specific landing pages built for
an account. Sometimes we'll do,
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you know, very fancy direct mail, which we've had to pivot on that
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because you can't mail anything to an
office these as for obvious reasons. So
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that's kind of where we look at
it from the count perspective. When I'm
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looking into an account, things change
drastically. So we are a leading travel
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and expense managin platform, right.
So you know there's the traditional personas that
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we go after. Finance people in
travel operation sometimes leads that, but as
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we get into covid all of a
sudden hr NOWs involves right, so they
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have a hand in the decision because
all of a sudden duty of care,
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which was always kind of a thing
that was a secondary, tertiary consideration,
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is primary. Right. Like when
we talk about travel, we have to
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think about safety first and foremost,
and that's where HR and some of those
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people, people titles now I'll,
come into play. So how do we
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pivot our message? How do we
kind of address those folks? Give them
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content, to give them things.
I add value and that's kind of just
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a brief kind of overview of like
how we are Agile, kind of on
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a going forward basis, but also
how we pivot based on outsee conditions that
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no one could have predicted. There's
also what's interesting about interesting? This probably
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two nice of a word, but
what's interesting about the covid challenge, right,
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is it had it's not a single
event, right. So when this
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all started happening to March, you
know, we there was expectations within the
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US and you know I my familys
and our own, that this would be
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a month, two months, maybe
three, right. But then, as
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we've kind of gone forward, I
mean that that timelines changed, right,
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and now we're in this position where
things are still unknown and unsure. So
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it's like how do we want out? You know, it's one thing I
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have a message, I says,
Hey, you're going to be traveling six
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weeks, right, you want to
make sure you're ready, you're safe,
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you're all those things right, and
that was what we wanted to make sure
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that we got our clients. We
did it for our customers, but also
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prospects. All of a sudden,
six weeks later, it's like you're probably
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not traveling yet and now. Okay, so here the things that you need
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do to put in place right.
So how do you make sure that you
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travel, manage platforms ready, that
you have your your people on board so
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when they do travel they're already in
the system? How do you screamline your
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expense for process, all these kind
of other things. So again, the
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message changes with time because we are
adapting to a an event that does not
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have a exact horizon, right,
which is, yeah, again a challenge,
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which is why I can't you know, this is the plan for the
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next three quarters, right, but
just isn't a fusible approach to right,
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you know today's environment. Yeah,
so I would say one of those tipoffs
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to we're not being actual as this
is our plan for the next three quarters.
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You know, the antithesis of what
you just said, and the way
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I kind of break it down column
is you talked about being agile in three
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key areas. One was based on
the stage of the account based on that
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engagement, third party engagement, direct
engagement, sales engagement. So that would
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be one. Shifting your tactics and
your messaging based on the stage. there.
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Number two would be if you're buy
or persona shifts and you need to
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start to engage a different buyer,
persona that is either, you know,
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climbing in importance in the decision making
process or new to the decision making process,
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like in your instance. And then, third, based on market conditions
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and how those are changing, and
nowhere has there been as much change as
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in this year, but even outside
of a pandemic, that is something important
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to keep in mind. I'd like
to talk a little bit more about that
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first one, because I think that
applies whether you're in a space that shifting
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so much, like you guys are
in travel, or in somewhere else where
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the direct impact isn't being felt as
much, and that's those stages. So
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you mentioned like not using the same
tactics if they're at that third party intent
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kind of early stage, versus,
you know, on the website, versus
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sales. Can you tell us a
little bit of maybe where you've seen some
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pitfalls of using the wrong channel or
the wrong messaging based on where they're at
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in their engagement stages there? Yeah, I mean, I think so.
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The first thing is it's very easy
to say that we should use intent right,
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but what I've found is it's really
worth taking the time to identify what
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is real and ten versus noise.
So, but boors are example. Right,
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they track literally thousands of topics and
when they do an analysis for every
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client, which was what they do, they tell you here are the topics
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that your perspective, customers are surging
on when before they become customers, and
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you will see that you'll get a
hundred, two hundred different hits. There's
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no way that all of those are
relevant, right, there's so many things
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are happening at the same time.
