The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 years ago

Todd Handy on Outsourcing Your Sales Efforts

ABOUT THIS EPISODE

At some point, every company has to consider what type of a sales team they will use. Outsourcing sales can benefit companies by not only improving ROI, but by providing a core competency in something that a business might not have.

We recently sat down with Todd Handy, Vice President and Managing Director of Digital Media and AdTech at MarketStar, to discuss why companies consider outsourcing.

Were listening to the BTB revenueexecutive experience, a podcast, dedicated El Executives, train theirsales and marketing teams to optimize growth, whether you're looking fortechniques and strategies wore tools and resources, you come to the rightplace. Let's accelerate your growth in three to one. Welcome E, you one to theB to be revenue executive experience, I'm your host Chat Sanderson! Todaywe're going to be talking about out sourcing your sales efforts and to helpus do that we have with this todhandy VP and managing director and MarketStar Tod. Thank you very much for taking time to be on the show. Today,thanks chat, it's my pleasure, so we always start with a kind of off the Walquestion. If you look back over your career- and this can be business orpersonal, we do tell us a little bit about yourself what you decide to sharewe're looking for a defining moment, something that you go back to time andtime again, maybe change the trajectory of your career, lessons that youlearned kind of what was that moment and what did you learn from it? Wow? That's that's an easy one! For meto think through and come up with, I think that there are really two typesof folks in the sales arena. There are those who set out specifically to go into salesbecause they thought they saw something about it. They lay like, or theythought, their personalily lent itself to it and then they're those whooftentimes find themselves more accidentally in sales, I'm more of thelatter than the former. I have training background and I had done a lot oftraining and Ihad done general management as well, but I had neverreally considered sales wasn't sure that I wanted to be that sales guy andso forth, because I equated the bad side o of our industry, with that thenews, car salesman and so forth. Right I felt like sales was, was not what Iwanted to do and a few years into M my professionalcareer, an opportunity rose, and my boss said: Hey I'd like you to managethis sales team, and, I said, went tell me why, and we talked about that andshe gave all the reasons why she thought that was a great fit, and so Igot involved in that and what I learned very quickly was that training is all about. Educating andsales, frankly, is all about educating as well. If it's done right, of course,we need to close, we need to write up the ticket, we need to ring the cashrid dist everything else, but what we know from a sale standpoint is, ifwe're not educating our prospects on what we do and what the product does,as well as what value will bring to them, and some expactor right they'regoing to pay some number and they're going to have a multipliyer on thatthat they will expect to see as a return. So that would probably be the thing thatwas most eyeopening to me. Was that what I had done and had been doingreally didn't have to change because it was educating, it was just in adifferent arena that I was educating. Well, not that's an interestingtransition right, because I've seen a lot of sales. People go the otherdirection that think, because they can sell. They can train I'm kind of on thefence on that one, but coming the other direction you had to there had to be somany similaries that it didn't feel too uncomfortable. I would assume no, itreally didn't feel uncomfortable, and you know, if you think about it. Yoursales collateral is not much different than your training man or what you handout to your training classes, to enable them to understand what it isyou're going to discuss today or tomorrow, or to break things down inmanageable chunks, and that was clearly way before the the distributed trainingthat we have now in the technology and so forth. But yeah it didn't seem allthat forging to me clearly. I had to learn a lot of vernacular and I had tolearn some different stages and so forth that maybe weren't necessarilylaid out just like training, but it was interesting for me to go through thatjourney excellent and for our listeners now. Can you give them a little contextaround market star, Ind, your role...

