The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 4 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.

You were listening to the BDB revenue executive experience, a podcast dedicated to helping the executives train their sales and marketing teams to 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 the B Tob Revenue Executive Experience. I'm your host, Chad Sanderson. Today we're going to be talking about outsourcing your sales efforts, and to help us do that, we have with US Todd Handy, VP and managing director at Market Star. Todd, 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 wall question. If you look back over your career, and this can be business or personal, tell us a little bit about yourself what you decide to share. We're looking for a defining moment, something that you go back to time and time again, maybe change the trajectory of your career, lessons that you've learned kind of what was that moment and what did you learn from it? Wow, that's that's an easy one for me to think through and come up with. I think that there are really two types of folks in the sales arena. There are those who set out specifically to go into sales because they thought they saw something about it, they lay like or they thought their personality lent itself to it, and then there are those who often times find themselves more accidentally in sales. I'm more of the ladder than the former. I have training background and I had done a lot of training and I had done general management as well, but I had never really considered sales. Wasn't sure that I wanted to be that sales guy and so forth, because I equated the bad side of of our industry with that use car salesman and so forth. Right I felt like sales was was not what I wanted to do. And a few years into my my professional career and opportunity rose and my boss said, Hey, I'd like you to manage this sales team and I said, well, I'll tell me why, and we talked about that and and she gave all the reasons why she thought that it was a great fit. And so I got involved in that and what I learned very quickly was that training is all about educating and sales, 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 cash, red distor everything else. But what we know from a sale standpoint is if we're not educating our prospects on what we do and what the product does, as well as what value it will bring to them and some x factor, right, they're going to pay some number and they're going to have a multiplier on that that they will expect to see as a return. So that would probably be the thing that was most eye opening to me was that what I had done and had been doing really didn't have to change because it was educating. was just in a different arena that I was educating well that that's an interesting transition, right, because I've seen a lot of sales people go the other direction that that think, because they can sell, they can train. I'm kind of on the fence on that one. But coming the other direction you had to there had to be as so many similaries that it didn't feel too uncomfortable, I would assume. No, it really didn't feel uncomfortable and and you know, if you think about it. Your sales collateral is not much different than your training man or what you hand out to your training classes to enable them to understand what it is you're going to discuss today or tomorrow, or to break things down in manageable chunks. And that was clearly way before the distributed training that we have now in the technology and so forth. But yeah, it didn't seem all that foreign to me. Clearly, I had to learn a lot of vernacular and I had to learn some different stages and so forth that maybe weren't necessarily laid out just like training, but it was interesting for me to go through that journey al and for our listeners now, can you give them a little context around...

...market star in your role? They're sure some market star next year will celebrate thirty years in business, which in and 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 company's fire us to do sales and marketing for them, either in the partner channel to tier distribution and through Vars and distributors and system integrators and so forth. Or in a direct motion, and that could be direct sales, phone sales. It's also field sales, and then we have several ancillary rolls around that. We have lead generation on the front end, we have account management on the back end. 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 attack business unit. So the history of market star was in it see, high tech and so forth, so the intels and ciscos and HP's and others of the world. And over the last little while and and now especially as we're putting this business unit together, it's more ebay and pinterest and add roll that are coming on, and so we're adding to this history that we've had within it see and high tech. We're bringing in digital media attack as well to leverage all of the things that we've done from a sales standpoint and processes and everything else to help those clients who also can use our help. So helpe. That explained it. My wife and kids are still sometimes now exactly what is it that you do? So yeah, I've heard that question to so when, when and why should a company consider outsourcing their cells seem. I mean there there are sales exacts out there that would cringe at that, at that thought, and I be curious, also as a following the fun out kind of what kind of pushback you get. But let's start with when and why should a company consider outsourcing their sales efforts? Yeah, yeah, you would think. As a sales guy, my answer would be they should always do so, and they should and they should do it right now. But the truth is, outsourcing isn't necessarily for everyone, and so the best way that I could say that you could look at it is outsourcing is basically asking someone who has a core competency in something that maybe you don't have a core competency and to do that for you, or with you, if you will. And so if this is a company that has nailed their sales processes and they are meeting all of their Kpis and they're clearing all of their inventory and everything else, there probably isn't as much of a role for outsourcing unless they feel like they can get some cost savings. Maybe they can move to a lower cost geography or a delivery model that lends itself to lower costs, or maybe they just don't want to have the fixed expenses anymore. That really would be maybe the only thing that someone who has 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 a company where we've nailed all our sales. Subject it's exactly as going to say as like, so then everybody should because I don't. Well, well, yeah, and I don't mean that to sound facetious or flipp flipping there there will definitely be times when it doesn't make sense to outsource. But the answer to the question, then, it really is when the company feels like it doesn't have that core competency, or it doesn't feel like it has the ability to scale, or it doesn't feel like it's as innovative or as good at delivering the sales in a specific model, or whatever the case. Maybe it's for those companies who say, would we...

