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 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. Hello, I amalready a mutier and you are listening to the bit to be a revenue accelerationpodcasts. Sew from the bridge group is my guess on the show today.How you doing, sully? I'm terrific right, thanks for having me.Pleasure, pleasure. So, Sally, today we want to have a conversationwith you around a toppy as is really important for us. That topic isaround building a quality pipeline. But before we get started, can you pleasetell us a little bit more about yourself, as well as the organization that torepresent? I The 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 thebeginning years of Oracle. I was very young back then and I was inthe inside sales group there and it just really loved the the power and whatyou could do withinside sales and that I was able to have a normal lifeas well. So I did you know you didn't have to do all thetraveling, right? Absolutely, yeah. So I fit into my lifestyle toat the I'm raising a child and everything. So I really enjoyed it and that'swhere I've kept my career as both in inside sales and sales development anda built many different you know, inside sales, sales development, support renewalteams, help optimize teams and got into consulting, probably you know now,for over about twenty years, with a little stint at skype in between,where I built a sales team at skype. Most recently and today I am chiefsales officer at the bridge group. And at the bridge group we areconsulting agency focused all around inside sales and sales development, all my passion.So we're putting too use everything that I've learned over the years and helping manyother of our clients as wonderful one. Thank you very much for us veryinteresting backgrounds and definitely a lots of expands that you've got to a first atthat. That's wonderful. You have confounded the VP of service forum. Thisis a platform, for my understanding, that provides VP's of sales and chiefREVENU OFI. So basically anyone responsible who's got responsibility for the top line inany company to interact or a peer to peer environment in order to network,keep themselves on top of the new trends discuss best practices in order that,from your experience of running dice events and your engagement him and and I wouldbelieve your engagement is constant with VP sales...

...shift revenue of his and all thosepeople managing the top line, what do you see as the main challenges thatthe those two cells, leader Ls, are facing? Yeah, so youknow where. I've been doing the VPA sales form for ten years. Wejust celebrated our ten year anniversary this year. And Yeah, and so you know, it's been pretty amazing. But almost every single meeting we've had overthe ten years we buy far get the most questions around the whole sales developmentspace, marketing in alignment, all around the pipeline building issue. Even today, here we are and I don't know how many years, but I thinkit's probably been at least twenty some years that everybody's been preaching about marketing andsales online them and we still seem to have a bunch of silos and differentevents happening between sales and marketing, and you notice that too. You knowwhat this is. We've had probably two US three podcasts dressed on the topic. So we've done some mainly, we seemos, while preaching the the alignmentwe sells, which is great, we yet to get see rows to getinvolved. So I'm not pointing the finger here. It's definitely a topic thatthat that is in the in the center of the conversation, passionate a fewpeople we've been seking to on that podcast right right. You know, westill get questions about what's a qualified lead. You know, it's like wow,it's you know, we're still talking about that, you know. Sothere's a lot of confusion where obviously still kind of miss in the boat andneed a lot of work in that. So we spend, you know,again, a tremendous amount of time talking about that. And then I guessI'd have to say while account based is all been great, it's also reallyconfused the issue and everybody wants to say they're doing account base because it's thecool, latest greatest thing in pipeline development, but yet they really don't get itand they don't know what they're doing with it. So that's one here. I would say there's really a couple other areas that are emerging. Oneis definitely around customer success. That's another one of these areas that customer successmeans something different to every single company. When you ask them, you know, whether customer success team is responsible for it's you get a bunch of differentanswers. And then the other one is enabling frontline sales managers so that theyreally know and understand what their role is, what they should be doing and howto be doing the job. You know, we seem to have wealways promote sales reps and a 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 skills sets that you need to be a sales manager versus a lot oftimes being the best sales wrap. Well,...

