The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 4 years ago

Lavon Koerner on How Psychometric Science Prompts Prescriptive Sales Training

ABOUT THIS EPISODE

The industry of sales training has been revolutionized by the idea of prescriptive training.

This industry has experienced many new developments in recent years.Oftentimes, companies are focused on sales training in order to increase their revenue. This approach has largely been the standard of the business industry for years, but recent studies are suggesting that this one-size-fits-all training approach is ineffective in regards to revenue growth.

In order to understand more about this shift in sale training, we sat down to speak with LaVon Koerner, Co-Founder of Revenue Storm. LaVon has experienced this shift in mindset regarding sales training firsthand.

Yore listening to the BTB revenueexecutive experience, a podcast dedigated El executives train theirsales and marketing teams to optimize growth, whether you're looking fortechniques and strategies for tools and resources, you come to the right place.Let's accelerate your growth in three to one: welcome everyone to the B tobrevenue executive experience. I'm your host Chad Sanderson today we're talkingabout the current market place the way the changes that are happening todayare affecting what makes up the ideal sales professional to help us tacklethe topic we have with us: Levonn Cerner Cro of revenue, Storm Levon.Thank you very much for taking the time to be on the show today. Ah, thank youfor inviting me and thank you for allowing us to talk about what I thinkto be an essential and highly critical and probably somewhat controversial,subject. Excellent. So before we jump in, we like to start with a question alittle bit out of the ordinary when you think about your career and think abouthow you got where you are today. was there a defining moment in your careerthat you go back to again and again that taught you lessons and if so, whatwas it and what lessons did you learn from that? Well, it's it it's a hard. Do you haveAl Day or just a few meer butwe had this was one thousand ninehundred and ninety nine and my wife really still says it was a function ofthe turn of the century, but it wasn't. I ninetnnd Annin. I was reviewing whatI was doing. I was president of a sales training company and reportedly I don'tknow that this is true, but we report it was the fastest growing a salestrading company in the world at that point, but we were being veryprofitable and very high grorth rates, but I did a study, I one thousand ninehundred and ninety nine to find out the impact that our sales training washaving on the market place and especially on our customers. I wasconvinced at that point. I was going to write a whole bunch of K, studies thatshow marvelous return on investment, etc. Etce. Well it didn't happen. I not only got discouraged, I gotembarrassed and to the point that I I resigned an I took off. I took off better part of a year and I came to the conclusion that salestraining doesn't work and that's what I was doing so I thought about it a lot. I thought-and I came up with an idea that maybe we're training the wrong people andmaybe we're not doing the other things that training needs to be successful.So I reinvented the whole approach and started revenue starm in two thousandand one which was about a year and a...

...half after I had resigned and so tookhome an Approch, but that was the defining moment. That was a very sadmoment for me, a very embarrassing moment for me and it's changed my whole outlook on how todevelop a sales organization. I mean that's a that's a pretty large epiphanyright. The sales training doesn't work. You woren't, seeing that I'm assumingwhen you were doing that, ascessment you weren't, seeing the results withyour clients that you wanted to before we move on just because I'm justcurious. What was it that you found about sales, traiding or thought aboutsales, traiding that wasn't working, we weren't changing behaviors and whatwe did was not self sustainable. So two problems yeah. I refer to it as vision drift, muchlike a new year's resolution. They come toug training and they really like theidea but and now I've read since then. I didn't know this at that time, thatabout eighty percent of what one learns in a training program is lost from inthe first ninety days. Well, my studies approves that, but I didn't know thatsatistatistics from the academics at the time so vision drifts was a reallybit ready, big deal and it was more than discouraging Chad. I wasembarrassed by I mean people. People had spent a lot of money and I couldn't I couldn't point to whatwe e had done for them economicallyto the degree I mean we had incremental bumps and, and we had wonderfulevaluations, wonderful critiques, but the really real chat just wasn't there,and so that led to revenue storm. So can you give us a little bit morecontext around what Revenue Storm Does and your role there? What is I don't want to take up a lot of time?I don't know what my time constraints are, but I decided that one of thethings I thought that maybe we're training the wrong people, maybe notall people can be developed. Maybe not all people have the ability to to bedeveloped to the next level of sales effectiveness, and so I search theentire country to find a psychometrician that was willing topartner with me, and I found one doctor Fred Raffleson and I fo he doesdeveloped a whole battery attest unbelievable test and one was forpolice horce. Most police forces in the United States used his stuff and hecould he told me he could predict what a person would do in live gun fire. Ithought all right and that's close, that that's one heck of a thing to predityeah and then he also does he does all the testing for a firemen, and Ithought all right again. He said he...

