Transcript
WEBVTT
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A relationship with the right referral partner
could be a game changer for any BEDB
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company. So what if you could
reverse engineer these relationships at a moment's notice,
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start a podcast, invite potential referral
partners to be guests on your show
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and grow your referral network faster than
ever? Learn more. At sweetphish Mediacom
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you're listening to be tob growth,
a daily podcast for B TOB leaders.
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We've interviewed names you've probably heard before, like Gary vanner truck and Simon Senek,
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but you've probably never heard from the
majority of our guests. That's because
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the bulk of our interviews aren't with
professional speakers and authors. Most of our
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guests are in the trenches leading sales
and marketing teams. They're implementing strategy,
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they're experimenting with Pactics, they're building
the fastest growing BTB companies in the world.
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My name is James Carberry. I'm
the founder of sweet fish media,
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a podcast agency for BB brands,
and I'm also one of the CO hosts
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of this show. When we're not
interviewing sales and marketing leaders, you'll hear
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stories from behind the scenes of our
own business, will share the ups and
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downs of our journey as we attempt
to take over the world. Just getting
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well, maybe let's get into the
show. Building a curriculum to guide your
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sales team, training and certifying sales
people to speak like your customers in an
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effort to create greater marketing and sales
alignment and to accelerate revenue. That's something
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today's guest has tackled. My name
is Ethan Butte and this is a x
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episode here on the B Tob Growth
Show. It's obviously important to develop ICEPS
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and real personas. It's important to
understand what's unique in nuanced about the types
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of people that we serve. It's
critical that the entire business is organized around
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empathy for our customers and specificity about
them. But in this conversation you'll go
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a step deeper to a full training
and certification system so that your salespeople can
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be more effective connecting and communicating with
your customers. Here we go. Hey,
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welcome back to the customer experience podcast. If you want to learn a
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little bit about training and certifying sales
teams to speak the customers language, who
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are in the right place. Today's
guest brings to the conversation. More than
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a decade of enterprise software experience in
product marketing and in product management. He
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spent time at Semantic, v Colonel
and Dell. He earned his MBA at
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mit and for the past six years
he's been at data dog, a monitoring
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and analytics service for modern cloud environments. He serves as their vice president of
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marketing. Alex Rosenblatt, welcome to
the customer experience podcast. Thank you being
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going to be here. Yeah,
you know, I'm really excited to get
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into this idea and learn how and
why you've pursued it around training and certifying
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sales teams. Partly my interest is
in the relationship between sales and marketing that
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permits this to happen. But we'll
start where we always start here, which
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is, you know, your thoughts
are your definition or characteristics you think of
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when you think of customer experience?
Yeah, you know, I mean I
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think that the big thing that I
think about with customer experience when you're working
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at a company, I think that
you get really bogged down and how you're
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going to deliver the product of the
service set that you're going to be giving,
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you know, to to the person
that's going to be using whatever it
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is that you're offering. But you
really have to turn it around and realize
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that for the person that is the
customer, like they don't know about all
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the difficulties are everything that's going on
behind the scenes. They only care about
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what they're going to receive in terms
of a product or service. So well,
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we always try to have as a
mindset here is what's going to be
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the perception of the customer and they're
actually using our product, you know,
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and it's got to be good.
I think that most industries nowadays there's a
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lot of options, you know,
especially in technology, with the advent of
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cloud computing, which is the space
that we play in. You know,
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it's amazing to me that all you
need is a credit card. You know,
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anybody with a credit card can start
a cloud environment up for not very
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much money and, if they know
what they're doing, can put together a
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prototype for an application pretty quick and
Bam, you can go out there and
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compete with a big company if you
want to. So, you know,
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going back to customer experience, I
think that for a lot of a lot
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of companies out there, if you
stop really keeping that in mind and you
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lose side of the customers or what
they are, you know, how they're
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interacting with or whatever is that you're
offering, someone else is going to come
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out there and compete for them and
potentially take them. Great breakdown there.
