The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 years ago

Mark Holmes on Customer Experience "Chick-Fil-A" Style

ABOUT THIS EPISODE

Any B2C company knows that customer experiences are a number one priority. What can B2B sales organizations learn from B2C customer experiences? More than you would think.

We sat down with Mark Holmes, CEO of Sales Revenue Coach and author of five books, to learn why B2B companies should be paying more attention to the buyer’s journey and what they can learn from the B2C customer experience.

You were listening to the BB revenueexecutive experience, a podcast dedicated to helping the executives train their sales and marketingteams to optimize growth. Whether you're looking for techniques and strategies or tools andresources, you've come to the right place. Let's accelerate your growth in three,two, one. Welcome everyone to the B Tob Revenue Executive Experience.I'm your host, Chad Sanderson. Today we're talking about Customer Experience Chick Fila style, or, to be more precise, how btc guest experiences areimpacting expectations around the be tob customer experience with a b Tob sales experience.To help us with the topic, we have with US mark home, CEOof the Sales Revenue Coach, author of five books, including the people keeper, the sales diamond and the latest one, the five rules of megavalue selling.Mark, thanks for taking the time today and welcome to the show.Great thanks for having me Chat. Appreciate it. So, before we jumpinto the topic of the day, we like to start with a random questionjust to give give our audience a little bit more insight into you. Asyou look back over your career and think about some defining moment that happened thatkind of change trajectory or your perspective on things. You know, what wasthat event and what did you learn from it? Yeah, that's a greatquestion. That launched me all the way back to fortify business thirty two yearsago. I mean, oddly enough, you know, some people really searchfor their nitch or kind of the direction to take. My kind of justplopped or landed right in the middle mind fortunately, the first two clients Ihad while from very different industries. One was like a Caterpillar type dealer,you know, the heavy machinery. The other was an automobile dealer. Theyboth, oddly enough, one of the very same thing they wanted me tosend in and I didn't even know what these were secret shoppers, mystery shoppers, you know. I had to do a little research to find out whatthat really meant at the time, and they wanted me to send the manfor the purpose of being able to find out how can we improve our salesbut do it in a way that the customer appreciates, and I thought,well, that's an interesting approach, and that literally Chad was that opened myeyes to this whole perspective and I had come from sales, come from marketing, and you always kind of looked at push or pull marketing and all thesedifferent techniques and strategies and I just I get, you know, I thoughtthis is profound. This is exactly how sales ought to be. We oughtto be approaching it from the customers perspective, not ours, and so that reallynavigated my course. I've it's affected everything I still do to this day. Well, it's a concept that, you know, you see a lotof sales organizations struggle with because they're so focused on how they sell rather than, you know, how their customers buy. And it's a subtle, you knowshift, maybe the opposite side of the coin, but it's becoming evenmore and more critical today. And when we were talking prepping for this interview, how you refer to it is as customer experience, Chick Fil a style, which I love. But for our...

