Transcript
WEBVTT
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We just started talking about this idea
of flag hey, listening about it as
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one team right. This is not
a marketing problem or sales problem or a
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00:00:12.630 --> 00:00:18.230
customer success problem. This is a
team problem. A relationship with the right
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referral partner could be a game changer
for any BDB company. So what if
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you could reverse engineer these relationships at
a moment's notice, start a podcast,
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invite potential referral partners to be guests
on your show and grow your referral network
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faster than ever. Learn more.
At Sweet Fish Mediacom you're listening to BB
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growth, a daily podcast for BTB
leaders. We've interviewed names you've probably heard
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before, like Gary vanner truck and
Simon Senek, but you've probably never heard
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from the majority of our guests.
That's because the bulk of our interviews aren't
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with professional speakers and authors. Most
of our guests are in the trenches leading
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sales and marketing teams. They're implementing
strategy, they're experimenting with tactics, they're
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building the fastest growing BTB companies in
the world. My name is James Carberry.
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I'm the founder of sweet fish media, a podcast agency for BB brands,
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and I'm also one of the cohosts
of this show. When we're not
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interviewing sales and marketing leaders, you'll
hear stories from behind the scenes of our
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own business. Will share the ups
and downs of our journey as we attempt
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to take over the world. Just
getting well, maybe let's get into the
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show. With a four thousand,
seven hundred and thirty percent growth rate over
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the past three years, terminus recently
landed at number sixty one overall and number
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eight among software companies on the ink
five thousand list of the fastest growing privately
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held companies in the United States.
You're about to hear a conversation with one
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of the company's Co founders, and
it's accidental chief of angelist, Sangrum vagre.
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My name is Ethan Butte. You're
listening to the CX series here on
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the BDB growth show and if you're
a regular listener, you've probably heard some
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conversations with Sangrum, but what you
haven't heard is what we go deep into,
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and I guarantee it's at the heart
of their success over the past three
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years, and that is internal alignment. In this conversation you're going to get
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five specific ways to improve internal alignment, all in service of elevating your customer
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experience. Enjoy your time with sang
grum vagre. Okay, welcome back to
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the customer experience podcast. Now,
with regard to customer experience, alignment within
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our organizations and across our teams is
one of the biggest opportunities and biggest challenges
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in front of us. We'll get
into that and a lot more with today's
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guest, who is kind enough to
have me both as a guest and a
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host on his own podcast, flip
my funnel, which I highly recommend.
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He's the cofounder in chief of Angelistic
Terminus, the number one rated account based
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Marketing Execution Platform, and the leader
of the ABM movement. Singing Grumbasher,
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welcome to the customer experience podcast.
You've done a lot of man. I
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remember when you initially started talking about
doing your podcast, and now that it's
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doing so well, it's pretty awesome
to be on it. Yeah, I
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mean it's funny when I think about
it, you know, I look at
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my guest list and I think,
wait, I haven't had SA group on
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the show yet. It's so welcome
for the first time of hopefully many that
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and I'm glad we can finally get
this done. You know, the best
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things in because we engage so much
and these as you talked about flip my
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funnel. We have gone through,
I think, about four hundred episodes or
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something now and I constantly think,
I think ninety nine percent of the people
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that have that we have interviewed on
the podcast are my friends and you know,
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it almost feels like I'm still not
like maybe five or six or someone
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who somebody recommended, like or in
your cases, when you did it,
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you had got Kawasaki on it,
and so there are a few that I
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don't really have a full grown relationship
but but almost every one of them either
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I had relationship with or have built
relationships after it. So, selfiously,
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I feel it's one of the best
things from a friendship perspective that I personally
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I'm done in the last few years. Yeah, it's awesome. I find
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the same joy in and it doesn't
surprise me either. I mean just with
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with your personality, in the way
you approach your work and your life and
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your business, it doesn't surprise me
at all that you're making long lasting relationships
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out of these these podcast conversations.
We're going to start here, where we
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always start, which is your thoughts
around customer experience. When I say saning
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room. What is customer experience?
May Do you like? What thoughts come
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to mind? I think the most
immediate thought really for me is that what
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what your customers say about it,
about you, is your customer experience.
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We might say anything and everything about
us, like hey, we are the
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top dog of this or we the
leader in this or whatever, but if
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your customers are not saying that or
not feeling it, then I think you've
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completely missed it. So whatever your
customers say is what your customer experience is
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so good. I am working on
some episodes now that will be, of
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course, released before this conversation,
and two of them back to back with
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with Mike Red Board from hub spot
and Dan Gingis, who's the CX and
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social media expert. They both talk
about what you just offered there, which
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is, I'll say, in their
words, the customers reality is the reality,
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right. There's no sense denying it
or creating a counter argument or whatever.
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It's whatever they think and feel and
say about you is the truth period,
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and so you know, we need
to engage in it so we can
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affect that reality. But there's,
you know, your observation there that want.
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It's the feelings and the two.
It's it's their experience is what matters,
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right. And you know what's even
interesting? I was talking to our
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sales team this morning and we're talking
about, oh, they're all excited about
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this new feature that we're about to
launch at Germanus, and I'm like almost
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like I couldn't help myself to say
that, Hey, look, we're never
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going to have a silver it that
solves all of our customers same point.
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Think about sales for they're still building
sales for so, like you know,
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it's never going to be that we
have a perfect product. So, in
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a way stop. Let's stop obsessing
over the next feature for our customers.
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Let's start obsessing over the problem that
you're drawing to solve and just hone in
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on that. Every single day the
conversation is not about maybe you just got
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this new feature, do you want
to take a look at it? It's
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the wrong conversation to have. It's
like what is your problem? What are
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you trying to solve? How can
we help? And then maybe that feature
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is applicable to them, but don't
need with it and I find myself completely
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telling this to or sharing that everybody, and I'm curious with your experience and
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all the interviews that you've been doing. Is that a common theme? Yeah,
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absolutely, and really, you know, my guest turn on flip my
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funnel, where you were kind enough
to allow me to host a variety conversations
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there, started me down that road, and so I know it's the way
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that you view the work that you
do in the best outcomes you can produce
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as a chief evangelist, which is
how do I raise up the problem and
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not focus on the product? Right? And so that's the higher level concept.
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And now what you're doing is operating
here at the microcosm of new feature
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release and customers. Really let's take
a step back from that. What features
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are we building and why? Right, how much of the of the CS
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feedback, in the sales feedback?
You know the I would guess, for
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most ASS companies, your sales people, in your CS people, have the
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most direct customer communication. And so
you know, how do you get that
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feedback from customers about not what products, sorry, what features they wish worked
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better, work differently or whatever,
but what are they actually trying to solve?
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What needs? Do they really have
it and what are we developing it
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and talking about? And so sales, CS, marketing all need to be
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aligned. Product ev need to be
aligned. We don't want to be talking
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about features and benefits until we maybe
get to that selection stage where the real
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details start to matter, before they
commit to your organization, you can start
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moving forward toward, you know,
impact and solutions, language that you've used
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for years and that I really,
really like, and that's what I'd love
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to be at the hardest conversation because
it's kind of the heart of the broader
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customer experience conversation here on the show. Is One team. I've seen you
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use it as a Hashtag. I
don't remember if it was in your first
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book account based marketing, but it's
definitely in the more recent release that we'll
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talk about after this part of the
conversation. ABM is be tob talk a
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little bit about one team. What's
the origin story? How did that come
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up inside? Did it start with
terminus or is this something you carry with
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you from before? Well, it
definitely started more at terminus, but the
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original story, or the probably scarce
that led to that, started away before
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right. So I'll I think you
know this. It's all quickly share the
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story. I was a when I
was a running marketing at partout and at
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sales force with that puisitions. I
remember just hitting every record that month.
