B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 3 years ago

4: Accelerating Your Solution Into the European Market w/ Jamie Murphy

ABOUT THIS EPISODE

Acceleration. It defines not just technology itself, but the speed at which companies are competing with others to provide valuable solutions to end-users.

Jamie Murphy from Cyber Business Growth helps organizations accelerate into the European market by evaluating clients’ strengths and weaknesses in their go-to-market strategies.  He connects them with the appropriate partners and channels to accelerate their entrance into the ever-changing European technological landscape.

He joined us on our B2B Revenue Accelerattion podcast to give his thoughts on how companies can avoid pitfalls and find their position within the European market at a quicker pace.

What does it matter? What Ithink? I know my stuff. I know the market right. You knowyour market, but really it's really about the people are going to use it. You're listening to BB revenue acceleration, a podcast dedicated helping software executive stayon the cutting edge of sales and marketing in their industry. Let's get intothe show. Hi, welcome to be to be a revenue acceleration. Myname is Niemier and I'm here today with Jamie Murphy from Saber Business Growth,or CBG. Jamie, how are you today? I'm really good, excellent. I mean CBG towers in Cambridge, and looking forward to speaking to you. Well, that sounds absolutely fantastic. So today, Jimmie, we wantedto invade you to discuss about a topic that we all have at heart,which is European expansion. And I'll do you judge. How do you knowthat, to complete, your company's ready to expand into the European territory.But before we get into the details and and obviously pick your brain and discussyou experience, can you please just share with us a little bit of backgroundsfor CBG, as well as yourself, where you come from, how youdecided to start CBG. My goodness, I appreciate that's a good idea.As I often say, I've been in the cyber market place for so long. It's been called to other things. Yes, it's my it's it wascalled network security, informations. It's been called lots of things, but thisis this is the industry that I love, and I absolutely mean that. I'vedone it for over twenty years. I've worked right across mainly, youknow, different types of organizations and really, you know, coming from a salescommercial backgrounds use the twenty years experience I've gained working with the lights ofMTT, into Grilss, so some big players in the integration space, rightthe way through the start venders, using that as a backbone really to setup cyber business growth, which is my baby. Very good, my baby'stwo and a half years old. It's a beautiful baby. We are fundamentallyof people business right, I think, you know, just to summarize,I think the skills gap gets mentioned all the time and I think there's apreconception that it's just technical roles. In my opinion, absolutely it goes farbeyond that. With that sales marketing product marketing or services in general. Soand we're we're there to brush a gap and and he's that's what you're flyingdumb off services. So if we were to a just forwardiens and people hadmean, I'd be a well of CBG. Can you summarized the tape off servicesthat that's your gays offer? Of course, I think celebrations. Atthe heart of what we do. We use is our knowledge experience within theteam of Consols I've got. So we've got a hybrid set of skills inthe organization, which is fantastic because that...

...allows us to provide services to vendors, to partners, to actually help accelerate anything that they want to achieve.So that could be around go to market strategy, that could be around marketinganalysis, that could be right the way through to actually executing on, youknow, Strategic Marketing Program so we've got, you, I would say, disciplinesthat we provide in. We call that the channel services area. Soso I'd say in a nutshell, that's that's really what we do. Sopretty a pretty complete outfitting away and and yet be needed to a find abread model sort. So you found Offton. Well, you could have with theequivalent of to us through resources, different rules that can be taken careof, from marketing to resourcing of talent management up to the channel management ofto end use a direct sales relationship management. Is that correct? It's a very, very good assumption. I think that what we saw when we plannedand set the business up was the organizations actually, whether they are a partneror a n actually, you know, the challenge was around managing an investmentization. You know, even if we work with thender's pretty funding right the waythrough some of the largest security integrators in the world and you know, butthey're all looking to grow their business in some way, shape or form andeveryone needs to manage their investment of money sensibly and well. And I thinkit's the ability to get access and to to move quickly, because cyber businessbig, and basically the platform to be able to do that, either throughour own court team or through our associates that we've got within the we usewithin the business. It's about accessibility, it's about experience really bridges the timeto market. Yeah, absolutely, acceleration. This is something that we know wellbecause that's how that's all more to as well as operatic sir about thoseexploration but driving back to the going back to the topic that we wanted todiscuss then, and thank you very much for the story that you told usabout you know, you and the birth of CBG, as well as givingus more information about what you guys do for your clients. One thing that'sreally impressed me when we first engage, in one of the first chance tomeet with you and you're team, was that early stage service that serve is, that's your fer to, I would say early stage company, but notjust early stage company, because I believe this could be around Borroun C typeof Investment Company, but at service, which is around assessing the European marketand and most importantly, assessing if you are ready to enter the European market. That's kind of a market test of...

