The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 months ago

Mastering the Art of Virtual Selling w/ Darrell Amy

ABOUT THIS EPISODE

This last year brought a lot of changes that range the gambit from internal organizational improvements to reimagining and shifting outbound marketing.

This evolution has fostered a new constant awareness of who we’re selling to and where they spend their time.

It’s crucial that we take what we've learned this past year about virtual selling and continue to develop those skills as we step into the post-COVID “new normal.”

On this episode of B2B Revenue Executive Experience, I talk with Darrell Amy, author of the best-selling book, Revenue Growth Engine: How to Align Sales and Marketing to Accelerate Growth, host of the Revenue Growth Podcast, and co-host of the Selling From the Heart Podcast.

What we talked about:

  • How companies should be adjusting their marketing and sales strategies in the post-COVID economy
  • How to combat “pivot fatigue” and get better at virtual selling.
  • How companies can set aggressive, but realistic revenue goals.
  • What goals should be top of mind for companies in a post-COVID era.

Mentioned on the show:

For the entire interview, you can listen to The B2B Revenue Executive Experience.
If you don’t use Apple Podcasts, we suggest this link.

You're, listening to the Bob RevenueExecutive Experience, a podcast, dedicated helpin executives, traintheir sales and marketing teams to optimize growth, whether you're lookingfor techniques and strategies, or tools and resources. You come to the rightplace. Let's accelerate your growth in three two one: welcome every one to theB to be revenue executive experience. I'm your host Chad Sanderson todaywe're talking about how companies should be adjusting their marketing andsale strategies in the post, coved economy. I know for a lot of us thatmay not still be a thing of reality. Depending on where you live. I knowsome countries are still struggling, but as we look towards basically beinghopefully towards the end of this there's going to be some changes,there's going to be some impacts and so to help us. We have with US Darrel Amy,author of the best selling book revenue growth engine, how to align sales andmarketing to accelerate growth, deals, also the host of the revenue, growth,podcast and Co host of selling from the hard podcast Dal. Thank you for takingthe time and welcome to the show. Oh chat is great to be here, and I know wehad to reschedule a couple times. I just went the whole audience to hear mesay I greatly greatly appreciate your patience in order to get us to thispoint, and so before we jump into the topic of the day, we always like tostart with just kind of an off the wall. Question for a guest audience get toknow you a little bit better and I'm always curious to learn. You knowsomething you're passionate about that. Maybe those who only know you from awork perspective may be surprised to learn. Well, I'm passionate abouthelping generous companies grow revenue and the reason for that is I'm on theboard of two different non profits. One of them is called the Kingdom Fund. Itfunds innovation in missions, projects all over the world and kind of likeshark tank for just incredible organizations that have brilliant ideasthat are smart, sustainable and scalable, and so what I love doing,it's the reason. I'm passionate about helping businesses grow because I'venoticed being on the board of non...

...profits that, while every tonation isawesome, the people that can write the checks with the commas are the generousforward thinking innovative business owners. So so those things are twoparts of my life that are very closely linked Chad and is that somethingyou've done you know throughout your career? Is it something you came tolater in your career, to give me a little more detail on that yeah? It waseighteen years ago when that started for me, so I would say probably it wasmy early early s when I, when the idea for that came together and now up untilthat point, I started my career in B, tobe sales and at about the same time,the non profit started also started a marketing agency. So all of this, overthe last eighteen years, I've had one foot squarely in sales salesdevelopment, another foot in marketing, all of the incredible things going onin digital marketing and that whole time also involved in being on theboard of non profit, and so all of those things work together inside. Iguess the combination of all of that fueled inside me. A desire to helpgenerous business leaders really take their business to the next level, applyall of the best in class ideas for sales and marketing in order for themto accelerate their growth. So they could give more love. It love all right.So, let's jump into the topic of the day, and you will be the first officialguest where I am using the words post. Obit Very excited to have this conversationbecause for the last year and a half it's just been in Ovid. So when wethink about you know this evolving reality, let's call it the next phasefor lack better term when you think about what's going to be different andwhat companies should be aware of kind of be to be companies coming out ofthis into this post coved area, what's kind of top of mind for things that youhope, companies will keep an eye on as they move forward. One of the firstthings that I think is really really...

