The Customer Experience Podcast
The Customer Experience Podcast

Episode · 1 year ago

53. Sales Advice To Lead, Coach, and Align Your Team w/ Dave Kennet

ABOUT THIS EPISODE

A great employee experience begets a great customer experience. If you want to retain your best team members, you need to value them and invest in them. Today, we’re talking about investments in your sales team - training, coaching, and development. These are things that both make them better and demonstrate how you’re building them up. Did you know that 30% of sales reps get no coaching whatsoever? What does that say about their value in their company? (Exactly.)

I’m so pumped to bring Dave Kennett to the Customer Experience Podcast because he’s so on point with the importance of demonstrating value to sales reps through coaching. Dave Kennett, founder, and CEO of Replayz, also served as VP or Director of Sales, as well as VP or Director of Business Development,m in a variety of organizations in a nearly 20-year career so far.

What we talked about:

  • Doing the spadework before the last day of the quarter
  • Mentors are better than books
  • 30% of sales reps aren’t being coached at all
  • You’re going to be kicking yourself in a couple of years if you don’t start using video now

Check out these resources Dave made just for The Customer Experience Podcast listeners:

Where to subscribe, rate, and review this podcast:

This is a systemic issue I mean werecently did a pole of sales raps in seventy. Two percent of them got coachless than two hours on average in a month and over thirty percent didn'tget cooched it off. The single most important thing you cando today is to create and deliver a better experience for your customers,learn how sales marketing and customer success experts create internalalignment, achieve desired outcomes and exceed customer expectations in apersonal and human way. This is the customer experience podcast. Here'syour host, Ethan Baute, a great employee experience, begets a greatcustomer experience. If you want to retain your best team members, you needto value them. You need to invest in them, so today we're talking aboutinvestments in your Sales Team, training, coaching development, thingsthat make them better and things that let you know that you're building intothem our guest today brings to the conversation yearly twenty years ofleadership experience in sales and business development at places likewhoot sweet pay, Ferma an auto trader to solve one of the biggest problems hefaced as a sales leader he founded and surges. The CEO of replays, whichprovides remote and undemand sales, coaching and training, Dave Kennett,welcome to the customer experience podcast. Thank you, ethand great to behere yeah. You know before we get into customer experience, I'd love for youto share with me because we chatted before, but I didn't get the full story.You were vpof sales at a company that got acquired by Apple. Now, that'ssomething you know a lot of vpcof sales and sales, practitioners and managerslisten to the show, but I'm not sure many of them have been there at thetime when something like that happened like how did it come together and whatwas it like man? What a phenomenal experience- and I have to do thefootnote first- that it's one of those things where I wish. I could say man. Iwas there from day one and like drove revenue to like x to why the reality is.I was like, I think, seven months, inco...

...the ride when we actuall, so we werejust getting started Fr on sort of the revenue side and my cudos are to thefounders for building just phenomenal product and chance to your questionyeah. It is the dream right, like I've been in startup world for quite a whileand typically you're vested and N in whole thing, there's a really excitingexcet and some do some. Don't that's te startup game, and this one did- and Itell you it- it was just it was exciting because youknow here's an organization even that truly had product market fit like youknow how we talk about product market fit all the time. Is that being thedesired state? I've rarely in my career worked for an organization where therewas a hundred percent. Well, let's say, as close as you can get two hundredpercent probly market fit where using alogy the fish are jumping into thebarrel right, some of the biggest brands in the world, absolutely justloved the buddy bill product and so to see that being recognized by anorganization like Apple. Quite honestly wasn't surprising because I was able tosee all these inbound leads just wanting to convert and pay what we werecharging, because there's a ton of value there, and so for me it wasreally neat as an entrepreneur myself now to see individuals that had justworked so hard notonly, the founders, but a team of people that rally behindwanting to build beautiful technology that solve problems for people daytoday and and then have that recognized by apple, pretty special cool. What afun experience for you and and again. I hope it was a good exiit. Let's go towhere I always love to start these conversations. That, of course, is thetheme of the show and it's it's customer experience. The whole podcastis to explore it and how different people and different seats in theorganization think about it, the language that they use etcetera. Sowhen I see customer experience to you Dave what comes to mind whatcharacteristics or thoughts come to mind for you, what was need is, we canall think of a frame of reference, thats us being the customer right. Sothat's where I think of when, when I am...

