B2B Revenue Acceleration
B2B Revenue Acceleration

Episode · 1 year ago

94: A Playbook for Cloud Enterprise Sales Professionals w/ Paul Melchiorre

ABOUT THIS EPISODE

What does it take to be successful in Cloud Enterprise Sales?

How will the enterprise cloud sales market look like the next 5 to 10 years?

Recently on B2B Revenue Acceleration, we spoke with Paul Melchiorre, Operating Partner at Stripes, about the qualities of cloud sales professionals and the future of the market.

What we talked about:

  • Becoming a first-time author
  • 4 essential traits of a cloud enterprise sales professional
  • The enterprise cloud sales market in the next 5 years

OPTIONAL: Check out these resources we mentioned during the podcast:

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

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. Hi, welcome tobe to view revenue acceleration. My name is areniamutier and I'm here today withPull Mail Cure, a operating partner tribes and couthor of the book selling theclouds. How are you doing today, pulled Aurli, and I'm doing fantastic. It's just it's been a great two thousand and twenty. A little upand down, but they say, I call this the the year of resilience. So and I believe that chapter twelve. So this is definitely one where youhave to have reajolion, a real so it's almost true. You know, we've got a months enough to go. We've got Christmas on the way,sens giving will be so, I hope. So. Yeah, sotoday we will be will be talking about show recently launch book selling the clouds. But before we go into that conversation, it would be great if you couldintroduce yourself in more detail to our audience and also can of tell usa little bit more about your twenty five plus years. Sorry about that.As it is it's a rich on the pro time carrier and things of classas yeah, sure, litte twenty five years would be good. It's probablymore like thirty five and I like thee my girl five and us is better. Yeah, said, yeah, but actually started you almost thirty years agoright here in Philadelphia, where I spend most of my time, born andraised here, when a small company called systems applications and data processing came fromGermany to the US, formerly known back then it's sat now of course it'ssap. So I was one of the first employees there. So sometimes Ialways say it's better to be lucky and good. And I started, youknow, working with them as one of the first employees here in Philadelphia,here in the US. And in one thousand nine hundred and ninety it wasa just a concept and idea. By One thousand nine hundred and ninety sevenwe were kind of a worldwide phenomenon and you know, it just happened tobe swept up in that opportunity and was running the global sales efforts. Andgreat opportunity to leverage that experience to go to a start up in Silicon Valley, which was my first tour of duty. They're at Ariva. And then wewent public and if you remember, back in thecom era and early twothousand, two thousand and one, it was just fantastic. And then,you know, two thousand and one it wasn't fantastic and we went from thirtyeight hundred people to eight hundred people. So really challenging times. Through thatwhat we called new deler winner and eventually we survived, got it back upand sold it TESTAP. In Two Thousand and twelve, I thought I wasgoing to go into private equity and I did and within about three months theythey kind of said, okay, you're doing great, we want to putyou in as president of a an operating company called I pipe line, andactually spend a lot of time over in London, as we did that fora little over three years. And then I said I was going to goback in do pe, and then my old boss called me from Reba andwent to on a plan and we took them public in two thousand and eighteenand finally in two thousand and nineteen I, you know, I said okay,I've done operational activities and I'm going to go work for P firm andwork with a bunch of very young, exciting companies really in Europe and andin the US here and having a great time doing it. You know,I spend most of my time here in Philadelphia. When the weather gets alittle chilly, right around now I started moving down to south Florida where theweather's a little nicer. And Yeah, four children ranging from twenty nine tofourteen. So pretty busy guy. Yeah, I can. I only got twokids. And Yeah, it's fall thoughts, the chosen number. Allscals made it to a bit. So so when don't? I have twowives, so makes it the lease. I got to work all right.So poor you, you and mock pitch...

