Episode Transcript
WEBVTT
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You were listening to bb revenue acceleration, a podcast dedicated helping software executive stay
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on the cutting edge of sales and
marketing in their industry. Let's get into
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the show. Hi, welcome to
be to be a revenue acceleration. My
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name is Aldia Mutier, and today
I have the pleasure to be sharing the
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microphone with Dancy Brook, with the
cost of the B to be a revenue
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acceleration show, as well as our
VP worldwide sales at operatics. How are
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you today? That yeah, very
good. Thank you. It's end of
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another long week, but it's been
a good one. So yeah, soon,
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soon, the end of quarter to
be start off a new one,
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new cycle, then probably the addition
of a couple more great has. Absolutely
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absolutely, but today really what we
wanted to speak about, and the reason
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why we wanted to have an epizer
that is with done, is because we
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we want to add rather to pick
of outsourcing. We've seen a big spike
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in our services, in fact a
massive spike in term of demand. Tremendous
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amount of people coming to our website, not not all of them being good,
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and I think then we'll have will
address that. But basically we believe
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that the outsourcing of the Bedr as
Dr Function, LDR function, is on
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the rise and the best person that
I could get on the shoe to discuss
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that with me with done, simply
because it's a trench. She's every day
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speak to speaking to prospect speaking to
clients and discussing their strategy with them.
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So let's stay even than really and
get into the conversation here. You know,
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we can speak about covid nineteen and
all that. I mean this is
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it is up and down. We
are lugged down, that locked down.
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The market is difficult, it's more
difficult to find opportunities, etc. Etc.
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So then, from your perspective,
what are the key reason why businesses
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and outsourcing mark the moment? Yeah, so I think it's worth starting with
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the point that when covid sort of
first impacted the Western world, let's say
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at the beginning of March time,
I wasn't actually convinced that we would see
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a shift towards outsourcing. I actually
thought that we could have seen a bit
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of impact on our business negatively,
just because of often the old adage is
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that marketing budgets get kept cut first
and and in a lot of the cases
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we're getting paid for by marketing.
Having said that, it's kind of been
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the opposite that actually so. I'm
sure in some instant in marketing budgets have
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been cut. I'm sure cefods are
looking at budgets across the board, but
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what we've benefited from is that there's
been kind of point one really is that
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there's been a shift of marketing budgets
or a repurposing in market marketing budgets.
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So whereas historically marketing teams have spent
a lot of their dollars on events and
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in person activities, there's clearly been
a complete reduction or in fact there is
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no longer any in person events or
activities right now, and so they've had
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to find another way or a solution
to generating the same amount of leads and
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fighteline and revenue, because in a
lot of cases a their targets of state
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consistent. And so where where we've
come in a lot of those cases that
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we are, I guess, a
remote solution to pipeline generation, and so
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we've benefited from that. The second
point I would make is there's a risk
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factor that comes with hiring teams internally
or hiring people internally obviously we're in a
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bit of an uncertain economy right now
in all parts of the world and there's
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challenges with recruitment first and foremost.
But then once you get that person on
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board, there's challenges that if the
economy takes a turn for the worst,
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which you know many countries it is, there's a challenges will will we actually
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still be able to maintain that person's
employment in six months or nine months time?
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And so there's a kind of D
risk factor, which is you can
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outsource for a period of time,
and not that we like to see ourselves
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as a as an ad hoc service, but we do bring more flexibility than
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having an employment contract with with a
person that you have internally, and so
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I think there's an element of d
risking that pipeline generation process. The final
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point is that, and it kind
of is on the same point as a
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d risking piece, which is around
it gives company we give companies the ability
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to test resources before hiring internally,
and I think we'll probably talk about that
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more later on, but ultimately,
with the ability to run a program for
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three or six or twelve or months, really test if that resource is the
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right person to work for their business
really build up a run rate of success,
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get to the point where they trust
them, the communication is in the
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right place, and then it may
be the at that point in time the
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economy is more stables. They have
more confidence. But ultimately we give companies
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the ability to test success of this
kind of function and and process before hiring
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internally. And again that gives a
bit more confidence to CFOs and hiring managers
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during unstable economy whereby they can actually
test the success of a of this function
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for a three month or six month
or twelvemonth period before making the decision to
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bring that function internally. And that
could tie in with a with a with
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an upturn in the economy. So
they have more confidence that that's going to
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be a long term higher and it
also gives them the ability to to actually
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be bringing somebody on board that's fully
wrapped up, trained and it completely eradicates
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that that's kind of typical job abandonment
or risk facts that you may see with
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bringing on board a new higher.
