B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 3 years ago

19: Why Pipeline Will Cure All Your Sales Problems w/ Sally Duby

ABOUT THIS EPISODE

Everybody needs a bigger pipeline.

Have you ever been in a scenario, maybe a business meeting, or a dinner with colleagues, and heard someone say, “I’ve got all the pipeline I need?”

Didn’t think so.

Every company needs a bigger pipeline, and every company is trying to do everything they can to get one, but very few are actually succeeding in acquiring it. Why? What does it take to build a quality pipeline?

You're listening to be to B RevenueAcceleration, a podcast dedicated helping software executives stay on thecutting edge of sailes and marketing in their industry. Let's get into the show hello, I am already a'm Mitche and youare listening to the beat to be a revenuw acceleration. PODCAST SELYDEBfrom the bridge group is may guess on the show today how you doing silly, I'mterretic Ri, thanks for having me pleasure, pleasure so sally today. Wewant to have a conversation with you around. A topiat is really important.For us. T at Topik is Aron building a quality piepline, but before we getstarted, can you please tell us a little bit more about yourself, as wellas the organization at to represent Ithe Bridge Group sure so I've been inand around sales for pretty much my entire career? I started in field salesand then I actually, I got a job at oracle way way back in the beginningyears, a boracle I was very young back then, and I was in the inside salesgrouup there and it just really loved the the power and what you could dowith inside sales and that I was able to have a normal life as well. So Ibefo you know you didn't have to do all thetraveling right yeah, so it fit into my lifestyle t atthe time raising a child and everything. So I really enjoyed it and that's whereI've kept. My career is both an inside sales and sales development and HAVbuilt many different. You know inside sale, sales, development, support,renewal teams, help optimize teams and got into consulting- probably you knownow for over about twenty years, with a little stint at skype. In between whereI built a sales team at skype. Most recently and today I a chief salesofficer at the Bridge Group and at the Bridge Group, we are consulting agency,focused all around inside sales and sales development, all my passion sowe're putting to. U Everything that I've learned over the years and helpingmany other of our clients as onbefor one tank, you ver Amich fist veryinteresting background and definitely a lot of expaens that you've got to Afouwe that that's wonderful. You have cofounded the vpof circles forab. Thisis a platform fror, my understanding that provides VPS of sels and chiefrevenue offise. Basically, anyone with responsibile whos got responsibilityfor the top line in any company to interact or appear to peer environmentin order to network keep themselves on top of the new trends, discuss bestpractices and Orl that, from your experience of frunning, dicivents andyou'r engage with them a, and I would...

...believe your engagement is constantwith vpsls she revenu Fiso and all those people managing the topline. Whatdo you see as the main challenges that the Tho tosells? LIADERS are facing yeah? So you know where I've been doing the DPSALSforum for ten years we just celebrated our tenyear anniversary this year,Andyeah a and so you know it's been pretty amazing, but at almost everysingle meeting we've had over the ten years, we by far get the most questionsaround the whole sales development, space, marketing alignment all aroundthe pipeline building issue. Even today. Here we are- and I don't know how manyyears, but I think it's probably been at least twenty some years thateverybody's been preaching about Markitg and en sales alignement, and westill seem to have a bunch of silos and different. I than Tis happening betweensales and marketing. Have you noticed that too d? You know what thishiswwe've had probably two or three podcast drestd on tetopic, so we'vedone some mainly with CMOS hare preaching the alignment Wi selvs, whichis great we yet to get cos to get involved. So I'm not pointing thefinger here, but it's definitely a topic that is in the in the center ofthe conversation, passionate a few people. We've been speaking to on thatpodcast right right. You know we still get questions about. What's a qualifiedlead, you know it's like wow e'e s, alkingabout that you know sothere's a lot of confusion were obviously still kind of missing theboat and need a lot of work in that. So we spend you know again a tremendousamount of time talking about that, and then I guess I'd have to say, whileaccount based is all been great. It's also really confuse the issue andeverybody wants to say they're doing account base because it's the coollatest greatest thing in pipelying development, but yet they really don'tget it and they don't know what they're doing with it. So so that's one area, Iwould say, there's really a couple. Other areas that are emerging one isdefinitely around customer success. That's another one of these areas thatcustomer success means something different to every single company. Whenyou ask them, you know whether customer success team is responsible for it. Youget a bunch of different answers and then the other one is nabolingfrontline sales managers so that they really know and understand what theirrole is, what they should be doing and how to be doing the job. You know weseem to have. We always promote sales raps anda lot of times it's our best sales reps, which in many cases means they're,probably not going to be the best manager. Different skill sets that youneed to be a sales manager versus a lot...

