B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 3 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 were listening to bb revenue acceleration, a podcast dedicated helping software executive stay on the cutting edge of sales andmarketing in their industry. Let's get into the show. Hi, welcome tobe to be a revenue acceleration. My name is Adi am with you andI'm here today with Chris Hall up from Gonk. Are You doing today,Chris? I'm doing great, very happy to be here, excited to talkaffect. So today, Chris, all conversation will be about low tech factorthat will dominate your competition. Okay, it's based on the analyticore that yourecently wrote. But before we dive into the topic, then you please tellus a little bit more about yourself, your role at Gong and also whatthe what going do as a business? Sure so, my name's press.I've been running product marketing over here at Gong for about the last two yearsor so, and before that, funny enough, I was actually the COfounder of a small SASS company that competed with film. was called conversature,and we were just three kids. Who Did you know? We didn't reallyknow what we were doing. We didn't have the credibility with the BC communityto actually raise a substantial amount of money and so we boot traps this startupfor pretty close to two years. I think it was supposed to abound eighteenmonths, and we eventually just ran out of money and we ended up smatingforces with going and it was the happiest failure I've ever had in my career. I've had had more fun working with the team Atcong that I've ever hadin my career. But before that my background was in sales management and sales, as original sales manager over at a company called inside salescom out of proveProvo, Utah, and that's where most of my career has been sales salesmanagement, and I spent a lot of time on product marketing injury and ourstart up, which is what led me to running product marketing over here atGong and having an absolute last excellent and and what did that? You doexactly at going. Yes, so're going...

...is it's creating a new category.We're about two years into it. So we're the number one conversation intelligence platformfor sales and what that means is we help sales teams have better sales conversationsand generate more revenue by capturing in analyzing their calls, not just their callsbut their conversations, email communications included. We analyze those with Ai. Soyou can increase close rates, you can dominate your competition, you can gramnew sellers faster. So that's kind of the long wind of pitch, shortwinded pitches. We analyze your sales conversation so you can sell that well.Let's beautiful because as bringing right into to pick up today. So that's abeauty from bridge between. Going to my next question, you recently wrote anultiqure. That quote add attention and probably one of the reason why we reachout to you to discuss fos or, to be honest with you, inthat sequel you you quote and and you're truly a right about the fact thatthe market is is becoming more and more crowded with new technology vendor that oftenreally on the product differentiation, on their speck or on their features, shallI say. And we know that the volume of the volume of the tos vendors, it is growing over the other. I think you've got ayou've got an example actually in the article. While you look at the mark,take the mark, take landscape, and I think you are taking fivehundred vendors or even less than that in two thousand and eleven, and nowwe are looking at over five thousands, or the numbers are quite crazy.So obviously there is lots of competitions, lots of people with lots of bootproduct. I'm share, but everybody seems to be leading on feat shows andthen you come with them. That concept, I think, is is great andwhat we talked about in Lens just before this podcast, around the fightthat's really to get to two fights or to be on the battle growner,to be strong on the battle ground of competitive differentiation. With what company shoulddo is to drive or move the move...

...away from product cell to having theright type of cells conversation. Okay, so before we get into that,to pick and and some of the examples that you use and dive into thedetails, can you please tell audience little bit more about that concept of drivingthe conversation, driving the differentiation through sales conversation rather than features and products.We do you think about differentiation? The average person is going to think aboutproduct uniqueness, and that's right. Like you should strive to have a veryunique value proposition for your market and have a unique feature set but what youneed to remember 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 differentiationbattle. Instead, the battleground for differentiation has shifted from having a unique productto having related sales conversations. And so the argument I make in the articleis that what your sellers say, do and right during the sales process iswhere the perception of difference is created. And the reason I can make thisplay with any sort of player credibility is the exact trends that you just outblind a couple minutes. There's an explosion of competition and every v TOB category. MARTEC, like you said, is the perfect example. Just to useit to illustrate. In Two Thousand and eleven that were a hundred and fiftyMartech vendors and today I think the number. I've heard two things. They're seethe five thousand vendors or they're sevenzero vendors, but the point is that'sastronomical. There's a ton of competition in every category and you cannot rely ona unique product to cut through that noise. And here's the last thing, notthe last thing, but the last thing on this riff I'm going onI'll say about having unique product is if you compete in a competitive space andyou think you have a unique product, you the people at Your Company,your employees, your sales people, your...

