Episode Transcript
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You were listening to bb revenue acceleration, a podcast dedicated helping software executive stay
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on the cutting edge of sales and
marketing in their industry. Let's get into
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the show. Hi, welcome to
be to be a revenue acceleration. My
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name is Adi am with you and
I'm here today with Chris Hall up from
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Gonk. Are You doing today,
Chris? I'm doing great, very happy
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to be here, excited to talk
affect. So today, Chris, all
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conversation will be about low tech factor
that will dominate your competition. Okay,
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it's based on the analyticore that you
recently wrote. But before we dive into
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the topic, then you please tell
us a little bit more about yourself,
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your role at Gong and also what
the what going do as a business?
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Sure so, my name's press.
I've been running product marketing over here at
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Gong for about the last two years
or so, and before that, funny
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enough, I was actually the CO
founder of a small SASS company that competed
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with film. was called conversature,
and we were just three kids. Who
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Did you know? We didn't really
know what we were doing. We didn't
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have the credibility with the BC community
to actually raise a substantial amount of money
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and so we boot traps this startup
for pretty close to two years. I
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think it was supposed to abound eighteen
months, and we eventually just ran out
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of money and we ended up smating
forces with going and it was the happiest
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failure I've ever had in my career. I've had had more fun working with
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the team Atcong that I've ever had
in my career. But before that my
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background was in sales management and sales, as original sales manager over at a
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company called inside salescom out of prove
Provo, Utah, and that's where most
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of my career has been sales sales
management, and I spent a lot of
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time on product marketing injury and our
start up, which is what led me
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to running product marketing over here at
Gong and having an absolute last excellent and
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and what did that? You do
exactly at going. Yes, so're going
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is it's creating a new category.
We're about two years into it. So
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we're the number one conversation intelligence platform
for sales and what that means is we
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help sales teams have better sales conversations
and generate more revenue by capturing in analyzing
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their calls, not just their calls
but their conversations, email communications included.
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We analyze those with Ai. So
you can increase close rates, you can
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dominate your competition, you can gram
new sellers faster. So that's kind of
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the long wind of pitch, short
winded pitches. We analyze your sales conversation
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so you can sell that well.
Let's beautiful because as bringing right into to
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pick up today. So that's a
beauty from bridge between. Going to my
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next question, you recently wrote an
ultiqure. That quote add attention and probably
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one of the reason why we reach
out to you to discuss fos or,
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to be honest with you, in
that sequel you you quote and and you're
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truly a right about the fact that
the market is is becoming more and more
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crowded with new technology vendor that often
really on the product differentiation, on their
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speck or on their features, shall
I say. And we know that the
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volume of the volume of the to
s vendors, it is growing over the
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other. I think you've got a
you've got an example actually in the article.
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While you look at the mark,
take the mark, take landscape,
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and I think you are taking five
hundred vendors or even less than that in
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two thousand and eleven, and now
we are looking at over five thousands,
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or the numbers are quite crazy.
So obviously there is lots of competitions,
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lots of people with lots of boot
product. I'm share, but everybody seems
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to be leading on feat shows and
then you come with them. That concept,
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I think, is is great and
what we talked about in Lens just
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before this podcast, around the fight
that's really to get to two fights or
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to be on the battle growner,
to be strong on the battle ground of
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competitive differentiation. With what company should
do is to drive or move the move
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away from product cell to having the
right type of cells conversation. Okay,
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so before we get into that,
to pick and and some of the examples
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that you use and dive into the
details, can you please tell audience little
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bit more about that concept of driving
the conversation, driving the differentiation through sales
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conversation rather than features and products.
We do you think about differentiation? The
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average person is going to think about
product uniqueness, and that's right. Like
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you should strive to have a very
unique value proposition for your market and have
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a unique feature set but what you
need to remember in today's world is that
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having a unique product is only a
ticket to play the game. It's not
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going to help you win the differentiation
battle. Instead, the battleground for differentiation
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has shifted from having a unique product
to having related sales conversations. And so
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the argument I make in the article
is that what your sellers say, do
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and right during the sales process is
where the perception of difference is created.
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And the reason I can make this
play with any sort of player credibility is
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the exact trends that you just out
blind a couple minutes. There's an explosion
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of competition and every v TOB category. MARTEC, like you said, is
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the perfect example. Just to use
it to illustrate. In Two Thousand and
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eleven that were a hundred and fifty
Martech vendors and today I think the number.
