B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 1 year ago

108: How to Deliver the Experience Your Buyer Wants w/ Josh O’Brien

ABOUT THIS EPISODE

Buyer experience and customer experience aren’t the same. There’s a lot of overlap, but buyer experience comes down to the answer to this question: How does the buyer want to buy?

In this episode, I interview Josh O’Brien, Cofounder at RevShoppe, about best practices for creating a consistent buyer experience across the funnel.

Josh and I discuss how buyer experience relates to channel, brand, and persona, how to create a sensitive and personalized buyer experience, the importance of the psychological profile, and technologies that contribute to best buyer experience practice.

To hear this interview and many more like it, subscribe to The B2B Revenue Acceleration Podcast on Apple Podcasts, Spotify, or our website.

Listening on a desktop & can’t see the links? Just search for B2B Revenue Acceleration in your favorite podcast player.

And me into us a rap shop, or thinking about the buyer experiences. How do we meet the buyer where they are? How do we engage with them on the channels that they want and, more importantly, how do they want to interact with your brand? You were listening to be to be revenue acceleration, a podcast dedicated to 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 reven new acceleration. My name is already in with you and I'm here today with Josh or, Brian Confounder of reff shop. I A. You doing today, Josh? I'm doing great, man. Thanks for having me. How are you? Absolute pleasure. A. I'm great. So is. It's kind of twenty eight degrees in the Ukn the moment, so I'm surrounded by fans. I can see that you've got for above you. I'd but says it's nice and warm while we are so nothing to complain about. Today we will be talking about bio experience. Are you delivering the experience shop by all wants to receive? That's that's good. You know, I've got way to do deave into that. But before we get into the conversation, can you tell me a little bit more about yourself, Josh, but also, most importantly, for your company, Ref Shop. So what was the basis for Co funding a company and what what is it that you guys are doing right now? Sure, yeah, so I'm one of the CO founders here and what rep shop does is we help enterprise companies scale on sales engagement platform, specifically outreach and sales offt and that's around operations, messaging, enablement and really building centers of excellence and operating models to scale organizations on those platforms. So I've been to using funny enough, I was working next to sales loft when sales loft was probably five employees in Atlanta Tech village in Atlanta. So I've been watching them for for a very, very long time and then I got hired as one of the first sales tires of a company called Data Oz, who eventually got bought by Zoom Info and we were one of outreaches Alpha customers. So been around those platforms for a long time, but a big fan and and really saw the potential of those things. And then when we got bought by Zoom Info. My girlfriend and I sold all of our stuff, went and traveled off two thousand and eighteen, three hundred and thirty seven days out of the country, twenty six countries, and we're in some consulting and you know, the kind of just evolved into what it is. And we signed our first deal in July of two thousand and eighteen and a little air being be in Rome, Italy, and never look back since then. No Song's wonder who why? That's a great story. Out of defense. Nick Tuia left everything in when traveling, went away to to open up. You'll rise and renew and and you know it's probably the best for you can do. From an explain spellst picctivity. You May as well do it now. You did. COVID does when, which is fantastic, great timing. Yeah, so right before, okay, and you never you think you test your relationship like living with a person, but try living with, you know, your girlfriend and spending twenty four hours a...

...day with them in, you know, foreign countries where you can't speak the language. So tested a lot of a lot of my patients, tested a lot of our relationship and a lot of growth came out of it too, so I'm very thankful that we got the opportunity to do it. So you are still together, I think it's wore. Still together, and she's my business partner. So now we have business together. To add one more complex relationship. Yes, that's another layoff complexity. What's what's next? Really? That's good. Well, was great to it. So, Josh, before we did you to do the big I just want to make a distinction between by your experience and customer experience in the preparation of the Scipe is a quite frank and quite and this. Yeah, we'd associate them as exactly the same thing, but after speaking with you on Thostan, the impacting different stages of the same psychord. So would you want to get just a couple of minutes to clarify that to audience and and explain the difference from your prospective between by your experience and custom explains? Yeah, yeah, of course they know. You know. I think they they tend to be synonymous and there's a lot of overlap between the two. But you know, to me, unto us a rub shop or thinking about the buyer experiences, how do we meet the buyer where they are? How do we engage with them on the channels that they want and, more importantly, like how do they want to interact with your brand? How is your brand perceived by them? And we're thinking about that. You know, precess. So, for example, we have forms on our website. We come inbound, we have a channel communication preference. So some people like to be called, some people like to be emailed, some people like to be text and I want to make sure that they're accommodated to do that. And I think a lot of companies don't think about things that way because we've had these historical marketing engines where it's just hey, you come in, you get a form automatically sent to you by email and then hopefully someone reaches back out to you, versus the customer experience. You're already a customer by experience does play into that if you're trying to, you know, upsell or cross cell or anything like that. But I'm thinking about customer experience more post sales. You've already booked the revenue and that's what I think delineates the two of those. Okay, I think that makes perfect sense. So let's focus on the on. The Bay on explains here. Funny enough. It was listening to to a few put guests recently and looking to a few clients, it seems that there is a I guess a fair few company, maybe not to a olthough, complexifying the sence process or dissertain cycles, but you know, they are trying to put their reps onder aasing like some sort of cage where you've got to get a deco very call and then you need to do your demo and then use days and that and the try to form a teaching the way where it's like pretty much sent fish from the sense Cycor despetive. That's the prospectus pect even I guess we could almost said it, we could almost put it incense cvt towards the the experience of the Bio...