...marketers, those are probably some ofthe only people in the world who really understand the uniqueness of your product becausethey live and read your product. They know everything about it. That's differentfrom your competitors. They probably know your competitors products inside and now they're spendingtheir lives with the product. But when you introduce a buyer to your productfor the first time, you know they're just taking a look at it.They can't tell the difference is so easy. It's it's kind of like telling thedifferences between twins. If you're a parent, you spend your life withyour children, if you have twins, and eventually you can tell the differenceis very easily. But people who are just meeting your twin children, theycan't tell the differences is easily. It's going to take them a long timeto be able to easily discern the differences. And the same thing happens when youlead with your product to differentiate especially and be to be and especially inbe to be technology today. Yeah, I love the twin energy. Imust sell. So I love the little pig shell that you put on theon the Linkedin Utquali. It to twins with a number on. Yet thisis quite fun. But and I actually have two of my best friends outtwins, the two ladies, the identical twins, and I remember when Ifelt met them, I could not tell the difference. And then, obviously, as the spend more time with them, and you know, did you getmy best friend? I was I could not one thought that people couldn'tnot tell the difference. And it's so true that you know, when youlook at it with with an an expert, I you can't truly tell. Youjust like this, this looks similar to me, but then when youget involved on the dead day today, it's you almost feel offended people don'tsee the difference. You like, come on, this is obvious. Sothat's that's probably telling a squad a lot. But that analogy is great in termof the more you spend time, the more you are involving too something, the less what maybe, which you make prcive, as perceive as obvious, is obvious to the rest of the world and and I think that's avery strong statement and a very strong analogy. So in the article there is alsosomething that caught my attention. You...

...speak about the different way to differentiateyourself in the market. Use the Amazon example, with a ton of volumesand and very low margin, but they absolutely obviously doing extremely well as abusiness. You have the niche which other people probably get stuck into, beinga small business, extra extra right now. Again, very interesting to see thedifferent angles you are using and the categories. But moving down the article, you speak about dominating your competition and I guess when you speak about thatyou mean that the ultimate objective is for your prospect to see you as beingunique and not even take the time or take the opportunity to compare you tosomeone else or to put you in a category. Okay, and we knowthat, particularly when you deal with large organization, were large proclament team orprocesses around the proclament team, categories are really important for those gates they liketo put between the books. Anyway, coming back to my question, Oh, can you make shure that's your prospect disqualify your competitors untirely and see yourcompany as a strategic Bot. Now from the sales conversation. Well, Ithink that can make a few podcast episodes in itself, but I think wecan definitely touch on them. Ye, here. I think the first thingyou need to realize is, if you could sum up everything we've talked aboutso far, so far it is how you sell is just as important aswhat you sell. Maybe it's even how you sell is more important than whatyou sell. became it because, again, the perception of difference in your buyersmind is going to be created during sales conversations, and sales communications notnecessarily just having a raw, unique product and hoping they discover that uniqueness onthemselves. But if you're sold on the idea that how you sell is moreimportant than what you sell, then there are a few things you can doduring your sales conversations to really box out of your competitors right out of thegate and get your buyer to not even see them in the pack of category, as you know. And I would say the first one is you needto tell a story about your customer,...

...not your product, in such away that threatens the stability of their status. Well, so perfect. And that'swhen that there are a few things working here. First of all,you're talking about your customer, not your problems. Another being attention. Secondof all, you're talking about a problem that's relevant to them, so anotherextra pay attention. And third, if you can tell a story that threatensthat their status quote, it's going to trigger what we call loss of version. And loss of version, in short, is when it's the economic, behavioral, economic principle that people are twice as hard to work to avoid somethingand they are to gain something. And when you can tell a story inthis way, now you've gotten a seed at the executive table. You've becomemuch more strategic, while your competitors are tactical and pushing product features blow inthe organization. So I'll give you like a one very short example of howto craft a story like this. Let's say you sell formaldehyde free furniture.So, for the unfamiliar, Formaldehyde is like this weird chemical that used tobe built in the furnitures and it created all sorts of sicknesses and it wasactually very common, and today still is common, for furniture to have formaldehyde. So a bad pitch, not a bad pitch, but a media orpitch if you're telling formaldehyde free furniture to retailers is you say, Hey,we provide formaldehyde free furniture. It's green, it's healthy, your customers are goingto love it, you're going to make more money. That's focused onyour features and, to some extent, its, but just focused on yourbenefits. If that customer is already totally sold on the idea of having formaldehydefree, free furniture, than it might work, but if they are not, that pitch is going to fall flat. So here's an example of the pitchyou can tell. That tells US story about the customer and threatens theirstatus quote. And by the way, never use the words threatened status quotewhen you're on a sales called. People will not react all to that.This is probably a past line we're talking about, not without further do.Here's an example story you could tell.