...roosy recently now show young you bookor sending the clouds, I think the yonder line. He's a play bookfor six sets in glass up to I don't the Prie sent. So obviouslywe do another of that, a touparatics. We had put up of clients inthat space, but it you know, we also in the books you aresharing your your key methods, what you've refined, what you've identified andand withother that's twenty five feels to become, like I said, as lead inthat space. But whether I make long though some before we even getstuffed in going to a details. What's actually motivated you to write these bookand what are the key to week that you are covering, just just forthe you know, but the the interreligence? Yeah, you know, the motivationis interesting. Early and my mom has been telling me for ten yearsor twenty years, maybe you should write a book with all your experiences,you know, operating in all these different global venues with these large companies andlearned so much, obviously, over those years and it just really wasn't motivated. But I did start to write kind of a notebook down what I calledkey topics and areas that I thought would be helpful to eventually put in abook. And then I knew Mark Petruzi when we first started. I wasat sap, he was at the Lloyd and you know, we remain friendlyand then we kind of lost track and then I ran into him early onin Myana plank where in like two thousand and sixteen and Seventeen, and thefirst thing he said to me is this. You know, Paul, all yourexperiences, you should write a book and I should mark you sound likemy mom, you know, and it and he just said no, nowyou know, you have so all these experiences, you have all of thisinformation in your head, if you can put it into in two words.And I said, you want to help me, and he see, Iabsolutely do. So that was kind of the motivation for it. And thenwe started thinking about all the books that are out there. Are they inand there's just so many business process and sales process and tips and tricks andmethodologies and and honestly, they're all kind of the same and just thousands ofdifferent variations. And I said, well, last one it. Last thing Iwant to do is do something like that. So we wanted to kindof look at what would the key topics be that can really appeal to avery large audience, those that, you know, literally would be very newto sales or the selling profession or even not in the profession thinking about it, or somebody who's a thirty plus year veteran like myself. And so wethought about putting this holistic playbook together that everyone can get value from. Andthen some of the key topics we wanted to focus on, you know,not really the tactical aspects of selling, like, because they're sending plenty ofbooks out there, but kind of the soft stuff. What are the thingsthat the characteristics of a successful sales professional? And it is a profession. Sowhat is it that every day when you get up the mindset that trustsome of those key areas that are in the book that we kind of focuson, and then we drilled down downt on to make sure people understand thatthese are the things that make up this ideal sales professional. And you know, are you good at these things? Can you be better at some ofthese topic areas? And so I think it really comes down to understanding whatit is that makes, you know, especially enterprise selling, successful, becauseI think sales are very broad profession, but when you get into enterprise,especially cloud based selling, it just is a different level, kind of likethe Champions League, I like to say, and football out. Yeah, andthat's you know, it's is the Champions League. But I think youknow that the reason why I think your book is Bret Evant and playbook isrelevant in that spaces because you just reget in the three events, cloud events. You know, I remember to Sa you speak about two thousand started reallyto get to do the events in two thousand and eight, two thousand andten mays. And Yeah, I'm not at the twenty five placy. Ianswer points and some points we will.

