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<v Speaker 1>This is the Full Funnel B t B Marketing podcast,

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<v Speaker 1>brought to you by full funnel dot Io. Let's starve.

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<v Speaker 2>Everyone. I'm good to see everybody on our full final

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<v Speaker 2>live new episode. As mentioned last week, we are in

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<v Speaker 2>the middle of writing of our first book about full

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<v Speaker 2>funnel marketing. So while working on the book, we sided

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<v Speaker 2>would be handed just to chef our insights and anyhow.

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<v Speaker 2>We're receiveing always questions about full funnel marketing and how

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<v Speaker 2>the full funnel strategy can be used to try enterprise pipeline.

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<v Speaker 2>So we decided to document our process a few fundamental

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<v Speaker 2>principles that might be helpful, but the fabul dive in.

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<v Speaker 2>I see people are joining us. Let me know, guys

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<v Speaker 2>in the chat where you're all tuning in from. Again,

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<v Speaker 2>I'm broadcasting from Solanny and almost it feels like it's

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<v Speaker 2>summer here in Spain. Let me know where your all

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<v Speaker 2>journey from in the chat and while you are tight

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<v Speaker 2>and again just to mention, you can ask any questions

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<v Speaker 2>in the chat or in the K and A section

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<v Speaker 2>and we are going to cover all of them. Plus

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<v Speaker 2>thanks a lot to everybody who has submitted the questions

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<v Speaker 2>before the before these episode. So I have collected the

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<v Speaker 2>most relevant and the most interesting questions here, so at

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<v Speaker 2>the end of this episode we're going to cover them.

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<v Speaker 2>Hire rather good to CEO, Hello from Ust and good

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<v Speaker 2>to see you, let us know, let us know, guys,

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<v Speaker 2>where you're all coming from, and to just maybe to

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<v Speaker 2>set up our conversation. I don't know if you have

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<v Speaker 2>attended our how to Survive as B two b CMO

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<v Speaker 2>in AI era weather or because that maybe three weeks ago.

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<v Speaker 2>During that webinar, we have shared the stats from AURA

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<v Speaker 2>the state of full funnel marketing research. We've been interviewing

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<v Speaker 2>plus minus one hundred eighty B two b cmos and

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<v Speaker 2>one of the questions that we were asking them what

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<v Speaker 2>are the main challenges you are facing, and the top

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<v Speaker 2>three challenges were sixty five percent told us that the

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<v Speaker 2>biggest challenge is proven the direct impact of marketing on

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<v Speaker 2>pipeline and revenue. The second one was around forty two percent,

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<v Speaker 2>was lack of close collaboration with sales, and the last one,

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<v Speaker 2>the top sol challenge, was lack of long term prem

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<v Speaker 2>programs to create awareness and build trust with the target accounts,

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<v Speaker 2>such a nine percent shared with us. One If you

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<v Speaker 2>look at the three challenges. They are all intertwined. We

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<v Speaker 2>are not trying the let's say long term print campaigns

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<v Speaker 2>that are not creating awareness inside the target accounts. We

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<v Speaker 2>don't have enough engagement and intend data that could be

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<v Speaker 2>used to co create let's say a list of engaged

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<v Speaker 2>accounts together with sales and then run joint programs. You

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<v Speaker 2>can call it account based market and it could be

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<v Speaker 2>even more simpler playbox that you can run together with

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<v Speaker 2>sales to activate the engaged accounts. But the entire point

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<v Speaker 2>is that we don't have enough of that data and hence,

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<v Speaker 2>at the end of the day we end up with

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<v Speaker 2>debate and have let's say, internal wars with sales who

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<v Speaker 2>should get the credit for the opportunity created right, and

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<v Speaker 2>obviously quite often it would be the sales touch, so

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<v Speaker 2>sales would claim that this is the credit or quite

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<v Speaker 2>often there is another argument, especially inside the teams that

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<v Speaker 2>are working in Sillace, that we would anyhow close these deals.

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<v Speaker 2>So marketing is always losing right in this game. The

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<v Speaker 2>entire problem here is that in these companies there is

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<v Speaker 2>a huge pressure revenue creation and pipeline creation, and to

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<v Speaker 2>prove it, most teams they are just focusing either on

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<v Speaker 2>something that is easy to attribute, you know, the old

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<v Speaker 2>school MKL game, or just focusing on the demand capture right,

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<v Speaker 2>something that might help to drive the pipeline. Now, I

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<v Speaker 2>just wanted to share all of these challenges with you

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<v Speaker 2>and to avoid further debates because again we have hosted

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<v Speaker 2>the webinarround this topic. The entire point is how to

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<v Speaker 2>solve this, and as a first solution, I think this

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<v Speaker 2>is a This was the first, let's say, the NAPCIN

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<v Speaker 2>version of full Final marketing framework that I probably created

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<v Speaker 2>ten I think even both ten or twelve years ago

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<v Speaker 2>when I just started as a solo consultant, way before

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<v Speaker 2>the company Full Final data was created. And partially the

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<v Speaker 2>reason was that the challenges that I shared it with you,

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<v Speaker 2>I was here and all the time. They were described

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<v Speaker 2>in different ways, but the point was the same, the

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<v Speaker 2>eternal problems of marketing and sales miss alignment, not being

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<v Speaker 2>able to attribute marketing's impact or showing marketing marketing impact

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<v Speaker 2>on pipeline and revenue creation right, and as a result,

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<v Speaker 2>all the budget and the programs that should be used

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<v Speaker 2>to drive the enterprise pipeline, they were removed from the

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<v Speaker 2>marketing plan and not approved by far.

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<v Speaker 1>Right.

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<v Speaker 2>So this was the solution that I wanted to present

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<v Speaker 2>as a list framework to influence the entire bar journey. Right.

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<v Speaker 2>And as you can see, quite often we think about

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<v Speaker 2>the bar journey in terms of the CRM stages. Right,

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<v Speaker 2>there is like the fastage when we have the call

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<v Speaker 2>and then we have closed one and that's it. But

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<v Speaker 2>we all know that the bar journey starts much earlier.

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<v Speaker 2>Probably again we have shared with you and you have

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<v Speaker 2>seen lots of researchers and bar shot list vendors way

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<v Speaker 2>before the bar journey starts and then stick to the

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<v Speaker 2>short list, et cetera. Right, And another point was this

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<v Speaker 2>framework that we were we wanted to emphasize and highlight

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<v Speaker 2>is that the real relationship and the real path the

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<v Speaker 2>revenue starts after the deal is closed one. Right, Because

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<v Speaker 2>the truth is, lots of companies they are talking about

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<v Speaker 2>expansion and Churm prevention and saying that expansion is a

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<v Speaker 2>new avenue, which is true, but in most companies there

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<v Speaker 2>are simply no processes to drive this. Right. Client success

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<v Speaker 2>often is a passive function, completely disconnected from sales and marketing,

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<v Speaker 2>mostly acting as kind of on demand function. When client

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<v Speaker 2>and the question they're welcome to submit the ticket, and

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<v Speaker 2>this function can help maybe run on some basic on

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<v Speaker 2>board and get that's it. But this function is not

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<v Speaker 2>actively helping clients to shorten the time to value. This

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<v Speaker 2>function is not capturing the insights about the buyer journey,

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<v Speaker 2>and it's not capturing the insights about what's happening in

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<v Speaker 2>this companies that the transfer to the sales and used

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<v Speaker 2>for cross selling and up selling and expansion happens in

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<v Speaker 2>a completely silent way in most cases. Again, I'm just

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<v Speaker 2>sharing our experience what we have absorbed, right, so I'm

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<v Speaker 2>just generalizing a little bit here. What happens in many

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<v Speaker 2>companies is that account executives they just built a list

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<v Speaker 2>of the biggest customers and try, you know, run the

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<v Speaker 2>same typical outbound campaigns to different business units, saying, hey,

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<v Speaker 2>we're working with you guys, let's have a discovery code. Right.

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<v Speaker 2>But what they are completely missing that these other business

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<v Speaker 2>units might be absolutely unaware of your existence. And especially

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<v Speaker 2>if you're selling to big enterprises. Right, let's say you're

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<v Speaker 2>selling to Microsoft. Had the chances that different business units

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<v Speaker 2>idea were a few they are miserable and this framework

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<v Speaker 2>was an idea of how to fix it. This is

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<v Speaker 2>what we started and basically this format framework was the

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<v Speaker 2>representation of the approaches that mean Lot we used to

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<v Speaker 2>structure and plan marketing when we were working for enterprise corporations.

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<v Speaker 2>I was working for Kimber the clerk Lot was working

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<v Speaker 2>for Sonia, So that was like, this is where it

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<v Speaker 2>all started, right, Awareness, demand generation, demand capture, and activation,

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<v Speaker 2>client success expansion all looks as a holistic motion. While

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<v Speaker 2>it sounds good and see it, quite often the companies

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<v Speaker 2>come to us and say, hey, but how can we

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<v Speaker 2>implement it? Were anyhow doing some search, We're doing some

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<v Speaker 2>let's say we're right in case status were created block quantam,

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<v Speaker 2>then sales are running the sales process, et cetera. So

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<v Speaker 2>how all these stages are connected. How the holistic motion

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<v Speaker 2>looks like? So this is and if you can't see it,

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<v Speaker 2>well you can zoom in. This is the first kind

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<v Speaker 2>of diagram that we have created, and basically Lot was

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<v Speaker 2>architect in it. So maybe you can just jump in

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<v Speaker 2>and share the way how we got match out to

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<v Speaker 2>demonstrate how all the stages and full final framework are connected.

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<v Speaker 1>Thank you very much, Andre, Sorry for being late. I

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<v Speaker 1>didn't know we were actually starting fifteen minutes earlier, in

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<v Speaker 1>fifteen to ten or four. Hello, everybody, So what I

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<v Speaker 1>think we'd like to highlight here is that you kind

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<v Speaker 1>of see three big parts. You see something on the top,

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<v Speaker 1>you see something in the middle, and then you see

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<v Speaker 1>some colorful rectangles at the bottom. So kind of let's

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<v Speaker 1>address them one by one. We group at the top

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<v Speaker 1>brand awareness and demand. Andrew mentioned this already. We know

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<v Speaker 1>that a lot of studies that have been run recently

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<v Speaker 1>show how the B to B buyers nowadays actually select

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<v Speaker 1>the vendors before they start the buying process, or in

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<v Speaker 1>other words, they become aware of those vendors, so when

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<v Speaker 1>they start the buying process actually already start with a

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<v Speaker 1>short list. And if you're basically what that means is

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<v Speaker 1>that if you're only trying to capture the existing demands

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<v Speaker 1>by for example, running kind of cold outreach or just

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<v Speaker 1>for example Google search or other kind of higher intent

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<v Speaker 1>channel trying to capture that, you're usually too late. The

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<v Speaker 1>B to B buyers, especially enterprise bit to be buyers,

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<v Speaker 1>might sometimes take you into their consideration set simply because

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<v Speaker 1>they need to have three five vendors whatever their procurement

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<v Speaker 1>is asking. But they kind of already have their preferred

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<v Speaker 1>vendors short listed. And this is I think one of

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<v Speaker 1>the biggest gaps for a lot of companies is not

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<v Speaker 1>proactively driving this brand awareness. Although there is obviously, like

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<v Speaker 1>a lot of company, you're doing a lot of things,

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<v Speaker 1>a lot of things to create the awareness there. Now,

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<v Speaker 1>another thing to realize is that because these virus are

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<v Speaker 1>not buying when they discover those vendors, it means that

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<v Speaker 1>we can't just be in our brand awareness. We can't

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<v Speaker 1>just be communicating about our product, right, So if they're

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<v Speaker 1>not looking for the product, and usually the product solved

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<v Speaker 1>is situated within some sort of a business process or

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<v Speaker 1>part of the let's say a larger challenge. So let's

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<v Speaker 1>say I'm selling you know, background checking tools for recruitment

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<v Speaker 1>managers in large enterprises. Well, the background checking is part

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<v Speaker 1>of the process of recruitment that I'm in charge of

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<v Speaker 1>or talent acquisition that I'm in charge of, right, but

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<v Speaker 1>it is a small part and it's not something that

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<v Speaker 1>I think about every day. But I do have top

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<v Speaker 1>of mind challenges that I'm thinking involved. So I think

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<v Speaker 1>a lot of companies can already benefit from understanding better

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<v Speaker 1>the top of mind challenges, strategic challenges and priorities of

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<v Speaker 1>the target accounts and driving some of their communication around

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<v Speaker 1>those proder challenges, and of course creating an association between

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<v Speaker 1>the kind of the challenges and the problems and how

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<v Speaker 1>we can improve that. Going back to my example of

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<v Speaker 1>the background checks, well, background checks are usually something that

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<v Speaker 1>is not perceived as a most friendly part of most

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<v Speaker 1>pleasant part of being hired. So it's kind of you

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<v Speaker 1>could you could start thinking about it as part of

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<v Speaker 1>the candidate experience, which is kind of a broader topic,

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<v Speaker 1>you know, candidate experience and having a more frictional ass

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<v Speaker 1>hiring process for example, Well, that is something that the

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<v Speaker 1>talent position manager will be hearing about, and this is

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<v Speaker 1>a broader topic we can talk about and then position

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<v Speaker 1>our solution as one of the solutions in that within