They're that again, are just noise.
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So taking the time to identify what
real and ten. So we track about
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fourteen topics today. You know,
some of those are general topics, but
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then some are specific custom competitors.
We also work with them to actually add
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our own brand as a trackable topic, which took a little while, but
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we got that. But then,
so I track fourteen topics, but I
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only actually make decisions off of for
right. So I take the ones that
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are most aligned with our business.
The other ones are important, but they're
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more tertiary. So it's like if
you're showing interest in business travel management,
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for example, and you're showing interest
in Xy Z that's you know. That
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helps the rep kind of target their
messaging. It also helps me target my
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messaging when I'm saying, okay,
their business travel management and expense management.
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All right, this is this is
a finance approach. I want to kind
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of drill into you. Basically,
look get those top for to determine their
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overall engagement rate, but you look
at the other ten, not to determine
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where they're at, but to determine
how do we customize the messaging based on
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where they're at for those, those
key for that you're looking at exactly they
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totally is. So think of the
four is kind of the those are binary,
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you're interested or not interested, and
the others are how do I then
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message you, you know, because
again, trial management. Of course we're
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trial measurement company. All our messaging
has an element of that. But how
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do we really tweak it to make
it specific to that account and hit,
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hopefully, what we assume of their
pain points? Give them their search stream
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and then we kind of do the
same at increasing levels of granularity down the
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funnel. Right. So website.
What what acids are they engaging with?
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What pages are engaging with? From
there we can extrapolate what personas are interested
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versus not? What their pain points
are? You, are they downloading a
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duty of care guide book or they
looking for how to reduce expenses? Right,
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and and that allows us again to
target what we're going to say next.
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And then sales. That's where I
work very, very closely with the
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team. We use outreach from a
sales and ablement forms, sales outreach perspective,
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and I'm there every day. Right. And how to what messaging is
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working, what ad test for certain
sequences is engaging or not, and the
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how do we tweak and learn,
etc. Right. And then we kind
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of take the next step within that. We use path factor, right,
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for content. So, okay,
now this is the content hub that we're
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sharing with the finance persona. Within
that content of what chases are they engaging
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with? Right. So when we
have an assumption of what financecares about,
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what does the data show us?
Looking, okay, we need more of
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this, less of this. Right, this is fluff, this is not
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you know, and then that's kind
of you know. So again the mob
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that the thinking model is the same. It's just what data points to.
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I have at each stage this hopefully
make those decisions. The other thing I've
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I've learned uncomfortably at times, is
don't get too specific, right the just
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because you think XYZ means I have
to say exactly this. It's so easy
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to miss the mark, right.
So always kind of take that level of
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what is going to be most relevant
to this account, to the VP of
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finance, the also a director,
also a manager, right, because you
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know, we don't know exactly what
levely, the organization is leading the that
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research, research. So don't get
way down the weeds like here is something
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that's just for a CFL, right, because that's an audience of one,
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right, maybe two. Of there's
a you know, an ambitious vp in
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there, right. But but ultimately
that's a lesson I learned where you know
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you have this perfect content, you
think that lines up exactly what the day
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of signals and you launch it,
you push it and it has nothing right.
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So be aware of how the limitations
of the data and also, like
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my own biases, like just because
I think it's relevant doesn't mean it is
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right. Yeah, interesting. So, in this world of being so customized
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and so personalized, you found that
at times you can get too specific and
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you alienate other people within the buying
committee, or there any other things,
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if you guys have used path factory
and other tools to look at the content
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consumption data, where you were surprised
or you realize that maybe testing it a
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little bit of a different way led
to a different result, that you didn't
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see anything surprising, as you guys
have more regularly done that, that audit
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and that analysis of the content consumption. Yeah, there's two things that kind
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of stood out in the last,
I would tire, three six months.
