Episode Transcript
WEBVTT
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The biggest mistake, I think that
many early stage and even later stage be
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to beat providers make is they think
they're the hero, and it's not you
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who's the hero, it's your customer. You are listening to be tob revenue
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acceleration, a podcast dedicated to helping
software executives stay on the cutting edge of
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sales and marketing in their industry.
Let's get into the show. Hi,
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I'm rid Toisha, one of the
producers of the BEATB Revenue Acceleration podcast.
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Today we will be airing again one
of our most listen to episodes, how
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to tell your Beau tobes brand story. This episode was first published in two
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thousand and eighteen, right when we
started our show, and it's as relevant
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as ever at this time of the
year, when sales and marketing leaders prepare
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their go to market plans for two
thousand and twenty two. And this episode
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you will hear from Ken Rutski,
the author of launching to leading, about
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how you can make sure your messaging
is being heard in a sea of competition
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and how to break through the noise
and allowed and crowded market. Thanks for
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tuning in. We hope you enjoy
welcome to be, to be a Rivan
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accederation. I ohne am withier and
I'm here today. We can Rotski.
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How are you getting today? I'm
doing great. Great Chat with you this
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morning. No Room at told where
we were very keen to get shown the
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podcasts Ken talking about that. To
pick of making your B to be messaging
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on a Playo cake. It's an
interesting concept that with the opportunity to discuss.
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But before we go into the details
of the way you go about and
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how you come up with that eight
layer cake, would you mind giving us,
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and it's a bit more background as
to can red skis and what does
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your company do? Yeah, absolutely, thanks and despite the topic, I'm
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not a pastry chef. So I'm
came up through product marketing and Silicon Valley.
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For a couple of decades I've been
working in business to business technology marketing
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really focused on three main areas in
my career and in my consulting practice.
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Security infrastructure of all types, whether
that's monitoring, management, storage, that
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kind of stuff, and then business
applications, primarily in the sales and marketing
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automation space. And Yeah, I
think what those have in common is very
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loud and prouded markets and getting your
message to find in a way that it
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can be heard and it's powerful is
definitely a challenge, and so my consulting
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practice is really focused on Buil to
market excellence and achieving go to market leadership.
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And you know, the thing I'm
really passionate about is how businesses can
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tell their story and build their brand
message in a there can accelerate their revenue,
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and so it's good fit with this
podcast title. I think that makes
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perfect sense. And Yeah, we
also come across lots of startups that,
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you know, often of fantastic products
but may not have the ability to translate
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the technical message into business message or
a message that will reasonate with the with
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the right to gen so, yeah, your type of activity and what you
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do for your clients as actually make
a lot of sense for us and we
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owned those one where you come from. So I want to go straight into
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our discussion and obviously you know this
is, as I mentioned only on this
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is a very interesting topic for us
to discuss because messaging is key and messaging
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is at the heart of what we
do here to Paratix, and I know
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that recently you really is an article
about make your messaging and ate layer cake.
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But for the purpose of maybe the
people that have know that the chance
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to come across that that article,
would you maintaining a small about the concept
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and now you came about that concepts. Yeah, and I'm going to chat
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for those layers out to start with
and just focus on the core for layers,
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and then what we will figure out
how to multiply that by two and
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get to aid in a few minutes. But if you think about messaging,
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the way I think this is you
have four layers of messaging that you need
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to develop as a b provider and, as I say, that goes from
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mythos to money. And what I
mean by that is at the very top
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you've got the brand aspirational layer.
You know, what is this big message
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that you have in a good example
of that is early on in the days
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of Sales Forcecom, the big mythos, of the big brand aspirational message was
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the end to software. And but
you know, people don't buy aspiration.
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What I actually think people buy at
the end of the day is a transformational
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capability that you bring into their organization. So at the second layer, I
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call this the magical layer, and
to me this is the most important of
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the four layers because it is the
core of how you build the all that.