...like to save some cost? Yeah, there can definitely be cost savings. Sometimes it's not necessarily a cost saving, but it's a greater Roi because we or another outsourcer maybe are close to the same in the cost, but we deliver, you know, one x three x x, whatever the x factory is of sales so they get a better roy so it's is sales core to you, or is there's something about what you're trying to do that you can't scale or you can't deliver maybe the way you would want to? Or probably the easiest example is simply a lot of times the company is really good at the enterprise but maybe doesn't know mid market and doesn't know how to access SMB. And we cover all of those, but we've really done a lot over the years in augmenting sales teams in mid market in SMB, which those companies either don't have an interest in doing themselves but they know that they can get incremental revenue so forth. So it's less about the the size of the deals that they're going after, say we're if you know if they're targeting enterprise versus SMB. It's really more about whether or not they consider sales and revenue generation cord or whether bring into the party. I think that's a really good way to put it. And and I think they also have to be honest with themselves, because I think everyone would say, oh, we're good at doing this and if you're a product company sometimes you're not. We Are Services Company and so I would be the first to say if we try to build a physical product, we would probably fail. That's not what we do, and so it does require little bit, a bit of introspection on the part of the executive sponsor and whoever else is making the decision as to whether or not that's something that they feel would be good for them. And so what about length of sales cycle and complexity, as it makes sense if you're doing a more I don't want to say transactions, I don't honestly believe. I don't believe that's going to make a lot of sense. But let's say if it's a six weeek versus of eighteen month sales cycle, does one lend itself to outsourcing sales over the other, or are you set up to handle both? Yeah, so I think I think the answer is we're. We, and probably all other outsources are set up to handle both of those. That really is going to depend on what level of patients the company WHO's outsource seen has. If it is an if it's an eighteen month sales cycle, honestly, it may take us eighteen months to learn whether or not we're being as effective as it was. We want to be because of by the nature of the of the sale cycle right now. When I say that again, I don't mean it's all facetious, but that's no different than the company if they have a captive themselves, if they have an eighteen month sales cycle and they hire todd to do sales for them and he looks like everything is going great until month sixteen when something falls apart that you wouldn't have known it till months sixteen. That requires patients and so that probably would be a little bit more difficult. But at the same time you're going to expect, for an eighteen month sales cycle a very high price point and probably some very great margin dollars, and so you probably have the appetite for that. But I think something that would be in a shorter sales cycle. With digital media that's going to be ninety, two hundred and twenty days sales cycle. But there are others, cloud services providers that we work with where it takes a lot less time. It's a it's a month trial and once you've tried it it's okay, let's scale your company and so forth. So it's going to be partly the patients level 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 sale cycle is, what the ticket price is and how quickly you can show ramp to revenue. Okay. And so can you give us an example of metrics or results you've generated...

