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Welcome to the art of marketing operations, a tailor podcast, I'm clean,
bottomly and today my guest is drew Smith Director of growth and Revenue
Operations at directive, consulting a performance marketing agency for
software as a service companies delivering solutions for Strategy
Demand Generation, Seo paid media, creative and revenue operations. Thanks
for joining me today drew they rounded to glow. Well listen drew before we get
started. I saw something on your linked in profile that I thought was
fascinating and it's your background. Is You tell your teams to tell a story
paint a picture create a visual. In other words, show don't tell, can you
tell our audience a little bit about that
yeah? Absolutely it's something Glen that that I look like you mentioned. I
tell my teams this all the time and the reason behind it is because, if you
tell somebody something it's it's easy for that to kind of go in one ear and
out the other, but if you show somebody something if you paint the picture and
you can show basically the outcome of what you're trying to to tell that it's
going to stick forever. So let me give you an example: If I'm trying to tell
you about a buyers journey and I'm trying to tell you about the stages in
the buyers journey, you can start picturing it yourself and depending on
how good of a job I do telling that story or telling you about it, you
might put it together at the way that I'm speaking about it. However, the
problem is you probably Goin a Viens it differently than the way I'm
envisioning it. So, instead of just telling you what this would look like,
if I build it, if I build a visual, if I paint a picture for you
won, it makes it so much easier for me to tell it tell you all about it,
because it's right there on the screen, you can see it also there's no issues
with you know: translation, Arabs or the game of telephone right. Where I
say one thing you miss here it just a little bit and then three four five
down. You know people down the road. It's a completely different message. If
I paint the picture- and I show you the visual it's there- the there's no room
for error- it's just right there. I love that. I think it's a great
recommendation for anyone in marketing operations or really marketing overall,
is just that ability to communicate and share a vision and into concisely,
communicate what it is that you're trying to to teach and share and
send through the organization. So I appreciate you sharing that background.
Great Grade Advice drew now when we chatted before today's recording you
had shared with me the extensive marketing background that you have you
started in B, tobe computer sales, you moved to event marketing, and then you
were in marketing strategy and in partnerships and about maybe six or so
years ago you moved into marketing operations and marketing hops and now,
with a big focus on revenue operations. So can you share with our audience?
What are some of the best lessons that you have brought from your previous
career experiences into your current role as director of growth and Revenue
Operations? Yeah? Absolutely, I think one of the biggest lessons that I've
learned through my experience has been putting myself in the shoes of the
person on the other side of the conversation you know when you're in
sales, you always have to try to understand the person that you're
speaking to and what's going to, resonate with them and how to
communicate with them and how to solve their pain points and in in marking.
That's no different. You have to do that and I think a lot of times
marketers. We decided that they get focused on all the great things that
our product does, or our software does or whatever, and they forget that
there's a person on the other side of that that that needs to buy that and a
that needs to see again that vision that you're trying to paint that
picture for them, and so they need to see that as well and so putting on the
shoes of the person on the other side. It also goes into one of the biggest
challenges that that people have within marketing operations and revenue
operations is alignment between sales and marketing. You hear about that a
lot when you talk about marketing operations is aligning with sales and
one of the big things that I think my my previous experiences helped me do is
build bridges, i'vesat in the sale seat being a quote a carrying member of the
sales team. I know what their challenges are. I know before we have a
conversation with the sales, ops team or a sales team about hey marketing
needs to do this and marketing needs to do that. I already know every objection
they're going to come up with, because i sat in that seat and i gave those
same objections when my marketing team came to me asking for for things, and
so i think that helps me build that bridge, because i can, when i'm
building something that marketing needs and we need sales by an on it. I can
speak that language and i can also anticipate their objections and build
the marketing solution in a way that overcomes those objections before they
even raise the objections, and so i think it's helped me build bridges
between marketing teams and sales teams, which is super super important these
days, you know if you're marking team your sales team are aligned and they're
not pulling the same rope in the same direction, then you're you're struggle
to achieve your business goals m. I love that. I think those two are really
really powerful. I'd like to dig in on those two just a little bit when you
talked about sort of walking a mile in the customer shoes, the buyers shoes.