Just to come in quickly. Imean this is so true. We see that on a daily basis. Soyeah, too, paractis really a focuses in the beginning of the conversation andthe storytelling, and we've got a great episode that we recorded with with agentleman actually also based in the bay area, called can Red Ski, around aroundtelling stories and now do you go and he's got a layout, cakemethodology be I did, which key it wills all about it. So Ithought that was great. But the story is really key and I think Iagree with you're saying. You can't trually tell people that you will, youwill threaten them. But I think people enjoy being challenged and I think it'squite enjoyable to be in a cell speech, but when I need the cell speech, are really enjoy challenging preconservate this. Okay, so people may associate somethingwith something else and there is non spoken objections, etc. Etc.But coming back to the first point that you made, I think if youare able to speak to a prospect, almost put yourself at their level byunderstanding what's happening in their function, what the challenge is on a day today basis. Are. Obviously you don't want to make some statement that aretoo bold and maybe a little bit too risky for you, but kind ofalmost emphasize, with what they are going through as a prospect, what theyare potentially but the vertical, because we took about the function, but itcould be it could be the the industry. You know, you could be lookingat don't you know what's up penning in that industry, etc. Butrelating to that in a cell speech as well as challenging what they are doingat the moment and then telling a little bit like what we discuss with thatnew story, about what could happen when it is executive properly. I thinkyou become the first point of coal when there is an issue on the subjectmatter and they want your opinion. And as in a self speech or ina in a account management position, it's a beautiful position to be when youare the first person that your prospect or your clients will call to get information, to validate something or to discuss a pain point. I guess that's jobdone from a self perspective. You really...

...managed to get that confidence on track. And when there is confidence in the sells process, people trust you.Then obviously the product needs to deliver, but what a beautiful step it isto get the conversation going and put all the chances on your side to actuallyget a deal. Yeah, and there's actually I have a specific tipt thatyou can use to put yourself on a position like that, and this reksvery well off of how you box out your competitors kind of ut the beginning, at the sales process, and a very simple thing that I see veryfew people doing is hie your products value proposition to a more strategic problem.That will elevate your strategic value in the buying organization. So here's an example. We do at call. One of the key use cases of gone iscoaching. But when you talk about coaching and you use that as your valueproposition, a lot of the Times you're going to get kicked down to frontlinesales managers or sales enablement or great folks, but don't necessarily always have buying powerbecause you've talked about a very tactical value proposition. Versus what we donow, and we still talk about coaching, but one of the angles we takewith enterprise customers is instead of time going to coaching, we tie onto competitive selling, which is why we're having this conversation right now. Andwhen young tie on to hey going is a tool that's going to help youwin more competitive feels, differentiate from your comp competition and ultimately dominate your market. Now the C suite or VP of sales, those people high up inthe organization are going to see you as much more strategically important. Like yousaid, they're going to see you as a confidant if you've position to yourselfcorrectly, and they're not going to be very likely to kick you down tolower levels in the organization. And, by the way, while you're whileall of this is happening, what's most likely happening with your competitor is they'retalking about something tactical, something product related, and they're struggling to get above themid level range in the buying organization,...