...critical for companies to be thinkingabout. Right now is what are your customers buying? You may be sellingthe same products today that you sold before the crisis during the crisis andnow in terms of whatever, wherever we are today, depending on where you live.But one of the things that that I discovered and I'm very passionateabout is this principle: buyers don't buy products, they buy the outcomesyour products deliver. It reminds me of Theodore Leda he's the father of modernmarketing. It was a Harvard business school professor and he used to walkinto his classes on day one of Marketing School Day, one marketing oneand one he's holding up an electric drill bit and he would say to his class,who would say nobody in the history of low's Home Depot in Sert hardware storehere ever walked into the hardware store to buy a drill bit. They went tobuy the whole and set goten would take it a step further and go well. Theydidn't actually buy the whole. They bought the ability to hang the plaqueon the wall to make themselves look good and and in another one, it's evenfunny or Chad. Another one of my favorite authors, Donald Miller, wouldsay: Well, we all descended from cave men, and we know that if we're not incommunity we're going to get eaten by a tiger, so we need to hang the plaque onthe wall. So our friends will accept us and we don't get eaten by a tiger.Here's the deal it doesn't matter whether you went to the store, becauseyou need a hole. You want to hang a plaque on a wall or you're afraid ofgetting eaten by a tiger. You didn't go to buy the drill bit, you went to buythe outcome, and so when we think of that in the context of what's going onright now- and you know it be to be- which is- is my sweet spot favoriteplace when we're selling to companies? We've got to remember that buyers bythe outcome and the product may be the same, but the outcome shifted when coidhappened. Gardner did a study right before right after Covin started.Gardener Research said pre. coved companies wanted efficiency, scaleability productivity. All of that, when...

Covin happened, we had to shift ourmessage really quickly to redundancy resiliency remote work. Now that we'rein various parts of the world starting to come, you know into the next phase.Whatever that looks like it is critical. As business leaders we have our ear tothe ground. We're talking to our clients were paying very closeattention to what outcomes to our clients and prospects actually have now,and the companies that shift their message, sales and marketing and theirstrategy around that. The current outcomes, I believe, are going to havea tremendous competitive advantage in this next season. Well, and it is thatshift right, I mean those of us that have been in be to be sales ormarketing for a long time. We've heard this concept right, and so the latestversion I've seen is, if you're familiar with Sarah Blakeley, the C ofSpank, she does a master class where she talks about selling the problem.You're selling the products right, that's right and that's and it and itseems so simple. Yet we run into countless legions of beter sales, rapsand market professionals that still want to talk about the solution. Theywant to talk about the features they want to talk about the benefits and, Ithink you're, one hundred percent right as we move into this post Ovid era,it's going to become even more critical to figure out what it is that they'relooking for because they didn't wake up in the morning and say: Oh Hey, I hopecompany ABC calls me today or gives me an opportunity to buy that's not whatthey're thinking about first in the morning- and this is this- is timing.You know we all have zoom fatigue, but I think the other thing that startingto set in is, we have pivot fatigue right. We, ah we I mean last spring. Weall had to pivot really quickly. By the way we learned how quickly we could dothat. But you know last spring, if you weren't paying attention, let's sayit's last summer, we're in the heart of the pandemic and you weren't payingattention and let's say from marketing folks. We just will talk aboutmarketing for a minute. You didn't look at your marketing engine, you didn'tlook at your marketing automation,...

