Transcript
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Conversations from the front lines of marketing. This is be tob growth. Welcome
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back to be tob growth. Today
I am joined by Lisa Smith. She
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is the VP of integrated marketing at
demand base. Lisa, were thrilled to
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have you here on B Tob Growth. Thanks for joining us. Yeah,
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thanks, I'm glad to be here
too. So it's fun to have you
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in this season here on the show, because demand base actually has hit quite
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a growth spurt, I would say, as of late. Maybe give us
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a run down for those that are
unfamiliar with the expansion you guys are experiencing.
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Tell us some of the season you
find yourself in. Yeah, absolutely
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so, in the space of just
just under a year, from summer of
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two thousand and twenty two summer of
two thousand and twenty one, and demand
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base made three acquisitions. One was
engage Oh, founded by John Miller,
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the cofounder of Marquetto one was inside
view, the company that I work for,
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and the third one was called demand
Matrix, and so we have had
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a lot of rapid growth in terms
of products, capabilities, team people,
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you know, and really finding the
synergies between those, you know kind of
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all the entities come together. That's
where we find ourselves right now. Okay,
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so, I mean it's fantastic from
an acquisition standpoint, but that also
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means you're navigating team growth, your
navigating all processes. Everything internal sort of
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get thrown not one curveball but three. So what are the main sort of
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growing pains or obstacles that this season
has has brought? With great growth,
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right, comes some things that become
challenges as well. So one aspect I
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would say that happened kind of in
the latter half of two thousand and twenty
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one was trying to just merge all
the systems, primary one as a marketer
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being the CRM and the marketing automation
systems, and so that was big because
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and and for sales people as well. Right, how do you how are
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you tracking your revenue? How are
you measuring against the your goals, all
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of that? What's your data look
like? Your data says this, but
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my data says that. Whose data
is right? So the latter half of
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two thousand and twenty one, that
was a massive project that we focused on,
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and then in this year the focus. Well, first of all we
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had a rebranding effort. So on
February eight we launched a whole new brand,
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a new tone of voice, new
website, a lot of different efforts
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related to that. But be big
launch, there's also the teams coming together
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and and processes and rapid growth in
that arena. HMM. So with that
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comes all sorts of alignment conversations and
changes. Give us an understanding a little
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bit of from a marketing vantage point, like what did marketing look like a
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year ago versus what marketing looks like
now? Sure, yeah, well,
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John Miller, the guy from engageo
and formerly Marquetto, is our chief marketing
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officer and as we had our first
marketing team meeting in January of this year,
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he took a pause and he said, do you know, a year
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ago, January two thousand and twenty
one, there were ten people on the
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team and now we are more than
fifty people on the team. And in
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the course of the acquisitions that I
mentioned before from engage, you know,
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there were a variety of people.
But then from the two time frames that
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he was mentioning, only three of
US joined the marketing team through the acquisitions.
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So the red through inorganic growth.
You know, some some folks will
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say right. So everybody else was
hired new. So just a massive difference
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in people, a massive build out
of the marketing organization, which really gave
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rise to to somebody like me to
even have a position called integrated marketing.
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We, I'm sure enough, need
integrated marketing. And so, yes,
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a lot of questions are on alignment. Who's doing what to whom, and
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didn't you use to do that?
And how come you're doing this over here?
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And what legacy thing still sits over
there that we ought to, you
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know, rationalize within the organization or
at least make sure we're all singing from
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the same song book, so to
speak. That's a good way to put
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it. What is it look like
to intentionally change some of those internal communication
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strategies? I'm sure there's a lot
of shifts that you're alluding to, but
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I wonder if you could let us
like behind the curtain in a sense,
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maybe some of those strategic conversations that
are happening or actual shifts that occurred.