How do you go about doing that or what have been some of the techniques that
you've used in the past that have been some of the best ways to do that? Would
you say that it is? It is really deeply understanding and communicating with
existing customers, understanding their challenges, the way in which they
actually work their journey, etc. Through direct market research in
communication or
and or have there been challenges for how accurate you've been able to paint
the picture for how that customer is actually living their day to day live
so sort of two questions there. One is: how have you done that, or what's been
the best ways that you've done that and have you have you found any challenges
in the process of sort of walking in the shoes of the buyer? Yeah,
absolutely i mean, i think everything you mentioned about. You know research
and talking to your buyers and understanding why they buy in the first
place in the challenges that the
your product of services help solve for them is irreplaceable. I don't think
you can. You can do enough of that quite frankly, but, but i think a lot
of that comes from the marketing mindset, which is research based in
talking to existing customers from a sales standpoint. You are the front
lines you're hearing on an everyday basis and so from a sales standpoint,
it's that, but it's also understanding the reasons why somebody might say no
and understanding
what those are and being able to address those things. It's sales, one o
one is objection handling right. You know that that you know when you're
selling something somebody's gonna somebody's going to complain about the
price. So how do you overcome the price objection? You have become the price
objection by using your values to by saying okay great. This was this is a
high cost ida, but here's the value that it's going to bring to your
organization. These are the problems that it's going to solve. These are the
headaches. It's going to get rid of. It's understanding that you know hey.
Well, you i'm not sure that right now is the right time. I don't know that we
have the people in place to manage this thing. Okay, great, i understand that
you're gonna you're going to have that objection. What is my solution to that?
My response that is well, we have an award winning customer on boarding team,
a customer successit. So while you may not have you know what you think is the
talent to manage this right now we're going to help you get it up and running
and we're going to help support you and we're goin to help train your people so
that they can manage this going forward so that it doesn't seem as daunting as
it as it is right now and we're going to do all of that. You know for an
implementation fee of acts, or maybe you don't have an implementation fee,
maybe it's free, but knowing what those objections are going to be beforehand
and having in response to this. That's a big part of sales, the sales research
and the sales process, and all of that that goes into how they craft their
messaging and manage their phone calls. Rarely does that ever get built brought
over on of the marketing side marking, usually i mean i've never heard
never sa strong word. I rarely hear the term objection handling on the
marketing side of the fence and i think, if you aren't thinking about objection,
handling on the marketing side of the fence, you're not going quite the full
mile for your sales team in the marketing materials and messaging that
your career, that's excellent advice. I really think that that is really
excellent. Advice. I'd like to really hit that you know again, because i have
found that in my own career as well, that if you view objection handling as
only a sales responsibility, then what can happen is your on one hand, you're,
leaving it all up to the sales teams to come up with a variety of answers to
overcome that objection. But by coming up with that ahead of time, it not only
anticipates that there's an objection there, but it also helps to structure a
response for the sales teams that can be consistent across the board, so that,
if that objection is ineffective, you can make one change and propagate that
down to the sales teams. And then we can now modify our revo. That response
to that objection very very quickly, as opposed to await the marketing team did
not think of that objection did not come up with that response, and now
we've got two hundred changes that we've got a nate make across an entire
sales team. Has that been your experience? Oh yeah? Absolutely!
