Episode Transcript
WEBVTT
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You were 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 the B Tob Revenue Acceleration podcast.
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My name is Dan Seebrook and I'm
here today with Mark Johnston, VP
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of product marketing at Domo. Mark, how you doing today? I'm doing
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very well. Thank you. Thanks
for having me. Good stuff. Thanks
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for thank for joining us today.
Interesting Times, as we're talking about before
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the start of the PODCAST, but
we'll be we're able to still communicate from
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other sides of the pund so thanks
for joining us. So, mark,
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today we'll be talking about marketing in
an era of constant change, which is
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more relevant now than ever, I
would have thought. But before we get
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into the conversation today, you please
just introduce yourself to our audience and also
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give us a bit of background on
your company. Don't pleasure? So,
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yeah, I'm amented. I'm and
the vice president of product marketing at Dermo
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here in the US. So,
but I'm not. I'm not from the
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US. I'm originally from the UK
but moved here to park city are by
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three months ago and my role just
to kind of give you know, what
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would what I do in that kind
of hope frames in the the Seri of
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constant Chine. So my job is
to help kind of position who we are
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and what we do and I understand
where we're Domo can help customers and it's
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maybe just to look about. You
know what Dom I way is done.
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Was a cloud based bi platform and
in our missions, really simple. We
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believe the organizations can do more with
data. Three, getting bid leverage and
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kind be, I levery things interesting. What does that really mean? Will
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we see it? As we see
a lot of data on this, as
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you might expect for a database became
a data company, is that the organizations
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really aren't getting the full value from
the data that's in their organizations, you
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know, and you know bring it
back down marketing our sales context that you
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know people, people see that traditional, the traditional normal data, whether it's
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advertising data, but there's so much
data that is dark and organizations, you
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know, whether that's tribal knowledge sitting
in the head of a marketer or whether
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that's that's data to sort of passed
around on spreadsheets or sitting another systems that
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are not accessible to the marketing department. We see that our role is to
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help unlock that and put that into
the hands of all employees, and not
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just put that into the hands of
employees with with charts and graphs, but
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to put it into their hands with
intelligent applications to help them do their jobs.
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And I think we're going to we're
going to chat a lot about the
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world that we know I sit in. But if you think about the issue
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of dark data, that that just
became thighs and x more important as we
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went remote. So tribal knowledge becomes
much harder. The data that the data
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to make decisions just changed completely because
of all of the different dynamics that are
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going on in the world. And
and I think, but I think is
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a really interesting kind of rule up
marketing can play and doing that, I'm
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really looking forward to kind of chatting
about it. Just to give you an
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example, I like who we are
and what we do. I think probably
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the best thing is the kind of
talk about what our customers do. So
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we know about customers at bit it
all over the world. Got Big ones
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like Loreal who pull in billions of
rules of marketing the other. And they
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optimize all of their all of their
marketing activities through that inside and that intelligence.
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And and and we have really small
startups and the BB space who are
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using us to run their whole business
right there. They're building a very bitther
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drifting business from the grind up.
And so, like, I'm really fortunately,
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I'm lucky. I'm kind of the
guy that gets to learn from those
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customers and help bring products and services
to market that that help get. That
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be our leverage for any organization.
Absolutely, and and and to your point,
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data becoming, well, especially the
dark data, coming a thousand x
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more important now than the perhaps what
three, four five weeks ago when we
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really started to see the full impact
of the current pandemic. In terms of
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who you need to get that data
into the hands of. Where are you
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as a company, where you seeing
the most demand from? Is it?
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Is it really the large businesses that
need to make the big strategic decision because
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their business is being significantly impact by
Covid or is it in the more kind
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of nimble business that wants to get
ahead of the with with real time kind
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of insights as as to how that
business is performing? More the marks I
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think. I think it's both right. You know from from the conversations that
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I've been been part of or heard
about secondhand. You know I think.
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I think there's different dynamics that are
going on. I think the it's I
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would say it might be harder for
larger organizations than navigate this change. You
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know, if you're old, if
you're a if you're a big enterprise organization
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right now and in the BB or
the B Toca space, you know the
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whole idea of like the decisions that
you're making. Kind of want to talk
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a lot about decision because I think
that's the really interesting thing for marketers,
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is that it's a decisions and change
that this environment creates. But if you're
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a larger organization, you've got a
very predictable process and planning whethm you you
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know that you can go to that, that that that forecasting report that you
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get from your your it team,
your your business intelligence seem or you're analyst
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and you know that that forecast is
pretty predictable. You look at it in
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that monthly rhyther than you're doing it, doing it and that kind of that
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kind of pattern for for as long
as you know. You probably can remember.