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I really like it. I like
this idea that we can get caught up
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in our own tasks and checklists and
things and we lose sight of the customer
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pretty often. This idea that there
is, you know, functionally approaching infinite
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competition, because all these cloud services
are built on other cloud services and,
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to your point, all it takes
is the ability to take a credit card
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number, and so this perception piece
is critical as well, because that's what
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we carry for, that's the feelings
that we have, is the stories that
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we tell. So love that breakdown
there. Hey, for context before we
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get into the primary tapic here.
Can you share with people a little bit
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about your background, Alex, and
a little bit about data dog as well?
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Sure. For me personally, I
started from, you know, Undergrad,
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being much more technology focused. My
first couple of roles first and enterprise
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software and then in online day.
To back up, I'm sorry, online
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first enterprize howcare software, and then
Onlin Day to back up. I was
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much more technology focused, basically working
with product teams to make sure that the
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solutions that we were delivering for our
customers with exactly what they expect out in.
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A lot of it required custom development, and I actually try to start
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a company when I went to Grad
School. One of might and I partnered
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with with another technologist. We built
the prototype for something that was like mind
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blowing and I was at to trying
to get Beta customers for the prototype that
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we had and even though everyone took
a look at what we built, they're
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like wow, that's awesome, nobody
would agree to even try that for free.
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And it wasn't until we were meeting
with some angel investors that, you
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know, one of them said,
hey, you know what, you guys
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seem really bright. Your product prototype
seems really interesting. If I was to
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just throw you guys a million dollars
just because I can and I have it
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in the bank and I think that
you guys have a future. But I
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said, you could only use it
to get customers. What would you do
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with it? And we had no
idea. So that was kind of my
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introduction to the point that I really, you know, hadn't thought about what
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it would take to get somebody to
part with money and that really started me
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down the paths from marketing and I've
basically been in marketing ever since. In
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Tech, been through a couple of
acquisitions. I've seen start up Smith size
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companies, really really big fortune by
a hundred companies from the inside worked with
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customers and, you know, I
think that another part of it. I've
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been in tech because, having come
from being a technologist, I have a
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pretty good understanding of what that specific
persona is looking for and what they're going
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to react to. But again,
I think that for any customer they definitely
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have their you know, hot buttons
and the same lessons apply. So you
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know, basically I after that experience
I dedicated myself to learning a lot more
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about go to market, both sales
and marketing, and have really merged,
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I think, an engineering methodology.
You with what it takes to get out
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into the market, present your product
to people and get them interested to try
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it out. For Data Dog,
we are a monitoring platform for modern dynamic
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applications. A lot of our customers
run their applications on public clouds like Amazon
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web services or Microsoft asure Google cloud
platform, but we also do have a
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lot of customers that are doing some
pretty advanced stuff with all premise servers and
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you know, once it it's dynamic
and work blowths can just shift around based
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on the need of the application.
Things get a lot more complicated. It's
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really good functionality, but it also
makes it hard to keep track of everything
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that's going on underneath the application,
and we've basically built out a whole platform
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that gives you a hundred percent visibility
into everything that's happening in every part of
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that application so that if an issue
happens and it's a needle on the haystack,
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we're able to group you find it
for you. So good I by
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the way, before we go further, I have to say that is one
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of my favorite marketing origin stories because
it's just it's it was such a blunt
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moment there, whereas like I don't
have any ideas and and theyet the idea
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that you've continued to pursue that over
the next many years is awesome and in
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that that background for you to I'm
sure, lends itself really well to being
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successful as a as a technology marketer. Let's get into training and certifying sales
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teams to speak the customers language and
there are several things I love about this
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one, especially now with the context
of your background. But you know,
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the nest a sary relationship between sales
and marketing. They have that trust in
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rapport that allows this to be done, raising up the customers language as a
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really important factor, as well as
creating some continuity in the customer experience by
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being joined at the hip, at
least on this function, if not others.
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So let's break that down a little
bit and start with, you know,
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why does this matter to you?
Why did you pursue it? What
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was kind of the origin of this, this project or practice for you?