...of times being the best sales wrap wandyeah, you know, but then we don't give them any coaching or mentoring ortraining, and we just say: Okay, you know. Yesterday you were a sales rapand today you're a sales manager go to it. Here's your team and we, you know,N, we don't even train them on hat. You know any guidance around humanresources issues. You Know How do you interview properly? What can you can?What can you say and what can't you say in an interview? You know let aloneeverything else about. How do you coach a salesperson properly? How do you makethat transition from being one of them to now being their boss, so so tha?Those three areas are really a lot of Arkey discussions that we've had inparticular ov e the last year or so that's wonderful, Om on Cochetta willhave for youit's bit of a leading question from my own experience, butyou believe base on Wha Shoul, just sal, not on Muc. You just say, but on yourexperience, do you believe that the top senls people or the top Seles guys makethe best manager? Or do you believe that he's mall the average but goodservice gay that makes the best manager yeah? You know, I think that it fromwhat I have seen and what I've sen everybody else talk about is that youknow it's not the sales person that is always making a hundred and fifty twohundred percent of quota. It's the ones that you know pretty consistentlyachieve a hundred percent of quota and maybe a little bit above right, butit's really all about to t e the skills that they show. Are they willing tohelp out other members of their team right right, typically, that sales rep,that your best sales reps, that is a hundred and fifty to two hundredpercent of quota- is more often what we call he the lone wolf right. Oh you've,been it that term realing, the chalenge yourselves, yes, anwve all wentstraight WITI's a fantastic book. It is, and so you know they tend to have thosecapabilities where they just want to go out and be on their own and do theirown thing and they don't want interference and they don't really wantto get involved in the whole team thing either, and so that is something thatyou know. You have to take into account: how how good are they going to be atcoaching somebody if that's there wel absolutely an Wedis, because I thinkyou've got when you've got someone whith. She wondering fifty two hundredpercent of quota as a general manager is quite risky to remove that sort ofperson from actually delivering so well to put them in a management position atmay affect that performance, so it Thae's. The reason why was was kind ofintroducing the question as a leadiing question, but yeah it's I do shareexactly the same, the same opinion and believe it's it's treally about theperson, but often whatd have seen I that the people are really good atsetling. The people who are really consistently over delivering makingalots of money in syles tend to...

...struggle when they get into amanagement Holl, because yeah managing os of people is it's it's a differentbunch of skills, it's probably more difficult. You need to influence andLes not forget at you need to walk down with your team, but yours need to walkup with your management ability to focast ability to Fockas for othersyeah. It's it's a challenge, al together, but well. Thank you very muchfor that, sely that that nes been useful. So we are a conversation in thepast. We met a few years back and you statod o. You mentioned something thatmade me smiles a pip lane culs or problems. That's so true, ihtsoi'm surethat anysec person can relate to that. But we all know that it takes lots ofWolk to build up that quality pipe lane. What would be if you are to show a fewof few tips with us today? What would be the top tips that you can share withour listeners or professional cells? People listening to that podcast todayaround building a strong Piperane yeah. So you know there's a couple things,but that is a totally one of our sayings where the Bridge Group Ray. Isthat pipelane cures, all sales problems right and I think in all the years thatI've been in sales and have been doing consulting and hi've talked a hundredsand hundreds, you know, probably even thousands of sales leaders. I onlyrecall three that have told me that they had enough pipeline, so you knowit's something that we're always struggling with, because, unfortunatelyyou know we don't close a hundred percent of our pipeline right yeah. It is unfortunate, I don't thinkeverget to that state would be so diferent percent yeah. So you know we need to have a lotmore in there to be able to make our numbers. Obviously so you know, I think,first of all, pipeline building should be a multifaceted approach in thecompany, and by that I mean it just shouldn't, be the sales repsresponsibility to build their pipeline e. Here we go again with marketalignment. It's marketing's responsibility, it's the salesdevelopment, reps responsibilities, it's the executive team, channelpartners, and actually you know everyone in the company and when I sayeveryone in the company, I think you know over the last years that hasreally become an important piece, because everyone in the company cankeep their network and linked in up te date. They can be posting education onthought, leadership, content to help draw in their network and they can alsopost about you, know specific company milestone or successes and really helpthe sales team with introduction. So if you've got somebody in operations oryou know in human resources, that is actively you know, onlinked in keepingtheir networks up tho date and helping everybody's out there promoting thecompany and then, if I'm youre sales...

