B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 2 years ago

17: Here is One "Low Tech" Factor That Will Allow You To Dominate Your Competition w/ Chris Orlob

ABOUT THIS EPISODE

What you need to remember in today’s world is that having a unique product is only a ticket to play the game.  

 

It’s not going to help you win the differentiation battle.”

 

That’s what Chris Orlob, the Senior Director of Product Marketing at Gong.io, believes about differentiating yourself in the marketplace.  He understands that it is not your technology that will set you apart from your competitors.  

 

It’s all about setting your company up as a strategic partner immediately in sales conversations that will lead to you dominating the marketplace.

You're listening to be to B RevenueAcceleration, a podcast dedicated helping software executives stay on thecutting edge of sails and marketing in their industry. Let's get into the show hi welcome to be to be a revenuwacceleration. My name is Oy Amat and I'm here today with Chris Hallop fromGong, how you doing today, Chris, I am doing great, very happy to be here,excited to talk ffact. So today, crazoour conversation will be aboutlotec factor that will dominate your competition OKAYSO. It's based on Anaticor that you recently wrote, but before we dive into the topic, can you pleasetell us a little bit more about yourself, your role at Yong and alsowhat the what going do as a business sure, so my nameis Chris I've beenrunning products marketing over here at Gong. For about the last two years orso, and before that Funnyouh I was actually the cofounder of a small SASScompany that competed with Fenas health conversiture, and we were just threekids who didn't you know. We didn't really know what we were doing. Wedidn't have the credit bolity with the VC community to actually raise asubstantial amount of money, and so we bootstrapped this startup for prettyclose to two years. I think itws supposed to art to be about eighteenmonths and we eventually just ran out of money and we ended up aiting forceswhat's going and it was the happiest failure. I've ever had in my career.I've had more fun working with the team Atcong that I've ever had in my careerbefore that. My background was in sales management and sales. IAS, a regionalstout sales manager over at a company called inside salescom out of Pre AfovoUtah, and that's where most of my career has been sales sales management,and I spent a lot of time on product marketing injurying, our Starup, whichis what lent me into running product marketing over here a gone and havingan absolute last excellent and and what that you do exactly av going yeah. SoGong is it's creating me category...

...forwere about two years into it. Sowe're the number one conversation intelligence platform for sales andwhat that means is we help sales thams? Have better sales conversationsandgeneratn more revenue by capturing and analyzing their calls, not justtheir calls with their conversations. Yemai communications included, weanalyze tis with a eye, so you can increase close rates. You can dominateyour competition. You can ran e Solars paster, so that's kind of the longwinded pitch short winded pinches. We analyze your sales conpersation, so youcan solv ater well, hat's beautiful, bebecause, hat's,bringing right in the topic of to the as abutic fom bridge. Between going tomy next question, you recently wrotanauti call that Cota attention,and probably one of the reason why we reach out to you to discuss felther toTbe, honest Piou in that article, you, you quote and you're truy right aboutthe fact that the market is becoming more and more crowded with newtechnoogy vendor that often realy on the product differenciation on theirspeck on the fitshors Saay, and we know that the volume of the volume of thisTis Tis Vendorsi is growing over the ere. I think you've got you've got anexample. Actually, in the article Whele, you look at the Martak, the MARKTECLanscape, and I think you are taking five hundred vendors or even less thanthat in two thousand and eleven and now we are looking at Ale. Five usands orthe numbers are quite crazy, so bviously there is lots of competitions,lots of people with lots of good product and share, but everybody seemsto be lading on fitshows, and then you come with that. COMCERT, I think is, isgreat and what we talked about in Lan jus before this podcast around thefight that ready to get to fight or to be on the battle Grono to be strongeron the battle ground of competitive...

...differenciation. What what companyshould do is to drive or move the move away from product sale to adving theright type of serce conversation? Okay, so before we get into that to Pikon andsome of the example that you use and dive into the details, can you pleasetell augence a little bit more about that concept of driving theconversation driving a differenciation shroughsels conversation rather thanfeatures and product? When you think about differeniation,the average person is going to think about product uniqueness, and that'sright, like you, should strive to have a very unique value proposition foryour market and how about ounique feature set. But what you need toremember in today's world is that having a unique product is only aticket to play the game. It's not going to help. You win the differenentiationbattl instead of the battle ground for differentiation, as shifted from havinga unique product to having really good sales conversations, and so theargument I make in the article is that what your sellers say do and writduring the sales process is where the perception of difference is created andthe reason I can make this plaim with any sort of fredibility. As the exacttrancs that you just outline a couple minutes ago, there's an explosion ofcompetition and every vtb category Martet, like you said, is the perfectexample just to use it to illustrate in two thousand and eleven that were ahundred and fifty MARTEC enders. And today I think the number I've heard twothings: there'RS, either five thousand ventors or Theyr seventhousand fenders.But the point is: that's Astronomichal, there's a ton of competition in everycategory and you cannot rely on a unique product to cut through thatnoise and here's. The last thing notthelast. But the last thing on thisripon going ot I'll say about having unique product is if you compete in acompenitive space and you think you have a unique product- The people atyour company, your Eployees, your...

