The Customer Experience Podcast
The Customer Experience Podcast

Episode · 1 week ago

213. Revenue Acceleration Through Value and Video w/ Edward Golod

ABOUT THIS EPISODE

In some businesses, if you’ve been around for 40 plus years, you should probably think about either retiring or getting an educational refresh on the business. In tech, it couldn’t be more different. 

The industry is made of natural learners who gravitate towards using the latest and greatest tools available. 

Today’s guest has used their ability to never stop learning to build a tech driven business to help B2B tech startups with first-in-class sales. 

Hear our conversation with Edward Golod, Founder, CEO, Growth Leader with Data & P&L at Revenue Accelerators:

What three things a tech startup needs to succeed 

How sales is different now from 40 years ago

Why selling to enterprise level C-Suites is so difficult

What the value selling approach means 

More information about Edward Golod and today’s topics:

LinkedIn Profile: https://www.linkedin.com/in/edwardgolod 

Company Website: https://www.revenueaccelerators.com/ 

Other Relevant Links: Matt Dixon on LinkedIn; Tony Parinello on LinkedIn 

Subscribe, listen, and rate/review the Customer Experience Podcast on Apple Podcasts, Spotify, Amazon, or Google Podcasts, and find more episodes on our blog.

The single most important thing you can do today is to create and deliver a better experience for your customers. Learn how sales, marketing and customer success experts create internal alignment, achieved desired outcomes and exceed customer expectations in a personal and human way. This is the customer experience podcast. Here's your host, Ethan Butte, succeeding in enterprise sales, selling into the C suite, selling real value, not just products, features, terms, conditions or prices. That's the core of our conversation today and our guest is the founder and CEO of Revenue Accelerators, a firm that helps tech startups with a complex B two B sale acquire mid market and enterprise customers. He sold for best in class companies like Microsoft, L Aqua, s AP and terra data. He's personally sold into seventy seven of the fortune one. He's built three companies of his own ed gold. Welcome to the customer experience podcast. Hey, it's great to be here. I love doing these things. Yeah, me too. I've seen several of your videos on Linkedin and for folks that are listening, obviously, like so many of our guests, absolutely worth a connection or a follow on Linkedin, uh and ED. We're going to dive into all those things I mentioned in the introduction, but first I want to start a little bit higher level, I feel like, which is customer experience. When I say that, what does it mean to you? Well, customer experience, the whole C x movement, which is really only, in my opinion, last several years, really was born out of the whole retail end of it and the e comm end of it, and then it migrated over to the B and B enterprise. I don't know if somebody is spending four hundred grand on an e R P update with Oracle is really involved with customer experience. But because we've migrated from scent to of people doing self buying, that whole Harvard, you know, m I t study work. So everybody's into C x. So ultimately, whatever you're selling, you've got to be aware of it, and I think it's really now. That's what makes this really fresh. Yeah, interesting. So my typical follow up question I have in this moment is this. Is this new language for old stuff, or is this actually a new thing? I feel like you've addressed that. So what I want to do here is have you double back like talk again about the share of people that are self educating and how that's maybe changed the pre sale customer experience. I think this is one of the top three issues that if you're selling anything from a vacuum cleaner to a three million dollar set of code, I think this is one of the top three issues, the self educating. You Go back ten years. Yeah, ten, I get that. Yeah, and I've heard that. Then it was fifty in then it's Sev. So there's two things happening right now that we have never seen in the history of our planet. One, look at the market. This is my fifth recession, fourth major one, so people are a hip to that. But what's also happening is this self service is out of control. For example, and I'm not a young guy right, I use Carvanna, I get my Audie, I get my house on Zillo, I finance my stuff on lending tree, I buy my food through a APP, I get my food delivered. Well, if you multiply that by billions, we have never had that. So if you're selling SAS or a multi tenant application or tech or services or I t and you think that they're not doing self service, then you're a bigger fool than Mr t would say. Awesome. Well, WE'RE gonna.