...there sure so market star next year, we'llcelebrate thirty years in business, which in of itself is quite an anomaly.Most businesses don't make it that long. The company is in the outsourced,channel and direct sales and marketing industry, and what that means.Basically, is this companies hire us to do sales and marketing for them, eitherin the partner channel to Taur distribution and through vars anddistributors and system, inthe, grators and so forth, or in a direct emotion,and that could be direct sales phone sales. It's also field sales, and thenwe have several ancelary roles around that we have Le Generation on the frontend, we have account management on the backhend and over the last little,while and in my role within market star is to build out our business unit,which is in the direct space, but it's our digital media and our ADTECHbusiness unit. So the history of market star was in it ce hi, tech and so forth,so the intels and siscos and hps and others of the world, and over the lastlittle, while and and now especially, if we're putting this business unittogether, it's more ebay and Pinterist and Adril that are coming on, and sowe're adding to this history that we've had within itce and Itech Mor bringingindigital median ATTEC as well to leverage all of the things that we'vedone from a sales standpoint and processes and everything else to helpthose clients who also can use our help so help that explained it. My wife and kids are still sometimesnow exactly what is at the you do so yeah. I've heard that question too so when when and why should the companyconsider outsourcing their shells? Tm I mean there, there are sales exacts outthere. That would pay cringe at that at that thought and I'LD be curious, alsoas a following to funout kind of what kind of pushback you get, but let'sstart with whenand. Why should a company consider out sourcing theirsales efforts? Yeah Yeah, you would think as a sales guy. My answer wouldbe. They should always do so and they should, and they should do it right now, but the truth is outsourcing, isn'tnecessarily for everyone, and so the best way that I could say that youcould look at it as outsourcing is basically asking someone who has acourt competency in something that maybe you don't have a corte compeencyand to do that for you or with you if you will, and so if this is a companythat has nailed their sales processes and they are meeting all of their Kpisand they're clearing all of their inventory and everything else. Thereprobably isn't as much of a role for eltsourcing unless they feel like theycan get some cost savings. Maybe they can move to a lower cost geography or a delivery model thatblens itself to lower costs, or maybe they just don't want to have the fixedexpenses anymore? That really would be. Maybe the only thing that someone whohas absolutely nailed their sales would say would be a reason they would do it,but I think we would all agree that most of us have never worked at acompany where we've nailed all our sales ject, that's exactly what I wasgoing to say is like so then everybody should, because I don't Wel Wel yeahandand I don't mean that to sound fecesious or flip flippant there. Therewill definitely be times when it doesn't make sense. Doubt Sorce, butthe answer to the question. Then it really is when the company feels like it doesn'thave that core competency or it doesn't feel like it, has the ability to scaleor it doesn't feel like it's as innovative or as good, at deliveringthe sales in a specific model or...

...whatever the case may be, it's rich forthose companies who say. Would we like to save some cost yeah there candefinitely be cost savings. Sometimes it's not necessarily cost saving, butit's a greater ri because we or another outsourcer maybe are close to the samein the cost. But we deliver. You know one XTRXIVX, whatever the XPECTOR is ofsales, so they get a better rlly. So it's is sales court to you or isthere's something about what you're trying to do that you can scale or youcan't deliver. Maybe the way you would want to or probably the easiest exampleis simply a lot of times. o The company is reallygood at the enterprise, but maybe doesn't know midmarket and doesn't knowhow to access SNB and we cover all of those. But we've really done a lot overthe years in augmenting sales teams. In midmarket in SMB, which those companieseither don't have an interest in doing themselves, but they know that they canget incremental revenue and so forth. So it's less about the the size of thedeals that they're going after say were. If you know, if they're targetingenterprise versus SMB, it's really more about whether or not they considersales and revenue generation, core o. What they're bringing to the party, Ithink that's a really good way to put it, and- and I think they also have tobe honest with themselves, because I think everyone would say we're good atdoing this, and if you're a product company, sometimes you're, not we're aservices company, and so I would be the first to say. If we tried to build aphysical product, we would probably fail. That's not what we do, and so itdoes require Litt Le Bit bit of introspection on the part of theexecutive sponsor and whoever else is making the decision as to whether ornot that' something that they feel would be good for them. And so whatabout length, O sale cycle and complexit ies? It makes sense if you'redoing a more. I don't want to say transaction, because I don't honestlybelieve I don't believe that's going to make a lot of sense. But let's say ifit's a six week versus eighteen month sales cycle does one lend itself to outsourcing sales over the other, or are you set up to handle both yeah? So Ithink I think the answer is: were we and probably all other outsources areset up to handle both of those that really is going to depend on what levelof patients the company WHO's outsourcing has? If it is? If, if it'san eighteen month, sales cycle honestly may take US eighteen months to learnwhether or not we're being as effective as we want to be because of by thenature of he of the sale cycle. Right now, when I say that again, I don'tmean to selfacetious, but that's no different than the company if they havea captive themselves, if they have an egteen month sale cycle and they hiretod to do sales for them and he looks like everything is going great untilmonth. Sixteen, when something falls apart, that you wouldn't have knownuttil month, sixteen that requires patencs, and so that probably would bea little bit more difficult, but at the same time, you're going to expect foran eighteen month, sale cycle of very high price point and probably some verygreat margin dollars. And so you probably have the appetite for that,but I think something that would be in a shorter sale cycle with digital media.That's going to be ninety to a hundred and twenty days sales cycle, but thereare others, Croud services providers that we work with where it takes a lotless time. It's it's a month trial and once you've tried it, it's okay, let'sscale your company and so forth. So it's going to be partly the patientlevel that the client has with regard to when they want to see the the return, or at least the movement,the ramp. If you will and then it's also going to depend on what that salecycle is what the ticket price is and how quickly you can show ramp torevenue. Okay, and so can you give us an example of metrics or results yougenerated for clients to kind of give...