...for clients to kind of give us a little bit more context on kind of the Roy yeah, so, for for one of our large it high tech clients, we have four years carried a one billion dollar plus quota. That's a quota that we bear, that we are responsible for. For several of our other clients we bear quotas in the hundreds of millions of dollars. And was that? So sorry interrupt, but not all. That's amazing. So a billion dollar quota. So are they do they also have internal sales or are they outsourcing one hundred percent of it to you guys? Know, in that case they would have internal sales as well. So then they treat your entire organization essentially as a wrap, I would think, with a billion dollar quota. Yeah, basically, although it's never quite that simple. That's true, I think, because because that that that billion dollars might be made up of multiple statements of work with multiple lines of business and so forth, and so there would be a lot of different stakeholders and so forth, and it would be multiple teams within within market star. But yeah, in in almost every case we carry a quota of some kind that we're held responsible for and we are working to deliver against that, knowing that that quota has certainly been set by that client to provide whatever target Iroy that they're looking for. Okay, and is and is it better? I like the different types of roles. Right, we've gotten to this point in sales where I think it's a little bit ridiculous how segmented we've made the profession. But is it easier to outsource sturs versus account exacts, versus account managers? You know, I mean you said you touch them all, but from your experience, is there one that seems a little quicker to Roi for a customer? 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 it directly to the close of that sale. It's a little more difficult with a lead development rep, to tie it directly to that because, although that rep was the one who generated the sales, acceptedly that became the opportunity, that became the close. There are those who are going to argue, listen, all you had to do is tee it up and then the salesperson had to actually close it, overcome the objections, do all the hard work right and and on the other end of the the equation 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 an at operations, to and digital media or whatever the case may be for that vertical and then it gets implemented and then someone needs to manage it from there on out. And you could argue that this account manager, managing a five million dollar ongoing annual revenue account, let's say, is really great for doing that. But the seller would say, yeah, if I hadn't landed that, you wouldn't be managing it. So it we we've definitely done a really good job of better segmented, to your point, the the sales motions and how that all works. But everyone will have a way that they can land claim to part of that and on the other side where you can refute that they really were the ones that brought that revenue. So I think I would have to say inside sales is probably the one where you can tie that most directly to it. Well, I'll tell you, having having built and run sales teams for several organizations, there's a lot of there would have been a lot of value to me in you handling the BS that happens between Susdurs, account exact and account managers, because that in fight. It used to be it was just sales against marketing. Now we've got all these roles and SDRs. Well, you wouldn't have got the deal if I didn't set the meeting and they he's like, well, if I'd enclosed the account manager having to look all of those things. I've done them all,...

I've managed them all. They all take a level of professionalism and discipline and focus. So everybody's stop, stop rewinding. I'm obviously not a very patient individual. This is so the value to me and outsourcing my sales would have been just coming to you and said, Hey, todd, here's what I need. You deal with the personalities, because I really want to focus on the business right, right, well, and and and, frankly, that's where a lot of clients find themselves, where they simply say, listen, we we are good at what we're good at, and we've heard from referrals that you are good at what you're good at, and so we know that you've got processes and systems and all of the connective tissue and everything else, and so let us be good at what we're good at and let you be good at what you're good at. I mean we we have eighty seven percent of our clients come from referrals. Oh Wow, excellent. And so how do you on board? So I mean if you guys outsource sales and you've got a sales exact one of the I think one of the things that would get 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 but how you determine who you're going to hire, how you on board them, how you make sure that you're running the you know, top tier sales organization that other people should tap into instead of going through the slog of trying to build themselves what are you doing that helps create that that differentiation between, you know, build it versus by it right? Well, that's that's really where the rubber hits the road, because if we don't select the right folks and don't train them properly, then the ramp to revenue is either slower or nonexistent or whatever the case may be. And so we work very diligently to make sure that we're as solid as we can be in the sourcing in and the hiring. We're in two thousand and eighteen. One of one of my most strategic initiatives, and frankly it is with my peers as well and the other business units, is to do an even better job of implementing predictive analytics to help us in completely understand where someone will be successful. So if I take a look at my star sellers on in a certain line of business and I do some regression analysis and I use some tools with some predictive analytics and so forth, and put all of that together and it says, okay, you've interviewed todd and based on Todd's answers and based on its resumes and experience and based on the profile that we've built of him. We have a high confidence level that he'll do well in this job. That helps us so much more than the way all of us were raised, which is you look at the resume. Is Our sales? Is Our sales on their resume. There's not throw it out and then all there is sales on there as May. So put it over here and then, and then who's been selling the longest? Who says they had presidents club, all those kinds of things. Right, I'll be the first to say, and I think most people agree, I'm not a hundred percent on hiring. I've made some bad hiring decisions, and so that's where to answer the question. We need to do a better job and that's one of the things will be doing in two thousand and eighteen with a strategic initiative of getting better predictive analytics and a better confidence interval and the folks that we're hiring and then training them so we have a pretty pretty well rounded and robust curriculum for sales in general. Right, so how do you sell? How do you overcome objections? How do you get past the gatekeeper? How do you do all of the things to manage your pipeline and how do you nurture those things that are one on one? For sales, of course, but then we have to layer on to that something from the client, because we're not them, we're not good at their specific piece of business. I may have many people who sell digital media, but they might not sell digital media for x client, and so I need their insight or high tech or whatever. So we've got a really great curriculum and...