...salespeople, your marketers. Those areprobably some of the only people in the world who really understand heuniqueness of your product because they live and bread their product. They knoweverything about it, that's different from your competitors. They probablyknow your competitors, products inside them out, they're spending their liveswith the PRODT. But when you introduce a buyer to your product for the firsttime, you know they're, just taking a look at it, they can't tell thedifferences so s it's it's kind of like telling the differences between twits.If you're a parent, you spend your life with your children. If you have twitnsand eventually you can tell the differences very easily, but people whoare just meeting your twin children, they can't tell the differences, iseasily it's going to take them a long time to be able to easily discern thedifferences, and the same thing happens when you bead with your product to thedifferent Ta, especially and Bto, be and especially inledobe technology.Today Yeah, I love the twinelegy. I must sa also. I love the little pigshell that you put on the on the Linkin article with the two etwins with thenumber on yeah. This is quite fun, but and actually have two of my bestfriends are twins two two. Ladies, the identical twins, and I remember when Ifirst met them. I could not tell the difference and then obviously, as ospend more time with them, and you know they becat my best friend I was. Icould not undertad that people could not tell the difference. It's so truethat you know when you look at it, Wi h with a nonexpert eye. You conttrallytend you just like this. Is this looks similar to me, but then, when you getinvolvd oe that day today, it's your almost feel offended people, don't thedifference. You likeo come Ol. This is obvious. So so that's that's probablytelling O squate ot, but that enenogy is great in term of the more you spendtime. The more you are involved into something the less. What maybe, whichyou may percives persive as obvious, is obvious to the rest of the world and-and I think that's a very strong statement and a very strong analogy. Soin the article there is also something...

...that gut my attention. You speak aboutthe different way to differentiate yourself in the market, use the Amazonexample with atorn of volumes and and very low margin, but they absolutelyobviously doing extremely well as business. You have the niche whichother people probably get stuck into being a small business etctesetrihagain very interesting to see different angles. You are using and thecategories but moving on teaticall. You speak about dominating your competitionand I guess when you sthink about that, you mean that duty made objective, isfor your prospect to see you as being unique and not even take the time ortakes your opportunity to compare you to someone else or to put you in acategory okay, and we know that poticularly, when you deal with largeorganization, was large, procurment, eam or processes around the procramanteam categories are really important for those gates they like to Puch in abox anyway, coming back to my question Ow, can you make sure that yourprospect disqualtify your competitors entirely and see your company as astrategic partner from the Sales Conversation El? I think I coand make afew podcast episodes in itself, but I think we can definitely touch on themyeahr. I think the first thing you need to realize is: If you could sum upeverything we've talked about so far so far, it is how you sell is just asimportant as what you sell. Maybe it's even how you sell t is more importantthan what you celebatin, because, again, the perception of difference in yourbuyer's mind is going to be created during sales conversations and salescommunications, not necessarily just having a raw unique product of hoping.They discover that undiess on themselves fun, if you're Sol, on theidea that how you sell is more important than what you sell than thereare a few things you can do. Ther Yer sales, converstations, really lot t ave,teur competitors right out of the gate and get your Byer to and not even seethem in sin, cateports Yoknow and I would say the first one is you need totell a story about your customer, not...

