Episode Transcript
WEBVTT
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You are listening to be tob revenue
acceleration, a podcast dedicated to helping software
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executives stay on the cutting edge of
sales and marketing in their industry. Let's
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get into the show. Hi,
welcome to be to be a revenue acceleration.
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My name is Ahia Muchi, and
I'm out today with Adam Junachue,
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the CEO of spiral dot AI.
Are you doing it to the Adam?
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I'm doing excellent. How about yourself? frontastic, very, very good.
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So the topic that we want to
discuss with you today, Adam, is
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around the top eight reasons no one
is buying from you. I think is
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absolutely fantastic. So is that sort
of disruptive title, fault put get that
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I'm always looking for. But before
we get into the into the topic itself,
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would you mind introducing yourself, as
well as your companies by road?
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Dot Ai? Yeah, sure,
no problem, spirow. What we're all
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about is helping sales people being more
productive, and we've created a software platform
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that we call proactive relationship management,
which is essentially a way for artificial intelligence
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to help sales people know what they
need to do and do all the data
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entry. That's normally associated with with
products like crm for them so they can
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spend the time, you know,
making calls, following up, having meetings,
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doing the sales things that they need
to do, not the boring administrative
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crap that so often comes with sale. And we have a software platform that
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does that. And actually, so
what we're going to talk about today,
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the the eight most common reasons why
nobody's buying from you, came from research
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that we discovered while we were building
the product. Could that makes sense?
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So, for your Kara Yah,
you've identified h reason why companies, I'm
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not buying your producol services. Would
you mind quickly walking us through this h
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reasons? Yeah, sure, and
some of them, you know. Of
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course, not all of them applied
to everybody and some of them are kind
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of sad actually too. But but
we'll kind of go through them. When
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we built our product, Spirou,
it uses artificial intelligence and so we had
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to train the product with Twentyzero sales
people to get the artificial intelligence working properly,
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and it was by working with these
twentyzero sales people that we discovered these
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trends about the reasons why people didn't
buy, and one of the the top
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reasons that we identified was the fact
that people didn't have a unique selling proposition.
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That's a bad and and you would
be amazed by the number of sales
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people out there who are just,
you know, trying to build relationships or,
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you know, make connections, but
they never really say hey, here's
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the thing that I can, you
know, really really help you with.
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Yeah, and so that's that's a
major problem for a lot of people.
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And so we definitely, you know, encourage people to make that part of
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the conversation very, very early when
they're engaging with prospects. Absolutely speak amout
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prospects. That the number two reason
that we found that people are not making
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sales happen is that they're targeting the
wrong people. Yeah, boy, know
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exactly. You know, I think. You know, when you're in sales,
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you know the whole world is your
oyster. You can convince anybody of
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anything. You know, perhaps you
think and that's that's awesome and you know,
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we love enthusiasm in sales people,
but you know, you can,
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you know, really waste a lot
of time and actually what turns out is
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if you're a really, really good
salesperson, you can actually make a lot
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of progress with the wrong people,
only at the very end to have them
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say hey, what is this?
I don't understand. You know, let's
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go on. So I'd say that
this, you know, targeting the wrong
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people, is actually something that's much
more common for really good sales. So
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really good sales people who are listening
in today keep this in mind. Just
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so quick what on the topic?
What, when you say targeting to the
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wrong people, would you say on
the side of the right Belson, I
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the wrong function, or would you
say someone told Junio and the organization all?
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You saying both? I'm saying both. I think that people generally have
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a good understanding of the type of
company that should be buying their services.
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But what I find is even with
my own sales team, you know we're
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not talking with the person who's going
to sign the contract. You know we're
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talking to an influencer, somebody has
a lot of impact on decision, but
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maybe not the ultimate person. And
then again, as you get further into
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the sales process, you cannot lose
perspective because you're talking to the wrong person
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completely. Yeah, I mean we
had a sale situation going on the other
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day where we fought. We were
very far along with with the prospect and
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we finally got the CEO of this
company on the phone and the CEO's primary
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concerns all about project management and not
about sale, and that kind of derailed
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everything in our pursuit, you know. So you got to really know who
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the decision maker is to make sure
that they're part of the conversation completely.
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We've got another ton of example,
but one of the most obvious one that
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I've seen my in my life,
which is, you know, around the
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level of authority in the act in
an account that you are sitting into.