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My team was excited, we are
jumping up and down, we're high fiving,
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awesome and I was like feeling really
proud of myself and it was really
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the number of leads was really the
goal at that time for me and my
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team and we hit it and we
crushed it and the wady. Next morning
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my head of sales comes in and
he said, dude, that was awesome
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with you and your team did.
Can you do it a thousand more leads
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next month? and to me I
just sank in my seat when I was
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like literally like buried underneath like fifty
foot like below the pyramid or something like
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that. Just felt the weight on
me like wow, I'm just a coin
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operated lead machine over here and we
all think that there is this UN like
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crazy amount of lead just floating in
the space and we just need to go
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and plug them out one at a
time and just put it in this show
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it in this funnel, and nobody's
talking about how do we increase pipeline conversion.
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Nobody's talking about what what can we
do to upsell cross cell and in
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my way, if the way I
phrase that, is observed our customers to
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the new products and stuff that we
have, services that we have. So
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I just felt that as a really
big dagger in the ability to be a
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good marketer and that led that was
almost the genesis of terminus, because terminus
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is based on that philosophy of like
less than one percent of the leads running
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to customers. That got to be
a better way and no matter how big
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your market is, there are a
finite number of opportunities to this idea that
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like every month will just tack on
another one hundred, five, hundred Azero
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League. It's like that doesn't go
forever now and that's the reason why it
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is less than one percent because or
period of time you just alien and you're
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really good customer based by pushing them
to download something, pushing them to go
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to the web and are pushing them
and it's now you're giving the same people
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back. And then you have the
other problem where sales things that marketing does
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not give them good amount of lads
right like they don't good quality leads.
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Will all these other origin is the
same things, like we're treating everybody the
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same and we got to change.
So this all leads to this idea.
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One day when we were actually being
doing an offside and there was a challenge,
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in a conflict that was happening within
sales, marketing and customer success around
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certain things, and I remember we
just started talking about this idea of like
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hey, let's let's think about it
as one team. Right, this is
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not a marketing problem or sales problem
or a customer success problem, this is
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a team problem. Anybody, anybody, any customer out there, I guarantee
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they would never say, oh,
bom bombs are terminus, marketing suck.
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They were going to say bombomb or
terminus suck, right, like we if
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there's something bad. But when,
when I don't get any Delta related when
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I'm flying and I'm having a bad
experience, let's say, and if I
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tweet about Delt I'm just going to
say Delta Sucks. Right, I'm not
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going to say so and so person
on that team, on so andso flights
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up now. So all we have
to own that. We all are to
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blame for anything that goes wrong and
we have to own it. So there's
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a couple of things that come to
mind. One is this idea of extreme
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ownership. There is old book written
by this US Navy Seal Jacko. Fantastic
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thing to think about, like we
all have to own this experience. And
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then so the conflict resulted into US
talking about is that how do we better
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act as one team? So that
led to literally one of our conference room
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is called one team, where we
have the major board meetings and stuff.
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Our sales and marketing meetings are called
one team now because we don't want to
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talk about sales meeting or marketing meeting, and then ultimately leading to this idea
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of note it's actually a good to
market team and it's not marketing and sales,
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which I always thought it was.
It's actually marketing, sales and customer
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success. So all that just led
to that. This just a better way
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to handle the problem once we know
that we all are on the hook,
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as opposed to just one team.
Love it and and so I think that
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makes sense. And again that's said
as I led this off, because I
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believe in it wholeheartedly. This is
the greatest opportunity in the greatest challenge we
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have. What does it mean?
Then like kind of functionally right. So
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we still have to go back and
have a sales meeting and go back and
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have a marketing meeting, go back
and have a CS meeting. You know
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as well as you can, because
I know that you've got one foot in
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and one foot out as chief evangelist. You know you're you're in the office,
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probably less than you were before.
You're in some operations, but a
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lot less than before as well.
As you can't talk a little bit about
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what this looks like functionally? Is
there? Are there more cross functional meetings,
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or do you now have in the
marketing meeting, in addition to the
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whole marketing team or some aspect of
the marketing team, sales representative and a
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customer success representative? Like, how
would you know someone's listening to this to
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say, yeah, you know,
we've been struggling with this, kicking it
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around. This sounds awesome. Like
from a practical standpoint, what does this
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look like? You know it or
maybe, based on other organizations, you've
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been right when you were at part
out and the sales force to acquisition,
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like what are you doing differently today? Talk about it from a functional,
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practical standpoint. Yeah, that's a
great question. Even one of the things
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is that I think words matter.
If you believe the power of words and
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the words we say, you know, the world getting into existence, all
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that stuff at the end of the
day with the words we use really really
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matter, and I started to pay
really close attention to that. So things
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like not calling it a sales or
marketing meeting. It actually matters it is
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a revenue meeting or pipeline meeting.
So good into that with that idea that
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in this meeting were to talk about
x. So we're starting to install having
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a broader big bang meeting. We're
trying to have smaller, very strategy,
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quick action Adams, smaller team.
So I love what Dave gave hard recently
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started to talk about is that don't
make decisions about committee, and I think
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that's exactly he's exactly right now.
So we have now small teams of pods
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where Tori, who runs to manage, he works with directly with the as
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Dr Leaders and they come up with
campaigns and run it. We don't need
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to make an announcement around it,
if you don't need to have it all
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hands around it, we just go
do it like it's your job and the
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other part. I think if people
want to essentially force this, it's going
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to be really hard. But if
you change the metrics how their measure success
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on, you'll automatically see all these
changes happening. So they the hard way
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to do it is tell everybody what
to do. The easy way to do
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is to see semmetry and see everybody
do it right. So we just have
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no lead measurement right. We don't
look at number of leads as over goal.
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The Marketing Team and bonuses, everything
is compensated on the pipeline the revenue
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that the company generates. So automatically
that's they have to do strategically as well.
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But like marketing and sales, they
sit next to each other. So
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we're not trying to have two different
floors. The leaders are all next to
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each other. The constantly talking,
constantly meeting. So I think we could
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do a couple of things internally.
If you're really new and starting to get
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into it, the two recommendations that
would half for everybody is get your Keyp
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as aligned. Those are a lying
teams. Automatically get a line and,
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as much as possible, get them
physically closer to each other. I didn't
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really think like, Hey, this
is remote. Everybody talks about people can
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work from anywhere, true, but
you can never get over this personal relationship
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and connection that you have with the
other person. So if you're not in
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like in the office and if you're
marketing sales teams are different time zones and
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stuff, that's okay. Get on
zoom and have a video call, not
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email over email, email like for
that Perspec should never be used. It's
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really let's talk about this thing.
And maybe the final one, apart from
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key Beas and just physical proximity,
I would say is just talk about the
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results you're getting. One of the
best things that happen in the end the
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teams story. When he started some
of the camp bids of our sales teams,
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they would just come up and say
every week they would report on it
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and say, Hey, here's what
we work, here's what Bein work,
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is what we work here and going
fort and so now everybody has trusted in
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them that, hey, they're testing
that trying the working together. It's they're
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all jumping on Eg you know all
and making sure things are happening. So
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creating the momentum and trust, I
think, really moves the needle. So
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good for anyone listening that this always
happens to me as a podcast listening.
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I like I want to like take
notes, so either hit that thirty second
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back a few times, because there
were a few really good takeaways there and
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you did nice job summarizing them as
well and then adding on that bonus idea.