...us a little bit more context on kind ofthe Roy yeah, so for for one of our large it Hig techclients. We have four years carried a one billion dollar plus quota. That's aquota that we bear that we're responsible for for several of ourother clients. We bear quotas in the hundreds of millions of dollars and wasit so sorr in rub it not tha, that's amazing! So a billion dollar quota soar they do. They also have internal sales, or are they out sourcing, onehundred percent of it to you guys? No, in that case they would have internalsales as well. So then they treat your entire organization, essentially as arap, I would think with a billion dollar quota yeah. Basically, although it's neverquite that simple at's, true Imean, because because that that that billiondollars might be made up of multiple statements of work with multiple linesof business and so forth, and so there would be a lot of different stateholders and so forth, and it would be multiple teams within within marketstar, but yeah in. In almost every case, we carry a quota of some kind thatwe're held responsible for, and we are working to deliver against that,knowing that that quota has certainly been set by that client to providewhatever Taret Iorli that they're looking for okay and I- and is itbetter like the different types of roles right we've gotten to this pointin sales, where I think it's a little bit ridiculous? How segmented we'vemade the profession, but is it easier to out source SDRs versus Accounte xackversus account managers? You know I mean you said you touch them all, butfrom your experience is there one that seems a little quicker to Ouri for acustomer yeah? I think I think the clear answer there is inside sales,because it has a specific dollar amount associated with it, and you can tie itdirectly to the close of that sale. It's a little more difficult with alead development rep to tie it directly to that, because, although that rap was the one who generated the salesaccepted lead, that became the opportunity that became the close.There are those who are going to argue. Listen, all you had to do was tee it up,and then the salesperson had to actually close it overcome theobjections. Do all the Hardo work right and and on the other end of the theequation, the account manager once the seller is done with it. In many motions,the seller closes the deal hands it over to an implementation team or anOtoperations team and digital media O or whatever the case may be for thatvertical and then it gets implemented. And then someone needs to manage itfrom there on out, and you could argue that this account manager managing afive million dollar on going annual revenue account, let's say, is reallygreat for doing that, but the seller would say yeah if I hadn't landed thatyou wouldn't be managing it. So we've definitely done a really good jobof better segmenty to your point, th theSales d motions and how that all works, but everyone will have a way that theycan lain claim to part of that and on the other side, where you can refutethat they really were the ones that brought that revenue. So I think Iwould have to say inside sales is probably the one where you can tie thatmost directly to it. Welln I'll, tell you having having built and run salesteams for several organizations. There's a lot of there would have beena lot of value to me in you handling the BS that happensbetween SRSDR's account exacts on account managers, because that infightit used to be it was just sales against marketing. Now we've got all theseroles in SDRs. Well, you wouldn't have got the deal if I didn't set themeeting and he's like well, if I didn't close it, the account manager andeverything o look all of those things.