So they're they're wid sweeping. No points,
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but there's some of the key trends
are seen over the last few months.
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Okay, but does this very useful
and you know, I guess you
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are used to do to the normal
trends of I want to accelerate my bay
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plane. I want to get to
a new region, umber European company,
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on Israeli company, I want to
go to the US of a versa or
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I'm a US company and I want
to grow at I've got in main down
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on market. I've already got any
insight team, but I want people who
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are a bit more productive and all
that which I can of do the usual
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sales player's you. You, you
would have had pre covied I. is
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your message or conversation? Are Your
conversation with prospect changing bays on words you
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just describe. I've you seen the
expectations of client changing? Have you had
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to adapt the way you actually sell
and consult with them? Yeah, definitely,
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I think. I think what it
all comes back to right now in
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a lot of cases is that we're
having to be, I guess, more
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like consultative and more like consultants in
the cell process. So we've always been
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a, I guess, a Challenger
based or consultative based sales company in in
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that sense. But what we're saying
is that people that are very experienced markets
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or VP's of sales crows. Clearly
they know, they know their job and
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they know their industry, but they
don't really know what's working and not working
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across the market today in a changing
economic environment and changing kind of landscape.
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And so the first thing is that
a lot of the time people are coming
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to us and asking for our advice
just in a consultative manner. And and
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the good news about operatic tives that
we probably have over a hundred and ten
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active technology clients, and so we
have the advantage of coming at those conversation
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from almost like a bird tide view
where we can look down, look across
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them, the the market and consult
based on what we're seeing working with other
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companies of a similar similar size and
similar market at their targeting. Now,
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when it comes to actually investing in
this kind of service, and I'm sure
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it's applies to other sales and marketing
services that they're investing in, there definitely
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seem to be more of a an
urgency here and now to to get a
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very quick return on investment. And
I think well, how that translates in
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in our world is that ultimately they
want opportunities here and now and they're a
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lot of companies are moving away from
a kind of Challenger based approach where they
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want to bring insights and and an
education to the prospects and they're focused on
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closing business here and now and again. An operatics we very much have the
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Challenger based approach and what we're trying
to do with push back on those companies
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and actually bring insights to them,
to to to to educate them around what
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we see working and not working today
and enable them to understand that actually trying
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to have a short term view on
closing business or generating a return in an
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economic downturn, it's actually not the
most sensible way of looking at things and
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in fact it's still prudent to take
a long term view on sales and marketing
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development and pipeline generation. And classic
example is is this week I've had a
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couple of conversations with companies where they're
coming back after maybe we spoke to them
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six months go and they're saying,
oh well, we're desperate to do something
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now and we're having two most pushed
back and say well, look, you
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know where we can help you,
but we're not magicians. This is something
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that we can support you with over
a three or six or a nine month
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period. But it's not something that
we can turn the tap on and support
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you to identify opportunities that are going
to close today. And so clearly that
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pressure coming down from probably a finance
team, a CFO, a CEO looking
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down and saying we must get returned
quickly from your investment. But what we
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actually believe is is almost the opposite, is you've got to probably turn your
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turn, turn your focus to more
how can you bring insights and education and
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challenge prospects way of thinking so that
actually, whenever I need to buy your
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front of q and and I think
that is definitely a changing kind of conversation
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that we're having. Yeah, it's
probably also shifting the way the the sets
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team would have to approach the conversation. So I've been in similar conversation where
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basically had to say, particularly in
the channel, well, you know,
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people want larger opportunities and the are
what you need to put us in front
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of, dealer, that two hundred, two hundred and fifty k. We