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In addition, you can visit Bombombcom
podcast. We do summaries and overviews
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of every single one of these episodes
and so it's there's one you want to
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go deeper on, you can always
go visit Bombombcom podcast when we break out
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little frameworks that smart folks like you
offer saying room. So thank you for
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that. It also makes me even
think about just going all the way back
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to the beginning, your first idea
there. It makes me think about not
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just these cross functional meetings but almost
every meeting we have where, you know,
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we do daily stand ups. We
just did a Monday. Monday morning
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we do a stand up within the
marketing team and we just kind of do
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a quick once around on what went
well last week, highlights of the week,
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successes, what's our number one thing
each of us is focused on for
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this week, and then any concerns
or road blocks or anything that anyone needs
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help with them, we just use
a quick once around and we doesn't really
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have a name and I think if
we were more intentional about naming it that
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it would have even more kind of
power behind it, even though, any
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I take it back that that is
also still a cross functional meeting. We
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bring in folks from from design,
we bring in folks from Cs and I
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don't think we have sales in the
room anyway. Really good stuff there and
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in the power of naming it,
naming past power. Like you think about
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category building and I think a lot
of times you think that was big.
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You know that's a big things to
name. That is good, man.
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I feel I spend so much time, honestly, on naming things and writing
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stuff today than I ever did before, and I feel like it's way more
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important today than ever before because everybody's
getting a whole bunch of Shit in their
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inbox all day along. So what
emails us to send? I really really
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pay attention to what subject lents I
use in the in totally emails. I
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actually think about that and I never
thought about it and it's not because like
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I'm trying to one up any other
I'm just like I want to be intentional
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about it and if I send something, I want people to pay attention to
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it, and if I set up
a meeting, it has to have a
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impact result. As matter of fact, I've stopped recurring meetings that are completely
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the meetings that I want to be
part of our always short. They like
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twenty five minutes, are like that, twenty five or fifteen minutes, and
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then in those meetings, all these
meetings are no more than a month or
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month and a half long. There's
no recurring meeting right now, and the
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reason I started doing that is because
I started to notice that this snack that
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we get into it like, okay, this is a standard thing and we're
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going to go go into I'm like, no, it's a project, we're
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going to talk about projects. So
I've gone the reverse way. Have Gone
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from a lot of recurring meetings that
kempt things going and it was more of
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like I needed to know what's going
on, or my leader needed to know
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what's going on, to these meetings
of like we don't get shit done,
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so we're going to have a project
plan, we're going to have clear owners,
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whoever owns that meeting, and then
they they are the owner of that.
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This is not like we can talk
in a coffee table if you want
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to talk about how the day was. This is about really enforcing ourselves and
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pulling us together and being intentioned about
every minute of this conversation. I'm going
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to conversation is done, go have
a coffee with somebody. That's totally cool,
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but this is so important to the
naming of it, the timing of
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it, the the idea of it
and the time from of it. I'm
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starting to pay way more attention to
those things, just from productivity perspective and
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getting things done perspective than ever before
me and my calendar just opened up.
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I'm so excited about this. Literally, is a letting go kind of thing,
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right, like giving up for letting
go thing. Some bad back is
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like you have to let God,
have to let go of these ongoing product
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meetings, ongoing marketing meetings on,
like nobody needs me, and if there's
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somebody needs it, there is an
action atom for me. Somebody is going
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to call me and they don't my
number. Whatever. I need to be
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part of things that actually going to
get solved done. I don't need anything
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more than a month or two because
after that it's a phase too. That's
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called the meeting phase. To phase
three. Face for the new energy.
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There's new excitement, there's maybe a
new set of people that need to be
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some of the people don't need to
be the meetings. We all know who
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those are. Sometimes it's us.
So we need to talk moving it around.
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Yeah, so good, and it's
your point of like letting go.
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It can be really difficult because we
think will people need me? I need
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to be needed. I'm the kind
of personality that I need to be needed
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mute if it feels really good.
You know, I don't know always need
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it, but it feels good right. And so this idea of like they're
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going to be fine without me,
you know, or or you know.
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We did four meetings over the last
three and a half weeks and now they're
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often running and we'll reconnect next quarter
and see how see what they learned in
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that window of you know, we
got this thing off the ground. It's
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flying and we'll check back in at
it in a little bit. Let's go
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back to language, the importance of
language. You've mentioned kind of category creation.
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Obviously you and your team have been
critical and in defining and evolving ABM,
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account based marketing. For anyone listening
who might not be familiar with ABM,
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just give a quick drive by on
on account based marketing and you already
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have a little bit. But be
really explicit. Yeah, sure, so
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abm do anybody doesn't know, is
really focused on the accounts that you can
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serve the best period. So if
you are a financial services company to day
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targeting fortune five hundred, guess what, you only have five hundred potential accounts
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to target. And within that,
if there are fifty fortune five hundred financial
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services and that's that's fifty. And
if you're spending money, time, energy,
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resource says on writing blogs and getting
people on that are not from these
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fifty accounts, you're wasting your company's
time, money, energy and resources.
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So I contass marketing, I think, said Goot and on one of the
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one of our interviews said it best. We all believe, I want to
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believe, that we live in this
this this micro wall right, but it
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was our macro world. But we
really are in a micro world. Be
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Like we every one of us have
really small segments that need to go after
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and your small segment may be really
big for somebody else, but it's still
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small. You still if unless you're
selling Nike shoes, you should know exactly
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who you're selling to. If not, go back to the drawing board.
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And that's really what ABM is and
and has been phenomenal to just see and
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grow in the last four years.
Everybody Logan with sweet fish here. I
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had to take just a second today
to share with you another podcast that in
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my regular listening rotation. The sales
engagement podcast has some great interviews and you
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pick up a lot of best practices
from revenue leaders that are doing the job
352
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day in and day out. I've
picked up so much learning from other sales
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leaders that are featured on the show. One of my favorites is seven things
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marketing wish sales knew about nurturing leads. So check out the sales engagement podcast.
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Wherever you do, you're listening and
by the way, if you're not
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following Scott Parker on Linkedin, you
should do that too. All right,
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let's get back to the show.
Let's talk a little bit about the book,
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and then I just instantly had like
three questions that that just say you
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know theoretical things, but so you
wrote the original book account based marketing.
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What like four or five years ago. Yeah, it will. I started
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writing it when we when we started
the company about two thousand and fifteen and
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we published in two thousand and sixteen
with Wiley's in twenty. Like you,
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I kind of market for dummies and
you know, now getting the second book
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has been a really interesting experience.
Yeah, so what was this to the
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new book is ABM, ISB Tob
talk a little bit about the title.
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In what led up to it.
My publisher was was really upset. He's
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like, I've never seen somebody have
a title that has two acronyms in three
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words. Like, you know,
nobody's going to ever buy this book.
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I'm like, exactly, this book
is not for everybody. I'm not trying
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to be in you, oktime best
seller. I'm I just want that are
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five, six thousand people companies out
there that we believe our we can serve
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the best as a company and the
industry as overall. I want them to
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have this book and if they don't
know what I'm talking about, they I
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don't want to waste money on shipping. So in general, this book is
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also a form of ABM. Specifically, is like not worrying about trying to
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be the same for everybody or being
cute for everybody, being very specific about
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your try to get audience. So
the first book when I road eat,
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and I think my whole philosophy at
that time was that ADM is about creating
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a better mouse trap, a better
acquisition channel. And as the years fast
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on, I realize that companies are
doing better job of pipeline velocity. As
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a matter of fact, I've lately
started to talk about that. Most companies
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don't have a demand problem, which
people like what are talking about. I.