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<v Speaker 1>that challenge. Another point that I wanted to mention here

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<v Speaker 1>when it comes to brand awareness is that we have

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<v Speaker 1>kind of like two schools of thought, like go on

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<v Speaker 1>as many channels as you can, you know, and market

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<v Speaker 1>your product right or kind of double down on whatever

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<v Speaker 1>Google LinkedIn email and go there. I think what you

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<v Speaker 1>see here on the top of this drawing of this

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<v Speaker 1>diagram is that there's different kinds of activities and different

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<v Speaker 1>kinds of channels there. And I think the key here

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<v Speaker 1>that I wanted to mention is that it's really like

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<v Speaker 1>very important to understand where your buyers are hanging out

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<v Speaker 1>and learning and discovering a product like yours. And it's

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<v Speaker 1>not just necessarily the you know, the usual channels that

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<v Speaker 1>we use in our marketing mix, but it is usually

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<v Speaker 1>the part that, for example, the so called dark socials,

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<v Speaker 1>so they might be active on specific communities or following

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<v Speaker 1>some specific people on LinkedIn, tuning into specific podcasts, et cetera,

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<v Speaker 1>et cetera. So it's important to consider that and understand

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<v Speaker 1>where your buyers are actually hanging out so that while

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<v Speaker 1>not buying, that you can reach on them to them

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<v Speaker 1>on those channels. And just one last point about the

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<v Speaker 1>top of the funds, So basically understanding which are the

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<v Speaker 1>channels where your target buyers are buying, Understanding what their

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<v Speaker 1>top of mind challenges are, not just as they relate

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<v Speaker 1>to your product, not just talking about your product in

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<v Speaker 1>other words, and then having that multi channel program where

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<v Speaker 1>you're consistently, you know, creating content and showing up on

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<v Speaker 1>those channels. And I think also where I portant for

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<v Speaker 1>enterprise buyers as well is involving sales, so not just

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<v Speaker 1>doing it from a marketing perspective, but also involving sales

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<v Speaker 1>earlier in the process. And that means, for example, via

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<v Speaker 1>let's say we are doing awareness creation by sharing content

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<v Speaker 1>on LinkedIn advertising on sharing content on LinkedIn, we can

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<v Speaker 1>involve sales sharing via their profiles. They can be also

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<v Speaker 1>engaging with target buyers on LinkedIn or on target communities.

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<v Speaker 1>Let's say we are running some events, webinars, podcasts like

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<v Speaker 1>this one, we can engage in our sales as well

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<v Speaker 1>to connect to buyers who are registering for these events

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<v Speaker 1>pre and post event, et cetera. Et So this is

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<v Speaker 1>kind of the top of the funnel where we're creating awareness.

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<v Speaker 1>And what happens there is that a lot of companies,

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<v Speaker 1>like Andrew mentioned, do a bunch of activities on top

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<v Speaker 1>of the funnel. And when you look at also the

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<v Speaker 1>quotu quo, the bottom of the funnel where you have

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<v Speaker 1>the demand and the buyers are maybe reaching out to

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<v Speaker 1>you or they're booking the calls. Companies, a lot of

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<v Speaker 1>companies have something at the bottom of the funnel. It's

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<v Speaker 1>usually the sales process that kind of tries to capture

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<v Speaker 1>those buyers. But what a lot of companies miss is

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<v Speaker 1>the link between these two link between the brand awareness,

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<v Speaker 1>demand generation and actually the bottom of the funnel and

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<v Speaker 1>in the middle. And this is where ABM is situated.

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<v Speaker 1>And the way that you can think about it is

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<v Speaker 1>that a lot of the programs that we run on

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<v Speaker 1>top of the funnel to create awareness and start generating

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<v Speaker 1>the demand are generating engagement signals. So we start to

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<v Speaker 1>understand if these buyers are aware of our brand, if

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<v Speaker 1>they're engaging, what their interests are are there, you know,

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<v Speaker 1>for example, aware of our brand websites, attending events, et cetera.

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<v Speaker 1>We also now now can start identifying accounts that actually

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<v Speaker 1>fit our ICP, especially Tier one and Tier two higher

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<v Speaker 1>value accounts which deserve a more dedicated attention, which have

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<v Speaker 1>a higher revenue potential, where we can now also say, hey,

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<v Speaker 1>you know, for those accounts, let's start more proactively engaging

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<v Speaker 1>the other members of the buying committee multi threading, multi

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<v Speaker 1>threaded engagement, and let's start trying to understand and collect

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<v Speaker 1>the information about those accounts. What are directual priorities and challenges,

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<v Speaker 1>Why are they now engaging and considering that which is

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<v Speaker 1>what we call progressive profiling, together with sales leveraging the

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<v Speaker 1>marketing touch points to collect not only public information which

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<v Speaker 1>is part of account research, but also the quote unquote

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<v Speaker 1>insider information from those buyers through quote unquote progressive profiling

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<v Speaker 1>to get some insight into those accounts. And then once

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<v Speaker 1>you have enough insight, you can start also driving more

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<v Speaker 1>one on one program So I have engaged accounts, we

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<v Speaker 1>are aware of our brand, we have those signals, we

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<v Speaker 1>have collected some information about those accounts. We know that

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<v Speaker 1>they are high revenue potential, they are a good fit.

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<v Speaker 1>This is what's happening in the middle of the funnel.

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<v Speaker 1>Now I can start driving more one on one with

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<v Speaker 1>one on one programs, speaking specifically to their priorities, their challenges,

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<v Speaker 1>building relationships with their buying committee, and driving them into

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<v Speaker 1>into sales. Now, as Andrew mentioned, this is not the

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<v Speaker 1>end of the story, which is this is actually where

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<v Speaker 1>the real relationship with that account, it starts with our

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<v Speaker 1>customers starts. So the full funnel should then also include

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<v Speaker 1>programs to create customer success to actually successful, to facilitate

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<v Speaker 1>and enable that successful implementation of the product, to turn

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<v Speaker 1>that success into customer advocacy or basically into case studies,

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<v Speaker 1>into reference clients, into maybe client events, etc. Like. This

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<v Speaker 1>is something that every company should be working on because,

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<v Speaker 1>as we all know, a client, a new prospect that

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<v Speaker 1>comes from a client referral is five or more times

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<v Speaker 1>likely to become a customer than a call prospect. And

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<v Speaker 1>then obviously the relationship shoulds evolve because this account is

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<v Speaker 1>in a market that keeps on changing. The organization is

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<v Speaker 1>changing and evolving, and their needs are changing and evolving,

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<v Speaker 1>and you need to also have people and the programs

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<v Speaker 1>to kind of be in touch with what is happening

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<v Speaker 1>with those accounts and proactively start looking for the new

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<v Speaker 1>use cases, new departments within those target accounts where you

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<v Speaker 1>might be able to expand to now turn that initial success,

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<v Speaker 1>you're turning that maybe in customer advocacy to attract other clients.

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<v Speaker 1>But also the biggest opportunity for a lot of companies,

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<v Speaker 1>especially for sustainable growth, comes through renewals obviously and expansion,

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<v Speaker 1>and for that we really need to know how these

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<v Speaker 1>clients are evolving, what are the new business cases, Are

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<v Speaker 1>they actually still satisfied with the solutions are they're getting

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<v Speaker 1>most what they need out of it. Are they maybe

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<v Speaker 1>starting to look for other solutions, because unfortunately, more than

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<v Speaker 1>I believe ninety percent, I'm not sure about the exact number,

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<v Speaker 1>but it's a very high number. I believe more than

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<v Speaker 1>ninety of customers B to B customers are going to

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<v Speaker 1>churn silently. They're not going to say anything, They're just

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<v Speaker 1>going to churn. So having that proactive relationship is so important.

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<v Speaker 1>And one last thing that I wanted to say about

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<v Speaker 1>this diagram here about this process. How we think about

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<v Speaker 1>full funnel marketing is that whatever how, it doesn't matter

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<v Speaker 1>how good your demand gen and your ABM is right,

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<v Speaker 1>accounts will fall through the cracks or obviously the majority

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<v Speaker 1>of the accounts that are going through this process are

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<v Speaker 1>not going to end as a sales qualified opportunity and

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<v Speaker 1>a one deal. But that's very frequently not only because

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<v Speaker 1>you did something wrong. There's many other reasons, such as

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<v Speaker 1>the timing wasn't good. You know, they didn't understand something,

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<v Speaker 1>the priorities have changed, whatever is happening in that account.

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<v Speaker 1>But very very important is to quote and quote never

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<v Speaker 1>stop nurturing. So we want to make sure that we

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<v Speaker 1>don't remove those accounts when cold et cetera. From our

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<v Speaker 1>demand generation. This is how we close the loop, because

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<v Speaker 1>maybe in one quarter, two or three quarters, the opportunity

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<v Speaker 1>may come, the timing might become right, and you might

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<v Speaker 1>engage them, you know, in another way, with some other messaging,

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<v Speaker 1>with some other campaigns, et cetera, et cetera. So this

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<v Speaker 1>is an overview of the full fund marketing, how we

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<v Speaker 1>think about it, and I.

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<v Speaker 2>Think they fulel move forward. I will just bring a

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<v Speaker 2>couple of questions that you guys asked us upfront, as

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<v Speaker 2>they are highly relevant to what we just presented. Well,

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<v Speaker 2>two of them very similar from Michelle and Rob is

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<v Speaker 2>what the employment the full final framework differently for a

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<v Speaker 2>different stages of startups? And what does the main different runs?

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<v Speaker 2>And the same one is is it kind of applicable

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<v Speaker 2>only to big companies or could the downfall let's say,

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<v Speaker 2>smaller companies. The entire point is that what we were

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<v Speaker 2>sharing this uh, this diagram or even this framework right, uh,

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<v Speaker 2>this framework represents marketing and sales activities, but what's really

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<v Speaker 2>it is aligned piece is the how the demand is

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<v Speaker 2>created on the buyer's end, right, how the buyers are

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<v Speaker 2>moving from I just want to learn something I just

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<v Speaker 2>want to discover somebody's practices right to like I want

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<v Speaker 2>to buy your solution. This is the key and the

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<v Speaker 2>entire point is that, again, it's never linear, it's never

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<v Speaker 2>something that we can control. But can we influence it

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<v Speaker 2>with SALVA activities for sure if we do it holistically.

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<v Speaker 2>If we're not doing this in silence, marketing is doing something,

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<v Speaker 2>product is doing something, demand is doing something cells and

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<v Speaker 2>then completely opposite things, right everybody is running into different

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<v Speaker 2>directions purchasing the KP price. No, it's it's the entire

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<v Speaker 2>point that you map it out to your team, to

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<v Speaker 2>your capacity, and you put the buyer journey on the top.

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<v Speaker 2>And also the second question here was what are the

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<v Speaker 2>top let's say, top activities of best practices to improve

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<v Speaker 2>MKL to SCL conversion. As I said, unfortunately, lots of

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<v Speaker 2>companies still run let's say broken or obsolete MKL playbook

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<v Speaker 2>where we try to report an MKLS and then throw

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<v Speaker 2>the MLS to sales. We're not talking about this the

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<v Speaker 2>entire point. You can still use these definitions, but you

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<v Speaker 2>need to tie MKL SQL to these different stages of

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<v Speaker 2>the buyer journey. Right, So when MKL basically what for example,

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<v Speaker 2>we say, what could be a good definition of m

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<v Speaker 2>KEL MTL could be an engaged account. Right, So when

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<v Speaker 2>you have this, what's what was highlighted the engaged criteria

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<v Speaker 2>and you define together with sells the engagement threshold. Right

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<v Speaker 2>at this stage it's and it's qualified obviously it hits

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<v Speaker 2>your qualification creater. It could be called MKL and from

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<v Speaker 2>this point you start the ab M play with sales

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<v Speaker 2>running specific PLAYBOOKX right to move this account to SQL,

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<v Speaker 2>and SQL actually is when you have the discovery call

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<v Speaker 2>and the needs confirmed. Right, that could be the best

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<v Speaker 2>and the best practice here he's doing this holistically, right,

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<v Speaker 2>that's the key. So without like if you there is

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<v Speaker 2>no practice, and this is what we try to advocate

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<v Speaker 2>and explain for years. There are no best practices to

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<v Speaker 2>improve some nortural and automated sequences and expect that your

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<v Speaker 2>conversion would restically improve or just improve some outbound and

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<v Speaker 2>mails of whatever. No, what actually impacts that conversion from

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<v Speaker 2>mt A the SQL is the holistic way of influencing

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<v Speaker 2>the barer journey. And to answer Hannah's question, we're able

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<v Speaker 2>to access this chart for sure. You can't just send

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<v Speaker 2>me of what message and LinkedIn and we'll share it

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<v Speaker 2>with you absolutely no problem. Now the core question is

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<v Speaker 2>how to implement it, right, We're not going just to

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<v Speaker 2>be honest today, we're not going to dive into a

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<v Speaker 2>specific timeline, et cetera. But we want to explain the

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<v Speaker 2>fundamental principles, right, what you need to have in place

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<v Speaker 2>to be able to implement the full funnel marketing strategy.

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<v Speaker 2>And as I said, so we're working. It's already in

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<v Speaker 2>the middle of the progress. We're working on this full

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<v Speaker 2>final marketing book. So hopefully in one once you guys

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<v Speaker 2>will be able to pre order this and this is

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<v Speaker 2>where I will share the timelines, the specific stages, et cetera.