I've done them all. I've managed themall. They all take a level of professionalism and discipline andfocus so everybody'. Stop Stop You whining, I'm obviously not a verypatient individual, so the value to me an outsourcing. My sales would havebeen just coming to you and Saind, hey todd, here's what I need you deal withthe personalities, because I really want to focus on the business rightright, well and and and frankly, that's where a lot of clients find themselveswhere they simply say, listen. We! We are good at what we're good at andwe've heard from referrals that you are good at whatyou're good at, and so we know that you've got processes and systems andall of the connective tissue and everything else, and so let us be goodat what we're good at and let you be good what you're good? At I mean we, wehave eighty seven percent of our clients come from referrals. Oh wowexcellent, and so how do you on board? So I mean, if you guys, outsource sales,and you got a sales exact. One of the. I think one of the things that wouldget my attention running a team would be okay. This is what you focus on.This is what you're good at so help me understand how you on how you determinewho you're going to hire, how you on board them, how you make sure thatyou're running the you know top ter sales organization that other peopleshould top into instead of you going through this log of trying to buildthemselves? What are you doing that helps create that a differentiation between you knowbuildit versus by it right? Well, that's that's really where the rubberhits the road, because if we don't select the right folks and don't trainthem properly, then the RAMPA revenue is either slower or nonexistent orwhatever the case may be, and so we work very diligently to make sure thatwe're as solid as we can be in the sourcing in in the hiring where in twothousand and eighteen, one of one of my most strategic initiatives and franklyit is with my peers as well in the other business units- is to do an even better job ofimplementing predictive analytics to help us in completely understand wheresomeone will be successful. So if I take a look at my star sellers on in a certain line of business- and I dosome regression analysis and I use some pools with some predictive analyticsand so forth and put all of that Together- and it says: Okay, you'veinterviewed todd and based on Tod's answers and based on is resumes andexperience and based on the profile that we built of him. We have a highconfidence level that he'll do well in this job. That helps us. So much morethan the way all of us were raised, which is you look at the resume?There's a say: Is there sales on their resume? There's not throw it out andthen all there is sales on there. Isama so put it over here and then and thenwho's been selling the longest. Who says they had presidents club all thosekinds of things right I'll be the first to say, and I thinkmost people agree- I'm not a hundred percent on Hirig and I've made some badhiring decisions, and so that's where to answer the question we need to do abetter job and that's one of the things well be doing in two thousand adeighteen, with this strategic initiative of getting better predictiveanalytics and a better confidence interval and the folks that we'rehiring and then training them. So we have a pretty pretty well rounded androbust curriculum for sales in general right. So how do you sell? How do youovercome objections? How do you get past the gatekeeper? How do you do allof the things to manage your pipeline and how do you nurture those thingsthat are one o one for sales of course? But then we have to layer on to thatsomething from the client because we're not them we're not good at theirspecific piece of business. I may have many people who sell digital media, butthey might not sevl the to media for x, client, and so I need their insight orHig tech or whatever. So we've got a...