...could he could he could pretect what aperson would do in a burning building. Now you take those two things I thoughtI found my man and after a number of talks with him, he finally agreed that we would worktogether and we would develop a psychomatic test that would allow us tohave valid predictability and we did get it above. Eighty five percent, anan you think about that. That's that's really something so now I can tell youwho can and cannot make the journey, and now I can tell you instead of doingoff the shelf cookie cutter Shep, dipping training, which I did for years.Fifteen years now I can offer people prescriptive training or if you playscience pace training. So it's an extremely different approach. It's just it just turned the training upside downfor me, and so now we're able to do that. And so, when we look at the atthe marketplace today the emerging market place today, everybody ther. Welot of trends lot of things people are talking about, but I would love to getyour perspective on how that's changing the redefinition of the role oftomorrow sales professional well, not oly Di. We change O R approach, butthe market changed as she was saying, dramaticall and and the Beo B sales expression pretty muchbecame in effact and hasn't changed sance in s. During the time that Thomas Watsoncame out with the selectic type Orider at IBM, an most people EU know what, on thisTelecas, probably nirnoi, Ri Youi'Mae R, that butsomeht wotype but bu most people wult agree. That'sthe time that BDP sales became a viable profession and the truth is it. It isincreased a little bit in its sophistication. No radical change untilright now until some trends- and let me Litmi just name a few of the Trans Tetar impacting an it's. No one tramp. I think one trend would have not done thedisruption that I'm going to tell you about, but when you have more than onecran converting at the same time, on top of the same profession, then youget this wold disruption, so you've got like the Pren. Just the economic friendis a big one. We've just now finished what seven yeareight years and we never got above three percent growth, and I can assureyou that most companies have an ambition of growing more than threepercent a year, and so the economy has has really had an impact upon how we sell so put that up as numberone and you put up number two that...

...their allternative sources. I know whenI first started selling back in early S, that I I was God I mean I had. I had all theinformation they couldn't go anywhere else. They coan only get it from me,and so I had thi stuffed man. I had it, but now that's all changed. I just gotback from India just really just a three days ago, a D, and there arepeople there who can on cals, understand they're being trained oneven how to sound, like Americans, and you think you're calling somebody onthe phone or they're, calling you and you're talking to somebore in Boston orCharlotte or or whoever and you're, really talking the Mumbai or Shani orBanglor, and these people can give you information that wasn't availablebefore and if not, that you can just get online and, according to Gardner,now that eighty five percent of the communications between B to B is goingto be done without a human being by two thousand and twenty. So you startseeing all of those things. Those are real crams that are going to changeforever, the role of a sales professional, so I've, given you too,let me give you a third one. The time I remember when I was working with IBM, we would take peoplebehind the curtains and show them the hot main frames ano come out. It's wewould actually have people Chad, you wouldn't believe this, but we had weused to say: Look. You don't want to spend that kind of money on a maintrame I mean in just two years. This will be available, and so just wait andpeople would for two years you would stal a sales cycle for two ye today theaverage is less than six months for innovation to come out, and so that's amajor change. Andnd there's one more. That should be said, and that is inDecember of this last year there were eighty eight million millenniance inour marketplace in American North American marketplace in tat. Forty sixpercent of the workcourse now at one point those millenniums that were inthey weren't in a position of authority or not in a decision making, but theyare now and, as you know, chat they taught differently they researchdifferently and the end. Is they buy much differently? So if you put thosefour trands, I just mentioned pretty quickly, they all converging now, atthe same time, on top of the same profession, sales account management.Well, that's that example that you talked about with the with the Indiancall, centers, right and them being able to provide information. Are wemoving to a point e? I think this is kind of where I, where I fall down onit, but I would love to hear your perspective. I think, in the futurebecause of the availability of information an I wrong and assumingthat the best be to be sales,...