...platform and someone. You know hit yourwebsite last summer and downloaded something and then started getting astring of emails. That said things like in today's exploding economy, it's moreimportant than ever. You know, and you know how offensive would that have beenand how you know. Well what about you know what about six months from nowsomeone download something from your website. You know during the ovidpandemic. It is you know recently for, and you know, and you may be at a placewhere I was going back to work and the message doesn't align and so this youknow it was really really critical. I think one of the best things we learnedout of this last year is to talk to our customers. Talk to him, listen payattention to what they want and here's the deal I mean we all want everythingto go back to normal, but I think we have to realize we're going back to anew normal and we've got to understand what that is, the people that are goingto help us do that. Are Our clients talking to them? What are your goals?What are your challenges? And I've always said I, when I trained salespeople, I believe firmly with all my heart. If you cannot hang your rerecommendation, your proposal on at least one of a company's top threechallenges. You may have the best idea in the world, but it's always going toget put on the back burner of things will get around to some day, becausecompanies should focus their resources, people in money on their biggestchallenges. So we got to know what those challenges are and we've got tobe messaging to those challenges. In our sales conversations in ourmarketing message and right now coming out of Ovid, you know you may havepivot fatigue, I get it. I get it take a deep breath, take a day off owhatever, but get back at it and talk to your clients and go and Change YourMarketing and Change Yourself. Your sales message. Otherwise you know you oyou risk missing out and there's a lot...

...of opportunity. That is there's a waveof opportunity in so many industries right now, because of change and changeis good, but don't forget to change your message and change it. Based onthe outcomes your customers are telling you that they want absolutely. Icouldn't agree more and it's it almost is the I mean the everybody has theshared experience. We all went through this or going through the this ovidthing and the impact that it had personally and professionally, and it'sreally driven home that the evolution or change is just kind of the newconstant, the awareness of who you're selling to in the environment you'reselling to- and I just I keep thinking about that poor person that receivesthat email. Six months from now. I says in the time of Ovid and just all of thethings that that brings back right. That would be absolutely horrible andit blows your credibility it does. It just destroys it so pay attention. Thisis, you know, I know we had to pivot and when we got into this we got apivot coming out. The world we live in is going to be different and there isgoing to there are going to be different problems, which means there'sgoing to be different opportunities and right now is a critical time to haveour ears to the ground, and then you get to work changing the message sothat it's going to resonate absolutely and when we think about these changes,I mean it's not only changes in our outbound like how do we mark the people?How do we sell people but there's going to be organizational changes, some ofthe some of the team building models and things that people had in the pastwhen everybody was in the same space is going to be different, so I'm just kindof curious. From your perspective I mean I know, of some companies that aregoing back to bringing the teams together into offices. I know some ofthat are going hybrid. I know some that got rid of all of their physicallocations during Ovid kind of what are you seeing and what would you suggestthe companies be aware of as they moved towards these potentially new quote.Unquote and I am doing air quotes the new normal for these companies. Well,if I, if I'm allowed for some air...

...quotes, I'll put air quotes around theword hybrid, and this is where you know everyone's saying: we're:moving into a hybrid world and you're right, I mean we've been living in thisright where some people are in the office. Some are at home. Companies areshifting around there. You know my friends in the HR world are talkingabout the impending great resignation where, when everyone goes back to work,there's going to be some people that go. I don't want to go back to work, I'mgoing to get a job with a stay at home type model or company. All that means Is going to be a lot of shifting going on and there's you know. We talkedabout the message now: Let's talk about the the methodology and in specificallyin sales, when I came out of a very face to face industry when I started mysales career in the early S, we went office to office, hardcore cold call.You know, don't come back to the office if you hadn't had at least two meetingsand demonstrated the product someone I mean. That was the that's where I beganand you know, and still even to this day with all of the the salesdevelopment training that I've done across multiple industries, sales,people and- and this is starting to change. But until until last year,sales people were saying well, my customer wants to be face to face withme. My prospects want to be face to face with me, and I knew because I'dbeen selling virtually for seventeen years to clients all over North America,Australia and the UK that you didn't have to be face to face and and we'vediscovered the clients don't want to be face to face all the time. It'sinconvenient, not you know, just put the germs and all the the you know,fear aside, that we've dealt with this last year orjust not being in the office. It's inconvenient to have someone come intoyour office every single time, so we've got to discover, take what we'velearned this past year about virtual...