...rap and I go in and see you have aconnection at this company at a high level. You can help me get into theperson that I need to, and so we have the capability now. You know because ofgreat tools like Linkedon, to be able to do that company wide twenty yearsago. We couldn't do that right, but we can now so so I really think that again,it shouldn't just be the sales reps responsibility and I think that's oneof the things that we work with a lot of our clients on is understanding.Where can you get your pipeline from that? It's not just allcoming from whatin source so where, where are all the contributions coming from? So we allknow like what is marketing responsible for what are the sales development teamresponsible for? What's the sales repid responsible for what are your channelpartners responsible for and building pipeline, so you can measure and trackagainst that. So that's one thing, but you know there. I think the other thingthat we're getting very complex now with our pipeline building- and I seemany companies trying they're struggling with building pipeline,because hey're trying to one size fits all model and especially for thosecompanies that have been in business, probably more than five years, ethey're,probably going after multiple segments right. So it's not just we're sellingto the enterprise or we're just selling to thid market it. You may be sellingto SMB to mid market to the Enterprise and oh by the way we have some reallystrategic accounts that were focused on. So you have multiple markets that you're goingafter you have multiple buyers that you, you know that want to buy your productand the complexity of your products. Ind The average deal size all play into.You know what different kind of pipeline building models should youhave. So you know to give an extreme example. Let's say: You're targeting asea level executive and the average deal size is a million dollars. Yourapproach to building pipeline there and getting those million dollar deals isvery different from someone who's selling to the S ANDB market. You know,or even let's say the Min market and there's thousands of accounts there andyour deal size is fifty hsand dollars right. You have different approaches,way, different approaches, you know and because you can get a million dollars,Vorsus fiftysanddollars, you can afford to expand different resources and moneyto getting that million dollar account. Then you can getting a fiftythousanddollar account. You know we used to be shouldn't, say used to bebecause there's still a lot of it today, which is fine, but it was everybodythought you know you needed to specialize an in band, an outboundwhich you do, but today it really needs to go so much further than just inboundan outbound, and you know so. This is...

...where I think really. The account basedmarketing approach has really come in and we all got enamered with Marqettodid a great job of convincing us that we needed to go into. You know atMidmarket SNB and you know, email spam our way in yeahand. You know clearlynow companies, I think it's been a really interesting change right and I'msure you guys have seen this too- is that all of a sudden, all thesecompanies and the investors as boards of companies are like. Well, you knowwe need to get a lot larger average deal sizes, so we need to move upmarket. Well. How do you move up market into the enterprise? Is You know againdifferent ways that you do that, and so this is where I think account. Based isreally come into play and, oh by the way we had the bridge group like tocall it account base revenue, not marketing O, like it yeah quit. We coulICOMBASE everything there. You Gortchs, that's wonderful yeah, so you knowwe're getting much more sophisticated in complex and our models, but you knowit does really go back to looking at who are your target accounts? Who areyour buyers? How do those buyers want to buy and be engaged with? What's thecomplexity of your product and your average deal size, and then you canfigure out, it is inbound. Outbound account based batouncentric right andand apply the right methodology to that yeah thats that's Te Day today. ReallyI mean we can relate so much with which what you went through. One of the othertype of senario that we intend to sequet o lot at the moment would be ouron Matcho technogy vendors, so a be to be sof to a companyis been going for,maybe ten years or even more than that. There is some very large one that Iwill not mention, but we are discussing with them at the moment and they are ina situation where theyar called business what they are known for, whatyou would associate the brand wis the revenue of that Cobis, an of dropping alittle bit okay. So it kind of Yesto this paper solution- and you know sowhat they've done as a very smart management team, bordexetre ECEASacquire some companies to make that pot for you, my exciting, to make that potfor Youm ore future proof. If you will and- and I think what they are goingthrough, I would almost qualify as a sell transformation, but God is likemoving mountains, trying to get the Sele teamd Dins the internal sellspeople, so it could be. Even an inside sells team to the fill cales guy andthen you've got the Chane on top of that and the transformation that youneed to go through and we've seen to you. Knowa company TAT was on cremises.That wants to go cloud when, once you...