...professionals will be more than justcurators, but they will be guides of connecting the dots like you did withthose four trends. That's a value that a buyer wouldn't necessarily get justby reading things. They might put those things together, but you as as aprofessional you know a sales person staying on top of that sting, an formcritically. Thinking about those things that I think in my wrong and thinkingthat's going to be one of the skill sets it's going to be critical, movingforward yeah only I would I would double or cripplethe emphaswas 'n what you just said it is. You still have to know your tablestakes. You got to know enough about your products and so on that ArTablesex allow you play the game, but that's hot, going to differenciate youand that's not going to keep people from just going to the internet orlistening to a outbound call center. That can give you the same kind ofinformation quickly in at your fingertips. What they're, reallyhunting is for what they can't get from the Internet and they can't get from emby they can only get from you if you are properly been developed for the newrole of a sales professional, and so so, let's talk about that in that new role.So, what's how would you compare and contrast you know kind of be to B,since it started the BTB sales, professional, a and- and I startedbefore the the Internet to so it was great to have. You know, be able toprovide that information and you're right. The landscape has changed, butwith the convergence of all these trends that you mentioned, what'suniquely different about the sales professional of the future, but thebest way to do that. If I could help your listeners, if they could just kindof draw a circle in their mind and then divided into four quadrats, and then Ican show you very quickly, just in your mind's eye, what that change is that'shappening right now, as we speak and quadrant one of yourmodel, deers in your head, you call that the world of transactiontransactsion selling- that's a very, was very common. It still is verycommon and the people in the call center or the Internet that's going togo almost entirely in that direction. Level too levele the second quadrantand that's when you and I you feel be call Chat Ol. What seven eight nineyears ago people started saying in our business. We don't sell stuff. We we noCOO, we se integrated solution, solutions and right here, one stopshopping, so that became kind of Defad, and that would be what you would call tlevel too level three in that circle. An the third quadrant would be businessconsultent at that point, you're not selling quote product type solutions,you're selling in ITNA catch this...

...you're selling a business improvementvalue proposition. A business and so you're selling to different people inthe customers, environment and you're selling much more sophisticatedbusiness approach, our business solution at the point. You really are abusiness consultant and level for you would be eighteen t going APP and say:Hey, that's coming out with an iphone, so it's a joint venture. So those arethe four different we call them go to market SGRATEGIES. So when you ask mewhat is different? Hin, the marketplace, I'm saying number two or yourdissolution selling or more holistic process approach. Tho Selling, that'smoving down into level one the market is fifricating and that will be handledby the Internet, call centers et CTERA, and you will not need a human beingsalessky, especially an expensive sale sky. Then you have, on the other sidelevel, three an level four that is going to be handled by a much moresophisticated sales individual and on the one side of that model. If youcould just ride in your mind's eye- and this is this- is kind of the bottomline of the change that level one a level two is really the home oftraditional selling, which I calle deman capture. Your job is go in oncover and find it and bring it on home on the right hand, side if you'd writetwo words, that's to home the new world of demand creation and that's a very difference on anutshell. The world is now changing. Demand captures going to be handledwithout a sales sky and demand creation is the new home ofa sales professional. When I think it's a really important point, because whenI was when I was running sales teams, you'd always have the sales reps thatwould default to okay. This is what I sell, and this is the problem I think Ican SOLV. So I used to call I used to call the black box my black box. Isthis big? It's this deep, it's this tall and I'm going to go out of themarket, a I'm going to find places that that fits so there's a demand. I'mgoing to slide the black box in there, but those that were able to actuallyinteract and understand and critically apply themselves to create demand. Asyou said, those were the ones that were always the ultra high performers and ifI hear what you're saying that's really all we're going to haveroom for in the future, that's right what what the othems will be taken careof flying without a sale sky. That's that's what I want t e sales people toknow is that they won't be needed. They won't Beneati, F, that's all they cando. They simply will not be needed won. So how do you help them? How do youmake people make that jump right because you're talking about a skillset to be that business consultant to do that joint venture stuff on thatdemand creation side, you're talking...