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I've heard two things. They're see
the five thousand vendors or they're sevenzero
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vendors, but the point is that's
astronomical. There's a ton of competition in
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every category and you cannot rely on
a unique product to cut through that noise.
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And here's the last thing, not
the last thing, but the last
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thing on this riff I'm going on
I'll say about having unique product is if
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you compete in a competitive space and
you think you have a unique product,
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you the people at Your Company,
your employees, your sales people, your
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marketers, those are probably some of
the only people in the world who really
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understand the uniqueness of your product because
they live and read your product. They
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know everything about it. That's different
from your competitors. They probably know your
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competitors products inside and now they're spending
their lives with the product. But when
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you introduce a buyer to your product
for the first time, you know they're
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just taking a look at it.
They can't tell the difference is so easy.
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It's it's kind of like telling the
differences between twins. If you're a
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parent, you spend your life with
your children, if you have twins,
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and eventually you can tell the difference
is very easily. But people who are
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just meeting your twin children, they
can't tell the differences is easily. It's
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going to take them a long time
to be able to easily discern the differences.
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And the same thing happens when you
lead with your product to differentiate especially
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and be to be and especially in
be to be technology today. Yeah,
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I love the twin energy. I
must sell. So I love the little
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pig shell that you put on the
on the Linkedin Utquali. It to twins
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with a number on. Yet this
is quite fun. But and I actually
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have two of my best friends out
twins, the two ladies, the identical
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twins, and I remember when I
felt met them, I could not tell
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the difference. And then, obviously, as the spend more time with them,
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and you know, did you get
my best friend? I was I
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could not one thought that people couldn't
not tell the difference. And it's so
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true that you know, when you
look at it with with an an expert,
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I you can't truly tell. You
just like this, this looks similar
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to me, but then when you
get involved on the dead day today,
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it's you almost feel offended people don't
see the difference. You like, come
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on, this is obvious. So
that's that's probably telling a squad a lot.
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But that analogy is great in term
of the more you spend time,
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the more you are involving too something, the less what maybe, which you
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make prcive, as perceive as obvious, is obvious to the rest of the
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world and and I think that's a
very strong statement and a very strong analogy.
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So in the article there is also
something that caught my attention. You
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speak about the different way to differentiate
yourself in the market. Use the Amazon
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example, with a ton of volumes
and and very low margin, but they
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absolutely obviously doing extremely well as a
business. You have the niche which other
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people probably get stuck into, being
a small business, extra extra right now.
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Again, very interesting to see the
different angles you are using and the
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categories. But moving down the article, you speak about dominating your competition and
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I guess when you speak about that
you mean that the ultimate objective is for
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your prospect to see you as being
unique and not even take the time or
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take the opportunity to compare you to
someone else or to put you in a
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category. Okay, and we know
that, particularly when you deal with large
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organization, were large proclament team or
processes around the proclament team, categories are
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really important for those gates they like
to put between the books. Anyway,
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coming back to my question, Oh, can you make shure that's your prospect
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disqualify your competitors untirely and see your
company as a strategic Bot. Now from
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the sales conversation. Well, I
think that can make a few podcast episodes
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in itself, but I think we
can definitely touch on them. Ye,
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here. I think the first thing
you need to realize is, if you
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could sum up everything we've talked about
so far, so far it is how
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you sell is just as important as
what you sell. Maybe it's even how
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you sell is more important than what
you sell. became it because, again,
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the perception of difference in your buyers
mind is going to be created during
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sales conversations, and sales communications not
necessarily just having a raw, unique product
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and hoping they discover that uniqueness on
themselves. But if you're sold on the
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idea that how you sell is more
important than what you sell, then there
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are a few things you can do
during your sales conversations to really box out
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of your competitors right out of the
gate and get your buyer to not even
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see them in the pack of category, as you know. And I would
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say the first one is you need
to tell a story about your customer,
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not your product, in such a
way that threatens the stability of their status.