Absolutely! Because most of the time- and this is one of the big advantages
of when you have marking a sales- a line is that marketing can tack to
sales and say hey. What are the objections to you here? What are the
objections you hearing? How do you craft your response is fat and how can
marketing help with that and and going back to the original thing that we
talked about, which is show don't tell as a salter? If i can tell you all
about our work, winning customer on boarding custom success team, but what,
if i have a key study
that is designed to show
that award winning customer on boarding success team and how they've helped on
board teams that thought they didn't have? You know the the thought they
weren't ready to manage such a tool? Yeah. It's more impactful, it's more
packet to show that and show an experience at somebody else had that
was very similar and marketing knows those objections up front. We can we
can go build those case things. We can go create that content, so that sales
isn't just telling that to the client, the potential flint on the phone, but
they also have a piece of content that they're armed with or ten twelve pieces
of content that they're armed with that can help paint that picture and tell
that story. Yeah, that's excellent, drew now with when you were talking
about. One of the advantages that you have had in your own career has been
that you have had so much extensive sales experience. You sat in the in the
shoes or stood in the shoes of sales teams, you've held quota. You know at
that that world is like and that that has made you a really effective
marketer, because when you craft and create a solution in a campaign or
communications for sales, you already have an understanding of the sales
mindset, and so, therefore you can actually overcome the objections of
sales, because you've already have that experience. Now. My question, though,
is what advice? Might you give to our audience where there's a listener out
there who doesn't have that sales background? Maybe their entire career
path has just been in marketing and they don't have that rich sales
experience to draw upon to make their marketing communications their work in
their partnership with their sales teams as effective and collaborative as
possible? If they don't have that sales background, what advice might you give
to them to maximize that connection that they have with their sales teams?
In order to answer that question, i kind of want to get into a little bit
of the types of objections that sales comes back back with, because i think
that these are going to help a lot of help kind of frame up the context for
my. For my response, so when marketing is working with sales, the most common
thing that we hear back from sales when we're requesting sales to do anything-
and- and i say this to- certainly not- you know- denigrate sales in any way-
shape or form, but it's we don't have time for that. That's taking me away
from selling! I have too many non selling activities that i need to do,
and this is just another one on the pile.
So that's the majority of what you're going to hear from sales. The push
factor here from sins is something along those lines.
So what i? What i would recommend that marketing do a marketer do that wants
to understand? Okay? Well, how much stuff are you really doing that? Isn't
you on the phone
do ride along what the sales run for a day? I know that's a lot more difficult
to do when we're not in offices, and you can't just go park a chair next to
sales rep. I watch them all day, but do do a right along find a way to do a
ride along. Maybe it's a zoom thing where you're, following along with zoom
all day and they're, sharing their screen, except for what they're in
phone calls with potential clients and you're, seeing everything that they're
doing, that is not related to being on the phone and selling and that's going
to help a market or understand all the stuff that a sales rap does because
they're doing a lot outside of actually being on the phone and send and because
their compensation is all type of selling, they have to be protective of
their time, and so the more that marketers can understand that and
understand what they're doing it's non sales related,
the better, the better response, they're going to get from the
salesperson. Now, one of the great things that you can do is once you once
you know that, once you know that okay, here's, the thirty five things in a day
that the sales person is doing that's taking time away from their sales. Now,
what else can you do?
Oh, i can help take some of those things off your plate. I can find ways
to take some of those things off your plate. So if i want you to do bat,
which is going to add a half hour to your day every day,
but i can take away wyn that are costing you forty five minutes a day
and either automate those or find you know dat enrichment or you know ingrati
link in or something you know just something to save forty five minutes a
day. Well, now, that's a trade off that sales is willing to make because you're
actually saving them fifteen minutes a day, you're making their lives easier.
So you have to understand what those things are, so you can do it a
negotiation and a little hey. Well, what if i make this easier, i'm going
to make this more difficult, but i'm going to make this easier and it's a
net win for you are you in for that yeah great? Let's do that! That's an
that win for me, excellent advice, and it just even how you phrased your
response. I mean you: can you can hear in your in your response, the
partnership that you have in the experience that you have in
understanding the sales mind setting and the marketing mindset, which i
think is wonderful, so one of the things drew that that you've mentioned
and that we've talked about already on in today's episode- is the differences
between marketing operations and revenue operations? So can you describe
for audience some of the differences in the responsibilities that you see
between
marketing operations and revenue operations?