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The rest of it, and the
reason I call it magic, is
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there's a framework called the heroes journey
that a cultural anthropologist named Joseph Campbell came
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up with in the early S,
which basically said all of our great storytelling
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mythologies follow this framework of the Heroes
Journey. And if any of your listeners
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have watched any of the star wars
movies or many of the Disney movies,
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they all follow this basic framework that
essentially says the heroes living in his or
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her world, it gets disrupted,
they have a death or neardeath experience,
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they need a God or goddess and
get a magical gift and then they come
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back to their world and transform it
to a better place. And if you
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think about the biggest mistake I think, that many early stage and even later
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stage bee to be providers make because
they think they're the hero and it's not
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you who's the hero, it's your
customer. But the role you want to
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play in that story is the magic
you want to be, that transformative magic
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that takes the your customers reality and
transforms it into a better place. I
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call that a viewpoint story or breakthrough
marketing story, and that's a big piece
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of it. So you kind of
go from aspirational to transformational and you know,
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if it building on the sales for
example, you know go from the
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end to software. But the real
transformational promise to the user was will actually
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get crm implemented successfully for you,
because back five and twenty years ago and
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salesforth started, people had a lot
of problems with Oracle and seeble and other
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crm systems and actually getting them implemented
to getting value out of that. So
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that was a pretty magical promise to
that user. And then if you go
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to the third layer of that four
layers, it's really the what I call
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the money layer, because people will
motivate around a transformational story, but then
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you need to prove that there's value
in what you deliver. So that's where
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things like value based messaging and what
are your key business benefits comes in,
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and that's critical to define because you
might get someone excited with that transformational story,
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but you'll never get the purchase justified
without the money or without the Roi
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that you can provide in the value
based messages. And then, last but
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not least, you get into how
do you do it, because technical buyers
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especially want to understand the how,
and one of the ways you get credibility
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in your message just to be able
to very, very tightly link your how
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with your money messages or your method
with your money, and then your method
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up to the magical story. So
that's the four key layers that we build
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the whole messaging foundation up. Okay, that's definitely very interesting and it does
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make sense that actuate. Obviously do
the way you go about in the methodigy
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that you put behind that is is
is in a way. So yet that
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would say we do, but we
never formulated it in such an aarticulate way.
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So that's pretty good. Well,
one of the concept that we discussed
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in the passage is about B to
be bios and the fact that you know,
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be to be BIOS are there are
people like you and I, like
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you know, all of us listening
to this podcast, but they also need
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to see a personal value to the
approach. This is and I think it
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would be good, you know,
because whether the opportunity dies, because that's
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in more details in the past,
in a non podcasts environment, it would
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be good if you could elaborate some
of the ideas that you share with me
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on that topic. All audience.
Yeah, absolutely, and that's how we
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multiply the for and get to too, because I think typically we start with
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the business value and the business message
and the business train insformation in the business
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magic, but we also have to
explain to the buyer what's in it for
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him or her. What's that,
you know, aspiration we have for them.
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We're going to turn your reputation from
tactical to strategic in the organization might
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be an aspiration that we provide to
the buyer. And then you know,
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what's the journey we're going to take
you on as the user of this product
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and how are we going to make
your life better? Not just provide business
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transformation, but personally what this is
going to do for you, and then
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what value do you get out of
it? So you know, that might
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be something like you're seen as the
expert in quickly deploying new business applications within
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the organization or something like that.
Then we still have to answer the hill
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question and there's certainly overlap between you
the first four and the second four layers.
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But I think what most providers do
is they don't even think about that,
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you know. Second, four layers
of the cake. They really just
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if they're smart enough to think about
the first, for which many are,
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they really don't connect at a personal
level on those. Second for messages.