...going to go cloud you'r going to upsetyour partners, because your partner used to believe Ou servics and makemoney out of it. So it's a channel is it's Umonga shift and I think thosshift aopening more and more at the moment and theyre interesting, becauseyou've got milty, bying, personers and and different type of average dealver.You different type of solution, and I realy like the way you approachingit tobe fam an this is the way we present our services so m. You know we've gotthi some sort of daises, but the way everybody should look at it is who isthe person I'm sening to an how much te spending pays on that? You will knowthe complexity of the celcycles potentially number of personal thatwill need to be involved in the selcycles, as well as the lents of thesericycle and what'Si. What's need for you at the end of it, going andcreating the demands, pushing being disruptive being a challenge of salewhen you've got hundred and fifty two hundred and fifty k deals at the end ofit. It's was the battle, but you compatly write. If you drop to tthirhdren and Fiftk, we will be dealing with inside service. People will bedealing with. Trengeral partners will iimatand. You can't blame them for that,but they want tactical stuff. They don't want to go and create the Dmanthey want to collect to po in the next six months. Andand and that's thereason why one of the first question weask when we get into a selicycles tokind of draw some demographic and get a ED around the tape of Customer Erspeaking to is whats. You have regtin value and you can tell a lot fromthevrag gin eview in term of what they need to do o how long they shouldexpect to place Thegis, excet, etc. Sono appreciate what you're saying andI think it's extremely roven to today's market and a great way to kin of desociate e,different type of sales tactics and selves Frotega. You need to put inplace yeas. You know the other thing right that we've seen a lot of is thesesmaller startup companies and they get executives in from you know the Oracles,the sales forces, the saps of the world, and they come into these small startups,and they they just don't understand how different it has to be in buildingpipeline and messaging, because they're used to that brand name, recognitionwhere everybody knows them and everybody knows what they do and you gointo these small starps. Where nobody knows you, nobody knows what you do andyou can't use the same tactics. And so we see that happen a lot and it's youknow it's a big mistake that a lot of them make and they don't get tractionbecause they don't understand again that you've got to do so much moreheavy lifting and educating in your pipeline building, which is againreally different than if I'm a branded sales force. Calling up to try to sellyou a crm. Absolutely at Lhist is the...

...level of maturity as one of a solution.You've got very distructive vendors, where you Kno, we've got clients comingto us, and so we want find people who ave the project so okay, but whatyou're saying is the equivalent of a flying car which technically could be aplaine. But let's talk about Somehina can beyond the roll and also fly sopeople will have a car, so they don't need another coust. You may speak tosomeone doesn't have any, but what Youn Wat? What you San is a very specificalteration of something that the May Av. So it's very distructive and you got toexpect people to have a budget for it. You can't expect people to have aproject around it. anexactly. You can expect people to be interested by itand you can expect people potentially change what they are doing or priritizetheir budgets or the financiing in a certain way to buy what you need, butit's Alposetin the right expectations but yeah again start ups getting intobig company Oddopus Jos away, wrond a large organization buying a companythat is main been there in the car business. So when IVM started to buylots of security companies CERADA or that lot win, the market did not et ABMwas doing security Wy you have to God la and just educate the market andexplain them the Rodmap, but yeah. That's what makes I guess past yourlife and Ou ie very exciting y b. t, that's also kind of leading me to to mynext question to you. So from your introdiction. You clearly have a greatlovel of experience in a great amount of respect, for that inside sellsfunction that SDA Bidia function. The people were at the beginning of theFUNAL, the people whare prospecting getting opportuniis, and you knowalmost like the the gay that you would see in the jangle going aroung with aMashiti getting the path ready. We know that they play an Importan Fori meanwe've got opinion, because this is what we do, but from your Pospectian fromour lisener here today. Can you tell us from your point of view, why do thoseteams to SDA Bidia to spray plane, generation tin this in Ou stemoexternalitym, are playing such animportant Port Yeah? You know thishas been one of the things that I think has been so exciting. For me to seeover the years is that fifteen twenty years ago we were really having to sellcompanies on why they really needed an St Arner like well. Maybe you know,maybe after six months you get hem, you know agree to try one SDR right, butnow it's like common knowledge that every Tech Company and be to Ben Needs.An SDR, and many of the startups out here you know, are hiring the SDRsalong with hiring their first sales people. So it's really awesome to seethat we finally understand that. But you know: Why is that happening? So your sales people are your reallyexpensive resources and you really...