...while you have a seat at theexecutive table. So that kind of summary Takeaway there is figure out abusiness problem or strategic initiative, hopefully a repeatable strategic inefficiative that you can tieyour value proposition to instead of like a low level pack of one. Okay, well, that's bringing him a question to my minding them of a howwould you run the first meeting with a prospect? Let's say is the firstever meeting age you've got with a prospect? Obviously it's a prospective organization. Soas a selfs person, you want to engage with that person. Soyou've got the right accounts. You know that that accounts should do business withyou. They may or may not using one of your competitor and you arediscussing, you about to discuss with someone. We've got authority. How do youadvise your customer to lead the first conversation? Would you say, okay, do a poot point presentation, or would you actually just go there,tonder lat off and have a conversation with the person, have a business conversationwith them around the challenges that you believe they have? Then the challenge isthe actually of and then how you could potentially led them to to to someof these changes out. I would you advise your clients to lead that firstkind of row high level decision maker conversation? Well, the first thing I wouldsay is if it's your first meeting with an account in your meeting withsomebody who's very senior, you probably missed the vote in the sense that youshould have spend time with lower level people, doing some discovery research throughout your organizationso that when you get this meeting with the senior buyer you are verywell versed in the challenge is that that organization is basic. So the firstthing I would say is spend some time researching the account talk to people withinthe account. Even lower level decision makers and influencers get time on their calendarso that when you get this initial meeting with a senior level by senior levelI mean somebody you know who's at the sea level, vpsvp level. Now, assuming you've done that, when you...

...go into a meeting with this person, I would plan probably no more than two or three well thought through diagnosticquestions to validate some of the challenges you've heard other parts in the organization,and then I would use that to spur the rest of the conversation, whichshould be an educational story about the problem that they're facing, that you've learnedtheir facing, why their status close being threatened and why they need to move. As far as addressing your question about like would you do you know,a discovery call, power point or just have a conversation? My favorite thingto do is whiteboarding. I like to have whiteboard conversations with buyers where we'relike illustrating things with markers kind of on the fly. A power point issometimes a little too rigid. I don't necessarily I don't hate power point.I think a lot of sales and marketing people really hate powerpoint and I actuallythink it can be useful, but if you're well versed enough in the buyersproblems, then I would stick with having a white boarding conversation. And tofinally put you know, the last answer to your question is I would nothave a discovery call. What these types of people. You're probably going toget kicked into the teeth if you're having very asking them very generic questions,which is why I recommended you should go ask those questions to people who havea little more time and patients than they do. But that said, youshould still kick off the conversation by asking you validating questions to make sure conversationsgoing to be pointed at great auction. Absolutely, and from my perspective,the good news with the White Bird is when you're done with the meeting andyou see the prospect standing up, taking the phone out and taking a pictureof the white bomb, always a good indicator something went well in the process. I've also got another question that is coming from from from what you justmentioned in the the previous response, but the one before that. Previously inour conversation to the I mentioned procurement process, Etcetri set right. Reading your articleabout features and differentiation, differentiations sorry, you made a good point at somepoints. I think there is also a visual in the article about peoplebuilding up spreadsheet to compile your features are...

...centers of feature. Okay, I'vedone that recently. You know, I've got I've got a baby and babyboy and obviously I want to get the best from the guests to push sharepossible for that baby. So you know, when you look at push, I'mjust built up an excel spreadsheet and my wife is a finance director,so she's used. We are that sort of fakes. We work together.I do. Well, wait, how begging with be can we put itin the car, because you look good, you know, and then we hadto like create all that. So it was we build up that spreadshet. So coming back to my question. So when we know that, whenyou get to procurement, it's actually quite difficult that, I find it inmy experience, to sell the value to proclament because you are already bugged downinto the features, you are boling into pricing and they just want I mean, we probably have some procomming people listening to that. PUSS guests will getme a wrong go. Don't take it the wrong way, but it doesupon pricing a either bit right. So at what stage of the decision makingprocess do you advise your clients to stop that differentiating sets conversation? Well,you need to do it right out of the gate. You need to approach. It's not a conversation, it's a differentiation happens throughout the entire sales process. So it needs to happen on your first meeting and if you're getting soI'm not unrealistic enough to know that we're all going to have to deal withprocurement. But I will say this. You can avoid procurement a lot moreif you're doing things correctly upstream and the sales cycle. So if you're havingconversations that are tied to a strategic initiative and your building urgency by telling astory that introduces loss of version and you've really gotten on the top one,two or three priorities of the C suitee or BP level priority list, they'reonly going to kick you down to procurement when they're absolutely ready to buy.They've better everything in the sales process and they're just telling percurement, hey,we want this, here's the value.

