The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 4 years ago

Leverage Your Sales Process for Differentiation with Brian Burns

ABOUT THIS EPISODE

Everyone is looking for ways to differentiate in sales, but often miss the one place that is closest to home, their own sales process.  Chad Sanderson and Brian Burns discuss five of the key areas of focus for sales executives and professionals to consider in order to make differentiation possible.

Subscribe to the podcast or listen to the episode above as they discuss the 5 key elements sales executives must consider as they build their next generation sales teams.

Podcast Blog Link: www.b2brevexec.com

Value Prime Solutions: http://www.valueprimesolutions.com/

Chad Sanderson - LinkedIn: https://www.linkedin.com/in/chadsanderson/

Brian Burns - LinkedIn: https://www.linkedin.com/in/brianburns/

The Brutal Truth About Sales & Selling podcast: https://itunes.apple.com/us/podcast/brutal-truth-about-sales-selling/id327760868?mt=2

You're listening to the BDB revenue executiveexperience, a podcast dedicated to helping the executives train their sales and marketing teamsto optimize growth. Whether you're looking for techniques and strategies or tools and resources, you've come to the right place. Let's accelerate your growth in three,two, one. Welcome everyone to another special edition of the B Tob RevenueExecutive Experience. I am your host, Chad Sanderson. Today we're going tobe tackling sales process of differentiation. How you use your sales process to differentiateagainst your competitors, especially in today when by our expectations are changing, marketdynamics, technology speed at which we do business are changing. Brian Burns,who is the host of the B Tob Revenue Leadership Show, as well asthe brutal truth about sales and selling podcasts, also a widely respected sales thought leader, published author developer the Matick method. He and I have teamed up totackle some topics and come up with kind of the five points that webelieve executives need to pay attention to, think about and start to incorporate intotheir approaches to their sales organizations. In order to stay ahead of kind ofthis big wave of trends. Again today we're going to talk about sales processdifferentiation. After the show I will do a little wrap up provide some additionalinformation, but for now I'm going to just let us rip right into theconversation with Brian Hey Chid. Let's talk about sales process as a competitive advantage. The number one thing I had was being able to network its scale andyou know, we had talked on a previous episode about, you know,really applying technology, but I think this is something that we can really dotoday. Have you been, like, trying to really leverage social and theInternet to scale with your clients? Yeah, it's interesting. Right. So,if you, if you there's a thing called the Dunbar number. Right, Dune Bar was an anthropologist and it is an evolutionary psychologist and he actuallydid some research with I think it was John Gore, the guy who createdcortex. Gore figured out that he had a hundred and fifty people. Oncehe hit a hundred fifty people in a factory. The minute you cross thatthreshold people stopped being as efficient. Right. So dunbar comes in, he doeshis research. Basically, would you figures out, as the brain canonly handle a hundred and fifty relationships at a time. Can only hold ontothat. Now what is beautiful about things like Linkedin is it does allow youto I think now some people would argue with me. I think it allowsyou to get past that limitation, but you have to be, you know, consistent in it. One of the things that we teach our classes.You know. Look, I've got, I've had over fifteen hundred contacts orsomething like that on Linkedin. I don't I wouldn't know. If I couldpick up the phone, I think maybe ten percent would return my call rightnow. Somehow I got connected to them. But what you can do with Linkedin, and one of the things that I do on our religious basis isevery week I hit ten people and I send them a note and Linkedin,say it's been six months since we talked. You Got Fifteen minutes for a digitalcoffee, no agenda, just want to see what's going on and ifthere's the way I can be a service and just do that on a regularbasis so you can keep that network, you know, strong and reliable.Is something that I think if sales reps to do that they'd have a heckof a lot more powerful network and be able to leverage a social tools effectively. Yeah, I think the person who figures this out is going to beinsanely effective. And you know, I was kind of one of the earlyadopters of Linkedin. I really saw the potential because I'm old enough to rememberwhat it was like before, when you and me boat. Well, Iremember when, you know, I did startups, you know one one job, you know, every two and a half, three years, and you'dgo to a brand new company. You get the laptop and what did youhave? You did really didn't have much of a sea on Ram. Youhad your contact database and what I go and I meet my friends for alaunch and I'd swap spreadsheets and that that was your your Rolo decks, thatwas your your social network back then. And when I saw linkedin come upout where you had like the relationships, who they worked for, the company, the essentially their resume on there,...