...audience, can you provide some contextaround them? Yeah, I probab about to start with. You know,why Chick Fil a style? That's that's probably the most obvious place to start. Why not McDonald's or Duncan or, I know, Chick Fil A.I've oddly enough, I've had a parallel kind of course career. A lotof my work is with Betobes, a course in how to increase sales andto do that they've got to understand this need to really address it from thecustomers perspective. But with be TOC's, and I've had a number of them, like the chick fil a's and the Duncans and many others in the largeretail stores, they're out after to do the same thing. They want toincrease revenue that they know to do that. In reality, what they're really comingto me for is to help improve their gas or customer experience in orderto produce that revenue. So it's the same end result, but one ofthem really gets it. The BETC's have gotten it for a long time.We've got to be able to concoct or create that experience for the customer,Chad that, you know, the the that they're going to appreciate, thatthey're going to want to repeat and come back and that's the message today fortoday's salesperson. It's the message today for today's sales executive or business owner.We've got to characterize that experience in a way that the customer says, youknow what, I want to do business there, and that starts at thevery, very begetting much like a BTC experience. If you drive on thelot of check fil a or Duncan donuts or it all starts right there.You look at the enterprise, you you, I mean you look at the building, you look at the grounds, you walk in, you see howpeople interact with you. It's from the moment you get inside that door allthe way through to the conclusion and you're walking out the door front of theHouse, back of the House, and that's very similar to a be tobe experience. It starts at the very beginning, when they click on thewebsite, when they look for that article, when they're trying to watch that video, when they try to find what it is that you do differently,and then when they engage with a salesperson and they call and they talk toa secretary or receptionist. First all of those touch points add up because atthe core of it, at the core of it, whether we're a BToc or bb customer, we all have this running mental grade card. Illgive us an a or they're giving us a see here and then when theydeal with them, they're giving them a d and when they walk away theguy, you know, that was just that was okay. It wasn't great, but it was okay. Well, we got to be up there inthat great territory because more and more today, the company that gets the salesperson,who gets the sale, may very will come down to exactly how theywere treated and the experience that they had overall. I'm here odd things today. I mean this is really crazy to me. I still kind of scratchmy head. I I think, you know, seriously, million dollar dealsare coming down to things like this. When we do exit interview, ornot exit interviews, but when lost reviews, customers will say, well, youknow it, they just got us, so it's got well, they justseem to understand US better. Or...

...this one they'll say, you know, we were just more comfortable with him or her. We just really likethe way that they approached us, how they handled us, how they lookedat our business. And I'm thinking, Wow, you know, you gotto get that message today up in the sea suite, because that's what's happeningdown there on the ground. That's what we're hearing and it's out in thefield. And now it's time for everybody and the organization wake up the factthat the customers experience is a whole lot more, maybe important, than whatwe've given it credit for. Right. Well, we when we've talked aboutthis. Right. So, if you think about it, I mean I'vebeen selling, more was selling before I moved into the sales enablement space,for for over a decade. That that CX dream, right like. We'veseen companies invest in it. We've seen the reports that sex especially to beTOC space. It generates returns. I mean that. I forget the nameof the company, but there's a report that showed the stock prices of thosecompanies that invested in CX versus those that didn't. Write. This is onethat we we used quite a bit when I was I was selling the globalone thousand. The challenge always was, though, at first you had toget them to understand the importance of understanding what your customer was going through,and that was in organizations outside of the sales silo. And I'm wondering,you know, as you work with your customers today, how our sales executiveshandling the fact that, even in a be tob environment, they have topay attention to every aspect back of the sales experience. It was hard forme selling it to CMOS and the CTOS, you know, five, ten yearsago now, the salespeople who are so traditionally focused on what's my activitylevel or how am I guys selling? It's a little bit of a paradigmshift that. I'm curious how some of your clients or how you've seen peoplekind of respond to this need for an expanded awareness. Yeah, well,it's round the gambit, those who really get it, the enlightened ones,to those and there and, and I mean an intense interest on the oneend of the spectrum to the other end of the spectrum just clueless, stillnot really understanding what kinds of mammoth changes have occurred and how quickly they needto adjust. But fortunately, and here's you know, I was penciling outbefore we talked today, Chad, something that people listening the audience may havesome kind of fine of interest, and that is there. There's such adiversity today of businesses that have been affected by this shift in what the customerexpects. I give you just a sense. I'm working with a transportation industry client. I'm working with a manufacturing processing equipment client of food manufacture and itconstruction management and can convenience store chain, to just name handful of them.And in every single case they are looking for something to improve their customers experienceor guests experience. Some are looking to increase or improve their value proposition sothat it's more centered on what the customer...