...but yeah, you know. Butthen we don't give them any coaching or mentoring or training and we justsay, okay, you know, yesterday you were a sales wrap and todayyou're a sales manager. Go to it, here's your team and we you know, and we don't even train them on you know any guidance around humanresources issues? You know, how do you interview properly? What can youcan't? What can you say and what can't you say in an interview youknow, let alone everything else about. How do you coach a salesperson properly? How do you make that transition from being one of them to now beingtheir boss? So so those three areas are really a lot of our keydiscussions that we've had in particular over the last year or so. That's wonderful. Every one question I thought we left for you. It's been of aleading question from my own experience. But you believe, based on what shouldjust say, on what you just say, but on your experience, do youbelieve that the top sends people, all the tough sens guys, makethe best manager, or do you believe that he's small the average but goodsets gate, that makes the best manager? Yeah, you know, I thinkthat it from what I have seen and what I've seen everybody else talkabout. Is it? You know, it's not the salesperson that is alwaysmaking a hundred and fifty two hundred percent quota. It's the ones that youknow pretty consistently achieved a hundred percent of quota and maybe a little bit aboveright, but it's really all about to the skills that they show. Arethey willing to help out other members of their team? Right, right,typically, that sales wrap, that your best sales wraps. That is ahundred fifty two, hundred percent quota is more often what we call the lonewolf. Right. You've been with that term, reading the challenge ourselves?Yes, we've. We've all went straight with it's a fantastic book, itis, and so you know, they they tend to have those capabilities wherethey just want to go out and be on their own and do their ownthing and they don't want interference and they don't really want to get involved inthe whole team thing either, and so that is something that, you know, you have to take into account. How are how good are they goingto be at coaching somebody? If that's there? Well, absolutely, andthey're grace because, well, I think you've got when you've got someone whichyou wander and fifty two hundred percent off quota as a general manager, itis quite frisky to remove that sort of person from actually delivering so well toput them in the management position. At me I think that performance. Soit does. The reason why I was I was kind of introducing the questionas a leading question. But yeah, it's I do share exactly the samethe same opinion and believe it's it's really about the person. But often whatthe scene is that the people who are really good at setting, the peoplewho are really consistently over delivering making lots...

...of money in cells, tend tostruggle when they get into a management's role because, yeah, managing those otherpeople is it's it's a different bunch of scales. It's probably more difficult.You need to influence and let's not forget that you need to walk down withyour team, but you also need to walk up with your management. Abilityto forecasts, ability to forecast for others. Yeah, it's it's a challenge alltogether. But while thank you very much for that, sell you thatthat it's been useful. So we had a conversation in the past. Wemet a few years back, and you stated or you mentioned something that mademe smilee a pipeline cures or problems. That's so true. Right. SoI'm sure that any sales person can relate to that. But we all knowthat it takes lots of work to build up that quality pipeline. What wouldbe, if you are to show a few of few tips with us today? What would be the top tips that you can share with our listeners orprofessional sales people listening to that podcast today around building a strong pipeline? Yeah, so, you know, there's a couple things, but that is,I totally one of our sayings here heard the bridge group Ray, is thatpipeline curs all sales problems. Right, and I think in all the yearsthat I've been in sales and have been doing consulting and attack a hundreds andhundreds, you know, probably even thousands of sales leaders, I only recallthree that have told me that they had enough pipeline. So you know,it's something that we're always struggling with because unfortunately, you know, we don'tclose a hundred percent of our pipeline right. So, yeah, it is unfortunate. I don't think ever get to that state. That would be soeasy person yeah, so, you know, we need to have a lot morein there to be able to make our numbers, obviously. So youknow, I think first of all pipeline building should be a multifaceted approach.In the company, and by that I mean it just shouldn't be the salesreps responsibility to build their pipeline. Here we go again with marketing alignment.It's marketing's responsibility, it's the sales development reps responsibility, it's the executive team, channel partners and actually, you know, everyone in the company. And whenI say everyone in the company, I think you know over the lastyear's that has really become an important piece because everyone in the company can keeptheir network and linkedin up to date. They can be posting educational on thoughtleadership content to help draw in their network and they can also post about,you know, specific company milestone or successes and really helped that sales team withintroduction. So if you've got somebody in operations or, you know, inhuman resources that is actively, you know, on Linkedin, keeping their networks upto date and helping, everybody's out there promoting the company. And thenif I'm your sales rep and I go...