...and then some interest that they havewith like groups and blog post that they put out, then all of asudden you had this Intel and never never mind the contact information. I meanit used to be near impossible to try and guess somebody's email age. Right, right, and now it's easy. I mean not only linked in,all the things that plug into it. And what's the is it hunter?I think that plugs in will find email addresses and stuff. You can finddata on people today. That's no problem. The trick is, I think,especially with with you know, social tools, being able to leverage themso that you can keep that that network, that you have reliable reliability. Ithink moving into if you're just going to be huge for sales reps,because you'll see a lot of people like hey, I just got two tenzeroconnections on Linkedin. Awesome, that's great if you're marketing through that, butif you, if you really wanted to pick up the phone and you neededto talk to one of those tenzero people, what are the chances they would pickit up? Right? So, when you look at those types oftools, just stand on it a little bit and being, you know,proactive. It does. Unfortunately, guys, sales is work. Sorry, you'vegot a you know, if you if you stay on top of it, you reach out to them on a regular basis with, again, noagenda, it's just just want to keep him fresh, then you have amuch more reliable way of going about it. I think you can network at scaleusing the tools that way, but it doesn't just happen automatically, right, and I also think you have to use it super wisely and not bespammy and just doing the ask. You know, the last thing you shoulddo is when you connect with somebody's then ask for something, right. Idon't even say thank you at first. I wait a day. Right.That way you can you don't come across as a sales rep, you don'tcome across as a taker what you want to do. Come across as agiver, right, and it makes suggestions, share information with people, ask questions, kind of build that rapport before. Of course you going to ask eventually, but you get that no like and trusting. Moving right is reallypowerful, without a doubt. Without a doubt. My number two was understandingyour clients and the starting to think like your clients. I think too oftenwe're stuck in our own power points. I'd like, I'm going to stealthat, stuck in it's public domain. People get you, know you do, you see people and you see this a lot, right, and thisisn't really new. Sales Reps that drink the Ko laid rite, the onboarding processes. When you start companies, especially large organizations, you go througha sales academy or you go through whatever it is about the product training.You really have to drink the Kolaid in order to understand it. The problemis that's a different flavor coolaid than the person you're selling to is interested in. Right. So being able to really understand their business, their situation andthen, you know, uniquely tie what you can bring to the table tothat, to them, is where I think the power is going to lie. That's it, and I think the people who really, you know,understand the market, understand their clients. You know that a lot of peoplesay, all you got to know their business better than them. Well,I don't think you're going to get that. All, not gonna have love,but you can certainly put your yourself in their place, understand what theirday is like and the challenges that they have. How would they evaluated?How do they get promotions? What do they care about, what motivates them, what keeps them up at night and what's going to get them excited?Right well, and it's always interesting when you know we're working clients. They'relike so how do I find that stuff out? I'm like, all right, well, who are you selling to? While I'm on to let's say,seem okay. Well, last time I check, you have a CMO. What is their day look like? What is their calendar look like?What are they dealing with inside your company? Start there, I mean, ifyou're going to have these rules, are going to be there easily accessibleways and say your own organization to start and get that feel and then expandon that with the tool set in the research that you can do out there. That's it. Yeah, and and the people who do that, youknow, because they're going to understand, you know, is this deal real? How long is it going to take? And you know, that's something Ireally spent a lot of time study and I'd say, if I wasthem, what would I do? And...