...values, not what the company orwhat the salesperson thinks we value, but actually doing our job, asking thekinds of questions to be able to identify the needs and concerns and skepticisms andassumptions and opportunities that the customer actually has so that we're selling and we're we'repiecing or were creating our value proposition back to their message, not ours,and it whether it's a strategy to reposition in the marketplace or maybe they're respondingto a problem. I got two clients right now that they came to mebecause they've gotten horrible reports from customers about the customer experience, so they're tryingto reposition. I've got a large manufacture who says twenty five percent of ourcustomers have no idea who their sales rep is and we it just blows yourmind. And then, and then we start looking at our they were saying. We look at ourselves or customers journey, and we think, man, it'sjust completely out of sink with what we thought. And so now they'rereconverting and they're changing their entire website and now, instead of going to theirwebsite and trying to hunt and find, they literally have their website being laidout like customers look for websites to be laid out, much like you'd goto Amazon and order, like I did this week, a brand new pairof shoes. You know is easy to find. I could go right toit. Well, the businesses that get it today, the sales executives whoget it, the sales people who get it, know that what we've gotto do is to be able to present to the customer what they're looking for. So maybe it's under a product or maybe it's an industry where they're tryingto find the solution, or it's solutions or it's services, whatever it is, construct the way we sell that's comfortable for and aligned with that customers journey, and that that's really the test today. It's the ability to align the sealsperson and the sales process with the the customers journey and do it ina way that's congruent and consistent and they get that experience much like they wouldget if they were on Amazon or they went and went to a Duncan orthey went to whatever they shop they get that immediacy that they want, theyget the convenience that they want, they get the excellence that they want andthey get the consistency that they want. It's the same thing. They wantfrom be to be experiences. They want a mediacy, there's a sense ofconvenience. They want it when they want it, how they want it.They want that excellence that regardless of who they deal with, they want tobe treated in a way that's excellent. They want excellent products and services deliveredand they want it consistently. If they deal with the salesperson that's really,you know, focused on them and selling to their needs and understanding them andtaking the time to create a relationship and create trust and to take it fromthe customers perspective. If they've got a salespersonal like that, when they dealwith the account you know they counting office or the Finance Department or the fieldoperations or technician or technical services department.

They expect all of those to beat the same level of consistency and excellence and when it's not, there's adisconnect. So this message is is certainly for sales people. We've got toget our act together. We've got to sell the way the customer wants tobe sold to, but at the same time it's for the sales executive andthe sea level suite to say we need to make an investment and make surethat we're from the front of the House to the back of the house.We're getting at AAA score from the customer when they call in, when theydeal with us. And there's an article recently in Harvard Business Review where theyanalyze the bunch of bb buyers and they came up with the fact that,I think it was eighty six percent of buyers and organizations will actually pay morefor a good experience. Right, and that's an experience that that's largely generatedby the sales wrap in a BB world, and that eighty nine, it waseighty nine percent of people have actually stopped a buying process or gone witha competitor because they didn't like the way that they were being interfaced with andand that that point you make about understanding the customers journey. We've got.Man, I've done a lot of journey mapping with the organizations over the yearsand and there's a difference between at times, of customer journey and a buyers journey, and it's a subtle much like all of this. It's a subtledifference. But if you can get your sales reps to start looking at itfrom the buyers perspective, understand their definition of value, is what you're tryingto uncover and connect to, it gets a lot more powerful. It's justso hard sometimes they get sales reps to, you know, just stop making statementsand start asking questions. Yeah, and just you make such a greatpoint. Those buyers motivations becomes so important because you may get a midlevel decisionmaker influencer calling in or they may be clicking on your website and touring aroundand then it could be someone else from their organization it. I mean it'sa tough there's no question it's tough. It's challenging because you may have fouror five or six or seven, what's the average to day? Seven pointto you know, decision influencers to make a large purchase decision be to beso you're going to have to meet a different levels of needs and salespeople needto be very aware of that, that there's other people in their organization thatare likely going to need to come in on the decision and they're going toneed to curate their influence so that you know they're attending to their value driversas much as they are the be you know, or the d level orwhatever decision influencer and an organization. I will go back to something you saidbecause I think it was a great point about customers buy more. They dobuy more, they pay more and they refer more. You know, they'renot as sensitive, most of the research shows are not as sensitive to alittle bit of a price difference. They still want that value, but they'rewilling to pay for trust. They're willing to pay for relationship. And youknow when customer, when when sales executives and when presidents of organizations and CEO'sget this. Like I've got a small...