...assessing what's there, what's available,there are quickly you can get your market and try, but at that's theservice that is really when we first engage, really intrigued me. So can youtell us a little bit more about how you go about that and whatis the value to bring to a vendor, because they could make a choice todo it themselves, but what are you guys bringing them? Of extravalue to these vendors. I appreciate the observation there. It was actually agap that I'd observed really over the last few years in the market where,you know, back in the day, back in the day makes me soundreally old, but and I am, but when we will pressure, whenwe were looking at new technology coming into the market, it was much easierto identify, both for a supplier and for a consumer, you know,mainly because security was fixed around things around like DM's eds, intranets, extraneets, and you could products were built around very fixed environments. That's changedand you know, and I think the key to the service, which iswhat we call CBG pulse, is really that, because there is no magicwand to finding the clients or finding the vendor, whether you're coming from theclient side, the partner side or the vendor to the market and you Ithought, there's a real opportunity to connect the business together. I also thinkthat, you know, evolved on the service because the go to market.It needs to be challenged because if you look at the model in the mids around taking vendor's new technology to market, we using the three tier channel,using distribution, reseller and selling to inclinent through the vendor. That kindof worked, but there are just too many assumptions to be made because there'stoo much volume coming through. So how can you cut through, both froma client perspective and from a vendor perspective, to understand what's your market? Whatdo you there's some real value to be had about connecting and getting somereal evaluation of what the consumers of technology actually believe, what your product doesor or how it can integrate into their existing environment, which is, youknow, some of the key things that I find have been missed out.So it's for me, CBG pulse is like quality control. You know,it allows quality control for the vendor looking to spend money into into a region. Is that not alone? Is there a market? Is there a challenge? Is the thing that I'm thinking that's working over another regions? Does thatactually exist? And and I think you know, we make loads of talentedpeople running, running the vendors and the international business, but it's so difficultfor one person. It's one person's opinion.

Absolutely. So we built CBG pulseusing our connections into the market and I often flippantly say, what doesit matter? What I think, I know my stuff. I know themarket rate, you know your market but really it's really about the people aregoing to use it. So what we do for an organization is we actuallygo and put a vendor through. It could be a partner service as well, by the way, but in this instance it could be a vendor andthey believe their addressable market is x. We then go and take their propositionthrough our consulting process where they get to engage with a number of organizations toeffectively pitch the products, test the products evaluate really whether the presentation and thequality of the products is there for the mark you are they's in a realchange. So and that the fundamentals of what we built. It's all aboutgetting that feedback and providing a vendor or a partner with a consulting engagement,quality piece of work which gives a snapshot and a process of a number oforganizations who are looking for innovation, that no customers are looking to the thingsthat are going to help them solve some of the challenges, and we givethe vendors access to those people. Okay, I agree with you. I thinkwe all entitled to own opinion and we all have feelings about what's workingwas not working. But if we are not the actual end user, whoare not the Reseller, that will be on commission on need to sell theproducts. What do we know? So I think I think it's approaches.A is very interesting because he's done to earth and it's not about you gayspending a lot of time in front of your computer, in front of away bold speaking, you know, amongst your stairs. Yourself is actually goingout speaking with individual presenting, which which I think is a wonderful approachect anddefinitely a great idea. We found that that resonates and I think it's allabout ensuring that you know that it can be misleading, that it can beperceived maybe from available it's a sales so it's not. It's a market analysisalso, and that's you know, I think that the clients also seen valueit as well. I fully appreciate that in some of your expend somebody.I'm kind of moving on to the next step now because you've done a greatjob in describing what what pers is, which is a initial under something ofthe market. Is The market ready for you? Is there buyrls that willwant to use your solution? But what's that very dated let's say you youticked at books. The next step is ready to start getting established in themarket. So from your experience our long does that take for new vendor toestablish themselves in a new market like the European markets? You know that.I mean that is any incredibly challenging question...