...we put them through this robust curriculum to get them ready for sale selling and then we have to layer on all of the features, functions, benefits, pricing processes, everything else that the client brings. Meld all that together, hit the floor and start figuring out what we're doing right and doing wrong and make iterations. And is there a specific sales methodology that you guys invested and believe and teach the sales repstors? It's something you guys developed internally. You. Yeah, so we follow methodology called AOAR. Activities, objectives results. There's a book called cracking the Sales Management Code that speaks a lot to that and it is a methodology that we are working to infuse throughout our organization. And it's simply is that you work with your reps to understand those activities which lead to certain objectives, which lead to the results that are necessary. Most of the time we know results. is going to be a quoted, it's going to be reveling or something, because that's the end. I'll be all then we're going to work back from there. So we're going to say twelve calls per day or thirty calls per day, based on, you know, if it's transactional, wherever the case may be, and twenty emails and whatever activities whatsoever. Those are going to go up to the next level that are going to lead to DM conversations, decision maker conversations, or proposals or pitches or whatever you deem to be your objectives, which are then going to lead up to be your results. And so within this aoar framework we have a system that the manager can sit down with the REP and and look at the results over a specified period and see how they're doing on the a's, the Os, the ours. If it's red, obviously we're below. If it's green, where there or above. But then the REP can also say, okay, if I were 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 a cascade upwards. It says, okay, this would have led to that many more pitches, which would allow to that much more revenue based on an established close rate, and so forth. And so everyone has a different methodology and there's value in every one of them, and there are also certainly ways that you can game systems and so forth, but we feel like this helps us to focus on ultimately the results and not so much with the seller saying, why are you micromanaging me? What? I'm not micromanaging you. I'm just saying that if you're not making enough calls, it doesn't lead to enough DM conversations and it just doesn't lead to enough revenue. Rights also paid for doing nothing. Yeah, I'm not. I'm not micro managing, I'm not micromanaging your calls. I'm expecting results and this is what the results are required to be based on what our client is requiring from us. And so let's figure out what level down here of a's is going to lead to what level of those to meet the number of ours that you need. And so in that type of approach and outsourcing. You guys work with a bunch of different clients. Do you find it easier to recruit an attract, let's say raw talent, let's say younger, younger people that are, you know, putting their first toe in the water and sales, or, you know, those ultra high performers who maybe don't to sell the same thing for the next thirty years? They prefer the variety of the different clients as you guys bring to the table. Is there? Do you see it easier to attract, indoor train those different types of individuals? So I'd love to give you the definitive answer. It becomes the consulting answer. Of It depends, and here's here's here's why it depends, because we work with such disparate clients in different industries. There...