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<v Speaker 2>So for now, we want to focus on the fundamental principles.

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<v Speaker 2>What's what's actually they needed to implement full Finnel marketing

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<v Speaker 2>for ourselves. We have defined the six fundamental principles that

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<v Speaker 2>we are going to present today. One of them is

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<v Speaker 2>strong go to market fundamentals. The second one is cross

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<v Speaker 2>functional collaboration between client face and teams, market and sales,

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<v Speaker 2>client success, product, etc. Next, influencing the entire bar journey

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<v Speaker 2>and putting the buyer journey on the top of your priorities,

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<v Speaker 2>basically making it as a central as the core of

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<v Speaker 2>your marketing strategy. Next one balance and long term and

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<v Speaker 2>short term programs and balancing always own programs with the

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<v Speaker 2>experiments because you still need to innovate. But you can't

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<v Speaker 2>just innovate all the time. You still need to drive

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<v Speaker 2>the pipeline. Next, holistically measure marketing and sales performance not

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<v Speaker 2>just only by pipeline and revenue, but flipp andersh board.

420
00:28:56.240 --> 00:28:58.480
<v Speaker 2>You start with this metrics, but then you do the

421
00:28:58.559 --> 00:29:02.960
<v Speaker 2>decomposition of the like what different metrics you can apply

422
00:29:03.079 --> 00:29:07.079
<v Speaker 2>to full funnel stages up to the print metrics and

423
00:29:07.279 --> 00:29:11.599
<v Speaker 2>plastly how you can implement it use an OURPOS framework

424
00:29:11.640 --> 00:29:15.680
<v Speaker 2>which stands for Pilot Operasonalization scaling. So these as sex

425
00:29:15.759 --> 00:29:20.160
<v Speaker 2>fundamental principles and will share them one by one. The

426
00:29:20.240 --> 00:29:25.480
<v Speaker 2>first one and will just like spread this presentation between

427
00:29:25.559 --> 00:29:27.960
<v Speaker 2>me and Flat. The first one is having strong go

428
00:29:28.160 --> 00:29:32.599
<v Speaker 2>to market fundamentals IPHO. Now will stop sharing slides and

429
00:29:32.759 --> 00:29:37.240
<v Speaker 2>we'll just open uh the screen share and so you

430
00:29:37.400 --> 00:29:40.480
<v Speaker 2>guys would be able to see this entire scorecard that

431
00:29:40.680 --> 00:29:43.880
<v Speaker 2>we have once created across Flat and again if anybody

432
00:29:44.000 --> 00:29:46.680
<v Speaker 2>wants to get access to the scorecard. Feel free to

433
00:29:46.759 --> 00:29:50.119
<v Speaker 2>send us an message and we're going to share it

434
00:29:50.680 --> 00:29:54.319
<v Speaker 2>with you. This is the scorecard that we use as

435
00:29:55.640 --> 00:30:00.559
<v Speaker 2>an ideation process and also an audit of go to

436
00:30:00.720 --> 00:30:03.559
<v Speaker 2>market strategy. And this is what we recommend to do

437
00:30:03.799 --> 00:30:07.079
<v Speaker 2>forever go to market team, and I mean obviously by

438
00:30:07.160 --> 00:30:10.119
<v Speaker 2>go to market, not only marketing, but again sales product

439
00:30:10.160 --> 00:30:14.200
<v Speaker 2>clients access all clients facing functions. Right, think about this

440
00:30:14.640 --> 00:30:20.759
<v Speaker 2>scorecard as the full body checkup because quite often, right,

441
00:30:21.039 --> 00:30:24.200
<v Speaker 2>lots of people can say, hey, I'm absolutely healthy. But

442
00:30:24.359 --> 00:30:26.519
<v Speaker 2>if you are going to make the whole body check up,

443
00:30:26.599 --> 00:30:29.680
<v Speaker 2>unfortunately some things could pop up, right, and then you

444
00:30:30.079 --> 00:30:33.240
<v Speaker 2>receive specific recommendations. You need to improve this, You need

445
00:30:33.319 --> 00:30:35.720
<v Speaker 2>to improve that, You need to focus on this, and

446
00:30:35.839 --> 00:30:39.599
<v Speaker 2>this would be your priorities, right. And obviously, as human beings,

447
00:30:39.640 --> 00:30:42.480
<v Speaker 2>we can't do multiple things I mean for our organism,

448
00:30:42.559 --> 00:30:44.799
<v Speaker 2>for our body at the same time. Right, you need

449
00:30:44.880 --> 00:30:49.279
<v Speaker 2>to prioritize. You can't at the same time I don't

450
00:30:49.359 --> 00:30:54.799
<v Speaker 2>know builds, muscles, improve, I don't know your health, skin, etc.

451
00:30:55.519 --> 00:30:59.279
<v Speaker 2>You need to prioritize, right. But the entire point also

452
00:30:59.440 --> 00:31:01.960
<v Speaker 2>when you going to improve it, that you need to

453
00:31:02.039 --> 00:31:04.759
<v Speaker 2>do it holistically. It's Also, for example, if you need

454
00:31:04.839 --> 00:31:08.279
<v Speaker 2>to lose weight, it's not about just having a nice diet,

455
00:31:08.400 --> 00:31:11.559
<v Speaker 2>but it's also about doing specific sport activities right and

456
00:31:11.680 --> 00:31:16.559
<v Speaker 2>adjusting your schedule, prioritize, and sleep, et cetera. Multiple factors

457
00:31:17.079 --> 00:31:21.240
<v Speaker 2>impacting on the end goal the same as here. So

458
00:31:21.440 --> 00:31:24.480
<v Speaker 2>that's why when we are doing this audio of our

459
00:31:24.599 --> 00:31:27.960
<v Speaker 2>goal to market strategy, we start looking at goals and challenges.

460
00:31:28.039 --> 00:31:31.920
<v Speaker 2>What are our goals? What are the challenges we are facing? Right?

461
00:31:33.920 --> 00:31:37.519
<v Speaker 2>Why these challenges are happening? Are there any new initiatives

462
00:31:37.599 --> 00:31:42.720
<v Speaker 2>that our board was considered or presented to us, other

463
00:31:43.279 --> 00:31:49.920
<v Speaker 2>new initiatives that were considered by different teams, right? Why? Next? Also,

464
00:31:50.359 --> 00:31:54.720
<v Speaker 2>it's really important question if we want to run new initiatives,

465
00:31:55.079 --> 00:31:58.519
<v Speaker 2>do we have the necessary skill set? Because quite often

466
00:31:58.599 --> 00:32:01.680
<v Speaker 2>this is what we observe and it often happens when

467
00:32:01.960 --> 00:32:05.240
<v Speaker 2>companies want to launch account based marketing. They say, yeah,

468
00:32:05.559 --> 00:32:07.680
<v Speaker 2>I love a b M, let's do it. But the

469
00:32:07.759 --> 00:32:10.839
<v Speaker 2>reality is that there is no skill set and understanding

470
00:32:11.039 --> 00:32:14.759
<v Speaker 2>of what is required to make a b M successful. Right,

471
00:32:15.319 --> 00:32:18.200
<v Speaker 2>So this is this, This is an honors assessment that

472
00:32:18.400 --> 00:32:21.480
<v Speaker 2>you are doing for yourself. Right, Do you need any

473
00:32:21.640 --> 00:32:24.799
<v Speaker 2>help where you can get it. Next assessment of your

474
00:32:25.319 --> 00:32:28.480
<v Speaker 2>marketing team and the skill set of this team. Stack,

475
00:32:28.920 --> 00:32:32.200
<v Speaker 2>what is another stack and who owns that tack? Who

476
00:32:32.279 --> 00:32:34.960
<v Speaker 2>owns specific technology and how we're using it? Are we

477
00:32:35.119 --> 00:32:37.920
<v Speaker 2>using it to the whole potential? For example, when all

478
00:32:38.039 --> 00:32:41.720
<v Speaker 2>many teams are using zoom info and the only usage

479
00:32:41.720 --> 00:32:45.039
<v Speaker 2>of that theom info is just finding emails of people

480
00:32:45.400 --> 00:32:50.519
<v Speaker 2>and that's it. So, but it can obviously prink you

481
00:32:50.720 --> 00:32:53.440
<v Speaker 2>much bigger insights or the same for six sense for example,

482
00:32:53.519 --> 00:32:56.920
<v Speaker 2>we have heard multiple times companies are blaming sixth sense

483
00:32:57.200 --> 00:33:01.799
<v Speaker 2>that they overpaying for it. But the truth is that

484
00:33:02.319 --> 00:33:04.519
<v Speaker 2>just a couple of people who check the intent data

485
00:33:04.599 --> 00:33:07.319
<v Speaker 2>and that's it, right, and not using the maybe eighty

486
00:33:07.440 --> 00:33:11.039
<v Speaker 2>or ninety percent of the platform capabilities. So this is

487
00:33:11.119 --> 00:33:12.839
<v Speaker 2>the entire point you need to evaliate.

488
00:33:13.000 --> 00:33:13.200
<v Speaker 1>Are you.

489
00:33:14.839 --> 00:33:17.359
<v Speaker 2>Are you using the tools that you already have? Who

490
00:33:17.519 --> 00:33:20.400
<v Speaker 2>owns this right? How can we make maybe the product

491
00:33:20.480 --> 00:33:23.160
<v Speaker 2>adoption and our company for the processes that we are

492
00:33:23.200 --> 00:33:28.759
<v Speaker 2>running ABM readiness. We mentioned that ABM is a breach

493
00:33:28.839 --> 00:33:32.759
<v Speaker 2>between demandsen and sales activities. So this is basically the

494
00:33:32.839 --> 00:33:35.759
<v Speaker 2>playbook that helps to or the strategy that helps to

495
00:33:36.599 --> 00:33:39.880
<v Speaker 2>close the gap between marketing and sales and fix the

496
00:33:39.960 --> 00:33:44.559
<v Speaker 2>misalignment right. But the entire point is, before saying we

497
00:33:44.680 --> 00:33:47.079
<v Speaker 2>want to do ABM, you need to do an assessment.

498
00:33:47.200 --> 00:33:49.839
<v Speaker 2>Are we're ready to do this right? Thinking about the

499
00:33:49.960 --> 00:33:53.920
<v Speaker 2>questions for ABM? Next going through the go to market strategy?

500
00:33:54.039 --> 00:33:57.279
<v Speaker 2>What is our business model? What are our icps for

501
00:33:57.480 --> 00:34:01.039
<v Speaker 2>different products or use cases that we have, who could

502
00:34:01.119 --> 00:34:04.519
<v Speaker 2>be our partners, how the wire journey looks like for

503
00:34:04.680 --> 00:34:07.640
<v Speaker 2>the icps that we have prioritized. What are the core

504
00:34:07.759 --> 00:34:12.719
<v Speaker 2>segments of this icps right? Our differentiation, How competitors are

505
00:34:12.800 --> 00:34:15.400
<v Speaker 2>betting us right? What they are doing better? Where do

506
00:34:15.559 --> 00:34:19.920
<v Speaker 2>we overcome competitors? What is our collaboration with seals from

507
00:34:19.960 --> 00:34:23.000
<v Speaker 2>one to five? And how can we ramp it up?

508
00:34:23.559 --> 00:34:28.239
<v Speaker 2>Report and budgeting right, how our budgets are formed, attribution,

509
00:34:28.480 --> 00:34:31.599
<v Speaker 2>et cetera. And basically not just go and maybe through

510
00:34:33.679 --> 00:34:38.039
<v Speaker 2>the entire scorecard, because I mean, I just explained it

511
00:34:38.199 --> 00:34:41.119
<v Speaker 2>enough what we're doing. Next, we start thinking about the

512
00:34:41.239 --> 00:34:46.119
<v Speaker 2>core processes awareness and demand generation, content creation, demand capture

513
00:34:46.159 --> 00:34:50.360
<v Speaker 2>and seals and activation, client success a BM and two

514
00:34:50.599 --> 00:34:54.639
<v Speaker 2>maybe not so obvious points friction points. Do we have

515
00:34:55.079 --> 00:34:59.000
<v Speaker 2>clear prices? And I know lots of companies would say, yeah,

516
00:34:59.039 --> 00:35:02.800
<v Speaker 2>but we can just show pricings on our website fair enough,

517
00:35:03.119 --> 00:35:07.239
<v Speaker 2>But can we make some estimates? Can we make explanations?