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Well, so perfect. And that's
when that there are a few things
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working here. First of all,
you're talking about your customer, not your
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problems. Another being attention. Second
of all, you're talking about a problem
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that's relevant to them, so another
extra pay attention. And third, if
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you can tell a story that threatens
that their status quote, it's going to
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trigger what we call loss of version. And loss of version, in short,
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is when it's the economic, behavioral, economic principle that people are twice
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as hard to work to avoid something
and they are to gain something. And
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when you can tell a story in
this way, now you've gotten a seed
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at the executive table. You've become
much more strategic, while your competitors are
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tactical and pushing product features blow in
the organization. So I'll give you like
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a one very short example of how
to craft a story like this. Let's
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say you sell formaldehyde free furniture.
So, for the unfamiliar, Formaldehyde is
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like this weird chemical that used to
be built in the furnitures and it created
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all sorts of sicknesses and it was
actually very common, and today still is
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common, for furniture to have formaldehyde. So a bad pitch, not a
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bad pitch, but a media or
pitch if you're telling formaldehyde free furniture to
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retailers is you say, Hey,
we provide formaldehyde free furniture. It's green,
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it's healthy, your customers are going
to love it, you're going to
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make more money. That's focused on
your features and, to some extent,
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its, but just focused on your
benefits. If that customer is already totally
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sold on the idea of having formaldehyde
free, free furniture, than it might
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work, but if they are not, that pitch is going to fall flat.
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So here's an example of the pitch
you can tell. That tells US
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story about the customer and threatens their
status quote. And by the way,
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never use the words threatened status quote
when you're on a sales called. People
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will not react all to that.
This is probably a past line we're talking
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about, not without further do.
Here's an example story you could tell.
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Just to come in quickly. I
mean this is so true. We see
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that on a daily basis. So
yeah, too, paractis really a focuses
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in the beginning of the conversation and
the storytelling, and we've got a great
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episode that we recorded with with a
gentleman actually also based in the bay area,
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called can Red Ski, around around
telling stories and now do you go
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and he's got a layout, cake
methodology be I did, which key it
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wills all about it. So I
thought that was great. But the story
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is really key and I think I
agree with you're saying. You can't trually
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tell people that you will, you
will threaten them. But I think people
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enjoy being challenged and I think it's
quite enjoyable to be in a cell speech,
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but when I need the cell speech, are really enjoy challenging preconservate this.
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Okay, so people may associate something
with something else and there is non
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spoken objections, etc. Etc.
But coming back to the first point that
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you made, I think if you
are able to speak to a prospect,
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almost put yourself at their level by
understanding what's happening in their function, what
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the challenge is on a day to
day basis. Are. Obviously you don't
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want to make some statement that are
too bold and maybe a little bit too
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risky for you, but kind of
almost emphasize, with what they are going
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through as a prospect, what they
are potentially but the vertical, because we
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took about the function, but it
could be it could be the the industry.
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You know, you could be looking
at don't you know what's up penning
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in that industry, etc. But
relating to that in a cell speech as
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well as challenging what they are doing
at the moment and then telling a little
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bit like what we discuss with that
new story, about what could happen when
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it is executive properly. I think
you become the first point of coal when
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there is an issue on the subject
matter and they want your opinion. And
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as in a self speech or in
a in a account management position, it's
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a beautiful position to be when you
are the first person that your prospect or
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your clients will call to get information, to validate something or to discuss a
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pain point. I guess that's job
done from a self perspective. You really
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managed to get that confidence on track. And when there is confidence in the
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sells process, people trust you.
Then obviously the product needs to deliver,
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but what a beautiful step it is
to get the conversation going and put all
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the chances on your side to actually
get a deal. Yeah, and there's
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actually I have a specific tipt that
you can use to put yourself on a
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position like that, and this reks
very well off of how you box out
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your competitors kind of ut the beginning, at the sales process, and a
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very simple thing that I see very
few people doing is hie your products value
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proposition to a more strategic problem.