Just go get this contract sign now. Of course, Percureman is compensated in some cases on negotiating and trying toreduce prices as much as they can. So again, what you're going tohave to do is not only are you going to have to sell your championbuyers on the value, in our why, of your platform, arm or solution, but you're also going to have to equip them to have that sameconversation internally. You have to arm your buyers to be able to justify whyyour price is higher than your editors and justify the value. So buying today. That's that could make a whole other podcast episode it self. Buying todayhappens so much more internally in the buying organization then you see it when itwas like, you know, the only time people make decisions. Was Oneof our facetoface with the cellar. Now there are so many behind the scenesconversations going on in the buying organization and that's really where sales people have toup their game and get help from product marketing to do what I call fireenable we're all familiar with sales enablement, to equipping sellers with the right tools, collateral and processes get feels across the finish line. You also have toprovide buyer enablement, which is how do we enable the fortified decision makers inthe buying organization to really come to consensus and buy and go through their internalprocesses smoothly? Okay, so I've you seen a love you have a weaknessof you ELP the clients when the conversation, it's already is already bug down inwhat I would called the naty gritty, to feature the details the product thatgive sense, bridget, or that I've viewing, will see in witnessor add someone to actually turn that back around, to elevate the conversation backto okay, let's lead with differentiate ourselves, differentiate us. I think that's get. May maybe be what you just mentioned about giving the bayous almost likeI was all dimensioned. Do Look at Outos, a way to loo getthings on those all way to have invate things. But have you ever seenthat in practice, changing a decision when...

...the cycle was already well on theway? And announcer prevention is worth a pound of here. Yeah, thethe question. I'm asking the question because I know when you already dip.Yeah, and I'm not going to Shir get that's but that definitely needs tobe stat like what you do early in the sales process really sets the trajectoryfor your deal. But if you do find yourself in this precarious situation wherethe buyers pigeon hold you on to spreadsheet and comparing you to three other competitorsand they're playing the SPEC war and they're granting you all down on price becauseyou guys are pretty much at parody with the other at least from their perspective, what you need to do, your only chance of hell at turning thatsituation around without really dropping your pants on price, is educating, getting yourbuyers take a step back, get them on a meeting and say hey,I want to kind of press the reset on. I think there are somethings that I have not told you during the sales process that I probably shouldhave told you, and I think it's very important for me to tell youthese things and if you get them on the calendar, if you get thatopportunity, that platform to tell them something new, now it is your timeto UN teach them about everything they can learned throughout the sales process. Andwhere I would start, as I would think about what is your winning differentiatorand what kind of Edgy cation can you give them to value that? Thatbeen beyond everything they're looking at in terms of a spreadsheet? So I'll giveyou an example. One of our differentiators at gone, what of our likeproduct level differentiators, is we can analyze to a tee what your best salespeople are saying and doing on their sales calls different but if I just tella liar that's our differentiator and they don't necessarily value that, then they don'tcare. They're just flapping that on their spreadsheet. It's another row on speciallyand they're comparing you. But if I take a step back and I firsteducate them about the problem that feature solves and why it's important, and Isay something like Hey, I want to tell you a story about this performancethat that this bell curve we see in...

...sales and just about every sales leadersfamiliar with it. You know you've got ten or twenty percent of your salesforce attaining a hundred and fifty percent of quota and it feels so amazing tosee that. But it's so frustrating is that everybody else on your sales force, the other eighty percent of your wraps, they're a little bit below quota andthey are canceling out the overachievement of your best Reps. so this nextfeature I'm about to introduce you to is position to solve that problem. It'sposition to close this Delta between your best trips and everybody else. And letme demonstrate for that or demonstrate that for you. So I guess if youlisten to the story I just hold, I lit differentiation on its head.Instead of leading with my differentiating feature, I led to do that feature andI started with the problem that it solves and I made sure the customer valueback. Introduce the different here, and that is going to change their perspectiveon Tom parrying all these products together do not make sense. That was likea very long winded way he explain. Yeah, I think it makes perfectsense to me. I mean the I hadn't know, like example, Iread. I was just thinking about it actually, as well as you answeringmy question, there is a great book that is college challenge or sell andthat's from the I think it's from the consultancy Boston Group, and we lovethat methodology. is about taking the control of the cell cycle, challenging thepreconceivate these or the prospect but also teaching them something or educating them, becauseteaching me sound a little bit, little bit too much. And and inthat book they've got an example of I believe it was a ladium. MayBe paraphrasing a little bit the story here, because he was a while back sinceI read that story. But she just lost a deal, or companylost a deal, and what that company was doing was off his funiture andthey just lasted into a competitor. They receive the goal thing. Look,we won't walk with you. We've been all of your furniture. Someone elseis coming. We've got the plan with them, etc. Etc. Wemoving forward with this, guys. So she just pick up diffront to theclients and say well, you've been a...