518
00:35:07.280 --> 00:35:10.000
<v Speaker 2>So can we make a good documentation that at least

519
00:35:10.079 --> 00:35:14.079
<v Speaker 2>can set up evaluations for our bars, because I think

520
00:35:14.159 --> 00:35:18.320
<v Speaker 2>the worst experience that sells a face is having discovery

521
00:35:18.400 --> 00:35:21.239
<v Speaker 2>calls with bars that just want to ask about the

522
00:35:21.320 --> 00:35:24.800
<v Speaker 2>budget and then understand that they simply don't have this budget. Right,

523
00:35:24.920 --> 00:35:29.119
<v Speaker 2>waste of time for everybody, So book and call and

524
00:35:29.519 --> 00:35:32.880
<v Speaker 2>book and call. Some lead out. And it's almost twenty

525
00:35:33.000 --> 00:35:37.079
<v Speaker 2>twenty six, but still many companies have like the obsolete

526
00:35:37.119 --> 00:35:40.320
<v Speaker 2>webforms where you submitted and then you wait until somebody

527
00:35:40.440 --> 00:35:43.119
<v Speaker 2>will come to you and book a call with you. Right,

528
00:35:43.239 --> 00:35:46.760
<v Speaker 2>So this is obviously this creates tons of friction and

529
00:35:47.199 --> 00:35:50.679
<v Speaker 2>the simple things product over you and sandbox. To be honest,

530
00:35:50.840 --> 00:35:54.119
<v Speaker 2>I firmly believe that in the AI era, trying to

531
00:35:54.320 --> 00:36:01.519
<v Speaker 2>hiden your product is just playing back or basically firebacks.

532
00:36:01.960 --> 00:36:06.880
<v Speaker 2>It's on contrary when you show how your product and

533
00:36:06.960 --> 00:36:10.800
<v Speaker 2>today you have like interactive damas, you can record product too, videos,

534
00:36:10.840 --> 00:36:13.679
<v Speaker 2>et cetera. It just helps to onboard the customers and

535
00:36:13.840 --> 00:36:16.280
<v Speaker 2>if you highlight the values if you high light different

536
00:36:16.440 --> 00:36:19.519
<v Speaker 2>use cases, et cetera, it will just serve you better. Right,

537
00:36:20.079 --> 00:36:23.239
<v Speaker 2>And a couple of things that are important to also

538
00:36:23.320 --> 00:36:27.960
<v Speaker 2>incorporate in this analysis inter in your subject matter experts. S.

539
00:36:28.559 --> 00:36:31.320
<v Speaker 2>Subject matter experts should be the people who used to

540
00:36:31.440 --> 00:36:34.960
<v Speaker 2>work as your primary buyer persona. This is critical. So

541
00:36:35.440 --> 00:36:38.440
<v Speaker 2>with these people you can discuss who are the power

542
00:36:38.559 --> 00:36:43.000
<v Speaker 2>users of our product, why and how they are using it? Right?

543
00:36:43.400 --> 00:36:45.960
<v Speaker 2>What are their jobs to be done? How frequently they

544
00:36:46.159 --> 00:36:49.280
<v Speaker 2>using it? What are the strengths and weaknesses of our product,

545
00:36:49.639 --> 00:36:53.440
<v Speaker 2>how we can play on them, what our differentiation? And

546
00:36:53.559 --> 00:36:56.239
<v Speaker 2>then you can also and ask like, for example, what

547
00:36:56.400 --> 00:36:59.880
<v Speaker 2>are the typical technical questions our power users asking? Because

548
00:37:00.000 --> 00:37:03.760
<v Speaker 2>and you can create technical documentation especially this is essential

549
00:37:03.840 --> 00:37:05.639
<v Speaker 2>if you sell them to a T teams or a

550
00:37:05.760 --> 00:37:08.559
<v Speaker 2>TA teams are a part of the buying committee. Right,

551
00:37:08.920 --> 00:37:12.039
<v Speaker 2>what are the typical business questions? Because this is something

552
00:37:12.119 --> 00:37:14.480
<v Speaker 2>that you need to include in your buyer and problem

553
00:37:14.519 --> 00:37:18.480
<v Speaker 2>and generally in your content strategies. So I'm seeing your

554
00:37:18.559 --> 00:37:24.280
<v Speaker 2>questions about the score card and the template. Just send

555
00:37:24.519 --> 00:37:27.639
<v Speaker 2>me of what message on linked and we'll send you

556
00:37:27.920 --> 00:37:32.880
<v Speaker 2>a copy. Guys, no problem at all. But again, just

557
00:37:32.960 --> 00:37:36.760
<v Speaker 2>to wrap it up. The entire point is define the

558
00:37:36.880 --> 00:37:39.920
<v Speaker 2>core stages that you want, define the core points of

559
00:37:40.400 --> 00:37:43.400
<v Speaker 2>core elements of your goal to market strategy, define the

560
00:37:43.480 --> 00:37:46.679
<v Speaker 2>core questions, and then sit down with your team and

561
00:37:46.800 --> 00:37:51.000
<v Speaker 2>do this holistic by the check up right organism. This

562
00:37:51.599 --> 00:37:54.239
<v Speaker 2>is the core because this is how you can identify

563
00:37:55.320 --> 00:37:59.400
<v Speaker 2>what should be operationalized, what should be your core programs

564
00:37:59.480 --> 00:38:02.840
<v Speaker 2>that could become You always own programs where you are

565
00:38:02.960 --> 00:38:06.000
<v Speaker 2>not doing well? How can you improve it? And then

566
00:38:06.119 --> 00:38:09.320
<v Speaker 2>what order? What should have higher priority? Right? What should

567
00:38:09.360 --> 00:38:11.320
<v Speaker 2>be the first thing that you need to work on.

568
00:38:11.800 --> 00:38:14.360
<v Speaker 2>This is the key and on the top always you

569
00:38:14.519 --> 00:38:17.280
<v Speaker 2>have goals and challenges. You need to align it with

570
00:38:17.440 --> 00:38:22.360
<v Speaker 2>the goals and the initiatives of your leadership, because if

571
00:38:22.440 --> 00:38:24.679
<v Speaker 2>you try to do assumption that is not aligned with

572
00:38:24.800 --> 00:38:29.800
<v Speaker 2>the leadership vision, with the initiatives that prioritized, your programs

573
00:38:29.880 --> 00:38:34.920
<v Speaker 2>simply won't be approved or budgeted and supported. As simple

574
00:38:34.960 --> 00:38:38.800
<v Speaker 2>as that. So this is the first element. The second

575
00:38:38.920 --> 00:38:43.599
<v Speaker 2>one is the cross functional collaborations. You're okay and this

576
00:38:43.840 --> 00:38:46.599
<v Speaker 2>nice andtographic. Lets please.

577
00:38:48.000 --> 00:38:52.000
<v Speaker 1>A couple of points without diving too many details. I

578
00:38:52.079 --> 00:38:54.599
<v Speaker 1>think a lot of people who are attending this and

579
00:38:55.000 --> 00:39:00.800
<v Speaker 1>listening are aware that it's really important and really hard

580
00:39:00.920 --> 00:39:05.480
<v Speaker 1>to get sales and marketing working together, and especially in

581
00:39:05.559 --> 00:39:10.000
<v Speaker 1>the way that or even like with best intentions, the

582
00:39:10.079 --> 00:39:18.519
<v Speaker 1>way that organizations allocate assigned KPIs to the different teams

583
00:39:19.480 --> 00:39:24.000
<v Speaker 1>is actually a kind of a root cause of that problem.

584
00:39:24.159 --> 00:39:28.079
<v Speaker 1>So if you have misaligned KPIs, if marketing is in

585
00:39:28.239 --> 00:39:34.159
<v Speaker 1>charge of let's say awareness metrics or mqls, while sales

586
00:39:35.280 --> 00:39:40.280
<v Speaker 1>development let's say representatives SDRs are in charge of booking

587
00:39:40.360 --> 00:39:46.199
<v Speaker 1>the meetings and hitting some activity numbers, while the account

588
00:39:46.280 --> 00:39:50.199
<v Speaker 1>executives are in charge of booking a new pipeline, while

589
00:39:50.760 --> 00:39:58.239
<v Speaker 1>CS the customer's success is in charge of extension expansions

590
00:39:58.280 --> 00:40:02.360
<v Speaker 1>i'm sorry, preventing chairs or renewals. Then you have a

591
00:40:02.480 --> 00:40:06.159
<v Speaker 1>very misaligned organization. It's really difficult to get them aligned.

592
00:40:06.760 --> 00:40:12.239
<v Speaker 1>And I think there's a couple of couple of things,

593
00:40:12.440 --> 00:40:16.119
<v Speaker 1>because like there's also things that are within your control

594
00:40:16.199 --> 00:40:18.599
<v Speaker 1>and the things that are not within your control. So

595
00:40:19.199 --> 00:40:23.239
<v Speaker 1>we can talk all day here about the ideal picture,

596
00:40:23.840 --> 00:40:27.199
<v Speaker 1>but I wanted to just drop two kind of practical

597
00:40:27.320 --> 00:40:31.719
<v Speaker 1>things to consider, and the first one is that even

598
00:40:31.760 --> 00:40:34.119
<v Speaker 1>if you look at the marketing team, often you have

599
00:40:34.760 --> 00:40:39.840
<v Speaker 1>marketing marketing misalignment, you might have you know, separate especially

600
00:40:40.039 --> 00:40:46.920
<v Speaker 1>larger organization organizations, excuse me a separate content from demand generation.

601
00:40:47.760 --> 00:40:51.800
<v Speaker 1>Demand generation usually in charge of running demand capture ads,

602
00:40:51.960 --> 00:40:57.119
<v Speaker 1>usually content producing, maybe SEO content, maybe some sort of

603
00:40:57.440 --> 00:41:01.440
<v Speaker 1>you know, white papers or whatever, quote thought leadership content,

604
00:41:01.960 --> 00:41:05.280
<v Speaker 1>and a lot of product related content. Then you have

605
00:41:06.639 --> 00:41:09.519
<v Speaker 1>you know, your SDRs, et cetera. Now, even just within

606
00:41:09.639 --> 00:41:13.239
<v Speaker 1>the marketing team, we have seen a lot of times

607
00:41:13.920 --> 00:41:16.679
<v Speaker 1>you try to implement a program that is more focused

608
00:41:17.360 --> 00:41:22.199
<v Speaker 1>on a specific ICP ideal customer profile, on specific type

609
00:41:22.199 --> 00:41:26.519
<v Speaker 1>of accounts, which means creating content for that. Well, oh no,

610
00:41:26.679 --> 00:41:29.440
<v Speaker 1>you have to get into the queue of the corporate

611
00:41:29.559 --> 00:41:35.239
<v Speaker 1>content team, which has other completely other priorities. Other KPIs

612
00:41:35.400 --> 00:41:38.360
<v Speaker 1>related maybe to traffic, the number of white papers they

613
00:41:38.480 --> 00:41:44.360
<v Speaker 1>produce and SEO articles on whatnot. And it's almost impossible

614
00:41:44.519 --> 00:41:49.599
<v Speaker 1>to collaborate. One simple thing that we did with one

615
00:41:49.639 --> 00:41:51.960
<v Speaker 1>of the teams when we were trying to address that

616
00:41:52.679 --> 00:41:58.800
<v Speaker 1>was just making very explicit, just creating basically one spreadsheet

617
00:41:58.840 --> 00:42:02.599
<v Speaker 1>the calendar from month to month and making explicit all

618
00:42:02.639 --> 00:42:07.159
<v Speaker 1>the different activities that these different teams are planning to do.

619
00:42:07.840 --> 00:42:10.000
<v Speaker 1>So the field team is running some events, and the

620
00:42:10.719 --> 00:42:14.360
<v Speaker 1>demand gen is running this campaign promoting the new product launch.

621
00:42:14.440 --> 00:42:16.840
<v Speaker 1>I don't know which is what the product marketing is

622
00:42:16.960 --> 00:42:20.280
<v Speaker 1>driving and content is doing that. And then try to

623
00:42:20.480 --> 00:42:23.920
<v Speaker 1>at least connect some of those dots. Okay, we plan

624
00:42:24.039 --> 00:42:27.400
<v Speaker 1>to produce some content, and product marketing wants to put

625
00:42:27.519 --> 00:42:32.039
<v Speaker 1>this new let's say product feature a product launch, so

626
00:42:32.199 --> 00:42:35.039
<v Speaker 1>we need to talk more about that. And sales is

627
00:42:35.119 --> 00:42:38.400
<v Speaker 1>focused on the enterprise customers. Okay, what are the things

628
00:42:38.440 --> 00:42:40.639
<v Speaker 1>that we can do to align those activities? Came in

629
00:42:40.639 --> 00:42:43.840
<v Speaker 1>at least like plan maybe those events to be on

630
00:42:43.920 --> 00:42:46.760
<v Speaker 1>the same topic as the content, as the product marketing,

631
00:42:46.800 --> 00:42:50.079
<v Speaker 1>et cetera, et cetera. Already trying to connect those dots

632
00:42:50.159 --> 00:42:54.920
<v Speaker 1>is going to help. But the other practical suggestion that

633
00:42:55.039 --> 00:42:57.719
<v Speaker 1>we will come back to and I a little bit

634
00:42:57.800 --> 00:43:03.760
<v Speaker 1>more detail, is through cross functional collaboration, because honestly, if

635
00:43:03.800 --> 00:43:08.599
<v Speaker 1>you are trying to go after a specific high value

636
00:43:08.760 --> 00:43:13.519
<v Speaker 1>ideal customer profile, you know, to kind of like high

637
00:43:13.639 --> 00:43:19.519
<v Speaker 1>fit high value customers and accounts, it's really difficult to

638
00:43:19.599 --> 00:43:23.360
<v Speaker 1>do that in any sylo because you want to implement

639
00:43:23.639 --> 00:43:27.199
<v Speaker 1>you want to excuse me, you want to influence their

640
00:43:27.280 --> 00:43:31.119
<v Speaker 1>complete buyer journey from top to bottom. And if your