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need to start that at the at
the seal overl CTO, CIOCI is so
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of this organization or CMOS or stuff
like that. But what I'm getting them
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as a we can do all that, but just make sure you don't go
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to the meeting with a brush on
there your arm and a poll point presentation
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of your product. Just make sure
that you go to the meeting to have
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a conversation. It's a fantastic opportunity
to have a conversation with people. People
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are willing to converse because it's probably, you know, destructive what's happening out
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there and it's a good time for
people to say, he look, this
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is all the issues that we are
having. People are feeling more comfortable to
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speak about their issues because everybody is
in the same business and baskets. Yeah,
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we all in the same in the
same in a about say wellness and
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shit. Well, all in the
same boat. So I think it's really
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at this moment that you can,
as a selfs person, come in have
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a conversation really as question, to
understand the context and, based on the
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contents, then try to position your
solution or position your offering, if relevant,
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by the way, rather just doing
the traditional selling kind of algorithm that
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has existed in the past. You
know, I want to scale sale.
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Okay, I've got BIDEA that get
meetings make guy is good to meetings.
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They do a demodel for certain minutes. After the DEM always them if they
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want to buy, if they don't
want to buy, up we move to
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the next one. I think things
have changed and I think it's very important
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to really look at the Challenger sels
approach which, by the way, the
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book was kind of written originally as
part of the downturn into thousand and eight
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and trying to understand why it sells. People were still doing good. Some
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sells people were still doing good in
the dawn term. But yeah, I
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see it as an opportunity from yourself
perspective, but I think it takes so
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fundamental change in term of expectation from
cells, and I agree with you that.
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I've I have been in the conversation
my self with people saying I need
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to I need you to find me
band qualified opportunities. I'm like, okay,
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but you know, at the moment
it's a little bit up in the
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air and we've got all these people
at will be willing to speak to you.
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Don't really have a project as such, but they have an interest and
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pain points. They need something similar
to your stuff, but they are kind
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of figuring out what they should.
Do you want to speak to them or
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do you want them to wait until
someone else go and kind of influence their
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mindset and then influence them to potentially
by their solution? I appreciate that there
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is a bit of a balancing act
here and I think it's good that you
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bring that early in the conversation with
prospect because setting up expectation, as we
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know in a service business, is
is critical for the success of the relationship
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and critical for the success of the
program now you know, one of the
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destructive question that we've always have gotten. I don't know if that change are
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not within the current climate, but
it is more expensive to out source?
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Is that an objection that you get
a lot at the moment, or do
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you see people saying no, I
don't care what the cause, I want
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flexibility, or do you still have
to address the is it costing more to
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out source question? Yeah, sure, I mean I think that's I think
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that's a question now we've will that
we faced consistently probably since the business we
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found it. It's a question that
probably is coming up people more than ever
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as well, and what I would
say is I think that has had an
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impact on probably some longer sales cycles
in some instances, or perhaps not longer
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sales cycled, but more of a
consensus based decision whereby there's got to be
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a lot more sign off from a
lot more individuals at different levels within the
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business. So it definitely seen a
bit of a shift in terms of the
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overall pattern of selling. What I
would say is that one of the things
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out or one of the elements that
we're using as a discussion point with prospects
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and clients right now when when they
raise that objection, is around, I
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guess, the the the opportunity costs
that they could lose if they if they
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don't evaluate an ouncedurcer for the right
reasons and not just based on price.
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And one of the things right now
is that, you know, we're looking
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at our business and we've seen a
lot of changes over the last five to
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six months. One of the first
things is that we've had to probably hire
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around thirty five, thirty six people
in the last three to four months alone.