...delivering a service, let's say throughreplace my own organization, it's the golden rule. How would I want to betreated as the customer and ultimately people vote with their wallets, and sowe need to ensure yeah that we take care of Ur, Rour team- and I know we'llbe talking about that. But ultimately the customer is what's driving all ofus coming to work every day and so making that a phenomenal amazingexperience to me means understanding what their needs are, ensuring thatwe're hitting those needs and then, of course, we need to throw the businessaspect in okay if they're paying acts and someone else is paying. Why, andwhy is the enterprise and x is the you know, Dayto Day plan the starters here:Yeah, of course we're going to have to set expectations around what thatcustomer experience is, but at least deliver on what we say. We're going todo something I always say is that disappointment is a function ofexpectations, and so, if you can manage those expectations up front, there'splenty of value baked in you know to go back to your to your buddy Bild and toyour definition. There CX, then we're in a good position to meter, exceedexpectations and provide more value than folks are paying for. So reallyappreciate that I want to want to ask a question kind of right where you justwere there, which is you know there is the business side. There is the valueexchange, and so you know before we get into a conversation about how to helpour sales people be more effective and more satisfied in their work and betterequiped to deal with tomorrow's opportunities. Talk a little bit aboutthe tension between getting our sales rap to you know the right closes ratesor making sure they hit Er exceede quota blended, with a focus on thecustomer or the customer experience. I think we're a lot of people, especiallysomeone like me, who is adjacent to sales, understand sales, but isn't insales directly. You know I recognize that there's that day to day pressureto like get a couple more opportunities close today or this week, so we can,you know, make the month or make the quarter make the year or whatever youhave to balance. That with like. Are we...

...sometimes shoehorning customers in? Sohow do you think about that tension between quota and delivering a greatcustomer experience in getting the right customers on board? I think itstarts from the top, so I think I've been in organizations for at the end ofthe quarter. You put that level of pressure on the teamthat makes them make bad decisions in terms of maybe shoehoarning customersin and that's gone in line with my personal value system or philosophy.Have I pushed raps too hard or av? I pushed customers too hard n my career.Yes, I have I'm gonna fully admit that, but we learn from mour mistakes and theculture I'm building and my organization is again it's the goldenrule right. So no one's going to win if your shoehoarning, a customer into aproduct you're just dealing with the chicking time bomb and a future churnissue, and then you've got another matrick you're going to be concernedabout, and so to me it's about ensuring the a when I say it starts at the top.It's really important that the leader is saying: okay, let's think with theend in mind, which is we WANTT, hapthe customers and have happy customers,there needs to be a really good level of fit for their need and what we'redelivering and then the next piece is how it's done and how it's delivered.So if it's the last day of a quarter and we're having our hutdle at six, amand we're looking at the very last sort of commits that haven't come throughyet and as a sales leader. I'm talking to the team, I think it's reallyimportant to say: okay, we need absolutely try and get these across theline, but we need to look in the mirror and feel good about how we're doingthat and make sure that it's something where the customer feels like it wasstill a good experience, and so I also don't want to give you a fluffy answerlike I guess, that's nice in terms of okay, we all feel good, but if I wereto take it down the grass roots level and help what that looks like, I thinkit's important to have honest communication with customers right andI think it's important at the end of a quarter when we're feeling pressure tohit quota that we've done the spade...