641
00:43:31.880 --> 00:43:35.039
<v Speaker 1>buyer journey is influenced by different teams, you know, some

642
00:43:35.800 --> 00:43:38.920
<v Speaker 1>content on the top and some demand gen in the middle,

643
00:43:39.000 --> 00:43:41.760
<v Speaker 1>and then sales doing their own thing. They're all working

644
00:43:41.840 --> 00:43:45.199
<v Speaker 1>on a different, different message in different content, different types

645
00:43:45.239 --> 00:43:51.719
<v Speaker 1>of customers. It's extremely difficult to basically implement a process

646
00:43:51.760 --> 00:43:54.400
<v Speaker 1>that is going to influence the complete buyer journey of

647
00:43:54.519 --> 00:43:58.760
<v Speaker 1>those target accounts. There will be a lot of misalignment. Okay,

648
00:43:59.639 --> 00:44:03.119
<v Speaker 1>but how do you solve that? As I said, we'll

649
00:44:03.199 --> 00:44:06.559
<v Speaker 1>dive more into that. But what we like to do

650
00:44:07.000 --> 00:44:09.760
<v Speaker 1>is to define a kind of a minimal viable team,

651
00:44:10.039 --> 00:44:12.199
<v Speaker 1>cross functional team, even if it's not going to be

652
00:44:12.320 --> 00:44:16.239
<v Speaker 1>a real team. You now formed a kind of a

653
00:44:17.639 --> 00:44:25.079
<v Speaker 1>pilot team where we excuse me, somebody, let me take

654
00:44:25.119 --> 00:44:29.079
<v Speaker 1>care of that. Even if for a you know, we

655
00:44:29.199 --> 00:44:33.400
<v Speaker 1>define a pilot and we speak more about it, scope

656
00:44:33.519 --> 00:44:38.480
<v Speaker 1>down on maybe one vertical, one segment, and we pick

657
00:44:38.639 --> 00:44:42.079
<v Speaker 1>one person for the key departments, one person from sales,

658
00:44:42.280 --> 00:44:47.039
<v Speaker 1>one person from marketing, one person from content, and we

659
00:44:47.519 --> 00:44:50.960
<v Speaker 1>enable them to work on the same targets on the

660
00:44:51.039 --> 00:44:54.000
<v Speaker 1>same ICP for a period of you know, a quarter

661
00:44:54.119 --> 00:44:58.400
<v Speaker 1>or two. You're probably going to see and you do

662
00:44:58.519 --> 00:45:02.760
<v Speaker 1>this properly, you're probably going to see wins that. Then

663
00:45:02.840 --> 00:45:06.239
<v Speaker 1>you can present to the organization and show them, hey,

664
00:45:06.719 --> 00:45:09.920
<v Speaker 1>see what we can that we can get much better

665
00:45:10.000 --> 00:45:12.800
<v Speaker 1>results when we work together, when we are aligned. We

666
00:45:12.880 --> 00:45:15.960
<v Speaker 1>have done this pilot, we can show that, hey, this

667
00:45:16.159 --> 00:45:19.800
<v Speaker 1>is working much better now thanks to the marketing awareness,

668
00:45:20.320 --> 00:45:25.199
<v Speaker 1>targeting the same customers, sales is able to get better

669
00:45:25.320 --> 00:45:28.679
<v Speaker 1>response rates. When we have response rates and we booked

670
00:45:28.719 --> 00:45:31.719
<v Speaker 1>the meetings, these meetings are now with better target accounts.

671
00:45:32.239 --> 00:45:37.079
<v Speaker 1>These accounts seem to be more sales ready, they close better,

672
00:45:37.920 --> 00:45:40.599
<v Speaker 1>et cetera, et cetera, et cetera. Once we close an

673
00:45:40.920 --> 00:45:44.280
<v Speaker 1>ICP account, we know that also customer success is happy

674
00:45:44.360 --> 00:45:47.039
<v Speaker 1>because they know that this is a good fit and

675
00:45:47.119 --> 00:45:50.239
<v Speaker 1>we can actually create value for them. They can become

676
00:45:50.280 --> 00:45:53.199
<v Speaker 1>a long term customer. Everything is kind of fixed and

677
00:45:53.320 --> 00:45:55.880
<v Speaker 1>you can create that alignment. I know this is one

678
00:45:55.920 --> 00:45:59.199
<v Speaker 1>of the most difficult points to solve. It requires a

679
00:45:59.239 --> 00:46:02.119
<v Speaker 1>lot of change management. That's why we always and we

680
00:46:02.199 --> 00:46:05.599
<v Speaker 1>will talk more about our BUS framework when we when

681
00:46:05.599 --> 00:46:09.000
<v Speaker 1>we talk about it, but it is a very critical

682
00:46:09.079 --> 00:46:14.519
<v Speaker 1>thing because otherwise it's really really difficult to move the

683
00:46:14.639 --> 00:46:17.079
<v Speaker 1>needle on enterprise accounts.

684
00:46:18.639 --> 00:46:22.079
<v Speaker 2>Your music Yeah, sorry, I was muted. I wanted to

685
00:46:22.159 --> 00:46:26.159
<v Speaker 2>say before we'll move forward. Quite often we're here or

686
00:46:26.239 --> 00:46:29.840
<v Speaker 2>received the question where we can learn about full Finnel marketing,

687
00:46:29.920 --> 00:46:33.079
<v Speaker 2>and so was flat again maybe just sharing a little

688
00:46:33.119 --> 00:46:37.480
<v Speaker 2>bit behind the scenes. We are designer, but we want

689
00:46:37.519 --> 00:46:40.000
<v Speaker 2>to call the Netflix for a Bit to B marketers.

690
00:46:40.079 --> 00:46:43.320
<v Speaker 2>This is the definition one of our full Final Academy

691
00:46:43.360 --> 00:46:47.679
<v Speaker 2>students once gave to us. But jokes aside, what we're

692
00:46:47.760 --> 00:46:51.440
<v Speaker 2>working on is redesign an our full Finnl Academy. I

693
00:46:51.480 --> 00:46:55.599
<v Speaker 2>will drub the link in the chat, and this is

694
00:46:55.719 --> 00:47:00.199
<v Speaker 2>where we built the holistic educational portal of for a

695
00:47:00.239 --> 00:47:03.800
<v Speaker 2>Bit to the marketers for different roles CMOS, healths of Marketing,

696
00:47:03.880 --> 00:47:07.639
<v Speaker 2>demanden and a BM. Marketers basically given access to all

697
00:47:07.719 --> 00:47:11.760
<v Speaker 2>our courses and playbooks, account as market and demand generation,

698
00:47:11.960 --> 00:47:15.440
<v Speaker 2>go to market strategy, et cetera, and all the future updates.

699
00:47:15.880 --> 00:47:19.920
<v Speaker 2>So if this isssumthing that you are looking to learn about,

700
00:47:20.320 --> 00:47:23.400
<v Speaker 2>that would be a good, uh, let's say, place to

701
00:47:23.599 --> 00:47:27.400
<v Speaker 2>dive deeper into the topic. Now moving forward to the

702
00:47:27.519 --> 00:47:30.960
<v Speaker 2>SOT companyent, we already spoke about this, so I will

703
00:47:31.119 --> 00:47:36.239
<v Speaker 2>just very briefly explain a couple of things to about

704
00:47:36.480 --> 00:47:39.960
<v Speaker 2>influencing the entire buyer journey. Right, So on the left

705
00:47:40.039 --> 00:47:43.480
<v Speaker 2>side you see the full final framework. Then in the

706
00:47:43.639 --> 00:47:47.800
<v Speaker 2>middle what you can see is the buying process. Right,

707
00:47:48.039 --> 00:47:51.639
<v Speaker 2>how the buying journey and what are the critical stages

708
00:47:51.920 --> 00:47:55.119
<v Speaker 2>of the buyer journey could be? This is something that

709
00:47:55.320 --> 00:47:58.639
<v Speaker 2>you need to define together again as the cross functional

710
00:47:58.760 --> 00:48:03.039
<v Speaker 2>team and what could be actually very helpful. We highly

711
00:48:03.119 --> 00:48:07.320
<v Speaker 2>recommend you guys at least once run a small experiment

712
00:48:07.519 --> 00:48:12.960
<v Speaker 2>take one, two, three recent deals, and then visualize the

713
00:48:13.159 --> 00:48:16.840
<v Speaker 2>entire buyer journey. We have heard multiple times the teams

714
00:48:16.880 --> 00:48:18.920
<v Speaker 2>tell us, oh, yeah, for sure, we mapped out the

715
00:48:19.000 --> 00:48:21.119
<v Speaker 2>buyar journey and then when we look at it, it's

716
00:48:21.280 --> 00:48:25.599
<v Speaker 2>kind of pigma file or mirror board. And then we see,

717
00:48:25.920 --> 00:48:28.400
<v Speaker 2>you know, the kind of sticking notes with the bar

718
00:48:28.639 --> 00:48:32.320
<v Speaker 2>journey which is linear, and we assume that it's it

719
00:48:32.480 --> 00:48:34.760
<v Speaker 2>looks like this, but we all know that it's never

720
00:48:34.960 --> 00:48:40.239
<v Speaker 2>a linear process. So what is our recommendation. We highly

721
00:48:40.320 --> 00:48:44.840
<v Speaker 2>recommend to those three things. First, run customer research, run

722
00:48:45.000 --> 00:48:48.679
<v Speaker 2>interviews with the champions and maybe with the power users,

723
00:48:49.199 --> 00:48:51.719
<v Speaker 2>with the buying committee group that was involved in the

724
00:48:51.800 --> 00:48:55.679
<v Speaker 2>purchasing decision, and try to understand the buying process, the

725
00:48:55.760 --> 00:48:59.679
<v Speaker 2>key touch points, et cetera, and how the internal process

726
00:48:59.800 --> 00:49:03.199
<v Speaker 2>look like, because this assumption that is absolutely invisible to

727
00:49:03.320 --> 00:49:06.320
<v Speaker 2>all of us, and that's crucial to understand. Right, what

728
00:49:06.559 --> 00:49:09.760
<v Speaker 2>were the main interactions, how they were thinking about buy

729
00:49:09.800 --> 00:49:12.679
<v Speaker 2>an our brand, to whom they compared us, why they

730
00:49:12.760 --> 00:49:16.920
<v Speaker 2>selected us, what were the key questions and discussions happening internally,

731
00:49:16.960 --> 00:49:21.880
<v Speaker 2>et cetera. Next, try to capture all the digital touch points.

732
00:49:21.960 --> 00:49:26.320
<v Speaker 2>If you have analytics like hockey Stack or trim Data,

733
00:49:26.400 --> 00:49:29.400
<v Speaker 2>then you're in a lucky position. But if you don't

734
00:49:29.480 --> 00:49:33.000
<v Speaker 2>have it, no warres. Try to capture all the touch

735
00:49:33.079 --> 00:49:39.079
<v Speaker 2>points from your market and automation systems webinars, CRM, calendars, etc.

736
00:49:39.400 --> 00:49:42.480
<v Speaker 2>And see what were the main interactions at touch points.

737
00:49:42.840 --> 00:49:46.559
<v Speaker 2>And based on this, then try to visualize the journey. Right,

738
00:49:46.679 --> 00:49:49.679
<v Speaker 2>Try to highlight these main interactions and touch points and

739
00:49:49.840 --> 00:49:53.400
<v Speaker 2>map it out to different full final stages. Because when

740
00:49:53.480 --> 00:49:57.679
<v Speaker 2>you'll finish this, what you can do is actually map

741
00:49:57.800 --> 00:50:01.000
<v Speaker 2>out a buyer journey for a specific can create ICP.

742
00:50:01.559 --> 00:50:05.079
<v Speaker 2>One thing though, is that for different icpies the journey

743
00:50:05.119 --> 00:50:08.119
<v Speaker 2>would be completely different, right, Never try to create a

744
00:50:08.239 --> 00:50:13.840
<v Speaker 2>universal one. That's that's essential in this case. Again you

745
00:50:14.880 --> 00:50:18.159
<v Speaker 2>it's presented like a linear journey, but they don't treat

746
00:50:18.199 --> 00:50:21.679
<v Speaker 2>it like this. The entire point here is mapping out

747
00:50:21.760 --> 00:50:25.280
<v Speaker 2>the core stages and then mappen out market and sell

748
00:50:25.400 --> 00:50:30.320
<v Speaker 2>or basically cross functional activities that I aligned with your

749
00:50:30.400 --> 00:50:34.119
<v Speaker 2>bandwads with your capacity. We don't need to kind of

750
00:50:35.320 --> 00:50:38.000
<v Speaker 2>you know, were pink colored glasses and say hey, we

751
00:50:38.079 --> 00:50:40.239
<v Speaker 2>can do a bunch of things. No way, just do

752
00:50:40.400 --> 00:50:44.440
<v Speaker 2>what is realistically possible to be done to influence the

753
00:50:44.639 --> 00:50:47.800
<v Speaker 2>entire Bier journey, and then start start mapping out this

754
00:50:47.920 --> 00:50:52.280
<v Speaker 2>cross cross functional Uh, let's say functions to run and

755
00:50:52.519 --> 00:50:58.400
<v Speaker 2>execute all of these activities. This would be critical. Again,

756
00:50:59.039 --> 00:51:03.039
<v Speaker 2>the next point is and we see this is an

757
00:51:03.079 --> 00:51:06.400
<v Speaker 2>interesting story. I will pass microphone and lot in a second.

