Episode Transcript
WEBVTT
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It is strongly connected to your culture, to competence. Has Few people the
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excellence are your emplease, happy,
happy, and please is happy. Customers.
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You were listening to bb revenue acceleration, a podcast dedicated helping software executive
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stay on the cutting edge of sales
and marketing in their industry. Let's give
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into the show. Hi, welcome
to be, to be revenue acceleration.
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My name is onion. With you
and I'm yet today with Lis Best,
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or Roy, manager global compaigns at
product. How are you today? These
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best? Thank you. I I'm
marry goods. Today, actually, I'm
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in a new role, changing from
clobal campaigns to focus on Beneluxer or accusiation,
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with response for areas as go to
markets and customer engagements. You.
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Yeah, very nice challenge for the
new actually, so I think. I
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think your new role actually makes sense. This best, because today we're about
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to talk about the wheel of value
and what ingredients are needed to realize growth.
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But before we get into that conversation
is best. You would be good,
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ificunt hope, actually introduce yourself a
little bit more, but also explain
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what's entitled in the new role that
you're just about to take them at product?
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Yes, so, I'm working for
an IT company coverage in Europe and
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we help our customers with our it
rope net and we actually delivered this agility
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with cloud, out and data center
services. And along my own journey,
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I actually have been developing myself from
execution to more strategic level, and in
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that journey I discovered that are as
actually more needed than only targets, processes
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and well performing departments to realize growth. And actually they're okay. My whole
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idea around creating the will of value. Okay. And what about product as
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an organization? What was the rule
of product as an organization? So,
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as a business, we help our
customers with their it road map and we
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want to deliver business agility because at
the end it should help the business in
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their goals and road and we do
that with cloud and data center services.
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In a nutshell, okay, that
makes perfects and so so this is bes.
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When we talk about growth, there
is a number of element that needs
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to be aligned and in motion to
drive the business growth. From we'll perspective.
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What are these elements? Yes,
so. Well, first of all,
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I did discover that we need much
more than only setting the targets and
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the right processes and having her well
performing partments, having those in place.
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So die really the deeper or analyzing
how the business should look. I can
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also what we implement in the strategy. I actually discovered that people major role
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in actually in growth. And when
I talk about people in my strategy it's
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of course customers and empoyees, but
if we take it brother we also talk
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about other partnerships, ECO partners,
of endors, investors. So people is
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broader than only employees and customer experience. But but in this model I focus
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on employees and customer experience. And
not to forget the third one, and
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that is revenue engine. Okay,
that makes perfect sense. So can you,
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can you tell us a little bit
more about what is the revenue engine,
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because I think you know employees and
customers. That makes perfect sense.
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Everybody knows what it is. But
what is your definition of revenue engine?
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Yes, so, if you look
at refue engine, you need to have
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several things in place and of course, you know, we all think immediately
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about setting the targets and having,
you know, the processes in place,
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but there are so much more to
it. An example, so in terms
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of buying and retention what's to customers
buy from us. Also, in terms
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of ups all cross cell. How
high is the retention? What can we
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get more out of it? If
we build proper customer life cite Framework Works
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Umble, that could influence a retention
higher, up to five percent high or
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five times higher. Sorry, then
if you don't put effort into that customer
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life cycle managements. So that is
one. Except at one example that and
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I have actually I have five sub
ingredients connected to the refue engine to to
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address the needs actually to contribute to
growth. That around that if you like.
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Yeah, that absolutely, it would
be great. Yes. So the
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second one is commercial alignments. If
the commercial teams were working silo, so
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they are aligned but still inside those
their own targets, their own way of
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working, you will never be that
successful than when you're one team or a
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team with shared goals and targets.
Yeah, and the third one is to
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go to market approach. So actually, how do we bring your offerings to
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the market? And it's not only
how, but also is the market waiting
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for your product or service? So
how are you going to do that?
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Mapping, and that shouldn't be based
on assumptions but based on proper market insights.
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So that is an important one.
I already mentioned the aligned measurements,
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so that is really a critical one
as well. And some, some thing
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that's sometimes forget is marked innovation and
market innovation. Yet of Facion. Yes,
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so most of the Times they look
at you know, what are we
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doing in terms of innovation for our
customers? But at the same time,
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what are you doing internally to Inno
face, also in terms of drink your
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own champagne or eat your own dog
foods for doing your own champagne. But
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yeah, exactly. So this,
yeah, this digital transformation, but also
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innovation in general, should be high
on the agenda and part of not only
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a three year strategy plan but also, after the of the yearly planning of
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low countries to keep that on the
agenda or keep read on the agenda and
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create plans around it and also see
that not from a cost perspective but from
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an investments perspective. So yeah,
so this revenue engine covers five elements.
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Yeah, of course you can connect
it to the empery part as well,
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because it is strongly connected to your
culture. Two, competence. Has Few
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people the excellence. Are Your employees
happy? Happy empoyees is happy customers.
