Episode Transcript
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You were listening to bb revenue acceleration, a podcast dedicated helping software executives stay
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on the cutting edge of sales and
marketing in their industry. Let's get into
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the show. Hi, welcome to
be to be able of a new acceleration.
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My name is Eli and with Ken
and yet today with Andy, could
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again TMO at lit FIDO. How
are you today? Had done well,
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done well, my how are you? I'm very good. Thank you,
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very good. And our discussion today
will be about out align sales and marketing.
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The sensitive to pick, isn't it? Absolutely? Absolutely, and you
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are CMO. So we'll see if
you if you get any if you take
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any party or if you if you
you know, you should get a meet
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in the middle. We will discuss
as in a minute. But before we
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go into a conversation, can you
preasy introduce yourself in a little bit more
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details, as well as your company, Leado? Yeah, no worries.
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So, as you mentioned, my
name is Andy Colligan. I'm an Irishman
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living in Vienna, because I've been
living in Austria for for eleven years now.
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So my main focus is connecting the
doctor train sales and marketing teams.
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That's typically what I do. That's
something that I specialize in and that's why
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it was interesting lead fleer for me
to come on board as well. So
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I'll be a lead feeder and air
for since December of last year, so
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I'm coming into my eighth month.
And what I typically do is is a
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line all the marketing efforts back into
the sales efforts, which will start talking
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about. And a couple of minutes
when we're talking about a line between sales
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and marketing works, my background is
actually in sales. So I find in
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that if there's there are some marketers
that to start with it with the background
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in sales and that those that have
spoken to have really benefited when trying to
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align sales and marketing teams, to
have understood what's happening over the other side
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of the fence. Yeah, and
typically a lot of market is just got
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straight into marketing after doing a marketing
degree. So my background is I did
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a marketing degree, I went straight
into an str roll, did str work
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for nearly two years. Like every
other str have my hopes and downs.
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Want to shoot myself in the face
some days because it's so difficult, whereas
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other days you know completely on top
of the world because you manage to get
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so many connects. It's a real
total job, you know. Then I've
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been an account management then I've I've
specialized in it. So after after being
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in sales and I went to specialize
again in marketing, more focusing on email
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marketing systems and in the early days
of the email so myself and a colleague
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actually build an email marketing system that
we used in order to sell. So
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it was like there was always a
sales sales element to it. And then
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I then became a champion at a
company from Marquetto so then I'll really learn
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the ropes around marketing automation. Then
digital marketing came on board, as well
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as offline marketing events and so on. So I started working like across a
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mia in a marketing role, and
then after that I went into the tech
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industry, and in the Tech Industry
I've been sort of lead generation to my
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generation focus now for the past seven
eight years. So that's my backings.
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dolting your carrol sixty years ago,
you're getting so fresh. If you wanted
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to know what I took, I've
done all types of jobs. I like
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it remember Jim memberships on the street
on commission in December in Ireland. One
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and GERALDS per gym membership only being
paid on commission in December in the rain
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in Dublin. We wasn't sis.
I'm interested membership, though, absolutely absolutely.
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But yeah, I like so I've
done every time of my job at
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lead. feeded out, like yea
said, what we do and leave you
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know. So I leave here.
We we recognize the visitors that are coming
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to your side. So typically,
mouse companies will only convert. When I
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say convert, people come to a
website, fill out a form, give
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you their details. Only two percent
of your visitors will actually do that typically,
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right, some companies are converting a
three percent. You're doing a great
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job, right, but still,
though, that still means out of every
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hundred people that are coming to your
site you're only really getting the details of
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three of them. If we doing
a fantastic job. So leave, father.
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What we do is we feel the
gap there. So, right,
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we recognize the rest of the traffic
as well as the traffic that's converted.
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With the rest of the traffic that's
coming. What pages they've been looking at,
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how long they've been on the side
for? How many people from that
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specific company of Com and what you
can do with that information as a company
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is really see those high intent leads. So companies which are coming to your
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side, which are interacting with a
lot of content, which maybe haven't been
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filling out form so you haven't recognized
too they are which you still see.