I want to know, because you're constantly engaging with companies that are trying to figure this out get into the market in light of these realities. Um, so I guess we'll go straight to revenue accelerators. For people who aren't familiar, to tell us about revenue accelerators. Who's your ideal customer and what are some of the key problems that you're solving for them? Well, you start with the I C P five thousand to about five million, uh, text aut up, heavy tech. Um. Usually, you know a round by the way head. Why is that? Because it's more of them and there are ants on an ant hill. So it's a massive, massive market aperture and I'm all over Australia and the US and you know, I'm doing work in in Mea, etcetera. Revenue accelerators is completely unique on Linkedin. Wow, ed, how could you say that? Good question, Ethan, because guys like me don't do what I'm doing now. My first business went to forty million building command and control. I invented the idea of taking a room like NASA where they launched a spaceship and doing that in fortune one hundred because I was in main frames. They were delivering a ten million dollar main frame and they would give you a table that your mother would serve cake on. So I said, well, why don't we make you know, fancy control center equipment and furniture and video? Well, when I got to the forty million, I lost it after sixteen years on the hostle take out. So I became highly successful, sold to literally seventy percent of the fortune one and then I reinvented my career. Many guys at full like that don't come back that easily. Then I ended up go calling it the Microsoft, became number one for four years. Ended up working fromoche Lickman, whose second biggest VC in Israel, the third biggest, and I got into more tech and that's where the logos came to the companies. And then I did another startup and now doing revenuess. So the net of it is, if you're an I C P of mine and you're needing revenue, you need three things and I don't see anybody else doing it. And I think if you're not highly differentiating today, you really got a bigger problem than the AZDEC A, have you run a start up? Because you haven't, then you're just a consultant. You don't live a day in my shoes. Be How much tech do you know? I know all the three hundred platforms, applications I code. So when someone says I got machine learning Ai, I'm going to change satellite trajectory and sell it, you know, to General Electric, I understand that. And then number three. How much selling have you lifted if you're going to be a consultant? And that to sixty million is on my website, on my client page. So theoretically I should not be here, I should have not lost that business and I should be on my boat and my cars and me hanging out listening to you while I'm drinking, you know, my third Martini. But I am here. So that makes the revenue seller is very unique. But if you want to do sales coaching, that's not me. If you want to feel good, talk to your wife, if you want to just know if your marketing is working. I worked at ELOQUA. Go find an eloquent person. Love it. First, thank you for asking some questions for me. Makes my job easier, it makes it more seamless, but so let's Um I've got so many different follow up questions I guess I'll start with a little bit of a personal one. One of the things that I really appreciate about what you share there and some of our previous conversations is the context that you have to help think about your customers problems. You've seen versions of them, and by context I mean not just I understand the tech, but really, you know, you've been your experience spans decades. You know why this tech looks like it does today. Talk from your own perspective about the value of having been in the spaces for, you know, decades...

...now. Yeah, I know, and anybody listening to listen. My kids are highly successful and then they're in their early thirties. So people listening that are selling it like, Oh, this guy and you know, you know he's been around with the flintstones. Don't make that mistake. I was the only guy in the entire east coast the United States that went to university and custom built a course for a degree in sales and a major new chemistry to be a chemical based technical salesperson. I've been in tech literally, literally since I'm eighteen. Now. If Bill Gates is in tech for forty years. He's Bill Gates, and I worked at Microsoft and I got right up the bomber. Actually I was number one for four years. But if you're in tech for forty years you're like an architect. You just get smarter and smarter and smarter. So my tech has aggregated across decades. So there's nothing I have not seen. So when someone says, well, what do you know about Ai, I can talk about RDBMS and data and data sets and I can talk about structured data unstructured data. I know exactly how they're making ai work. So the relevancy is if you're trying to do business today and there's one point three million tech startups, which is a document the number, and you don't really embryonically no tech, like a master violinist knows music, you're really at a disadvantage. And then the argument being, well, you know Ed, you know you know Miller Himan, Challenger Sale, you know value vision, you know Sandler. Those guys are smart. Yeah, they're very smart. You bring them in a room and the CTO walks in on a two billion dollar company. That's a whole different moment. And the tech rouse can sit and talk exactly what they're doing, and that's to me, is a huge value point that you whatever you're selling, you need more you need more knowledge on tech across the board, because even what you're selling right, even your own products, they fit in a stack. You got to know inside and out of the stack. Yeah, so Um another area I'm interested in here, before we get into some of the key differences between SMB versus enterprise, sales um how we were doing sales in, you know, two thousand five verses and beyond. So of these other areas will go talk a little bit about some of the unique and specific challenges of companies of the stage that you described as your i. c p Um and maybe also rope in a question that I see and hear a lot Um, which is for a younger company, let's say a round half a million to five million in revenue. How early is too early for like a C R O or a CMO Um or like. Talk about the types of like like what's going on in these companies as you're engaging with them? What are some of the most common problems and or misperceptions and how do you how do you advise around Um solving revenue problems. Structurally, I know there are a lot of questions baked in there. So you can do whatever you want with that. That's like that's like a Greek wedding and that's like twelve questions in one right. You gotta figure out which, which nick of Nick, of Nick of Nick I talked to take that Greek wedding movie anyway. Um, all right, let's back this up a minute. Let's distill your question and let me rephrase it. Challenge a sale. So what you're really saying, Ethan, is looking at commerce over the last fifty years post war, has anything really radically shifted and changed? Or is it still you have your product and they were selling tech...