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By the way, if you want
to find out who does this, the
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great sales people do this all the
time. In fact, sometimes great salespeople
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don't even need those first for all
they need to do is convince the buyer
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that it's great thing for them personally
it's okay. And so I would you
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advise on day bring that message,
because obviously there is a few things in
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date layouts. Can you put that
into like a one minute, a little
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it up pitch, or do you
think he's a batter to the developed of
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sequence when young gage with her prospect? I'll do you spread to slay out.
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I would have seen this play your
best pred of the time and then
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he velt to prospect or any any
more challenge here, because people can only
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remember three plus or minus two things
right. So I like gets us to
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five at best, and we're at
eight here. So you know, I
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think the critical choice here is where
do you focus in the story or that
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magical layer. To me is the
place to focus. In recently, jody
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beans all, who is the founder
of that dynamics, wrote a great peace
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and Entrepreneur magazine and he basically said
a lot of companies have great ideas,
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and you said this earlier, so
you're in good company. But yeah,
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the ones to succeed, the ones
who convince employees, investors and customers to
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go on a journey with them,
are the ones who tell a great story.
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So I always say it starts and
ends with the story. One of
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my clients recently said to me,
you know, can we've been doing this
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wrong. We thought the strategy should
drive the story, but we we realize
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now is the story should drive the
strategy. So I think story start.
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You know, it really does start
and ended with story, because if you
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don't create the contexts for how you
talk about both the personal and the business
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value of your solution, if I
don't want to go on the attorney,
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if I'm not excited by your magic, then all the value in the world
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won't make the sale. Absolutely okay, what? That makes perfect sense.
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I mean, you know, from
all perspective we again, as I said,
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we don't have the methodology of the
different layoffs, but we believe in
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the story. We feel at the
the story is what we've got to explain.
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We walk with lots of disruptive startups
and organization at all is are coming
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to a new market. So when
you mentioned them the name of the company,
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people are like, Woo, you
know they don't they don't know them.
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That's right and it's important tell them. Look, this is this is
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what the organization come from, this
is how we come up with the idea,
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this is this is what makes us
different. So we came up with
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that concept. This is what makes
us different. This is the value we
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deliver. Now you know, it's
about how can that value be? What
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would that value mean in your context? And that's the reason why we want
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to engage with you. And then
we go through, obviously passing on to
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some of our clients and steam of
doing it ourselves. But then you've got,
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I guess, from all perspective,
the segon layout, which is okay.
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We're going to go into a bit
more details, but we want that
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session to be interactive and people to
open up so they can help us to
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onder some whorl we can make the
magic happen. As I said, you
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know, I think it makes a
lot of sense and what you went through,
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as I'm sure he's really, really
at fruitful fors know, and and
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a pretty too. They got so
insight from the way you put it to
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get, I guess can and my
magic, you know, that I helped
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me, I try to bring to
my customers is exactly what you said,
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is of methodology for telling this story
in a way that going to get you
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attention and is proven and works and
is scalable. And so, you know,
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I think the big challenge, you
know, that you point out right
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exactly, is exactly that. As
if I'm a new security vendor, I'm
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competing with probably three to four thousand
other absolute years out there and if I
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start at, you know, my
Roi, my business value, now I'm
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competing with everybody, because everybody who's
going to do anything has good business value
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right, and they figured that piece
out. So what I need to do
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is I need to move away from
Rohi, is the first thing, and
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I need to think about return on
strategy, is the first thing. I
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need to convince that my my customer
that you know, they need to get
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to and if I can align my
value around this story, that we're talking
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about. That's how I do it, and so the chapters of the story
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are well structured and well articulated in
my book, launching to leading and a
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lot of the blogging I do,
but in how we put it together to
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the customers. And you know,
I think it might be worth just walking
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through that really quick to absolutely well, I wasn't. There was my next
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questions. So you're reading my mind. Taking about launching to leading. Your
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book, you speak about the importance
of the messaging and how you positioned that
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message and basically, I'll do you. Come out of the crowd. I'll
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do you breaks through the noise,
because there is a lot of noise.