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You know what? All that stuff
got thrown out the window. The
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baseline got reset like because you know
what people are driving, the aren't going
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to shops, they aren't going to
restaurants, they are going on holiday,
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and so kind of resetting big,
big organizations is difficult. But the benefit
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that they have is they've got lots
of they've got lots of the Goss of
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intelligence, they got lots of insight. So they're able to understand the marketplace
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that they serve and I'll it and, you know, more effectively. On
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the flip side, like the smaller
or more nimble, more agile organizations,
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that they don't have any of those
preconceived processes around how they run their business,
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that they're able to adapt and I
can set about you. You know,
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we're a medium size organization in terms
of employees and but but we ad
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a very, very nimble, agile
marketing team and we made some pretty pretty
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big decisions and how we change.
So our plans are execution so we're able
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to move quicker. But you know, but the smaller organizations maybe don't have
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the same insight to know what decisions
to make or how to adapt. And
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you know, I don't really have
a really good example of a gym franchise
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in North America. And they were
like, well, how do we how
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do we understand that the early days
the pandemic? How are we going to
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understand, you know, which Jim's
are going to be impacted? And they're
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like, I could we pull in
coople in some data that shows the change
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in in sort of normal life.
So they're like, can we pull in
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school data? And they say they
pulled in school data to see a schools
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were open or closed and use that
as a proxy for like daytime and traffic
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of people going to the gym.
And then all schools got closed so that
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they became irrelevant. So then they
just pivot and they started looking at the
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next thing. They looked at they
looked at kind of online data, they
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looked at different signals to understand what
to do next. And I think,
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I think that's that's the challenge that
the organizations are facing is, can I
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kind of get the intelligence and the
insight to be able to make the decisions
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that I need to make, or
can I move fast enough to adapt to
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the to the seensing situation that's happening
in the world? And I think you
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know, people are people are doing
those things of varying levels and and speed.
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Interesting and you mentioned there around companies
looking at what consumers are doing.
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So not able to drive cars because
there are no homes, not able to
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go to restaurants, are able to
go to gym, school's being shut.
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Naturally that's completely changing the dynamic of
how businesses interact, interact, I should
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say, with the with their customers, and obviously that's a shift of businesses
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to make. And then, likewise, if we look at someone in your
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position, it's a it's a shift
for well, how do you actually market
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to those companies? We look at
sort of more broadly speaking, is very
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likely that this as a year or
as a period, marketing teams or businesses
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and in individuals in general will look
back on it and and pinpoint that as
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a or now as a moment that
really going to drive change in strategies and
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tactics and how we go think,
how we do think moving forward. Of
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course, in marketing, the concept
of innovation and change it's not something new.
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We've heard over the years how things
have shifted from different buzzwords to,
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you know, ABM, to ave
too. In personal events through to virtual
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events and all everything in between,
and some marketings always had to be nimble
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and think on their feet. You
give us a feel. You spoke about
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their at Domo. You make a
pretty big shift in space for a few
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weeks. You please give us a
fail for what you think some of the
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biggest changes. You've gone through it
Domo and have touch on what you think
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as well in the BEATB tech marketing
space is as a whole, as a
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consequence of this current situation we're facing. It's a great question, I think.
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I think the concept of innovation and
change from from marketing has been been
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true forever. I whether it's creative
or channels or tactics or strategies like you
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know, maybe, maybe, etc. I think the interesting thing is going
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to be high focused are in the
customer and high fast. The customers changing,
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as we just just chatted the bout. But then I know that the
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back end of marketing. Has It
really changed, you know, in terms
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of like how operationally and organizationally high
high teams are function they you know,
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I can of Ruan digital events at
Microsoft when I was there for a long
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time, and you know we were
constantly innovating with different tactics and techniques.
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But you know what I know?
I would say that the rhythm of high
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we worked didn't really change. We
just swapped components for different things that were,
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you know, either contemporary or high. Customers were changing their interactions,
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you know, it through a channel
or through a medium, or even the
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kind of the creative or the way
we would engage. Well, I think
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so. The saying I'm about to
bring into life with, and I'm sure
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many be to be marketers are going
through this, which is we went through
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this pretty early, is hey.