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Hey, this company has been looking
at my pricing page, they've been looking
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at XYZ product pages. I can
I can then drill into where that company
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or where that that visitor is from, so you can really understand, okay,
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the specific location and then you drill
into the user personas from that specific
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oak is that you typically sell to, and then do your average is the
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sales person to them. So we
really show that first party data, high
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intent data, so data the two
on which I was intent purchase from you,
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and that's what we do. So
really a tool of prioritization for the
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SDL. So yourself starting from Abcdini, or is you just going to go
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into people have looked at your website? That maybe the better position to buy
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you at least of an interest or
Yourster for sure. Yeah, exactly.
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Perfect. Well, thanks for that. In this so marketing and cells alignment.
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Right. So all was an interesting
to pick. As we mentioned,
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everybody speaks about it. Sounds like
a cant base marketing and all that,
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but only if you organization get it
right. Okay, and I think it
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depends on lots of things. Personally, Abe, you know, personalities can
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get involved, flash of personality,
size of the organization, but also the
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leadership. I think the leadership can
also bridge the gaps and times between cells
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and marketing, which it many times
you are keeps or just simply not aligned
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with each other. So it makes
things very difficult. But in your in
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your opinion, why is it so
important to to other alignment between certain marketing
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and where are people failing in making
it walk? Okay, so they need
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to start with the why. So
the why as US just mentioned. So
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the most important reason why is because
if you don't have a line of between
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Partos, ors are going to go
off and do two different things. So
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it's inefficient. Actually it's an efficient
to be nonaligned between sales and marketing,
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to have mess alignment. And so
what will what will typically happen is,
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and this is a this is the
thing which I see quite a bit across
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organizations, is that sales will say, I'm just going to ignore the leads
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that are coming in from marketing,
because the shit anyway. You know,
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you hear that. You hear that. Also, adults market leads of Shit.
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They're not qualified, they're not coll
company. I'm not that interested.
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Last week anywhere, the good for
the rest of us be bad, exactly,
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exactly. So I think there needs
to be like this says so simple,
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like simple rule set between marketing and
says is like just a communication allowing
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on that. So, yes,
I understand it from a sales perspective,
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where they say, Hey, the
leads that I'm getting in are and aren't
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good quality. Right. My typical
response to this is as a marketer,
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I said, well, what's the
percentage of leads that I'm giving to you
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out of all the leasers you're getting
from a marketing team? Whilst the percentage
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which are bad, and that typical, like what I've had in the past,
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is I'll hear, like, you
know, like all, probably like
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thirty five, forty percent of the
leaves that I get are just crap,
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and I say that is fantastic news, because I expect sixty percent of the
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leads so you get that you should
be getting should be crap. So,
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like typically like. It's like it's
known across like a benchmarks you should be
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focusing on. is like sixty percent
of stuff you're probably going to end up
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in sales cues aren't stuff that you're
going to be able to use. My
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fit into a right industry in might
fight injury is ISP but it may not
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be like or ICP, it may
not be ready to buy, there might
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be many reasons, may not be
the right person, whatever it might be,
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and sixty percent of those we will
never convert, whereas forty percent it's
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stuff that the sales team can probably
move forward with. But you're always going
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to remember as a sales person or
as a person generally. Human beings will
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always remember the crap that you've gone
you always remember, Hey, you know
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this level. I got this in
last week, can ID. That was
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terrible, but I also but I
also got three other ones in up a
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brilliant I'm not gonna remember the billion
once. Im going to remember the crappy
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because that's a human traits. That's
just how it is. You know happen.
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So and what's the expectations in them
of qualification? Because that's the as
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a thing. I mean sometimes we
and need and I appreciate there is a
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spectrum here. Okay, so I
think I believe that you know, based
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on on knowing you guys at leat
feeder and all that, I would expect
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yourself cycles to be already least swift, smooth and shot. People is I
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want it or don't want it.