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We've outstanding content team. They do
great work. But what we found is
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we've at times made the assumption that
this is an asset that is relevant to
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travel managers exclusively. Right, and
what we found is travel management and people
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who are invested in the travel decision
and a company are actually much broader than
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that. Also, you know,
we've worked with partners and we found that,
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you know, something like sixty percent
of the people who manage travel and
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organizations in the US don't have travel
manager in their title right. So it's
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like, you know, it's this
kind of very flexible, you know,
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stakeholder situation. So we found that
assets that we had lined in the certain
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persona are actually brought than that.
Right so kind of don't restrain it to
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okay, this is only for finances, is only for procurements, is only
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for HR and then some have they
have life beyond that. The other that
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is form calm. If someone recognizes
that, hey, I want to test
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and see if this content applies to
a broader set of the buying commodity.
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What is that then, change tactically
for you? Before we get onto that
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second surprise yet, know that it's
a great question. And what we've done
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is so we've worked with command and
message around value cards and how do we
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align our solution with value with the
problem right in all these kind of steps.
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So That's enable us to them break
content down and see, okay,
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this actually addresses multiple areas, right, that we assume again it was very
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narrow and it's actually not. And
what it enables to do was the next
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step we took was we took this
one acid. We built three similar assets
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that were specific to the problems,
that were more lined personas and allowed us
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then to kind of get even more
granular and down, because we found,
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okay, this broader topic actually really
resonated across a lot more levels. But
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we needed to get a little bit
deeper to give the the person's down with
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the assets of value that they're looking
for. GOTCH is. So you kind
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of go back up a level,
revisit that piece of content and now break
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it into okay, we need an
A, B and c version of this
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same content that's mostly the same but
a little bit more tailored to that h
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our leader versus the OPS leader versus, you know, the finance leader.
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I'm absolutely yeah, okay, you
are. And the other thing that's been
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incredably helpful on that is broad in
the channels, right, so taking that
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Ebook, for example, of that
guide, but then when you have a
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Webinar you really get to see some
of the feedback because of the questions that
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come in. We've also launch an
office our program right, which is a
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lot more low touch, but the
topics and questions that have come out of
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that have really guided some like the
content conversations we've had in firmly right.
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It's like, okay, this is
what people really care about. A great
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example is unused tickets, right,
which seems like a niche, you know,
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specific thing for a travel manager.
It actually resonated all way up to
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cefo level because in certain accounts,
you know that's hundreds of thousands of dollars
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right. That's a real impact on
the balance book. So we found that
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we got that question a lot we
and then we really dove into that and
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gave you know, a lot more
detail there. We released a couple assets
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specifically by that topic. You know, we ran some more webinars with third
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parties. So that was a great
example of like taking an asset and then
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all of a sudden, within six
day weeks, that has new life across
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multiple channels and multiple personas. Yeah, I love that. So you mentioned
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one of the things that was surprising
was the content had a broader appeal.