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That's what I say and I that's
where I believe in. So that is
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well, actually, we already had
two third of the pie covering growth,
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or is a very high level a
point of view. But yeah, so
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that makes sense. So, you
know, we always have, we always
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tend to hear or see some sort
of graphics or infographic on linked Tienos or
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social media about is much more difficult
to acquire our client and much more constly
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to an organization to acquire a client
then it is to keep one. What
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are your spots on that? Yes, so, if you're in terms of
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acquire new logos, new customers,
it's very important that you targets the right
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ones. Shooting in the wealth.
Well, you know, you spend a
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lot of money and resources and the
result will be poor, at least worse
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than when you are really targets or
focusing on the right targets. So,
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based on this market knowledge and what
you have to offer and how we also
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difficiate in the market, it's very
important that you create your ideal customer profile
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and setting that up starting that way. So really going through this checklist.
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How how high are they scoring on
that, and are are we going after
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that customer to add that noelling to
them. That makes a big difference in
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that approach and also not only from
handing it out from marketing to sales,
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but really working closely together that down
the demon to waterfall, working together to
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actually not pushing but nurture elite or
contact through that funnel and take them in
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the journey and at the end,
hopefully closing the deal. so that is
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the acquiring part. If you talk
about me taking I strongly believe in relationship.
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How do you turn a customer into
a fan or it's a cut?
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That is very critical here, and
that is not something that happens overnight.
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It's as what do you think the
company should put that investment? But when
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do you think is the most expensive
or maybe the most complicated, is it?
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It is acquiring a few customers with
making sure to keep them. alls
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you've got the wheels of gross kind
of going, because you can, of
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added adapt in time of proven us
is here, so must I guess I'm
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picturing in my head right now some
sort of shoo graphic or you see like
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a staircase proven new growth, because
you keep customers and and as you keep
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them, you add new customers every
months, every quilter, and you see
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your ron new growing. So I
guess my question was more on the from
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your perspective and your experience in working
with your clients, where do you think?
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I would you spread the focus?
So if you've got hundred percent of
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a cell steam or the person of
the human capital of a company, on
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the positive, the employee in cells
or in customer attention, no matter what
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they're doing, but a client facing
tape of roll, would you put certain
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post of your I thought, to
a quay acquisition and seventy percent of your
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effort in retention. Would you do
at fifty? Is it something that you
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would adapt based on the life cycle
of the organization the market, and you
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may Stut with actually sixty percent acquisition, forty percent retention and then they've been
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at evil for what time? Is
Smoking of the you know, we are
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speaking about the wins of value and
bears and kind of thinking something that is
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progressing over time as well. Want
you to get your soul surrounds. Yes,
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so I think it's depends a little
bit the company and their portfolio.
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So let's say you have a broad
portfolio like product for example. It's very
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important to to to analyze which part
of the portfolio you're selling to your customers.
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So if you know that, for
example, your they only take ten
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percent, but they are willing to
base on survey and there's an opportunity for
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thirty percent, so then I would
say wilfully, folks, for seventy percent
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or eighty percent your current customers.
But then I'm talking about UPSL CROSSOL perspective.
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And then, of course you always
want to Brun in some some new
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customers, new logos, because it
can happen. That doesn't matter whatever you
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put into it, that you know
a coustomers going to leave. So you
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can't ignore it. But there you
can go, at least for a year,
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for the full focus that you get
yet most out of it in terms
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of across so but at the end
on for the long term, it's not
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only about that. It is how
do you become actually trusted as fire sir?
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How are you going to build up
that relationship that's you know whatever they
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want to buy or what they have
on the road, that you are a
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spokesperson to them, and that is
more important. Well, it's important as
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well because you really have to start
working on the long term relationship with your
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customers, because if you do and
they turn into evocut they will actually sell
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the portfolio for you. Yeah,
and I think there's a big win and
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I think a lot of companies don't
focus enough on this customer life cycle parts.
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That makes sense. So coming back
to the spernament that you mentioned early
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on, so the employed revenue engine
and the customer experience say that they will
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play an equal part of would you
say that there is one particular one particular
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element of that will that is most
more important often than another? Yeah,
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that was a good question because I
have when I I related it together with
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the colleague I was I didn't think
in that way about it. Is more
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about the things that they made rule
in, but the question was very felt
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because when I was thinking about it, it's at the end it's employees,
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because if you look at employees,
they are the one who you know,
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if they have the right competences and
if they are happy, emplas and so
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on, they are able to build
up the right revenue engine and together with
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the right culture within the empery part
of high building off the right processes,
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align, school, Setix and so
on, you can really work towards the
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perfect customer experience. So if I
have to choose one, it will be
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emplease. Okay. And I think
employees are, you know, your most
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fellow do asset as well. It's
yeah, I agree with you, Great
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Your Company. Yeah, so employees
are if you look at the companies.
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No, it's more like a kind
of well and as it and negative words.
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You know, the job needs to
get done, instead of really seeing
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the value of which can get out
of it if you have answer a high
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potential ones, having a very good
eye on what modern leadership means instead of
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traditional management. So these things are, you know, dependencies, of course,
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but yeah, I absolutely go for
and Preee, absolutely agree with you.