That will elevate your strategic value in the
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buying organization. So here's an example. We do at call. One of
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the key use cases of gone is
coaching. But when you talk about coaching
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and you use that as your value
proposition, a lot of the Times you're
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going to get kicked down to frontline
sales managers or sales enablement or great folks,
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but don't necessarily always have buying power
because you've talked about a very tactical
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value proposition. Versus what we do
now, and we still talk about coaching,
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but one of the angles we take
with enterprise customers is instead of time
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going to coaching, we tie on
to competitive selling, which is why we're
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having this conversation right now. And
when young tie on to hey going is
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a tool that's going to help you
win more competitive feels, differentiate from your
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comp competition and ultimately dominate your market. Now the C suite or VP of
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sales, those people high up in
the organization are going to see you as
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much more strategically important. Like you
said, they're going to see you as
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a confidant if you've position to yourself
correctly, and they're not going to be
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very likely to kick you down to
lower levels in the organization. And,
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by the way, while you're while
all of this is happening, what's most
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likely happening with your competitor is they're
talking about something tactical, something product related,
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and they're struggling to get above the
mid level range in the buying organization,
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while you have a seat at the
executive table. So that kind of
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summary Takeaway there is figure out a
business problem or strategic initiative, hopefully a
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repeatable strategic inefficiative that you can tie
your value proposition to instead of like a
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low level pack of one. Okay, well, that's bringing him a question
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to my minding them of a how
would you run the first meeting with a
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prospect? Let's say is the first
ever meeting age you've got with a prospect?
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Obviously it's a prospective organization. So
as a selfs person, you want
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to engage with that person. So
you've got the right accounts. You know
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that that accounts should do business with
you. They may or may not using
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one of your competitor and you are
discussing, you about to discuss with someone.
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We've got authority. How do you
advise your customer to lead the first
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conversation? Would you say, okay, do a poot point presentation, or
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would you actually just go there,
tonder lat off and have a conversation with
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the person, have a business conversation
with them around the challenges that you believe
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they have? Then the challenge is
the actually of and then how you could
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potentially led them to to to some
of these changes out. I would you
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advise your clients to lead that first
kind of row high level decision maker conversation?
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Well, the first thing I would
say is if it's your first meeting
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with an account in your meeting with
somebody who's very senior, you probably missed
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the vote in the sense that you
should have spend time with lower level people,
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doing some discovery research throughout your organization
so that when you get this meeting
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with the senior buyer you are very
well versed in the challenge is that that
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organization is basic. So the first
thing I would say is spend some time
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researching the account talk to people within
the account. Even lower level decision makers
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and influencers get time on their calendar
so that when you get this initial meeting
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with a senior level by senior level
I mean somebody you know who's at the
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sea level, vpsvp level. Now, assuming you've done that, when you
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go into a meeting with this person, I would plan probably no more than
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two or three well thought through diagnostic
questions to validate some of the challenges you've
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heard other parts in the organization,
and then I would use that to spur
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the rest of the conversation, which
should be an educational story about the problem
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that they're facing, that you've learned
their facing, why their status close being
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threatened and why they need to move. As far as addressing your question about
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like would you do you know,
a discovery call, power point or just
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have a conversation? My favorite thing
to do is whiteboarding. I like to
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have whiteboard conversations with buyers where we're
like illustrating things with markers kind of on
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the fly. A power point is
sometimes a little too rigid. I don't
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necessarily I don't hate power point.
I think a lot of sales and marketing
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people really hate powerpoint and I actually
think it can be useful, but if
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you're well versed enough in the buyers
problems, then I would stick with having
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a white boarding conversation. And to
finally put you know, the last answer
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to your question is I would not
have a discovery call. What these types
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of people. You're probably going to
get kicked into the teeth if you're having
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very asking them very generic questions,
which is why I recommended you should go
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ask those questions to people who have
a little more time and patients than they
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do. But that said, you
should still kick off the conversation by asking
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you validating questions to make sure conversations
going to be pointed at great auction.
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Absolutely, and from my perspective,
the good news with the White Bird is
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when you're done with the meeting and
you see the prospect standing up, taking
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the phone out and taking a picture
of the white bomb, always a good
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indicator something went well in the process. I've also got another question that is
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coming from from from what you just
mentioned in the the previous response, but
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the one before that. Previously in
our conversation to the I mentioned procurement process,
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Etcetri set right. Reading your article
about features and differentiation, differentiations sorry,
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you made a good point at some
points. I think there is also
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a visual in the article about people
building up spreadsheet to compile your features are
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centers of feature. Okay, I've
done that recently. You know, I've
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got I've got a baby and baby
boy and obviously I want to get the
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best from the guests to push share
possible for that baby. So you know,
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when you look at push, I'm
just built up an excel spreadsheet and
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my wife is a finance director,
so she's used. We are that sort
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of fakes. We work together.
I do. Well, wait, how
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begging with be can we put it
in the car, because you look good,
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you know, and then we had
to like create all that. So
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it was we build up that spreadshet. So coming back to my question.