You are not really intrusive. You can
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get plug a plug and play.
You don't cut tens of thousand amounts of
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maintenance of whatever, custophernership and all
that. So you you must have a
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pretty straightforward, pretty quick, pretty
cell cycle with lots of velocity basically,
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and people, maybe you know,
qualifying in or qualifying out. But then
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you've got the use of spectrum of
people will sal multimillion dollar deals and stuff
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like that. Well, obviously it's
probably butch even more difficult to produce leads
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in the sense of the leads and
the opportunity. So I'll do that walk
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in them of qualification. From your
perspective, you think there is a sliding
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scale? Do you think the expectation
of selves should change based on, you
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know, if they are my count
manager always twenty accounts of will sister Sen
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spells, so that he's managing a
batch of five cells and the accounts for
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me? Yeah, for sure,
for sure. So, like I come
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from both worlds. Prior to my
time at lead feed or I've been in
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that space of enterprise or or Perrid
market to enterprise sales. So when we
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first met or anything like, I
would be working at a company. Yeah,
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I working at a company College Bonia
and a Exponia. We were focused
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on on working with like the biggest
retailers across across the globe and sell them
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in the marketing up exactly really top
sales, long sale cycles. So you
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could be anywhere nine to twelve month
sale cycles. With the bigger retailers you'd
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be talking about eighteen to twenty four
month sale cycles. Average deal size you're
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probably like with the smaller, like
let's say mid market size retailers, you're
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talking about a minimum of like a
hundred k a year. And then I
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did did the larger size, you're
looking up to sort of million dollar per
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year contracts. So for the enterprise
size retailers. So like the there will
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be variations. They're like what I
tried to do, or what we tried
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to do during that time was just
try to simplify it as much as possible.
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So, like you asked me if
there was some form of lead qualification
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that we like. That that like. That change is based on if it's
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enterprise or not. Like you're always
going to have some level of automated qualification,
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okay, which is going to help
you, like, sift through immediate
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warning signs that quality is poor.
Okay. So you can use various tools
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for that. You can do you
can use the data ending tools such as
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built with or e data source or
a number of different tools which will basically
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tell you, hey, things like
are people that have just down something from
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us or interacted with us, are
they using a competitor technology to what we
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offer? So, during my days
back at Exponia, what we would look
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at, Hey, are they using
a Marsis? So, they using sales
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force marketing clouded? They using Adobe
Marketing Cloud? Are they using something that's
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a competitor technology tools? If they
were, then that will be a first
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sign to say this is interesting.
Second sign would be would have to beat
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down a human torch, and that's
where an SDR comes in. You're going
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to have to have some level of
human interaction on leads from an str and.
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If you, if you try to
automate everything, you will for sure
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start having like really leaky final and
I'll end up not fight, not being
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able to follow up on leads account
because of leads to fall true gaps basic.
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So you need to probably have the
way that we did. It was
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that we had like the SDRs reported
into marketing, which first of all we're
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talking about marketing and sales alignment.