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You just need to go to you. And we speak a lot about security,
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but you can do big data,
you can you can look at any
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yea, any any the I ever
think it's everywhere and it's it's got to
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be very, very confusing for prospects. Okay, it's less confusing for us,
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I think, because we are in
the market and we speak with these
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vendors every day. We breathon live
it and we've got people from the insight
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telling us, you know, the
stories that maybe the prospect don't know.
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About but for the process. If
I was a prospect, I think my
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head would be spinning about the volume
of options I've got available. Coming back
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to my question, which is probably
the most important question that I wanted to
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ask you today, how can you
you stand out from the crowd from messaging
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perspective? Yeah, so again I'm
gonna sound a little bit like the all
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broken record. I think it's the
story you tell, and so let me
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walk through why that's so important,
how we do it with clients. So
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basically, if you think about that
heroes journey metaphor that I mentioned, you
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apply that to a be to be
messaging framework. That sounds kind of strange,
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but I figured if it's good enough
for all our mythologies, and it's
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good enough for George Lucas and it's
good that for Disney, it would be
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good enough for me. So I
built off of that framework and you essentially,
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the story has four chapters and it
goes like this. The world's change,
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it's become a different place. Here's
what it's like, and I'm not
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talking about myself, I'm talking about
my customers world. So the world that
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you live in, Mr Customer,
looks like this today, and what I'm
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going for there is, you know, a little bit of the old rapport
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building and the head not. Yeah, you know, it does look like
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that. And then the next part
of the chapter as well. If you're
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trying to solve this problem and you're
using solutions that were built for an old
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world, here's all the pain that
you're going to find yourself in or the
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missed opportunities that you're not going to
be able to take advantage of. If
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I do that right, then the
prospect is saying, yeah, I do
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have that pain. Or, you
know what, I never realize the source
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of that pain was because I was
doing this wrong. I fast, you're
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you're so you also get yourself as
a something like an ext belt, almost
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a Ducto, you know what?
Like when you go to the ductor and
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you don't know why you've got back
pain. That's all right, you know.
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And and I think when you do
that right, which you just went
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through, yels open up, but
it's a bit more and people will listen
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to what you've got to say because
you're if you own the some that context,
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if you able to say what I
believe that this is why it's coming
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from, and you can go to
the next pot of digs. I mean
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any should, but that Leeds the
would open and I think as the first
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about to a woman, which is
trust. Books need to take is around.
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Are You unexpelled? I'm not.
Do you own these on my wall?
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So, yeah, I appreciate what
you are saying and definitely show your
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opinion on that. Yeah, and
you know, forester did some research,
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I think about six or seven years
ago, where they interviewed btv buyers and
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they said what do you want out
of your sales rep and what do you
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value out of sales reps, and
product knowledge was like something like number eight
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on that list. Number one was
they understand my business and number two is
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that they teach me something. I
don't know. So this is the opportunity
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for, you know, what the
Challenger folks will call commercial insight or teaching.
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Yeah, so if I can go
and do that, then I earn
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the right aid to tell the rest
of my story but maybe, even more
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importantly, to engage in a conversation
where I get to ask questions and learn
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things to it's respected, which is
imported as a churn Joe Model is is
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is a beautiful modulist. This is
what we use as a methodology. HEF
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So, yeah, we very familiar
with des Yeah, and I think the
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thing that challenge, you know,
the thing I've always been challenged with by
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challenger, is it it assumes that
your organization can, people in the organization
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can find the commercial insight when they're
in the battle. And what I want
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to do is arm them with the
right commercial insight going in that can start
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that process. So then we get
it the next chapter and we've kind of
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transition from talking about the customers world
to talking about solutions. And now we
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say, well, what if you
took a different approach or had a different
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mindset about this problem? And then
after I talk about you know, if
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you flip your mindset to think like
this and take this different approach, what
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you'll realize as you need these kind
of innovations in order to solve the problem
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for today's world. And that's where
I'm starting now to very briefly get to
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my uniqueness as a provider. But
then very quickly I want to transition now
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to the back to the customers world. And when you do that you get
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to this much better place where you're
getting all this business value and now you
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see how the story then comes full
circle back to the customers world, from
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the customers present to the customers transformational
future, and then the value they get.