...work weeks and months before, not justthat day, right and so yeah. I guess overall, that thatwoull be my thoughtsare good really interesting, especially e the topdown component, and what kindof expectations are we setting of of these people? And how are we makingsure that we're coaching a customer appreciation in respect so you'veobviously built several successful sales teams over the years? I'm sureyou've been in the position of a lot of folks. I've been talking to lately,which is a lot of people coming into the sales roles, especially bdrsdr, butbut because there's such demand for good sales, folks drata salesorganization, there are a lot of new people and young people getting intothe game. So if anyone's listening to this, that's a relatively new sales rap.What are some pieces of advice, you'd offer for someone just getting goingand maybe who's also very earlier in their career. I think getting a mentoor early in thegame is very important. I often get asked hey. What are some good booksthat I can read from you know from new raps and oks are great. PODCASTS areawesome, but what I wand they are, but what I would say is get a mentor. WhenI look back at where I grew the most in my career, there are certain areaswhere I had sprint over. Let's say a three month period, where I rew more inthat three months than I did in a whole year in other parts of my career, and Ilook back and I think why I can attribute that to specific leaders thatmen toward me and in I'd say thirty percent of the cases it was because Iasked for additional mentorship seventy percent. I was just lucky. I had greatpeople I reported to that. I learned from so don't wait my advice. We don'twait to hope that you're, in that seventy percent, where ou have a greatleader, seek out mentorship, seek out someone that you can call when it's enof quarter and say: Hey I'm getting this unhealthy tension of myorganization. It's not in line with my values. How do you recommend I handlethis? Those words of wisdom you're, going to get from that person, who'swolked. That path is going to be a lot more valuable than reading a paragraphin a book somewhere. That's meant for...

...the the masses, love it, and I think Imight get a similar answer on this one. But you know what often happens, ifsomeone's a really good performer and then the Needa rises that we often areappointing some of our best sales people into sales management roles. Sofor someone that's had, that's happened to you know someone knew and a salesmanagement capacity. What advice would you have for him or her yeah? It said old challenge of you knowwhat makes a great sales professional doesn't necessarily line up, fot theattributeon, what makes a great leader right, and so, if someone findsthemself in a sales management rolled and you're feeling like the impostorsyndrome, like Oh man, do I really belong here. My advice is a couple things number one and thisthis ties back to your former question. What other advice would I have for newraps same thing for new managers work, your butt off work really really reallyhard, because you can be you know, intelligenc is great and O crisma isGreat and street smarts is great and Business Actuan is great. But if yourank and atoto ten on all those things and not a ten, you can make up for thatby work. In a ton of hours- and I think, that's important because itdemonstrates two things you're to two stake holders. If you're a new leader,yeah you're, trying to impress your boss don't do that, what you want to dois actually impress your team you want to. You want to be there to support theheck out of them. You don't want to be there as a manager. You want to bethere as a support system. You want to be there to absolutely ensure thatthey're getting the level of support and help they need. So your biggestchallenge is a new leader is to get the respect of your team, and the greatnews is if you were promoted from a salesperson you're. You know threequarters of the way around the track, because you already know how to dotheir job, so I would say: come in not with absolute any arrogance butcomplete humility, saying, okay, how can I absolutely support you and takeHeeve to the next level? Great answer really practical and sensible advice.It doesn't surprise me, but it does...

...delight me to hear you walk, that outtalk a little bit about what you're doing at replays. You know who are thecustomers that you're serving and what problems are you solving for them? I'msure you experience that problem yourself, and so maybe talk a littlebit about what you would run up against that made. You realize I should turnthis into a business in a service yeah for sure. So as a sales leader foryears. I I and one who really believes incoaching and is had a lot of you know coaching experience and you know takingall the different sales courses etc. I really would wake up on Monday morningsaying I can't wait to coach this week and to do a ton of call coaching etceFriday afternoon would come along and be five o'clock an be like man. I letmy team down this week. I did not do as much call coaching as I set out to do,and that was a consistent theme like every single week and so I sort of asthings as I got more senior and I became a director and then BP. Irealized that not only was I still not getting out there enough, but mymanagers, a my directors, werent and part of that was my fault. As a leaderright. I was puitting too much on their playe and really what I found is, asI've talked to my peers and as we've looked at fulls. This is a systemicissue. I mean we recently did a pol AF sales wraps ind. Seventy two percent ofthem got coached less than two hours on average in a month and over thirtypercent didn't get coached it off. So the problem that replay solves for iswe're an extension of the sales leader in terms of coaching. We werkinterchangeably with them, and you know when you go back to what's important toa sales wrap and what keeps them engaged in their Rale yeah, it's theirboss, of course, but it's also do. They feel valued rike do they feel likethey're, making an impact, and so the fact that sales leaders are willing toinvest in their learning and development through replace reallymakes a different it's there. So what we do Ethan is, I know you know, butfor e the audience. The challenge that...