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Yeah, I think the big thing. You know, I don't know if
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a lot of the listeners out here
have seen some of the shows that that
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really focus around, like the tech
community, Silicon Valley and is a really
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popular one. Mr Robots another one, you know, with developers and site
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reliability engineers, which are the users
of our product. You know, there's
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a real, I guess, like
a set of values, norms, language
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and you know, they all they
all work on similar challenges, they all
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similar passions in terms of the work
that they do. They're very passionate and
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there's there's a whole kind of community
that exists around it, and the thing
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is, you know, no,
somebody that is not at that community will
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never be that you know from that
community. But I think it's almost the
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equivalent of like, if you're going
to, you know, a foreign country
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that speaks another language to visit,
if you learn some of the basics,
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you know, like where's the train
station? I'd like a hotel room for,
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you know, for one person,
for two people, you get really
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far and if you know, you
go somewhere and there and you don't have
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at least those basics, like good
luck, you're not going to be able
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to communicate with the people that you're
talking to. So I mean, I
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think that there's a lot of that
for someone to have a good conversation just
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to start out and interaction with with
a company. So it became apparent very
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early on, and this isn't just
at day to dog, but in my
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previous positions and marketing, that you
know, you've got people that are that
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are doing sales, as that are
doing marketing, and they're very good at
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the jobs, but they are not
technologists. They didn't go and, you
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know, tool around with programming when
they're in high school or they you know,
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they didn't go through a computer science
or some other sort of engineering degree
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and in Undergrad and you know they
don't have the same background, they don't
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have the same training, they don't
have the same methodology of how they see
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the world, and so, you
know, you need to educate someone on
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what all that is, and just
telling them about it isn't enough that you
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have to train them enough so that
they can actually speak enough the language to
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start a conversation off. kind of
like the same, you know, equivalent
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if you wanted somebody to go to
a country with another language. You want
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to drill them on the basic so
that it's in their head and whenever they're,
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you know, they go to a
restaurant, they're able to order,
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you know, a meal. So
they need to know, like you know,
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how to order, you know,
chicken or vegetables or whatever else,
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so that that's really where the impasis
for this came from. I love it
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because when you can speak in a
way that that doesn't create friction. Right,
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like they're not using my lingo,
they don't understand who I am.
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Right there's there's this trust component in
the sales brought sess that is immediately greased
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or immediately slowed down or you know, there's friction there if you can't speak
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that language. So so really,
really important. So for you, you
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know, as I think about,
you know, a listener to this and
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maybe outlining a number of potential customers, like different types of customers. For
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you, of course, learning what
the customers language is is very easy because
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it is, you know, you
are kin to them based on your background.
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But you have any recommendations around like
process or documentation, around personas or
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ideal customer profiles or anything that?
For someone who's listening, where would they
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start in terms of trying to capture
the customers language so that it can be
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taught in certified yeah, I think
that the number one thing to do is
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to get a microphone, you know, by something that that's easy and portable
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and that you can kind of pop
down and then try to find people either
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from your company, you know,
maybe a founder of you're at a startup
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or you know, some sort of
subject matter expert of you're at a bigger
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company, or maybe a customer or
maybe someone from your own from your own
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network. Find a couple of people
and sit down and you know more than
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just say just like ask him.
I think that a really good place to
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start is, why don't you take
me through your day in your life for
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a week in your month or a
month, you know, like what is
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kind of a standard unit where you
go through all the kinds of things that
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you usually do from beginning to end
and have you walk them through it.
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You know, an example that I
often uses like if you were to ask
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somebody what they did this morning,
they probably be like, Oh, well,
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I will got by a sick shower
at breakfast and got you know and
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made it over to work. But
there's so much more that they did.
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It's like what do you have for
breakfast? Well, I had exagemicum.
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Well, I had them scrambled.
You know, like just taking kind of
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the the bullet points is not enough. You have to get in there into
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the rich detail and and understand like
okay, when you were making eggs,
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that they stick to the pan.
Yeah, they did. Kind of.