...selling and continue to develop thoseskills continue to learn how to build relationship virtually through virtual,all kinds of virtual channel social video, and on top of that, in the beatat B space, we also have to realize that something else shifted in a direction during during thepandemic, and that is buying teams that I've seen are getting bigger. She, likebing teams, get any bigger. I was so funny, you know challenger Customer, Ireally like Brand Adamson and Matt Dix, and I think they did great work whenthey wrote that coming out of the last big crisis in O, at nine and in thechallenge or customer day site research that says they're an average of sixpoint. Seven decision makers and influencers in the average Beeto betransaction and it was actually funny. I was on a power. Lunch live about itsix eight months ago, and I quoted that stat and I said I know in talking tobrant that that number is a little bit higher. What was actually cool was hewas watching the podcast and you said Yeah, it's actually eleven. It was kindof cool. I screamed across the bottom of the screen. I love this virtualworld, we're in like Brin Adam since here how fun, but here's the deal,whether it's six point, seven, whether it's eleven, however in every one ofyour accounts, I think, is B to be sales and marketing professionals. Wehave to realize that our job is not just to get in the door with one personour job is to win the hearts of the entire buying team, and so what's goodabout what's good about virtual, what's good about this hybrid world is, itwould be nearly impossible to have a face to face meeting with twelve peopleas individuals, inside a sales process...

...and just time efficiencies and and allof that and not all those people. Would you know if they're they wouldn'tnecessarily want to have a meeting with you face to face, but you can interactwith him digitally and you can communicate through digital channels,social channels. You can use video, you can jump on a quick zoom meeting andhave a Digital Cup of coffee and all these things that we learn to do thislast year as sales professionals. We now have new abilities to influence thebuying team, and I say the person that understands the outcomes and then isable to influence the buying team is going to be the person that wins thedeal, and so this you know this combination of of value and relationship is, is the mixand on the selling from the heart podcast. This is what what we'retalking about my podcast partner, Larry Levina, was just helping him puttogether. His key note for the Outbang conference coming up and you know we'retalking about the heart, and this is authentic relationship plus authenticvalue, and I know you're a value guy when you take the value and you combinethat with the relationship you get, you know you get thecompetence, but you also get the connection with that and now we've got.You know, opportunities as we've learned and started, mastering the artof virtual selling to look across that buying team, and we have multiple waysto make those personal connections with different people in the buying team.Now, in that buying team of symbols to make the quote unquote decision, itshould be a scenario where everyone on that buying team knows the salespersonand possibly other people inside the organization. We have the opportunityto do that now in ways. We didn't really think we did before. So Ichallenge reps to especially in B to B...

...which your complex sales environmentsin many cases, use what you've learned this past yearto build relationships across the entire buying team so and that it's funny that that youquoted those those stats. When people hear those, I see their eyes get biggerbecause they all start to think about if there's sales rep wow, I only haveone contact in this deal and I'm running single threated deals. Nowonder my wind rates, not as Al as I Sulani, didn't even think about thatbefore it's amazing. So this is you know this is, I think, there's twodimensions to this, because I I've I'm a sales rap. I was Jokim ofrecovering sales, rap him down to therapy twice a month, but you know Istarted hardcore in the office equipment industry. So it was, I meanwe were. It was competitive, but it was fun. But what well, I think, there's twodimensions here to this. You know when you look at the buying team. There'sthere's a dimension of of how many people do you know and there's adimension of. Do you understand the outcomes each one of those decisionmakers personally wants, and so this is an area of training. Ilove that you're about business acumen chat when I look at that. That justmakes my heart sing, because I think the biggest area for improvement in Bto be sales and marketing is deeper understanding of business. You know, Ineed business people who can sell, not technical people who can sell. I needpeople who understand business, and this is where, when you look acrossthat buying team, now you look at that second dimension of do. I know thisperson and then the other thing is: Do I know what's important to them? Do Iunderstand the outcomes that the finance decision makers want thetechnical decision makers that you know hr person or whoever is on your buyingteam and is influencing that? Do I understand the outcomes, and you know,there's some high level company...