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So when we know that, when
you get to procurement, it's actually quite
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difficult that, I find it in
my experience, to sell the value to
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proclament because you are already bugged down
into the features, you are boling into
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pricing and they just want I mean, we probably have some procomming people listening
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to that. PUSS guests will get
me a wrong go. Don't take it
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the wrong way, but it does
upon pricing a either bit right. So
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at what stage of the decision making
process do you advise your clients to stop
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that differentiating sets conversation? Well,
you need to do it right out of
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the gate. You need to approach. It's not a conversation, it's a
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differentiation happens throughout the entire sales process. So it needs to happen on your
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first meeting and if you're getting so
I'm not unrealistic enough to know that we're
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all going to have to deal with
procurement. But I will say this.
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You can avoid procurement a lot more
if you're doing things correctly upstream and the
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sales cycle. So if you're having
conversations that are tied to a strategic initiative
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and your building urgency by telling a
story that introduces loss of version and you've
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really gotten on the top one,
two or three priorities of the C suitee
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or BP level priority list, they're
only going to kick you down to procurement
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when they're absolutely ready to buy.
They've better everything in the sales process and
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they're just telling percurement, hey,
we want this, here's the value.
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Just go get this contract sign now. Of course, Percureman is compensated in
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some cases on negotiating and trying to
reduce prices as much as they can.
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So again, what you're going to
have to do is not only are you
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going to have to sell your champion
buyers on the value, in our why,
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of your platform, arm or solution, but you're also going to have
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to equip them to have that same
conversation internally. You have to arm your
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buyers to be able to justify why
your price is higher than your editors and
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justify the value. So buying today. That's that could make a whole other
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podcast episode it self. Buying today
happens so much more internally in the buying
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organization then you see it when it
was like, you know, the only
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time people make decisions. Was One
of our facetoface with the cellar. Now
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there are so many behind the scenes
conversations going on in the buying organization and
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that's really where sales people have to
up their game and get help from product
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marketing to do what I call fire
enable we're all familiar with sales enablement,
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to equipping sellers with the right tools, collateral and processes get feels across the
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finish line. You also have to
provide buyer enablement, which is how do
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we enable the fortified decision makers in
the buying organization to really come to consensus
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and buy and go through their internal
processes smoothly? Okay, so I've you
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seen a love you have a weakness
of you ELP the clients when the conversation,
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it's already is already bug down in
what I would called the naty gritty,
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to feature the details the product that
give sense, bridget, or that
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I've viewing, will see in witness
or add someone to actually turn that back
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around, to elevate the conversation back
to okay, let's lead with differentiate ourselves,
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differentiate us. I think that's get. May maybe be what you just
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mentioned about giving the bayous almost like
I was all dimensioned. Do Look at
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Outos, a way to loo get
things on those all way to have invate
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things. But have you ever seen
that in practice, changing a decision when
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the cycle was already well on the
way? And announcer prevention is worth a
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pound of here. Yeah, the
the question. I'm asking the question because
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I know when you already dip.
Yeah, and I'm not going to Shir
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get that's but that definitely needs to
be stat like what you do early in
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the sales process really sets the trajectory
for your deal. But if you do
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find yourself in this precarious situation where
the buyers pigeon hold you on to spreadsheet
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and comparing you to three other competitors
and they're playing the SPEC war and they're
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granting you all down on price because
you guys are pretty much at parody with
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the other at least from their perspective, what you need to do, your
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only chance of hell at turning that
situation around without really dropping your pants on
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price, is educating, getting your
buyers take a step back, get them
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on a meeting and say hey,
I want to kind of press the reset
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on. I think there are some
things that I have not told you during
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the sales process that I probably should
have told you, and I think it's
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very important for me to tell you
these things and if you get them on
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the calendar, if you get that
opportunity, that platform to tell them something
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new, now it is your time
to UN teach them about everything they can
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learned throughout the sales process. And
where I would start, as I would
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think about what is your winning differentiator
and what kind of Edgy cation can you
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give them to value that? That
been beyond everything they're looking at in terms
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of a spreadsheet? So I'll give
you an example. One of our differentiators
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at gone, what of our like
product level differentiators, is we can analyze
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to a tee what your best sales
people are saying and doing on their sales
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calls different but if I just tell
a liar that's our differentiator and they don't
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necessarily value that, then they don't
care. They're just flapping that on their
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spreadsheet. It's another row on specially
and they're comparing you. But if I
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take a step back and I first
educate them about the problem that feature solves
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and why it's important, and I
say something like Hey, I want to
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tell you a story about this performance
that that this bell curve we see in
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sales and just about every sales leaders
familiar with it. You know you've got
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ten or twenty percent of your sales
force attaining a hundred and fifty percent of
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quota and it feels so amazing to
see that. But it's so frustrating is
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that everybody else on your sales force, the other eighty percent of your wraps,
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they're a little bit below quota and
they are canceling out the overachievement of
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your best Reps. so this next
feature I'm about to introduce you to is
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position to solve that problem. It's
position to close this Delta between your best
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trips and everybody else. And let
me demonstrate for that or demonstrate that for
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you. So I guess if you
listen to the story I just hold,
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I lit differentiation on its head.