...your product in such a way thatthreatens the stability of their status? Well, OO, e perfect, and that's whenthere are a few things working tere. First of all, you're talking about yourcustomor, not your Probemso, another being attacion. Second of all, you'retalking about a problem, that's werelevant to themso another extra painattention and the third. If you can tell a story that threatens ttheirstatus, quell it's going to treer what we call lossoversion and the loss ofversion intcourt is when it's the economic obehavioral economicprinciple that people are twice as hard to work to avoid something and they areto gain something and when you can tell a story in this way and now you'vegotten to see that the executive table and youve become much more strategicwhile your competors are tactical and pushing product features low in theorganization. So I'll give you like a one very short example of how to crafta story like this, let's say: Youself, Formalta, high, three furniture so forthe unfamiliar formalatit is like this weird chemical that used to be built inthe furnitures and it created all sorts of sicknesses, and it was actually e.very common ind today still is common for furniture to have formellaide, so abad pitch, not a bad pitch, but a media ovor tetip you're telling formaltahidefree furniture to retailers, is you say, hey we provide for how the hide freefurniture, it's green and it's healthy. Your customers are going to love. Ityou're going to make more money than focus on your features and to someEXTENTT's Bot just focused on your benefits. If that customer is alreadytotally sold on the idea of having formol Ta High Freet free furniturethan it might work, but if they are not itjust ween all flat, so here's anexample of think pitch. You can tell that, tells a story about the customerand threatens their status quote and by the way, never fuse the wordsthreatened status quote when you're on a sales call. People will not react allto that. This is totally a possline thing. We're talking about it's notwithout further anewgears an example of...

...the story you coul tell just to come inquickly. I mean this is so true. We see that on a daily basis, so yeatoporotics really ar focuses in the beginning of the conversation and thestory telling and we've got a great episode Wi- that we recorded with witha gentleman a cly also based in the bay area, called Kenrodskiron Ron, stellingstories. Nowd you go ad hes got an layer, Kak methodologbadit, which itwill a all about it. So that was great, but the story is really keaand. I thinkagree what you're saying you contually tell people that you will. You willthreaten them, but I think people enjoy being challenged and I think it's quiteenjoyable to be in a Sall speech. When I lead the sell speech, I really enjoychallenging treconsivates okay, so people may associate something withsomething else and there is nonspoken objections, etct, etc. But, coming backto the first point that you made, I think if you are able to speak to aprospect, almost put yourself at delvel by understanding what's happening inThei function, whet the challenges on a day today basis are obviously you don'twant to make some statement that are too bold and maybe a little bit toorisky for you, but kind of almost emphathize with with what they aregoing through as a prospect wat. They are potentially with he the Verticl,because we talk about the function, but he could be, it could be the industry.You know you could be looking at tem. You know what's happening in theindustry etc, but relating to that in e Sel speech, as well as challenging whatthey are doing at the moment and then telling a little bit like what wediscuss with that new story about what could happen when it is executiveproperly. I think you become the first point of coal when there is an issue onthe subject matter and they want your opinion and Ess in a sed speech or in Iin the macf management position, it's a beautiful position to be when you arethe first person that your prospect or your clients will call to getinformation to validate something or to discuss a pain point. I guess that'sJop done from a selfs perspective. You...

...really manage to get hat confidence onTrikan when there is confidence in the sels process, people trust you, then.Obviously the product needs to de River. But what a beautiful step it is to getthe conversation going and put all the chances on Youl side to actually get adeal. Yeah there's. Actually, I have a specific tenit that you can use to putyourself on a position like that, and it just rips very well off of how youbox out your competitors kind of at the beginning of the sales process and avery simple thing that I see very few people doing is hi your products ofvalue proposition to a more strategic problem that will elevate yourstrategic value in the buying organization. So here's an example: Wedo atcoll. One of the key use cases of gone is coaching, but when you talkabout coaching and you use that as your value proposition, a lot of the times,you're going to get kicked down to front ine sales managers or sales inthe eplement were great folks, but don't necessarily always have fine hour,because you've talked about a very tactabal other composition versus whatwe do now and we still talk about coaching. But one of the angels we takewith enterprise. Customers is instead of Taing Gomn to coaching wee Tigon tocompetitive self, which is why we're having this conversation right now andwhen young tigones Yor, Hey Gong, is a tool. That's going to help you win morecompetitive, feels differentiate from your com, competition and lultimatelydominate your market. Now that the sea suite or the DPOF sales, those peoplesigh up in the organization are going to see you as much more strategicallyimportant, like you said, they're going to see you as a confidant if you'vepositioned yourself correctly and they're, not going to be very likely totake you down to lower levels in the organization and by the way, whileYou'R, while all of this is happening, what's most likely happening with youreditor is theyre talking about something tactical something productrelated and they're, struggling to get...