...really great curriculum and we put themthrough this robust curriculum to get them ready for sale selling, and thenwe have to lay er on follow. The features functions, benefits pricingprocesses, everything else that the client brings Meld all that togetherhit the floor and and start figureing out what we're doing right and doingwrong and make giterations, and is there a specific sales methodology thatyou guys, invest in and believe and teach the sales rept or is it somethingyou guys developed internally yeah? So we follow methodology called AORactivity objectives results. There's a book called Crackin the SalesManagement Code. That speaks a lot to that and it is a methodology that weare working to infuse throughout our organization, and it simply is that youwork with your reps to understand those activitieswhich lead to certain objectives which lead to the results that are necessary.Most of the time we know results is going to be a quota. It's going to bereveling or something because that's the end I'll be all then we're going towork back from there. So we're going to say twelve calls per day or thirty callsper day based on you know, if it's transactional, wherever case may be,and twenty emails and whatever activitieswhatsoever, those are going to go up to the next level that are going to leadto DM conversations. This is Ou makeerconversations or proposals or pitches or whatever you deem to be yourobjectives, which are then going to lead up to be your results, and so,within this aor framework, we have a system that the manager can sit downwith the rap and and look at the results over a specified period and seehow they're doing on the asdoszrs. If it's red, obviously we're below, ifit's green, were there or above, but then the REP can also say. Okay, if Iwere to change this number of calls that I had in the last week, if I had X-and I put another fifty percent on top of that- I type in this new number-they see it cascade upwards. It says okay, this would have ment to that manymore pitches which would allow to that much more revenue based on andestablished close rate and so forth, and so everyone has a differentmethodology and there's value in every one of them, and there are alsocertainly ways that you can game systems and so forth. But we feel likethis helps us to focus on ultimately the results, and not so much with theseller, saying. Why are you micrer managing me Whal, I'm not micromanaging!You I'm just saying that if you're not making enough calls, it doesn't lead toenough DM conversations, and it just doesn't lead to enough revenue right sopaid for doing nothing. Yeah, I'm not I'm not micromanic, I'm not micrer.Managing your calls. I'm expecting results, and this is what the resultsare required to be based on what our clint is requiring from us, and so,let's figure out what level down here of, as is going to lead to what levelof those to meet the number of ours that you need, and so in that type ofapproach and outsourcing, you guys work with a bunch of different clients. Doyou find it easier to recruit and attract? Let's say raw talent Les's, ayounger younger people that are, you know,putting their first toe in the water ind sales, or you know those ultra high performers,who maybe don't want to sell the same thing for the next thirty years. Theyprefer. The variety of you know the different clients is you guys bring tothe table? Is there? Do you see it easier to attract indor train thosedifferent types of of individuals? So I'd love to give you the definitiveanswer it becomes. The consulting answer of it depends and here's here'swhy it depends because we work with such disparate clients in differentindustries.

There isn't a specific right or wrong, but here'swhat I can tell you, maybe in general- and that is this over this to last tita while in discussions with a lot of my managers. I've heard a lot of themsaying that they're looking less and less for people who have years andyears of sales experience because they feel like when those folks come onboard, they're, less flexible. They have their way of doing things andthey're not open to new ways of doing them, whereas when they look at folkswho have less sales experience, but they've got good customer serviceexperience or something demonstrable that they're more flexible, thatthey're more coachable, anwilling O to learn and so forth. Again, that's wherethe dependens comes in, because if it's back to your earlier point about aneighteen month, sale cycle, that's probably a very technical sale. It'sprobably a very high ticket sale and you might need folks who have years ofexperience in that industry to come in if it's a lower sale cycle, lower pricepoint, a lot more transactional, where you're going to burn and through a lotof those, then you can probably afford to have someone who can learn on thejob a little bit more quote, unquote to get where you need to be. So that'swhere the IT depends comes in and- and I guess it's not surprising- I meandoing you- know sales and amid sales training. I always like having the Icall thim, the crusty old guys in the back of the room. Now I am one of thoseguys actually when I first got trained. I was that guy in the back of the roomlike why the hell am I in here, but those those guys do have a lot of value.But I wonder if that comes more is his more o a result of the way sales hasbeen historically and the way they came up through sales and the fact that nowall this technological change that we've seen you know in the BDC spaceand across marketing and sales stacks and all of the textacks and all thatstuff is creating the need for a much more fluid type of sales. Professional.Is that something you guys are talking about Internaly or have come up again? So you know it's interesting becausethe last eight nine ten years of my career have been in he in the mediaspace, and this has been an ongoing discussion in media, especially inlocal media. So think, newspaper, Radio, K, TV newspaper was disrupted early onand has been struggling. TV Ha has stood the testof time a little bitbetter, but it's starting to be disrupted by Youtube and Hulu, Netflixand so forth, and one of the biggest debates that rages in local media is.Do you take your legacy sellers and do you give them digital to sell as well,when we know that some of them? Don't know digitalal that well don't careabout digital they're, passionate about the media, they've sold and maybe don'twant to learn the new trick. Or do you take completely brand new digital folkswho are good at digital and sell those, but who don't have the accountrelationships and who don't have the entree into the the big spenders and soforth? That has raged for quite some time and there's camps on both sides ofthat an and the same thing plays out here as well, where Yeah we definitelyneed the folks who have the tribal knowledge if you will tocress the oldfolks who can bring some of that to the table. But we also need theadaptability and flexibility and then there are crusty old guys who can beflexible and there are brandnew brand new folks who are inflexible right if we could just hire an entire wave offolks and they all look the same thatd be great. But unfortunately it's apeople, management, business and everyone is a little bit different.Yeah and- and I mean Didn Day- People Blifor people and some people arewilling to make the changes necessary to stay current and and up to date andothers aren't. I mean I think, some of that's just pure human behavior type ofstuff. It's it's always been an interesting question for me becausehaving run sales teams and and built them, I always found myself trying to stayaway from my own internal bias of I don't want to have to teach this personfrom the ground up, but just like you...