Instead of leading with my differentiating feature,
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I led to do that feature and
I started with the problem that it solves
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and I made sure the customer value
back. Introduce the different here, and
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that is going to change their perspective
on Tom parrying all these products together do
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not make sense. That was like
a very long winded way he explain.
379
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Yeah, I think it makes perfect
sense to me. I mean the I
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hadn't know, like example, I
read. I was just thinking about it
381
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actually, as well as you answering
my question, there is a great book
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that is college challenge or sell and
that's from the I think it's from the
383
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consultancy Boston Group, and we love
that methodology. is about taking the control
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of the cell cycle, challenging the
preconceivate these or the prospect but also teaching
385
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them something or educating them, because
teaching me sound a little bit, little
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00:27:32.880 --> 00:27:36.039
bit too much. And and in
that book they've got an example of I
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believe it was a ladium. May
Be paraphrasing a little bit the story here,
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because he was a while back since
I read that story. But she
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just lost a deal, or company
lost a deal, and what that company
390
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was doing was off his funiture and
they just lasted into a competitor. They
391
00:27:49.150 --> 00:27:52.630
receive the goal thing. Look,
we won't walk with you. We've been
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all of your furniture. Someone else
is coming. We've got the plan with
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them, etc. Etc. We
moving forward with this, guys. So
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she just pick up diffront to the
clients and say well, you've been a
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clients for I don't know how many
else. What I would like to do
396
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is to give you a certain minutes
of my time, one off my times
397
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for free, where I can't come
down look at what does suggesting, because
398
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I know you and I know you're
on it's were talking about something slightly different
399
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here. We talking maybe about a
and like saving an account rather than acquiring
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a new account. But basically the
story goes that. She goes there and
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she looked at the suggestion from the
other companions. Look, what I would
402
00:28:26.289 --> 00:28:27.799
suggest you do is as them to
do that, as them to do that.
403
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If I was in your shoes,
we see that open space increase of
404
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productivity by approximatively celty person. So
really, for that team in that part
405
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of your office, you should not
have partitioning, but you should have some
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sort of that space in that space, maybe you should have like a lounge
407
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type of area somewhere what people can
relax or have a bit more of a
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laidback meeting, etc. Etc.
Basically, by doing that, the story
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goes that she get the business back
because she inspired the clients with IDs,
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00:29:00.380 --> 00:29:04.019
with what's happening, with stats of
what she's seen in the market and by
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00:29:04.099 --> 00:29:11.210
giving those almost this this advice as
a gesture of good will for saying Good
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00:29:11.250 --> 00:29:15.450
Bay to a customer, the customer
realized that actually they could have much better
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00:29:15.049 --> 00:29:18.329
management from that person and went back
to and she got the business back.
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00:29:18.450 --> 00:29:22.210
So I think, I think there
is. There is lots of way to
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00:29:22.250 --> 00:29:26.640
go around things, but it's about
sometimes it's also about the selfs person doing
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00:29:26.720 --> 00:29:30.559
the Extremiz. You know, we
often see sells people that wants to get
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00:29:30.039 --> 00:29:34.279
very, very late in the self
process. Other the individual in seller tell
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00:29:34.319 --> 00:29:38.430
you came. I want a very
well qualified opportunity to walk on. I
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think that's all good, but the
later you get to the game, the
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00:29:42.109 --> 00:29:45.910
less you can influence the game from
from from our perspective, and I'd like
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00:29:45.950 --> 00:29:49.230
to my final question to you.