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If you notice that, those are
some of the things you want to do
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about it. What was the other
thing that you mentioned was surprising? As
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you guys have dug into the data
on the content, what was aligned with
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decisionmakers versus influencers? And, as
you as we use full circle to really
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track the funnel. We also use
terminus account hub to kind of see all
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the touches within an account and to
actually see how many times a certain asset
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was involved in how many deals versus, what acids were aligned with the specific
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person who is making the dbuying decision. Right. So it actually, you
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know, it opened up the the
the window of like, oh, even
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though the numbers on this are high, for example, in terms of volume,
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it doesn't actually really impact deals the
way we expected to wear is this
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one, which has a much narrow
focus and, you know, we actually
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thought was underperforming, is actually an
essential piece of, you know, sixty
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percent of the buying decisions. Right. So each of these deals had this
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asset along that person's journey in some
way or fashion, even though the account
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was a ten of what you know, our top performing asset, which kind
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of brought people on the top of
funnel. But a lot of these people
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are just looking to inform themselves and
that's one of things we we pride ourselves
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on, right. It's something we
want to do, is we offer content
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and resources to the industry. That
the whole you know, we've kind of
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cut ourselves a leader there, but
that also gives you a lot of false
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fauseless right, in terms of like, are you interested or you just interested
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in the industry? Yeah, both
are valuable, but not for us,
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and when it comes to making a
sale. Yes. So basically, what
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I hear you saying there is you
want to kind of divide out the consumption
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of that asset based on the actual
persona and, at the end of the
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day, where they had decision maker
or an influencer, because that is going
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to help you determine was there just
engagement on that content or was their true
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deal influence happening because of that content? No great question and we looked at
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both. So netline is a contest
indication under we work very closely with and
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what they do, which I love, they really break down the consumption of
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each ascid by the persona that actually
consumed it. Right. So we saw,
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okay, these are assets resonate with
these levels of an organization. On
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the flip side, you know,
what you kind of lose to your part
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of your question is what ones were
actually part of the process and the journey
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for that, you know, for
that deal cycle, and that's where we
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saw, you know, this specific
ebook in our example seem to always be
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consumed at least by a VP or
CFO at some point in the buying cycle
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before sale. Right. So it's
like this was a crucial touch point where
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that would grow their interest, that
was shared with them and they consumed it
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and it also kind of drove the
conversation forward, right, because good assets
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ask as many questions as they answer, right. So it's like, Oh,
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this is what we can do,
like, I want to learn more
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about the how do you do that? You know, how do you make
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that work the way you're describing?
And that's where we kind of found that
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they were a crucial part of the
you know, and we have when we
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talk about Atribution, we have obviously
multitouch as well as the direct line of
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attribution, and these are the ones
that actually fell into direct line attribution.
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Right. This is a decision maker
that actually touched this asset on the way
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to a deal. Yeah, yeah, really interesting. So I think there's
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a number number of things that that
you shared there and how marketing teams can
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look at the content consumption to a
deeper level once you kind of have these
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things in place. One of the
things you mentioned earlier column that I thought
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might be appabult of folks who maybe
are earlier on in their ABM journey than
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where you guys are at trip actions. Obviously you've got a lot of tech
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in place. You're going deeper and
and you've kind of figured out all right,
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this is level one of kind of
looking at the data. It sounds
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like you guys are three or four
levels deep. One of the challenges that
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I know everybody is facing, even
if they're somewhat simple or early in their
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ABM motion, is incorporating some sort
of direct mail. And you mentioned the
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challenge is there that everybody's kind of
facing. Have you guys come up with
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any creative solutions to the direct mail
component? And since you can't mail stuff
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to offices today, I know it's
a I laugh because I mean it's been
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the bane of my existence over the
last three months. We had a really
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impactful direct mail program right. It
was, you know, it really was.
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It was generating more pipeline than,
you know, most of other channels
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other than, like, you know, the traditional paid search digital kind of
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things, and obviously that went away
in March. It just turned off like
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a light switch. So we actually
tested ten different iterations of digital directmail.