...in and see you have a connectionat 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 of great tools like Linkedin, to be able to do that companywide. Twenty years ago we couldn't do that right, but we can now. So so I really think that, again, it shouldn't just be thesales reps responsibility, and I think that's one of the things that we workwith a lot of our clients on is understanding where can you get your pipelinefrom? That it's not just all coming from one source. So where whereare all the contributions coming from? So we all know, like what ismarketing responsible for? What are the sales development team responsible for? What's theSales Rep responsible for? What are your channel partners responsible for? And buildingpipeline, so you can measure and track against that. So that's one thing, but you know there. I think the other thing that we're getting verycomplex now with our pipeline building and I see many companies trying their struggling withbuilding pipeline because you're trying to one size fits all model and especially for thosecompanies that have been in business probably more than five years there they're probably goingafter multiple segments, right. So it's not just we're selling to the enterpriseor we're of selling to mid market. It's you may be selling to SMbeat a mid market, to the enterprise and, Oh, by the way, we have some really strategic accounts that were focused on. So you havemultiple markets that you're going after, you have multiple buyers that you you know, that want to buy your product, and the complexity of your products andthe average deal size all play into you know, what different kind of pipelinebuilding models should you have? So you know, to give an extreme example, let's say you're targeting a sea level executive and the average deal size isa million dollars. Your approach to building pipeline there and getting those million dollardeals is very different from someone who's selling to the S and B market,you know, or even, let's say the mid market and there's thousands ofaccounts there and your deal size is fiftyzero dollars. Right. You have differentapproaches, way different approaches, you know. And because you can get a milliondollars versus fiftyzero dollars, you can afford to expand different resources and moneyto getting that million dollar account then you can getting a fiftyzero account. Youknow, we used to be I shouldn't say used to be, because there'sstill a lot of it today, which is fine, but it was everybodythought, you know, you needed to specialize and in bound and bound,which you do, but today it really needs to go so much further thanjust inbound and outbound, and you know.

So this is where I think reallythe account based marketing approach is really come in. And we all gotenamored with Marquetto did a great job of convincing us that we needed to gointo, you know, at mid market, SNB and you know, emails Famour way in. Yeah, and you know, clearly now companies.I think it's been a really interesting change. Right, and I'm sure you guyshave seen this too, is that all of a sudden all these companiesin the investors and boards of companies are like, well, you know,we need to get a lot larger average deal sizes, so we need tomove up market. Well, how do you move up market into the enterprise? Is, you know, again, different ways that you do that,and so this is where I think account based is really come into play.And Oh, by the way, we had the bridge group of like tocall it account based revenue, not marketing than its yeah, could we could? I come bese everything there. You go to touch on it. That'sthat's wonderful. Yeah, so, you know, we're getting much more sophisticatedand complex in our models, but you know, it does really go backto looking at who are your target accounts, who are your buyers? How didthose buy? Buyers want to buy and be engaged with, what's thecomplexity of your product and your average deal size, and then you can figureout it is in bound, outbound account based account cent track right and applythe right methodology to that. Yeah, that's that's the day to day reallyhere. I mean we can relate so much which what you went through.One of the other type of scenario that we we tend to see quilt alot at the moment would be around matchure technology vendors. So A B toobesoftware company has been going for maybe ten years or even modern that. Thereis a very large one that will not mention, but we are discussing withthem at the moment and they are in a situation where they are core business, what they are known for, what you would associate that brand. Wisethe revenue of that copies and of dropping a little bit. Okay, soit kind of yesterday tape of solution and you know, so what they've doneas a very smart management team board Exeter Tris Rice acquire some companies to makethat pot for your more exciting, to make that pot for your more futureproof, if you will. And and I think what they are going through, I would almost qualify it as a cells transformation, but God it's likemoving mountains trying to get the cell steamed in the internal sells people. Soit could be even an inside cells team up to the field cells guy.And then you've got the channel on top of that and the transformation that youneed to go through. And we've seen it all, you know, likea company, a was a on premises...