...we just talked about is number of hours.Coaching and so replays will come in on an undemand sales, tuneup sort of way-and you know we think gone ar the days where you have to do ser. We take yoursales team offline, eight to five and some board room somewhere, and we justdo quick touches that the reps can do outside of keyselling hours. So,thankfully we have the technology now to do this kind of coaching, wherethey'll take their zoom calls, or what have you they'll send them throughwhether the discovery calls or Damos, and our team replace coaches who areall like x inside sales professionals, ourselves and coaches will providevideo recorded feedback, and then we will end up doing bull uploaded twopager in their slack instance, or what have you, along with our video recordedfeedback? So if they're handling a pricing objection, this demo will pause,it well jump on the screen and say hey: Maybe you could have handled it thisway we build inrepeatable processes for them and then th. The third thing we dois a quick sort of Thirty Minute Live coaching where we reinforce the musclemuscle memory. So that's replays, that's how we do it and that's theproblem that we saw in the marketplace that existed that, thankfully, now withthe technology we have, we can provide a solution. Tothat yeah, one of theneat things about it, as I learned about it from a mutual friend of ourScott Barker, is the flexibility of it? Not just the acinchrynicity of you know,you do your calls whenever our coaches will review them. Watch it a at thecoaches convenience. Do the video coaching on top of it, do the right up,share it back with the sales rap in the sales manager, so that they're sharedunderstanding there just ha flexibility of it that you could do it. You knowyou do five calls a month. You coan do one call a month for each rap a itsjust, really need the way you approach. I think it's into your point. I thinkit capitalizes on to today's technology, which is a question I want to follow upwith. Is You know you do as much video based coaching is possible talk aboutthe importance in the power of video.

In this scenario, it's so critical. Imean there's two frames in reference here, there's for the coach to the rapbut, more importantly, the rep, to their prospect, and in this day and ageI expect sales raps to be doing damos with presending a screenshare link anda video link. I expect that they, the SDR, will let the prospect know hey ourahe's, going to do a video call with you, and I expect that the rap wouldhave amazing lighting and e goud background. And unfortunately, what wesee a lot of the time is the videos not on they're just doing a screenshare andthat's a misdopportunity right I's like you and I wouldn't go meet with aprospect at their office and he like. Oh we're, not going to go in the office,we're going to sit in the other side of the wall here and just have aconversation. It's like you know we're going to look back at this in a fewyears and be like. I can't believe we weren't turning our video on and youand I both know the best raps out. There are doing this consistently everysingle time, and why are they doing it doing it? Because it allows a level ofbuilding refort that you just don't get if you're not looking each other eyball the ivel right and you're able to pick up on nonverbal cues of theprospect, but they're also able to glean sort of trust andcredibility fromseeing how you conduct yourself in in the sales pitch. So I think it'sabsolutely critical as a sales wrap to do that in for coaches yeah. Weabsolutely do all of our coaching by a video really really good. Take there.The most fun thing, of course, is this idea that I'm going to be sitting justoutside your office having a meeting with you, you know like we're going tobe. You know we're going to be in real time, but I'm just not going to getface to face es just ludicrous, and so the idea that it's so easy andinexpensive to do to really set our sales people free again, like we hiredthem, and you know this you've hired, I'm sure dozens, if not scores, if TNOT,maybe even hundreds of sales reps over don years. You know you know how you hire themright. You hire them, for you know not...