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We need lead, we need demand. No, you don't, because
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you whatever you have is fine.
If you can increase your pipeline by two
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to three percent, you don't need
that much to men on the top.
386
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You need to create more conversion rates. But people don't think about her.
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Talk about that, and that's what
sales and marketing, one team, really
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make matters. And then last year
I saw this tremendous move, and one
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of the stories I write about in
the book is from Thomson Writers. They
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had about ninety five percent and wouldn't
rate on their extension deals. Now,
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I know people don't believe when I
say that because that's unheard of, but
392
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Julian. She has been on the
podcast. I made sure the legal team
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reviewed it and made sure it's in
the book. I even made sure that
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she is with me so people not
it's not a fictitious character in the last
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conference because it is such an incredibly
amazing story. But the own reasons is
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00:26:33.920 --> 00:26:37.079
able to do that was because you
focused on those two fifty eight counts for
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expanding deals in it. And the
now, obviously she's getting promoted and and
398
00:26:41.400 --> 00:26:45.680
they have bigger goals and whatnot.
All that to say that led to this
399
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big when I was literally in this
room I was writing all the names of
400
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all the different things that we could
have for this book, I called in
401
00:26:53.349 --> 00:26:57.109
my sales team, Stewart and Ryan, and they walked in and I showed
402
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them the wholest of thing. I
literally would like wrap people and bringing like
403
00:27:00.500 --> 00:27:03.380
a tell me what you think about
this stuff, and they're saying, man,
404
00:27:04.180 --> 00:27:08.420
this is just betb this is just
better marketing sales. I'm like you
405
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guys are so right, and that's
when the title Abim is be tob was
406
00:27:12.059 --> 00:27:17.410
born from to sales people who are
on the front lines with think this is
407
00:27:17.490 --> 00:27:19.369
better marketing and sales. So I
wanted to be the first one to write
408
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a book on ABM and I want
to be the first one to be on
409
00:27:22.970 --> 00:27:26.410
the record to say abium is bigger
than now just ABM and MARAC position.
410
00:27:26.569 --> 00:27:30.680
It's actually across the board go to
market strategy. Love it and it is
411
00:27:30.759 --> 00:27:36.079
in your point of it being an
exercise in ABM itself. If you look
412
00:27:36.079 --> 00:27:37.480
at a title and says ABM is
be to be and you say, Guy,
413
00:27:37.519 --> 00:27:41.319
I don't know what that means.
That books not for you and everyone
414
00:27:41.400 --> 00:27:45.150
should be okay with that. So
you talk. I'm going to get into
415
00:27:45.150 --> 00:27:48.349
a couple practical things. So so, so folks get some takeaway here,
416
00:27:48.390 --> 00:27:51.710
besides picking up the book. I
did a video review the book. It's
417
00:27:51.789 --> 00:27:55.750
just outstanding. I won't I won't
make you blush on the podcast for those
418
00:27:55.869 --> 00:27:59.740
you're watching video clips today, was
it's just excellent. I think you're absolutely
419
00:27:59.740 --> 00:28:04.779
right. This is the current best
practice organized in one convenient package. It's
420
00:28:04.779 --> 00:28:07.180
beautiful, by the way. It
feels great in the hand. As part
421
00:28:07.220 --> 00:28:11.660
of my review as well just as
a physical product it feels great, but
422
00:28:11.740 --> 00:28:15.970
it's loaded with great information and stories. So for those of us who are
423
00:28:15.289 --> 00:28:21.769
still have one foot in the can
you increase leads by twenty two percent this
424
00:28:21.970 --> 00:28:25.569
month? We have the leads forwardcast
and it's based on how we did last
425
00:28:25.569 --> 00:28:29.119
year plus x percent growth. And
you know we're going to we're going to
426
00:28:29.160 --> 00:28:33.319
keep some of these conversion rates along
held steady in our forecasting and projections right.
427
00:28:33.559 --> 00:28:37.079
So people have the step in the
old world who also have a footneat
428
00:28:37.160 --> 00:28:41.240
in the new world that you've drawn
out. You have a nice like evolution
429
00:28:41.400 --> 00:28:45.470
chart from you know, essentially just
to dumb it down, old fashioned marketing
430
00:28:45.589 --> 00:28:49.630
to today's state of affairs with with
full and proper ABM. You know,
431
00:28:49.710 --> 00:28:52.750
what are a few key things you
see with, you know, a company
432
00:28:52.869 --> 00:28:57.299
like ours? That is we're doing
some of both. There's a lot of
433
00:28:57.500 --> 00:29:03.380
emotional and cognitive investment in the new
world and and some progress there, but
434
00:29:03.460 --> 00:29:07.980
there's also still some legacy stuff and
frankly we're straddling the line to I mean
435
00:29:08.339 --> 00:29:11.490
some of our go to market is
still a little bit of a bedesy strategy
436
00:29:11.890 --> 00:29:15.809
because we we are a volume play. On like some other like your company.
437
00:29:17.170 --> 00:29:21.289
You don't need forty fivezero customers.
You'd probably take them if they were
438
00:29:21.329 --> 00:29:23.319
the right ones. In time,
like when the whole world is looks difficult
439
00:29:23.359 --> 00:29:27.279
today. But it's funny you say
that, but I think most companies business
440
00:29:27.400 --> 00:29:32.480
would break if they have more customers
to handle them. And I know people
441
00:29:32.519 --> 00:29:36.799
say, oh well, it's a
good problem to have no pension issues,
442
00:29:37.079 --> 00:29:40.430
you have gross margin issues. I
mean you just don't understand business. Then
443
00:29:40.470 --> 00:29:44.109
if people said, I know,
that's our problem solved. No, there
444
00:29:44.190 --> 00:29:47.990
reads to be a proper investment on
both sides of it. So I'm not
445
00:29:48.109 --> 00:29:52.710
a beginning for lesser grow I'm at
advocating for a fision growth and I think
446
00:29:52.750 --> 00:29:56.420
that's what valuation of companies go up
when you have efficient growth, not just
447
00:29:56.940 --> 00:30:02.220
crazy growth at the top and a
really bad retention challenge. So I means
448
00:30:02.299 --> 00:30:04.660
you kind of sum it all that
stuff eten to and then too really your
449
00:30:04.700 --> 00:30:08.130
bigger, bigger point over here is
that I think, if that I've never
450
00:30:08.250 --> 00:30:11.769
said that, hey, you should
stop Lee Generation. In a sense you
451
00:30:12.049 --> 00:30:15.769
need to stop regeneration that doesn't drive
revenue. Is really the ultimate goal.
452
00:30:15.809 --> 00:30:21.049
And the way you do that is
is if you are an organization where your
453
00:30:21.089 --> 00:30:23.480
sale estem is not falling on your
leads, you got a problem that you
454
00:30:23.599 --> 00:30:26.960
have to solve for regardless of you
do abim or not. Now, if
455
00:30:27.039 --> 00:30:30.160
you are doing abm, I think
what it can really help you do is
456
00:30:30.240 --> 00:30:34.400
use you can literally end. The
word that I would give everybody powerful words
457
00:30:34.829 --> 00:30:38.349
is I'm going to just do an
experiment in my company. I'm just going
458
00:30:38.430 --> 00:30:42.630
to pick two sales people that are
but I'm buddies with, and say that,
459
00:30:42.789 --> 00:30:48.029
all right, Julie and Sally.