...above the mid level of range in thebuying organization. While you have a seat at the exactive table, so thatkind of summary tape away, there is figure out a business problem orstrategic initiative. Hopefully a repeatable strategic. An have shouldhave that you can tie your value proposition to instead of like a lowlevel tack of one KAP. Well, that's bringing M a question to my mind interm of how would you run the first meeting with a prospect? Let's say isthe first evomiting that you've got with he prospect. Obviously, it's aprospective organization. So, as a sells person, you want tonig with thatperson, so you've got the right accounts. You know that I can should dobusiness with you, the May or me not cosing, one of your competitor and youare discussing you're about to discuss with someone Wi've got authority. Ow.Do you advise your customer to lead the first conversation? Would you say, okaydo poapint presentation, or would you actually just go there ton te Nat offand oter conversation with the person at a business conversation with themaround the traneges that you believe they have then the Chalengy is theactually of, and then Oh, you could patentually El them to to to some ofthe stranges ow. How would you advise your clients to read that first kind ofrow, ILOVER decision makee conversation? Well, the first thing I would say is ifit's your first meeting with an account in your meeting with somebody who'svery senior, you probably missed the voat in the sense that you should havespent time with lower level people doing some discovery, researchthroughout the organization, so that, when you get this meeting with theSedior Lrier, you are very vellverse in the challenges that that organizationis face. So the first thing I would say is spend some time researching theaccount to talk to people within the account even lower level decisionmakers and influencers get time on their Calundar, so that when you getthis initial meeting with a senior level bier by senior level, I meansomebody. You know wes at sea level, BP SBP level, now assuming you've donethat when you go into a meeting with...

...this person, I wouln plan, probably nomore than two or three well thought through diagnostic questions, tovalidate some of the challenges you've heard at other parts on theorganization and then I would use that to spur the rest of the conversation,which should be an educational story about the problem that they're facingthat you learns theire facing why their status clothes being threatened and whythey need to move. As far as addressing your question about like would you doknow a discovery, call hower point or just have a conversation. My favoritething to do is whiteport. I like to have liteboard conversations withbuiers, where we're like, illustrating things, t markers kind of on fly. Apowler point is sometimes a little too richid. I don't necessarily. I don'thate ouer point. I think a lot of sales and marketing people really hatepowerpoint and I actually think it can be useful. But if you're well versednough in the Bius problems, then I would stick with having a liewartingconversation and finally put you know. The last Ho answer to your question is:I would not have a discovery fall with these types of people, you're, probablygoing to get kicked inte teeth if you're, having very asking them verygeneric questions, which is why I recommend it. You should go: Ask thosequestions to people who have a little more time and patience than they do.But that said, you should still kick off the conversation by asking Youvalidatedg questions to make sure the conversationis going to be pointed atthe right, corection absolutely and from my pespective. The good news withthe White Bird is when you are done with the meeting, and you see theprospect standing up, taking the fun out and taking a picture of the witeBub alwas, a gould indicat, what something went well in the process.I've also got another question that is coming from from from what you justmention in the the previous response, but the one this fol that proviousinour conversation to the Amention procurmen process. etctaetcteritereading your article about features and differentiation, differenciation sory,you made a good point at some poicon. I think there is also a visual in thearticle about people building up...

...spreacshit to compare our FFICIALtoonote featuree. I've done that recently. You know I've got I've got ababy and baby boy and obviously I want to get the best prom te gues toPushshar possibale for that baby. So you know when you look at push, I justbuild up. Anexon spreachshit and my wife is a finance director, an she'sused weall that sort of fags we walk together and Wat tigin wildbe. Can we put it in the car?Does Yeu look good, you know, and then we had to like Rit Oll that so it waswe wer tad that spread shit. So coming back to my question so when we knowthat when you get to procurment, it's actually quite difficult that I find itin my experience to sell the value to procurement because you already bumgininto the featureas, you are bolgning to pricing and they just want. I mean weprobably have some Procrammang people listening to that poscast goand get meWrongo, don't take it the wrong way, but pitus up on pricing a little bitright. So at what stage of the decision making process? Do you adviseyour clients to stop that differentiating serious conversation?Well, you need to do it right out of the gate. You need to APCPROACH. It'snot a tim conversation. It's a different treation happens throughoutthe nentire stales process, so it needs to happen on your firstmeeting and if you're getting so, I'm not unrealistic enough to know thatwe're all doing aut to deal with procurement, but I will sike this. Youcan avoid precurement a lot more if you're doing things correctly,upstreamind sale, cyfle. So if you're having conversations that are eplied toa strategic, inmitiative, enjure building urgency by telling a storythat introduces loss, aversion and Youve really gotten on the top one, twoor three priorities of the C suet or BP level priority. Let us they're onlygoing to kick you down to procurement when they're absolutely ready to buytheyv, feted everything in the sales process and they're. Just tellingprocurement hey, we want this. Here's...