...just basic competence and maybe somepersonality traits but like what is their ability to build report. How doesit feel to be with them in an interview setting? How do they respond when yougive them something good, bad or ugly, like an in like it? The softerintangible stuff is what we kind of seek out and select and higher for, andthen we just go hide them behind. You know: emails and phone calls and otherfaceless digital channels. So I love this idea of advocating that everyoneturn their camera on. The other thing, too, is that it normalizes it for thebuyer as well right. These buyers are oftentimes sellers or marketing peopleor other people supporting sales people. So the more I think we can normalizethis idea of looking each other in the eyes we, you know, act as buyers andsellers, or at least in the consideration, set and really excitedabout the opportunity to normalize that even more so I love the you coach to it.I'm going to guess that as you get into these organizations, you're comingalongside the sales leadership and the sales people- and you are you'rehonoring, their processes that are in place and doing coaching related to theway they view their own business right. You mentioned values a couple timesalready, which I really appreciate respect, and so that's part of a valueset or a culture set talk a little bit about some of the contemporary sales ormaybe even they don't have to be contemporary. Some of them have stoodthe test of time. Whet are some of the sales philosophies that are in playthese days and which ones do you personally like yeah, so to me, there's a coupledifferent things: there's your traditional sales Methodologi, sochallenger, spin, Sandler, etc, and we see we see a myriad out there right. SoHen of your questions earlier is what is a profile of a customer work with,and it's interesting to see that different methodologies deployeddepending on the size of organization, and then there's. You know the secondaspect, which is culturally. You get a leader that will come into anorganization and they don't have a methodology, toployed, so they'll kindof take a hodge podge of their past, which is cool and they'll, create theirown methodology, which is kind of the...

...best of the different things they'velearned, and so what we see in smaller organizations often will work withstartups, where a CEO is built, a really cool product or service, usuallysast pace. Companies and they'll hire their first handfuls Dales raps, butthey haven't really done sales themselves and they're, not at thestage where they're goingto hire a sales manager, and this is where wewill talk to the CEO of. How do you want to make your prospects feel right,culturally, what's important to you there and we will definitely coach tothat. But we are sales methodology, anaustic replace, so we will come inand we will adopt the methodology youare using. So we have a number ofcustomers, larger ones that have deployed a challengeur sale, forexample, and we will coach to that and then yesterday I was talking to thiscustomer ats. Probably our prospect is probably GOINGTO move forward andthey're like they don't have a Meth, a strict methodology, but they builttheir system of five steps that every rep has to follow, while well coach tothose five steps- and you know if I have a big disagreement about it interms of, I really don't think this is the way to do it I'll voice that, withthe sales leader, explain my position on why and they decide to move forward.That way, that's fair because we can still had a ton of value. So oftenreplays will dance in the white spaces where sales methodology doesn't, and soyou know, where do you see the handbook on how to conduct a really goodscreenshare where's that bing challenger where's that in spin it'snot there, it's there to help navigate through conversations which is awesome,and it's so not knocking those trust me. I love those methodologies. What we dois for the modern seller when you're looking at two thousand and twenty andbeyond, and how to deliver the absolute baskdemo. That's going to resonate withyour prospect and navigate through discovery calls in a way that's goingto make them feel comfortable, but also get the information you need, that'swhere we come in and then that's where we have what we call the replacs sortof structure and that sort of very beginning touch of the of the firstconversation that discovery right...