...isn't a specific right or wrong. But here's what I can tell you, maybe in general, and and that is this. Over this a last little while, in discussions with a lot of my managers, I've heard a lot of them saying that they're looking less and less for people who have years and years of sales experience because they feel like when those folks come on board they're less flexible, they have their way of doing things and they're not open to new ways of doing them, whereas when they look at folks who have less sales experience but they've got good customer service experience or something demonstrable that they're more flexible, that they're more coachable and willing to to learn, and so forth. Again, that's where the IT depends comes in, because if it's back to your earlier point about an eighteen month sales cycle, that's probably a very technical sale, it's probably a very high ticket sale and you might need folks who have years of experience in that industry to come in. If it's a lower sales cycle, lower price point, a little more transactional, where you're going to burn in through a lot of those, then you can probably afford to have someone who can learn on the job a little bit more, quote unquote, to get where you need to be. So that's where the IT depends comes in. And, and I guess it's not surprising, I mean doing sales and ablement sales training. I always like having the I call in the crusty old guys in the back of the room. Now I am one of those guys actually. When I first got trained I was that guy in the back of the room like, 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 more result of the way sales has been historically and the way they came up through sales and the fact that now all this technological change that we've seen, you know, in the BTC space and across marketing and sales stacks and all of the text acts and all that stuff is creating the need for a much more fluid type of sales professional. Is that something you guys are talking about internally or I've come up against? So you know, it's interesting because the last eight, nine, ten years of my career have been in the in the media space, and this has been an ongoing discussion and media, especially in local media. So think newspaper Radio to TV. Newspaper was disrupted early on and has been struggling. TV has stood the test of time a little bit better, but it's starting to be disrupted by Youtube and Hulu and Netflix and 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 digital all that well, don't care about digital, they're passionate about the media they've sold and maybe don't want to learn the new trick. Or do you take completely brand new digital folks who are good at digital and sell those but who don't have the account relationships and who don't have the entree into the the big spanners and so forth? That has raged for quite some time and there's camps on both sides of that in the same thing plays out here as well, where, yeah, we definitely need the folks who have the tribal knowledge, if you will, the crusty old folks who can bring some of that to the table, but we also need the adaptability and flexibility. And then there are crusty old guys who can be flexible and there are brand new, brand new folks who are inflexible. Right, if we could just hire an entire way of folks and they all look the same, that'd be great, but unfortunately it's a people management business and everyone is a little bit different. Yeah, and it I mean did the day. People buy people and some people are willing to make the changes necessary to stay current and up to date and others aren't. I mean, I think some of that's just pure human behavior type of stuff. It's it's always been an interesting question for me because, having run sales teams and and built them, I always found myself trying to stay away from my own internal bias of I don't want to have to teach this person from the ground up. But just like you said,...

...there's headaches on both sides of that. It's like, what type of person are you? Is Really, I think, the key to that equation. Yeah, I think. I think we look at someone who doesn't fit our target resume and say, yeah, they're not worth my time because I need to get ramped to revenue really quickly. But then we fail to realize that by bringing in the folks who have been doing this for quite some time and who won't bend themselves to our will or our processes or whatever, that we probably ultimately end up taking maybe the same amount of time, maybe not, but over the long term we end up maybe with folks who can't be flexible when new products come on or when new sales methodologies come on or whatever. You can fall on either side of those and there's going to be an argument for and against each of those, but that's where we try to fit the right profile with the right client based on what the job is. And obviously, even within that you know the hunters and farmers and that whole methodology and everything else. Well, and then so in terms of the trends of outsourcing sales teams, are you familiar with it? I know I'm totally catching you off guard here because this I did not put this in the notes when I said it to you, but this is done on me. Have you seen swarm SALESCOM? Have you seen so the website? So I'm not familiar with swarm salescom. I'm familiar with the swarm methodology within agile and that almost lends itself to what that might be. But no, you didn't put it in the notes. Now you've made me look bad and so I've said. I've said I don't know anything about it, so educate me. Well, it's just it's interesting, right, and it's a it's a company, company out of Minneapolis that they just launched, I want to say earlier this year, but essentially it's like a clearinghouse for companies that want to go out. Like I'm trying to think of. The last one I saw was the company that sells art to hotels to put in the hotel rooms will put a contract up on swarm sales or a site like that, and then sales reps can and it'll tell you it's worth, you know, thirty five percent of the 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 it, without any affiliation really to the company. I mean they're selling their product and stuff, but it's really