...the value just go, get this contractsign. Now, of course, procuring is compensated in some cases oneghotiating n trying to reduce prices as much as they can. So again, whatwe're going to have to do is not only are you going to have to sell yourchampion byers on the value in our rvy of your platform or solution, butyou're also going to have to equip them to have that same conversation? In turn,you have to arm your buyers to be able to justify why your price is higherthan your editors and justify the value so buying today. That's that could makea whole other podcast episode self buying today, happend so much moreinternally in the buying organsation than it used toe when it was like. Youknow the only time people make decisions was when F theiere face toFase woth the seller. Now there are so many behind the scenes, conversationsgoing on in the bion worconsation and that's really where sales people haveto up their game and get help from product marketing to do what I call Irypeople whoare. All familiar with sales, enablement, equipping sellers withright tools, collateral and processes get deals across the finish line. Youalso have to provide Byr enablement, which is how do we enable the four ofive decision makers in the lying organization to really come toconsensus and buy and go through their internal processes is late. Okay, so IV,you seen no ave, you evea weakness, O. Have you ever ha the clients when theconversation I already is already bugged down in what I would cald h, theNetigrity, the fetsow, the details, the product, the desens PRECI oer that haveyoue seen witness or someone to actually turn that back around toelevate the conversation back to okay, let's need with different shate ofsells. Differentiatos. Evia may maybe be what you just mention about givingthe bias almost like another dimension, to look at oneothe way to look atthings OOne as Ol, wait wit avait things, but have you ever seen that inpractice changing a decision when the...

...cycle was already well on? The way inan eent of pevention is worth a pound? If here absluteyeahthe question, I'm asking thequestion, because when you already dip yeah and I'm not going to shork itthat's, but that definitely needs to be said like what you do ar in the salesprocess. forly sets the trajectory for your deal, but if you do find yourselfin this precarious situation, where the buyers pigeon hold you onto spreadsheet,and comparing you to three other competitors and they're playing tospect war and they're grinding you all down on phrice, because you guys arepretty much at paroty with the other at these for their perspective, what youneed to do your only chance of hell at turning that situation around withoutreally dropping your Panton crice is Egutatingo. Getting your bierst, take astep back, get them on of meet and you' say Hey. I want to kind of press theRese ot and I think there are some things that I have not told you duringthe sales process that I probably should have told you, and I think it'svery important for me to tell you these things and if you get them on thecalendar, if you get that opportunity that platform to tell them somethingnew now it is your time to unteach them about everything. Thi can learnthroughout the sales process and where I would start is, I would think aboutwhat is your winning differentiator and what kind of education can you givethem to value that that, en beyond everything, they're looking at in termsof a spreadtheet, so I'll give you an example, one of our different tratorshave gone ote of our like product level. differentiators is we can analyze toand t what your best sales people are saying and doing other sales callsdifferent. But if I just tell a lier, that's our differentiator and theydon't necessarily value that. Then they don't care they're, just slapping thaton their sprendship, it's another room on spectre and their comparn you. Butif I take a step back- and I first educate them about the problem thatfeature solves and why it's important- and I say something like Hey- I want totell you the story about this...

...performance that at this ell curf weseed sales and just about every sales leaders familiar with it. You knowyou've got ten or twenty percent of your sales for settaining a hundred, afifty percent of quota, and it feels so amazing to see that, but with sofrustrating is everybod else on your sales forts, the other. Eighty percentof your raps they're a little bit below quota and they are canceling out theover achievement of your best raps. So this next feature, I'm about tointroduce you to is position to solve that problems, position to close thisDouta between your best frends and everybody else and Wan. We deabentstraight forward or deminustrate that for you. So I guess, if you listen tothe story, I just Holl ive leant different ntation on its heap, insteadof leading with my differenttiated feature, I led to that feature, and Istarted with the problem that itsolves and in rature the customer value thatproblem introduce the differenttiator and that is going to thange theirperspective on comparing all these products together. Did that make sensethat was like a very long wayted way of he explain A. I think it makes perfectsense to me I mean I had a no like exompe ta read. I was just thinkingabout it, Antany as you ar an Sori. My question. There is a great book that iscalled a challenge of cell and that's from the I think, its from theconsrutency Boston Group and we love that mythodology is about taking thecontrol of the Selcycle, challenging the preconsivides or the prospect, butalso teaching them something or educating them, because teaching mesong a little bit little bit too much and in that book they've got an exampleof. I believe it was a ladium, maybe pawer, of phrasing, a little bit tofstory Hel because he was a wild baksine sorre that story, but she just lost TaDelo company lost a deal and what that company was doing was of his furnitureand they just lost im to a competito the receive the coursing look. We won'twalk with you, we'v Be Noll. Often your funiture, someone else is coming, we'vegot to plan with them, etc. ETCA. We moving forward with this guys, so shejust pickup the front of the client and...