...through the close. We have differentthings that a hundred percent from a checkless perspective, the best raps,are doing because thankfully, we've got this network effect going where we havehundreds of hours of demos that were watching for some of the best wraps inthe industry. So for every demo, our team watches that adds to the power ofwhat we're able to deliver in that next set of coaching. Is that Answr yourquestion? Absolutely yeah? I just I was interested. You know. I knew that youwould work across people that that are maybe hardcore fundamentalistsubscribers to a particular approach or philosophy, and then I love yourdescription of someone who you know they come into a place where it's notyet shaped, and so they bring. You know all the best pieces of their previouscareer and so yeah. It makes perfect sense because there does't need to bethat alignment between the way the reps are getting coached and you know whathas been established as the norms. There were, maybe in some of thosecases hasn't fully been established yet so so you've worked in a variety ofsettings. I assume you've had exposure across the organization, certainly asyou operated at a VP level. What do you wish? Because one of my goals here isto create some alignments throughout our organizations, our organizationhere at Bombam in your organization, other folks that are listening? What doyou wish? More marketers and marketing teams understood about sales, peopleand or the sales process? What do you think are some of the misunderstoodthings that if we just understood it better, we could empathize better andcreate better alignment and coordination. Myou know it's so counterantutive. To answer this without saying what I think sales leaders shouldconsider whenthey're talking o marketers first, because I'm of theschool of thought that sales es are pointing too much over at marketing.Saying more leads better leads right and I think we need to keep our like assales leaders. We need to keep our own side of the street clean before westart. You know prophesizing to heads and marketing. So I want you to knowit's very counter intuitive for me to say well, Eten, here's what marketersneed to know like you know what I mean.

So is it? Okay? If I start there withwhat I was Youdo, you take you. These are just my questions. You could dealwith H. However, you, like okay cool, so I would first say: Let's, let's lookin the Mirroras, a sales leader and think through what marketing goesthrough in a day right. We often think. Oh, they don't understand us in sales.They don't understand how hard we work and their leades are'. qualiiderthey're, not sending US enough, and the reality is marketing. Professionals arethere because they care deeply about getting quality, leades and and sendingthe right number of leads and so number one. First and foremost, I would say tosales leaders. You need to remember that you're in the same, and I don'twant to use an overused Seranalogy, but I'm going to like you're in the samecanoe out there right and you got to be rowing in the same direction if you'renot you're, just going to be spinning circles so step. One know that yoursuccess is their success, in vice versa, and unless you guys are Lockstoft, youwill not be able to maximize the engine. You'll do okay, potentially, but youwon't maximize the engine and then Tanso your question w th with marketers,I would say, nd I'd also. I would also say this marketers often say jus salesleaders. We work so hard to get. These amazing leads and we've got this costper lead that we worked really hard to get budget for, and your team iswasting that opportunity. Often, I think they're right. Actually, I thinkwe're not doing enough touches. I think we're not doing enough care to thoseleads, obviously not nearre organization as a ton organizationsthat do a great job, but more often than not, especially in the early stageorganizations where they don't see. The value of a sales development functionwhere they haven't really maximized that area of the factory, where howmany touches do I need before I put it into e, nurture and versus o justmoving on, and so I would say to marketing leaders make sure you are try and extend in all the branch to thesales leader early and say hey. We need...

...to know where you want to be from arevenue perspective next year, so we can then reverse engineer top the funof.What we think we need to do ad, we'll tell you whether we can or can't dothat, but we can't have a PUSB needs to equal see, and so, ifthey don't know what B is and what see is supposed to be, they can't figureout a so. I think they need to see even the language I'm using. This is whatthey need to know like. I should be. I think it's important for marketers tokeep in mind that the same thing that I said for sales leaders they're in thesame voate and it's important to sit down work together with this talesleader on what are your conversion raks by channel? What are the expectationsfor growth, weferits engineering, that into how many leagues you need perchannel and then work together every single week on hey? How was ourconversion this week relative to what we thought it was going to be when wedid our two thousand and nineteen or o Wo Thousand and Twenty Planet Yeah thatannual plan? You know three months in really starts falling apart quickly orchanging or shifting. So it's like yeah weekly for sure at a minimum earlier in one of your responses youmentioned, you know, if we push two hard up front, it turns intopotentially a churn event, or maybe even a churn epidemic later on. Solet's go there for just a minute before we go to some of my favorite questionsof the event of all these conversations, what do you wish more cs? Customersuccess, customers, support people, understood or appreciatit about salespeople or the sales process, so probably get a little controversialhere. I think that customer success needs to realize theire in sales and not at the cost. F, a bad customerexperience they're there to make sure it's a good customer experience, but interms of ensuring that they are upselling to the extent they need to dolanding and expanding and protecting that turn rate and mitigating andreducing turn rate. It's effectively,...