...or just ask the question, youknow, what is in their personal best interest, not just the companies,not just their role, but their personal right as to interest, because whatI've learned is people will always do within their own person, but a lotof the sales processes out there and methodologies don't ever touch on on covering thatpersonal value. I mean that was one of the things I think that waskey, as I was an individual contributor way back in the day. Itwas key to my success was understanding the motivation of the individual as an individual, not as a CMO or as part of the company, but really whatwas driving them, you know. And their motivations are yeah, maybe theymay be similar, but they're always different. Somebody's more focused on family or theirkids are at a different age. So and maybe it's now college andtuition payments or, you know, maybe it's something else that they're focused on. Wanting to be recognized in their career, but taking the time to do thatand being the trick is being authentic about it. You've seen, andI'm sure you've seen this to you see sales reps where it comes off kindof slimy, for lack of that word, right, but being you got andI think in order to be successful in sales moving forward, you're goingto have to genuinely have an interest in other people. And I can beable to fake it. Yeah, and it doesn't take long for it tobubble up either. And I think too many reps focus on all people careabout is increasing revenue and decreasing cause. Right. Well, maybe the boardcares about that or the shareholders care about it. But you know, theCEO would like a private jet because flying private is a lot of fun.Should be ours. We have a sales reps goal. I want to flyprivate like you. Get successful enough, I'M gonna fly private with the CEO. Yeah, and that then all of a sudden you'll start they there's apersonal win right there. My number three, and we've talked about this before,but technology. I mean I think that as a competitive advantage, findinga personalized information like I've partnered with like Alice and nudge. These are companiesthat will give you personalized information about the account, the people, what theycare about, all using artificial intelligence without you having to do much other thanjust follow these people. And and the person who's able to do this atscale, without spending, you know, any more than a half hour aday, I think is in the future is going to be a phenomenal salespeopleand nudges, I mean nudge is a phenomenal tool. I mean it drops, I mean use I use it as well that it drops the information rightthere in your I'm we've got Gmail, using Gmail, so it drops itright now. Don't have to go look for it right. So anything that'sgoing to help you save time. The technology is going to bring the importantinformation to give you kind of that three hundred and sixty deg review your prospectthat's the way you're going to be able to do it at scale. Andthe technology tools that understand that and don't have a lot don't bring a lotof overhead to the table. I mean there are crm's I will that Ishall not name, that are the bag that are the vehemers that it justtakes more overhead time and I've never seen a sales rep adopt something that increasestheir, you know, quote unquote, overhead or Admin or gets in theway of them selling. So if you've got tools that streamline that and allowthem to do that at scale, I think you're your adoption and your abilityto get that into the mark is going to be huge, and then leveragingthat as a sales rep is going to be key to making sure you constantlyhave a full funnel. And I think that's it, because the new crmis the Internet. Think, yes, not not just probably doing that thebest job of making the Internet consumable for a salesperson without you having to proactivelydo everything you know, and I think the person who's able to leverage thatfor personalization, for intelligence, for ideas and things to talk about and thingsthat people care about, because it's not going to be features and functions,not not at first. That when and any I mean the last time Isold it and we're going to we're going back since for the last ten yearselling services. But before that, anytime...

...we got into features and functions,you just saw people's eyes glaze over, and it's worse today. I mean, they'll need a demo, right, they'll have to have somebody, youknow, vet it. But typically, at least in my experience, theperson buying it is rarely the person who's actually going to use it. Andso, especially when you're selling, that be to be enterprises. Right.So smaller company, sure, yeah, you're selling me, you know outreached, out Io. I'm going to be the one using it, but inlarger enterprises or even medium size, the person that's actually gonna right to checkisn't the one that's probably going to be using the tool. So it dependson who you're talking to. But the minute you go after the wrong personwith features and functions, you can see the glaze, you can see thewalking dead look hit their face. Right so just stop focus on them intheir business. That's it. I was talking to a great rep yesterday andhe says, you know, my key advantage is, instead of just doingthe demo, I basically implement the product in that hour that I have withthe perfect you know, yas you know, exactly what do you need? Okay, let's put this in. Okay, what's the process you'd like to takethem through? Let's put this in, let's give it a shot, let'stry it. Okay, here's what other people use those I this ishow I'd recommend it. It turns into kind of a customization, a consultation, versus a demo, and I think it was a super engaging and atthe end they have something. They have a straw man of how to leveragethat product for them. That's a perfect example of providing value with every interaction. I mean that's a that's a beautiful approach. That reps figured it outright. You're doing something that's collaborative, it's interactive, it's leveraging your tools, but you're also providing them something at the end. So it wasn't justyou know, sitting in a room for an hour listen to a pitch aboutyou know, open, save, cut and paste or whatever the new featuresaid is today. Yeah, and I think you know the people who aregoing to use technology throughout the process to remove that friction, everything from,you know, contracts to presentations to business justifications, to be able to dothat without having to spend much time to make baby basically make a cut andpaste and may be able to keep track and have the intelligence, because Idon't know if you use anything that gives you email notifications when someone opens it. Oh Yeah, Oh yeah, I love that stuff. I gotta TellYou, one of the best pieces of technology for me personally has been thecalendar link. I mean, I know you all, I know you andI use it, but I mean just what? People don't even have itlike it is. Saves so much time, it is so easily. Hey,here, I'll make it easy for you. Here's a link to mycalendar. Find a time that works for you internally with customers prospects, thatthing. That's beautiful. Yeah, that's it. Before I got on this, I somebody was interviewing me about, you know, pure outbound cold calls, and I said. Well, you know, I don't do any theygo, you had a video. That was five years ago, that youdon't only to do to a day. I go, you don't use thephone. No, I'm on the phone all day. But you know,if it's not on my calendar, that way, when people their calendar changes, they can change it without interfering or checking with me, right, youknow, and they can get on my calendar when you they know I'm available. I block out the times and I use certain days for certain topics thatI care about. So I don't do a lot of context shifting. Andyou talk about productivity. It is like insane. Oh well, and it'sjust, I mean it also just from a psychology standpoint. You're getting thisother person to in. They're already engaging with you just by clicking on thelink. You're giving them power in the process, right, and infusing themwith a sense of ownership, and it saves me a hell of a lotof time in the back and forth. Well, no, Monday at twoto four or forty five or when they like Buh Man, I'm so gladI don't get those emails anymore. Oh yeah, it's like, Oh,you pick, oh, oh, anytime next week, house, Wednesday,any day, but Wednesday okay. And then you get time zone. WhoCalls? Who? Yeah, do we do it on skype? Do wedo it on the phone? Ah, that used to drive me crazy.Yeah, the technology. The technology again,...