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Right. So we use two vendors. We use send Dosa and we use
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snappy, and both have different kind
of experiences and but we tested everything,
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you can name it, and what
we found is so email has become a
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really convolutary channel right now. I
mean there's so much email going and everyone
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lives in from the computer, but
it's it's actually harder to get it through
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there. So what we what were
we found success is is integrating direct mail
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into this this sales communications right,
so it's not a separate thing. At
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the same time, in Paril it's
truly one to one. I want to
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talk to you. You know,
I realize your time is important. We
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try to be as empathetic as possible, right, like give work from home,
348
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right, how can we make that
easier? Right? And and you
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know, certain things are you know, we've through snap. We offered work
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from home gifts, right. So
there's a lumbar pillow, there's microphones or
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headphones and me, all these things
are people all of a sudden need that
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we want to kind of help with. On the Sendoso side, it's you
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know, do you want? I
know for me, and again this is
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my own bias, like cooking is
the worst, right, when you're cooking
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every day, you've got kids,
you're just you all these things. So
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it's like if you give me fifty
hundred bucks on Uber eats or doors,
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like that's real value. I appreciate
that. That actually saves me time and
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you know the way of communicate that
is, Hey, we realize your times
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important. We would love to chat
with you thirty minutes. We think that
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you, you know, are solution
lines up to be. Well, how
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about we give you some time back
by a delivery service so you can spend
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that time with us and you know
we have a good conversation. So those
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are the kind of things that we
found that work. And again, I
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would love to say like I woke
up on March thirty and said this is
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the way we're going to do it, but we tried so many different angles
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and tests and tries and just with
almost zero success. Right, I mean
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it was it was truly just churning
out ideas and losing them. And again
368
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we're still testing and making things better, but that's kind of where we are
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today. And now we're like,
okay, within that framework, how do
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we enhance that, make that bet
or make that more relevant, more empathetic,
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more personable to the person that we're
trying to reach out to? Yeah,
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I mean I think it's a spot
on solution there. So are you
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guys sending those? As the sales
people you mentioned, it's more once they're
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sales engaged and it's a tool that
the sales team can use. Is it
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sending those via email or salesperson literally
saying hey, what's your home address?
376
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We want to physically mail this to
you. Have you guys tried both options
377
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and can we have effectiveness? Yeah, no, and the because the home
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delivery thing. So we have tested
that. You send those as a great
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solution on that. But people are
still, and this is understandable, people
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can still be uncomfortable with giving out
their home address. Right. Sure,
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it's and everyone has different situations about
their environment. So we actually had some
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kind of misses there where they came
across, as you know, especially if
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it's early in the cell cycle.
So if you're talking to some of your
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engage with a relationship with absolutely right. We make that happen, no problem.
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We send personalize things through Amazon and
we get their home address and send
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it. But when you're really looking
at how to open that door and in
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kind of start that conversation, the
address, for what we found it was
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too big of an ask. Right. so that's where email and digital delivery
389
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became more way to go and and
that's where, again, we empowered the
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reps to make that offer via however, they want the phone, social,
391
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email, you name it, and
then we work on delivery for them,
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you know, after the fact.
Yeah, I love that solution. Looking
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for a digital way that isn't an
ask and adds value it, but incorporates
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the value of adding a gift once
they're engaged early in the sales process.
395
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But if it is a longer sales
cycle in the sales rep is engaged,
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often times, you know, something
strategic. I've even I've been engaged with
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marketing leaders that are looking at our
service, and this is after we've had
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a caller to but hey, I'd
love to send you a copy of our
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CEOS book because it it really unpacks
the strategy that we talked about with podcasting.
400
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Hey, can I can I send
that to you? At that stage
401
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people are more than willing to give
out you know, they're mailing addressed but
402
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I wouldn't cold message someone on Linkedin
and say, Hey, I want to
403
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send you a booker. I want
to say where do you live? Give
404
00:24:52.349 --> 00:24:55.589
me where do you live. Yeah, why do you want to know?
405
00:24:55.670 --> 00:24:59.950
It's kind of like that line from
from Hamilton. I've been looking for you.
406
00:25:00.109 --> 00:25:03.670
I'm getting nervous, sir. Right, yeah, anyway, for folks
407
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who haven't seen or listen to the
soundtrack of Hamilton, that might fall on
408
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deaf ears, but it's in my
head consistently. This one of the thing
409
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I go we want to add on
the digital directmail side. What we found
410
00:25:14.299 --> 00:25:17.619
also, though, is it's important
to establish the fit and the value first.
411
00:25:18.180 --> 00:25:21.690
What the Directmail at and the incentive
for us was help with the timing
412
00:25:21.849 --> 00:25:23.289
right. So so much of what
we run into is ik, sounds like
413
00:25:23.410 --> 00:25:26.609
great, but no one's traveling right. Why? Don't you know? Why?