...in the fifties and the sixties. What has really changed and how is that driving the start up to juxtaposition differently? So, number one, we have never, ever, ever, ever, ever, been in a world where in the sixties you had like twenty vendors selling tech, then you have fifty. We've never been in the world with his hundreds of thousands. I've never been there. You know, back in the mainframe days you had SEC OMDOL IBM. I made a lot of money in there, but you know, there was twenty major players. You knew everything. So today the multiplicity of tech is massive. Why is that critical? Ed because if you own a startup and you're selling machine learning for cyber that's gonna Change how trains are controlled in maintenance and M R O with Siemens. There's gonna be ten of the vendors that either do that or do something like it and they screw up your sales cycle because they're pitching blue, you're pitching green, the other guy's pitching blue green. Too much noise. Why is that important? UH, Makas. And how many executives are in the fortune? Five hundred? Dumb question. Well, there's five hundred CEOS and there's five hundred c Ros and blah, blah, blah. You know, there's there's, you know, four thousand. And how many sales reps are there in the world? Millions. So the ratio has gone backwards. So if you're running a text autup and you're selling at the enterprise, you still got the same two, three, four hundred targets, but you got more sales reps, more competitors. It's a tough market. Number two, the brain is not built for multiplicity in multitasking. I know I got three grown kids, I got a couple of grandkids, I got step kids. I've been around and I myself TRIPLEX and I do a lot on the phone. I get it. There's been deep, deep data out of M I t that the iphone and the equivalent have actually changed the wiring patterns in our brain, because we're not built for this. Well, if you'RE A S V P in a fortune three hundred and you're in the bad market today and you've got a thousand vendors calling every day, you're under so much stress that you're almost becoming a D D getting out of the shower. Well, if you're running a start, you gotta sell to that person. That's another problem. So our market is shifted. That's why the SDR B Dr Outbound. Nothing works as well as video. But the market has shifted. So my clients are saying, I mean, yea, he leads, I gotta do marketing and I got on Linkedin. I'm saying yeah, that's like saying I need to wear underwear when I go out in my pants. You need to be way ahead of that game. Where's the take to get ahead of the game? Funny how I sort of held that back right, and I'm not playing around with words here because I'm still figuring it out too. I follow the people that are really smart, like Chris Walker. I dig this guy on Linkedin. Chris Walker does such great work on video. I'm now getting thirty five thousand views on my videos. Video is it? If you're not doing video, then don't get out of bed, go back to sleep, put on the cartoons and don't get out of bed. Video is it? It's one at the sake of asking the obvious. Why Video? Why video now? Okay, so everybody listening hopefully has a mom and a dad or a mother and a father, whether they're here or not. And what do we love? As Children? When we told stories. We told stories. So because we told stories, we become grown ups, and that's why we like movies and that's why movies are the industry they are. Storytelling is part of our DNA as a child. Well,...