That works really well for me. It
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took up a huge amount of my
time managing an str team, because the
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str team are super difficult to manage
and they're all very young and they all
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don't want to be strs. But
with that, though, it allowed me
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to make sure that anything that my
marketing guys were bringing in was immediately getting
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looked up by the SDRs because I
could control that fire process. Make sense
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now the strs they were like because
when I first started that they weren't getting
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that many leads and then my focus
is truly generation, I started pumpany leads
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at them, too many leads to
them to handle almost right and then we
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started to have to bring in further
qualification. But the one thing, if
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you ask about qualification, is if
you're selling an enterprise sales. You need
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to make sure there's one level of
automated qualification. My opinion on lead scoring
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is it's fine, but don't depend
on your lead scoring model because typically,
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let's say, for example, let's
say for that's say, for example,
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somebody's going into an RFP and they're
doing the research and you happen to be
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one of the smaller vendors in the
market and they end up falling onto your
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website and they end up looking at
a couple of things down Ala a couple
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of ebooks during the research, but
they haven't been doing much stuff up until
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then and they're rushing to get everything
in place for an RP. You may
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miss out if you put them into
a lead scoring things to say that they'll
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only get contacted when they get over
at threshold so many points, for example,
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righty, things like that. So, like, I wouldn't be bead
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scoring is fine. I had a
boss in the past, though, at
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a marcist that told me if I
ever mentioned lead scoring to mcguinny, fire
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me. Who didn't use we didn't
use lead scoring. So I I think,
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like my advice would be if you're
selling to that to that upper or
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sort of enterprise level sales, you
need to have a couple of layers,
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so automatic layer in any human layer. Qualification str's then to be almost like
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hungry dogs and and and like to
be given a couple of bonds in terms
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of good qualities, but they're still
going to have to sift through some level
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of, you know, unqualified storere
but that's always going to be part of
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the job. Always. Sure,
yeah, that makes sense. That makes
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sense. So coming back to the
alignment. So if there is no alignment
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between sales and marketing, what would
you say? is to blame leadership on
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percent, one hundred percent of a
time, marketing and sale don't talk to
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one another because marketing and sales leaders, I'll talk to one other. Oh,
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you mean, so he suddenly lead
a sheep? A buon didn't.
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So you do it, says,
we be a CFO or CEO. It
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would be. You would yet really
do the CMO and this cro technically nut.
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I'm giving with it. They're they're
not on the same page. So
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it starts. So my experience would
be it starts off with a with a
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mutual agreement. It starts on going
to meet you in the GRAEM between marketing
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and sales with the very top.
So what would happen is you sit in
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the board room and you'd look at
your you look at your targets for the
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corresponding year and sales and marketing should
say whoever's running the sales or, let's
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say this, the chief revenue officer, and then whoever's are in the marketing
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or the SEMOL would sit down together
and say, okay, we're creating the
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targets together for next year and this
is how much I'm going to help your
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guys populate the pipeline with. And
that for me in the past has been,
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you know, Journey Exponi. At
times it was like I sat down
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with you, who was the VP
sales, and I was a PPM marketing,
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and we would decide on a number
and based on you know, this
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is the number that we need to
grow by next year, which means we
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need to open up this amount of
pipeline. Marketing can help contribute towards a
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pipeline, whether or not it's this
much or this which depends on whether or
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not I take on the the STR
team. Then we came up with a
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very simple attribution model, very very
simple to say whether or not we would
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say something has been created by marketing
ourselves, when by an opportunity. So
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what we would do is, every
week we'd go and look at every single
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new business opportunity which was created,
understand the lead up to that opportunity actually
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being created and then understand if it
was actually sales self generated or if it
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was something to do with marketing or
the str group on that from an inbent
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perspective or an outland perspective, and
then, based on that, we had
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some very top level percentage. For
example, when I was use it,
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when I had the SDR team,
I would promise back to you say I'm
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going to deliver seventy percent of your
pipeline. Yeah, because the SDR team
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should be booking meetings with those target
accounts and we, from a marketing respective,
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should also be doing our marketing campaigns
towards those accounts. So we did
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an account past marketing initiative as well. So what we would do is then
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we'd make sure that betwitch points in
each of those accounts. Then we'd have
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a discussion myself and you like we're
not talking about a tails and opportunities a
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week, we're talking about maybe forty. Look into each those opportunities say,
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okay, that came in because it
was an x xyzd e book download plus
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an str follow up, plus SD
arbitruity, retaate a, not a camp
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for x. Why xyzed amount of
time, and you could say, okay,
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what we're doing from the marketing and
and SDR S it is working.
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Therefore, this is populating into your
sales team's pipelines. Yeah, makes sense.