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Naturally, that brings that's been a
unique challenge in terms of being able
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to recruit firstly and identify traits and
characteristics and and all of those things.
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When, when not set in a
room to get up. The second thing
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is the onboarding piece, which is
becoming it was a challenge, but it's
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something that we could overcome very quickly
due to the sheer scale that we're doing
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it at, because know in a
very short amount of time we have the
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ability to see what's working not working
due to the volume of people coming through
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the door. And and but going
back to the overall, overall challenge,
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when companies are evaluating whether we're more
expensible or not, we have to talk
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about the data. And if we
look at our business again, at the
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scale of it, is that we
have around two hundred people doing the job
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that our clients may have one or
two or even twenty internally. And the
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reality is the amount of data that
we can collect instantly in one day is
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going to take our clients or prospects
ten days if they've got a team of
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twenty, two hundred days if they've
got a team of one. It's a
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lot more challenging for them to keep
iterating and refining their process to recruiting and
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on boarding, as they a say, as they navigate their way through this
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covid period. And and so what
that means is it increases their risk when
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they hire and it in preases their
rate of job abandonment or on boarding abandonment,
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which is something that is obviously going
to always be a challenge. And
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then moving forward beyond that, even
if they move through the on boarding,
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it probably increases the risk of abandonment
in the first one or three or six
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months and the cost of that,
the essentially the recruitment and retention cost of
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that, suddenly start far outweighing the
cost of working with a company like operatic
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is the ability that we have to
analyze the data it or a refine up
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our approach and make the necessary adjustments
in order to ensure that we have a
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solid recruitment process, a seemless transition
to the on boarding and then the support
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and team environment for them to be
successful once they get through the door and
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and ramp up over that first three
or six months. And because of that
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we have a really low job Abanda
membrate and a very high, or very
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quick, I guess, return on
our investment that they can be successful quickly,
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and so I think the cost of
objection kind of goes out of the
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window when you have that conversation,
because what it comes back to is the
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opportunity cost. That's that's that's of
not doing something or evaluating absoluting partner on
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that basis then just looking purely at
the at a salary compariu. Yeah,
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but it's it's almost like you're speaking
about the cust of adaptation and if you
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add up quickly, you're in a
risky place. And basically we ordered that
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they we've got. I mean I
remember the guys like the team in the
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US telling me, Oh, yeah, we doing a state based state analysis,
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so then we can go back to
our clients. But clay and when,
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when the first slog done was starting
to take place and you know,
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we would see the the the sus
and region being very responsive still, but
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we would see New York and the
New York metro busting area, so kind
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of east coast and the California West
course parts of the country being pretty much
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in shutdown, very difficult to get
anyone to respond to anything. Demos,
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next steps of meetings not taking place, people just saying look, you know,
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we can progress anything. Basically people
freezing stuff in some states and some
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other states being able to steal have
conversation. I remember the shift that the
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gays pre put in place in pretty
much two weeks, three weeks in in
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going back to all our clients and
saying, okay, well, we need
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to put my thoughts in those regions, because there is still an appetite.
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In th South region. We see
the stats going down and while we can
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carry on, this is not it
doesn't make any economical sense to keep pushing.
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So you know all those three adjustments
already. From my perspective, the
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cost of the adaptation and as Truss, with all the data we've got,
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we we we can adapt quicker and
then we can consult and share those finding
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these best practices with other our clients. It does make it does make a
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lot of sense. I wanted to
go back to one finess you mentioned.