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I was speaking to one of our
clients, insight cells team, and they
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was struggling in converting in bounds inquiries
into revenue. And, as you know,
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when someone is doing an inquiry,
it might not be the CEO of
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the company doing an inquiry, but
you will be someone walking into someone else
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team that will be doing some research
and unfortunately, being insight cells, most
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of those guys were really junior and
unfortunately, when you are working with someone
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with also pretty junior in an organization, they make you feel very comfortable in
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the sells process and a funy.
People confuse that level of comport with the
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level of authority and because you are
comfortable and someone respond to your call,
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because someone respond to your email,
you may think that you're going to get
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the deal. But unfortunately, you
know what of the question, as then
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said. Well, how many times
in the last few weeks of you out
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one of your prospects say I am
so sorry, very very sorry, but
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my buzz you say to go those
away. I don't understand. I don't
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know. That's one why I really
wanted to walk with you. But May
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buzzy say, you do something else, and and eighty post of them raise
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the hands. So yeah, definitely
engaging with the right people, barking at
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the right tree, is very important. Yeah, yeah, and I personally
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believe that the language that you use
to try to figure out whether somebody's the
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right person on is super critical.
I would agree in philosophy, and so
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I'm all about language. But but
you know, if you say to somebody,
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are you to the decisionmaker on this, mean of course they're going to
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say yes. Looks like why wouldn't
they say yes? So I always try
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to work, you know, with
our sales team to try to, you
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know, ask a lot of different
questions and try to figure out how to
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navigate the account that way, because
it's, I think, that's so critical.
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Absolutely. Moving onto them, the
Striden, I guess. Now moving
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on the number three, and and
this is a sad one, but sometimes
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the product or service that you're selling
just well, it's not that good.
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It might you know, you might
think it's really good, but maybe maybe
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it isn't. You know, I
feel like early in my career, you
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know, working with a bunch of
young salespeople, it was very common for
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us to blame the lack of features
or something in that product for the sales.
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But sometimes, you know it's true
and you know, I think that
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you have to look at your peers
and you know, if they're not outperforming
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you, if everybody is not getting
it done well, it might be time
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to think about selling something else.
But as destructive as what I like it.
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Moving on down, but number for. You know this is related to
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it, but we we deal with
a lot of customers who sell in very,
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very competitive markets and it can definitely
be the case that a company,
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that a market gets oversaturated and and
this is also related to the USP the
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unique selling proposition. But you know, if you are selling something that can
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easily be purchased from many, many
vendors. You know, how do you
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differentiate yourself? And you know,
sometimes you know it's the market is just
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really not the right thing that you
should be targeting and you have to kind
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of as my friend Christopher Lockett says, you have to kind of niche down
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get much more specific about what you're
trying to do to kind of help you
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stand out from the oversaturation of the
market. That's that's very true. We
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actually see that. I'll self with
in the UK market. But we see
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a lot of software company startups.
Everybody basically is lending in the UK,
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from Asia, from Israel, from
all the places, the US obviously order
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places. What you've got lots of
lots of very good software brains and everybody
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when they come into Europe, and
we see we see more and more going
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to Netherlands and those are places,
but the traditional rout is to get into
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the UK, which means that the
UK prospects, the UK and use are
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can be quite confused with different very
proposition and there is so many best of
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briat solution it becomes very difficult to
differentiate yourself. So yeah, we do
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definitely feel that. Yeah, and
you know, the buyer gets really confused
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and overwhelmed and often I can prompt
a new decision right there because there's just
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so many options before them, you
know, and a lot there's a lot
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of studies, of course, that
show that the more choices that people make,
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that they have available to them,
that you when they ultimately make the
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decision, they're going to be less
satisfied just because they never know what the
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right thing that they should be doing. Yeah, do you see also the
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local competition? So if I take
an example of the German markets, we
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like to say, and I think
the German also like to say it,
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that you know we are German,
we buy German. So I think the
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example of, I don't know,
thought trying to sell cars in Germany.