...so foo. What do you see a lot of companies putting in the trap? Yeah, yeah, I mean I think it's just a it's the nature of business, you know, and especially in America with capitalism or I think a lot of companies are looking at people as numbers, you know, and a lot of sales reps are looking at people at as numbers and not people. So I think it's easy to fall into the trap of this is the process and we need to fit our reps into this box and make something that's replicable and scalable. But to your point about it being insensitive to the person who is going to buy or potentially buy your product. That tends to get thrown to the wayside because people are just looking at how many activities can I hit and how many emails can I get out to this person, how many times can I cold call and how does that equate to revenue, versus actually thinking about what the buyer is, who the buyer is, what their psychographic profile looks like, how they want to be engaged, what their preferences are and things like that. So I think a lot of companies fall into that trap and I think I'm really loving the shift to the chief revenue officer position, to Revenu new office, really bringing marketing and sales together. Yeah, because they've historically operated in these silos where marketing is saying I need to get these MPL's, I need to get these marketing accepted leads, and sales is like, I need to get these sales qualified, these I need to book this revenue, and they're comped on two completely different things. They have two completely different goals and there's no uniformity and there's no collaboration across those teams, especially in larger organizations. So that's really what repshop is helping to do. But it's beautiful to see this position come to light and seems move into a Croro position or VP of sales, move into a Seciet crro position and really oversee everything from a revenue perspective and make sure that sales and marketing are super line, that the man programs from marketing are coming down to sales and to sales development and everybody is speaking the same language, being very thoughtful and being very intentional about how they deliver that message and how they deliver their brand. Yeah, now I go, but you realise, you and then do you? Have you seen some some example where? But then sheally that can of regeat Ruboutique Sensai chords of step by steps and ten steps into process and you do these and then you do that actually walks. I think it works in theory when you have the path and you know what the next step is, that's a great thing. Yeah, but those steps need to be malleable. To your point about being robotic. Yes, the process is great, but we can't follow the process a hundred percent every time. You have to be able to be agile, you have to pivot, you have to think about again, going back to the buyer experience, how are we going to engage this person? You know, I think it takes a lot of testing and...

...it takes a lot of things that, you know, people either don't have the band what to do, they don't have the expertise to do, especially in outreaching sales, off the very nasing technology and it's just, you know, sometimes seen as this email automation platform, but there's a lot that goes behind it. You know, I think it people don't think about the how flexible these things need to be and how to coach their reps to say this is when I go by the book and this is when I can color outside the lines. Yeah, now you know what I think. I think. I think if you are you very kumudatizes Commudi Tis, won't like Y'all stuff is is a Commodi ti people already have. When and you sitting in a low one or if you are in a very little value, you know what type of sense process of what you need. A lot of Vility, T. I think giving something that quite rigid and trying to get UN dreads, rups, rep singing the same thing and at the same diamond in a tune, sen and stuff doesnt make sense because you can really im measure and it doesn't really matter if she was a deal, but what else he was a customers. We know probably a good eighteen ninety parts of our customers are relatively destructive. They have different by your person, name the journey, and you know, I think he's absolutely critical to adapt to the Bay of person nine and put the person and put the clients, put the PROSPECTU, I say, in the center of the serves process. You know what do they want and how can you add them? Wells, you strain to push thing at them. Is trying to let them ask you the question and pull which is kind of linking me to my next question. Of course, everybodio is different and people like to be treated treated in different ways and some of them wants to go and get all their education done online. Some MOSOL, would go to the network and we otherwise give, if they've got the said names, freetened the just by you straight away. Some as I would actually like to speak to USSELVES. Person I don't know, I'miliar left, but maybe a few. So. So my question to you is how can companies and show that they did even the Buyo experience, that bio the Bayo actually want to receive? Yeah, so I think there's a couple things. One. The first thing on the marketing side. You know, going back to my example earlier in the conversation, ask on your farms. How do you want to be engaged? I think it tells you a lot about the person. It's going to tell your sales person a lot about how that person wants to engage. I've run wholesale cycles just through tests and I've never send an email until the proposal or the style. All Right, whereas others, you know, straight email, others I create slack channel sport like. You just have to think about where these people want to live and you have to talk to your customers about this, especially if you, you know, only have a few, a few personas, or even if you have a lot of personas. But you know, in the beginning you have to start small and think about, I say, psychographic profile a lot. So thinking about the psychology of the demographic that you have. So I always use the example of an it person or an engineer and network architect or something like that. They're getting hundreds of emails a day from network monitoring platforms, from crowd strike, from security,...