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So, speaking about the is Theyah, would you believe is the rule
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in the Indus Citizen Marketing Alignment?
And also, would you think this should
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a report? Two sells a market
team? So that's that's a good question.
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So in terms of how important their
role is, I think they're role
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generally is like it's a really important
role within any organization because they are the
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next line of attack when it comes
to lead generation. So, like marketing
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will do their job and bring it
in the league. Then the SDR is
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the one that's really you know,
it's up to them to really get it
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up to the next level in terms
of getting into a meeting book. Without
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ask our teams, you're going to
have a lot of account executive sitting on
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their hands when not a know times
booked in their Colendar to speaker prospects.
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So I think from that perspective they're
the ASDR team is really important. From
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there, from the alignment perspective,
how do SDRs fuel that alignment? Well,
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they're the ones that they're sort of
like the middleman between the the marketing
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team and the account executives. So
if you have that, typically in the
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business that you just mentioned, in
enterprise sales, you'd have an SDR team
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whichould be populated the calendars of the
of the of the account exacutims. Me
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If we know. We don't quite
have that. Like we we just have
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one layer. Do just you know, marketing stuff goes directly to sales,
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then sales to direct outreach. That's
it. Because it's quicker velocity, as
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you mentioned, and another longer sales
cycles. You're going to have to have
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str's there in the middle. Asdrs
will take the stuff that the marketing team
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are bringing in. They'll work is
created up to the next level, next
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level being a meeting books for example, and then that will then go across
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00:17:56.089 --> 00:18:00.000
over to account executives. Okay,
so something's not working there in the middle
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of the SDR team. The stuff
that the marketing team are bringing in isn't
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going to necessarily work right. Or
from the AE's perspective, the account executive
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perspective, they're looking at stuff that's
coming in from marketing. It's be hall
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over the SCR team. It's not
converting into meetings. So the AE's are
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00:18:14.869 --> 00:18:17.750
thinking, what the hell of the
marketing team doing? They're not. They're
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00:18:17.750 --> 00:18:19.829
not populating my cup, my pipeline, you know. So like in terms
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00:18:19.869 --> 00:18:23.069
of in terms of how important the
str role is in the line a piece,
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massively important. In there's of who
they should report into. It depends
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00:18:27.940 --> 00:18:32.259
on who has, you know,
did the patients and time to get them
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00:18:32.299 --> 00:18:34.339
up to that level. Like I
think if you look at it from that
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perspective, what I the way that
I just mentioned. But I'm also biased.
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I think it's a good idea to
have them report into marketing because the
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say, if somebody is on top
of the sales or chief revenue officer,
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they're not going to have a good
overview of the stuff that's coming in from
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00:18:48.890 --> 00:18:52.690
the INBENT perspective and they don't really
care. They just want to see the
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00:18:52.730 --> 00:18:55.410
stuff turn into pipe and and turn
into revenue. That's what they should be
298
00:18:55.410 --> 00:18:59.079
concerned about. That's why chief marketing
officers there to make sure that Lee Jen
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00:18:59.200 --> 00:19:02.079
is work and the man Jin's working, all their outbound stuff is working,
300
00:19:02.119 --> 00:19:06.279
etc. Etc. So you like
you've got that piece to know, hey,
301
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if I'm bringing it leads that they
getting the follow up right, I've
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got an overview of that as a
CMO. If they're not getting followed up,
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but I see it right. On
top of that, you also want
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to control the message. So typically, like one of the one of the
305
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pain points that I've had in the
past is if you don't have good alignment
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between marketing and sales, what happens
in sales that create their own message,
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which doesn't necessary arely fit inline with
what marketers want to say about the company
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00:19:33.420 --> 00:19:36.980
right now. There's many reasons why
that could be, like why that's happening,
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00:19:37.339 --> 00:19:40.210
but one of the reasons that I've
seen in the past is because they
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00:19:40.289 --> 00:19:41.809
think, okay, I don't agree
with the marketing message and therefore I'm going
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to go off my own tangent and
therefore I'm going to sell a different product
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to what I think what what the
actual product is right. What happens then
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is you have this like chain of
events. Further than the line that you
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00:19:52.089 --> 00:19:57.400
may be not able to deliver what's
being promised and that it causes issues across
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00:19:57.400 --> 00:20:02.759
a number of different teams from from
customer success to consultants to exact or etc.