...manufacturer, Jazz, think you'll youraudience. I love the story small manufacturer. Mean they get it and I wasjust talking to the CEO not long ago and they've got their system downnow they've got two different locations or about a half a mile from each other. It's just how it it's kind of structured and they've got a manufacturing sideand then they've got this distribution and part side and that's in a different building. And oftentimes people will come into the manufacturing side, where the president andthe CEO and sales people and many other people are located, to walk inthe door and then be like lost and where am I supposed to go?And so they've got a system. Now, let mean get this where they literally'smost like a Duncan experience or chickfill experience. Well, they walk inthe door, somebody greets them with a smile. They asked them if they'dlike to have a drink, you know, maybe a bottle of water, Cupof coffee. They show them the restrooms. They tell them they don'tworry, you're in the right company, it's just we have a different location, and they explain that and then they get to know them, they startasking them questions. It may be the CEO who walks out and just strikesup a conversation. You know what brought you in and how did you gethere? How did you find out about it and how could use there anybodyelse in your car use we always talking me the other day about a guybut came in to buy a five dollar part from them and he says hiswife was in the car, so they brought her and got her a bottleof water and by the time they got down the street. You they'll callahead and say you've got Mr Mrs Jones coming. You know they're getting there. Are Interested in such and such and so somebody's ready at that facility.And he said that customer today, I mean get this, that was afive dollar, five dollar order. He said they've become a chemical purchase forus now. They spend thousands of dollars a year and they've already referred asto another actually a car wash owner that wants the same kinds of chemicals andhe's spending thousands of dollars a year. So they've got it down. They'vegot this this understanding that we sell to the customer in a way that createsa memory that's worth repeating. It gives them a positive experience. We allknow this. People don't buy unless they're comfortable for in the way in whichwe sell. They're not going to buy what we sell to. They're comfortablewith how we sell and when it starts with respect and trust and listening andcaring, it just resonates with customers today. They do want convenience, they wantexcellence, they want consistency, they want to know that you care well, and I mean you're right, your spot on right. And if youlook at it, if you look at the way be to be people sell, it's so difficult sometimes to get them to take a breath and ask questionsand then listen right, because most sales reps, especially be to be,they want to get in, they want to tell you how cool they are. Hey, you need to buy this, and nobody wants be Sel to,nobody wants to be so tame. Way It doesn't work right. Youneed to really start to find ways to be authentically connecting and that experience thatsome one has isn't made up of you know how you performed on this phonecall versus that phone call. It's how you string together all those micro momentslike, were you asking that well you...

