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 I think? I know my stuff. I know the market right. You know your 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 stay on the cutting edge of sales and marketing in their industry. Let's get into the show. Hi, welcome to be to be a revenue acceleration. My name 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 wanted to 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 know that, 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 discuss you experience, can you please just share with us a little bit of backgrounds for CBG, as well as yourself, where you come from, how you decided 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 was called network security, informations. It's been called lots of things, but this is this is the industry that I love, and I absolutely mean that. I've done it for over twenty years. I've worked right across mainly, you know, different types of organizations and really, you know, coming from a sales commercial backgrounds use the twenty years experience I've gained working with the lights of MTT, into Grilss, so some big players in the integration space, right the way through the start venders, using that as a backbone really to set up cyber business growth, which is my baby. Very good, my baby's two and a half years old. It's a beautiful baby. We are fundamentally of 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 a preconception that it's just technical roles. In my opinion, absolutely it goes far beyond that. With that sales marketing product marketing or services in general. So and we're we're there to brush a gap and and he's that's what you're flying dumb off services. So if we were to a just forwardiens and people had mean, I'd be a well of CBG. Can you summarized the tape off services that that's your gays offer? Of course, I think celebrations. At the heart of what we do. We use is our knowledge experience within the team of Consols I've got. So we've got a hybrid set of skills in the 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 marketing analysis, that could be right the way through to actually executing on, you know, Strategic Marketing Program so we've got, you, I would say, disciplines that we provide in. We call that the channel services area. So so I'd say in a nutshell, that's that's really what we do. So pretty a pretty complete outfitting away and and yet be needed to a find a bread model sort. So you found Offton. Well, you could have with the equivalent of to us through resources, different rules that can be taken care of, from marketing to resourcing of talent management up to the channel management of to 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 planned and set the business up was the organizations actually, whether they are a partner or 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 way through some of the largest security integrators in the world and you know, but they're all looking to grow their business in some way, shape or form and everyone needs to manage their investment of money sensibly and well. And I think it's the ability to get access and to to move quickly, because cyber business big, and basically the platform to be able to do that, either through our own court team or through our associates that we've got within the we use within the business. It's about accessibility, it's about experience really bridges the time to market. Yeah, absolutely, acceleration. This is something that we know well because that's how that's all more to as well as operatic sir about those exploration but driving back to the going back to the topic that we wanted to discuss then, and thank you very much for the story that you told us about you know, you and the birth of CBG, as well as giving us more information about what you guys do for your clients. One thing that's really impressed me when we first engage, in one of the first chance to meet 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 not just early stage company, because I believe this could be around Borroun C type of Investment Company, but at service, which is around assessing the European market and 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 the service that is really when we first engage, really intrigued me. So can you tell us a little bit more about how you go about that and what is the value to bring to a vendor, because they could make a choice to do it themselves, but what are you guys bringing them? Of extra value to these vendors. I appreciate the observation there. It was actually a gap 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 sound really old, but and I am, but when we will pressure, when we were looking at new technology coming into the market, it was much easier to identify, both for a supplier and for a consumer, you know, mainly because security was fixed around things around like DM's eds, intranets, extra neets, and you could products were built around very fixed environments. That's changed and you know, and I think the key to the service, which is what we call CBG pulse, is really that, because there is no magic wand to finding the clients or finding the vendor, whether you're coming from the client side, the partner side or the vendor to the market and you I thought, there's a real opportunity to connect the business together. I also think that, 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 mid s 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 kind of worked, but there are just too many assumptions to be made because there's too much volume coming through. So how can you cut through, both from a client perspective and from a vendor perspective, to understand what's your market? What do you there's some real value to be had about connecting and getting some real evaluation of what the consumers of technology actually believe, what your product does or or how it can integrate into their existing environment, which is, you know, 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 that actually exist? And and I think you know, we make loads of talented people running, running the vendors and the international business, but it's so difficult for one person. It's one person's opinion.

Absolutely. So we built CBG pulse using our connections into the market and I often flippantly say, what does it matter? What I think, I know my stuff. I know the market rate, you know your market but really it's really about the people are going to use it. So what we do for an organization is we actually go 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 and they believe their addressable market is x. We then go and take their proposition through our consulting process where they get to engage with a number of organizations to effectively pitch the products, test the products evaluate really whether the presentation and the quality of the products is there for the mark you are they's in a real change. So and that the fundamentals of what we built. It's all about getting 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 of organizations who are looking for innovation, that no customers are looking to the things that are going to help them solve some of the challenges, and we give the vendors access to those people. Okay, I agree with you. I think we all entitled to own opinion and we all have feelings about what's working was not working. But if we are not the actual end user, who are not the Reseller, that will be on commission on need to sell the products. 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 gay spending a lot of time in front of your computer, in front of a way bold speaking, you know, amongst your stairs. Yourself is actually going out speaking with individual presenting, which which I think is a wonderful approachect and definitely a great idea. We found that that resonates and I think it's all about ensuring that you know that it can be misleading, that it can be perceived maybe from available it's a sales so it's not. It's a market analysis also, and that's you know, I think that the clients also seen value it 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 great job in describing what what pers is, which is a initial under something of the market. Is The market ready for you? Is there buyrls that will want to use your solution? But what's that very dated let's say you you ticked at books. The next step is ready to start getting established in the market. So from your experience our long does that take for new vendor to establish 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 on what their perception of being established actually is and what the goals and I ends are that organization. I think is good because I think you you need to understand 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 is that if you look and you have two people talking about expansion and quick acceleration of growth, people like parallel out for example, but I mean it's incredible the journey they've been on in the last few years. But I actually remember being at the point when they did originally come into the market and it took 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 the point of taking over or start to dominate and take over the other players firewall market share. It actually took, you know, one to two years to understand where they fit fitted into the marketplace and I think that often can get lost and I think that no, patience is a virtue and it should be observed in this instance. I think I have seen venders come through the market and ride waves and we saw that a thing to some extent with with endpoint and market share is being created by next generation endpoint and there are a number of later entries into the market who probably got market share off the back of other 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 you on the point them in again. We we all sort part of the the beginning off blow old netox in Europe up when there are team of three or four people. I can't really remember and completely agree with you. I think the first the first year, it was really a question of everybody was putting their sleeves up. From the VPAMA. That would put a recruitment at an or 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 you flowing. Most recently we've seen companies doing it the other way around, so really investing in the turn and a ton of sells. People are ton of marketing, people are channel and and putting all the investment out without any of them. You're coming in and I think, I guess it's a choice, but what 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 are not on the pressure to recruit a large...