...said, there's headaches on both sidesof that. It's like what type of person are. You is really, I think, the key tothat equation. Yeah. I think I think we look atsomeone who doesn't fit our target resume and say: Yeah they're not worthmy time, because I need to get rampe to reveue really quickly, but then we failto realize that by bringing in the folks, Wyo have been doing this forquite some time and who won't bend themselves to our will or our processesor whatever that we probably ultimately end up taking, maybe the same amount oftime. Maybe not, but over the long term we end up, maybewith folks who can't be flexible when new products come on or when new salesmethodologies come on or whatever you can fall on either side of thoseand there's going to be an argument for and against each of those. But that'swhere we try to fit the right profile with the right client based on what thejob is and obviously even Wen, within that you know the hunters and farmersand that whole methodology and everything else well and then so interms of the trends of outsourcing sales teams. Are you familiar with, andI know I'm totally catching you off guard here, because this I did not putthis in the notes. When I said I to you whut, I is done to me. Have you seenswarm SALESCOM? Have you seen so the website? So I'm not familiar withSwarmsalescom, I'm familiar with this warm methodology within agile and thatalmost lends itself to what that might be. But no you didn't put it in thenotes. Now you made me, look bad and so I've said I'e Shad. I don't knowanything about it, so educate me Wot, it's just it's interesting right andit's a company company out of Minneapolis that they just launched. Iwant to say earlier this year, but essentially it's like a clearing housefor companies that want to go out like I'mtrying to think of the last one I saw was the company that sells art tohotels to put in the hotel rooms will put a contract up on swarm sales or silike that, and then sales reps can and it'll tell you it's worth. You knowthirty, five percent of the ES commission or Forty Percent Commission,whatever it is, and then sales reps can like pull that down and go, sell it not without any of without anyaffiliation really to the company. I mean they're selling their product andstuff, but it's really kind of like crowd sourcing, your outsource salesteam. I'm I'm meanbe really curious to see how that trend continues to evolve.I could see it being effective, maybe in really small scale transactionalsales, but there are some sales up there that are more be to be complex. Iwas just wondering if you've seen anything like that or run into that in outsourcing arena. I'll be honest to haven't necessarilyseen that, and there may be many of my colleagues who have and would have beenable to speak better to it than I am now. But what that makes me think of isthe thumb tax and the task rabbits and the others of the world where, wherewe've said Hey, let's, let's get a handyman and let's put it out there andlet's let people bid on it and let's get folks who will come in and do itand I'm very much a fan of disruption, and so that has disrupted yellow pagesand armine directories and so forth. But my guest would be. I haven't, spenta lot of time in those companies, but my guess would be that there is a lotof backand headache for those companies to make sure that they get people whoare bonded, who are honest, who aren't going to scam their their customers andso forth. I mean th, there's always going to be that the same thing couldbe with what' form sales or something else. You know someone Ou sailes hereand there would be great if it doesn't require a lot of scales it scales. Now.Is this guy going to bring three of his friends who aren't necessarily wellqualified just so he can make the sale. I certainly am not saying that theirmodels, bad, I'm a big fan of disruption, but I think all of thatlends itself to when you have new delivery methods. You also have newpotential ways to game, a system and new necessity for quality checks and soforth. Well- and I think I mean you is...