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And Miss a big thing for US
employee on Blue, your retention,
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on Blue Development, you know,
great people from within, offering people opportunities
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to grow internally within the business so
you can give them back the loyalty that
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they've been giving you in the first
place by doing a good job in the
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current fall. So all the all
the things around promotion, helping people to
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grow their carrier grow there. That
experience is a big thing for so we
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would definitely agree with you that employees
really important and being a company that has
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been investing a lot in its employees
and developing on plays actually in our business.
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If you think about it, absolutely
hundred percent of the people that have
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been that have been promoted are are
in position of management, apart from a
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finance function, which is very specialist, and obviously we need to have people
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who are we could qualification on that
side. are coming from the bottom.
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They're coming from working in the team
and making all their way up to where
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they are right now. And while
I think it's relatively painful because you need
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to you need to sometimes give someone's
three amounds six months to adapt to a
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new role because they've never done it
before and maybe it would be easier to
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to recruit someone from the outside that's
got an NBA or PhD on that specific
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topic or, yeah, experience and
come up with new ideas. I think
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what you get is really a loyalty
and in the long term, it's culture.
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It's about developing a culture of the
company exactly exactly we really pride ourselves
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that actually not only is great for
the customers, because we've got customers that
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go for one year, two years
doing some other stuff and then they come
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back and it's well. You still
have the same team in place. I'm
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still speaking to the same people.
This is wonderful, but also is great
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when we are trying to attract new
talents. So when we will get exactly
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to an interview, the people were
sitting on the other side of the table,
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people that were in their shoes maybe
one year to your three years ago,
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and they can speak about the experience. They are like example of the
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success of the company and I think
that that's that's so important. And people
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sometimes, and I think is also
employee, sometimes, some pray, don't
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tend to look at the progression internally
and they believe that maybe doing one year
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here another you're there, and moving
ship every eighteen months is a good thing
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for that carrier when you could be. But I think the way I,
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at least the way I tend to
recruit, is always look at our own
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people have been staying in the company
that I've they've been promotes it have they've
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been showing loyalty, and that loyalty
is important because if they are loyal to
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you, they will be loyal to
the currents and exactly it's growth. So
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my next question is more about the
fact that have a bit of a number
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of free can forbody to business.
I like to merge our stuff and I
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like to like to under some what
success mean and you know, take the
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white board over and then put some
kpis in place and all that. So
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you probably already feel one going.
But in regards to measuring growth, there
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is some obvious apis that you know
where then you gross profit growth and all
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that. But from your perspective,
what other KPI is that needs to be
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measured to wander somewhat success look like
from Cross perspective? Yes, so I
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can mention a few. So actually, in the Indus Model I connect also
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in the sub ingredients I connect at
Matrix to it, because if you can
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measure anything, you know it's becomes
a kind of Nice to have. So
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absolutely right. How important metrics are
in this? And I think that I
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won't say the most simple one,
but you're not promote score grand PS.
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That is a very important one.
I would say. If you talk about
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growth, what is your share a
share wallet? How big is your retention?
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If you look at the customer side, or retention is of course also
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customer sites, but also how many
customers turn in the end into advocates.
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And how does the High Potential Employe
score looks like? And Yeah, and
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of course, very simple one.
Are you hitting the refue targets? But
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that can be challenged as well.
But also one among empryees. Do we
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have a five star ranking of the
press best place to work, and what
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I effort are you putting into that
to be to get that five star ranking?
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Of course, that next perfect sense. Just a few ones and talk
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about that. I can talk hours
about this and also how to measure it.
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But but I think these are very
well simple things to measure. But
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also when seller becomes a customer,
having the right surface in place and actually
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act upon those surface surface. So
they oh, we get a self and
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out. That's fine, but what
actions are actions? Are you going to
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connect or are you going to change
your strategy to become a nine set of
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a set? These are very simple
things to do, but the risk is
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that everyone goes over in their their
daily responsibilities and forget about bigger whole and
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more strategic keeping the strategic point view
in your minds and, you know,
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kind of having that as a feedback
look loop all the time. Okay,
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this is how we create a strategy, how does it look like? How
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is evolving? We have to change
things here in our approach. You know,
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that is something that needs to stay
alive from my perspective, otherwise it
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becomes a kind of bad documents.
That is a big risk. Yeah,
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okay, we'll thank you very much
for insighted. That's a big really enjoy
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the conversation to then some interesting sorts
that that you brought to the table.
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So if anyone wants to carry on
the conversational or get in touch with you
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or engage with pride, what would
be the best way to engage with really
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best? I think probably Linkedin'.
I don't know if that is possible to
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share that and I would be very
happy to connect with people to that they
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share their huts or the challenges,
because I really like to talk about this
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topic and also from a peer to
peer perspective, helping your colleagues in a
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fields with their challenges. That's something
I really like. Okay, perfect,
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what we we so? So what
we will do? We will show the
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podcast anyone on Linkedin page. So
I'm sure people will be able to find
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you and and add you to to
get started from there. So once again,
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I wanted to thank you for your
time. His bethy was great to
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a younger show today. No,
thanks for having me. It was pushing.
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operatics has redefined the meaning of revenue
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260
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the traditional concepts of building and managing
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261
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years, companies are struggling with a
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