...that wants to go cloud. Well, once you want to go clouds, you're going to upset your partners becauseyour partner used to believe our services and make money out of it. Soit's a channel. Is You mongers shift, and I think the shift opening moreand more at the moment. And the interesting because you've got multi buyingpersonnas and and different type of average deal value, different type of solution,and I really like the way you approach an to be fair. I meanthis is the way we present our services. So I'm you know, we've gotthe some sort of basis. But the way everybody should look at itis who is the person I'm selling to an how much they're spending? Baisedon that, you will know the complexity of the cell cycles, potentially thenumber of personal that will need to be involved in the cell cycles, aswell as the length of the cell cycle and what's in what's in it foryou at the end of it, going and creating the demons, pushing beingdisruptive, being a challenge or cell when you've got one hundred and fifty,two, hundred and fifty k deals at the end of it, it's wasthe battle, but you compactly write. If you drop to thirty, fiftyK, we will be dealing with insight sales people will be dealing with channelpartners will ultimately, and you can't blame them for that, but they wanttactical stuff. They don't want to go and create the demon they want tocollect appear in the next six months and and and that's the reason why oneof the first question we ask when we get into a cell cycles to kindof draw some demography. Can Get all right or on the type of customerwill speaking to, is what's your have reged in value and you can tella lot from the average gin viewing time of what they need to do.Oh, how long they should expect to close the jus. Except try exceptfor us. Now. I appreciate what you're saying and I think it's extremelyir relevant to today's markets and a great way to kind of dissociate the differenttype of cells tactics and seal strategy that you need to put in place.Yeah, you know, the other thing right that that we've seen a lotof is these smaller startup companies and they get executives in from, you know, the Oracles, the sales forces, the saps of the world, andthey come into these small startups and they they just don't understand how different ithas to be in building pipeline and messaging because they're used to that brand namerecognition where everybody knows them and everybody knows what they do, and you gointo these small stops where nobody knows you, nobody knows what you do and youcan't use the same tactics. And so we see that happen a lotand it's you know, it's a big mistake that a lot of them makeand they don't get traction because they don't understand again that you've got to doso much more heavy lifting and educating in your pipeline building, which is againreally different than if I'm a branded sales for US calling up to try tosell you acrm. Absolutely, and this...

...is the level of maturity as wellof a solution. You've got very destructive vendors. Well, you know,we've got clients coming to US and so we won't find people who have aproject. So okay, but what you are saying is the equivalent of aflying car, which technically could be a plane, but let's talk about somethingthat can beyond the road and also fly. So people will have account so theydon't need another count. So you may speak to someone doesn't have any. But what you need, what you said, is a very specific alterationof something that they may have. So it's very disruptive and you can't expectpeople to have a budget for it, you can't expect people to have aproject around it exactly. You can expect people to be interested by it andyou can expect people potentially change what they are doing or prioritize their budgets ortheir financing in a certain way to buy what you need. But it's alsosetting the right expectations. But yeah, again, START UPS getting into bigcompany or do your positios a way around a large organization buying company that ismainly being there in the core business. So when IBM started to buy lotsof security companies, curate and all that lot in the market did not meetIdm was doing security where you have to go there and just educate the marketand explain them the Road Map. But yeah, that's what makes, Iguess, Post Your Life and now I've very exciting. Yeah, but that'salso kind of leading me to my next question to you. So from yourintroduction you clearly have a great level of experience in a great amount of respectfor that insight cells function, that that is dl Beida function, the peoplewho are at the beginning of the funnel, the people who are prospecting, gettingopportunities and you know, almost like the gay that you would see inthe jungle going around with a Mashetia getting the path ready. We know thatthey they play an important for I mean we've got opinion because this is whatwe do, but from your perspect even from all listen now, yeah,today, can you tell us from you your point of view. Why dothose teams? Does SDA, Beda to spipeline generation team, just eno steamor external team are playing such an important let yeah, you know, thishas been one of the things that I think it's been so exciting for meto see over the years, as that fifteen, twenty years ago we werereally having to sell companies on why they really needed an strner, like well, maybe, you know, maybe after six months you get them, youknow, agree to try one str right. But now it's like common knowledge thatevery Tech Company and be the being needs an str and many of thestart up out here, you know, are higher in the rest ares alongwith hire in their first sales people. So it's really awesome to see thatwe finally understand that. But you know why? Why is that happening?So your salespeople are, you're really expensive...