You know, a large part of your
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marketing mixes events, you know,
face to face interaction with customers, trade
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shows, conferences, customer conferences who, fortunately your unfortunately hey, are large
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customer conference. Domo Paloser, it's
called, is running solicity every year and
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you know it's a real gathering of
our best customers. Just to give you
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a bit of an inside the Domo
and the pulloos of the Sassapalooza style is
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that is the this the is the
community and the engagements. We have a
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ski day and we took a Goway, so people always look forward to I'm
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trying to bring a massive people from
around the world to Salt Lake. So
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so we were unfortunately on the round. The twenty of the march was around
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the time of that event was planned. So so we were we were fortunate
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enough to kind of get ahead of
it. We you know, we looked
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at the data and we decided that
we couldn't run it. There was too
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much rest. So we looked at
really the geographical data, where elections where.
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We looked at the financial risk benefit. So we kind of we made
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the choice to a smart leadersh of
choice that to not do that event into
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to turn to digital. And what
that what that forced us to do was
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to ask ourselves. So that was
like that. The Dad of bit was
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easy, right. I was lucky
at them making the right call, which
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which ultimately everyone is done. But
the the harder of it it was kind
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of asking yourself what was what was
supposed to purpose at this event? Right,
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what are we trying to achieve?
And whether it's the commercial it comes
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is kind of one thing, but
but what does the customer experience need to
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look like so that we can replace
it with something? So we went with
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the idea that we could create a
digital event and I'm sure that you've seen
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a sure many of people listening.
I've been on them, which is the
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zoom conference or the webers. That
kind of the kind of replace the physical
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events. But we went. We
went. Know, we want to create
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it, we want to quit an
experience that is a digital equivalent. So
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we decried, we decided to send
our CEO to around you tid the film,
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all of these video segments. So
he was on the salt flats and
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he was in the back country at
above twelve thousand feet, skiing telling the
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story of what we wanted to tell
in person digitally. And I think what
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the how that pound I for us
is a found that really well in terms
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of the feedback that we got from
customers. But it also meant that we
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could have a very different, very
different type of event because of that limitless
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scale of digital. It's not I
guess the thing that I kind of go
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back to is that we have to
change with a change the way we worked
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to deliver that. Like there was
no there was no team structure that was
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set up to deliver that experience so
very quickly, from having an event manager
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who is used to producing a conference, we had an event leader that was
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more like a film director. So
we had to bring new skills and new
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experiences into the team and learn on
the fly. And the funny thing wasn't,
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just to give you a bit of
the the kind of the humor of
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the whole experience, we thought the
pandemic was but on the morning of the
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digital event we had a we had
an earthquake of five point seven on the
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Richter scale with several aftershocks that we're
going on as we were filming the light
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delivering the live of them. So
I think, you know, resilience is
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definitely a soft skill, but a
lot of marketers are learning right now.
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But to go back to the question
right innovation and Change, I think,
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I think that the keeping bay take
away is the things that are being thrown
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up marketers that you know, that
are that are changes to customer behavior,
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business dynamics, commercial like coomes.
That went from you know, especially be
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to be arrived at pretty predictable piece
and understanding of what's happening to a world
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where you're you're changing your marketing makes
from the physical to digital, you're dealing
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with earth quakes and and then you're
trying to figure out whether your customer good
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bye and how you serve them.
So so I think. I think being
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able, I guess at a human
level, being able to have that resilience
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is one thing, but at an
operational level, making sure that you're set
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up to be able to make those
decisions and to have an intelligence to guide
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guide the organization through this period.
Yeah, it's interesting. Is Funny as
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well. You mentioned about having not
funny. It was. It would have
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been a nightmare few uspose at the
time, but the the earthquake potentially impacting
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the event on the morning of its
funny. And side note. We have
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a client that was running a Webinar
and part of their marketing, branding of
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the Webinar, if you like,
was the recording it, the invisible Webinar,
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and when they went to launch Webinar
they had I think it was something
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like a thousand people. It was
it was a large number, but they're
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looking to join. The women are
and quite literally, the software crashed and
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it was an invisible webinars, just
a it was just a plan, knows
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nothing on it and they could not
present any of what they wanted to.
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So fortunately, fortunately, it was
recorded so the the the audio content could
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be distributed and actually the person presented
the Webin I could see the content in
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front of them, but all the
guests and all the all the people the
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audience could not see any of it, and they called it this invisible Webinar,
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and it was indeed invisible anyway.
So one of the things you touched
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on there was was actually really that
the process and the rhythm of and the
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kind of daytoday workings and structure of
how you how you go about marketing,
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maybe isn't changing or hasn't changed.