Yeah? Absolutely. This is something i'm actually very passionate about. When i
an example of this was when i came to directive, my department was called
marketing operations and, on day two, i said: hey we're changing the name to
revenue operations and my co said why and
sell it to me. You know, and- and i did and i we revenue operations, but that
was like day two on the job that i wanted to change: marketing operations
to revenue operations and the sales job that i did with him is basically what
we're going to talk about now. Marketing operations
really marking operations is, is the the art and science of of managing a
lead through the sales funnel up until the hand off between marketing and
sales. Once once that lead is handed off to sales than
really sales operations takes ownership of that that you know art and science
of facilitating the lead moving through the bank birton and then when sales,
when that person becomes a customer that there's another hand off there and
that hand off is to the customer operations team and the customer
operations team is in charge of on boarding and the customer success.
And
when you have a marketing operations, team and sales operations team, a
customer on operations team a lot of times,
they can have misaligned goals and they can have processes. So my portion of
the marketing operations process is this: in europe portion the sales
operations process process. Is this other thing and there's a disconnect
between those two and when you have a disconnect between priorities and goals
and cap theis, and you have a disconnected between process and its
decorates friction for the buyer and when a buyer experience is fiction. A
lot of times they opt out, and so with revenue operations, revenue operations
combines those three functions into one function and helps align the processes.
It helps a line, the goals and cape the eyes. It helps align the priorities.
You know how many times has marketing come to sales operations. Team who owns
data points in sales? For us and said hey, i need to have this field created
and it needs to have these pickles values in order to be able to do my
proper market in segmentation and the sales operations team says get in line.
I got about forty five. Other priorities that are more important than
this so was markin de market goes back says. Well, i mean we're trying to to
make improvements to our secenat, which is going to help marketing which is
alsit y can help sales, which is ultimately can t help leave more to
more revenue, but we're a numberr forty five in the priority list, because we
have different goals and different priorities with revenue operations.
It's all over one umbrella and we should be alive on goals and priorities,
and it also makes the process more fluid and reduces friction, because if
you have one organization that owns the whole process from lead all the way
through to customer and on boarding and success, and even the cross sellin
upsale process now
you really should be able to identify and remove. All of those friction
points and the way i like to kind of phrase that is, is you know when you
have the different operations teams, there's always a hand off right from
one to the other. When you have a revere operations, function that hand
off turns into a handshake.
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hand off converts to a hand shake. I think. That's that's excellent and i
think you did a wonderful job sort of describing how revenue operations in
the in the definition as you're using it is combining marketing operations,
sales operations and customer operations into that sort of one more
global organization that is removing as much friction from the customers
experience as possible. I think that's excellent and then have you found there.
There are unique ways or techniques that you are used to ensure tight
alignment between all of those teams. Yeah i mean, i think so so when we work
with organizations that still have those teams operating independently and
despair it from one another and still have you know different goals and
different priorities. The first thing that we have to do is is we have to
write down. We have to document and again paint the picture of what the
current buyer journey looks like, and the current process looks like at all
the different hand, off points and all the different. You know processes that
exist in there and we built this pretty elaborate, lucid chart shout out to his
chart
and ultimately, once you've built that out. It's pretty easy to see the
failure points in the friction points, because there's usually some pretty
pretty glaring omissions and pretty glaring issues. Once you have that
documented and then what we do is we do that through a series of interviews
with each individual team separately without the other teams on the phone
that way they can be candid with us we're the unbiased third party. We get
a lot of candor, we get a lot of, i don't even know what they're doing half
the time type of feedback, and so then, what we do is we build out our big
float chart and then we build out like a findings document. They basically
just says hey. These are all the findings that we found and a lot of
times when we go into at that meeting. You know you're telling some people
that hey your baby's ugly and you know it's unfortunate, but your babies are
then the only way to make your baby look better is to know that your baby's
ugly, and so we have to have some really hard conversations and sometimes
some feelings get hurt. But ultimately it
once you get all of that out and we get all of that candid feedback. Then we
can get everybody to the table to fix it
and from there it becomes a very collaborative approach when we're. So
we were documenting what currently exists. It's not collaborate if we do
that in silence and that we bring everybody together to review the
finance and then, as we go to the steps of fixing things and improving things,
all we have representatives from all three groups or if it's two groups were
sales operation zones at customer operations, which sometimes happens
that we have representatives from all the groups on the phone calls where
we're designing the solution and it's very collaborative and that way when we
get to the solution,
everybody has felt like they've had skin in the game throughout the process
and that they've been heard and that their opinions are validated and and
they've had a p the ability to weigh in on disagreements, and so by the time we
get to that final solution.