I'd like to just get your sorts on
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00:29:49.309 --> 00:29:53.420
that very briefly. Well, first
of all, I agree with your influence
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00:29:53.539 --> 00:29:56.700
in the sale cycle happens at the
beginning and maybe the middle of not so
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00:29:56.779 --> 00:30:00.460
much the end. Things start to
really crystallize toward the end and what you
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00:30:00.500 --> 00:30:03.700
do early on really sets the trajectory. But I do want to refer on
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00:30:03.819 --> 00:30:07.289
what you said a minute ago about
that story you told. If you think
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00:30:07.289 --> 00:30:11.769
about what that lady was selling,
it was completely different than what her competitors
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00:30:11.849 --> 00:30:17.049
were selling. So her competitors were
selling what she was selling was productivity,
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00:30:17.250 --> 00:30:21.680
in creativity for her, for the
workforce and the something of the clients and
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00:30:21.799 --> 00:30:25.079
on the standing of what team is
doing what, because she is she was
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00:30:25.160 --> 00:30:27.720
on the sounding the clients, or
she was also a bull to provide this
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00:30:27.759 --> 00:30:33.240
advice. But yeah, absolutely,
and also those can be applied at any
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00:30:33.279 --> 00:30:37.390
part of the sale cycle. That's
not just an account saving technique. Had
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00:30:37.470 --> 00:30:42.029
she led with that story, she
probably wouldn't have to add to go save
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00:30:42.109 --> 00:30:45.630
the accounts begin with. But that's
a traummendous way to differentiate. I love
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00:30:45.710 --> 00:30:49.579
that story. Good what thanks for
that, Chris. The conversation today was
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00:30:49.660 --> 00:30:55.500
really in safe for any really interesting. We always ask at this stage of
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00:30:55.579 --> 00:31:02.339
the podcast our guests to give our
audience a few ways to get in touch
439
00:31:02.339 --> 00:31:06.089
with them. So what we would
like to understand crisis. What is the
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00:31:06.130 --> 00:31:10.009
best way to get hold of Chris
ad gone if someone wants to take the
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00:31:10.049 --> 00:31:14.650
conversation at we had today away with
you, or of that one one interaction
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00:31:14.730 --> 00:31:18.210
with you to carry on the conversation
we had to day? Definitely linkedin.
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00:31:18.450 --> 00:31:21.720
I spend more time than I should
on Linkedin, so you can just find
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00:31:21.759 --> 00:31:26.039
me. I think I'm the only
Chris Wor lab on Linkedin's pretty weird unique
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00:31:26.039 --> 00:31:30.799
name, but you need the spelling. It's CHR I guess our loo be
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00:31:30.319 --> 00:31:34.549
as a boy. So just pop
those letters into the search box. Send
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00:31:34.589 --> 00:31:40.710
of your request. I'm happy to
all the conversation start right what it was
448
00:31:40.990 --> 00:31:44.269
great having you to them to podcast. Chris, many things for you all
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00:31:44.349 --> 00:31:48.140
time, and a those you're mentioning
a couple of times, I could doing
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00:31:48.180 --> 00:31:49.539
those. All podcaster are on this. We could do on those. Up
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00:31:49.539 --> 00:31:52.579
pudcasts are on that. So clearly
you want to receive our fellow Zo invitation,
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00:31:52.900 --> 00:31:56.740
which we would make sure you're doing
the new Fud show right. Yeah,
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00:31:56.819 --> 00:31:59.380
this was an absolute last thank you
so much for having me on.
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00:31:59.819 --> 00:32:06.369
Thank you, Chris. operatics has
redefined the meaning of revenue generation for technology
455
00:32:06.450 --> 00:32:12.609
companies worldwide. While the traditional concepts
of building and managing inside sales teams inhouse
456
00:32:12.930 --> 00:32:15.920
has existed for many years, companies
are struggling with a lack of focus,
457
00:32:16.160 --> 00:32:22.680
agility and scale required in today's fast
and complex world of enterprise technology sales.
458
00:32:23.319 --> 00:32:30.990
See How operatics can help your company
accelerate pipeline at operatics dotnet. You've been
459
00:32:30.069 --> 00:32:35.549
listening to be tob revenue acceleration.
To ensure that you never miss an episode,
460
00:32:35.829 --> 00:32:38.549
subscribe to the show in your favorite
podcast player. Thank you so much
461
00:32:38.549 --> 00:32:40.150
for listening. Until next time,