...about a skill set that I don't know aseasily taught I mean it's critical thinking. It's special reasoning: IT'SBUSINESS ACUMEN RIGHT! So how, as you look at it, how are you helping yourclients or suggesting that sales reps basically uplevel their game? Well, HERE'S THE UGLY! Not all this hell, people can uptergame when we do Sycomat prodcasting ot this. This will scare some of thepeople in the audience, but we I we have over twenty onehsand people in thedatabase of these sales people that we're talking about, and we now knowthat forty seven percent of the people cannot be developed tothat level. Three or that level fore that I just shared with you. That meansalmost one out of every two can't make the journey that we're just now talkingabout it. It's the difference from going out and finding customers toability to go out and make customers its ability to stop going out andfinding. I can't believe, I'm going to say this points of pain you know and serve what keeps you up at Nightsothat whole approach to selling. That's that's going to be offfloaded from thesales profession, that's going to be done by Internet and and the people on the other side of the pond who aebeing paid a faction of what salespeople are being paid here. Sothat's where that's going to go, but the bility to go out and create demandas opposed to capture and it's interesting, because even ourexpressions in the sales language have been built around that demand capturementality. They call selling what you sell solution, which means there is aproblem as oppose to exploiting an opportunity. That's a very different.You goal from known points of pain, to unknown points of gain and that's avery different dialogue. That's Takeng place and we know from psychomepricsnow what it takes to be able to sell in the new way and why most it doesn'tmake them. I should be very quick tad that doesn't make these people badpeople. It's just that they're not they're not fit for this particularrole. Ohan yeah, there's and I don't think, there's anything wrong with that.I mean I'm not. I am not the most mechanically inclined to human being. Iam never going to be a master mechanic or I just don't have it. I don't likewe used to joke. My brother got all the math skills. I got all the charm right.I just don't have that Wel and I'm certain that your wifewould validate that. I don't know the first or the secondone. Probably don't want to talk about that, but I could probably find you somebody thatwould say I'm Tryin Rinis, not sure, then around me very long, okay. Wellthen t the psychometrics is absolute.

That's why everything we do today is:Is Science driven? We don't. You know the old thing that used to say goodsales people are born not made. Well, what's that all about? They don't saythat about doctors, they don't say that about lawyer. Well, they wouldn't eversay about law yer saying how bit, but I the whole thing that there is noscience to sales. That is just absolutely wrong. We have foundPushelson Bushels, af science, and so everything we do with a company is infact science driven right down to the individual right up to the differentsale cycles and so on. So, based upon the twenty seven compeences, we'veidentified, based upon the thirty four aftributes, the unchangeable attributes,where you're hard wired awe can preject with eighty five percent degree ofacpiracy who can make it? Who can't what conferences that they willstruggle in what comces can they be developed en? So you do prescriptivetraining and you follow it always with prescriptive coaching. That's the onetwo punch that it takes to start moving people up to answer your question: Yeahwithout the Haming, without the coaching in the reinforcement, I'm onehundred percent on the same page with youther. But let's talk for a secondabout. You said twenty seven competencies in thirty four immutableattributes. Can you give me an example of th giveme, a couple examples of thetop competencies that you think that your science is showing you that salesprofessionals of the future will need? I just got in today, and I keep doingthis because our database keeps getting bigger and I asked them. What are thebiggest compecy deficits right now at play in today's market number? Oneexecutive credibility. Number two is political mapping. Those are the talkto deficits in organizations today from acompsive point of view. If you go from an attribute and theretwenty five others some but and Ifyou Gon to an aptribute point of view.Let's say you want those two well to be able to develop Om the DAT level. Thereneeds to be e hot. What's called high risk tolerance in the ability to haveempathy? Now, isn't that interesting? You have a person that is a risk takerbit empathetic. He put those things together and you start to get anunderstanding of attributes. Okay, that makes sense to what I'm not. I guess,I'm not surprised to see the epathetic at the top of that list. I mean the inmy experience. You now' it' selling for a long time and been doing salescoaching and stuff for a while, in my experience, the people that are themost effective have that innate ability to understand the world from the buyerexecutive buyers perspective understand...

...what they think about what they careabout, what they are trying to solve and accomplish whath their vision ormission, maybe and be able to somehow relate and connect to that. It seems tome my experience be extremely rare. Is that something that you see in yoursurveys and stuff that a lot of people fall out because well, quite frankly,there I don't want to they're, not empathetic. I was going to say it adifferent way, but well ou would just modify what you saidthat you said they have the Buildty, I would say they have the antribute orgenetic prouprent or the DNA to be developed with that ope that abilityokay. So if there is a development cycle that needs to happen on top ofthem having the right genetics, if you please- and you know, we have to understand that people'sattibutes are not going to change unless you're a therapist and we're notgoing to be able to do that with every person that reports to you. So you needto INIS something. That's just almost dimetrically opposed to. What's goingon that, you want to hire to attributes and then develop the complemences andthat's almost backwards in every case, and you wonder why. The day there isless than a fifty percent successorate of hiring its because they're hiring toa resume that glows in the dark. You know- and it has all these competencesout, but you don't hire the copsies anymore, you hired to attributes, andthen you can redoce the time fo performance, because you got anindividual that has the right attributes that is hungry for the kindof things that you can train them and coach them on. Well, that's a bat on myshift. I mean that's a that's a big! You know, that's a that's! A big shiftright from a lot of the sales leaders and managers and hiring people that Iknow if you were, if I bet, if I were to askthem just to write down what are the things that you're looking for, theywould probably give you the compedencies before I mean I know thatWik the compedence you Hav e, to give the attributes. So when you're workingwith clients, how do you help them? How do you help them make that shift, but there's a new paradigne dat shouldprobably Shul be said right. On top of that is in you and I, when we grew upas sales managers, we we had a coverage and we so we covered the thefeet on thestreets so to speak. But today you no longer count people you, the RealParadigm. Today is he who has he e most confidencies inte, fewest podies wins,and so it's all about that and to be able to have the most compeses in thefilof spottish. If you got to hire the right bodies who have the rightattributes and the only way you can do that as you have to use psychometricscience to do that- and this is two thousand and seventeen ind Chad, thescience is available just blow your mind. Oh, I have no doubt yeah, I'm. Iam I'm a data Geek like I love.