I don't havee to go, convinced the sales operations team that the solution
that was built without them in mind that this was the right solution. They
helped craft the solution, so you're also going to get better by in and
better accountability, because when the sales operations team and i'm just
using them as an example. But when the sales operations team has to go back
and retrain the sales team on new things that they do in their process,
it's no longer well. This is the process that we've been given and we're
not that embedded in it we're not that bought in it's now. No, we created this
process we're bought in it. We're fully bought it so sales team. This is how
this works and there will be accountability around us. I
also think that a really key distinction is what you mentioned at
the very beginning of that response, which was that you're using objective
data and you're bringing that to the table so that, as you, you know locally,
o dis described there that you know your baby is ugly. It's not you
personally saying that, but there is data. The objective information that
you're receiving is an organization some reports, some information market
based whatever it is, you're getting that information that you can share
globally across your organization to share that, because then, at that point
it it's information and now what kind of learning can you glean from that
that you can share? So i think that that's understanding now jew switching
gear is here now recently, as recently as two years ago,
research in the industry for be to be
showed that buyers typically took about seventy percent of the buyer's journey
was spent doing self service to understand a vender, a solution, a
product that they were interested in purchasing
research within the last few months, actually now shows that that number has
increased from seventy per cent to now. Seventy eight per cent, so seventy
eight per cent of the buyer's journey now happens self service, with the
buyer actually researching on their own, going out to trade organizations
websites. You know other vendor websites, reading white papers, social
media, doing all of that on their own without talking to a sales rip yet, and
it's really only the last twenty two percent of a b to be buyers journey
where they actually are connecting and talking with a sales representative.
Now my question to you is: have you experienced this in your business and
if so, how have you adjusted your marketing efforts to effectively pitit
yeah? I mean, i think i think we see this in a lot of our client businesses.
More than anything else, you know i'm still very new to directive, so i don't
have a whole lot of experience with directive on that, but i would say that
we see that with a lot of our client businesses, we're also seeing that, as
a result of that, i think the sales cycle is lengthening as well. You know
what used to be a six month. Sale cycle might now be in eight or nine months,
sale cycle. What used to be a twelve month? Salcy le might now be a fourteen
or fifteen month sale cycle, and i think a lot of that is is due to
right wrong or in different sales. People get a bad rap. Sometimes, you've
got sales rapped that sales, people and sales teams that that are just all
about hitting a number and not necessarily doing what's right for the
client and and in people. People also don't want to feel like they're being
sold to people want to feel like you know, if they're buying something
that's going to help their business or help them personally, because we can't
take the personal elements out of the tobe db is still be to see it's just
you're, not selling it for personal use, you're selling it for business use, so
people don't like being sold to and people don't like or people. Don't
people don't like the feeling of being sold to they don't like the feeling of
you know being taken advantage of, and sometimes
that that's the way it comes out at the end of a sales process, because some
organizations have a very, i would say you know brutal sales process where the
number is the only thing that matters. So i think people are trying to do as
much research as they can to arm themselves before going through a sales
process, and i think the other thing too is that you know, as as
we've all seen it, that people are doing more and more now nowadays, in
their in their business life, world they're, wearing multiple hats,
sometimes they're working fifty sixty hours a week, they're doing the role to
three people, and it's a lot more efficient for me to do t my own
research thing than going through three four: five different sales processes
with three or four five different vendors to try to pick the best vendor.