...like, since that's scalable, thatthat allows you to be more efficient on both sides of the equation.Right. Like nudge gives me information so I can be more intent with theperson I'm talking to, make it more valuable for them. The calendar linkstuff gives me the ability to engage somebody, get them involved with me, givethem some power. Right. Those types of tools are just they're invaluable, I think, in the sales process. Yeah, and especially anything that youcan put on your smartphone. You know, because I got the IPHONEthat not the first time it went out, but the second time, and I'vebeen so hooked on it because, you know, I can get somuch done while I'm standing in line at starbucks and stuff when I have allmy key APPs on the home screen and be able to, you know,connect with people, get emails done all real quickly and immediately, you know, using text. I really encourage you, everybody I work with, the usetext, you know, on which is pretty natural for it. Youknow anybody under forty? Yeah, the age things interesting, right. There'sa stat that we used to use that sies like seventy four percent of millennialswhen they wake up in the morning, the first thing they do is rollover and grab their phone instead of touched their significant other. So, Imean you're that attached and we used to call it the one foot, threefoot, ten foot experience. So there's your phone, your computer and thentelevision or large scale screens, and so we have a tendency to be inundatedby these screens and that phone. We're just I mean you watch the videosonline of people walking into, you know, parking meters because they're texting or staringat the screen not paying attention. That's a it's a phenomenal device forefficiency and to get in touch with and engage with people. Yeah, yeah, and I think, you know, certainly the younger people have adopted it. I think a lot of people, you know some people over forty,should really spend more time with its matter be ages. But yeah, Iagree. Well, I'm yeah, Hey, I'm over forty, but I haven'tI have one always it's always within two feet of me. If myphone is not within two fee of me, I start to have you know,I've breaking the cold sweats. Well, that's it, because anybody like underforty that they don't call you, like all my friends call me inPROMPTU and stuff. They don't text first, but younger people will text first.Hey, is now a good time to talk, which is fine,you know, but it's kind of cool. Hey. My number four was turningclients into advocates. I think the people this is kind of old school, but I think it's really even more important now, since those latent customersare so hard to get. If you got a customer, you've got tomake them successful. You've got to make them your advocate without I mean itused to be that way. You were always trying to do that right,but not today, especially with like the increasing content, the increase in,you know, thought leader marketing and refral marketing and stuff like that. Youwant your customers to go out and tell their story. First off, peoplerelate better to stories. Second off, it's not coming from you and asa salesperson with a you know, an agenda, you're gonna they're going tolook at a little bit biased. But you have a customer that you canput out there that's going to talk about how what it was like to workwith you, what the experience was like, what the results were. Right theycan give them more of that understanding, that threedimensional understanding of really what itmeans to partner with somebody. That's extremely powerful, but it takes alot of work to make sure that your customer experience all the way through thesales process, your sales experience and your customer experience is flawless. That's it. That's something you know, I did, you know, when I was sellingenterprise software. Soon as I got one on account, I would takethat account out to launch meat into prospect and then I'd daisy chain them andthen I'd I had part of my ecosystem is consultants that would do the implementation, you know, and I'd bring them in on the sales process. Thatunderstand how each stage is going to go and it helps out with that mysterymiddle piece of the deal where it's like, okay, the kind of bought andthey want to move forward but still not ready yet, and it isand you don't have the money allocated. Is, you know, the CEOisn't bought in, there's no business justification written yet, and what it endup having is a system and ecosystem that...