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That was really annoying. You know, maybe if you were selling cooking tools
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like that would be the kind of
conversation that you have. But I think
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a good place to start is just
a day in the life or you know,
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a week in the month and try
to get into that rich color.
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You know, it's almost as if
you were like a novelist, you know,
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like describe you know again, just
most novelist don't just say we went
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to the beach. It's like the
deep blue of the ocean contrasted with the
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light blue of the sky. You
want to get to that level of color
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and I think that we're things start
to get really interesting. I call it
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the CRINKLE's probably other words for it, when people start pausing in the addiction
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and you you can usually hear this
really well when you play back the recording.
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That's when, all of a sudden
you get painter and I think that
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they're pausing because they're trying to think
about the best way to say it,
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or perhaps they're trying to euphamize,
like it's something that's really painful or hard
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and they're trying to like color over
it. Basically, there's they're not speaking
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freely and it's because they're thinking about
should they cover something up? Should they
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change the meaning of it? Would
there's maybe a lot more information that they
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have to unpack for you and understand
what they're saying. And usually when you
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start hearing those pauses and a conversation, you start hit pater and you're starting
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to like really understand things that are
super important that you definitely want to be
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documenting and then turning it around into
some sort of training for sales people or
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f other go to market people,
so if they understand these critical things in
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someone's day today that caused problems or
or pain or other kind of difficulties.
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Such a great tip and I and
if you happen to catch it in real
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time prior to playing back the recording, that might be a great spot to
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ask a follow up question as well. So as you organize this capture,
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probably documented in some way, start
sharing it around. How formal are we
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talking here, like what kind of
training and certification are you doing? Like
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what types of training, and what
a certification permit like? or their doors
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closed to people who haven't been certified? Like you know, how seriously are
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you implementing this? That's a great
question. So I think that once you
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have your list of everything, so
I think that that the building block,
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you know, the individual brick if
you will, is recordings and, you
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know, trying to delve into each
thing that's important to know about someone's,
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you know, day to day responsibilities, things that are easy, things that
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are hard, things that make them
successful, things that cause them trouble.
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Once you have, as as far
as you can tell, the whole list
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and you're going to keep on adding
to the list as your industry changes or
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new technologies come out, are you
yourself learn more about what you're working on
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and you realize that you missed a
lot. But you have to start somewhere.
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You have to build out a curriculum
and this this can be a pretty
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tough one. I think that sometimes
you have to have a lot to go
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goes at it. I think that
one pro tip here is that while you're
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building out like the name, you
know, the name of the class or
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the name of the segment, another
column to have immediately before it are what
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are the prerequisites? So if you're
building on knowledge you know, it's like
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you can't have, you know,
Spanish one or two before. He took
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Spanish one on one. So you
have to basically start saying what all the
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prerequisites are and usually once you write
those, all those things down, you
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turn it kind of backwards and you
start to figure out what the first courses
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that you need to have or you
start to realize that there's additional courses because
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there's some prerequisite knowledge that you hadn't
originally put out there, and I think
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that with the curriculum that's from chopping
it up. I don't you probably shouldn't
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have a sessions going to go longer
than an hour. If it's longer than
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an hour, you should chop it
up and make it into multiple sessions.
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But then the sequencing of the session, I think, is important. Another
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important thing to note is that there's
a lot of times that giving somebody some
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knowledge without the context about why this
is important means that it's going to go
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in one ear and out the other
and sometimes people have to struggle a little
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bit. So we have a couple
of really basic training things like teaching kind
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of history and terminology and just the
main things that people do to use our
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product, that people get within the
first week or two that they're out our
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company, and then we've staggered out
other more advanced trainings that happen after they've
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been at our company for two or
three months or six months, and we
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don't want them to have the more
advanced training because it like they don't they
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haven't yet struggled and hit a wallant
that Oh my God, I don't know
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how to answer this question, and
this person's speaking in words that, even
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though it's English, I don't understand
what they're trying to tell me. Like
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they haven't had that struggle and they
need to have that struggle a couple of
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times. So when you present them
the information, the white turns out,
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they're like, okay, great,
that's what that person was trying to tell
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me. And you know, it's
tough because you know that it's going to
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probably be a couple of weeks to
a couple of months that they're not fully
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enabled. But again, almost every
single roll out there has a certain amount
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of onboarding time and you just had, you know, people managers factor in
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the fact that their people are going
to be fully productive for a couple of
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months and that's, I think,
part of it. But trying to figure
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out how what's the minimum amount of
time where somebody has to struggle and not
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know something to the point where they're
going to be really enthusiastic to learn that
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missing piece the kind of I guess
in art a little bit that that's a
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tough one to call. You know, I think probably the best example of
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the model there's when I was in
Grad School, to my tea everyone's required
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to take this like advanced statistics class
and that sounds you know, that doesn't
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sound like fun, unless you're statistician. And everyone kind of groans about it
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and they give you a real life
problem, and I'm not going to say
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it because of anybody here's listening.