For me, why not do all that research of front and then only go through one or
two sales processes to really more get questions answered than to learn about
the product? And so i think that that those are some things that we've seen
within a lot of our clients. Businesses are those things, and you also see it
like. There's just more and more resources available. Now too, i mean
five years ago. I think it was. You know g to and capter were just getting
started and now their behemite in the industry- and you have trust pilot now
and you know, there's just there's a lot more places that you can go to get
that information than before,
and i think you know particularly. We talked about certain industries you're,
also seeing the rise of a lot of like communities and forums. You know i mean
marketing operations has countless communities and forums where, where
people go to ask questions about different platforms that they want to
use and get, you know, first hand, feedback and word of mouth, and so i
think it's just becoming a lot more prevalent, because people don't want to
go through five or six sales cycles. They just want to go through one or two
at most. I i think that is very interesting for the following three
reasons: how you just responded, and that is that in a sense, if i'm, if i'm
hearing you correctly, we should actually not be surprised that that
number is increasing. Now on one hand, we could say that that number is
increasing because of ovid more people staying. You know working from home
what have you,
but i think, one of the things that i teased out of your answer there was
that it is actually more efficient for a b to be buyer to do this research on
their own. Because to your point, if i have to talk to three different vendors
or six different vendors, that six different meetings, i have to
orchestrate organize work through proposals to read, presentations, to
look at etc, and i can short change that process and be much more efficient
as it be to be by er. If i just do this research on my own, so on one hand, the
technology, the internet, etc all the services that are available to me as a
beau to be buyer, it's just more efficient for me to do it on my own.
That's number one number two is what i heard that you say was now: there's an
increasing an increasing number of sources in locations where i can get
information now, whereas in the past i might have only received that
information, particularly from vendors or maybe one or two sources. But now i
can go to data aggregators, i can go to you, know trade associations. I can go
to websites and can go social. I can go fut leadership. I can. I can find a lot
of information now in so many different areas, so efficiency and sources and
then number three. What i perceived in your answer was the b tob buyer. It's
actually less stressful on me as a buyer, because i can just do all this
work and once i get close, maybe i'm narrowing it down to one or two vendors
and then it's a much more streamline process. Less stressful on me and i as
a buyer might actually view this as being much more again back to
efficiency. That efficiency drives less stress in my life. Would you agree with
that? Quick, summarization, yeah, absolutely absolutely, and i think a
lot of it boils down to to moderate bb sales processes. I mean the their
lengthy and sometimes they're they're a pain. I mean
what is the first step of every bb sales process
discovery.
How does
discovery help me is the vi and how many times do i want to go through a
discovery, call m. How many times do i want to say the same story over and
over again exactly exactly, there's almost always going to be a fit call to
understand if i'm a fit for them. How does that benefit me? I mean sure it
might benefit me if, if i'm not a fit, and they can say, look you're not
actually fit for us, our software isn't design for you, but this offer over
here is go try that, like that, might be beneficial, but mostly that's
beneficial to the the companies i'm trying to buy from and so they're
trying to understand how much money they're going to make for me. How many
fit calls do i want to go through? I don't want to sit through five or six
fit calls and five or six discovery calls and then five or six pitch calls
and then five or six you know calls where i'm actually going to get the
pricing and the quote, and then half sales are at falling up with me
constanty throughout this process, trying to to accelerate the process
like that's a heavy sales process, and to do that with five or six different
vendors like people don't want to do that, people don't have the time for
that and if i can go, do research online that prevents me from having to
go through five or six of each one of those calls and just go through one or
two i'm going to take that all day. Every day i mean that's a win for me,
yeah far, more efficient, yeah, short change, the process and so forth. Well,
and i think one of the things t t t that you're really keing in on here
true, is that you know it's it's the b to be buyer is also a consumer. Just
like you know, when they're not a be to be buyer, they are a consumer
themselves, meaning that the experiences that they have as a
consumer through you know- let's say you know buying on amazon or there you
know their mobile device. You know an iphone or an android device. The speed
of the commerce that they're that they are used to
these are all influencing the perceptions of how a be to be buyer's
journey should go in their mind. It should be easier, etc. So, when we're
talking about the be to be buyer here, what advice can you offer to our
audience as to how organizations should adapt to that shift of a be to be buyer
mindset? It's pretty simple, i mean it's. You can look at the bc world to
see. The examples of this best buy is getting crushed right now. Why is best
by getting fresh inza? Well, why is amazon being best by a lot of reasons?