...really works. And I've had thefounder of influidive on and he's got, you know, building a product toeven help people with this, to make your clients your advocate its and,you know, the reps kind of think of this is marketing's job, butand it might be if they if you don't close the deal, it doesn'tmatter whose job it is. Right well, and especially when you get into,you know, combination, to stop services and products right where you we'reselling a product and there's implementation services or customization services. In order to havea customer who's willing to be an advocate, you've got to make sure from beginningto end that it's it's, you know, beneficial to them, theyprovides the results that's going to provide. As a sales rep, I alwaysused, I never used to just turn an account over, I never usedto throw it over the wall. I was always there riding along, annoyedthe crap out of our consultants and stuff, but then the day I was likelook, we can get to the other side and they'll stand up andthey'll come give a talk where they'll talk to another prospect or they'll do ablock or a white paper or whatever. If they're willing to do that,that's invaluable and it's not all right. Yes, marketing has some role inthat, but it's my job, I've always thought, as a sales rap, to get them to that point because I'm going to then turn that aroundand use that to bring in another customer and make more money. Right.So the Oh, the sense of ownership, or at least involvement, I thinkneeds to be more consistent as people move forward. Yeah, and Ithink it plays into the that chief revenue officer idea where that that person isresponsible for him getting the accounts, turning them into advocates, turning advocates intopart of the marketing team where you know they're working on case studies and testimonialsand use cases and all of a sudden you start to build that ecosystem andreps who embrace that, who put extra effort into it instead of just lookingat it going after the next kill, which we know we're program to dobecause there's maybe no revenue there. You know, for another twelve months andyou know that's kind of short term thinking. But they're that reference. You knowthat reference is only going to be there if they owe you something.If that rapport is strong, if that relationship is strong, then you getthe reference. Otherwise you get the Oh yeah, have them call me.They've not a doubt. You'll never get the call back and you'll never getthe reference and that bad looks even worse. Yeah, and then, and then, of course, I mean especially with the prevalence of social media andif you irritate somebody so much like I had a CEO once. You remember, and maybe this shows my age, but LEX mark printers, right wheninkjet printers were were a big deal and they first came out. He hada bad experience with a LEX Mark Salesperson. When I met the CEO it waslike eighteen years later and he was looking at new printers for the itwas looking at new prince to the office and the one thing he said wasunder no circumstances do you bring a Lex mark product into this organization. Eighteenyears later. So if you go negative, your the ramifications of that are,you know, severe, and so really staying focused on that and usingthat opportunity to turn them into an advocate. You know, it's worth its weightin gold. It is. But my number five one is kind ofcontroversial. But controversial say, is it compete to kill? Now this isa kind of a cultural thing that I had when I was a rep thatwasn't, Oh, a world of abundance out there, that there was onlyso many deals for my products and I was going to kill my competition.I didn't just want to beat them and I wanted that rap to go lookfor another job. I Love I love it. So, yeah, allthe headhunters, I knew I would always you know, hey, you know, there's Joe over there. You know, I don't think he's doing that well. You might want to pull him out of there and give him abetter career opportunity. I love it. I mean, look at the nameof the game in sales is to win, right, that's it's competitive. Wewant to make sure that we're, you know, providing a complete solution. It's so if you can get a...