But even talking back to your data,
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Microsoft, but perhaps just a tactics
and the mediums and the techniques and channels
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in use to engage with prospects will, of course adapt and evolves as the
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market doesn't demands do now. Naturally, what that means is in when,
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from a marketing perspective, you need
to have your customers needs at the center
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of your strategies, even more so
so. Mean if you, if you
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look at that as an idea or
as a topic, would you agree that
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right now, in this current period, is more important than ever to have
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your customers needs at the center of
your strategies? Were sent to your marketing
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plans in alignment with your companies,
Okayos, and can you just touch about
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that? Touch on that, that
kind of theory of low Kos and how
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that links to your customers needs a
little bit. Yeah, sure, and
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I guess if people have an UN
come across the KRS. Okay, are
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so stands for objectives and key results. Right. It's really a it's a
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great book that you should called measure
what matters on a sense by John Dore.
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So, yes, there and and
I think they the principles are really,
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really, really kind of like logical
and but the executions really smart,
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which is creating topped on and bottoms
up objective objectives and then creating a credibility
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within different roles and teams and groups
that for these key results that build up
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to those objectives, that build up
the higher key results objectives and and I
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think what's really interesting. A hundred
percent agree that having the customers needs and
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what they're trying to achieve match with
your company's objectives, which will largely be
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commercial objectives, right for a lot
of organizations, especially in kind of times
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like this where it's uncertain what what
commercial success look like for for lots of
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businesses, and how you how the
BDB business serves another consumer and how you
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figure out that whole dynamic of what's
going on in the marketplace and I think
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the benefit of having a customer at
the center is the the choices that can
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be made and the investments in the
activities. It's really about understanding what the
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customers going through and matching it to
that, and so adapting and being agile
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is a critical thing to be successful. Like we were just chatting before before
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we started the call, about the
understanding the calendar and you know how how
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be the be buying is going to
happen right in your q ones. Okay,
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is is q to going to be
tougher as we kind of go back
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into this idea of and you normal
what this q three look like, what
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this beyond look like, I think. I think being able to understand where
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your customer is and if your customers
in a position where they can buy right,
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if you're in the hospitality industry or
the travel industry, you're in Gating,
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your in the business of selling or
serving them, your strategy is going
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to be completely different than to what
it was six months or three months or
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three weeks ago. So I think, I think understanding that customer behavior is
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really a customer need is really clear
and matching the context of what they're going
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through and again, you know,
having intelligence and insight to enable that.
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We see. We see lots of
really interesting customers. Look at you're looking
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at coronavirus data to understand what their
customers are doing. And, you know,
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little plug for if you go to
demodocom last coronavirus, you'll be can
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see a trucker of all of this
global data from the likes of John Hopkins
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and different organizations. People are actually
using that to then inform their studgy that
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they are overlaying on top of their
what their business is. It's saying,
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what does this tell us? Like
what you know? What should we do?
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Like I go back to that,
that fitness franchise there there. You
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know, once you know, the
reverse of what they were looking at with
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school data to see if regions were
sort of functioning as normal as life opens
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up, they need to figure out
how they bring people back to work.
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If they're bringing people back to work, you know what's the marketing with was
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going to it's going to be required
for it. Maybe another good example is
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what happens when the bounce back happens. If you're if you're in, if
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you're in a an organizere, an
organizer. So if you're in Paris thing
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and you're in a car, you're
a car dealership. There's going to be
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a war between car dealers fighting for
customers, coming back into their their their
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their their locations and trying to win
back business as being pent up. Like
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as a marketer, you need to
be thinking, you know, tea to
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when that might happen, but you
don't know when that is going to happen.
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So you've got to tiggle that signal
bring it together. So yeah,
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I bring back to the cars like
you need it. You need a North
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Star, you need to know what
you're trying to do and if the customer
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and the customer context is what drives
that, match the commercial like comes,
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then you're never going to go far
wrong. Absolutely and I guess in the
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using that, having a north star, but then using using your own stuff,
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where I guess that, don't know, you can use a lot of
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insight, some real actionable intelligence,
I guess, to actually guide you into
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your know star, with with your
with the inside of your customer in mind,
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using, you know, if we
look at this period, you look
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at tools like what Domo can offer
and you look at some of the differences
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in marketing that it's brought. It's
brought this period. So things like the
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dramatic shift in volume from in person
events to virtual events. Right, I'm
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I know that virtual events have been
done before, but of course not to
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not to the same degree in terms
of volume, but also probably not to
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the same size or level of level
of insight that perhaps a virtual event may
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have offered before. You spoke about
Domo pulluser there and actually lengths you went
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to to to try and replicate what
it may have looked like an in person
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perpective. But all of these,
these different elements at this period is bringing
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will be new to some, to
some in marketing, or they'll be different
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to some in marketing, and naturally
that's going to be challenging but also exciting
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for a marketer. What, from
your perspective, what kind of skills do
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you think this will this will allow
marketing teams to develop, if any,
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of course, and and do you
think this is actually going to change the
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way the marketing's done moving forward in
that perhaps now people see the benefit of
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a virtual event and that they can
get as much from it as an in
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person event, and maybe that's the
new normal in itself. there. What
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changes do you think will come out
of this? From a UP, I
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think they're a skill split. Over. The number one skill that I've learned
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personally is keeping my kids out of
almost zoom calls that I could put apart
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from that to a see your question. I think it of a it's a
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bit of a yes and no answer. I think the skills that require right.