...know, well informed questions? Didyou do what you said you were going to do? Did you follow up? Did your email have spelling errors in it? Did the collateral, yousend over, the case studies. Was it applicable to them? Right?It's all of this string together, these micro moments, and I think alot of sales rep struggle and organizations fail to hit their numbers because they havea tendency not to embed ways for sales exacts and sales people to consistently andrepeatedly create those relationships that lead to trust incredibility. Yeah, I like todo an exercise, Chad, when I open up that when I'm speaking somemore in a training workshop, the same and I'll do a two minute drilland ask them to put together. You've got two minutes. You're going tobe marched in front of your customer. It's somebody who you really want toland. As you understand it, several other competitors are going to be there. They've got two minutes too, I'm going to get that's all they've got. That's all you have. What would you communicate if all you had wastwo minutes to communicate to this customer you really really want to land? Andso I give a minute and a half, two minutes, to come up withan invariably ninety eight percent. I've been doing this for years plus,will automatically go to that pitch what we think you ought to know right andthen I'm after they've all done that, and then we play it back onvideo recording. If we recorded, I said, how could you possibly know? How could you know what they want unless you've asked? We all fallfor this trap to launch into our pitch when one of two or both conditionsexists. WERE UNB we're unprepared or were under pressure. Under pressure, youmake me unprepared, I'm going to I'm going to blow it and I knowit and I've done it. And when we're not prepared, we're going todo that every time. We'll go back to what we think we ought totell to sell rather than what we ought to ask, in order to uncovertheir value drivers, to sell to them what they're really want to know about. That's why I hate powerpoint so much. You Better Kill Your power point you'regoing to kill the sale. And I also often get a lot of, you know, cross eyed looks at that one. But I mean,stop and think about it. What's more insane than standing up for thirty minutesor twenty minutes or an hour and flipping through all these slides sixty five slidesor so on how here's what we think you ought to know about us soyou'll buy us. And half of the audience is, you know, ifnot more, are already att tune and uninterested within the Lord first five orsix minutes. Stop it and just have dialog. Ask questions throughout, ordo something even insane and just say, you know what, I'm not I'mnot going to have a power point. I want to have a dialog.I've got questions for you and I want to find out from you what itis you'd like to know for me. Or build your power point, forgoodness sakes. From that perspective, stopping ask them. I was asked theother day by a salesperson. So what should you do with a powerpoint?I said, asked your customer, for Goodness Sakes. What do they wantto hear? Information that they like to see. You cover and build yourpowerpoint, if they want one, according to what they want, not whatyou think they ought to know. Yeah, structure it for them first, yousecond, and that's a we see...

...that a lot in proposals. Evenright the first fifteen pages are all of this why we're so cool, whenreally, you know they're just going to flip back and start with the pricing. So let's, you know, let's let's make sure we're structuring every elementof the experience around how they're going to buy, what information they're going towant, when right, and providing them access to it in a way that'sbased off of their value drivers, what they're going to find valuable, notonly business perspective, but also personally. So, you know, business isa personal thing. People buy from people that they trust that will drive themtowards solutions. All right, not not just conflict exactly. I've seen thatgo. Yeah, Oh so, I was gonna say. So, whenyou think about I mean there's a bunch of challenges right for be to becompanies that are trying to transform their sales teams. Of course, you've alwaysyou know, you got to train your sales guys. Most from haven't beentrained. Even less have been trained in how to effectively prospect. Today.There's a lot of challenges and things that these that these organizations have to address. But if you could narrow it down and just pick like the top threechallenges that you see be tob companies facing in terms of transforming their sales teamsto provide a better sales experience and drive growth. kind of what would thosethree top challenges be from your perspective? Like? Number One, they've gotto help theirselves, people, sales force, understand what it is the customers wantingwhen they arrive at the website or on a phone call and how theyhave changed. Quite frankly, many companies have underinvested for so long and salestraining, Chad and sales enlightenment or sales education, that their sales force reallydoesn't have much of a great understanding about how it has changed and how millennialsin many cases, are influencing eight out of every ten purchase decisions be tobe and how the younger mindset or the younger buyers probably looking for more andmore information without human contact. And that that I start with. that.You mentioned mapping the customers journey and in the customers mtor the buyers journey orthe buyers motivations, and you've got you've got. That's a great place tostart. Start that education and what it is they need to know. Thesecond thing, I think, is another big challenge today and that's aligning thesales force, or even the sales process with that customers or buyers journey.Aligning the sales force efforts and the sales process with that journey is such animportant part of being able to do it effectively. That is a real challenge, quite frankly. A lot of organizations just don't know how to do that. They don't know where to start, and that's that. That's going tobe a challenge, but it's one that they need to certainly tackle. Thethe third I'd say, you know, I probably put my finger on notto be repetited, but training. It really today does come down to equippingthe sales force and that sells person with...