...from everything like good luck getting into their inbox right. So not only thinking about the experience that they want, because they don't want more emails. They're probably on ready, they're probably reading blogs on medium, but how do we break through the noise and get to them on other channels? And if you're going to email, like email outside of business hours because they're burning midnight oil, they're probably coding, they're probably working the night shift doing the security monitoring stuff like. Stuff like that. We've had tons of success like emailing people at midnight and, you know, sometimes that pisses people off, but you know, I'd rather rot on the Rod, on the edge than, you know, then color inside the lines in some cases. Yeah, I'd say that you really have to think about the person, break down the personas breakdown the profile. How do they live? What channels do they live on? What channels do they want to be engaged on? And then the next thing thinking about the hun you incorporate that into a cadencer, into a sequence based on those channels and then you have the test those thanks, you know, and you get a big enough sample size, you take that data back, you analyze it and then you shift, first off at the wall, figure out what works and then keep moving. I agree with you. So would you really see it's almost like as a an algorithm. Of there is, you know, you speak to someone, you may have three option depending on how they want to receive the information or what the next step is. From the perspective ex a trust. It's actually asking the question. I like. I like the idea of feeling of the form. In fact, I was reading a post about about what, I won't mention them bits, some some games of the CIO of Red Splash company in the UK and it was complaining about receiving colds. And one of the finite he men is to look, most people just come and we meet, pictures at me and they don't even know why I though. They don't know. They don't ask me how, how I want to get the information, and they could actually Scopa people to just ask me a few questions at the beginning, to say look, you know, this is what I want to do, this is what I would like to convey what's the best way to actually get the information. And in fact, you know, some of some of the finity was suggesting is potentially, you know, letting them speak to someone else in that team but then keeping a line of contact with him and then coming back. It's a tricky trust. So, you know, really having the flexibility of feeling that you wanted the prisoner of the sense process, but also not being faced to have a discovery code if you actually want to demo. So I think I've had a lot of prospect also speaking about unnecessary TEPs in the process. H They well, before we do the Demo, we actually to to tell you about the solution because he's so complex. And when you say things like that you actually make the prospect feel like an Indsi like that, like an idiot, and and you know, it's quite interesting to look at it from the prospect perspective and see what does the ear what they've got to say. We have a couple of customers also that I've been scratching the back of their head...

...because obviously everybody wants to build that revenue generation engine. While you can say, Hey, I've got the sense Ip that's increasing my valuation ors of great stuff and whether the couple of customers we interestingly we'll bring some others with the prospect. So when people will get to the proof of concept or prior to get to the proof of concept. There's a look. You know, obviously we won't move forward together, but we just wanted to do something about your experience. So be honest. You know, we candid about the things that you think we should include. We should emiliating the process and I think that's a great initiatives because I think when you do that sort of things, first of all you they shows a little bit of humility, but also it probably put you in a position where if whatever the prospect is doing right now is not working, they probably remember you as the good person right and the probably leave a good taste in the mouse. It's it's interesting. But if if you want to do, let's say, you be dy'all all the Aeed Online, a sticking those sports, I would you deal with it, Josh. What would you recommend for the for the sales people, while listening today, and they'll probably a big prisoner of that stuff they've got down manager hitting then that they should do it that way. They may feel something that the prospect doesn't want it. So what you did? I come from find on in for eleven years and I'm always thinking about things from the customers Lens. That's what I've really tried to do. And when you come to work you tend to leave your real personality at home. You're authentic self at home and you have to build trust in these relationships and you have to be authentic and you have to be yourself. And I think you know sometimes it's very difficult when you work for large organizations who you know have these rigid processes and things. But you know, in general, usually when I get on a sales call, I ask Hey, why are we here? What do you want to take away from this call? And then we go through that, we make sure that everything's addressed that they wanted to hear, and then we finish off and you say, how do you want to buy? How do you normally buy? This is what I normally do and this is what tends to work best. But you know your organization best, you know what you guys are trying to achieve. Tell me how you want to buy and we can go down that direction. These are the people that we probably need to speak to and we can bring them in a room. I'll let you navigate that and then like hands off from there, and I usually set up a slack channel for them. It gives me instant access. It builds that bond because now we're you know, if you're in slack, you're in slack with your company, with your colleague, with people you know and trust. But now you're in a slack with me, with someone that you don't know, and it kind of mimics the same trust, that same relationship, and I've found that to be to be super helpful. Just create a new slap channel, put the company's logo on it, invite them. Other people get involved, invite them too. I don't have to deal with email anymore. I have direct access to my prospects. We can have normal conversations like we're texting, like...