...a really good point for me for myperson, I would say the quality issue right. So, okay, if I'm a company, thesales reps or the company, that I choose to outsource, my selfs effortsto they're an extension of my brand they're, an extension of my of theexperience that I'm giving to my customers and so working with somebodylike market star, makes a lot more sense because it is much morecollaborative. It's there's a quality check in there. Youguys are making sure you're hiring the right sales, rap ure working with thcustomer the other. This warm sales thing doesn't make sense to me ifyou're worried about your brand of the long term experience because it seemsto me to be more like a contract hit, like you know, go back to Mafii days.Right just seems it seems a little. I don't know, maybe because I've beenin sale so long. I got a hip on my shoulder about people making fun of thesales profession, but it seems a little even slimy for their typical Cliche, Imean maybe it works and I could believe in situations h it could. But if thereare organizations out there that are truly concerned about their brand andthe sales experience hat there delivering, it would seem to me to makea hell of a lot more sense to work with a market star where they're invested inmaking sure they're representing your company the correct way and the way youwant to be represented. Actually, let me speak to that because you got towhere I was thinking in that as well, and we both arrived at that sameconclusion. Yer earlier example: He, the Rep, who wins the bid for theselling of the art to the hotels or whatever. Let's say all the theinventory gets cleared unless Ay, I gets cleared at the price that that the seller wanted, but yeah if thebrand got hurt n in the process. That's not good! I'm certainly not suggestingthat. That's what happens in that model, but I'll give you the Marcet Starversion of that. So our folks are all dedicated to the client that they workfor. We don't have shared programs where half the day you're calling forthis one a other half day, you're calling for that one N. Then, tomorrowyou represent a different one. So, first and foremost our folks are living within the confines of thatclient and therefore they become experts at that client and its productsand its value prop and everything else. But then the next part is when we are speaking to a customer andI'm on the line with that. Customer and while I'm on the line, he decides tolook me up on Linkin on Linkedin, I've got the quiet name there, the clientlogo and the client title there, because we don't need to have thefriction of wait, a second whos market star and how do they fit int? All ofthis and everything else. The clients have US completely take on the personaof their company, because we are they're paying us they're training usthey are authorizing us to represent them, and so that helps a lot and youwould not possibly be willing to do that if you thought that we were goingto soly the name or the brand or do something that would be detrimental,and so I think that's something that speaks to the value of working withsomeone from an outsourcing standpoint. Who brings that knowledge and thatsecurity to the prospect as they say, Hey? I think I might one outsource withyou yeah yeah. I agree for me, especially when you look at some of thelatest data and the reports. You know state of sales reports, SOM sales forselast year that concept of sales experience is becoming ever moreincreasingly important, especially and P TOB and working with an outsourcefirm. I could see how you could control that w t something like this warms andagain I don't mean to pick on swarm, so there's probably other things out thereand swarm sales if you're listening, I'm happy to have a conversation aboutit, but I just don't understand. I don't understand how a company that istruly concerned about their brand and their their sales experience cancontrol that maybe their ways, maybe it's built in I don't know again, don'twant to sell anybody's name. It just didn't make sense to me, but as we werethinking about outsourcing sales and trends in that area, I was just curiousif you guys Ha d run into it. Well, here's the only thing that comes to mymind is that's probably just yet another distribution channel, and so you know think of all of the discountrekailers you can go to and you can get...