...that ability to sell and communicate theirvalue in a compelling way that differentiates from competitors and quantifies the value and thedifference that they will make for customer. That's linked directly back to that customersvalue drivers and that may have taken ten seconds to say, but it takesa little longer to understand. I find a lot of this is easy tolearn but it's difficult to apply, and so I think that's the other challenge. We've got to get the sales force willing to make a change and howthey do sell, to wake up to the fact that this is very differentworld that we're in today and it's challenging and we need to find a wayto sell better and we need to be more customer centric if we're going todo that. Yeah, we have without a doubt, that context switching,I think is difficult sometimes for sales executives because a lot of them, Ifound him, I don't know, maybe I'm alone in this, but Ifind that they have a tendency to want to, whether they are aware ofit or not, make the perception of sales inside of their organization more complexthan it needs to be, just as a way to build credibility for thesales function inside of the organization, when in practice it is the simplicity.It is the simple and simple's not easy. Right to your point, it's easyto learn it, but the application of it takes a commitment and aconsistency that sales exacts have a tendency to not reinforce because they're so driven by, well, what's my pipeline look like for the quarter? What's my numberslook like for the quarter? And it needs to be a more institutional,more consistent approach to that enablement, in that training of individuals, especially aswe see more BB buyers, becomes super sensitive about the experiences that they're engagingin with their providers. Yeah, in a word, I'd have to calla culture. I mean that's too if you had to put me in acorner and say, so, what do you work on really, if youcan only say one thing that you're working on with clients, in reality it'sculture. It's changing that sales culture so that sells people direct their own behavior, they leverage their own efforts and they're doing it for the right reasons andthey understand their informed and they're open to that kind of change. So manysales cultures have been not deliberately or intentionally created, but they've just kind ofhappened and one day the sales manager wakes up or the cells executive looks atthings a little more close than goes my gosh, this is not the culturewe want, this is not how we want people behaving out there. Well, they're going to have to change some of the things they do up inthe at the executive level, like stopping being obsessed about measuring sales and startmeasuring selling Beh are. Measuring sales is easy. Measuring selling behaviors a littledifferent and you have to unpack that Nask yourself how can we change that behavior? And that's got to be changed through the culture and in fact I'm workingwith an organization right now on that and...

...they're literally working on this exercise ofwhat are what are our values? What about we aspire to? What areour what our sales standards? How do we want people to sell? Howdo we want them to perform their job? What kind of attitude do we wantthem to have, and values do we want them to upholpe? Whenyou start doing work like that, sales people are more than willing to makethose changes, but you can't just hand them another torch and ask them togo like the field again. Understand you know why. Why am I doingthis? That's that's the important question. We always want to focus on thehow and here's what you need to change and make it happen now, butwe skip that important question why. Yeah, it's interesting that the awareness we talkedabout when we work with clients, conscious competence versus unconscious competence, likebeing aware of the need for preparation, right, preparing what you believe theperson you're going to be speaking with will find valuable, not what you needto get in front of them. You know, being prepared to ask questionsthat help you differentiate. Really focus on that experience. I was doing akeynote for a client, big sales kickoff, and I bought three Ikea chairs andI took the instructions out of one set, I cut these instructions andhalf in the other and then I picked one of the people that I wasdoing an analysis with, an assessment. I gave them a heads up inadvance that hey, you're going to be putting together this chair for time atthis event in front of everybody. So here's the instructions. Make sure youdo your homework. And we call them up and you know, they teamsof two and they start to put these chairs together and you hear the normaland if anybody's ever put together, and I don't mean to pick an Ikeabut any self assembly furniture, at some point you want to throw the crapacross the room and it's just that. It's that demonstration of what it takesto be prepared and make sure you know what the end goal is before yougo in and doing your homework at practicing. It's going to change the experience,not only for the buyer, but it will change the experience for thesales reps to it will make them much more excited and authentic compassionate, becausethey're not pushing a stone uphill. Exactly. Well, everything we do contribute tothe image we create for ourselves, and that image is never neutral.It will always be either positive or negative, and you can either, as asalesperson, decide that I want to intentionally create the image to that customerthat I want and that relationship, or I can just let it happen andand be passive about it. I'd much rather know what kind of image I'mcreating and so if I if I take that and I own that, thenI start looking at how I do my emails differently, how I answer thephone, how I'm prepared, going through the disciplines and my mental preparedness,all the way down to my paper and pen sole work that I may doto get prepared for the questions I'm going to ask or the objections they mean, having my whole act together so that when I walk in I'm organized,I'm capable, I'm confident, I'm relaxed and I can focus on that customerand I'm not caught off guard and I...