...because I think it's all based onwhat their perception of being established actually is and what the goals and I endsare that organization. I think is good because I think you you need tounderstand what those metrics and measurements are to gage whether you've been successful or not, and I think it's about understanding what the goals are of your organization.If you look at some of the vendors, I think this often gets missed isthat if you look and you have two people talking about expansion and quickacceleration of growth, people like parallel out for example, but I mean it'sincredible the journey they've been on in the last few years. But I actuallyremember being at the point when they did originally come into the market and ittook them a number of years to work out yet proposition, the pace,how they get their how they're going to be. They didn't start at thepoint of taking over or start to dominate and take over the other players firewallmarket share. It actually took, you know, one to two years tounderstand where they fit fitted into the marketplace and I think that often can getlost and I think that no, patience is a virtue and it should beobserved in this instance. I think I have seen venders come through the marketand ride waves and we saw that a thing to some extent with with endpointand market share is being created by next generation endpoint and there are a numberof later entries into the market who probably got market share off the back ofother hard work. Really, absolutely okay. That's happened from time to time.But I would say is about being patient. It's about, you know, work in the market properly. Yeah, none, and I agree with youon the point them in again. We we all sort part of thethe beginning off blow old netox in Europe up when there are team of threeor four people. I can't really remember and completely agree with you. Ithink the first the first year, it was really a question of everybody wasputting their sleeves up. From the VPAMA. That would put a recruitment at anor a Seras at Hon and those guys were like Swiss army knife,trying to do lots of things but really getting under the skin of the market, and then they went exponential when they started to really get the rovern youflowing. Most recently we've seen companies doing it the other way around, soreally investing in the turn and a ton of sells. People are ton ofmarketing, people are channel and and putting all the investment out without any ofthem. You're coming in and I think, I guess it's a choice, butwhat I've seen most successfully is the people. I we've been basing,people have stuck to see the ven you coming, and also people who arenot on the pressure to recruit a large...

...cells team. I think if you'vegot a pressure, it's ridiculous pressure right right with you. And you know, when I left in Tet after nine and a half years great, Ihad a great time and I part of the market research was finding out whatwas going on and you know, and what I found was when I wastalking to the organizations, you may be looking to the Pasit type roles.That role was, you know, Ulstaately, a real hybread of skills and it'san incredibly difficult to actually you you know, maybe what the organize want, once they understand the market, what it is they're going to sell intothe market, how they're going to go about executing it. And I thinkthat first twelve months in particular, you actually need a hybrid as skills.You need to be running channel in parallel with channel in parallel with then useour stimulation, market stimulation. Yeah, you can meet in the middle andif you're an organization is starting out, you don't have the budget necessarily.Some do, some have gone for it, as you've said, but number oforganization don't have that luxury. So we found a real niche in themarket to, I guess, provide a service for some of the people thatwe're working with, provide a blended service so they can turn it up andturn it down dependent on do you need, you know, the blend of marketing, sales, some product management and some presales. Well, you don'tneed to have those five heads all at one time. You can take alittle bit of those and usually the metric implies that we use is that forthe cost of bringing in Fte, we could potentially bring in a hybrid servicefor that and then hope build our build success over time and then look tobring in full time investment when the time is right. It's a subtle artoff waiting investment us you free time. Basically. I guess that's that's that'sthe point of the conversation we having and to your point, it does dependson the organization. Probably does depend on the investors as well and the willnessof the investors to invest very quickly. One of my next question was tospeak about the mistakes to avoid as a newcomer and I think we already spokeabout one and and just if I was to rephrase it to him in thekind of think issue we discusses is seeing people coming in. Having a requirementto recruit very early on ten, fifteen, twenty and thirty sells people and whatwe see is that when you've got a requirement of recruiting such a largeteam, you end up recruiting people that you may not have recruited if youare not under pressure to get people in. And we know that, particularly whenyou get into on top price cells and when you get too long andcomplex cell cycles, we can cost you lots of money to make the wrongchoices and recruiting the wrong or not the right type of cells individual. Butwith that, with that mistake, a part of maybe scaling things too quickly. Is there any user mistakes that you've...