Nike shirts for a lot less than you canget at the Nike store, its still the same making sure. Maybe it was blotbody and you know, lots and sold off and so forth. It's just anotherdistribution strategy and a way to clear inventory, maybe so todd. Whatyou're saying is it's the outlet version of true sales kidding? Sorry, so so I' Di'mdefinitely going to get a hit. Put on me now dis. You put that hous. My O is Niothatthat's. We don't. I like the I like the analogy, the distributionangle. I hadn't thought about it like that, but, okay, so anybody who'supsede with taught it was me that asked the question so come after me on thatone and again I'm willing I'm willing to engage in the debate anytime. Solet's change the rection here, a little bit towards the end of every interview.I aske two standard questions and as an executive for market star. That makesyou a potential prospect for other people that are trying to sell servicesto market stark. I'm curious from your perspective, somebody who doesn't knowyou who believes they have a solution that you might be interested in. What'sthe best way to capture your attention, build credibility and get in front ofyou. I love that question, because the immediate answer that comes to mymind is that things not to do. Do not add me on facebook and en a minute Iaccept it, just go to town on me right I mean weall know that we all know that I'm normally not going to accept yourinvitation every once in a while. I try not to connect with anybody that Ihaven't actually met face to face every once in a while. I might because Ithink I might want to be connected with them and that more than fifty percentof th time I get burnt the minute I accepted boom hard sales pressure andso forth. So I would say that it is. If you want toget attention. I'm buying all day long we're allbuying all day long. If I have needs- and you feel like you can fill thatneed. Let me know that, but get in I front of me the right way: I'd muchrather have than email that will quickly set the hook and let me knowwhat is the opportunity and I will franklyrespond and say hey. I would like to know more or you know what that's notmy Bailey Wick cletme forward it to someone else or simply know, and and sothat's the first part is just come at me direct, but come at me very quicklyand sisikly. Maybe a couple of bullet points. Let me see what there is there.Don't try to sell me in the first email. Frankly, don't try to sell me in thefirst phone call, but then, if, if I show some interest, then yeah, let'sset up a call, and I will give you some time if I feel like the values there,it's a whole value exchange right. What it's is my time and your time is, Iworth OU spending this together. So, that's probably the way that I wouldanswer it. Okay and last question: We call it our acceleration insight.There's one thing: You could tell a sales professional today that youbelieve if, if they actually heard you and we could debate about sales,people's ability to listen later, but if they actually listene to you wouldmake them better tomorrow. What would it be and why I think it would go back to? I think itwas the first question you asked and in my response of I had spent a wholebunch of time in training and in general management and then wasn't sureabout sales and found that there is a very close correlation between the two.I think if sellers can understand that asking more questions is better thanasking less questions. Obviously we want us the right questions. We want toask them in the right way. We want to make sure that we're buildingcredibility and we're not asking a question that was answered five minutesago and showing that we're not listening. Clearly, we've got to checkall those boxes, but I think, as sales folkes too many times we're moreinterested in showing what we know, then, in understanding what the needsare, and so you know ask a couple more questions and you thought you should orask a bonus question or something...

...because the more we know and the morewe uncover the better. We can tailor that solution and by asking morequestions, I think we also open ourselves up to the prospect that theyrealize that we're not trying to be that guy or that Gal who ar the know atall, who are you know, sit down. Let me tell you about my product and you'regoing to buy it, so I think I would tie it back to the very beginning and sathat's probably one of the things that would multiply for a lot of sellers,powerful point and much appreciateit, so tod. I can't think enough for takingthe time to be on the show Oday, it's an absolute pleasure on my end again,thank you for taking the time that's wmy pleasure. Thank so much all right,everyone that does it for this episode. Please check us out. AF WWWBBrevizeccom share the episode with friends. Families Coworkers, if youlike what you here do, is favorite leavethis review on itunes and untilnext time we have value prime solutions with 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 in 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 (226)