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Yeah, so we realized fairly quickly
this year that some of the old structures
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were no longer working in terms of
us all, even at a basic point,
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remaining aware of what everybody was doing, and so we did start a
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new meeting that happens every week called
the campaign information meeting, and all the
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great title Ram Program Owners Come On. They look ahead at it. We
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keep a common calendar. It's just
an excel spreadchee. It is not,
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you know, no fancy tools or
anything like that. We get on the
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call together, there's probably about twenty
of us on the call, and just
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say what's coming up in the next
two to four weeks that we want to
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make sure other people know about,
where we ask for help, cross functionally,
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raise blockers or issues you know,
that we may have and just sort
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of make people aware. And so
the within that framework, the organic thing
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that happens within the framework is somebody
to say, oh, that would be
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awesome to include in my thing.
That's happening two weeks later. So could
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I take the on demand version of
that Webinar and then put it into my
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nurture email flow that I'm putting together
to reach such and such an audience,
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because there's a great overlap between this
and that. And so that's the that's
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this sort of organic thing that happens
when you set up that structure for information
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sharing. I like that. Who
always involved in that? That meeting.
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So primarily it's the revenue marketing team
and they are the campaign program owners.
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But our corporate marketing colleagues are there
too, our content marketing colleagues are there
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too, our social media colleagues are
there too. Write, and our product
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marketing colleagues are there as well,
right, because they the product releases that
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they're sort of managing. Those go
on to the calendar. The big content
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pieces go on to the calendar,
the big social initiatives go on to the
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social media initiatives go on to the
calendar. Right, so everybody sort of
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has a chance to say a little
bit about what they're doing really across the
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whole marketing team. Not all,
not all the members of the team are
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on the meeting, but more of
the people who are, who are driving
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programs. Okay, I'm adding.
A meeting can be helpful. Also can
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be like, Oh man, another
thing on our calendar. But I love
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that as a starting place because I
think just going through campaigns and keeping in
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front of people, the faster your
organization is moving, we all know,
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like, the more complex and we're
trying all these different things and people have
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all these ideas, and so I
love that that was an easy in road
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for better alignment. I wonder,
are there any other systems, things that
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you guys have implemented leasta that you're
going in? This has been really helpful
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and strategic for our team to continue
to foster alignment. So we're using a
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sauna right now as today kind of
workflow, you know, workflow process,
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and that's been very helpful. The
creative team uses a sauna, the marketing
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operations team uses a sauna, the
content team uses a sauna and I was
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just on a call today where the
customer marketing group is also now using a
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sauna. So that's been very helpful, particularly when we have a major launch
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going out. We recently won a
gardener magic quadrant award, or, sorry,
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we were named a leader. That's
the that's the official language for any
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any other there's who have been through
it in the leader in a gardener magic
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quadrant for account base marketing. But
there was a lot of creative requests that
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had to be, you know,
completed at the same time so that we
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could launch on a particular day and
as sauna was really helpful in terms of
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grouping all of those, understanding the
flows, you know, understanding of the
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project process and things like that.
Where we are now is that we may
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need an umbrella layer above all those
siload, a sauna pieces, right.
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Cause, for example, if we
take the Gartner thing again, it's not
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only creative but there's also ops,
marketing ops, there's also content, somebody's
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going to write a blog about it
and there's a customer marketing component. And
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right, so we almost need the
umbrella that says, here's the thing,
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and if you do this piece of
content, do you also need display ads
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to promote that piece of content?
You need a social caution me, an
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email header, right, like,
okay, you did the thing, but
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how's anybody going to know about it
if you don't have all the other you
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know, then you need the mops
one to kick off the email campaign associated
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with it. So that's a little
where my brain is now is thinking about
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how we make sure that we connect
the dots across those as sauna silos as
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as they exist today. And really
it's a part of a broader conversation around
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how do we stitch together the efforts
across the different not silos, but who
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called them pillars, the pillars of
the market team, you know, to
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make sure that we are getting the
most bang for the buck for everybody's effort,
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because everybody's working really, really hard. That's what creates silo's, right
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is it's not that you want to
end up in one, it's that you
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work hard with your head down.
Like I find a lot of passionate people,
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without realizing it, end up in
a silo because they love their work
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and then they look up and they
go, oh shoot, where's everybody else?
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So that's a great point. Well, you had mentioned to me.
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I think it's an email as well, and I could be wrong on this,
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so correct me if I'm wrong,
but like a way of sharing resources
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that are important right now. Is
that something you guys are still doing?