...cells team. I think if you've got 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, I had a great time and I part of the market research was finding out what was going on and you know, and what I found was when I was talking 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's an 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 into the market, how they're going to go about executing it. And I think that 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 use our stimulation, market stimulation. Yeah, you can meet in the middle and if 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 of organization don't have that luxury. So we found a real niche in the market to, I guess, provide a service for some of the people that we're working with, provide a blended service so they can turn it up and turn it down dependent on do you need, you know, the blend of marketing, sales, some product management and some presales. Well, you don't need to have those five heads all at one time. You can take a little bit of those and usually the metric implies that we use is that for the cost of bringing in Fte, we could potentially bring in a hybrid service for that and then hope build our build success over time and then look to bring in full time investment when the time is right. It's a subtle art off waiting investment us you free time. Basically. I guess that's that's that's the point of the conversation we having and to your point, it does depends on the organization. Probably does depend on the investors as well and the willness of the investors to invest very quickly. One of my next question was to speak about the mistakes to avoid as a newcomer and I think we already spoke about one and and just if I was to rephrase it to him in the kind of think issue we discusses is seeing people coming in. Having a requirement to recruit very early on ten, fifteen, twenty and thirty sells people and what we see is that when you've got a requirement of recruiting such a large team, you end up recruiting people that you may not have recruited if you are not under pressure to get people in. And we know that, particularly when you get into on top price cells and when you get too long and complex cell cycles, we can cost you lots of money to make the wrong choices and recruiting the wrong or not the right type of cells individual. But with 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 would like to take us through or experience of of things that you've not seen walking very well in the past? I guess you know, it's easy to be great towsner and absolutely I'm you know, as many mistakes as anyway as anyone else. And I thing I say you learned listener, because you know, you look, you say you know. For example, I think one of the and I kind of alluded to it there and it's a little bit related to the point, but you know, looking for the roller deck salesperson. My goodness, you know, I've had the pleasure and privilege of working with some incredibly well connected salespeople, you know, who are really good friends of my own, but and then the most connected people in there. But I think it's a you know, sales is, of course based on trust, but it's incredibly difficult if you're coming in and you are the person down on the ground number one and because you are roller deck salesperson, you're expected to get 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 rode the 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 be ultimately, ultimately successful. Yeah, and and I would say the biggest kind of 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 assume what 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 the a list, the VIP treatment, as they should do, you know, and treat others. I remember that. Yeah, I'll ray you get the a plus. I do, I do, I do. I was just teasing you. That's okay, you load to do. But we on the channel side of things. I think the channel gets overlooked if I'm being a called that out, I think, and that I can often see that if you're coming into the European market where it's a different setup, there's a different model out their channel, if we take the time to understand where their issues are with that's agility, whether that's improving eibit are, whether that's solving real business 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. That doesn'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 we had the conversation already together, but it's quite often that we get into conversation in North America, or it was...

Australia startups, and when they look get coming into the European market, they always ask usins wall, should they good channel or should it just get the Firstman on the ground? And what we are always always suggest is do both. Okay, you both, but do it, know, in a very controlled manner and, as you mentioned in in your answer to your previous question, just make sure that you have makes an assolution that you can measure on the quarterly basis and then once you do well, you can carry on an invest or if you don't, or just 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 speak about that topic in particular. So let's not get US started. But I mean 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 to invade people were real insight to share with us. So it's extremely likely that we are we invade you back in the in the coming weeks to talk about that was a topic. But, Jamie, for now and for today, if people, if some of our listeners wants to get in touch with you, what is the best way to connect with either CBG? Always, Jamie Murphy, 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 clearly on side a business, Chrisycom, which you should definitely look at with with updated and got some of the productization out there. So you can see clearly what we're doing. Definitely follow us on my favorite platform, linkedin. Yeah, bless it, because, you know, don't follow us because we try to provide non sales content opinion. So definitely follow cyber business goes on there, for sure, and ultimately contact us through their contact with me, you know, 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 today and again, thank you very much. It's been a pleasure talking to you as always, and I hope to see very soon. Thank you. 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 for many years, companies are struggling with a lack of focus, agility and scale required in today's fast and complex world of enterprise technology sales. See How operatics can help your company accelerate 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 favorite podcast player. Thank...

...you so much for listening. Until next time.

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