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If you can go to Germany and
you're gone the Autoban, which is done
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at a way, you will see
a lot of Mercedes, Audi, BMW's,
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th remain brands that are German mate, but it's actually difficult to sell
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sometimes in the territory where there is
a local competitor. You also see that
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as a potential issue. Way people
would not be baying from you. Oh,
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absolutely, absolutely. It's funny that
you mentioned this because I was in
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Munich a couple weeks back and which
drove down to tyrol and Austria. My
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friend who drove me had a Hunda
and I thought that was really u usual
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a friend. And so on the
way down I was noticing how many Hundas
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we passed, which was almost none. So yeah, that's a very,
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very strong, you know driver in
these kind of situations. And I think
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Ford in particular is done a really
terrible job of positioning themselves to appear local
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in a way, and some other
brands like McDonald's or you know other folks
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have done much better about making them
be local, even though they're multi national,
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global organizations. Yeah, absolutely,
but yeah, you finishes. I
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think the only difference is probably at
mcdul may not have had a local competitor
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there and actually created the brands Prin
very quickly. But Ye have for car
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manufacturer is good to be absolutely horrible
in in Germany. But that there you
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go. Yeah, I mean.
So, going back to the market being
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oversaturated, though, I mean I
would say that, you know, in
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a place like France the food market
is pretty oversaturated. You know, even
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though they had a new type of
way of approaching the food market. I
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mean everybody was still eating every day, so there's no short it. Actually
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in frost if you got to Paris, you your company will give you money
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as part of benefits to go for
lunch. So so it's that it's quite
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important to it's quite important for the
French to go at it, but the
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market is actually opening up, I
think, a few eels back, definitely,
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when I was a kid, the
French who in French now, you
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know, you see a lot of
Sushi restaurants. That's of fusion. So
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at least will opening up to the
wall what, being a little bit less
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arrogant, is off would but now
I enjoy. Yeah, but we'll just
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kind of kind of moving back to
some of the stuff that we discovered.
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You know, another really, really
big reason, you know, why people
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don't buy is because your product is
not valued enough, and this is something
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that we see a lot of that. You know, companies are selling something
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that maybe like the fifth or sixth
highest priority that organization has, but it
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really needs to be like the top
one, two or three to make the
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cut these days, you know.
So you say, and you know it's
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nice to have. Yeah, it's
interesting. People like it. They can
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see it. But maybe the the
Urri isn't that strong, or maybe it's
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hard to quantify the Roi, you
know, or maybe you know it.
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You know it just in the corporate, you know, strategy. It's just
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not, you know, that important
for them and what they're trying to achieve
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right this minute. You know,
and we always encourage sales people to try
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to understand the corporate and departmental strategy
of the groups that they're selling to to
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see how their their service or product
aligns with that, or at least to
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make the case, of course,
that it does. But yeah, that's
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that's another really big killer in the
sales process. Okay, so that's that's
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why we all we ought number seven, I believe now. Yes, yes,
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and so the last two are really
about sales people themselves and sort of
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the things that sales people do.
And one one for me, is really
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about building trust, right, and
we have a very strong belief that,
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you know, people by, you
know, based a lot on kind of
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emotional conscious because it's very hard to, you know, fully assess the whole
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rational intent of purchasing a product.
And so they have two people have to
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rely upon these other clues to know
if they're kind of going in the right
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way, and one of them is
trust of a a salesperson and trust of
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an organization. And often, you
know, we see sales people going for
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the close that's just premature, that
they shouldn't be and they kind of lose
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trust with the prospect because they're trying
to make something happen on their time frame
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as opposed to the prospects timeframe absolute. And then that ties directly to,
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you know, my big fear,
which which is about being too pushy.
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You know, and if you look
at a lot of so we were very
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active on a lot of sales forums
on facebook and linkedin stuff like that,
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and you know there's a lot of
stories by customers who are feel like salespeople
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are just being too pushy. You
know, I don't know if this is
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ever happened to you with the salesperson, but being too pushy can often actually
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really backfire on you. It get
the customer, your prospect, not wanting
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to deal with you at all and
that kills as many sales you know,
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as anything else. I think.
So yeah, very interesting about the too
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soft, too pushy. I've been
told myself both I've been told by sales
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manage that I've been too soft.
I've been told by sales manager, well,
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I've been to pushy. I've been
told by clients that I could have
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been little bit odder on them and
I've been told by cleans I've been to
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pushy. So I'm interested about that
Ballad and and make question to you is
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I'll do you find that's right balance
between being too soft and being too pushy?
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Well, it's really tricky, you
know, as you said, and
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actually it's a great sales interview question. I always ask this question of sales
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to the what I'm interviewing them.
I say, what's the thing that you
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did that was just pushy enough,
but you wouldn't want to go anymore pushy.