Maybe I will write to book aswell when I get that right. You know, I remember going to placeslike the Muscuny Center in California and Zain San Francisco and you know, yousee like maybe on droid on around fifteen n adults. You go back tothe sense of this year, or let's show or whatever it's in an easierenough eight hundred thousand five hundred and and I guess my point here, Paul, is that we volume must come mediocrity, you know, because I think you'vegot you've got, you've got on too price. Sense from a perspectiveis you don't have a play book for it, you don't have a blueprint for it, you don't have a school for it. You know,you can do an Mba of enterprise serves. You can do an in master bachelowin enterprise serves. You know, you don't see those guys coming outof school on a on a conveyor belt. You know, ready to go isthat tie on and get the phase on, not yarm right. So, and that's and I know it's a big issue because, you know,you spoke about P as well. You spoke about all those things. Soall that community that are investing millions in soft Towell startups, a cloud startups, and you know, when the Invest Money, they need to recruit twenty, thirty, forty on too, praisers, guys and world. I had aswell, and you know, I think the offer is much lower thanthe demons. So I think you know, I mean almost play books, somesort of blueprint that you could use to putentially get IDs and get peopleto become good or get people to to educate themselves and probably changed the waythey are doing. Is Very important and I don't know what you think aboutthat. Yeah, are in. I canot agree more and I think thatwas really you know, you talked about the inspiration for the book. Ifyou think about you go to universities now, there's not a lot of curriculum inthese universities. You know, forget about enterprise selling, just selling ingeneral. Right. I mean, you know there's a marketing curriculum, butit's really teaches you very different things than and it does not prepare you togo into selling, let alone enterprise selling. And you had mentioned the the supplyand demand, and Marsconi center is a great epicenter in San Francisco.If you think about sales force, you know, in the early days itwas this tiny little company. Now it takes over entire city and you know, literally there's just thousands and thousands of companies that are tied to that ecosystemthat also require these kinds of selling professionals. And I remember, you know,back many years ago and companies like Xerox and IBM and a DP andothers would put a lot of money into training sales professionals right out of collegeor university. There really isn't those types of companies anymore that are investing inthis new set of salespeople. You know, they're coming out and they're on theirown and you know, maybe they get two or three weeks of trainingat a company and then that's it, but they don't go into the themarket with that playbook. And I think if we can help get people jumpstarted and if, you know, help them be more effective more quickly,the time time that it takes the fssful to start to sell to start toget that success. If we can accelerate that time to value, if youwill, it makes a big impact on these companies, especially these small mintssize companies are really trying to grow, and I think this is what youknow, this playbook, if you will, is is just so critical at thistime, so coming to the people, and that's what I'm really interesting in, because I think you know the key characteristick and I guess you'll teemateyou without like to undose tones, I will go with my question first,because I preparably question for you. But what I'd like to Ondos on Electronos, if you could pretty much get anyone to become a good on top rightselves person in the cloud space. On the pride cloud sends. But beforeI got there, in one of the Chapter Uil Key characteristick that ends sellpeople to strive, okay, and that's...

...empathy, authenticity, creativity, resilience. We spoke about residients, Hup Totwell, I believe, but can you pleasedevelop on those characteristic to start with and also maybe in in that responseto the the question of on the side note, do you think anyone canbecome a good clouds enterprise sales person. Yeah, I think you know thereare some characteristics that you're born with, but I think all of these elementsthat you just mentioned, and I'll do well in you know, you canlearn them and you can refine them and you can affect them. But Ialways felt that sales as a profession that if you have a common, youknow, baseline for it, you can either become a great sales personson oror terrible. So it's not something like you're born in sales. But Ithink you know now athletics, you probably have to be born with that athleticskill to get into the Champions League. I think in sales, as longas you have these things in you and you strive to perfect them, youknow, and I'll go through a few, I mean and to the especially intoday's selling environment, are the you know, you have to put yourselfin your customers mindset and if you don't you're really not going to be effectivein this personal selling. Even today that we're not facetoface, you can stillhave empathy for your customer. And when I say customer, it's the endof vis duel. You're selling to, not necessarily the company, because thosepeople move from place to place and you know, you'd be surprised how manypeople over thirty plush here's. I've sold two, three, four five timesat four or five different companies. So if you have that empathy and youcan develop it and you're authentic, authenticity so important. Today the buyer isthere so much more advanced than they were years ago. You know, peoplehave said all sales is come such a long way. I think people haveunderestimate that. The buyers and obviously being at a rebook for so long,we train buyers and the buying software. They just have gotten so much moreeffective at you know, how they operate in their knee for salespeople is muchdifferent than it was maybe ten or fifteen years ago, where was for asource of information. Now they click on the Internet and they get more information. They probably know more about your company as a buyer than you do asthe cell so authenticity is so important and the virus he right through you.You know nothing to I talk about creativity. You know there are these playbooks andeven when an amazing playbook like selling the cloud, you still have tobe creative because each one of these companies is different. The way they buyas unique people are unique in these environments. And so I always say that,you know, you can have all these sales methodologies, all all theseplaybooks, but at the end of the day, if you have a goodhigh Eq, I call it, not Iq but Eq, and your creativethen I think you could be very successful in the complex world of selling.And and last but not least, it is the last chapter, but Italked about resilience. And this is not a nine to five job, right, and if you think sales is nine hundred and twenty five, that probablynot going to be successful in any kind of selling. You know, asa salesperson, we here know a lot more than we hear. Yes,and it's very challenging. I mean it's the pressing, right. You goin the work every day and you know you don't have success every day.So it's very difficult. And if you look at, you know, thebest sports teams in the Champions League, you know they really do have thatresilience and that's what friendships the winners from the losers, and I think thatis even more important, especially today. Yeah, I agree with you.I agree with you. I think we we do the beginning of the presenceand even in the liking of the process. You know, we have a wehave a fair amount of for Rooven.