...don't have all that tension that exists. You know, I just I'm free of that when I walk it.That's my message to sells people often. You know, look, you gotall these touch points. Determine how you want to be perceived, because whenyou do it right, you're going to be in that trust corner. Youdon't want to be in the commodity coffin corner. You want to be inthat, you know, value vault. And to get there you've got tocreate the trust and relationship and that takes asking questions, listening, speaking theirlanguage, identifying with their values. Yeah, excellent. So let's change the directionlittle bit. We ask kind of our guest two standard questions towards theend of each interview. First is simply, as a revenue executive yourself, thatmeans your prospect for other individuals out there, or a target, dependingon how you want to call it. But I'm curious. I always liketo hear when somebody's trying, somebody you don't know is trying to get yourattention and connect in a credible way to have a conversation. What captures yourattention what gets you to respond to somebody? Oh, good question. You know, for me it's pretty simple. They've got to be able to whatreally it's my attention, what gets through the clutter of a really busy dayand a lot of distraction is if they answer for questions in lesson twenty fiveseconds. I want to know who they are, why are they calling?I want to know what do they want, what do they want me to do? And fourthly, I want to know what's the benefit to me ifI do what you want me to do, and I want all of that undertwenty five seconds or so. If you can answer that and email thatI can peruse and look through in less than twenty five seconds, a hundredwords. You can do that in a voicemail or you can do it ona phone call, you got my attention. And specifically, of course, I'mpresuming that they're narrowing in on the on an area of need that Ihave, but just their approach. I mean, I we'ed people out reallyquickly and I think customer generally do this based on their approach. If they'rein confident or they're rambling and they're, you know, uncleared disorganized, ifthey're coming across the speel highlights. Sensitive to that, and this, youknow, we hit that to leave button worth really boom, you're out ofthere. Yeah, that's what gets through. For me, excellent, and sowe call our last question acceleration in safe there's one thing you could tellsales, marketing professional services people, one piece of advice that, if theyinternalize them, listen, you believe, would help them be more successful hittheir targets. What would it be, and why? No, Gosh,okay, I'm going to, I'm a cheat and give you two real quicklast one long number one, I'd say the customers perspective. You've got it, you don't know the step out away from your desk, crawl or acrossthe desk onto their desk, so to speak, and look at everything aboutselling and about what you sell and what you represent from the customers perspective andbuild out your approach according to that. That's number one. Number two,prepare, prepare, prepare, just like retails, location, location, location, sort of, or used to be it. Today, for the today'sbe tob salesperson, it's prepare, prepare,...

...be ready, be organized. Ifyou're not spending ten to fifteen minutes preparing seriously for at least that longfor a sales call and what you're going to ask and the objections and yoursales call objective. If not considerably more than you're not doing your job.Excellent mark. For listeners interested in talking more about the topics we touched ontoday, what's the best way to get in touch with you? Yeah,you can go to my website, sales revenue coachcom. There's some articles there, on the blog, etc. And find some resources there or contact me, mark at sells revenue coachcom. thankscellent mark. I can't thank you enoughfor the time day. It's been great having me on the show. Greatwell, thanks for having me. It's been pleasure. Thank you, Jan. All right, everyone that does it for this episode, please check usout. Of Be to be REV exactcom share the episode of Friends, family, Co workers. Let us know what you're thinking and until next time,we have value prime solutions. With you all. Nothing but the greatest success. You've been listening to the BB revenue executive experience. To ensure that younever miss an episode, subscribe to the show and Itunes or your favorite podcastplayer. Thank you so much for listening. Until next time,.

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