...resources and you really don't want themto do all the follow up work that's needed to try to reach people.So building pipeline requires persistence and a lot of multiple attempts to reach prospects.You know, even if they filled out a contact form on your website orsomething saying they wanted to call. When you call them back that first time, they don't answer the phone, they don't answer your email. So ifyou're doing outbound prospecting it's even tougher. And you know, I'm sure youguys are doing the same processes, but we really are finding that it takestypically between eight the fourteen times, maybe even sixteen eighteen times to reach mostof your prospects. We know salespeople they give up after the first, maybethe second attempt and they just said it. You know. I know many salesleaders have heard their sales reps tell oh, they're not interested, theydidn't return my phone call. Well, you know, how many times didyou actually try to call them or email them? And it was like well, once right, so that's not enough. We know that and you know weknow that. Also a sales rep are, I would say, sortof the worst of prospecting because of that. But one of the things we're payingsales people so much money for is because there really good at moving,you know, Opportunity these through the sales cycle and getting them to closed.And so when you've got that's a really different skill set. It's a toughskill set. Not Everybody can do that. So you really don't want your saleswraps spending their valuable time doing this process. That it's really it's aprocess. 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. I'm developing your messaging is the art part, but a lot of itis the science, the process that you can get, you know, lessexperience, less costly people to do, and so that's where it really makessense. Get your sales team focus on what they do best, which ismoving the deals through the pipeline, and offload more of that repetitive process piece. You know, the other thing that we've really seen happen is when you'vegot too much of your sales team developing their own pipeline, is that youreally see the hockey stick of fact. You're familiar with that, right,right, oh, yeah, yeah, yeah, you know, it's okay, yeah, don't. We don't. We don't do a lot of fuckyou. I'm from from whatever, but not definitely definitely on though. Somuch you, which you are just about to say, I think. Yeah, so, you know. So if you look at a quarter right andclose the business the first month of the quarter, you're closing not a wholelot, maybe ten to fifteen percent, twenty percent. Right then the secondquarter or the second month of the quarter,...

...you are closing, you know,maybe thirty percent, but the big bulk of your business, like sixty, seventy, sometimes even eighty percent of your business is coming in 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 you don't have enoughin the pipeline at the beginning of the quarter and you don't have a consistentpipeline throughout the quarter so that deals are following when they naturally will close,not when we're trying to force them to close by specials, priced incentives orwhatever. And so if you have a separate team that's responsible for developing akey percentage of the pipeline, you're going to have that consistent, constant flowand you can really reduce the hockey stick. Of fact, it's sort of theand so between terms very quickly. We've got we've been in the situationso many of them in conversation with we see you sitting us. Well,I've got a good quarter, then about quarter, then a good quarter,than a bad quality. It's okay, what I speak to yourself seem andthen you you ask some reading question. What you're realize? You're realized it'sbeen one quarter prospecting, one quarter closing. Yeah, and then because that closing, they are too busy closing, so they come prospect, so they'vegot no ball using for the next quarter. So it's it's more a mountain peglesomething like this, if you will. One of them down, but youknow absolutely that that's function. Does break consistency, absolutely, don't you? No, no, it's some problem. That was a great comment. Youknow, I think the other thing, and this is where again we getinto the the marketing and sales alignment issue, is that you know yourmarketing team is out there spending a lot of money and doing a lot ofthings to bring in leads. And you know, another typical scenario we runinto when there isn't a sales development team in place or the sales development teamis focused on outbound and all the inbound leads go to directly to the salesteam, is that the marketing team, you know, never knows what worksand what the results of the campaigns are because the sales team is not followingup on every inbound lead that they're getting, their cherry picking as to what theythink or assume are the best leads, and that's the only ones that theyfollow up on. And you know, a lot of times you're just gettingmaybe a name and a company name, and so they're assuming that they maybe the right company and the right target profile. But how do youknow which ones of those really have a need unless you actually follow up withthem and have a conversation with them and talk to them? So this cherrypicking of fact, while the sales team loves it, is not the mostefficient or effective way. And again marketing gets no insights into what's working becausethe sales team isn't going to convert the...