...seen from newcomers and that you wouldlike to take us through or experience of of things that you've not seen walkingvery well in the past? I guess you know, it's easy to begreat towsner and absolutely I'm you know, as many mistakes as anyway as anyoneelse. And I thing I say you learned listener, because you know,you look, you say you know. For example, I think one ofthe and I kind of alluded to it there and it's a little bit relatedto the point, but you know, looking for the roller deck salesperson.My goodness, you know, I've had the pleasure and privilege of working withsome incredibly well connected salespeople, you know, who are really good friends of myown, but and then the most connected people in there. But Ithink it's a you know, sales is, of course based on trust, butit's incredibly difficult if you're coming in and you are the person down onthe ground number one and because you are roller deck salesperson, you're expected toget things done. Now. There will be instances where that is possible.Of course, if you've got the thing that unlocked the door, you've rodethe way, then you've got away in. That's fine. But you know,that's if you look at the volume of vendors that are out there.That's why we see such a transient recruitment market place, particularly in sales,because it's a it is an incredibly transient market because it's really difficult to beultimately, ultimately successful. Yeah, and and I would say the biggest kindof high level thing is making assumptions. I have, I seen that lot. We've all done it at some point, where we assume something, we assumewhat the market wants, we assume what in particularly the Channel One,I think, and the way that I do business, and I'm not,definitely not perfect, but we'll tree everybody like a client and everyone gets thea list, the VIP treatment, as they should do, you know,and treat others. I remember that. Yeah, I'll ray you get thea plus. I do, I do, I do. I was just teasingyou. That's okay, you load to do. But we on thechannel side of things. I think the channel gets overlooked if I'm being acalled that out, I think, and that I can often see that ifyou're coming into the European market where it's a different setup, there's a differentmodel out their channel, if we take the time to understand where their issuesare with that's agility, whether that's improving eibit are, whether that's solving realbusiness challenges, I think that gets massively overlooked and we go in there,we show the shiny thing, we hope everything's going to go well. Thatdoesn't work because there's fifty other people trying to do the same thing. Yeah, and it's the chicken and the egg. You know, we I think wehad the conversation already together, but it's quite often that we get intoconversation in North America, or it was...

Australia startups, and when they lookget coming into the European market, they always ask usins wall, should theygood channel or should it just get the Firstman on the ground? And whatwe are always always suggest is do both. Okay, you both, but doit, know, in a very controlled manner and, as you mentionedin in your answer to your previous question, just make sure that you have makesan assolution that you can measure on the quarterly basis and then once youdo well, you can carry on an invest or if you don't, orjust retract and tree something different. But I think they are both very important. I mean actually, we probably probably could spend another certain manages to speakabout that topic in particular. So let's not get US started. But Imean first parts are right. Absolutely we are. We're getting excited now,but it is topics. Are really what does podcast are for? You know, it's about we want to invade people who are passionate. We want toinvade people were real insight to share with us. So it's extremely likely thatwe are we invade you back in the in the coming weeks to talk aboutthat was a topic. But, Jamie, for now and for today, ifpeople, if some of our listeners wants to get in touch with you, what is the best way to connect with either CBG? Always, JamieMurphy, sure, I mean there's there's a number of methods to do that, and I mean a lot of the materials and information we've got the clearlyon side a business, Chrisycom, which you should definitely look at with withupdated and got some of the productization out there. So you can see clearlywhat we're doing. Definitely follow us on my favorite platform, linkedin. Yeah, bless it, because, you know, don't follow us because we try toprovide non sales content opinion. So definitely follow cyber business goes on there, for sure, and ultimately contact us through their contact with me, youknow, directly through through that mechanism, and I love to talk to anybody. You know, defuntel. I'm very, very passionate about this, this industry. What that's wonderful, Jimmy. I mean you've been a fantastic conversation. Let's of insight from from your side. So I really appreciate your time todayand again, thank you very much. It's been a pleasure talking to youas always, and I hope to see very soon. Thank you.operatics has redefined the meaning of revenue generation for technology companies worldwide. While thetraditional concepts of building and managing inside sales teams inhouse has existed for many years, companies are struggling with a lack of focus, agility and scale required intoday's fast and complex world of enterprise technology sales. See How operatics can helpyour company accelerate pipeline. At operatics DOTNET. You've been listening to be tob revenueacceleration. To ensure that you never miss an episode, subscribe to theshow in your favorite podcast player. Thank...

...you so much for listening. Untilnext time.

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