I'm going to work with Julian Sally
460
00:30:48.069 --> 00:30:49.900
and say, both of you,
I'm gonna come up with what are your
461
00:30:49.940 --> 00:30:53.220
top twenty accounts that you want to
close this month or at the score,
462
00:30:53.339 --> 00:30:56.819
because your job depends on it,
and they're going to say, all right,
463
00:30:56.819 --> 00:30:59.619
here's a Listrou they know what those
forty accounts are. You don't even
464
00:30:59.619 --> 00:31:02.819
have to run a report on that. And then you said, all right,
465
00:31:02.819 --> 00:31:04.170
I'm going to figure out what to
do with this, with the all
466
00:31:04.210 --> 00:31:07.250
right, you look at those twenty
accounts and they say, Oh, I'll
467
00:31:07.329 --> 00:31:11.609
these twenty plus, twenty, forty
accounts. Ten of them are in Boston.
468
00:31:11.650 --> 00:31:15.130
Let's just do a dinner in Boston
and then fly you guys and then
469
00:31:15.250 --> 00:31:18.240
have the conversation with peers and our
customers. There are some customers there do
470
00:31:18.440 --> 00:31:23.400
that right, or say, oh, fifteen of them are in industrial engineering
471
00:31:23.480 --> 00:31:26.680
or something like that. All right, let's just say our existing ebook and
472
00:31:26.920 --> 00:31:32.680
turn that into industrial engineering oriented ebooks
so that they can send this to them
473
00:31:32.720 --> 00:31:36.710
very specifically, so that they feel
like the value and we care about them
474
00:31:36.750 --> 00:31:40.430
and all that stuff. You start
looking at all these different elements, which
475
00:31:40.470 --> 00:31:44.470
essentially means you don't go and say
I'M gonna run three blogs a month,
476
00:31:44.509 --> 00:31:47.299
a week, I'm going to do
two Webin ors a month, I'm going
477
00:31:47.339 --> 00:31:49.420
to do one white paper, to
throw that out and come back to the
478
00:31:49.500 --> 00:31:53.339
salesman saying these are your forty deals
that you want to close and we're going
479
00:31:53.380 --> 00:31:57.140
to find a way from all these
many of options which one makes sense and
480
00:31:57.500 --> 00:32:01.569
have those ways done for you.
You do that for thirty days. I
481
00:32:01.769 --> 00:32:06.849
promise you that they will go,
assuming they have success, and I have
482
00:32:06.970 --> 00:32:08.970
no doubt reasonable to believe they won't, because I've seen this work so many
483
00:32:09.009 --> 00:32:13.490
times. They will go and tell
the entire sales team like look, what
484
00:32:13.650 --> 00:32:15.160
happened. This is why I crossed
my quote of this mother, this quorter.
485
00:32:15.640 --> 00:32:20.279
Guess what, because you ran that
experiment. Now the sales here is
486
00:32:20.319 --> 00:32:22.279
going to come and say, instead
of asking for leads, he or she
487
00:32:22.400 --> 00:32:25.039
will going to come ask to you
for saying can you do that for the
488
00:32:25.079 --> 00:32:29.799
rest of my team? Now you
got a conversation at the executive team going
489
00:32:29.960 --> 00:32:31.869
that says, how do we give
marketing more budget to do that? Right,
490
00:32:31.910 --> 00:32:36.150
so you change the conversation. And
I don't know who said this,
491
00:32:36.470 --> 00:32:39.750
but if you're okay not taking credit
for it and letting others, which your
492
00:32:39.789 --> 00:32:44.819
sales team, take credit for it, you can do anything, anything possible.
493
00:32:44.859 --> 00:32:47.500
So I challenge everybody to think of
about this in a different ways,
494
00:32:47.539 --> 00:32:51.779
sort of saying this is a marketing
initiative. No, work with your sales
495
00:32:51.819 --> 00:32:53.779
team. Nobody even has to have
to know that you're doing this. Go
496
00:32:54.059 --> 00:32:58.730
and work with you to sales team
and start working on the deals that matter
497
00:32:58.890 --> 00:33:01.849
to them. Everything else changes automatically
the next thirty days. So good,
498
00:33:01.890 --> 00:33:06.569
which ties back to where you open, which is this is all about aligning
499
00:33:06.690 --> 00:33:09.089
with the revenue goal, which is
I mean that is the point. Like
500
00:33:09.849 --> 00:33:13.359
what a customers do you do want? How can we organize around that?
501
00:33:13.480 --> 00:33:15.680
Who Do we actually serve best,
and how can we best reach those people
502
00:33:15.680 --> 00:33:21.200
in an efficient manner? It reminds
me of it's just general. I don't
503
00:33:21.200 --> 00:33:22.640
know if I ran into it when
I was working on an NBA or somewhere
504
00:33:22.640 --> 00:33:27.869
else, but the research around one
of the biggest challenges is defining the problem.
505
00:33:27.910 --> 00:33:31.269
I think so many people are looking
for where to apply solutions but they
506
00:33:31.309 --> 00:33:35.309
haven't done the homework of defining the
problem, and so that's what you were
507
00:33:35.349 --> 00:33:37.470
made making me think of. Here's
the problem is. I have these twenty
508
00:33:37.470 --> 00:33:40.579
accounts and I need to move them
forward at at you know, some are
509
00:33:40.619 --> 00:33:43.539
at the stage, somewhere at the
stage, some or at this stage,
510
00:33:43.539 --> 00:33:45.660
and you move all twenty of these
deals forward and then marketing roles in and
511
00:33:45.740 --> 00:33:49.940
says, okay, we will help
you move those forward. And so we're
512
00:33:49.940 --> 00:33:53.460
going to divide, we're going to
we're going to define activities and execute activities
513
00:33:54.180 --> 00:33:59.210
based around this very specific we've defined
the problem. The problem is there's not
514
00:33:59.250 --> 00:34:01.730
enough velocity. Right here is opposed
to you know, I've been in teams
515
00:34:01.769 --> 00:34:06.130
and I've even done it myself,
where we're just doing things that we assigned
516
00:34:06.170 --> 00:34:10.840
ourselves and hoping that sales finds value
in it. Yeah, it's just hard
517
00:34:12.559 --> 00:34:15.159
and it's super, super powerful.
I mean I was going to ask you
518
00:34:15.199 --> 00:34:17.039
about the power of the alignment and
when we were talking about one team.
519
00:34:17.119 --> 00:34:22.599
But it should be very apparent that
it's all around efficiency of revenue and how
520
00:34:22.679 --> 00:34:25.190
to best serve the customer. I
got a couple more things I want to
521
00:34:25.230 --> 00:34:28.789
ask about. One of them is
book related, and I think you'll enjoy
522
00:34:28.869 --> 00:34:34.429
this this part of the conversation.
New Story is an organization that all of
523
00:34:34.550 --> 00:34:37.469
the proceeds of a BMSB Tob are
going to support. I'm going to give
524
00:34:37.469 --> 00:34:42.179
you the opportunity to talk about who
is new story, what are they doing
525
00:34:42.500 --> 00:34:46.260
and why did you commit this way, with your motivation to support the organization
526
00:34:46.380 --> 00:34:50.179
to the book. And thanks you, then, for because I think that
527
00:34:50.300 --> 00:34:52.530
problem. You're right. I'll totally
enjoy the next five DN. You know
528
00:34:52.769 --> 00:34:55.889
seconds that you give me on this
thing, because it's it's very close to
529
00:34:55.969 --> 00:35:00.650
my heart. So I meant Brett, who's a CEO and Co founder off
530
00:35:00.809 --> 00:35:05.289
new story. They're based in Atlanta
and San Francisco and it was really interesting.
531
00:35:05.889 --> 00:35:10.400
I'm never felt me drawn to one
type of charity or the other.