I consume it as much as I can. I Ialways want to. I guess on one of those guys that always wants to be make sureI'm getting better right, and that's honestly, that's why this podcaststarted. I didn't play. I really do anything with it other than just havingan opportunity to talk to people like yourself, professionals and people thathave that experience. I just I want to learn from it, so the data isfascinating. The application of it, though, becomes another question. Sowhen you have a client who's willing to make, the jump are when you do like the assessments orinterviewsor or assess the skills and attributes of sales professionas andyou show them the result. Are they surprised? Oh, Oh yeah? If we show itto their wive, there yeah surprise, but more than atthey're disappointed and for the first time they can see where they've beenblindsigted or they can see where they've been out sold, and you knowthey scrashed her head and swallow hard a and it say yeah yeah. That's that'sright! That's really true, but more important t an then you can provide not on hisprescriptive craning. I mean most training. Again, it's not prescriptive.It. Three mistakes are made that Icommitted every day when I was president of that Sales Training Caut,I'm not proud of it again. It's embarrassing, but I overtrained intewrong compeences. I undertrained him to right competences and I miss certaincompetencies altogether and people who buy sales training. That's the threemistakes they're making unless they're using prescriptive traning frompsychometric science. It's just that! That's simple! It's at simple yeah, andso all right. So help me understand. So you you go in, let's say just formanageability for the conversation Sike. Let's say you go into a salesorganization. You got one VPR director and they got ten sales reps, and sowhat does it look like you go in? They do these assessments and then, based onthat, you identify those that can't be coached up, can't be, you know, liftedup to the next level. So then I guess the VP knows who he needs to replaceand then the remaining ones. You at least know that to your to point ofprescriptive training, you know how best to elevate them. What a! What canthe makeup of that training look like when you guys engage that way? BUITHAT's O 't think that' same thingon Myan. Is it on your end? Now there we go. Is that better actually know I'm not hearing anything its sound?It's I hear hat o her doing. I no. I heard it a little bit, but now itsounds okay E. I hear it. I can ignore it. If we can do it so yeah we should we gus, I it'l the LS ifit'll settle out a little bit, but I...

...mean so so yeah back to the QUESTIONSO.How do you, what type of prescriptive training do you come out with as aresult of those assessments, but a way? The way you do that it's really kind offun. We do what's called Af compty celebrations things, because thecompetencis that your company may find us core, like all twenty seven, are notequal right, so you've got to prioritize them and thoughs based uponto whom you're selling the nature of what it is: You'reselling the nature of your sales cycle, etc. So we calibrate which of thecompacies are absolutely core and that becomes in we base line them theindividuals against that core and we based line them a benchmarkan againstour competitors as well. So we have two points of reference and then thecricumen and is developed around those things. Okay, excellent! You stomthingelse, there's there's something else that I think you you given what youjust said a few minutes ago, they would find very interesting, is coaching.Coaching is a bigger problem: N, just a training people. Don't people are notgood coaches because they don't know what Tho coach on, and so we have onceonce. You get my profile and I report to you. You can go online with my profile andit will break down those twenty seven compesis over nine hundred specificskills in the right order that you should be coaching me on. So you haveenough to coach me on for a couple of years and develop me, and then you takethat and go back to our opening comments about Millennians milennumsnumber one. The number one thing that keeps Loyty of a millennium in a salesorganization is: Do they think they are growing? Do they think whill atForgetting Prescriptive Training and prescriptive coaching? There is theire,Happy Campers and you've got a loyal person and you got in your biggest riskis not your low performers. Your biggest risk in the sales organizationis losing your high performers right, but as long as you're doing those twothings, you'll be able to keep them everybody's happy excellent, and solet's pitit here a little bit and talk about Revenue Storm. Can you help ouraudience understand how you you know when you approach a client? What's thenormal reaction that I'm assuming you're going after you know top levelsales executives? What's the normal reaction, you get from them when youstart to present this mindshift mindshifting type of information tothem? Well, some are skeptical EAH and do remember that people get tothose levels by doing the things they've always done, and so there's a principle in history that allrevolutions started in the palace and backpetl themselves out of the palace,and so the people in the palace are not the insugators of change that they wantto do what got them into the palace and...