Number one is product comparisons. It's really easy to go to product amparo s
on amazon, it's really easy to compare prices and things like that, and i can
also compare amazon versus best by real quick from my own home right, five
minutes to do that
best by. If i want to go down to best by, i can compare a couple different
tvs there, okay cool- i can go see them in person, but i can't really do any
price comparisons to see if best pies could be the best one plus it takes me
how long to go. Do that i have to go drive to best fi, which might be twenty
minutes half hour. I have to find parking. I have to go walk around the
store. I have to talk to a sales rep, it's a burdensome process and and if i
could just go on amazon and go online to do a bunch of price shopping and do
it that way, then you know i'm i'm going to do the easy way and a lot of
people are going to best by to see the tvs in action and then they go home and
they buy for amazon. So what that all the lesson there is, if you, if you
have a burdensome process, if you have a process, that's going to it's going
to take blood, sweat and tears from somebody. Sometimes literally, then you
need to streamline that need to make it easier for the buyer, and i know that
that sometimes that's tough in the be to be world, because we have to do
things like you know, build value statements and we have to build
strawman. We have to build business cases and justifications and show roy
and all that great stuff and need information to be able to do that, but
there's got to be an easier way to get it done, and- and quite frankly i mean
you can go see this on my linked in a twitter all day. Every day is be to be,
and i'm going to i'm going to single out be to be software. Companies here
be to be software. Companies are horrible about making the buying
process easy, go to their website and find any dp software company that tells
you how their software works.
You can't
every b to be software company's website. Just tells you about all the
great outcomes increase or a line by fifty percent on this increase. You
know sales volume by twenty three percent. They've got all the business
outcomes, but they don't tell you how they're going to do it and, quite
frankly, i'm not going to go schedule a demo to learn all that stuff. I'm not
if you can't tell me how it helps me right on your website right there when
you've got to me, i'm not going to book it down, i'm not
so btbai are making it so difficult just to understand what their what they
do and how they work. They're so focused on all the outcomes they can
help. You achieve that they're, not they're, not showing you the how that
it's driving buyers away and so- and i know i kind of rambled here, but but
what it boils down to is a couple of things number one make the buying
process easy for your buyers, don't make it difficult if something doesn't
serve the buyer, get it out of your sales process. Number two
is find the friction points in your process and get rid of those, because
every time there's a friction. Point like me going to your website not being
able to tell what your business does. O that's a friction point and every time
i get a friction point, i'm opting out of your buying process. Nobody wants to
deal with friction, nobody want, nobody wants it to be difficult to buy, and
then the third and final thing is always make sure that at the end of the
buying process, your customer feels good about the purchase if they don't
feel good about it. If they feel like they were sold some stuff that they
don't need and that they were, you know rigged over the coals on the pricing.
Then then, you may have gotten one sale, but but you probably going to have a
turn problem later on. So
those three things to me are the biggest things that be to be. Companies
can can do to help
make sure that they're not getting negatively impacted by this. This
change in the vying process, that's happening on the buyer side outstanding
summary drew. I
think that is, that is an excellent way to wrap up today's episode, and i think
that the those marching orders and recommendations that you have for our
audience or outstanding.
So this wraps up our episode of the art of marketing operations. Thank you. So
much for joining us today drew and until next time, stay safe, take care
and thank you all for listening.
Thank you for listening to the art of marketing operations brought to you by
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