...don't want them to do all the follow up.Work. That's needed to try to reach people so building pipeline requirespersistence and a lot of multiple attempts to reach prospects. You know,even if they fill that a contact form on your website or something sayingthey wanted to call when you called them back that first time they don'tanswer the phone. They don't answer your email. So if you're doing outboundprospecting, it's even tougher- and you know I'm sure you guys are doing thesame processes, but we really are finding that it takes typically betweeneight the fourteen times, maybe even sixteen eighteen times to reach most ofyour prospects. We know sales people they give up after the first, maybe thesecond attempt and they just an it. You know I know many sales leaders haveheard their sales reps. tell oh they're, not interested. They didn't return. Myphone call. Well, you know how many times did you actually try to call themor email them, and it was like well once right. So that's not enough. Weknow that, and you know we know that also a sales rep are, I would say, sortof the worst of prospecting because of that, but one of the things we'repaying sales people so much money for is because they're really good atmoving. You know opportunitytes through the sales cycle and getting them toclosed, and so when you've got that's a really different skill set. It's atough skill set. Not Everybody can do that. So you really don't want yoursales raps spending their valuable time doing this process that it's reallyit's a process. It's very methodical! It's very much the science part of it.You know when you get somebody in the phone. There's the art part anddeveloping your messaging is the art part, but a lot of it is the science,the process that you can get. You know less experience, less costly people todo, and so that's where it really makes sense, get your sales team focus onwhat they do best, which is moving the deals through the pipeline and offlowedmore of that repetitive process piece. You know the other thing that we'vereally seen happen is when you've got too much of your sales team. Developingtheir own pipeline is that you really see the hockey stick. offact youfamiliar with that right! RIYHT! Oh Yeah, yeah yeah! You know it's Ot, Yokit, yeah don'tdo. We don't. We don't do a lot of fuckm from Po terribnOwhatever, but now definitely definitely Undeson whachyou, which youare just about to say, IU! Think yeah. So you know. So if you look at aquarter right in closing business, the first month of the quarter year closingnot a whole lot, maybe ten to fifteen...

...percent twenty percent right, then thesecond quarter or the second month of the quarter. You are closing you know,maybe thirty percent, but the big bulk of your business like sxty. Seventysometimes even eighty percent of your business is coming inteday last monthof the quarter, and sometimes it's even the last day of the quarter right whereyou're getting that and a lot of that is because your don't have enough inthe pipeline at the beginning of the quarter, and you don't have aconsistent pipeline throughout the quarter, so that deals are followingwhen they naturally will close, not when we're trying to force them toclose by specials priced incentives or whatever. And so, if you have aseparate team, that's responsible for developing a key percentage of thepipeline you're going to have that consistent, constant flow, and you canreally reduce the hockey stick of fact. It's sort o sort of Andso Betee interupRey quickly. We've got we've been in the situation, so many timing,conversation with with ceou studing US wo. I've got a good quarter, then a badquate, then a good quate, an the backqote S. okay wel speak to Yourselveend. Then you have some leading question. What you real is ou realizeTheys pend, one quarte of prospecting, one quarter closic yeah and thenbecause they are closing theiar to busy Crosicg, so they can prospect. Sothey've got no GOCAGIN for next quarter. So it'sthe, it's more like a mountainpig or something like that. If you war, Wan, O pun down, but you knowabsolutely that function does break consistency, absor n it'probem. Thatwas a great comment. You know, I think the other thing- and this is whereagain we get into e the marketinging sales. anlinment issue is that you knowyour marketing team is out there, spending a lot of money and doing a lotof things to bring in leads, and you know another typical scenario we runinto when there isn't a sales development team in place or the salesdevelopment team is focused on outbound and all the inbound leads go todirectly to the sales team. Is that the marketing team? You know never knowswhat works and what the result of the campaigns are, because the sales teamis not following up on Edibury inboundlee that they're getting theircherry. Picking as to what they think or assume are the best leads, andthat's the only ones that they follow up on, and you know a lot of times,you're, just getting maybe a name and a company name and so they're, assumingthat they may be the right company and the right target profile. But how doyou know which ones of those really have a need unless you actually followup with them and have a conversation with them and talk to them? So thischerry picking of fact, while the sales team loves it, is not the most defficient or effectiveway and again marketing gets no insightsinto. What's working becausethe sales team isn't going to convert...