kind of like crowdsourcing your outsourced sales team. I'm, I'm mean, really curious to see how that trend continues to evolve. I could see it being effective maybe in really small scale transactional sales, but there are some sales up there that are more be to be complex. I was just wondering if you've seen anything like that or run into that in that in the outsourcing arena. I'll be honest, I haven't necessarily seen that and there may be many of my colleagues who have and would have been able to speak better to it than I am now. But what that makes me think of is the thumb tax and the task rabbits and the other of the world where where we've said, hey, let's let's get a handyman and let's put it out there and let's let people bid on it and let's get folks who will come in and do it and and I'm very much a fan of disruption, and so that has disrupted yellow pages and online directories and so forth. But my guess would be I haven't spent a lot of time in those companies, but my guess would be that there is a lot of back end headache for those companies to make sure that they get people who are bonded, who are honest, who aren't going to scam their their customers and so forth. I mean there's always going to be that. The same thing could be with with swarm sales or something else. You know, someone off sales here and there would be great if it doesn't require a lot of scale. If it's scales, now, is this guy going to bring three of his friends who aren't necessarily well qualified just so he can make the sale? I certainly am not saying that they're models bad. I'm a big fan of disruption, but I think all of that lends itself to when you have new delivery methods, you also have new potential ways to Gamer system and new necessity for quality checks and so forth. Well, and I think I mean you raise a really good point. The for me, for my personi would say the quality issue.

Right. So, okay, if I'm a company, the sales reps or the company that I choose to outsource my sales efforts to there an extension of my brand, there an extension of my of the experience that I'm giving to my customers, and so working with somebody like market star makes a lot more sense because it is much more collaborative. It's it. There's a quality check in there. You guys are making sure you're hiring the right sales reps, you're working with the customer. The other the swarm sales thing doesn't make sense to me if you're worried about your brand of the long term experience, because it seems to me to be more like a contract hit like, you know, go back to the old mafia days. Right, just seems it seems a little I don't know, maybe because I've been in sales so long, I got a chip on my shoulder about people making fun of the sales profession, but it seems a little even slimy for their typical cliche. I mean, maybe it works and I could believe in situations that it could, but if there are organizations out there that are truly concerned about their brand and the sales experience that they're delivering, it would seem to me to make a hell of a lot more sense to work with a market star where they're invested in making sure they're representing your company the correct way and the way you want to be represented. Actually, let me speak to that, because you got to where I was thinking in that as well, and we both arrived at that same conclusion. Your earlier example the the Rep who wins the bid for the selling of the art to the hotels or whatever. Let's say all the the inventory gets cleared and let's say it gets cleared at the price that that the the seller wanted. But yeah, if the brand got hurt in in the process, that's not good. I'm certainly not suggesting that that's what happens in that model, but I'll give you the market star version of that. So our folks are all dedicated to the client that they work for. We don't have shared programs where half the day you're calling for this one, another half day you're calling for that one and then tomorrow represent a different one. So first and foremost, our folks are living within the confines of that client and therefore they become experts at that client and its products and it's value propping everything else. But then the next part is when we are speaking to a customer and I'm on the line with that customer and while I'm on the line he decides to look me up on Linkedin. On linkedin I've got the client name there at the client logo and the client title there, because we don't need to have the friction of wait a second, whose market starre and how do they fit into all of this and everything else. The clients have US completely take on the persona of their company because we are they're paying us, they're training us, they are authorizing us to represent them, and so that helps a lot and you would not possibly be willing to do that if you thought that we were going to Soley 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 with someone from an outsourcing standpoint who brings that knowledge and that security to the prospect as they say, Hey, I think I might want outsource with you. Yeah, yeah, I agree. I for me, especially when you look at some of the latest data and the reports state of sales reports, some sales worse last year, that concept of sales experience is becoming ever more increasingly important, especially in B tob and and working with an outsource firm. I could see how you could control that. was something like this warms and again I don't need to pick on swarm says. There's probably other things out there and swarm sales, if you're listening, I'm happy to have a conversation about it. But I just don't understand. I don't understand how a company that is truly concerned about their brand and their their sales experience can control that. Maybe their ways, maybe it's built in, I don't know. Again, don't want to sell anybody's name. It just didn't make sense to me, but as we were thinking about outsourcing sales and trends in that area, I was just curious if you guys run into it. Well, here's the only thing that comes to my mind is that's probably just yet another distribution channel. And so, you know, think of all of the discount retailers you can go to and you can get Nike shirts for a lot...