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It's going to be my last question
to you. I want you to go
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back to the bull and transfer model, so you know, instead of me
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explaining what it is and explaining why
it's relevant in today's market, without sourcying,
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but I guess you know, the
whole point is that we have had
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to adapt ourselves as well and we
had to make out sourcing more affordable,
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more pertinent, more relevant for our
clients. So can you, can you
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just touch based on the on the
build and transform model and the other things
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that we've developed to adapt, I'll
said, to the to that in or
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changing market at the moment. Yeah, absolutely so. I think in terms
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of outsourcing, it seems to be
a trend that has peaks and troughs over
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the year, based on whatever research
is released by analyst firms like gardener or
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forester or see be over over the
periods of years. But, having said
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that, at anyone time I think
it's clear that at some point our clients
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or companies out there will want to
have functions internally in it for most of
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their functions in their business, and
what we're trying to really do is is
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offer a solution to work with the
company like us for hopefully a long period
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of time, but if it's for
a shorter period of time, they have
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the ability to actually get more than
just a short ad hoc program with an
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outsourced company and actually perhaps get the
resource from that as well. What we've
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we've tried to to develop is almost
a concept around of conveyor belt of talent,
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which is we don't want to become
a recruitment company, so we're not
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going to organizations with the value proposition
of we want to be a source of
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staff for your team, but at
the same time we're giving them near the
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ability to test people before they actually
hire internally. And ultimately what that means
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is a couple of things. The
first thing is that at times, if,
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for example, we're working with a
startup that are just transitioning from the
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US to Europe or vice versa,
they may not really have the infrastructure or
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the team in or even an office, whatever that may be, to actually
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build a team internally, and they
may not even have the inclination to do
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that. But if, if,
at some point they do want to do
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that, but perhaps today is not
quite the right time, it may be
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for a one year period. They're
very transparent and they will look, we
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want to work with you for twelve
months, but at x point in the
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future we want to start building that
function internally, and we give them a
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kind of seamless way to do that, which is we can work with them
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for that period of time. They
can test the success of a certain resource
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or resources. They can develop processes
which can be consulted on by us.
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So we can help them to develop
processes. We can test the resonance of
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the message in the market. If
that's a if that's a necessary thing to
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do, we can refine the approach
and then we can get to a point
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where the resource is fully wrapped up, trained, delivering good results and they
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have confidence in them. It's at
that point in time that they can recruit
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that person and then they knock on. Positive impact of that is that when
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they're hiring that person, it's almost
a no risk higher so they they they
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skip that piece that I was talking
about around job abandonment or boarding abandonment.
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They skip that because that person fully
trained, trusted and ramped up. Now
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all clearly there's a there's a cost
that comes along with that, which is
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very similar to how you'd pay a
recruiter, but the value is is is
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for the reasons that are described before. So it's kind of coming a lot
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more of a trend. Again,
we don't want to be seen as a
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recruitment company, but we give me
that. We're giving companies the ability to
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have a seamless kind of transition away
from that outsource model to perhaps a hybrid
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outsourcing source model, to a to
a fully insource model at some point in
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the future. Yeah, that's makes
sense. That makes perfect. Sen Sports.
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Thank you are very much for your
time today. Then he was great
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chatting with you and discuss through the
topicle we just went through. If anyone
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wants to connect with you, I
mean we probably wouldn't know what to find
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you, but I guess linkedin would
be the best way. Yeah, that
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would be that would be the most
appropriate way. Okay, could great many
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things once again, and yeah,
it was. It was great. Two
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of you in the show. Will
See you India. Fee is very certain
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wonderful. Thank you very much.
operatics has redefined the meaning of revenue generation
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00:22:07.910 --> 00:22:14.029
for technology companies worldwide. While the
traditional concepts of building and managing inside sales
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00:22:14.069 --> 00:22:18.819
teams inhouse has existed for many years, companies are struggling with a lack of
319
00:22:18.900 --> 00:22:25.579
focus, agility and scale required in
today's fast and complex world of enterprise technology
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00:22:25.619 --> 00:22:32.130
sales. See How operatics can help
your company accelerate pipeline at operatics dotnet.
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00:22:32.970 --> 00:22:37.329
You've been listening to be tob revenue
acceleration. To ensure that you never miss
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an episode, subscribe to the show
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323
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so much for listening. Until next
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