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To really get their take on that. But you know, for me,
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you know, I think it starts
with trying to keep the customer prospect
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in mind. I mean we as
salespeople are there to help them achieve something
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and I think we get to pushy
when we try to make it all happen
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for us. Oh, it's the
end of the month, it's the end
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of the quarter. You know,
how do we make something happen? By
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them maybe the lines with their goals, maybe it doesn't align with their goals,
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but it's our job to, you
know, take what they need and
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merge it with what we need,
not just kind of push our own agenda
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on them. And I think,
I think, as long as you're doing
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that, I think that you won't
come out to pushy in the process.
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Yeah, it would, you say? It is basically pressure, the pressure
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of the number. You are,
the end of the quote, at the
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end of the or your bets are, your Alfast for the year. But
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y'all trucking, being young number,
so you'll own a jid that, which
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is driving more numbun but then you
do pressure off y'all bus would pressure as
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you in being to pushy? Yes, I think that's a major driver of
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it. You know, and you
have the quarters coming up and you really
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want the sale to come in and
you know, you stop caring about,
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you know, helping the customer,
which is what we're trying to do,
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and you're trying to get that thing
done by the end of the month.
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And you know, I think it's
perfectly fine to make it reciprocal. Hey,
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if I help you with this or
that or the other thing, can
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you help me by making sure we
get this done by the end of the
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month, grade or quarter, year
or what have you. But but even
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you know, those timing discussions about
when things are going to happen should happen
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way sooner than you know, the
big rush at the end of the quarter.
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So I think that Miss Expectation is
what causes, you know, a
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lot of pushing us. The other
thing that causes a lot of pushing us,
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of course, is the fact that
prospects really do not respond to us
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in the way that we would like
them to. I mean we would like
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them to call us back, for
example, or reply to an email or
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something like that. And I think
just that that frustration that builds up about
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the lack of engagement from that prospect
that you had this great conversation with two
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days ago and now they won't even
return your call or email like and that's
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so I think that, you know, kind of gets under our skin and
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we lose the site that you know, maybe the prospect is having some sort
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of challenge that they're dealing with or
maybe a personal thing or whatever, and
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then we get all aggressive and pushy
and they're like, Oh, this guy's
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a jerk. Why did I even
think it was a good conversation with them
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and then you never hear from them
and you don't know why. Yeah,
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sometimes maybe it's because what would discussion
is realize after aftermath that tement it was
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a nice to have, not a
must have, or maybe wasn't the right
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person. So yeah, it's always
interest having. For my perspective, the
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best way, and it's a statement, and I know it's difficult, you
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need to start somewhere, but when
you've been in a company and you are
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in cells or certain part of time, is to just ensure that you've got
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enough pipeline at any time of the
quarter, at any time of the year,
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so you're not dependent on deals.
So if you're a dependent on deals,
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you can let you can allow for
a prospect to be two months late
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without being anxious about it. You
can allow and and it's a rich thing
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to say because of just the SU
perfect world, but avoiding tension by having
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enough is great. And then the
beauty of that at the end of the
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quarter when it's your prospect putting you
on the pressure potentially because he can get
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yours away as well. If you
deal with proclemament team, you have leverage
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and you've got the best leverage that
they are using against you, which is
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type, and if it's happen next
quarter, it doesn't matter. So that's
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the beauty. I mean, that
would be, I guess, one of
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the one of the solution I have
seen in the past. Now I would
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like to come back to one of
the points, number free, number three,
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which is your product is not great. I've got the opportunity, have
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got the chance to to walk closely
and to have customers, were entrepreneuls,
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were people who build up down solution, build up down products, and you
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know it's the baby, and what
you are telling them with number three is
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that the baby is ugly. Okay, so that's not a great, great
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thing to say. Is probably the
right thing to say if it's true.
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Now I would expect people to resist
that, first of all. So I
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would expect some of someone who's been
spending a few years and pushing a product
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to us, service to market to
react slightly aggressively to that sort of statements.
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But I also think is tough to
discern if it would be or to
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understone if it's a product tissue or
value proposition issue. So I'd like to
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come back slightly on that. That
point, and it would be good if
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you could elaborate a little bit more
on the topic for us. And now
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you go about solving that issue?