...you don't go to the movies and read the screen. We want full motion interaction. It's what we want as Homo sapiens. So if you have a choice between a text and a phone call and a video, what do you think we're using? And then the video has got to be short and people aren't always comfortable. That's right. You got a high school class, eleventh grade, and everybody goes to the auditorium. You you're like, don't call me, please, don't. Don't make me get on stage. I'm the guy that runs up and says, Hey, let me tell you some jokes. So video is it, because that's how we relate. And, by the way, if you think, because I do speedcasting, which is twelve minute podcast, if you think your audience is not putting you on one x, two X, three x speed and doing email while they're driving, while they're listening, go back to bed, watch cartoons. So video is the way to say, Hey, here I am, here's what I got and this is of relevance. Okay, eight seconds is up. Maybe I'll continue. Okay, one of the objections I hear oft into video meets up right where we are. You and I are both proponents, adherents, fans and practitioners of video and have been for years. One of the objections I hear a lot, and I just heard it on a session that I was on yesterday, is well, I sell into this market or I sell into this I C P or I sell into this vertical. This vertical is an into video. Um, please take a swing at that. So the answer to your question is whoever you're speaking to yesterday was wrong. Fortune five still operates today on one premise shareholder value. We get that, and everybody's there to make money for the stock price. That has not shifted. Vendors sometimes missed the fact that you have to deliver value, because the VP, to the SV EP, to the e V P, to the CTO eventually goes to the CEO and all they care about is does it fit our strategy? Isn't making e but uh is his strategic value. If you think, listening to this, that somebody at bowing who's a VP of engineering who could use some updated kid plug in that's gonna Change how they handle doing three D and even four D, You're making a big mistake because they're busy, they're overloaded with an inbox and they just don't have time and the video would do it. And if I was selling the bowing I have my engineer through the video because that's what they want instead of let me write you another email, which I do, but there's nothing better than hearing, feeling and seeing and that's why I've suffered, because two years ago I was not doing it. Now I get people all the time. Hey, yet I've seen your stuff and I'm interested and I like your style. Awesome. So the short take there is it's transcendent. It's about communicating more effectively. It's about building some of that no like and trust. It's about answering questions, and video is a better way to do it, especially when you're stuck doing it asynchronous Lee. which leads me into kind of like two big zones, and we'll take them one at a time. One is Um. You know, I I hear and see and meet a lot of people and companies that want to go upmarket, and it's something even we've done here at Bom bomb as well. So I would love for you, Um, to let's start with key differences between selling into two, into an SMB, versus selling into an enterprise, and then after that you've mentioned a series of roles, Um and how it all rolls up and how noisy busy it is. So like a couple of tips on reaching executives inside, you know, mid market and enterprise company. So let's start with what are a few key differences that someone that is just starting a company. Maybe it's a technical founder, not really a sales oriented founder.

What are a couple of key things that people need to know fundamentally about the difference between selling in do an SMB versus selling and do an enterprise. Okay, let's define an SMB. We live data. So SMB is really a screwed up phrase. Small mean that's like saying I'm building a basketball team and I have SMB player small to middle size. Give me numbers. If you're doing under fifty million, you're a small company. I get that. You're doing up the five hundred million to a billion, you're an S M e. So let's get rid of the ten million dollar companies, the fifty million dollar companies and let's go with the fifty millions. To do an I P O before the crash that's just came, you need a ten x. You gotta get to a hundred million valuation U I P O. So if you're doing fifty million, you want to be there. You're doing thirty million, you have someplace to go. If you're selling these companies, that CEO is focused on cash flow because she's acquiring growth. They want to get acquired. They want to go public and growth is the driver because they know that the dogs are coming in to eat them, which is the VC world. So they want growth. So if you're selling anything and you're not aligned to that growth area, you're in very big problems. There was a book I read about thirty years ago. I think it was Paul, forgot his last name, Demonica, Demotica Demnica wrote a like a workbook about being a vendor in the boardroom and out in the hallway, and I took away something that's been with me for thirty plus years. He was retitling vendors back in the seventies. So if you were selling into a small company and they wanted to raise capital, he would say, well, your titles should be, you know, VC, gate acquisition targeting, and I was like wow, what is that? Well, if you raise money, you gotta make payments every three months and those are called gates. So you have to be a gate facilitator and I was wow, what a great idea. So those things work really well in this small and mid and larger size. But the big mistake. Anybody listening, and you could use zoom info and one of my clients works for Henry Shuck who owns Zoom Info. So I know this from data. You're selling SMB, a mid size. You have to build an architectural plan of how they buy and it's complicated. So, to answer your question, what do you do? You map the buying journey the way you would map a biology problem in college. And they don't do that because, well, I don't really know how to sell and I'm not really a salesperson. Screw that, we're not talking about selling, we're talking about architectural engineering, so the client says, which is me my holy grail. Wow, you really know my business. You can run my company. When I hear that I know I've done my job and I get the business. Love it. Uh. Reaching executives in these large companies, it's obviously a completely different game. They're probably not hanging out on social like a lot of other people are. Um, what are a few key ideas in terms of reaching into very large enterprise organizations and specifically reaching executives in those companies and perhaps later in how that may have changed over the past, you know, fifteen to twenty years? That's my favorite question. You know, if I was really famous, I mean really famous, like a Richard Branson famous. I would want to speak in front of a hundred thousand people and have everybody in that room be a chief revenue officer and I would want to say hey, everybody in this room wants the holy grail so that a C suite sell to the C level.