532
00:35:10.880 --> 00:35:14.480
If somebody asked me for money,
I'll do it. Other do it from
533
00:35:14.480 --> 00:35:17.159
my church. I like it just
sat but beyond that I never understood or
534
00:35:17.239 --> 00:35:21.159
valid and all this stuff like,
oh my goodness, what am I doing?
535
00:35:21.239 --> 00:35:24.510
I'm talking about marketing. And then
people over here are get you know,
536
00:35:24.789 --> 00:35:28.949
dreading like charity, water and stuff
like even they're doing so many amazing
537
00:35:28.989 --> 00:35:32.030
things. I almost felt like whatever
I'm doing is absolutely worthless, like it
538
00:35:32.230 --> 00:35:37.260
has no value, like you know
whatsoever. We make software that I can't
539
00:35:37.260 --> 00:35:40.059
even touch. So you know,
it's that like valueless sometimes, and it
540
00:35:40.139 --> 00:35:44.739
does feel like that sometimes. It
just just how it is, even though
541
00:35:44.900 --> 00:35:47.260
you know obviously there are people their
jobs and their businesses run and lives are
542
00:35:47.300 --> 00:35:52.210
supported from it, but sometimes you
just want to touch it tangibly, right,
543
00:35:52.809 --> 00:35:54.769
and when I met bread, I
felt like his story of the fact
544
00:35:54.849 --> 00:36:00.449
that when he was out there in
a couple of like in Mexico and some
545
00:36:00.570 --> 00:36:05.559
other places, he just saw that
people didn't have homes and we both we
546
00:36:05.679 --> 00:36:09.840
take for granted over here, and
and he just had this dream of building
547
00:36:09.920 --> 00:36:15.599
communities of houses, not one house
but a community. And what was really
548
00:36:15.679 --> 00:36:21.150
interesting is they're doing it using d
printer, so they can literally build hundred
549
00:36:21.230 --> 00:36:24.110
houses in hundred days and something that
they want as a y combinator, so
550
00:36:24.309 --> 00:36:29.590
to say, nonprofit that has d
printing houses. They have one one kind
551
00:36:29.590 --> 00:36:32.460
of built in Austin as a prototype
and now they're going to build communities all
552
00:36:32.579 --> 00:36:36.820
over the place. Like Tony Robbins, a lot of other people have been
553
00:36:37.019 --> 00:36:38.860
putting money into this. A lot
of the tech founders that I know are
554
00:36:38.860 --> 00:36:43.659
already investors in them are giving the
money to do a whole bunch of things.
555
00:36:43.860 --> 00:36:46.139
So love the fact that it has
technology and not just any other like
556
00:36:46.250 --> 00:36:50.449
raise money kind of thing. And
the second part of it is they're a
557
00:36:50.530 --> 00:36:55.170
hundred percent new to charity water kind
of business model, which is all the
558
00:36:55.289 --> 00:37:00.250
money that they we are raising for
them will go to this cause and their
559
00:37:00.250 --> 00:37:05.360
operating cost is funded by fabers like
me and others who are just giving the
560
00:37:05.400 --> 00:37:08.199
operational cost of it right. So
I love the part that the hundred percent
561
00:37:08.199 --> 00:37:12.360
of the money that will go from
the proceeds or the reviews for the books
562
00:37:12.440 --> 00:37:15.150
will go directly to them and that
will go directly to the people who are
563
00:37:15.230 --> 00:37:19.070
in need, as opposed to like
all the Weill just to go cause that
564
00:37:19.150 --> 00:37:22.909
comes with it. So anyhow,
I'm just I felt that, man,
565
00:37:22.190 --> 00:37:24.510
look, this is not going to
be a new ORP. Time best setter
566
00:37:24.550 --> 00:37:28.949
book and stuff. I wish you
could in some ways book. You're very
567
00:37:28.989 --> 00:37:32.099
folks and targeted. If nothing else, I would agree, awareness for them
568
00:37:32.539 --> 00:37:36.780
in the tech community, and that's
really my hope and gold with that.
569
00:37:37.260 --> 00:37:40.099
It's awesome. I love the I
love the multiple layers there and actually sets
570
00:37:40.139 --> 00:37:44.849
up kind of the last thing that
I wanted to get to before a standard
571
00:37:44.889 --> 00:37:46.849
close that I think you'll also enjoy, just because, knowing the kind of
572
00:37:46.929 --> 00:37:50.650
purse you are, I think you'll
enjoy the closing questions, which is the
573
00:37:50.730 --> 00:37:53.010
community element, right, and so
it's not just we're going to pick this
574
00:37:53.130 --> 00:37:57.010
family and build this house or we're
going to take this plot of land and
575
00:37:57.090 --> 00:38:01.000
put a house on it, which
is also awesome and equally valid in its
576
00:38:01.039 --> 00:38:06.320
own way, but this idea of
building community, in the value of community.
577
00:38:06.400 --> 00:38:09.320
And so you know, one of
the things that you're wellknown for saying
578
00:38:09.880 --> 00:38:15.269
is without a community, or just
a commodity. So talk about build that
579
00:38:15.389 --> 00:38:20.630
bridge from you know, the communities
that new story are building and the communities
580
00:38:20.670 --> 00:38:25.750
around thoughts and ideas and practices as
regard abm, terminus, etc. Talk
581
00:38:25.750 --> 00:38:30.420
a little bit about community versus commodity
and in a marketplace type of way.
582
00:38:30.099 --> 00:38:34.619
Yeah, in a human way.
Yeah. Well, so I literally just
583
00:38:34.860 --> 00:38:40.019
finished reading Tony, who is the
CEOS Appos, his book on delivering happiness
584
00:38:40.690 --> 00:38:45.570
and he attributed all the success as
and it's like twenty years now. People
585
00:38:45.730 --> 00:38:49.090
there. It's a long time.
You think about it. Twenty years,
586
00:38:49.090 --> 00:38:53.250
right, and the end of ten
years is when Zappos was acquired by Amazon.
587
00:38:53.449 --> 00:38:59.039
So and he continues to be the
CEO Zappos and now it's about twenty
588
00:38:59.079 --> 00:39:02.599
years. So really good story to
think about this. Clearly fundamentals, they're
589
00:39:02.920 --> 00:39:07.920
not somebody's hopping around. And in
his book attributes the entire success of his
590
00:39:08.480 --> 00:39:14.230
come his growth of the company to
three things, which is brand, and
591
00:39:14.349 --> 00:39:17.630
very clearly defined as best customer service, so something that I think your audience
592
00:39:17.670 --> 00:39:22.510
would absolutely love. Number two was
culture, and he defined that as delivering
593
00:39:22.670 --> 00:39:28.019
wow, both externally to your customers, would also internally to your employees.