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And maybe explain that as well,
because I loved that idea. Yeah,
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sure, so that one is going
from the marketing team out primarily to the
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whole revenue team. So the same
folks who attend that campaign information sharing meeting,
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m the the people who are the
program owners, the campaign owners,
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they get together and aggregate the list
of the most important things for the coming
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week and we send out that email. We get aggregate it on Monday and
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send it out on Tuesday mornings.
It has the most recent events that you
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could follow up on. It has
the juiciest pieces of content that have just
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been produced. It has if there's
a direct mail offer that we'd love for
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the, you know, customer and
prospect facing teams to take advantage of.
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You know, we highlight that.
If there are some special bespoke invitations for
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accounts in our top thirty five tier, you know, then we'll highlight that
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those folks get invited to cool basketball
games. So that makes me want to
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be a field event marketer right there. But but say so, we package
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that all up in a weekly email
and send it out to the whole revenue
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team, which includes, obviously,
you know, sales marketing and the related
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OPS team, sales, sales ops
and marketing ops, right, so that
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everybody hasn't has a say in it. Also CSM. Sorry, don't mean
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to leave them out, but anybody
who's customer facing. So where does that
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information like? WHO's gathering that?
Like is it? I would love to
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know like the behind the scenes just
it's such a practical system, but like
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where does that sit for you guys? So so, somebody who works for
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me named Jodes NUSS. She she
puts it together and she shows slack.
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So we have a slack channel for
all the program owners of people who,
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you know, put their things into
this email. She set up an automated
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slack reminder that goes out on Friday's
at three o'clock or Friday's at ten am,
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right to ten am Pacific, to
account for all the time zones,
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right. But it goes out and
it kings everybody and it says hey,
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channel, provide your inputs to this
link and it goes into a WORKDOC and
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everybody pressed in the word doc and
we just kind of add the new section
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for each next week, copy paste, put it into an email. Now
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I am way over simplifying it and
Joe Does a little Jos and that does
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a little bit of of rallying the
troops here and there, little nudge nudge,
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you know, like context gathering,
like just to help figure out what
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are the top three things we should
be talking about. So it's not it's
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not all automated, but it's Google
docs and a slack channel and, you
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know, a regular process and having
the automated thing, the automated reminder,
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really helps keep people on task.
Without Joe Having to do that with the
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without her having to go she can
then just go sort of figure out the
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extra what makes it special, what
makes it important, how to how do
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we order these things for our team? I think the communication there. This
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is something I think a lot about
because so much of our breakdowns internally in
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teams is really just really simple lack
of communication. But exactly what you're alluding
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to right there, Lisa, where
it's like if it was just even a
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simple automated for me it's a sawn
or reminders where I just make sure weekly,
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especially on Fridays, like what do
I want to highlight to our team?
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Maybe it's a win, maybe it's
updating our progress doc or our goals
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or our rocks right for the quarter, but some of those quick things.
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And then, from a communication standpoint, what you're alluding to there is it
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triggers something that then is becoming a
resource that you guys can go back to
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consistently, and those are a lot
of times for newcomer specifically as you're scaling
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right, where do I go to
find out what I need to know right
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now? And that's what I think. I it really stood out to me
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about that example is it's something anyone
could do. It's quick, it's easy
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to access and we want to highlight
those types of resources here. So anybody
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can do that. Bar is kind
of low. But yet he still need
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somebody to do the follow up.
There's still parts to it that it.