They want that more than they want sex. So how come they don't teach the people how to do that? You think it's easy? I remember being thirty five, thirty eight, forty in my own business and I'm doing a deal at Sikorski, at United Technology and they bring the C I O in. It's like the pulp walking in the room. It's very intimidating. I remember doing a fabulous deal with live person, the leader in Chat. It was about a three quarter of a million dollar deal and I'm trying to get to rob the CEO, and he gets ahold of me and said you work with Dan Murphy, the CFO. I spent almost a year with this guy. You think it's easy working with the CFO of a quarter of a Billion Dollar Company every day? No. So to reach these people, you're really going about it backwards. It's not email and it's not messaging, and please get a gun and put it in my ear and pull the trigger if you think I'm to be high. My name is Adia. Is My calendar, and you know, I really want to learn about what you're doing. Oh my God, I'd rather be buried alive than have to do that type of work. So the way to reach them is to do AP peer to peer. All right, so you're making a big point, but give me the meeting potatoes. I have a post I did about four months ago. They told me not to but what I had to put me in jail. I got a meeting for a client. I was running sales for a chat vendor. I hate chat, but it was a chat vendor and it was a contract GIG and they wanted big retailers. And I woke up at four in the morning one morning and I got an email from Joscelyn Wong and this is what it said verbatim. Hi, ED, My name is Jocelyn Wong. I am the CMO of lows period. Marvin Ellison sent me your forgot Um material and would like me to per personally, you know, look into it. We'd like to invite you down to Mooresville, I think, a South Carolina headquarters and see if there's a fit here. That was lowe's corps. Nine billion. Anybody listening? You've got a bigger fish to court. I'll pay you a thousand bucks if you can blow my story out. I built a value case or a value narrative. It's on my website, one page and I sent it to Marvin Ellison with about three sentences. Did an analysis, looked at you, looked at low strategically. Your last tank Que quarterly didn't alignment to your financial and technological stack. And there's thirty three, thirty five million of contribution with a seventy into EBA. I would you be interested? Nine days later he gets back with me. Nine days. You know what that's worth to a vendor. The second story was with Um and he was Mitch little, Wonderful Man, was head of sales for thirty eight, forty years still is at microchip, one of the big chip manufacturers, really big, four billion, and he had a book out and he was a teacher and he was running what I considered the best complaint in the planet all the microchip Reps. three no, commission, really unusual. I did a GIG Vegitabit, which is like an integrating you know vendor competing with mules off and I built four of these narratives. One went to microchip vendor got called me up, Hey, I got a meeting. We got a meeting. This thing worked. We got a meeting a microchip but trying to get in there for years. This is great, great job. They went to the meeting and Mitch comes in, older guy, and said look, I'm not really interested in what you're selling. I want to know who built this thing you sent me, because I want this and I've wanted it my whole life and I wanted for every one of my reps. and then the vendor...