...clients for I don't know how manyelse. What I would like to do is to give you a certain minutesof my time, one off my times for free, where I can't comedown look at what does suggesting, because I know you and I know you'reon it's were talking about something slightly different here. We talking maybe about aand like saving an account rather than acquiring a new account. But basically thestory goes that. She goes there and she looked at the suggestion from theother companions. Look, what I would suggest you do is as them todo that, as them to do that. If I was in your shoes,we see that open space increase of productivity by approximatively celty person. Soreally, for that team in that part of your office, you should nothave partitioning, but you should have some sort of that space in that space, maybe you should have like a lounge type of area somewhere what people canrelax or have a bit more of a laidback meeting, etc. Etc.Basically, by doing that, the story goes that she get the business backbecause she inspired the clients with IDs, with what's happening, with stats ofwhat she's seen in the market and by giving those almost this this advice asa gesture of good will for saying Good Bay to a customer, the customerrealized that actually they could have much better management from that person and went backto and she got the business back. So I think, I think thereis. There is lots of way to go around things, but it's aboutsometimes it's also about the selfs person doing the Extremiz. You know, weoften see sells people that wants to get very, very late in the selfprocess. Other the individual in seller tell you came. I want a verywell qualified opportunity to walk on. I think that's all good, but thelater you get to the game, the less you can influence the game fromfrom from our perspective, and I'd like to my final question to you.I'd like to just get your sorts on that very briefly. Well, firstof all, I agree with your influence in the sale cycle happens at thebeginning and maybe the middle of not so much the end. Things start toreally crystallize toward the end and what you...

...do early on really sets the trajectory. But I do want to refer on what you said a minute ago aboutthat story you told. If you think about what that lady was selling,it was completely different than what her competitors were selling. So her competitors wereselling what she was selling was productivity, in creativity for her, for theworkforce and the something of the clients and on the standing of what team isdoing what, because she is she was on the sounding the clients, orshe was also a bull to provide this advice. But yeah, absolutely,and also those can be applied at any part of the sale cycle. That'snot just an account saving technique. Had she led with that story, sheprobably wouldn't have to add to go save the accounts begin with. But that'sa traummendous way to differentiate. I love that story. Good what thanks forthat, Chris. The conversation today was really in safe for any really interesting. We always ask at this stage of the podcast our guests to give ouraudience a few ways to get in touch with them. So what we wouldlike to understand crisis. What is the best way to get hold of Chrisad gone if someone wants to take the conversation at we had today away withyou, or of that one one interaction with you to carry on the conversationwe had to day? Definitely linkedin. I spend more time than I shouldon Linkedin, so you can just find me. I think I'm the onlyChris Wor lab on Linkedin's pretty weird unique name, but you need the spelling. It's CHR I guess our loo be as a boy. So just popthose letters into the search box. Send of your request. I'm happy toall the conversation start right what it was great having you to them to podcast. Chris, many things for you all time, and a those you're mentioninga couple of times, I could doing those. All podcaster are on this. We could do on those. Up pudcasts are on that. So clearlyyou want to receive our fellow Zo invitation, which we would make sure you're doingthe new Fud show right. Yeah, this was an absolute last thank youso much for having me on. Thank you, Chris. operatics hasredefined the meaning of revenue generation for technology...

...companies worldwide. While the traditional conceptsof building and managing inside sales teams inhouse has existed for many years, companiesare struggling with a lack of focus, agility and scale required in today's fastand complex world of enterprise technology sales. See How operatics can help your companyaccelerate pipeline at operatics dotnet. You've been listening to be tob revenue acceleration.To ensure that you never miss an episode, subscribe to the show in your favoritepodcast player. Thank you so much for listening. Until next time,.

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