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You know, they're strategic thinking,
they're so it's good any success stories you've
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seen from the things we've highlighted so
far, what you've implemented, ways you've
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seen it really create alignment in your
team. So a funny one is again
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I'll use this gardner M Q as
a as an example. It was it,
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let's say, a protracted process to
get to the actual publication of the
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report. And the report initially had
been supposed to come out in two thousand
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and twenty one and we then caught
wind, you know, there were delay,
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delay, delay, and then they
said well, we're actually going to
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produce it and publish it in January
of twenty two. And so we had
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asked like, okay, is it
going to be called the two thousand and
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twenty one gartener magic quadant report for
account based platforms, or is it going
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to be two thousand and twenty two? And we had asked the explicit question
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and they said two thousand and twenty
one because it was research was done,
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and then two thousand and twenty one
and Blah, blah, blah, two
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hours, two hours before the go
live date. I kid you not,
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some of those people wrote to us
and said, actually, we would prefer
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that you use two thousand and two, empty two for them, of course
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right. Can't be easy. We
had sent eighty four pages of assets,
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emails, landing pages, auto responder
emails, Social Media Post all this to
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their citations team for approval. Eighty
four pages of stuff, just to give
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you a sense of like assets and
things. Two hours before they're like,
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could you change the date on everything
please? And it's truly a hair on
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fire moment. But because we had
the assauna tasks, we had spreadsheets where
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we listed everything that we were working
on because, you know, the team
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was tightly coordinated, because I have
awesome partners in our design team and our
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social media team and like across the
board, right in our MOPS team.
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Like the email was about to go
out to several hundredzero people, you know
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goodness, and everybody said, okay, we're on it. We were using
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a live slack channel and, you
know, just firing messages people from literally
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around the world and across many different
time zones were engaged and we got it
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done. We published on time with
the new day, you know. So
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I think all of those processes and
developing the communication muscle, as we've been
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off about, really paid off that
we we had the slack channel where we
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could talk in real time to each
other and and just say like Oh,
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like a buckle up, everybody,
change it to two thousand and twenty two,
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you know. Yeah, that's a
good example of communication. And let's
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let's hit on one more example.
I am a sucker for shark week,
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so when you mentioned this example to
me, I was like, well,
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we got to throw it in there. It's another great way of forcing alignment.
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Will Make Lisa expand on this one
in the podcast to but you guys
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do something once a quarter. Is
that right, to really kind of rally
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the team and also drives business as
well. Explain Shark Shark Week to us,
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Lisa. Sure thing. So it's
a really focused week between marketing and
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the STR team and this time we
got the account exacts, who are new
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logo hunters, involved as well,
and marketing puts together a just a rallying
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slide deck with all kinds of goodness
in it. So if you take that
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campaign priorities email that we do on
a weekly basis to send out to the
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whole revenue team and say, you
know, here's, here's all the great
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things you could talk about or promote
or share with prospects this week, we
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really blow that out into, you
know, a twenty page or twenty slide
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deck and we have special promos on
and swag to give away or coffee gift
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cards, like they're things we we
do, but we just we goose it
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up a little bit, like we
just make it bigger, better, more.
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The R team in the sales team, they get super excited. They
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come on the shark week prep call
in costume like this. We like the
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Sharkhead, you know, the whole
thing, and so they get fired up.
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They have all kinds of different prizes
and eve, I mean sales people
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are competitive people, right. So
you say you can be in a prize
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if you do the most of this, of that, you know, the
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most social media shares of you know
something new. We have whoever uses the
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swag off or the most whoever,
obviously we're driving from meetings from the strs,
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right, so whoever gets the most
meetings or anyway. So there's all
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these different contests and the sales team
comes up with those, marketing team comes
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up with a ton of content and
then for a solid week we just like
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focus on the activities. Marketing is
sitting on the slack channels like ready to
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help with anything if any of the
sales folks have questions or, you know,
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hey, this isn't working or what
was I supposed to do with this,
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or needs more, and they just
they're on the phones, on the
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email, they're just they're hammering it
and really proud of the team. We
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had a hundred and nine percent of
our goal. Yeah, it's recent shark
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week that that we just had.
It was on Valentine's Day, so there
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was a lot of like fun,
you know, themed kind of stuff around.
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It's the week starting Valentine's Day.