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00:20:03.039 --> 00:20:04.759
Whatever. Well, how many laryers
you're having your company after the sale
317
00:20:04.839 --> 00:20:11.069
happens? So it's like almost you
know, if an SDRs is creating their
318
00:20:11.069 --> 00:20:14.029
own messaging and promises on that the
product can't deliver, it has, you
319
00:20:14.150 --> 00:20:17.789
know, major side effects them.
Bit Further on the forum. Yeah,
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00:20:17.990 --> 00:20:22.299
and what about the rule of ceosfos
in the India, alignment between selves and
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marketing? You think they can play? They can play. Your roared you,
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00:20:25.819 --> 00:20:29.859
you know, from the recruitment to
to the engagement sitting of the rules
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00:20:29.859 --> 00:20:33.299
of engagement. But was supposed the
responsibility team making shade. There is no
324
00:20:33.460 --> 00:20:37.690
break on the bridge between a between
Bost function. So let's start with the
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00:20:37.809 --> 00:20:41.049
CEO. Like I think from a
CEO was respective. Yeah, they need
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00:20:41.089 --> 00:20:45.650
to hire the right people to do
it. So, like if you're looking
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00:20:45.730 --> 00:20:49.599
for advice for CEOS that are hiring
a Cemol because typically you'll have a chief
328
00:20:49.599 --> 00:20:53.359
revenue officer there already before you hire
cmol or. You'll have somebody that's managing
329
00:20:53.440 --> 00:20:57.079
the revenue side of things before you
go to the Chief Marketing Officer Direction,
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and a couple of things I'd look
out for would be, does that person
331
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have experience in sales themselves? Do
they understand the pain points from the sales
332
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ORC yeah, you know, what
are their typical KPIS? Things like it's.
333
00:21:10.470 --> 00:21:15.029
So do they do they understand what
the KPIS of the sales organization are,
334
00:21:15.069 --> 00:21:18.059
and how well do they aligned their
efforts towards what the sales organization you're
335
00:21:18.059 --> 00:21:23.779
doing? So if it like it's
as you would offer or you'd ask somebody
336
00:21:23.819 --> 00:21:26.140
in a sales interview to give you
a three thousand and sixty nine to day
337
00:21:26.180 --> 00:21:30.420
plan, you should also ask the
same of a specific marketer to do that,
338
00:21:30.660 --> 00:21:33.369
to do the exact same and also
look out for for signs like in
339
00:21:33.569 --> 00:21:37.529
the early stage, is, is
that person asking you about your revenue targets
340
00:21:37.569 --> 00:21:42.009
for the year? Is Are they
are they interested in understanding how well marketing
341
00:21:42.049 --> 00:21:47.519
or delivering back towards those revenue targets
right now? What are those numbers looking
342
00:21:47.559 --> 00:21:49.799
like? You know what what what's
the tipic like questions that they could ask?
343
00:21:49.920 --> 00:21:52.960
Is What your typical sales cycle?
Are we talking about sixty nine two
344
00:21:52.960 --> 00:21:56.519
days? What are we talking about
here? Is it a sixmonth sales cycle?