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I drive into my second layer or
the third layer, the cake,
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those value messages. And so if
I start with the story, I don't
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run the risk of coming in and, you know, as the classic saying
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would be, showing up and throwing
up about my product. Yeah, well,
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we should. A few people do
that in the bestaseoth mentioned. Yeah,
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really, so that's what's very used
for. What I mean? Obvious
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thinking, ass of insight. I
mean, I'm I'm very excited every single
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time I speak to you because I
think we also show to some sort of
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value about, you know, the
way we go about it, and not
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just on messaging but on a few
as a thing. So thank you very
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much for sharing your ideas. I
think it was definitely lots of inside apology.
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Its probably, as I said,
you know, lots of people trying
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to do the right things but again
sometimes putting a frame around it, reformulating
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with a new methodology like you do
it. Is it very useful because he
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makes almost makes things falling into place. Yeah, I'd leave you with frame
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is the exact word because what I
want to do is frame the market conversation
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that's happening and influence it and create
the context where my value is going to
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be greater than my competitors values and
I become strategic as opposed to just a
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tactical purchase. And that's how you
break through and late. Yeah, I
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00:20:30.019 --> 00:20:33.339
think that's you. Know, you
preaching someone who's already converted, but I'm
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under person with you here now,
follogens, if anyone wants to take that
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00:20:38.210 --> 00:20:41.250
conversation of flying with you, reach
to you. Reach out to you.
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On Gage with can Redski. What's
the best way to discuss grows strategy on
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00:20:48.490 --> 00:20:52.200
Gage with you? Took to you
by your book. How do we do
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00:20:52.279 --> 00:20:56.000
that? Yeah, go to can
ratskycom and you can do all the about.
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00:20:56.119 --> 00:21:00.720
You'll find links to where you can
buy the book, you'll find request
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00:21:00.839 --> 00:21:06.549
a meeting linked there and you'll find
all my blogs and information about events and
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00:21:06.990 --> 00:21:10.430
you can always email me. That's
an easy one too. It's just can
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00:21:10.869 --> 00:21:15.670
take kjr as see, it'Scom,
that's k they are Associatescom and it just
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00:21:15.789 --> 00:21:19.299
can there. But you can find
that up on Ken redskycom too. So
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00:21:19.500 --> 00:21:25.900
that all the best place to connect
affects and Red Skis are ut S K
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y. You got corrected. It
absolutely is facts. Okay, good,
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00:21:30.460 --> 00:21:33.569
well, can there. was really
good. So thank you very much for
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your time and insight today. Much
appreciated value your time and know you you
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extremely busy and involving lots of different
project. As I said, Andreid let's
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of was autopic with you. So
I'm sure we will reach out to you
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00:21:45.329 --> 00:21:48.799
and then your food shot to discussos
out topics, but for today, again,
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00:21:48.880 --> 00:21:53.400
thank you very much. Thank you. Thank you. operatics has redefined
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00:21:53.519 --> 00:22:00.640
the meaning of revenue generation for technology
companies worldwide. While the traditional concepts of
312
00:22:00.799 --> 00:22:06.150
building and managing inside sales teams inhouse
has existed for many years, companies are
313
00:22:06.230 --> 00:22:11.430
struggling with a lack of focus,
agility and scale required in today's fast and
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00:22:11.589 --> 00:22:18.140
complex world of enterprise technology sales.
See How operatics can help your company accelerate
315
00:22:18.180 --> 00:22:23.700
pipeline at operatics dotnet. You've been
listening to be tob revenue acceleration. To
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ensure that you never miss an episode, subscribe to the show in your favorite
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