So a lot of Thun Fun themed
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stuff around Valentine's Day and Shark Week
and like putting Shark mashup of sharks and
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hearts and all kinds of craziness,
you know. But but it was fun
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right in the end. To your
point earlier, it drives business and was
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the spillover effect for the week after
is also there because, you know,
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maybe somebody didn't respond to your outreach
in the week of Shark Week, but
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they did afterwards. And the other
thing that I'll put in there is we
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drink our own champagne, use our
own product to get people focused on the
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most engaged accounts, the marketing qualified
accounts, the ones who were showing either
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multiple people, you know many,
many people across a buying committee, who
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are really on our website engaging with
this and in different ways, opening emails,
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you know, downloading content, or
there are a few key people who
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are really going deep right. So
we use the people's behavior plus the account
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characteristics to kind of bring that all
together to put the list of not only
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the best accounts but the right people
within the accounts in front of our sales
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team so that they know very clearly
how to prioritize their work and go after
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the most engaged people who are the
most likely to respond. So really a
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win win. It's one of my
favorite things about working at this company relative
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to other ones that I've worked for
in the past, where sales and marketing
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alignment really is underpinned by this common
set of data abroad, based awareness what
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different accounts are doing so it's not. It's not like just the old lead
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scoring or stuff like that. Lead
scoring and chuck it over the transom right.
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It's really like no, across this
whole account there there's various different things
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and you, sales can see it
too and believe in it and if you
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don't like poke holes in it,
tell us what is something wrong with how
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we're looking at it all, and
so it's a very collaborative effort. Love
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the collaboration, love what you guys
are doing, and I think Shark Week
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is a good example of alignment meeting
multiple goals in a sense, because sometimes
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I think alignment gets not that it
should ever be looked over intentionally, but
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it's like well, if we're driving
key business results like that ends up being
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it. Shark Week, to me, goes okay. It creates a certain
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level of alignment between marketing and sales, while also obviously focusing on the numbers
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that are most important and what's driving
the business, and so that's a great
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way to sort of wrap this conversation
and thank you so much, least for
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breaking this down. I think this
episode will be called alignment under construction,
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because the truth is that it's this
constant thing we're thinking about. It's alignment
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becomes what a buzzword and the BEOB
space. For sure, it's something we
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know we need to talk about.
I see linkedin post about it all the
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time. But how are we actually
doing it? And so I think you're
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giving us some practical advice to day
as to how to do that. As
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we wrap up, Lisa, tell
us a little bit more about demand base
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and then we're people can connect with
the business and with you online. Sure,
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yeah, thanks now. I think
you're absolutely right. Alignment is a
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journey. It's not a destination and
they're small steps that you take and and
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motions that you make every day,
every week to make it better. So
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demand base, in its most recent
rebrand is really a go to market companies.
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So we can help you across your
account based advertising. We can help
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you understand the engagement that accounts are
having with you as a company. We
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can provide you the data to help
pick your target accounts and know the people
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who are in those accounts who are
most important and most likely to be your
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buyers. And then at one of
the key things is we can connect our
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products to your crm and keep that
data on both the companies and the people
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continuously refreshed, and then this time
of the e shuffle, the great resignation,
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you know like that becomes even more
crucial so that nobody spending their time
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reaching up somebody who's no longer at
that company. So those are some of
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the key things that we that demand
base can do for and does do for
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our clients. You could find us
at demand Bascom and you can find me
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on Linkedin. My name is Lisa
Smith, so there are a few of
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us with this, as my father
in law used to say, most popular
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name, but if you look up
Lisa Smith and demand base, I think
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you'd be able to find me on
Linkedin. Benjing. Thanks so much.
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Yeah, for sure. We've loved
having you on the show and love what
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demand base is doing. Excited for
you guys in the growth that you're seeing
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through this season. Thanks for sharing
your wisdom with us today on BB growth
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now. It's been really a pleasure. Thanks so much, Benjie. If
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you're listening to this and you've loved
the conversation Lisa and I just had make
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00:26:23.759 --> 00:26:27.799
sure that you subscribe for future episodes. You can do that on any platform.
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00:26:27.839 --> 00:26:32.119
You're listening to this on right now. If you want to connect with
334
00:26:32.160 --> 00:26:34.079
me, you can do that over
on Linkedin. Just Search Benjie Block.
335
00:26:34.119 --> 00:26:38.200
I'm talking marketing, business in life
over there all the time and would love
336
00:26:38.240 --> 00:26:42.039
to hear from you and keep doing
work that matters. Will be back real
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00:26:42.200 --> 00:26:59.440
soon with another episode. Be Tob
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338
00:26:59.440 --> 00:27:02.640
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