345
00:21:56.920 --> 00:22:00.710
Like typical questions that you would be
asked of within an interview from when
346
00:22:00.750 --> 00:22:07.630
you're hiring a sales role. Typically
that would be good initial signs that that
347
00:22:07.910 --> 00:22:11.630
marketer has been aligning themselves to the
sales organization before in the past. As
348
00:22:11.710 --> 00:22:15.380
well as that, you should be
asking them about their relationship with the current
349
00:22:15.420 --> 00:22:19.099
head of sales, wherever they are. So how? So one typical question
350
00:22:19.140 --> 00:22:22.380
would be how often you speak put
the other head of sales and what are
351
00:22:22.380 --> 00:22:23.819
you guys talking about? As I
mentioned, it doesn't need to be rocket
352
00:22:23.859 --> 00:22:29.059
science, but it needs to be
a pipeline review of every opened new business.
353
00:22:29.099 --> 00:22:33.609
This opportunity from x amount of time
and having like a pipeline council almost
354
00:22:33.009 --> 00:22:37.250
to understand where the pipeline is coming
from and how can they double down to
355
00:22:37.329 --> 00:22:41.210
get more of that type of pipeline
in right so so things like that.
356
00:22:41.329 --> 00:22:45.400
You could see that that if they
if they are having those conversations, like
357
00:22:45.559 --> 00:22:48.559
they could say. The reason why
I say ask them what are the discussing
358
00:22:48.599 --> 00:22:49.759
on that particular cause because people can
lie and say, Oh, yeah,
359
00:22:49.799 --> 00:22:52.440
speak with the head of sales all
the time. But then okay, so
360
00:22:52.599 --> 00:22:56.400
what are you guys talking about?
where? We're speaking about where opportunities are
361
00:22:56.400 --> 00:23:00.109
sourcing from and whether those opportunities can
be attributed to marketing our sales and getting
362
00:23:00.109 --> 00:23:03.829
feedback in the sales organ tires of
watts work and what isn't working ex yeah,
363
00:23:03.990 --> 00:23:10.230
and so like. So from a
CEO's perspective, the hiring is the
364
00:23:10.269 --> 00:23:14.579
most important part because typically Cemil will
have to report to the CEO. Just
365
00:23:14.700 --> 00:23:17.819
look out for those signs in terms
of are they actually well aligned to to
366
00:23:18.140 --> 00:23:23.299
a sales or from like an ongoing
perspective, management perspective, I think CEO
367
00:23:23.420 --> 00:23:29.450
should always make sure that amongst the
troops that everything is going well right,
368
00:23:30.009 --> 00:23:34.009
and a CEO will see within the
revenue side of things if things are moving
369
00:23:34.049 --> 00:23:40.170
in the right direction or not right
like they like. If things are growing,
370
00:23:40.490 --> 00:23:42.839
then you can be pretty sure that
the CRO and the Cemo were working
371
00:23:42.920 --> 00:23:47.640
well together. If things are not
growing, then there's an issue somewhere you
372
00:23:47.680 --> 00:23:49.880
need to go investigate. But I
don't think the CEO needs to be holding
373
00:23:51.000 --> 00:23:55.240
hands between the crow and the CMO. It needs to be filled within them
374
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to go and do it themselves.
Yeah, the FO, see, if
375
00:23:57.269 --> 00:24:03.029
I was important and in the way
that CFO will be, will be,
376
00:24:03.430 --> 00:24:07.829
will and should be involved in any
discussions around revenue growth and how much it
377
00:24:07.990 --> 00:24:11.740
costs to get to that revenue growth, because marketing are going going to go
378
00:24:11.779 --> 00:24:15.220
out and spend and you're going to
have three people in bomb that conversation.