...calls me up and say, Oh, we got a meeting but they don't want to buy anything. I said, well then, I'll give you back your money and I called the Mitch and we're ready to do a very big, very big deal. Then they bought another company and I got lost in an acquisition. Point being you want to sell to the top EXEC then act and think like them and if you can't communicate your product financially, strategically and no bullshit, straight out what it does to for them, you're not getting a meeting. And that's why everybody wants sea level meetings and it's the Holy Grail for me. It's just a day in the park. Love it. Uh. For the sake of time, I guess keep this one tight, even though there's a lot there and we could probably do a completely, uh standalone episode on the steam and topic. But you mentioned this value framework that got you a great meeting at Loews. Give us the basics of value selling. I think when a lot of people here that Um, they might think they know what you're saying. But like, what are you saying in terms of value selling? How is that different than kind of average mainstream sales approach? Um, we don't we we don't have time to get into the obviously the details of the framework and, as you said, it is on your website at Um uh revenue accelerators DOT COM. Um, give us the just the basics of like value selling. What is this approach about at its core, and how does it differ from the way most people go about and air quoting for listeners sales right now? Okay, Great. So value work type of selling is really very thin in the US and the world. It's probably like top five percent of the vengors get it. Value Selling is built on the word value. Value is what you get after you pay for something and you use it. You can't get value before that sea level. CEO, CFOS boards live on a value platform. Oh, shareholder value earning per share of value. That's how they run the company's that's what they do. Okay, you're selling. Then the translation to an executive is here is the business value or outcome that we bring you. If you do that, well then you look credible, you look trustworthy and you look more like a mackenzie or an accenture than you do another vendors saying I want to sell you my stuff. So, as a startup, it's really, really hard to do this, and there are a handful of value vendors that will do this with you. Yeah, well, that two hundred grand or that three hundred grand, or like force management, who's great, that six hundred grand. You can't afford that. So you have to figure out. If you're selling anything and you're selling to a director, don't worry about it. Selling to a VP, it's a they to have selling above the VP. You got to give the translation of what you got. That's the definition of value selling. Is it relevant today? Chiata note and NASAC was down like five dred this morning. You don't think that the sea level of the companies are selling to are looking at the P and l going Jesus Christ, like you know. Where are we going? That's all about money and money is value. I love it. It's in my mind. I'm going to grossly oversimplify it, but it's doing most of the work for them in terms of seeing this as a solution in their organization, strategically financially. Is doing that work for them. I think when when most people are talking about here's my product, do you want to buy it? They're leaving all of that work. What does it mean? What does it look like? How does this fit in with the others? You know, dynamics? How does it fit into the tech stack? Doing that work for them makes it easier for them to a trust you, as you already said, and be Um, take the next step, whatever that next might be. Um, you mentioned it a couple of times.

We're obviously in an interesting time. We're recording this in the middle of two UM, basically every market feels like it's uh as shaky as it could be at the moment. You said you've seen four major recessions in your lifetime and a fifth I started to companies each in a recession. Yeah, we'll just give us a quick tip on like what are a few key things strategically, whether it's a startup, the types of startups that you're working with or any anyone that's working in any size of a company right now, what are two or three key ideas or philosophies or approaches or cautions that you might have right now? Um, obviously it's a very generalized question, but Um, what are a couple of things that that we should be thinking about now? Um, that's different than you know, in a in a more average time. Yeah, we just come off ten years of the biggest boon economy. That's like anomaly. So let's back up to what we want and then I'll tell you what I think. How you get it? Every vendor wants bigger deals. That's a no brainer. Well, who gets involved with bigger deals, bigger executives? Why? Because the strategic, you know, the live person deal with three quarter of a million. I don't want to spend a year with somebody selling a hundred grand. Low's deal ended up being a side deal and that ended up being, you know, a half a million plus. So we all want bigger deals, we all want faster deals. You get senior exects. They don't mess around. You're either getting in and you're getting out. So that's a benefit. So in today's market, unfortunately, it's all become fiduciary based. Everything is down to the bottom line in the P and l. If you don't have the skill to communicate that, you're gonna be in what the new book by Matt Dixon Is, who wrote the chapel of sale, which is now the jolt effect. You're now going to be into. Well, you know, we have something. It's okay, status quo or wow, there's risk involved in you know, call me in a month. You'RE gonna deal with that. And when you get that, they analyze two and afion conversations. It was the biggest research project in history of the planet and they came out with that. This is what you're gonna run into. I don't know how you overcome that unless you can convince somebody this is critical, this is strategic and this will make you money. So you should think of looking at it. And if you take that approach you can survive and actually thrive, and that's why it's going to be blood letting in the recession. But Hey, you know, we started two and we got to the right banks. They were like we want this, this is going to improve our intake on revenue. Will Buy. So there is a lot of hope in despair. There absolutely is so much wisdom already here and we have a couple other conversations that we need to have, including diving into that value framework, perhaps even talking demand Gen so many other things we could do ed, but uh, for if you've enjoyed this episode so far, I've got two more that I know you'll enjoy. One of them is episode one twenty three with Scott mccorkle, Co founder and CEO of Meta C x. One of the lines that they were using to position themselves with sell on value, renew on proof, uh, and they've built a value oriented platforms that everyone understands what's expected on both sides of the relationship and within the in the broader business ecosystem. It's really interesting. They've take in a metaverse uh turn recently as well. So that's one twenty three with Scott mccorkle, or episode one Fort Two with Christina Haramo, who's the founding partner at personal a B M and we talked a lot about getting personal, not just personalizing, and certainly if you're going into the enterprise, certainly if you're going into the C suite, it's about being personal, speaking their language, speaking financially,...