Going to the problem. It's a great
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problem, but it's based on all
sorts of real life stuff. They give
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you all the actual data that that
the engineers and business people that were trying
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to start out the problem had and
then, as a team, use your
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first project you need to figure out
what the solution is. And you know
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it doesn't look that complicated at the
beginning, but then almost every single team
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spends like Friday, Saturday, Sunday, Monday and they finally have class on
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Tuesday and you sent four days,
you know, just basically running against a
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brick wall, and then all of
a sudden the professor pulls out the like
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statistical formula that, if you put
all this data in there, was going
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to give you the exact answer and
you're like begging, you're absolutely just begging
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for this knowledge by the time you
get it. And you know, when
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I took a step back, it
made me think if this person just explained
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the concept, I would be like, okay, cool, whatever. Totally
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you know, you were so desperate
because you couldn't figure this problem out and
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you've been working on it with your
team for a long time that when they
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gave it to you, is like, you know, being given water after
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having, you know, crawled in
the desert for a day. Such a
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great analogy. It's kind of fun
story too, and it really does make
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a lot of sense, I think. If it is like you know,
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you need a rack to hang the
code on, and so the prior experience
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in the struggling, in the successes
and the kind of soft questions to start
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building in your head that ultimately provide
that resolve. You know, at maybe
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at it's most dramatic point, is, you know, water after you've been
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wandering in the desert. Really great
recommendation there. Speak briefly about what type
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of relationship, because this is key, as a fundamental premise of this podcast
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is, you know, customer experiences
built across every team member and every touch
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point. And so how do we
work together with other you know in some
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organizations, depending on the culture,
can get very, very silod and even
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potentially antagonistic. You know, I
hopefully that's not the case in most shops,
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but I have seen things like that
before. So can you speak a
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little bit to it, how to
build the trust and relationship with sales people
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and sales leaders and sales management in
order to build this out and have it
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taken seriously, because I think it
should be obvious to anyone who's listening the
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value of putting together some program like
this, even if it's not as formal
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and buttoned up as what you've outlined
here with some several great tips. But
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talk about that trust and relationship component
between sales and marketing. What did it
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take to get there? Yeah,
I think that in any organization with people
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you're always going to have a bell
curve in terms of some people are going
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to be super invested in want to
keep on learning more and becoming better and
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better and better, and some people
are there, you know, potentially just
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kind of coasting by. You know, at the other end of the spectrum,
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what we've usually done whenever you've rolled
out a more advanced certification and you
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know, we run some things that
are pretty, as you said, buttoned
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up like not only will you sit
down and learn, in some cases you're
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going to have to do a fair
amount of practicing and then we're going to
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put you in front of someone that
wasn't involved in the training, two role
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player, to do some other kind
of certification to make sure that you really
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understood the concepts. And you know, it's can be pretty close to like
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a real a scenario and if you
if you know how to handle that,
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then you're you're good, you're certified. What we usually do is that we
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find the people that are looking to
get a competitive edge, looking to,
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you know, to better themselves.