...the Leagu properly either in the crm toshow an attribute that lead back to the marketing tab, they're going to takecredit for it, so you never get a close Lut marketing cycle and marketing again,never knows if a campaign was successful or not so they keeprepeating campaigns that probably weren't successful, but they have nodata and no insight, absolutely eiand in the right direction. Ask youquestion earlier on about a good sens Spelson becoming a selves manager SaEspecialy in general becoming aseis manager? What would be your take on SDRpeople or inside sells people orbidia people progressing to a FELSELS WROLG?That's a great question right and you know I think I mean I've got conflicted views internally.On this I mean it's a great career path. Right. I have seen many many successfulpeople I mean I had a guy who actually several of them, who work for me, gottheir startes inside sales, reps and now ar you know, Cros right of largecompanies, and you know making half a million dollars a year and beingextremely successful. So I know it can be done. I think that we did a research on this last year,actually at the bridge group where we show the you know, if you promote SDRstoo early, where they haven't even learned the SDR role and you promotethem into an AE role that there was like something like a sixty fivepercent failure right. So it counter intuitive to a lot of companies todaythat want to promote the SDRs in a Euror less and that's where the problembecomes. If you promote them in a yeur less, you have the huge failure rate ifthey get promoted after I think it was like sixteen month. Seventeen monthswas the key thing that failure rate drops to like twenty five percent, sohuge improvement, because now they're learning also, you know, I think itdepends on what kind of AE role you promote them into, and you know if youpromote them straight from e Sdr into an AE roll. That's going after one ofthese really large enterprise, long sale cycle accounts where it's a youknow, two hundred and fifty thousanddolar sailor above that's areally tough move to make those that's such different skills that you need toknow about to work, those kinds of deals, then, what an SDR ever you knowhavse. So we are working really hard with our clients to create career pathbased on the roles that make sense within the company based on theirselling motions and whald't, make sense-...

...and maybe it's not you know an ae ruledoing that new business. Maybe it's an account management role right wherethey're working with existing customers, you know and I think, being able to puttogether a career progression role. That says you know if you were path andwhat you really want to do is move into sales. Then you know, starting. Youknow, let's say in your fourth quarter of being an SDR we're going to start.You know providing you some kind of different training on skills you mayhave to take and pass a negotiation class you may have to. You know do someright alongs, with the sales wrap you may have to help them, prepare apresentation right and watch them, give a presentation, and then you do it sobeing really actually able to give them. You know access to and see what reallygoes on a sales role, because what we're also finding is that a lot ofthese people once they get into a sales world? It's like a this, isn't reallywhat I want to do, but Yeh e Yeah Ente. Yes exactly, and you know I think,we've all been there, and so a lot of it is because you know they reallydon't know what the sales ret job is dayid day out and unless they get thatexposure and they really understand what it means to have to meet quote ona regular basis and be judge on meeting that quota, you know is different thanmeeting quotas, an Sdr there's some similarities absolutely, but it's waydifferent in the sales. The pressure is way different and so there's just a lotof people that that's not what they want and they don't want to travel. Ifit's a field sales, a erol right, so you know, I think those are all thingsthat we need to as management to Te, exacyfor rushing and promoting yeah.You know, I think I think people have time ad conversation with individualtme they've got. People are really good in the BDSDTM, often millionyears. Theywant to progress very quickly. If that they will ever go botking it somewiseyou've got the recruit of playing a role as well. You know we always tryingto Putch people and Ting im a the grass is green or somewhiles, but yeah look.It was very, very good to have usaly today on the podcast Ir really loved Ouconversation. I I could go on Fonas a couple of ors. I need to let you go anforcusately now.If anyone wants to anyone of our listener wants to get in touch with youonce strong age, with the Bridge Group N to Consurt, with you guys and useyour servicees. What is the best way to get told of you guys thanks right, yea,you know definitely check out our bridge group website. There is a ton ofresearch and e books all around sales development inside sales account basedall of that kind of stuff, and we have...

...a blog and it's you know, Bridge Groupinccom. You can email me at sally at Bridgegroup inkcom. You can linkin withme or I'm on twitter, also both Lincoln and twitter, at Sally Doby. All oneword so feel free to look me up and connect would love to hear from you,and you know everybody out there and hear about your experiences with insidesale, sale development in general. Well, thank you very much for that. Toleatwas great to have yon ter show today. Thank you so much right. It was reallygreat to be on the show. I really appreciate it. operatics 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 how operatics can help your company accelerate pipelineat operatics, dot net you've been listening to, b, to b revenueacceleration 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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