...lead properly either in the crm toshow and a tribute that lead back to the marketing team. They're going totake credit for it. So you never get a closed loop marketing cycle.And Marketing again never knows if a campaign was successful or not. So theykeep repeating campaigns that probably weren't successful, but they have no data and noinsight. Absolutely and in the right direction. Ask You a question of Allia onabout a good set of Spellson becoming a set as manage all a setof spells and engineer would becoming a set as manentia, which would be you'lltake on as dl people all insight sets, people are Beda people progressing to afew sales role. That's a great question, right, and you knowI 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 themwho work for me, got their start as inside sales reps and now are, you know, Cros right of large companies and, you know, makeit half a million dollars a year and being extremely successful. So I knowit can be done. I think that we did a research on this lastyear actually at the bridge group, where we show, though, you know, if you promote SDRs too early, where they haven't even learned the SDRroll and you promote them into an ae roll, that there was like somethinglike a sixty five percent failure rate. So it counterintuitive to a lot ofcompanies today that want to promote their SDRs in a year or less, andthat's where the problem becomes, if you promote them in a year less.You had the huge failure rate. If they get promoted after I think itwas like sixteen months, seventeen months was the key thing, that failure ratedrops to like twenty five percent. So huge improvement because now they're learning.Also, you know, I think it depends on what kind of a erole you promote them into. And you know, if you promote them straightfrom an str into an ae roll that's going after one of these really largeenterprise long sales cycle accounts where it's a you know, two hundred and fiftythousand dollar sailor above, that's a really tough move to make those that's suchdifferent skills that you need to know about to work those kinds of deals.Then what an SDR ever, you know, has so we are working really hardwith our clients to create career paths based on the roles that make sensewithin the company, based on their selling motions and what makes sense. Andmaybe it's not, you know, an...

...ae rule doing net new business.Maybe it's an account management role right where they're working with existing customers. Youknow, and I think being able to put together a career progression roll thatsays, you know, if you were path and what you really want todo is move into sales. Then, you know, starting, you know, let's say in your fourth quarter of being an str we're going to start, you know, providing you some kind of different training on skills. Youmay have to take and pass a negotiation class. You may have to,you know, do some right alongs with the sales rep. You may haveto help them prepare a presentation, right, and watch them give a presentation,and then you do it. So being really actually able to give them, you know, access to and see what really goes on a sales role. Because what we're also finding is that a lot of these people, oncethey get into a sales role, it's like, ah, this isn't reallywhat I want to do. But yet you yeah, you know, beenthere, yes, exactly, and you know, I think we've all beenthere. And so a lot of it is because, you know, theyreally don't know what the Sales Rep job is. Day didn't way out.And unless they get that exposure and they really understand what it means to haveto meet quote on a regular basis and be judge a meeting, that quota, you know, is different than meeting quotas and Sdr there's some similarities,absolutely but it's way different in the sales. The pressure is way different and sothere's just a lot of people that that's not what they want and theydon't want to travel if it's a field sales a evil right. So,you know, I think those are all things that we need to as managementsto the exactly before Russian in promoting. Yeah, you know, I thinkI think people have hard time the add conversation with individual Damia. They've gotpeople who are really good in David as the a team often million yours.They want to progress very quickly. If that they will. Haven't all boughtunitysomewhis. You've got the recruit top playing a role as well. You know, we always trying to push people and telling them at the grass is greenor somewhiles. But Yeah, look, it was very, very good tohave usually today on the podcast. I really loved our conversation. I couldgo on fun as a couple of hours. Yeah, I need to let yougo, unfortunately. Now, if anyone wants to, anyone of ourlistener wants to get in touch with you, wants to engage with the bridge group, to consult with you guys and use your services, what is thebest way to get hold of you guys. Thanks. Right. Yeah, youknow, definitely check out our bridge group website. There is a tonof research and ebooks all around sales development, inside sales, account based all ofthat kind of stuff, and we have a blog and it's, youknow, Bridge Group inccom. You can...

...email me at Sally at Bridge GroupINCCOM. You can link in with me or I'm on twitter also, bothlinkedin and twitter at Sally do be all one word, so feel free tolook me up and connect. Would love to hear from you and, youknow, everybody out there and hear about your experiences with inside sales sales developmentin general. Well, thank you very much. Fun that said, eachwas great to have you on the show today. Thank you so much.Right, it was really great to be on the show. I really appreciateit. operatics has redefined the meaning of revenue generation for technology companies worldwide.While the traditional concepts of building and managing inside sales teams inhouse has existed formany years, companies are struggling with a lack of focus, agility and scalerequired in today's fast and complex world of enterprise technology sales. See How operaticscan help your company accelerate pipeline at operatics dotnet. You've been listening to betob revenue acceleration. To ensure that you never miss an episode, subscribe tothe show in your favorite podcast player. Thank you so much for listening.Until next time.

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