You know, we start with a small
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subset and usually those people. You
know, any time you roule on new
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training, there's often times a you
know, you don't get it right the
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first time, you have to kind
of tweak it a little bit to you
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in it right sure, and you
know those people will also oftentimes give you
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the most leeway. And you know, once those people start getting the knowledge,
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if you hit it right and it's
a missing component that they've been really
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frustrate with because they didn't understand,
it's making them better. They become your
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babycome your marketers. They start saying, Oh, yeah, that problem,
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here's how you solved it, and
then all their peers are like, how
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do you know how to do that? Oh, you know, the marketing
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team gave me this training and well, it's Alved it all. Get it,
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give me everything that I need to
know. So we've always used the
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pilot group of people that are that
are really enthusiastic and you know, first
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of all they help us because they
give us a feedback to make it right
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for the broader audience, and then
secondly, they usually do all the marketing,
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and I mean it would oftentimes happens. Is for something new. We're
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all we're still doing our our everything
we've been doing before. So we offer
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something new, we do it and
there's just not that. We don't offer
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that many classes, if you will, or a sessions for it. And
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then all of a sudden we start
getting the next tier of people. Maybe
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you know that, but are also
on that doll occur more, you know,
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looking to try to get more knowledge, and then they start saying,
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Hey, we're gonna do the next
one. Cabby on it. Can you
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put me on the weightlist right now? So we keep on working our way
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from the people that are the most
enthused in the most open to learning new
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stuff, and once it gets to
a majority and most people have had this
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training, then the people that haven't, they start feeling left out and that's
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how we usually sweep through everyone.
I love it. It's like this idea
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that they want to be on a
weight list is a testament to the quality
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of what you're doing in the value
that provides to the salesperson. But it
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also makes me think about like Baiting, doing Betas with customers and like those
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customers that are just super enthusiastic and
they want to know what's going on and
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they want to try stuff out.
So great practice there in terms of getting
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early feedback and adapting and again creating
a weight list. That's so excellent.
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Hey, this is a really great
framework. I love it. It reminds
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me of a number of efforts we've
done that are have not been as formal
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as this. That made that I
want to double back on. It makes
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me think about a variety of our
customer personas here at bombomb that, you
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know, a new salesperson needs to
understand and unique ways in order to,
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you know, build that trust in
rapport through common language. So this has
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been awesome. Before I let you
go, though, Alex, I like
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to give you, because relationships are
our number one core value, I like
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to give you the chance to think
or mention someone who's had a positive impact
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on your life or career and a
chance to mention a company that's doing customer
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experience really well that's treated you the
right way. Sure you know. I
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think someone that I definitely would want
to give a call out to is,
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or rather a shout out to,
is Brian Semple, who was the person
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that that taught me, I guess, a lot of the basics of marketing
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when I transition. For me more
of a technologist. He's the CMO at
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a company called Mark forged now that
does a lot of three printing stuff,
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and you know, he was actually
a he's written an interesting book that I'd
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recommend to marketers out there about metrics
and he's a former submarine officer, so
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he's actually compared how running a marketing
operation in today's I guess high text set
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it from marketing is really similar to
controlling the nuclear reactor for for Sup.
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So He's a former navy submarine officer
and you know he uses technologies. To
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you where I was coming from.
He sat down and taught me kind of
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all all the basics of marketing as
I kicked off and transition over. So
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He's definitely someone that I'd like to
give a shout out to. How do
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you spell his last name? And
what is his book called? It's semple
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Brian Simple and his book is the
Digital CMOS guide to marketing measurements. Think
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like a submariner for operational success.
Awesome. And and how about a company
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you respect? I guess I go
with a cliche answer, unfortunately. I'd
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say, you know Apple. You
know, the thing that they do amazing
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is going back to customer experience.