...strategically, all the things that Ed shared with you in this conversation. Uh So we talked a little bit about how to do that from an a B M perspective there. So, before I let you go on this conversation, Ed, I've got two things that I always love to hear from people. The first I'd love for you to think or mentioned someone who's had a positive impact on your life or your career, and then second give a not or a shout out to a company or brand that delivers a great experience for you as a customer. I love that. And, by the way, Jake softman is a good friend and a client from years ago and he was running Meta C x. So interesting company, really interesting. The shout out would be to Matt Dixon. So Matt Dixon wrote the challenge of sale, came from CEB and you know he's the he's the rock star, he's the paying Floyd Eric Clapton of today and what's really interesting. I don't know the hard numbers and maybe seventy percent, but almost every major company he's doing the challenge of sale. Matt's had a tremendous impact on me because in all my selling, when I walk in I end up having a conversation. I'll turn to the sea level and say, you know, I did the challenge of sale, you know, thirty years before Matt was even out of college, because I used to go in and say it is a better way to do it and this is something thinking you should have and I was not a lone wolf. So I love that and I'm having some conversations um in that space that sort of involves Matt and that to me is huge. The real shout out has had the biggest impact is Tony Paranello selling Devito. If you don't know who Tony Paronnello was selling de Vito, go back to bed and watch cartoons. Tony Paranello wrote the book selling to Vito. Very influential top officer back in the eighties and nineties. Two Thousand Tony. Pick up a phone, call any CEO and the fortune one hundred. Every company, every enterprise had a selling de Vito program selling Divito do letters. Tony's I'm a website said in the forty years he's never seen anything like me and we became really good friends. And for the younger people out there that don't know what a veto letter is, ask yourself a question right now. If, thirty years this guy was number one and he's not number one now, is it worth learning about what he did? That's like watching NBA and saying, Michael Jordan, he was a husband. No, you're studying Michael Jordan's. So I think a shout out to Tony on his sailboat. I think he's driving a sixties seven vet, and say, Tony, you still are my hero. Beautiful, so personal. Again, good wisdom. I love the Michael Jordan's uh analogy or reference there. It makes so much sense. I do think we need to call back to you know again. A short phrase would be something like you know, we're standing on the shoulders of giants and I think there's so easy to lose respect for the giants whose shoulders were standing on. So I appreciate Um that that call out and that personal share there. For people who've enjoyed this, how can they connect with you add and with revenue accelerators, revenue accelerators DOT COM. Revenue like make money, accelerators like go fast, easy, peasy, revenue accelerators DOT COM. Um I, if I have a moment, just thirty seconds, I want to put a shout out to the number one book that everybody in the planet should read if they sell, and that's the Dale Carnegie how to win friends and influence people. He invented sales. I was back in the thirties when people were despair and dying and depression, and my family, my dad, was a depression man. Like twenty years old. We came from the depression and he changed the way we live. That book today, today, I still use and it does so many closes for me. So if you think there's a new Whiz Bang Way and a new modern way and a new zippy way to sell, get back in bed and put your pajamason. People buy from people they like and...

...trust and in a complex, complex world, dynamic world with covid and Russia and gases six dollars and Blah Blah Blah, they want that more than anything. Do your homework. Love the company, learn what they do, obsess on how they drive their business and be a real advisor. Don't pitch you want to pitch, go to the carnival, throw ball, win the prize. So good. He is ED GALID G O L O d. hit him up on linkedin revenue ACCELERATORS DOT COM. Thank you so much and I hope you have a great rest of your day. Thank you. Thanks for happing man. Let's see you soon. As we've learned time and again here on the podcast, the essence of customer experience and of employee experience is how we make people feel. But so much of the experience relies on digital communication, on faceless, typed out text. To connect and communicate more effectively with the people who matter most to your success, add some video emails and video messages to mix save time, add clarity, convey sincerity, be seen, heard and understood and make other people feel seen, heard and understood. Try saying thank you, good job or congratulations with a video. Try answering a question with a video. Try introducing yourself with a video. Try It free at bomb bomb dot com. Thanks for listening to the customer experience podcast. Remember, the single most important thing you can do today is to create and deliver a better experience for your customers continue learning the latest strategies and tactics by subscribing right now in your favorite podcast player or visit bomb bomb dot com slash podcast.

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