...outcomes at that the company wants, butyou need to know everybody thinks about it differently and the more we caneducate ourselves and educate our sales teams in businessjust pure business. What's important, how does business work? What are peoplethinking we're talking about the great resignation? What does that mean tobusiness? What does that mean to their pl? What does that mean to theirstrategy? These are all all areas where, as we home those skills- and I thinkI'm preaching to the choir here- but the more you home- those skills, thebetter conversations you're able to have the more value are able toestablish a d. You get that value, also lined up with relationship thatconnection and you've created unstoppable competitive advantage. Ohabsolutely, and it's that personal, you know you go back to that personalconnection, being able to pull that off in virtual is a skill set, but itstarts by building the trust, credibility and report which comes fromthe business acumen and being able to demonstrate. You understand theenvironment that the individual you're talking to is working with them, thatyou understand their world and you're, not here to just say: Hey I've got thiswidget. Do you need to switch it? It's more about hey! I understand whereyou're at I understand what your business is doing. We did the researchwe understand, you know what your goals are and how you're trying to impactthem if you're having a conversation focused around them. Moving into thatpersonal conversation, that personal connection becomes easier, but it doesrequire focus, it requires being deliberate. It doesn't just happenautomatically. So it's going to be interesting as we continued down thisroad see how many people are able to actually make that shift, or it couldbe part of that which, I think called the great resignation so be part ofthat, which is a great term by the way I'd. Never I hadn't heard that onebefore so when you're we're talking about companies coming out of thisyou've mentioned in the past, your setting, aggressive but realistic goals,post Covin and now aggressive but realistic, is you know it's a verypretty standard phrase, but I think it...

...takes on a different life of its own,considering what we've just gone through and we we're headed so we'dlove to kind of get your take and what company should be. You know focus onwhat that means in the in the quote: Unquote new normal as we move forwardwell. Setting goals has always been a challenge. I'm talking about revenuegoals here, whether you're company, whether you're a sales leader or you're,an individual sales rap with territory that setting goals it's kind of funny.I summarized it in Revenue, growth engine where you know, I basically said:There's two core methods: companies used to set goals: one is the Spaghettion the wall method which we can all laugh at, but you you would be maybesurprised or maybe not at how many companies just kind of go hey here. Ithink we can do this ability. You think you can take this much of the quota.You know they go Rin and it's just you know, and that company gets halfwaythrough the year. They're not hitting the number and- and everyone goes well.I win a realistic goal in the first place correct the other way thecompanies set goals that are a little more conservative and realistic is theruler method. You look at what you did over your growth trajectory for thelast two three four years and go we've been growing at x percent. Let's dothat again this year, great conservative way to do things. Theproblem is, covil just happened, so a lot ofcompanies had a really rough hear in the rulers now pointed in the wrongdirection. Right, if that was you or maybe you were selling personalprotective gear or plexy glass, and you just had a banner or ply wood and youjust had a banner year, you know now the rulers pointed in unrealisticdirections. How do you set realistic goals? Aggressive but realistic? Ithink you drill down one level chat and you look at what are the two drivers ofgrowth and, if you think about it at that is most simple level. There's onlytwo ways to grow revenue. We get net new customers or we cross cell more toour current customers. We land and we expand. We get market share and we getwallet share. However, you want to to say it, but but here's the deal now yougo okay, well, Darrell. What does this...