...less than you can get at the Nike storeage still the same Nike Shirt, right. Maybe it was bought body and you know, lots and sold off and so forth. It's just another distribution strategy and a way to clear inventory. Maybe so, todd, what you're saying is it's the outlet version of true sales. Kidding. Sorry. So, so I'm definitely, definitely going to get a hit put on me. Now, did you put that? That was my now is me. That was that's that's we don't. I like the I like the analogy of the distribution angle. I hadn't thought about it like that, but okay. So, anybody who's upside with todd, it was me that asked the question. So come after me on that one and again I'm willing. I'm willing to engage in the debate anytime. So let's change the direction here a little bit. Towards the end of every interview, I asked two standard questions and I as an executive from market star. That makes you a potential prospect for other people that are trying to sell services to market star. I'm curious from your perspective, somebody who doesn't know you, who believes they have a solution that that you might be interested in, what's the best way to capture your attention, build credibility and get in front of you? I love that question because the immediate answer that comes to my mind is that things not to do. Do not add me on facebook and then, a minute I accept it, just go to town on me right. I mean we all know that. We all know that I'm normally not going to accept your invitation. Every once in a while I try not to connect with anybody that I haven't actually met facetoface. Every once in a while I might because I think I might want to be connected with them, and more than fifty percent of the time I get burnt the minute I accepted. Boom, hard sales pressure and so forth. So I would say that it is if you want to get attention. I'm buying all day long. We're all buying all day long. If I have needs and you feel like you can fill that need, let me know that, but get in front of me the right way. I'd much rather have an email that will quickly set the hook and let me know what is the opportunity and I will frankly respond and say, Hey, I would like to know more or you know what, that's not my Bailey Wick. Let me forward it to someone else or simply know and and so that's the first part. Is just come at me direct but come at me very quickly and succinctly. 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 the first phone call. But then if, if I show some interest, then yeah, let's set up a call and I will give you some time if I feel like the the the values are. It's a whole value exchange, right, it's it's is my time and your time is worth spending this together. So that's probably the the way that I would answer it. Okay, and last question. We call it our acceleration in sight. There's one thing you could tell a sales professional today that you believe if they actually heard you, and we could debate about sales people's ability to listen later, but if they actually listen to you, would make them better tomorrow. What would it be and why? I think it would go back to I think it was the first question you asked and in my response of I had spent a whole bunch of time in training and in general management and then wasn't sure about 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 than asking less questions. Obviously we want to ask the right questions, we want to ask them in the right way, we want to make sure that we're building credibility and we're not asking a question that was answered five minutes ago and showing that we're listening. Clearly we've got to check all those boxes, but I think, as sales stokes, too many times, we're more interested in showing what we know then in understanding what the needs are. And so, you know, ask a couple more questions and you thought you should, or ask a bonus question or...

...something, because the more we know and the more we uncover, the better we can tailor that solution. And by asking more questions I think we also open ourselves up to the prospect that they realize that we're not trying to be that guy or that Gal who are the know it all? Who are you know? Sit Down, let me tell you about my product and you're going to buy it. So I think I would tie it back to the very beginning and say that's probably one of the things that would multiply for a lot of sellers. Powerful point and much appreciate it. So it's Todd I can't think enough for taking the time to be on the show today. It's an absolute pleasure on my end. I again thank you for taking the time. That's my pleasure. Thanks so much. All right, everyone that does it for this episode. Please check us out at wwwvaccom. Share the episode of Friends, families, Co workers. If you like what you're here. Do his favorite. Leave this review on itunes 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 you never miss an episode, subscribe to the show and Itunes or your favorite podcast player. Thank you so much for listening. Until next time,.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (246)