379
00:24:15.259 --> 00:24:18.500
You're going to have the chief revenue
officer, who's, you know, main
380
00:24:18.579 --> 00:24:22.500
target is obviously revenue growth, the
CMO, who's whose main target should be
381
00:24:22.500 --> 00:24:25.329
aligned to that revenue growth, and
then both of those guys are going to
382
00:24:25.369 --> 00:24:26.930
be going and speaking with the CFL
saying how much money they need to get
383
00:24:26.970 --> 00:24:30.690
there and tivity. The marketer will
need money for programs. It's some head
384
00:24:30.730 --> 00:24:34.529
count. The curl will need money
for headcount. Yeah, and both of
385
00:24:34.569 --> 00:24:37.210
them are working together to say,
okay, CR says, okay, we
386
00:24:37.250 --> 00:24:41.720
need to grow by let's say five
percent per month. Therefore I need to
387
00:24:41.759 --> 00:24:44.359
hire this amount of people. Then
the CML says, okay, in order
388
00:24:44.359 --> 00:24:45.839
for to grow but a five perfercent
per month, then what we need to
389
00:24:45.839 --> 00:24:48.799
do is bring in x mental leads
in order for to get those ex mental
390
00:24:48.799 --> 00:24:52.400
leads me to make the investments here
here and here. Here's how much the
391
00:24:52.480 --> 00:24:55.670
investment's going to be. Does that
mean that our customer requisition costs are going
392
00:24:55.670 --> 00:24:59.869
to be okay, conversations going back
and forth between curl and see semo and
393
00:24:59.950 --> 00:25:03.150
then when you get that plan together, you typically going to the CFO and
394
00:25:03.230 --> 00:25:06.670
the schools in those plans together and
he'll say okay or she'll say, okay,
395
00:25:06.750 --> 00:25:08.700
we have border to do that.
We need to go for another rundom
396
00:25:08.740 --> 00:25:11.259
investment, whatever it might be.
Well, some the C if I would
397
00:25:11.259 --> 00:25:14.980
work in that type of capacity and
a sort of advisory capacity in terms of
398
00:25:15.259 --> 00:25:18.740
if it will work from a money
perspective to hit the targets the CMO and
399
00:25:18.819 --> 00:25:23.529
the CROOR setting. Okay, make
sense, that makes perfect sense. Well,
400
00:25:23.890 --> 00:25:27.049
it's it's it's sort of of in
say. So thank you very much
401
00:25:27.210 --> 00:25:30.970
and yes, of fault for the
audience to take away today. If anyone,
402
00:25:32.490 --> 00:25:34.490
if anyone's story, wants to get
in touch with you as to any
403
00:25:34.529 --> 00:25:37.680
fells or question, although on a
bit more about lead, be the I'll
404
00:25:37.799 --> 00:25:40.960
just want to have a check because
you was the best way to connect in
405
00:25:41.039 --> 00:25:44.359
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407
00:25:47.279 --> 00:25:49.109
do is this, add a small
snipper code to to the head or your
408
00:25:49.150 --> 00:25:52.349
size, and then you're going to
go your truck and leads are coming to
409
00:25:52.390 --> 00:25:55.069
your size. Yeah, may personally, if you want to reach out to
410
00:25:55.109 --> 00:25:56.630
me directly, the best place to
get me on Linkedin. So if I
411
00:25:56.710 --> 00:26:00.589
me Andy Colligan, so that's Andy
with a why, and then see you
412
00:26:00.670 --> 00:26:04.380
lll ign and and yeah, just
feel free to reach outs. I know
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00:26:04.460 --> 00:26:07.460
be having to have a conversation.
I'm very accomomic doing so. So that's
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00:26:07.539 --> 00:26:10.700
great. Thank you very much for
your thing today. What it was an
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00:26:10.700 --> 00:26:15.700
absolute pleasure fully on the Showandi.
Thanks mate. operatics has redefined the meaning
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00:26:15.740 --> 00:26:22.930
of revenue generation for technology companies worldwide. While the traditional concepts of building and
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00:26:22.049 --> 00:26:27.529
managing inside sales teams inhouse has existed
for many years, companies are struggling with
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00:26:27.650 --> 00:26:33.200
a lack of focus, agility and
scale required in today's fast and complex world
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00:26:33.480 --> 00:26:40.960
of enterprise technology sales. See How
operatics can help your company accelerate pipeline at
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00:26:41.079 --> 00:26:47.079
operatics dotnet. You've been listening to
BEDB revenue acceleration. To ensure that you
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Thank you so much for listening.
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