758
00:51:07.679 --> 00:51:12.960
<v Speaker 2>We're now lots of marketers who are falling in love

759
00:51:13.119 --> 00:51:16.519
<v Speaker 2>with the concept and then they come to the organization

760
00:51:16.800 --> 00:51:20.320
<v Speaker 2>and try to ignite the revolutions saying, yeah, so we

761
00:51:20.480 --> 00:51:23.159
<v Speaker 2>were doing marketing in the wrong way. From tomorrow, we

762
00:51:23.199 --> 00:51:25.920
<v Speaker 2>are going to do things differently, so we need to

763
00:51:26.000 --> 00:51:28.400
<v Speaker 2>blow it all up right. We are going to invest

764
00:51:28.440 --> 00:51:33.239
<v Speaker 2>time and vi our journey into these new metrics, new activities.

765
00:51:33.320 --> 00:51:36.480
<v Speaker 2>We are going to set up cross functional teams and

766
00:51:36.679 --> 00:51:43.239
<v Speaker 2>you know what happens, It's immediately shut down because nobody

767
00:51:43.480 --> 00:51:47.079
<v Speaker 2>likes revolutions, right, And the truth is that nobody is

768
00:51:47.159 --> 00:51:50.559
<v Speaker 2>going to support something that is not proven. Hence that's

769
00:51:50.639 --> 00:51:55.719
<v Speaker 2>why we always recommend to implement it gradually using this

770
00:51:55.960 --> 00:51:59.440
<v Speaker 2>pos framework. That's what will share a second you stole

771
00:51:59.559 --> 00:51:59.920
<v Speaker 2>my own.

772
00:52:00.239 --> 00:52:03.039
<v Speaker 1>I was thinking of using the same opening. It's an

773
00:52:03.239 --> 00:52:06.920
<v Speaker 1>evolution and not a revolution. As one of our clients said,

774
00:52:07.480 --> 00:52:10.920
<v Speaker 1>it's a beautiful way to think about it. We know

775
00:52:11.039 --> 00:52:13.559
<v Speaker 1>that it's hard to drive change. We just spoke about

776
00:52:13.599 --> 00:52:19.559
<v Speaker 1>it several times, very hard to change your whole organization.

777
00:52:20.719 --> 00:52:23.519
<v Speaker 1>The ideas would get shut down. And so what you

778
00:52:23.639 --> 00:52:26.320
<v Speaker 1>want to do instead? You want to first of all

779
00:52:26.599 --> 00:52:31.960
<v Speaker 1>reduce the ask, right, so you're not asking to revolutionize

780
00:52:32.599 --> 00:52:38.000
<v Speaker 1>and change your complete way of working. Because while you're changing,

781
00:52:38.599 --> 00:52:41.079
<v Speaker 1>there would be no pipeline, there would be nothing happening,

782
00:52:41.800 --> 00:52:45.320
<v Speaker 1>and it's a very very very risky move for you,

783
00:52:45.800 --> 00:52:49.559
<v Speaker 1>for your career and the organization itself, and they will

784
00:52:50.159 --> 00:52:55.559
<v Speaker 1>very very likely not accept it. The framework that we

785
00:52:55.719 --> 00:53:01.199
<v Speaker 1>use for that is to basically propose a pilot, smaller ask.

786
00:53:02.079 --> 00:53:04.360
<v Speaker 1>And what is a pilot? A pilot is not just

787
00:53:04.880 --> 00:53:09.280
<v Speaker 1>doing a small experiment. It's actually a very structured approach

788
00:53:09.519 --> 00:53:13.159
<v Speaker 1>where you say, hey, you know what, we want to

789
00:53:13.280 --> 00:53:17.000
<v Speaker 1>run this properly. We want to implement a full funnel approach.

790
00:53:17.199 --> 00:53:25.119
<v Speaker 1>We want to definitely address our ICP customers, our best

791
00:53:25.360 --> 00:53:28.000
<v Speaker 1>value customers. We want to prove to the organization that

792
00:53:28.239 --> 00:53:33.719
<v Speaker 1>A we can proactively go after our best customers. B

793
00:53:34.400 --> 00:53:37.360
<v Speaker 1>that when we work together and implement this new way

794
00:53:37.400 --> 00:53:42.079
<v Speaker 1>of working, we can turn more of those potential customers,

795
00:53:42.199 --> 00:53:47.239
<v Speaker 1>more of those target accounts into actual pipeline right and

796
00:53:47.840 --> 00:53:52.960
<v Speaker 1>therefore C we can get better results. Because we all

797
00:53:53.039 --> 00:53:57.679
<v Speaker 1>know it's not about the B to B enterprise B

798
00:53:57.800 --> 00:54:02.119
<v Speaker 1>two B with high dealsis where you're going after very

799
00:54:02.199 --> 00:54:07.559
<v Speaker 1>large organizations. It's not about volume as much about quality

800
00:54:07.840 --> 00:54:11.119
<v Speaker 1>of those customers. So if i can now close several

801
00:54:11.239 --> 00:54:15.280
<v Speaker 1>of those enterprise customers, I'm probably on the long run,

802
00:54:15.480 --> 00:54:19.960
<v Speaker 1>I'm going to more drastically improve our revenue metrics and

803
00:54:20.079 --> 00:54:23.199
<v Speaker 1>our growth than if I'm just doing a kind of

804
00:54:23.199 --> 00:54:27.119
<v Speaker 1>a more volume approach. Okay, so this is kind of

805
00:54:27.159 --> 00:54:30.599
<v Speaker 1>the principle. So does it work in practice? Well, first

806
00:54:30.679 --> 00:54:33.800
<v Speaker 1>of all, you decide, how are we going to sculpe

807
00:54:33.840 --> 00:54:37.239
<v Speaker 1>this down and we usually say, you know what one goal?

808
00:54:39.519 --> 00:54:41.960
<v Speaker 1>Do you want to start with a net new because

809
00:54:42.000 --> 00:54:47.760
<v Speaker 1>that's the highest priority for the organization. The sales is

810
00:54:47.840 --> 00:54:50.719
<v Speaker 1>complained that there is lack of awareness in target accounts,

811
00:54:51.280 --> 00:54:55.840
<v Speaker 1>there is zero new pipeline being generated. The inbound pipeline

812
00:54:55.920 --> 00:54:58.599
<v Speaker 1>is unpredictable, and we are not really getting the ICP

813
00:54:58.800 --> 00:55:04.239
<v Speaker 1>accounts through inbound. The outbound is not working anymore as

814
00:55:04.280 --> 00:55:07.400
<v Speaker 1>it used to work. We definitely need a solution for

815
00:55:07.599 --> 00:55:11.440
<v Speaker 1>the net new accounts, for the new pipeline. That new pipeline, Well, okay,

816
00:55:11.880 --> 00:55:16.159
<v Speaker 1>then this is our goal, or maybe the goal is expansion. Look,

817
00:55:16.239 --> 00:55:18.800
<v Speaker 1>we worked the last few years, We've closed these big

818
00:55:18.920 --> 00:55:21.159
<v Speaker 1>accounts and we know that there is a much much

819
00:55:21.239 --> 00:55:24.960
<v Speaker 1>higher potential be those. Well, then the goal for that

820
00:55:26.039 --> 00:55:29.239
<v Speaker 1>might be expansion. Second, who is going to be in

821
00:55:29.320 --> 00:55:32.079
<v Speaker 1>that team? We said, you can start with a small team.

822
00:55:32.119 --> 00:55:35.679
<v Speaker 1>It's like one market the one salesperson, one person from content,

823
00:55:36.320 --> 00:55:41.639
<v Speaker 1>and a supporting role of an SME subject matter expert.

824
00:55:42.960 --> 00:55:47.840
<v Speaker 1>And you actually don't want to have a large pilot team.

825
00:55:48.000 --> 00:55:53.239
<v Speaker 1>The larger the team, the more chances for this is

826
00:55:53.360 --> 00:55:57.559
<v Speaker 1>to fail. It sounds a little bit counterintuitive, but it's true.

827
00:55:57.599 --> 00:56:01.480
<v Speaker 1>In practice, because you're going to be doing things that

828
00:56:01.599 --> 00:56:06.639
<v Speaker 1>are different, especially for sales. The more salespeople you involve,

829
00:56:07.480 --> 00:56:11.119
<v Speaker 1>the more chance of them actually disengaging and not doing

830
00:56:11.440 --> 00:56:18.159
<v Speaker 1>their part is higher because they are unfortunately, in the

831
00:56:18.440 --> 00:56:23.159
<v Speaker 1>majority of organizations, they're incentivized short term. For you to

832
00:56:23.320 --> 00:56:26.519
<v Speaker 1>make this program work, you need to make sure that

833
00:56:26.599 --> 00:56:31.199
<v Speaker 1>they're also working on future pipeline right. And because of

834
00:56:31.280 --> 00:56:34.719
<v Speaker 1>this misalignment and asking them to do something new right,

835
00:56:36.840 --> 00:56:42.840
<v Speaker 1>the chances that whenever the pressurizes things happen, they're going

836
00:56:42.960 --> 00:56:46.639
<v Speaker 1>to be actually turning away and focusing on what they

837
00:56:46.800 --> 00:56:49.679
<v Speaker 1>always did, what they know from the past. Words. You know,

838
00:56:49.800 --> 00:56:52.519
<v Speaker 1>people are like that when they have a need for safety,

839
00:56:52.559 --> 00:56:54.880
<v Speaker 1>they go back to what they were always doing. So

840
00:56:55.159 --> 00:56:58.800
<v Speaker 1>you basically the best outcome for you, the best approach

841
00:56:58.880 --> 00:57:02.639
<v Speaker 1>is to choose one change age and the champion from

842
00:57:02.719 --> 00:57:06.239
<v Speaker 1>sales who is more engaged, who can help you actually

843
00:57:06.480 --> 00:57:10.559
<v Speaker 1>implement this process properly, and then show to the rest

844
00:57:10.599 --> 00:57:14.880
<v Speaker 1>of the organization based on his or her results, Hey,

845
00:57:15.119 --> 00:57:18.159
<v Speaker 1>look we did these things differently and we were able

846
00:57:18.239 --> 00:57:21.159
<v Speaker 1>to achieve better results than sales. Will start to listen,

847
00:57:21.840 --> 00:57:26.320
<v Speaker 1>So small team very important about I mentioned content several

848
00:57:26.480 --> 00:57:30.039
<v Speaker 1>times the key roles that you definitely want to have.

849
00:57:30.599 --> 00:57:34.159
<v Speaker 1>And I mentioned sales already, So somebody from sales development

850
00:57:35.039 --> 00:57:38.079
<v Speaker 1>as a SDR BDR, somebody who's going to engage with

851
00:57:38.119 --> 00:57:41.239
<v Speaker 1>those target accounts. You want to have a person from

852
00:57:41.320 --> 00:57:43.440
<v Speaker 1>marketing who's kind of in charge of that program. We

853
00:57:43.519 --> 00:57:45.400
<v Speaker 1>call this AB and lead. And you want to have

854
00:57:46.039 --> 00:57:50.440
<v Speaker 1>content and not to have to go on the corporate

855
00:57:50.519 --> 00:57:54.559
<v Speaker 1>content agenda and ask them to create business of content.

856
00:57:54.679 --> 00:57:58.239
<v Speaker 1>Somebody who's going to actually be working at least part

857
00:57:58.320 --> 00:58:01.400
<v Speaker 1>time together with you on that pilot. So these are

858
00:58:01.480 --> 00:58:04.639
<v Speaker 1>kind of the key, key key roles. And having some

859
00:58:05.000 --> 00:58:08.320
<v Speaker 1>support from a subject matter expert for the insights that

860
00:58:08.360 --> 00:58:11.079
<v Speaker 1>you will need about those target accounts. This can be

861
00:58:11.199 --> 00:58:15.880
<v Speaker 1>somebody asked about customer success. There are in a lot

862
00:58:15.920 --> 00:58:19.119
<v Speaker 1>of organizations very knowledgeable and a good candidate to provide

863
00:58:19.159 --> 00:58:22.519
<v Speaker 1>some input. This can be, like under mentioned, anybody who

864
00:58:22.960 --> 00:58:26.880
<v Speaker 1>ideally has worked as a customer in their previous role.

865
00:58:27.000 --> 00:58:29.159
<v Speaker 1>They were, you know, in the role of your customers.

866
00:58:29.199 --> 00:58:31.480
<v Speaker 1>So if you're going after HRS, maybe it's your HR.

867
00:58:32.000 --> 00:58:35.840
<v Speaker 1>If they are you know, technical, maybe somebody from your

868
00:58:36.079 --> 00:58:39.480
<v Speaker 1>from your technical team. But very frequently you will have

869
00:58:39.679 --> 00:58:45.119
<v Speaker 1>either like sales engineers, solutions engineers. They are really good candidates. Uh.

870
00:58:45.440 --> 00:58:51.559
<v Speaker 1>And you might have, like I said, CS, I'm sorry,

871
00:58:52.360 --> 00:58:55.639
<v Speaker 1>can be a good candidate too. When you have your

872
00:58:55.679 --> 00:58:59.639
<v Speaker 1>pilot team, you usually we always advise use the current stack.