...navigating through conversations withcustomers, which is really important and it's an important skill set andthere needs to be empathy and understanding, but ultimately they'reworking towards an objective and that sales. So, I would say, let's not beafraid of it. Let's not look at sales is a dirty word. If we are we're notthinking about sales corract right, so I think it's important to becomfortable having a number that you're accountable for is a customer successperson and being proud of that and accomplishing that number. Yes, throughhaving valuable conversations with your customers, where you make sure that theorganizations delivering on what they said that were going to deliver back toher common earlier of meeting or seeing expectations, but also and delighting the customers etc. Butit's also important to remember that, just because they have a number ofgrowth that they might need to hit doesn't mean that that doesn't tie intothe customers goals. There could be all sorts of bells and whistles or the nextteer up that actually really benefits their current customers, and I thinksometimes customer success shies away from that, because they're like N. nothat's that sales and it's like actually, no, it's understanding thecustomers needs and ensuring that they're providing the right level ofsupport and knowledge for that customer to make a decision on whether they gothrough a upward migration. I think you're dead on and I hope I'm notcontroversial in agreeing with you or that there's really not that muchcontroversy there I mean. Ultimately, we are all in sales and certainlyespecially in these SASS model companies CS, seeing their role. Thatway is a dramatic part of really capitalizing on. You know the earlyinvestments in generating opportunities and converting them, because you knowthe revenue really stacks at that end, where you know you're, retaining it andexpanding it and upselling it and crossselling it Dav. This has beenawesome before I let you go. I've got a couple things for you first, becauserelationships Ar our number one core...

...value here. I would love for you tothink or mention. someody who's had a positive impact on your life or career,and to mention a company that you really appreciate for the type ofexperience they deliver for you as a customer. Awesome Zoom Sogn an yoursecond question. First, I just can't tell you how much soom makes my lifemore efficient for replays for sure, and just in my day today, communicationthere's just no question that and now does my aser need to be a sales eater.Can it be a anyone you want yeah. I have to say my folks to be honest withyou they're, the ones that gave me my value set and compass right that Istrive to work towards. Don't always achieve, and also early on, they saidyou can do anything that you set your mind to and without that North Star, Iwouldn't have jumped into replays and done what I'm doing or taking risks ofworking with startups or anything else. So I have to probably give my thinksthere yeah my thinks to your to your folks as well. I think your yourcompass, N new North Stark, came through in our previous conversation. Ithink it came through here today and so I'll have tip them as well: Hey David.If someone wants to follow up with you or with replays, they want to learnmore. They want to go deeper. What are a couple places that people might reachout? Well, first and foremost, I'm going to create a link that has sort oftips and tricks for how to navigate through the best demos and bestdiscovery calls specifically for your all our listeners here today, and sothey can go to Replaycom, forde bombom tips and well and sure we put a bunchof tips and tricks that they can consume and share with their teams. Andthen, beyond that, I would absolutely love to talk shot with anyone thatwants to. They can hit me up on Lincoln or hit me up, but David replayscomanytime. So for those of you who are listening and aren't going to go toBombomcom podcast, to check out video clips and to read more and actuallyclick the links that they've just...

...mentioned, Dave's last tame is spelt,its Kennet and it's spelled Katy Nn, Ett and replays is spelled re PLA,yzcom and the bonus page he put up is bombomb tips, that's bomb bomb tips,bombom tips. Thank so much for listening and thank you Dave so muchfor being here. Thank you you than I really enjoyed this clear communication:Human Connection, higher conversion. These are just some of the benefits ofadding video to the messages your sending every day. It's easy to do withjust a little guidance, so pick up the official book. Rehumanize your business,how personal videos, accelerate sales and improve customer experience learnmore in order today at Bombamcom Book. That's Bo, MB bombcom book. Thanks forlistening to the customer experience. podcast remember the single mostimportant thing you can do today is to create and deliver a better experiencefor your customers, continue learning the latest strategies and tactics bysubscribing right now in your favorite podcast player, or visit Bombomcompodcast.

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