594
00:39:28.260 --> 00:39:31.099
So I felt like that was really
strong. And number three, he said,
595
00:39:31.139 --> 00:39:35.099
well, you got to have brand, you have culture, but ultimately
596
00:39:35.179 --> 00:39:39.449
you also need to create an employee
education and development platform internally as an organization,
597
00:39:39.610 --> 00:39:44.929
everybody in organization should be growing both
personally and professionally, and I was
598
00:39:45.010 --> 00:39:47.289
blown away, like he didn't talk
about product, he didn't talk about his
599
00:39:47.489 --> 00:39:51.369
service, he didn't have any of
these like these are the three things that
600
00:39:51.530 --> 00:39:53.880
they called it the BCP brand culture. And he calls the pipeline for the
601
00:39:53.960 --> 00:39:59.159
Internal Training and development program and all
that. To me he was trying to
602
00:39:59.199 --> 00:40:04.239
build a very strong internal community and
community with their customers that is based on
603
00:40:04.320 --> 00:40:07.750
the promise that we're going to deliver. Wow, right, and and I
604
00:40:07.909 --> 00:40:10.230
felt like man, that is really
strong. So it's one of the greatest
605
00:40:10.230 --> 00:40:15.110
companies out there. Is Not focused
on product as much as their focus on
606
00:40:15.190 --> 00:40:16.989
this and not saying that you got
a shitty product, you're us that those
607
00:40:17.030 --> 00:40:22.099
are table stakes. I think we
need to start building this higher natative and
608
00:40:22.260 --> 00:40:25.460
really focusing not just saying but doing
it, and I think people would start
609
00:40:25.500 --> 00:40:30.019
making making a note of it and
this whole idea of without a community,
610
00:40:30.619 --> 00:40:34.539
you're a commodity. I think that
is my oneliner for my five years of
611
00:40:34.659 --> 00:40:37.809
experience as a startup guy is if
you didn't do that, it would be
612
00:40:37.889 --> 00:40:40.570
really hard for us to grow at
the rate we're growing. But in spite
613
00:40:40.610 --> 00:40:45.130
of that, everybody else can copy
everything that we do. There's not a
614
00:40:45.170 --> 00:40:47.769
single feature we're going to develop in
the next ten years that are going to
615
00:40:47.809 --> 00:40:52.119
be so groundbreaking that nobody else in
the world and copy everybody and copy what
616
00:40:52.320 --> 00:40:58.239
they can copy is the community aspect
of it, which is why I love
617
00:40:58.360 --> 00:41:00.920
the fact that when new story and
others, like when people or what you're
618
00:41:00.960 --> 00:41:04.789
trying to do with this podcast,
that are all trying to build a community,
619
00:41:04.829 --> 00:41:07.510
because people want to be part of
a community, not the product but
620
00:41:07.630 --> 00:41:12.030
the community, and that that to
me just feels, at the human level,
621
00:41:12.429 --> 00:41:16.349
really important. Yeah, I agree
completely and I think you've got so
622
00:41:16.429 --> 00:41:21.300
much going on there, just tied
up in in the company. The focus
623
00:41:21.619 --> 00:41:25.860
just just a concepts of ADM and
what that means for building relationships with customers,
624
00:41:25.900 --> 00:41:30.860
so that you can be very intentional
and specific, not worrying about everyone,
625
00:41:30.019 --> 00:41:35.010
worrying about specific people and and how
you can serve and up serve those
626
00:41:35.090 --> 00:41:38.889
folks. Building it internally, investing
in your people, which even that layers
627
00:41:38.929 --> 00:41:43.730
you're going through turn these shase teachings
there. It made me think about what
628
00:41:43.849 --> 00:41:46.519
you were saying just fifteen or twenty
minutes ago about the hard path is to
629
00:41:46.559 --> 00:41:51.400
go tell everyone what to do.
The easy path to say here's a problem.
630
00:41:51.440 --> 00:41:53.280
And so if you have a bunch
of smart, committed people and you
631
00:41:53.400 --> 00:41:57.400
just point them at the right things
and kind of again take some time,
632
00:41:57.559 --> 00:42:00.800
especially maybe at the executive level,
to make sure people are aligned in the
633
00:42:00.840 --> 00:42:02.829
right directions and going toward the right
things, the rest of us just going
634
00:42:02.869 --> 00:42:07.110
to take care of itself and it's
more enjoyable for everyone involved as better for
635
00:42:07.150 --> 00:42:09.829
the customers, better for the employee
and it's better for the for the health
636
00:42:09.909 --> 00:42:15.590
of the business in general too.
So it's awesome, I think people hearing
637
00:42:15.670 --> 00:42:16.980
that and saying that. I think
it will become more and more true.
638
00:42:16.980 --> 00:42:22.460
I think from a hardcore go to
market standpoint it's absolutely right, because the
639
00:42:22.500 --> 00:42:24.699
other side that we didn't talk about
is the commodity and it's like I ought
640
00:42:24.739 --> 00:42:28.780
whenever I talk about that Commodity Element. You know, we work with a
641
00:42:28.820 --> 00:42:31.690
lot of people who fear disintermediation,
the idea that their jobs are going to
642
00:42:31.730 --> 00:42:36.809
be replaced. You know, not
truck drivers, although there's certainly threatened by
643
00:42:36.929 --> 00:42:39.610
self driving trucks, but you know
people that are trying to figure out.
644
00:42:39.610 --> 00:42:43.409
A lot of sales people who are
trying to figure out will people just buy
645
00:42:43.489 --> 00:42:45.360
this directly. Will I be cut
out of this process by a tool or
646
00:42:45.360 --> 00:42:49.119
an APP or something else. And
you know, we're teaching them how to
647
00:42:49.199 --> 00:42:52.079
reinject the human element into the process
through video, to bring it to life,
648
00:42:52.480 --> 00:42:58.000
to build some emotional connection, to
answer questions more clearly and more quickly
649
00:42:58.480 --> 00:43:01.989
than someone could get a solution by
maybe reading a eighteen paragraphs of port article
650
00:43:02.030 --> 00:43:06.150
or something like that. And so
it's this, it's this commodity side of
651
00:43:06.230 --> 00:43:09.070
it where a lot of things will
become commoditized with these things that people have
652
00:43:09.190 --> 00:43:15.420
emotional investments in it through personal relationship
and other kind of everything the community entails
653
00:43:15.940 --> 00:43:20.460
is the antidote to the commodification of
our businesses. Is so good. I
654
00:43:20.539 --> 00:43:22.380
love what you're doing. Do you
have anything on that now? Man.
655
00:43:23.179 --> 00:43:28.130
Thank you. So you summarize that
would because there's a lot. Yeah,
656
00:43:28.769 --> 00:43:30.969
so. So the way we always
wrap up here in real relationships are our
657
00:43:31.010 --> 00:43:34.889
number one core value here a bombomb
and on the podcast, and so I
658
00:43:34.929 --> 00:43:37.090
always like to give you the chance
to think or mention someone who's had a
659
00:43:37.170 --> 00:43:42.079
positive impact on your life or career
and to give a shout out to a
660
00:43:42.199 --> 00:43:46.039
company that he's think is delivering great
experiences for you as a customer. All
661
00:43:46.039 --> 00:43:51.559
right, so the person who's having
a lot of impact recently more than anything,
662
00:43:51.599 --> 00:43:53.599
has been my son. I think
I'm in learning a lot from him
663
00:43:53.639 --> 00:43:58.789
or being present and just being in
the moment and doing stuff that doesn't really
664
00:43:59.389 --> 00:44:02.269
be part of the normal rules and
stuff. So I love like one day
665
00:44:02.269 --> 00:44:06.429
he just, you know, walked
out with like a you know, tennis
666
00:44:06.429 --> 00:44:09.260
shoes and like terminus socks, like
like football socks and, you know,
667
00:44:09.460 --> 00:44:14.900
basketball shorts and a baseball t shirt
and I'm like, Dude, what game
668
00:44:14.940 --> 00:44:17.500
are we going to play? And
he said anything is possible, and I
669
00:44:17.579 --> 00:44:21.099
think that just made me realize that, oh my goodness, we just are
670
00:44:21.219 --> 00:44:25.170
so tunnel focused on our own lives
that sometimes we forget that anything is possible.