873
00:58:59.719 --> 00:59:02.559
<v Speaker 1>Don't invest in a news stack. Just use the current

874
00:59:02.639 --> 00:59:06.119
<v Speaker 1>technology stack that you have. The most important thing is

875
00:59:06.320 --> 00:59:09.480
<v Speaker 1>to focus. When you're focusing, to focus on one geography,

876
00:59:10.119 --> 00:59:16.880
<v Speaker 1>one target segment. We like to define the target account cluster,

877
00:59:17.039 --> 00:59:20.360
<v Speaker 1>which is basically a group of accounts with similar challenges.

878
00:59:21.039 --> 00:59:25.159
<v Speaker 1>This is where the customer research that Andrey was talking

879
00:59:25.199 --> 00:59:30.400
<v Speaker 1>about comes into play, because we know, for example, that

880
00:59:31.119 --> 00:59:34.199
<v Speaker 1>we have studied our best customers. We have discovered that

881
00:59:34.320 --> 00:59:40.039
<v Speaker 1>the majority of them came because they for example I

882
00:59:40.239 --> 00:59:42.519
<v Speaker 1>was talking about, I was taking that example of this

883
00:59:42.840 --> 00:59:47.679
<v Speaker 1>recruitment talented posician solution because they were hiring like remote rolls,

884
00:59:47.719 --> 00:59:50.440
<v Speaker 1>a lot of remote roles. Or maybe this is one

885
00:59:50.480 --> 00:59:55.320
<v Speaker 1>of the criteria that we're going to use companies in tech,

886
00:59:55.679 --> 00:59:58.880
<v Speaker 1>Let's say, who are hiring remote roles. That could be

887
00:59:59.039 --> 01:00:02.079
<v Speaker 1>like a segment that you want to focus on. For

888
01:00:02.199 --> 01:00:05.760
<v Speaker 1>this segment, you want to really nail down the account

889
01:00:05.840 --> 01:00:09.559
<v Speaker 1>qualification and prioritization criteria, so you can actually build a

890
01:00:09.639 --> 01:00:14.360
<v Speaker 1>list for your program and then define the full program

891
01:00:15.360 --> 01:00:18.679
<v Speaker 1>a minimal number of activities that you need but across

892
01:00:18.960 --> 01:00:22.760
<v Speaker 1>at least the top and the middle and the bottom

893
01:00:22.800 --> 01:00:26.159
<v Speaker 1>of the funnel. So you need an awareness activity to

894
01:00:26.320 --> 01:00:30.199
<v Speaker 1>create awareness in those target accounts around specific challenges. You

895
01:00:30.320 --> 01:00:34.559
<v Speaker 1>need engagement activities. The sales needs to engage with those

896
01:00:34.679 --> 01:00:37.920
<v Speaker 1>buyers to start getting some information. You need to research

897
01:00:38.000 --> 01:00:41.159
<v Speaker 1>those accounts, and then you need to have some activities

898
01:00:41.239 --> 01:00:44.280
<v Speaker 1>to be able to go from the engagement to book

899
01:00:44.480 --> 01:00:47.639
<v Speaker 1>the actual sales calls. We have a separate frame for

900
01:00:47.760 --> 01:00:51.519
<v Speaker 1>that and have been diving in various podcast episodes in

901
01:00:51.599 --> 01:00:54.960
<v Speaker 1>our newsletter, etc. We can share more information about how

902
01:00:55.039 --> 01:00:58.360
<v Speaker 1>to create that program. So you scope it down, You

903
01:00:58.519 --> 01:01:01.719
<v Speaker 1>define your program and with a small team, you run

904
01:01:01.800 --> 01:01:05.119
<v Speaker 1>it during a period of a quarter. Typically the advice

905
01:01:05.199 --> 01:01:08.159
<v Speaker 1>to do it for at least one quarter, and then

906
01:01:08.800 --> 01:01:14.440
<v Speaker 1>during that quarter you over communicate any positive signals and

907
01:01:14.639 --> 01:01:20.360
<v Speaker 1>wins that you have. You make sure that you're constantly

908
01:01:20.480 --> 01:01:25.800
<v Speaker 1>like like running weekly pipeline review meetings where we bring

909
01:01:25.920 --> 01:01:29.679
<v Speaker 1>together the piloty members on sales and marketing. We review

910
01:01:29.719 --> 01:01:33.599
<v Speaker 1>the accounts in our lists, the newly engaged accounts. We

911
01:01:33.760 --> 01:01:37.960
<v Speaker 1>plan the next activities for those accounts. The content needs

912
01:01:38.000 --> 01:01:40.440
<v Speaker 1>to be created, what marketing should do, what sales should do,

913
01:01:41.480 --> 01:01:44.239
<v Speaker 1>so really try to run it in a cross functional manner.

914
01:01:44.880 --> 01:01:47.840
<v Speaker 1>And then towards the end of the pilot, you create

915
01:01:47.920 --> 01:01:50.840
<v Speaker 1>a retrospect. You see what work didn't work, and you

916
01:01:51.360 --> 01:01:55.760
<v Speaker 1>basically document the processes that work. You can then also

917
01:01:56.280 --> 01:01:59.480
<v Speaker 1>use that retrospect to show to the organization, hey, look

918
01:01:59.559 --> 01:02:02.719
<v Speaker 1>this is what with it. These were the results We

919
01:02:02.880 --> 01:02:05.079
<v Speaker 1>believe that. You know, if we can do more of

920
01:02:05.159 --> 01:02:07.159
<v Speaker 1>that and fix some of the some of the things

921
01:02:07.239 --> 01:02:10.320
<v Speaker 1>that we believe we can still do better, you know,

922
01:02:10.559 --> 01:02:14.360
<v Speaker 1>with some help maybe from other team members. Now you're

923
01:02:14.440 --> 01:02:19.239
<v Speaker 1>starting to basically create a scalable base. Okay, it's working.

924
01:02:19.320 --> 01:02:22.199
<v Speaker 1>We're having better conversion rates. We just didn't do it

925
01:02:23.039 --> 01:02:28.320
<v Speaker 1>on mass. We didn't do it. We didn't try to

926
01:02:28.440 --> 01:02:30.719
<v Speaker 1>do too many accounts, we didn't try to involve too

927
01:02:30.800 --> 01:02:32.760
<v Speaker 1>many people. We just wanted to show that we can

928
01:02:32.880 --> 01:02:36.599
<v Speaker 1>have better conversion rates of those target accounts and more

929
01:02:36.719 --> 01:02:43.880
<v Speaker 1>quality conversations, more quality opportunities coming up from this, Now

930
01:02:43.960 --> 01:02:48.679
<v Speaker 1>we can start thinking about operessionalization and scaling. What peressionalization

931
01:02:48.880 --> 01:02:53.519
<v Speaker 1>means documenting these processes creating playbooks. This is also the

932
01:02:53.639 --> 01:02:56.880
<v Speaker 1>moment where you want to deploy AI, maybe some other

933
01:02:57.000 --> 01:03:01.079
<v Speaker 1>technologies as well, und proven labok, so you want to

934
01:03:01.159 --> 01:03:06.519
<v Speaker 1>scale what's proven, not just scale broken tactics. That's why

935
01:03:06.599 --> 01:03:10.239
<v Speaker 1>we don't immediately jump on AI and other technology solutions

936
01:03:11.079 --> 01:03:15.360
<v Speaker 1>during the actual pilot and then gradually roll this out

937
01:03:15.519 --> 01:03:19.800
<v Speaker 1>to other regions. Other segments involve more team members and

938
01:03:19.920 --> 01:03:22.800
<v Speaker 1>that's actually the third part, which is the scaling. So

939
01:03:22.960 --> 01:03:25.320
<v Speaker 1>this is the approach that we usually take in order

940
01:03:25.360 --> 01:03:30.840
<v Speaker 1>to implement full funnel marketing ABM programs new more full

941
01:03:30.840 --> 01:03:33.960
<v Speaker 1>funnel oriented programs in an organization.

942
01:03:35.039 --> 01:03:38.280
<v Speaker 2>And I know we are lot of time a little bit,

943
01:03:38.440 --> 01:03:41.280
<v Speaker 2>so what I want to do. I will quickly present

944
01:03:41.440 --> 01:03:45.639
<v Speaker 2>two other concepts sort of to other pillars of the framework,

945
01:03:46.199 --> 01:03:49.760
<v Speaker 2>answer Hannah's question because it's aligned with the metrics, and

946
01:03:49.840 --> 01:03:55.559
<v Speaker 2>then we'll cover questions from Ashland and from and from

947
01:03:56.199 --> 01:03:58.519
<v Speaker 2>Karen as well, so just to make sure that we'll

948
01:03:58.559 --> 01:04:02.000
<v Speaker 2>do it on time. Now, the pillar number five right,

949
01:04:02.119 --> 01:04:04.760
<v Speaker 2>which is very aligned with what what set and was

950
01:04:05.039 --> 01:04:08.679
<v Speaker 2>what we were sharing with you guys when you map

951
01:04:08.760 --> 01:04:12.639
<v Speaker 2>out this buying let's say your buyer journey and the

952
01:04:12.719 --> 01:04:16.159
<v Speaker 2>core activities when you work on this model, what is

953
01:04:16.559 --> 01:04:21.800
<v Speaker 2>essential here It would be essential to define what are

954
01:04:21.920 --> 01:04:25.480
<v Speaker 2>your regular operations. The biggest problem in marketing, to be honest,

955
01:04:25.519 --> 01:04:30.559
<v Speaker 2>what we observe is the random, random acts of marketing.

956
01:04:30.840 --> 01:04:34.320
<v Speaker 2>Marketing is not planned well, it's not structured, et cetera.

957
01:04:34.719 --> 01:04:37.960
<v Speaker 2>And even if you look at ourts TAM right, maybe

958
01:04:38.039 --> 01:04:40.760
<v Speaker 2>lots of you are following USK quite for a long time.

959
01:04:41.079 --> 01:04:44.360
<v Speaker 2>We have several pillars that we are breaking down into

960
01:04:44.440 --> 01:04:49.519
<v Speaker 2>regular operations daily sold leadership activities, weekly, this live podcast

961
01:04:49.679 --> 01:04:55.480
<v Speaker 2>and weekly newsletter. Monthly we are hosting either webinar or

962
01:04:57.039 --> 01:05:00.360
<v Speaker 2>any other specific activities of workshops, et ce or that

963
01:05:00.519 --> 01:05:04.159
<v Speaker 2>we could be that could be kind of capturing all

964
01:05:04.199 --> 01:05:07.039
<v Speaker 2>of our actives, all of our content that we were

965
01:05:07.079 --> 01:05:10.440
<v Speaker 2>sharing for one month and some quarter major seams that

966
01:05:10.519 --> 01:05:13.960
<v Speaker 2>could be big webinars covering like really big topics like

967
01:05:14.079 --> 01:05:18.599
<v Speaker 2>last months we were hosting this webinar how to survive

968
01:05:18.719 --> 01:05:20.599
<v Speaker 2>as B two, b C m O and AI ERA

969
01:05:20.800 --> 01:05:24.039
<v Speaker 2>and our state of full final research. Right, and this

970
01:05:24.239 --> 01:05:27.000
<v Speaker 2>is the entire point. These are the always on programs.

971
01:05:27.039 --> 01:05:29.480
<v Speaker 2>We are doing them constantly all the time. But at

972
01:05:29.480 --> 01:05:32.440
<v Speaker 2>the same time you need to innovate, right, and this

973
01:05:32.639 --> 01:05:37.079
<v Speaker 2>is aligned with despilot operasonalization scaling. We try the new things.

974
01:05:37.239 --> 01:05:40.239
<v Speaker 2>It could be tiny improvements that could come that could

975
01:05:40.280 --> 01:05:43.079
<v Speaker 2>be coming from this go to market scorecard. Right. You

976
01:05:43.199 --> 01:05:45.559
<v Speaker 2>have to find something that you want to improve and

977
01:05:45.719 --> 01:05:48.159
<v Speaker 2>the allocay time for it. It could be some new

978
01:05:48.199 --> 01:05:51.480
<v Speaker 2>activities that you want to try linked and thought leadership

979
01:05:51.679 --> 01:05:54.599
<v Speaker 2>ready to add whatever. Right, this could be all the

980
01:05:54.679 --> 01:05:58.239
<v Speaker 2>new experiments. But the entire point is that you need

981
01:05:58.320 --> 01:06:00.800
<v Speaker 2>to allocate some time to do that. You need to

982
01:06:00.880 --> 01:06:03.679
<v Speaker 2>define success criteria, and you need to define the pilot

983
01:06:03.760 --> 01:06:07.199
<v Speaker 2>team to run these activities right while at the same

984
01:06:07.320 --> 01:06:11.719
<v Speaker 2>time the core team is moving forward with pipeline creation

985
01:06:12.000 --> 01:06:15.320
<v Speaker 2>using the always on activities. This is essential And the

986
01:06:15.400 --> 01:06:18.800
<v Speaker 2>last one is what we mentioned at the beginning. You

987
01:06:18.880 --> 01:06:22.400
<v Speaker 2>need to holistically measure pipeline and revenue creation when you

988
01:06:22.519 --> 01:06:25.320
<v Speaker 2>define the score stages of the framework, right, the next

989
01:06:25.360 --> 01:06:28.719
<v Speaker 2>step would be defining the core metrics that you can

990
01:06:29.320 --> 01:06:33.559
<v Speaker 2>use to evaluate your progress. What we love doing is

991
01:06:35.199 --> 01:06:40.159
<v Speaker 2>basically mapping out ever so and we put revenue on

992
01:06:40.320 --> 01:06:44.119
<v Speaker 2>the top and then move down to print metrics, right,

993
01:06:44.239 --> 01:06:48.480
<v Speaker 2>because then it helps to holistically measure our marketing activities.