...have to do with setting goals? Here'show you do it! You go okay, net new. How many customers do we have right?Now that's a number you know and if it needs to be a round number, that's fine!How many customers do you have right now? How many customers do you thinkyou could get in the next twelve months? Twenty four months, thirty, six monthslike we have a thousand now, could we get twelve hundred? If we have you knowwhatever whatever? That number is I use round numbers here on this podcast,just keep it simple: okay, that's your net new growth right number ofcustomers cross cell revenue. This is the measure of wallet share and themeasure. There is really simple: It's revenue per customer, so you take yourtotal annual revenue. You divide it by the number of customers which you justfigured out and now you know your revenue for customer. So let's say yourrevenue for customer is a thousand dollars per year once again roundnumber right, then you go okay. Well, if we got strategic about cross sellingall of our products, andd services, what I like to call a hundred percentsold, if, if we got customers a hundred percent sold into all of our productsand services, what what could we do? What goal could we set for a revenueper customer? Could we get that up to eleven hundred dollars for customerinstead of a thousand so now you're having discussions about reallytangible things? How many customers do we have right now? How many more couldwe get? What's our revenue per customer right now and if we got strategic, whatcould we grow our revenue per customer? To now you do the math, you add thosetwo numbers together and now you got your goal and by the way, if you're,listening and going, how did that work just text the word revenue to twentyone thousand: That's revenue to twenty one thousand. I've actually got asimple spreadsheet in our tool case. You can download and do that math ifyou're a spreadsheet kind of folks, but you can do this on a Napkin. How manycustomers do we have right now? What can we get? What's our revenue percustomer? How much could we grow that add those together and now you've got agoal and it's going to be realistic...

...because it's based on not Spaghetti.It's not based on you know just the ruler. It's based on like getting downinto the two drivers and setting tangible goals and you'll also find outthat that goal is aggressive chat if you can grow net new and cross cell attwelve percent a year. You know this is like marginal improvement in that newand cross cell twelve percent a year gains in each one of thosesimultaneously doubles revenue in around thirty six months. It's like you,know it's amazing. The problem is, most companies are good at one or the other,so you got to get good at both and then you can really start scaling absolutelyall right. So, let's Change Direction here, a little bit. We ask all of ourguess two standard questions towards the end of Vach interview. The first issimply your revenue executive, which makes you a prospect for people outthere selling, and so I'm always curious when somebody doesn't have thattrusted referral into you. What works for you when they're, trying to captureyour attention and earn the right to time on your calendar for aconversation, they need to be addressing a problem,and you know it's just so funny, because I was just thinking about thisright before we got on the air here today. This is a personal problem Ihave so this isn't be tab. This is beat o C. my wife is complaining that our Wi,I doesn't work in our house. You know there's certain dead spots in the house,so for some reason I've been designated the technical support expert for forour home, I'm sure many people listening and can identify, and so Iget a barage of emails all day long and fortunately I have executive assistantthat shields me from most of them, but right before this, I was actuallylooking for a specific email, and I saw just this email about why fine, yourhome and I clicked on that and I'm now investigating buying a Mesh Wi fisystem on gen six y five that is going to solve my problem. It got myattention because that is what I was looking for right now, because I gotsomeone mad at me. So...