You as a compartite, is comingfrom helping on top rice sells people mainly in the cloud, to Iliypenupport Meity to identify your postumity is basically opening the door to the individual ofthe service process and in that setup, you know, I think one ofthe one of the one of the the key of the key element is reallydoing, as you're right, the persistence and the resilience, but a persistencebased on curiosity and genuine curiosity, not about systems, being the guy withwise always past to you and absolutely want to get to the next steps,et ceter etcetera genuine curiosity and an individual at actually are convinced themselves that andI guess that's that's the empathy and your senticity. Well, that's going andsaid that, that solution that they are bringing to market is should be afit for that customer. Right, you've got to be. You've got givebe in the minds. I believe to sell something, need to believe inyour product, need to believe in the solution, need to believe that whatyou're doing is changing the world. You know it's a cliche right to saythat, but it I guess. I guess this is so important because ifyou don't believe in what you are doing, if you don't believe it's you takethe energy of spot quite, you know, Champions League and all that. Let's say, let's say you are your boxer, you know, andyou're just about to you just about to step in the train in Las Vegas. Millions of people watching on TV, millions of people paying a fortune.Celebrity isn't the first on the first row. They're looking at you. You know. You'RE NOT gonna go on that train thinking that deals again will destroyyou. You can't. You've got to be convinced that you will win,and I think you know that. That that's that's truly I mean, Ithink, with empathy or sentthicity, creativity and resilience. That's why it's notthe regilius actually stopped. From my perspective before the process is, how doyou prepare yourself to go and get there? I did believe and I did cleanmy my my studio management degree, like a business school if you're inFrance, and I did believe that. You know, good sells. Peopleare people can speak, you know, they can charge you as they speak, you know. And and what I realized that actually good salves people arethe one that listen, you know, is the one that can have agood openor get people to speak, get to pick going and then ask wideopen questions. People Start speaking about their issue and then it's a doctor.So once you know about the issue, you want to push a little biton the pain and say, Hey, maybe I've got the pill, butI'm not sure make pell will work for you, but maybe we can dosomething with my pin and that stuff, and then you may have some plustoss coming from the services that you can bring in some mos of people aroundand then you end up in that solution type of selling tape of things.And I do believe it's on art and actually as well a speaking else thinkingmaybe with your business I need to actually create a sealer university. I'm surethere is some already, but imagine that, because I still believe, and speakingwith clients and looking at what's happening in the market and looking at somepeople being recruiting or moving from companies to companies, I do believe like theactual really fantastically good sales people. They easier, gets rich too quickly andthen they don't read it to work anymore, you know, because you get toget good reward inside. Oh, Oh, you've got the averagement thatyou know, made you like eighteen months to years in a job and thenmove to the other one, and then move to the other one and thenmoved to the other one. But I do believe that there is, thereis, there is a shortage and and of course the playbook is is veryusefully. And now I would like to speak to you about the future.Right. So, and I don't know, I don't just mindful of speaking aboutthe future. I've got twenty twenty. You know, it's been it's likewhat really are we going to plan again? I we're going to takea kind of trying to plant something and then take a massive slap across theface. I'm going to go with anyway.