...say well. You've been a client, for Idon't know ow many years. What I would like to do is to give you sirty minutesof Mitand Oneo off my times for Free Wer. I can come down, look at what doessuggesting, because I know you and I know you're Eid we're talking aboutsomething slightly different Yowa taking maybe abouter, unlike saving anaccount rather than acquiring a new account. But basically the story goesthat she goes th. She looked at the suggestion from the other companyand.So look. What I would suggest you to is ask them to do that. As than to that,if I was in your shoes, we see that open space, increasea productivity byapproximatively, searty person, so really for that team. In that part ofyour office, you should not have partithioning, but you should have somesort of dat space in that space. Maybe you should have like a lounge type ofareo somewhere, where people can relax, have a bit more of a laid back meeting,etc. Etce, basically, by doing that, the story goes that she get thebusiness back, because she inspired the clients with IDs, with what's happening,W th, with tats of what she's seen in the market and by giving this almost hdisadvice, as as a gesture of good will F for forsaying goodbye to a customer.The customerea is that actually they could have much better management fromthat person and went back to and she got the business back. So I think Ithink there is. There is lots of way to go around things, but it's about.Sometimes it's also about the cells person doing the extromise. You know weoften see Seri people that wants to get very, very late in the SELIF process,othe the individual INSEA tellyoucam. I want a very well qualtified opportunityto walk on. I think that's all good, but the later you get to the game, theless you can influence the game from from our pespective and I'd like to E.my final question to you. I like to just get your sorts on that verybriefly. Well, first of all, I agree with your influence in the sale. CIPLEhappens at the beginning and maybe the middle not so much the end things sttoreally crystallize toward the end and...

...what you do early on really ses thetrajectory. But I do want to Brip on what you said a minute ago about thatstory. Utol D, if you think about what that lady was selling, it wascompletely different than what her competitors fer sell. So hercompetitors were Sol aout. What she was selling was productivity and creativityfor for the workforce and so o something of the client andondherstonding of what Tim is doing. What because she she was undersundingthe crint sor. She was also a bull to provide this advice, but yeahabsolutely and Il say this can be applied at any part of sale cycle.That's not just a in account saving technique. Had she led with that story, she probably wouldn't have to had to go,save the account to begin with, but that's a trememendous way todifferentiate. I love that story, good whats, a for that chritt. Theconversation today was really insafe for and really interesting. We alwaysask at this stage of the podcast ou guest to give our audience few ways toget in touch with them. So what we would like to understone crases? Whatis the best way to get hold of Chris Atgong? If someone wants to take theconversation that wd today away with you or av that one to one interactionwith you to carry on the conversation, we had today definitely link ton. Ispend more time than I should on link Don, so you can just find me. I thinkI'm the only Chris Worlob on Linkeden, it's pretty weird unique name, but ifyou need the spelling it Chris or lob as a a boy, so just op those letters,Indo the search box, Soe Ye requists Ime, happy to allup with conversationtar right well, it was gt great having you to deon the podcast Chrise manythings for your time and Awer you mentioning a couple of times. I wecould do an as uppodcast around this. We could do another podcaster on that.So clearly you want to receive a Fello invitation which we will make sure youdoin Tin Nour, future right yeah. This was an absolute blast. Thank you. Somuch for happing me on. Thank you.

Chris operadics has redefined the meaning ofrevenue generation for technology companies worldwide, while thetraditional concepts of building and managing inside sales teams in househas existed for many years. Companies are struggling with the lack of focus,agility and scale required in today's fast and complex world of enterprisetechnology sales see Ow operatics can help your company accelerate pipelineat operatics. Dot Net you've been listening to be to be revenue.Acceleration to ensure that you never miss an episode subscribe to the showin your favorite podcast player. Thank you so much for listening until nexttime.

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