...we're colleagues, and that really starts to build that trust and we get to move and accelerate a lot faster. But I run an enterprise sales cycle, you know, we sell to a lot of fortune five hundred companies, so it tends it's going to be a little bit different when you have high velocity sales or, you know, a highly transactional product where you know you're just turning and burning. Yeah, now that that I completely agree with you. I compi agrees you just so and I wanted to come back, coward, to some va you mentioned only on so audion, you are speaking about the defront Saito's intense and marketing, marketing doing game quas than the suns, gaysing sit trents to trust. So really my question to you is, do you have any best practice? is to show on how to make sure that all those departments the line to provide the best sticks? Because to the experience. So, sorry, the Best Baio experience any stage of definity. Yeah, he just have to have open communication lines with everybody involved. I mean typically our projects we're talking to marketing, to Demandgin, to marketing ops, to sales ops, to you know, rep ops, if they have it, sales people, s drs, it legal and compliance, all these people who don't have visibility on, you know, in my case, outreacher, sales offt and you know, other things like videard and send Oso and lead data and all these things. If you're in marketing like we're living in Elocile, you're living in Marquetto you don't really necessarily know or maybe even care about outreach because it doesn't matter to your to your quota, your performance. But it really helps to bring everybody together at least once. I prefer weekly. But you know, we're all wearing twenty five hats and maybe we don't have the top. But you need to get visibility to people on what's happening and put it in a centralized place. If you have a bi tool and that's your source of truth for analytics, put it there. If sales forces your source of truth and you want to build a dashboard so you can give everybody you know one click visibility. They log in, they see everything. Great. Send that report out once a week. Keep everybody up to date. Let them know how many dormant contacts we have in our sales engagement platform that might not be making it back to marketing. Opps needs to fix that. They need to fix the connection. Make sure they're getting back nurtured. Like you have to feed the people in your organization and in power them to do their jobs better and vice versa. So that's really a lot of what we focus on with the change management piece is breaking down those saw those bringing everybody's the organization. What do you care about? How are you calmed? How do we make your life easier? Build that Venn Diagram? There's going to be outliers. Will get to them later, but, like, these are the core priority items that everybody cares about. So how do we streamline those technologies and that go to market strategy? Okay, so, so you do you believe that technology actually play an important bottom to process? By I do. I think about this. As you know, a lot of companies and it's not just sales engaging platforms at the sales force, it's Marquetto it's whatever the machine tends to run the man or woman, and not the man or woman running the machine. And if you fall victim to that, it's very easy to get sucked into this universe where you're just, you know, mass blasting...

...a bunch of your prospects and you're not thinking about this, you're just trying to hit your numbers. So yeah, I mean technology plays a huge part of that and we think about wrapping the technology around what your sales process is. At the end of the day, we're all people, but we bought this technology to make us more productive and help us with our job. So how do we take these technologies and mold them around what you guys do and help enable you to sell better and you to deliver a better buyer experience? Yep, I agree. We're just right that we getting to up the end of the conversation. To me it was terming saite food. So thank you so much for you in put today. If anyone wants to connect with you, and no more about trick shop and put the Gil you could end them's the best way to get the gays. Yeah, Rep shop on Linkedin. Rep SHOPCOM OUR EV shoppecom. I'm always open to chat. You can find me on Linkedin. Josha, Brian Folla travels on instagram. The OB Tries Tche Ob ie tr I see, so there's a rapper, ob trice. He was in d twelve. My last name is, Oh, Brian, so I just ran with that and sort all my friends call me and then's been my name since, I know, for seventeen years, probably now. DB Trice, I found you just you, Brian. There it is. You can see a beautiful picture of the the Italian pat sure of you, but I'm not seeing the a I've requested you. So now we will see for all social friends on that. You know if should never accept me, I remember that. Five take the podcast down if I don't accept you. Yeah, that was good, though, so thanks for that, judge, Viki was it was useful. You've been listening to BB 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,.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (142)