...te fight off everybody who wants tochange that right, so you've got ta break through that, and so the best wayto do that is we in most organizations creet what we call an Ilen ofexcellence taken on performing area, withan organization, everycorganization Hasm. It could be a prode line. It could be a geography it denmatter, and then we apply this science approach and then we get unbelievabledramatic results. The kind of results that I used to pray for when I waspresident of a sales treaming company and once we get them and then the wholecompany always always because a company is something more than a made upcollection of copycats, a anything that's what people want to do. So that's how it works at I made thatsimple, but that's how it that's really how it happens, yeah. So it'scertipical, you know landing expence. You can prove it out in one area, theneverybody else wants to replicate it. Yeph yeah and that's I mean, makestotal sense. So, let's change direction a little bit. I ask all of our guesstwo standard questions towards the end of each interview. First is simply as arevenue executive yourself, you, you know cro at revenue, Storm. That makesyou what we politically correctly would say prospect. I just like to call likeI see it call it a target for other sales professionals when somebody'strying to get your attention or they think they have something. That's goingto be able to solve a problem that you may have what's the best way forsomeone, you don't know to capture your attention and get in front of you, Oh good question. Of course they have to show Theye benthrough revenue, storm approach now other than that. I need them tocome at me, not through my company. That was the old training trick. Yougot to know their company know what Thei business issues are. No, no. I runthe compan an feel pretty good about that and I feel pretty good about whatwe're doing. I feel pretty good about a girth Rade, excat ECETEA. I want themto come to me through my industry. If they can come to me with industry,knowledge and the BATTL ground has smoved from the company into thecompy's industry. So you never can know an individual's company better than NeNort you'll always be one or two questions away from being exposed. Butif you come to me to the new battleground, which is my industry,that Scenaro, where ihave not yet formulating my response, I haven't formulated mystrategy. Sometimes don't even know what the new trends are in the AMERSindustry. So if the salesperson comes to me from that area- and they can putsomething in my mind- that I have not thought or if they put some optionsthat have not considered to help me- draw some connections that I've neverdrawn he's got me, I'm going to be there, I'm going to suck him dry,because that individual has just become...

...a resource to me and that's Gat ofvalue they're, providing more than just contant curation they're, providingvalue and inside nop yep. They become a strategic resource. Perfect, perfect!So last question: We call it our acceleration inside there's. One thingyou could tell sells professionals that would help them prepare in the in thechanging marketplace that you think would make them more successful. Whatwould that be? And why I'll give a very simple one? You've gotto come to the place in your mind that there will not be enough customers foryou to find for you to make your growth numbers you're going to have to shiftto making customers rather than finding customers. That means you're. Movingfrom demand capture to demand creation, no ifs, ands and butts about it, thatshould be number one on your list, excellent that was perby. Thank youvery much live on. If somebody's interested in getting in touch with youto talk more about this learn more about revenue storm. What's the bestway to get in contact with you, you can call revenue storm or you can call mepersonally, six three zero, eight four one, two three, seven, three or emailme at Lavon at revenue, stroncom or just get on e website revenue, storm,webstite and say contact me. So any of those thingswork as Livon. I can't think you know for taking the time day, it's beengreat having it on the show. Well, thank you, chadting. Thank you for goodquestions and thank you for allowing people like me to put this kind ofinformation out in the air waves. It's much needed and you, God, you're doinga really good service by making that happen. Thank you. Thank you. Thank youthat and thank you again all right, everyone that does it for this episode.Please check us out of BTB revizeccom share the episode give us review onItune, so we know which guests are getting the most value from and finallyremember we have valued prime solutions wish you all nothing, but the greatestsuccess you've been listening to the btobrevenue executive experience to ensure that you never miss an episodesubscribe to the show, an itunes for your favorite podcast player. Thank youso much for listening until next time.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (233)