Yeah, sure, so. I mean
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it's something that's very near and dear
to me because, you know, we
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launched spureau the product two years ago
and we'd spent, you know, a
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couple of years of building it before
that and so achieving you know what would
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a lot of people call product market
fit, you know, making sure that
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what you've delivered is is something that
people need, is so hard because,
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you know, entrepreneurship, you know, in new products are so often borne
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by somebody's just burning, you know, insight that this thing is important and
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then you have to go test it
right. But I think that the way
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that I look at a lot of
products, new products, is that they're
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really caterpillars and that they're not butterflies
and that there's a natural, you know
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growth of a product over time that
can make it a butterfly. And the
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goal of the salesperson and the goal
of the executive, the founder, the
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missionary, you know leader for this
product is to sell the customer on the
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benefit of the butterfly and show them
the path of how to get there.
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And not necessarily, you know,
be focused on the here and now,
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and I I find that a lot
of early stage companies are not doing enough
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of that. They're not going to
setting the stage for what's going to be
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happening. So which responsibility would it
be then? Because again you've got some
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fantastic par secularity the technology space,
you've got some fantastic could people developed people
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so they can developed a product,
and then you've got the marketing in the
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cell stine that up speaking to customers
would expect on a daily basis. So
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I would you see the feedback coming
back up and everything is done, any
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specific best practices that you've end up
at it? You could show is all
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augience in getting this reserve if you're
if you fore your own that situation.
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Yeah, well, so, I
mean so, for a you know an
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organization that has a sales team that's
selling a product and the leadership is concerned
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that their baby might be ugly,
as you put it, not me,
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I didn't say that. You said
that, but anyway, any rate,
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you know. So we would definitely
encourage them to spend a lot of time
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in trying to understand the reasons why
they're losing the deal, you know,
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and you know if if the feedback
is coming back that it's, you know,
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related to point number six, that
it's just not valuable enough. You
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know, that's the area that I
would be most concerned. You know,
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if it's price, if it's timing, if it's you know, if you're
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just getting told no, you're not
getting any meetings, that those are all
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things that you can understand really well, you know. But if you're in
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that zone where it's like it's a
nice to have, that's that's the problem
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area, you know. So you
need to you know, go deeper into
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the type of customer that you're selling
to and understanding what are their key strategies,
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your initiative, what's going on in
that industry that you can hook your
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product to and make sure that that
product really fulfilled. Otherwise, you know,
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you might go from ugly to less
ugly, but you're never going to
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go to, you know, the
kind of product you need, a butterfly
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exactly. Yeah, yeah, okay, that makes perfect sense. Well,
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I would like to thank you very
much that I'm for your time today and
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00:22:21.619 --> 00:22:26.779
sharing an all your insights with wizologience. So if anyone so that's a push
340
00:22:26.819 --> 00:22:30.250
that's west to everyone. But if
anyone wants to get in touch with you
341
00:22:30.410 --> 00:22:37.130
personality or engage your own Spiro that
ai and and discuss y'all. So we
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00:22:37.250 --> 00:22:40.410
sees in multitails. What's the best
way to get told of you? Sure?
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00:22:40.529 --> 00:22:44.839
Well, people can certainly find out
a lot of information about Spirou,
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00:22:45.119 --> 00:22:48.359
the the product, as Spirou dot
ai is our website. We we have
345
00:22:48.480 --> 00:22:52.799
a very active blog where we publish
two or three times a week about sales
346
00:22:52.920 --> 00:22:57.440
content, tips about selling or,
you know, strategies to overcome, you
347
00:22:57.519 --> 00:23:00.230
know, situations and sales and so
you might want to check that out.
348
00:23:00.430 --> 00:23:03.630
But if people want to reach me, you can email me directly at Adam
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00:23:03.869 --> 00:23:07.910
at Spiro dot ai or reaching on
twitter, and my twitter handle is Adam
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00:23:07.990 --> 00:23:11.829
Hodak, Adam Chow and I g
and it's really been great to be talking
351
00:23:11.859 --> 00:23:17.619
with you today. Wow, it
was great to have under shot Adam operatics
352
00:23:17.700 --> 00:23:23.059
has redefined the meaning of revenue generation
for technology companies worldwide. While the traditional
353
00:23:23.220 --> 00:23:29.329
concepts of building and managing inside sales
teams inhouse has existed for many years,
354
00:23:29.730 --> 00:23:34.049
companies are struggling with a lack of
focus, agility and scale required in today's
355
00:23:34.170 --> 00:23:41.210
fast and complex world of enterprise technology
sales. See How operatics can help your
356
00:23:41.329 --> 00:23:48.119
company accelerate pipeline at operatics dotnet.
You've been listening to be tob revenue acceleration.
357
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To ensure that you never miss an
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