671
00:44:25.170 --> 00:44:29.570
We just need to think about it
differently. so He's been really inspiring
672
00:44:29.610 --> 00:44:34.809
im but I'm actually really looking to
learn from him every day now because of
673
00:44:34.969 --> 00:44:38.039
that like chrydlight thing that we get
to lose as we grow. So how
674
00:44:38.079 --> 00:44:43.199
old is he is nine awesome.
Yes, it's a there's a lot of
675
00:44:43.239 --> 00:44:45.440
good stuff there. And then I
think as a company, I mean there's
676
00:44:45.559 --> 00:44:50.400
there's several really good companies. I
feel like obviously drift is doing really good
677
00:44:51.039 --> 00:44:53.670
around a lot of just being human, around a lot of the interactions and
678
00:44:53.710 --> 00:44:57.829
stuff, and I know they would
cancel and David get art really well.
679
00:44:58.110 --> 00:45:01.670
I think another company that's really doing
well that is actually not talked about as
680
00:45:01.710 --> 00:45:06.949
much as GTO. So G too
is a customer reviews platform which, again,
681
00:45:06.989 --> 00:45:09.739
from a customer experience perspective, there's
no better place to go and look
682
00:45:09.780 --> 00:45:14.139
for what is the truth, and
I look at that reviews of people all
683
00:45:14.420 --> 00:45:17.500
like almost our regular basis to just
see what are people saying about it and
684
00:45:17.659 --> 00:45:22.409
what they have really done in terms
of building a community and stuff. They're
685
00:45:22.489 --> 00:45:27.250
like thousands and thousands of reviews and
they have to open up this wall between
686
00:45:27.409 --> 00:45:30.769
products and and then and customers to
know what exactly is behind the scenes so
687
00:45:30.929 --> 00:45:35.130
people can't hide behind like, well, let me show your powerpoint deg that
688
00:45:35.250 --> 00:45:37.880
shows what we don't have, but
looks really good on powerpoint it actually I
689
00:45:37.960 --> 00:45:40.559
let me just see what the product
and other people are using it say.
690
00:45:40.719 --> 00:45:44.440
So I feel like they're doing a
really good job of customer experience and marketing
691
00:45:44.440 --> 00:45:49.880
as well. It's awesome and they're
in they're raising the importance of customer experience
692
00:45:50.309 --> 00:45:55.710
by making the actual customers experience more
transparent and and giving a social as.
693
00:45:55.829 --> 00:46:01.429
Obviously, in general it's rise empowered
customers at a broad level, but in
694
00:46:01.550 --> 00:46:06.099
a focused way. Someone like G
to. That's that's to the point of
695
00:46:06.219 --> 00:46:08.940
account based marketing. They're not trying
to review every product in service. It's
696
00:46:08.940 --> 00:46:15.340
a very focused, in organized platform
and it gives gives buyers such transparency.
697
00:46:15.500 --> 00:46:19.530
So it raises up the demands on
us, its service providers, to do
698
00:46:19.690 --> 00:46:22.929
our best job. I like reading
art to crowd reviews as well, or
699
00:46:23.130 --> 00:46:25.530
she to. Sorry, did they
drop crowd? Yeah, it was.
700
00:46:25.849 --> 00:46:30.449
They didn't have cow. We have
dotcom or somebody like or do to.
701
00:46:30.570 --> 00:46:31.730
Yeah, it had you to crowd, right. Remember. Now it's all
702
00:46:31.880 --> 00:46:36.719
G docom. Yeah, cool syning
room. This was as fun as I
703
00:46:36.840 --> 00:46:39.079
expected, and I had very high
expectations. I know folks are going to
704
00:46:39.119 --> 00:46:42.880
get a lot out of it.
There's so many ways to connect with you.
705
00:46:42.960 --> 00:46:45.760
I feel like you're your man about
the Internet, man about the industry,
706
00:46:46.079 --> 00:46:50.150
put in a targeted way. If
folks enjoyed this and they wanted to
707
00:46:50.190 --> 00:46:52.150
follow up, besides picking up a
copy of a BM is b Tob,
708
00:46:52.309 --> 00:46:57.190
what else might people do to connect
with you? I'm in Linkedin. Honestly,
709
00:46:57.309 --> 00:47:00.510
this is really you say many different
ways. I'm actually a nowhere to
710
00:47:00.550 --> 00:47:04.739
be found other than linkedin and like
email, I just have focused on it.
711
00:47:05.460 --> 00:47:07.820
I'm not a snapchat I'm not.
I'm hardy on twitter, I'm not
712
00:47:08.179 --> 00:47:13.820
on whatever is then you think,
or tig talk or whatever. I'm literally
713
00:47:13.860 --> 00:47:15.969
on Linkedin. So it's actually very
easy to find me now. Awesome.
714
00:47:16.090 --> 00:47:20.929
So look up syndroom vashery on Linkedin. You will not regret it. Tons
715
00:47:20.969 --> 00:47:23.809
of great content and a growing community
saying room. This has been a pleasure.
716
00:47:23.809 --> 00:47:28.170
I appreciate your time so much and
I wish you continued success. We
717
00:47:28.250 --> 00:47:31.719
are man, thanks even for everything
you do. Man, I love that
718
00:47:31.880 --> 00:47:37.039
conversation from start to finish. Syndrome
is just such a smart guy. Does
719
00:47:37.079 --> 00:47:39.800
a lot of the right work the
right way and he's a constant learner.
720
00:47:39.880 --> 00:47:44.869
To I of that Zappo's piece at
the end around brand, culture and pipeline,
721
00:47:45.190 --> 00:47:49.670
or BCP. He's constantly sharing all
the things he's learning on Linkedin.
722
00:47:50.030 --> 00:47:52.909
I recommend you give Sang Raum Vajrea
follow. My name is Ethan Butte.
723
00:47:53.150 --> 00:47:58.550
I'm the host of the customer experience
podcast, the chief of angelist at bombomb
724
00:47:58.900 --> 00:48:02.139
and the CO author of the Book
Rehumanize Your Business. You can also hit
725
00:48:02.219 --> 00:48:06.340
me up on Linkedin. I would
love to connect. My last name is
726
00:48:06.420 --> 00:48:10.260
spelled bee ute. Send a connection
request and add a note to it.
727
00:48:10.780 --> 00:48:15.170
That's a great way to extend the
conversations we're having on the CX series here
728
00:48:15.289 --> 00:48:21.250
on the B tob growth show.
Thanks for listening. Hey, everybody,
729
00:48:21.409 --> 00:48:24.570
Logan with sweetfish here. If you're
a regular listener of Bob Growth, you
730
00:48:24.690 --> 00:48:28.480
know that I'm one of the cohosts
of this show, but you may not
731
00:48:28.719 --> 00:48:31.159
know that I also head up the
sales team here at sweetfish. So for
732
00:48:31.320 --> 00:48:35.639
those of you in sales or sales
offs, I wanted to take a second
733
00:48:35.679 --> 00:48:39.119
to share something that's made us insanely
more efficient lately. Our team has been
734
00:48:39.199 --> 00:48:43.989
using lead Iq for the past few
months and what used to take us four
735
00:48:44.110 --> 00:48:49.230
hours gathering contact data now takes us
only one. We're seventy five percent more
736
00:48:49.230 --> 00:48:53.590
efficient. We're able to move faster
without bound prospecting and organizing our campaigns is
737
00:48:53.750 --> 00:48:59.019
so much easier than before. I'd
highly suggest you guys check out lead Iq
738
00:48:59.179 --> 00:49:04.019
as well. You can check them
out at lead iqcom. That's Elle a
739
00:49:04.139 --> 00:49:06.219
d iqcom