Your prediction, the UN to priceglout says market in the next five to pinions of onny. If youcan predict the next five to ten minutes. Yeah, be a Las Vegas atthe Casino and predicting the winner. It's it's been pretty crazy, butI think it's easy to see where this is going in the next five orten years, because if you think about the last five to ten years,you saw a lot of trends, you know, towards the where we aretoday now with this two thousand and twenty covid situation. All those trends werejust accelerate, right. I mean everyone was doing online with Amazon and AliBaba and things like that, but it's got accelerate because you couldn't go tothe stores they were closed. So if you see that in the business ofconsumer role, same thing in the business to business environment, as large financialinstitutions, large corporate companies, global enterprises were moving off of their own premisesystems into cloud based software. They were doing it in a quality, piecemealapproach. Maybe take this one division or this application or this area, andthen all of a sudden in the past five months we've had acceleration. Likelook, we didn't have to past five years. So I see that thisacceleration that was happening over the past decade or so is not only is itgoing to happen over the next five or ten years. I believe all thoseareas will be accelerated and I think that transition will bring you know, alot more opportunities to cloud based companies. And talk about the shortage you're mentioning. It's even going to get worse, right. So you're supply and demand, which is already bad. If you're looking at the supply side not beingthere and the demand being very high, demands only going to increase and accelerate. And then how do we get the supply? And that's why I thinkbooks like selling the cloud at least help prepare a better supply base of ofgood enterprise sales people to come into the market, because I think this marketis going to really continue to accelerate. And if you look at the stockmarket per se, you know the cloud based companies, the technology companies,that AAI and artificial intelligence or machine learning companies, data companies, security companies, all of those firms, of course zoom, which were on now,or you know my old company, docus, that are many years they're experiencing just, you know, enormous growth and accelerated growth because of the new normalor next normal that we're seeing. so I anticipate the next five to tenyears to be just that dramatically more productive for these cloud based companies. Anyonearound big data, data integrity, data security, artificial intelligence, Chen learning, any any ability to take legacy applications that have traditionally worked in an onpremise environment or they were kind of hosted in the cloud. But there Icall him the fake cloud. Those will be either disrupted by rapidly or newcloud offerings will come in and take over. So I just see this as aearly stages of a much more rapid acceleration into enterprise cloud software. Soit's a great time to be in our business, for sure. Yeah,and I agree with you. I agree with you. Let's have good thingsopening, so on, Hatton. Maybe we should develop about that. That'sthe idea of showing university fil sense people. Yeah, I like that idea.I'd love to go back to college. So as things for that board andit was a recent great to chat with you today. Now, ifanyone to followins wants to get old of the book, if they want topusue the conversation with you, get in touch with you. What's the bestway to get into treat you? Yeah, so I'm at Paul at Stripescom CEO, notcom just cee and be happy...

...to, you know, reach outand assist any of your listeners in any way and you know, on Amazonselling the cloud, it's one of the top sellers and I just would inviteall of your listeners to go check it out. You know, downloaded tothe kindle. You know, we ship putting all over the world now andsoon we'll have the audible verb for, you know, the runners and thefolks that like the drive around Kay here. People who do want to do wantto read that do we can, because I just, you know,eating too many emails during the week and too much, too much content.That that makes it fun. I'd love to get the deboard Russian define andanother another goose for it's so as soon as it's available, I will makesure you're the first to get there. You Go. I'm looking forward toex look, it was great to have you under sure today, so thankyou so much for coming board. It's much appreciated. Thank you, arling. was great to meet you. Thank you so much. operatics has redefinedthe meaning of revenue generation for technology companies worldwide. While the traditional concepts ofbuilding and managing inside sales teams inhouse has existed for many years, companies arestruggling with a lack of focus, agility and scale required in today's fast andcomplex world of enterprise technology sales. See How operatics can help your company acceleratepipeline at operatics dotnet. You've been listening to be tob revenue acceleration. Toensure that you never miss an episode, subscribe to the show in your favoritepodcast player. Thank you so much for listening. Until next time,.

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