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I took take our double clizard,
dumb was alive right running a conference
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to running effectively a TV show with
filming locations on Salt Flats and gives and
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ski back country skiing like that work. That's a very different skill set.
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But you know my colleague that that. She was amazing. She just she
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she brought in the talent, she
thought about what the customer experience was,
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but she is she went back to
the OKA ares and the objectives right.
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So I think there's going to be
a new skills are an thinking more and
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experience and I think there's lots of
parallels that we can we can draw from
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the BBC World. It's the BEDP
world right that you know, the BBC
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worlds very used to kind of very
used to kind of engaging with with those
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kinds of tactics and techniques. I
think the the no answer is going to
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be like we have a child coming
into mirror. So there you go.
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It's just one point, but sorry, and that no answer is that,
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I think, actually staying true to
what your your commercial objectives are, in
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your customer objectives. That's what matters, right, that's the thing that hasn't
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really changed. Well, I think
you know maybe off of that that does
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change is I don't think after this
that we're going to go back to the
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classical way of working. Right,
we're going to. There's going to be
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more changes. There's going to be
different business models that are coming out there,
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you know, like our people going
to go back to to go into
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a restaurant. So they're going to
get like delivery like they've never done before.
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I've been doing my right like getting. I've got friends that are getting
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gen and tonic deliveries to their ice
in the UK, like. So I
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think understanding that the change is always
going to be constant. It's definitely going
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to be true. And then I
think keeping I go back to their the
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O dart year, which is what's
signal. What intelligence can you be bringing
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into your marketing organization today, so
that you're constantly being able to adapt,
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to be our gentle and be resilient
for those changes. Yeah, okay,
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interesting. And it also interesting that
your friends are getting a genotonic delivered,
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because I'm yet to find that.
I had to find a simple service round
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where I okay, cool, so
well, Mark, look, I think
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we are. I think we're actually
moving towards the end of our time here
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to then, and actually it's been
been really useful getting your insights from from
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the perspective of how it's currently affecting
how this covid situation is currently affecting us
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today, what some of the things
we are in we need to be thinking
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about in terms of keeping our customer
really at the center of everything we're doing.
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From market inspective, how that's maybe
shifting marketing tactics in the short term,
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but then in the long term as
well. More more broadly speaking,
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are we ever going to keep marketing
the same way or will that change forever?
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It's been been really insightable. Now
I'm sure we could we talk about
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these things you'll day, but there
will be a lot of people, I'm
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sure, that will also want to
reach out to you directly and have a
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conversation with you directly or learn more
about Domo as a product and as a
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company. So, if people wanted
to get in touch with you or the
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or the or indeed your company,
could you just give us a couple of
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lines on the best way to do
that and and if they wanted to tinue
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the car? Yeah, thank you. It's been really, really, really
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good, good conversation. He's this
thing as Democom and feel free to reach
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out to me on Linkedin, Mark
Johnston, I'm sure you'll find me excellent
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cool. Well, once again,
many thanks, mark. It's been great
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having you on the show. Go. Thank you. operatics has redefined the
373
00:24:47.200 --> 00:24:52.630
meaning of revenue generation for technology companies
worldwide. While the traditional concepts of building
374
00:24:52.670 --> 00:24:59.230
and managing inside sales teams inhouse has
existed for many years, companies are struggling
375
00:24:59.269 --> 00:25:03.589
with a lack of focus, agility
and scale required in today's fast and complex
376
00:25:03.750 --> 00:25:11.299
world of enterprise technology sales. See
How operatics can help your company accelerate pipeline
377
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at operatics dotnet. You've been listening
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