994
01:06:49.000 --> 01:06:55.119
<v Speaker 2>So basically it covers the revenue as the core stage pipeline,

995
01:06:55.239 --> 01:06:59.039
<v Speaker 2>active focused, future pipeline cluster recipe and print metrics. And

996
01:06:59.119 --> 01:07:02.480
<v Speaker 2>then you define leading and legging indicators. Again, we can

997
01:07:02.599 --> 01:07:05.039
<v Speaker 2>share this score card you can use for the inspiration,

998
01:07:05.519 --> 01:07:08.679
<v Speaker 2>but there are there is no rule of some you

999
01:07:08.800 --> 01:07:11.559
<v Speaker 2>need to define this together with cells and map out

1000
01:07:11.639 --> 01:07:15.679
<v Speaker 2>the core core metrics. Right. And Hanna's question was what

1001
01:07:16.719 --> 01:07:19.519
<v Speaker 2>is the best data to look at to understand past success?

1002
01:07:19.920 --> 01:07:22.320
<v Speaker 2>I would do the same, I would evaluate this or

1003
01:07:22.800 --> 01:07:26.000
<v Speaker 2>if this data is not available and it's hard to measure.

1004
01:07:26.039 --> 01:07:29.920
<v Speaker 2>Another one is very simple. It's the sales pipeline velocity,

1005
01:07:30.039 --> 01:07:33.840
<v Speaker 2>which is you can have again template for this or

1006
01:07:33.920 --> 01:07:36.519
<v Speaker 2>you can google if you want. It's very simple. You

1007
01:07:36.639 --> 01:07:39.920
<v Speaker 2>start looking at the number of sales opportunities, create an

1008
01:07:40.000 --> 01:07:44.519
<v Speaker 2>average contract value, cell cycle lengths and the wind rate

1009
01:07:44.960 --> 01:07:47.840
<v Speaker 2>divided by the celle cycle lengths. Right, and that gives

1010
01:07:47.880 --> 01:07:51.400
<v Speaker 2>you a pretty good forecast and overview of your core

1011
01:07:51.840 --> 01:07:55.199
<v Speaker 2>revenue metrics. So this this is the key. We have

1012
01:07:55.559 --> 01:07:58.400
<v Speaker 2>just a couple of questions to wrap it up, so

1013
01:07:58.639 --> 01:08:03.920
<v Speaker 2>maybe let's do it very quickly. One I will answer

1014
01:08:04.039 --> 01:08:06.159
<v Speaker 2>this one from current Can you talk me about the

1015
01:08:06.280 --> 01:08:08.679
<v Speaker 2>text tack you need to measure success across all of

1016
01:08:08.760 --> 01:08:11.400
<v Speaker 2>this touch points. To be honest, if you want to

1017
01:08:11.559 --> 01:08:15.559
<v Speaker 2>have a simple solution, you can purchase tools like hockey

1018
01:08:15.639 --> 01:08:18.479
<v Speaker 2>Stack or trim Data. Hockey is Tech. I think it's

1019
01:08:18.520 --> 01:08:21.399
<v Speaker 2>myall advanced in terms of dashboards because then you can

1020
01:08:21.720 --> 01:08:24.920
<v Speaker 2>basically match all of these digital interactions. You can set

1021
01:08:25.039 --> 01:08:28.840
<v Speaker 2>up these dashboards as well. Partially, you can do this

1022
01:08:29.039 --> 01:08:31.439
<v Speaker 2>in your CRM as well, if you use on HubSpot

1023
01:08:31.520 --> 01:08:36.039
<v Speaker 2>or Salesforce. It requires maybe some premium packages, again depending

1024
01:08:36.079 --> 01:08:39.520
<v Speaker 2>on what you would like to measure, but that's absolutely possible.

1025
01:08:40.520 --> 01:08:44.399
<v Speaker 2>My personal preference would be doing this on hockey Stack.

1026
01:08:44.800 --> 01:08:47.439
<v Speaker 2>But also the truth is that you won't be able

1027
01:08:47.560 --> 01:08:50.800
<v Speaker 2>to track all let's say leading indicators. This assumption that

1028
01:08:50.920 --> 01:08:55.520
<v Speaker 2>you still need to track manually with your team and

1029
01:08:55.640 --> 01:08:58.680
<v Speaker 2>two questions from Ashlan, So maybe what you can quickly

1030
01:08:58.800 --> 01:09:02.439
<v Speaker 2>cover this one side pun about the accounts.

1031
01:09:03.039 --> 01:09:06.279
<v Speaker 1>Yeah, I touched upon this, but it's good to wrap

1032
01:09:06.359 --> 01:09:10.520
<v Speaker 1>it up. Actually asked about working with customer success to

1033
01:09:10.600 --> 01:09:15.640
<v Speaker 1>build your ICP criteria. We have actually worked several times

1034
01:09:16.039 --> 01:09:19.680
<v Speaker 1>with our clients with their customer success a subject matter experts.

1035
01:09:19.720 --> 01:09:23.720
<v Speaker 1>They are very good candidates subject matter experts because they

1036
01:09:23.840 --> 01:09:27.279
<v Speaker 1>have in depth understanding, especially in organizations with customer success.

1037
01:09:28.000 --> 01:09:31.159
<v Speaker 1>It's kind of like account management or client management depending

1038
01:09:31.199 --> 01:09:34.439
<v Speaker 1>on organization how they're called. And they're actually involved in

1039
01:09:34.520 --> 01:09:41.479
<v Speaker 1>the implementation and are working together with customers on implementing.

1040
01:09:41.880 --> 01:09:44.520
<v Speaker 1>So it's not a reactive role where you have, like you,

1041
01:09:44.840 --> 01:09:47.840
<v Speaker 1>questions coming in and then supporting them when the customers

1042
01:09:47.880 --> 01:09:52.239
<v Speaker 1>have problem, but actually actively working with customers to implement

1043
01:09:52.359 --> 01:09:55.600
<v Speaker 1>the product. Usually for more complex products this is the case.

1044
01:09:55.640 --> 01:09:57.359
<v Speaker 1>And then they will have a lot of a lot

1045
01:09:57.439 --> 01:10:00.439
<v Speaker 1>of knowledge and they can give you really good sites.

1046
01:10:00.600 --> 01:10:02.840
<v Speaker 1>I think in any case, they will be able to

1047
01:10:02.960 --> 01:10:05.399
<v Speaker 1>give you a lot of insights, so you can take

1048
01:10:05.800 --> 01:10:07.960
<v Speaker 1>interviewing them and talking to them as part of your

1049
01:10:08.000 --> 01:10:12.840
<v Speaker 1>customer research. You can maybe engage them as an SME

1050
01:10:13.239 --> 01:10:16.920
<v Speaker 1>subject better expert, but they can definitely provide really valuable

1051
01:10:17.039 --> 01:10:20.840
<v Speaker 1>data for your ICP. I think. Also, like I read

1052
01:10:20.920 --> 01:10:28.439
<v Speaker 1>recently very good post about actually asking cs like officially

1053
01:10:28.439 --> 01:10:32.359
<v Speaker 1>and formally in the organization to accept deals. So one

1054
01:10:32.479 --> 01:10:36.840
<v Speaker 1>organization actually stopped accepting deals if the cs won't accept them,

1055
01:10:37.600 --> 01:10:42.920
<v Speaker 1>which is kind of a drastic move, but it's the reason.

1056
01:10:43.119 --> 01:10:47.159
<v Speaker 1>Main reason being is the organization doesn't want to focus

1057
01:10:47.279 --> 01:10:51.600
<v Speaker 1>on customers that maybe possible to close but then not

1058
01:10:51.840 --> 01:10:56.119
<v Speaker 1>retain and having problems afterwards, et cetera. Is what happens

1059
01:10:56.199 --> 01:11:00.439
<v Speaker 1>in some organizations when you have a misaligned ICP, even

1060
01:11:00.479 --> 01:11:03.159
<v Speaker 1>if you're able to close them initially, but it is

1061
01:11:03.640 --> 01:11:06.439
<v Speaker 1>a big waste for the organization in any case to

1062
01:11:06.479 --> 01:11:10.000
<v Speaker 1>focus on on on deals like that. And the well,

1063
01:11:11.399 --> 01:11:13.600
<v Speaker 1>because I need to jump on an call going to

1064
01:11:13.760 --> 01:11:18.520
<v Speaker 1>thank everybody for fantastic engagment, great questions and see you soon.

1065
01:11:19.319 --> 01:11:22.079
<v Speaker 2>Yeah, and the fu well answer the last question. Let

1066
01:11:22.159 --> 01:11:24.760
<v Speaker 2>me know how did you like this session? Guys, just

1067
01:11:24.920 --> 01:11:29.000
<v Speaker 2>typen the chat and I will meanwhile cover ashlance questions. So,

1068
01:11:29.159 --> 01:11:31.800
<v Speaker 2>do the accounts in your target account cluster share the

1069
01:11:31.840 --> 01:11:35.840
<v Speaker 2>same characteristics as your ICP account? Are are looking for

1070
01:11:35.920 --> 01:11:39.840
<v Speaker 2>additional criteria that justify selecting them for pilots. So to

1071
01:11:39.960 --> 01:11:42.079
<v Speaker 2>the conners, we need to dig deep a little bit

1072
01:11:42.159 --> 01:11:45.239
<v Speaker 2>on how we orchestrate let's say the pilot programs. But

1073
01:11:47.079 --> 01:11:50.640
<v Speaker 2>we usually start with one specific use case, right, and

1074
01:11:50.920 --> 01:11:53.279
<v Speaker 2>if you have multiple products, that should be always one

1075
01:11:53.359 --> 01:11:56.920
<v Speaker 2>product then one specific use case. The next step is

1076
01:11:57.039 --> 01:12:01.039
<v Speaker 2>doing the deal analysis. We look at our fastest deals

1077
01:12:01.159 --> 01:12:04.079
<v Speaker 2>and highest deals. So let's say five fastest deals, five

1078
01:12:04.439 --> 01:12:07.119
<v Speaker 2>biggest deals in the timeframe of the last twelve to

1079
01:12:07.319 --> 01:12:11.760
<v Speaker 2>eighteen months, and based on these deals we kind of

1080
01:12:11.840 --> 01:12:16.479
<v Speaker 2>map out the account qualification criteria. Potentially we can reduce

1081
01:12:16.560 --> 01:12:20.119
<v Speaker 2>some of the information, I mean, some of the exercises

1082
01:12:20.159 --> 01:12:23.000
<v Speaker 2>that you have already done for the ICP creation. But

1083
01:12:23.159 --> 01:12:25.560
<v Speaker 2>this is the process that we always to take. We

1084
01:12:25.680 --> 01:12:27.920
<v Speaker 2>want to look at the fresh data and then together

1085
01:12:28.039 --> 01:12:31.479
<v Speaker 2>with seals, we define what makes an account a good fit,

1086
01:12:31.640 --> 01:12:36.319
<v Speaker 2>what are the account qualification criteria, what should be digits qualification, cretera,

1087
01:12:36.560 --> 01:12:40.199
<v Speaker 2>et cetera. So this is the key so to answer shots.

1088
01:12:40.279 --> 01:12:43.840
<v Speaker 2>Sometimes it's match and sometimes it's not. It just depends

1089
01:12:43.920 --> 01:12:47.000
<v Speaker 2>on the use case and the goals that we're setting

1090
01:12:47.119 --> 01:12:53.279
<v Speaker 2>up for ourselves. Some anyhow, thank you all for coming

1091
01:12:53.359 --> 01:12:57.239
<v Speaker 2>today and for asking fantastic questions. It's been a big pleasure.

1092
01:12:57.880 --> 01:13:01.840
<v Speaker 2>And hopefully in a few months we will be able

1093
01:13:02.000 --> 01:13:05.520
<v Speaker 2>to publish our first book. So I hope that next

1094
01:13:05.640 --> 01:13:09.079
<v Speaker 2>month it will be it will be available for pre orders,

1095
01:13:09.600 --> 01:13:14.439
<v Speaker 2>but you'll be definitely hearing from us why newsletters LinkedIn,

1096
01:13:14.520 --> 01:13:18.079
<v Speaker 2>et cetera, and it will be live and the next

1097
01:13:18.119 --> 01:13:21.560
<v Speaker 2>week we are again coming back with full Final Life

1098
01:13:22.560 --> 01:13:26.119
<v Speaker 2>will send the announcement next Monday. Thank you so much

1099
01:13:26.279 --> 01:13:29.680
<v Speaker 2>all again for the fantastic feedback as well, and have

1100
01:13:29.840 --> 01:13:31.399
<v Speaker 2>a great rest of the week. Why why