...foot in the door, tip ofthis beer, whatever que little phrase we want to use to get the door, the job is to get rid of the competition. We're not in youknow, you can do where they call it co opetition or something. Inever understood that. I never I never understood that. I am definitely atype A I want the entire account, you can, you can go somewhereelse kind of guy. So completely agree with that. But it also breedsfocus, right focus, and more of a strategic thinking for sales arts,whether they're able to accomplish it or not, but to be able to think likethat and think holistically of what are all of the problems I can sellor solve for this account right, and how can I increase my revenue ifthat means focusing on taking out the competition, you're at least focused on the accountright and stay engaged with it. That's it. When I hear arep go all, you win, some, you lose some. Bullsh no,you don't. That's it. You know what's the commission on a lastdeal right now? Zero. That that money is now in someone else's pocket. And I'm I mean in this in the most poositive way. I meanyou don't do anything on ethical, immoral, but you do stay super focused andyou are there to win the deal and you know you got understand yourcompetition is to you get into these beauty contest deals with it. Look intothree vendors, when an Arrow down to two, and then we will narrowit down to one and then all three will bid so they can use thepricing against each other and you've got to understand what the client is doing anddrive them towards what you want them to do. Yeah, I mean inthose situations, bakeoffs are always interesting to me. Right, if you getan RFP, first question should always be all right, look, let's justbe honest with each other. If I'm cannon fodder and you've already got achosen vendor and you just need some numbers, then let's save us both some time. I'll shoot you some numbers. I'll just I should just some soyou can check that check box. But if you're willing to engage, okay, and if you're doing a bakeoff, the really you know, you seeit time and time again. You know I've I've run teams where we've beatsome of the big four because we're not focused on what we're going to do. We're going to focus on the results of the customers going to get outof it, and so we're not looking at just what the RFP is.You know, set telling us to look at. We're looking at the businessas a whole. So URFP's a small window into a much bigger thing.My job when I go into those things, those Bakeoffs, my job is towipe the floor with the competition so there's nobody less standing and I don'tmeet again. Like you said, not unethical. It's just a matter ofdrive, focus and value that you want to bring, right, and andcommitment determination. Yeah, because I this always. What is the first questionyou always get? A one of the first questions you get when you havethat on site meeting. They say, well, who do you compete againagainst? And Right, you know why they're asking because they want to youknow another alternative. Sure, and yeah, and it's say, oh well,but we're kind of in this new space and you always give like maybetwo week all turns or people who really aren't in the space. Usually Iget asked that question. I'm like, well, we compete with A,B and C, and if you call them, I would ask them thisquestion. And we compete with X, Y Z, and if you callthem, I would ask them this question, knowing full well that the questions I'vegiven them are things I know the competition hasn't figured out yet or havea, you know, a solution for that. We do right, andit's just that standard understanding, you know, not only understanding clients, industries andmarket. You do need to understand who your competitors are, not onlywhat they're providing, but how they're selling to. Yeah, and I thinkthis all comes back to that advocacy and ecosystem that you're building, that it'snot a single transaction, that each what I used to call the bowling pinapproach, where you knock down the head pin and all the other pins naturallyfall right, and so you try and find who's the kingpin account or thekingpin partners that you have in your territory that if you worked with them,you get them successful and they all of a sudden everything else becomes easier.Right, you got to start somewhere and you got to be relentlessly focused onthe wind. I mean, I don't know. I've had managers that arelike, Oh, well, you know,...

...it's okay, you got you gotbeat. No, it's not okay. I want to know how I gotbeat. Why do I get you know, what can I do betternext time? Because I'm going back to that account like I always used totell refs. The two things I would tell reffs on my team that theyhate is, number one, prices of phantom objection right just means you haven'tdemonstrated the value. And second, if you lost, that account isn't dead, it just means you have a hell of a lot more work to goget it back. Yes, Hey, did you have any that I missedor know? Those were great. I think that was that was perfect.That was perfect. Cool. Hey, it really appreciate your time today,Jed. It's been my pleasure. I look forward to doing it again.All right, everyone, that does it again for this episode. I hopeyou found some value in the topics that Brian and I were covering. It'sbeen an absolute joyed to team up with him on this and here his perspectives, share insights, tactic strategies, things that have worked for us and ourclients as we have worked with them. I appreciate you listening. Please sharethe podcast out with friends, family, Co workers, your your network.Let people know that it's out there and if you're enjoying what you'R hand,please write US review on itunes or stitcher or whatever podcast source you're using.Those reviews help us really, you know, craft the content for the show,the types of guests that we invite the topics that we tackle. Soagain, thanks everybody for the time check us out at be to be REVKZECCOMand until next time, myself and everyone of value prime solutions wish you andnothing but the best. There is no one size fits all solution for optimizingyour sales and marketing organizations, yet how you sell and market is a tremendousdifferentiator. Value Prime Solutions uses proven formulas and frameworks with a customized approach toincrease your sales and Marketing Roi to learn more about how we can help you, visit value Prime Solutionscom.

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