...you know you got to think okay, this!This goes back to the outcomes right if you want to get through the filter andeveryone's got a great filter, you'd better, be talking about something,that's important to them. Right now so get inside talk to your customers, listen to him, pay attention to what'sgoing on in their industry and make sure that, whether you're in salesmaking calls out bound or whether you're in marketing creating contentthe headline the leadline. All of that it better have something to do withthat person's top level. Business problem, not a nice to have I'm talkingabout a real, tangible business problem. Otherwise it's not going to get throughtheir filter, but hey cats off to the to the company. I don't have the emailin front of me, but it was. It was geared of the guy whose significantother was complaining about the liffy quality in the house. I got myattention and I'm about to drop. I think three hundred bucks on a new Wi,fi router, so anything to solve the problem right so yeah. I think that's.That is what I would say. Is you better be relevant and if not you're stuck inthe filter, it would never. You know if you think about the executive, and Imentioned earlier. I have an executive assistant that that manages my scheduleand email she's not going to send anything through to me. That's notrelated to my top level concerns but the stuff that does make it through tomy in box to process. She knows what our company goals are. She knows whatour challenges are, and so she's got her eye open for that, and this is whatexecutives do right. They have buffers around them to filter out the noise, sothey can stay focused on the things that are important, so you better beleading with something that's important to the executive and it better bespecific. Like don't be, you know we help companies develop more efficiencyand productivity. You know that's e Wullcat! No one listens to that. BeSpecific. You know, wife, angry about your wife. I clickerthat's pretty spoton an get them that good. If you said...

...that too close to your TV or your phone,I'm sure it's going to show on you. I know. That's great, that's probably wasprobably exactly what happened: Chad, all right. So the last question wecalled our acceleration insight. If there's one thing you could tell salesmarketing people to be more effective, one piece of advice should give himthat you believe would help them hit their targets. What would it be and whyprocess or for my fellow Canadian friends process but process, here's thedeal business runs on process. You boil a business down to its most basic level.You Got People in processes. The the problem is when you go in most salesdepartments, it's like the wild west man literally, you got a couple gun.Slingers flipping coins outside the line. You get your rain makers and youknow and tumble weeds are blowing by, and the sales leaders like you'll gomake some more calls prospect harder. You know, and that's all great, butwhat we need is processes and marketing people don't get off the hook either,because in marketing we tend to run some campaigns. You know, do some madwords. Do an event to Weben are all great things. But what are theprocesses- and this is where you know when we think about building a revenuegrowth engine. I think the processes we have in place are kind of likecylinders in an engine, and I like to mow my lawn, which is kind of strange,but hey. No one can call me when I M, while I'm on my lawn more drivingaround, and I listen to great podcast like the be to be, and so what's great,I know ice the other day, I'm driving my lawn more as actually what was aninspiration for the revenue growth engine book. My bond more has an engine.It happens to be two cylinders and twenty four point: Five Horse Power andI'm puttering across my lawn and I'm looking in my driveway, and I see mycar. It has an ingine. It happens to have eight cylinders that are finallytuned to deliver. Four hundred and Twenty Horse Powers Horse Power, andthat's when I realized every company has an engine. The question is: Howmany cylinders are in your engine and those cylinders are your sales andmarketing processes? The more you can...

...get those in place and consistentlyexecute on them. The fast you're going to accelerate your revenue, growth,excellent! Dare if listeners interested and take a talking more about thetopics we touched on today? Is there a specific place? You want us to sendthem website linked in what's best yeah I'd love for you to visit our tool. Kitcan also get a free copy of the revenue growth engine book if you'll chip infor shipping and handling just got a revenue, growth, engine, dot, net ortext the word revenue to twenty one thousand. That's the word revenue totwenty one thousand and will hook you up with some tools to help you grow allright man. I can't thank you enough for taking time it's been amazing havingyou on the show I'll thanks shadow love. What you're about in this has been atotal blast and you guys to be a favorite to Larry. I said hi because hewas on. He was a guest right before selling from the heart came out, so I'mglad to see the success that he's achieving with that and that you'rehelping him with. So please pass along my my best wishes to him all right,everybody that does it for this episode. You know the drill check it out ofPetrovic shirt with friends, family co workers. If you like what you hear tohis favorite leave US review on I tunes till next time. We have valise Lingassociates with you all nothing, but the greatest success you've been listening to the B T Brevenue executive experience to ensure that you never miss an episodesubscribe to the show in Iton or your favorite podcast player. Thank you somuch for listening until next time. I.

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