414
00:25:26.890 --> 00:25:29.809
We can talk later, right,
and later is always never. So
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00:25:30.170 --> 00:25:32.930
what we found the digital directmail,
but the right way that we found.
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00:25:32.970 --> 00:25:36.519
Use Its established the value, established
that we're going to solve their solution and
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00:25:36.599 --> 00:25:38.279
then use the incentive as a way
to say, Hey, let's meet this
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00:25:38.440 --> 00:25:41.200
week, right, let's meet this
month, not in the future. And
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00:25:41.279 --> 00:25:45.079
someone define thing, because when we
led with the with the offer, it
420
00:25:45.200 --> 00:25:48.880
became a you know, a spammy
right, and it was like oh well,
421
00:25:48.960 --> 00:25:51.109
what are you really doing? It's
like no, let's let's sell you
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00:25:51.309 --> 00:25:55.230
first on why we're important and we'll
use incentive to say and that and this
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00:25:55.390 --> 00:25:59.069
is why you talk to us now
as opposed to next quarter next year when
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00:25:59.109 --> 00:26:02.269
traveler resumes, because who knows when
that is right. Yeah, I like
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00:26:02.470 --> 00:26:04.740
that. So definitely hit the back
button a couple times. This might be
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00:26:04.859 --> 00:26:07.420
in episode. You want to go
back to the start, because column we
427
00:26:07.460 --> 00:26:11.220
talked about a number of things,
how to how to be agile with gift
428
00:26:11.259 --> 00:26:15.339
giving, how to be agile based
on the stage there in, how to
429
00:26:15.380 --> 00:26:18.650
be a dual based on the content
that you create, what the data tells
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00:26:18.690 --> 00:26:22.849
you and then adjusting that. So
a number of different things. I love
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00:26:22.930 --> 00:26:26.049
the way that you walk through some
very specifics and what you guys have tested,
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00:26:26.529 --> 00:26:30.130
tried and and learn from column.
On that note, if anybody listening
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00:26:30.170 --> 00:26:33.160
to this would like to Ping you
with any follow up questions or maybe just
434
00:26:33.200 --> 00:26:37.240
stay connected with you in the team
at trip actions, was the best way
435
00:26:37.279 --> 00:26:40.200
for them to do that? The
best way would be linkedin. So Colum
436
00:26:40.240 --> 00:26:42.240
shall be I'm one of one CLM, so you're not going to find too
437
00:26:42.319 --> 00:26:45.359
many of me and I'm on twitter, but I mean that's more just to
438
00:26:47.000 --> 00:26:49.630
read the news and Yell at it
as opposed to engage. So linkedin will
439
00:26:49.630 --> 00:26:52.390
be the best. than happy to
connect them and you know I love sharing
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00:26:52.390 --> 00:26:56.670
these ideas. Again, because I'm
constantly learning. For it out wall works
441
00:26:56.670 --> 00:27:02.180
because, as I've seen this year, so it's it changes every single week,
442
00:27:02.220 --> 00:27:06.259
if sometimes. Yeah, back to
our theme of today's episode with Being
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00:27:06.299 --> 00:27:08.220
Agile, so calm. I love
that. I also love the breakdown of
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00:27:08.299 --> 00:27:14.059
twitter and Linkedin right now, very
very avocable definitions of how we approach this
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00:27:14.220 --> 00:27:17.529
two platforms. Thank you so much
for being our guest on the show today.
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00:27:17.529 --> 00:27:19.049
I really appreciate it and I really
appreciate the time. This has been
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00:27:19.049 --> 00:27:25.329
great. Thank you. Is Your
buyer a BBB marketer? If so,
448
00:27:25.490 --> 00:27:29.490
you should think about sponsoring this podcast. Be Tob growth gets downloaded over a
449
00:27:29.529 --> 00:27:33.839
hundred and thirty thousand times each month
and our listeners are marketing decision makers.
450
00:27:33.039 --> 00:27:37.359
If it sounds interesting, Sin Logan
and email Logan at sweetish Mediacom