They really have thought through like what you're
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going to feel like when you experience
one of their products. I mean every
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like something that I don't know if
it's been written about a lot, is
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whenever you open up one other products, even the packaging in the way that
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00:26:18.250 --> 00:26:22.849
it's that it's like laid out,
is like inviting what you want to open
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it up, you know, whether
it's a computer or phone. I know
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it's Super Cliche, but they do. They just do a really, really
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good job of making this thing seem
like the super special thing that you're unpacking
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for the first time. Another area
that that I oftentimes pull people to is
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the way that the highlight benefits of
a product. I mean, if you
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ever go to their website and you
looked at like, you know, the
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00:26:47.390 --> 00:26:51.349
the Apple Watch, I mean it's
like it's it's always showing off some piece
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of functionality and one picture says you
know, says a thousand words. So
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00:26:55.430 --> 00:26:56.789
they do a really good job also, I think, just in terms of
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00:26:56.829 --> 00:27:00.230
showing off benefits, and of course
I know that there's a lot to say
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00:27:00.269 --> 00:27:03.299
about apple and is probably Super Cliche, but they really do a very good
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00:27:03.299 --> 00:27:07.380
job of it. Awesome, great
recommendation. I know I could visualize opening
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00:27:07.420 --> 00:27:11.619
a couple different boxes of theirs and
even the way they sequence and stack the
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00:27:11.700 --> 00:27:15.369
pieces and layer them in and create
that little spot for your finger to go
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00:27:15.529 --> 00:27:19.009
in to pull that next piece out
and all of that. It's really really
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00:27:19.650 --> 00:27:26.049
well well planned in and designed and
executed. Alex, again, this has
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00:27:26.049 --> 00:27:29.410
been awesome. Thank you so much
for your time. How can someone connect
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00:27:29.410 --> 00:27:33.359
with you or with data dog?
Yeah, data dog. Just go to
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00:27:33.359 --> 00:27:38.440
or a website data dogcom. If
you are a developer or site reliability engineer
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00:27:38.480 --> 00:27:42.680
or CTO and you want to get
visibility into your application. Sign up free
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00:27:42.759 --> 00:27:47.589
trial. You can use whole product
for as big environment as you want to
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00:27:47.630 --> 00:27:51.670
try it out. For me in
particular, twitter handle is Alex Rosenblatt.
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00:27:52.230 --> 00:27:56.269
Just Alex. that data dogcom awesome. Thank you again so much. I
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00:27:56.349 --> 00:28:00.220
hope you have a great afternoon and
I need to rethink our internal curriculum.
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00:28:02.940 --> 00:28:07.819
All right, could hear it?
That was Alex Rosenblatt on internal alignment,
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00:28:08.259 --> 00:28:15.089
engagement and education. I am ethanviewed. I'm the host of the customer experience
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00:28:15.250 --> 00:28:19.569
podcast and the chief of angelist at
bombomb and I'm the CO author of Rehumanize
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00:28:19.650 --> 00:28:23.130
Your Business. I would love to
connect on Linkedin. My last name is
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00:28:23.210 --> 00:28:29.480
spelled beute. Send a connection request
and add a note let me know that
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00:28:29.519 --> 00:28:33.720
you're enjoying the customer experience podcast or
the CX series here on the be tob
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00:28:33.880 --> 00:28:40.240
growth show. Thanks so much.
Hey, everybody, Logan with sweetfish here.
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00:28:40.519 --> 00:28:42.670
If you're a regular listener of B
Tob Growth, you know that I'm
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00:28:42.750 --> 00:28:45.670
one of the cohosts of the show, but you may not know that I
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00:28:45.829 --> 00:28:49.230
also head up the sales team here
at sweetfish. So for those of you
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00:28:49.470 --> 00:28:52.950
in sales or sales offs. I
wanted to take a second to share something
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00:28:53.069 --> 00:28:57.660
that's made us insanely more efficient lately. Our team has been using lead Iq
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00:28:57.940 --> 00:29:02.380
for the past few months, and
what used to take us four hours gathering
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00:29:02.539 --> 00:29:07.220
contact data now takes us only one, or seventy five percent more efficient.
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00:29:07.500 --> 00:29:12.089
We're able to move faster withoutbound prospecting
and organizing our campaigns is so much easier
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00:29:12.130 --> 00:29:17.049
than before. I'd highly suggest you
guys check out lead Iq as well.
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00:29:17.410 --> 00:29:22.730
You can check them out at lead
iqcom. That's ee ad iqcom.