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13 results for “market strategy”
But in my humble opinion, I would say you would need to focus on one or the other. In my humble opinion, right now, we are purely focused on the enterprise, working with the biggest brands of the world. And I think you have to have that hands on serv
22:28 / 23:30
from transcript22:28 – 23:30
buying process. And why I say that is usually the deals that don't close are the deals that are commit that are the ones that are most painful, where, hey, we're 75% likely to be chosen, we're the vendor of choice, whatever it may be. Like, then it r
26:11 / 27:16
from transcript26:11 – 27:16
We've outbound. That is still alive and well. What has died a death? Closing. I'm a closer. I know how to just convince. This idea that you can coerce a customer or do some psychological gymnastics to get someone to sign a piece of paper when they we
1:01:29 / 1:02:30
from transcript1:01:29 – 1:02:30
and then interject with, but but but I'm sure there's something we could do. I'm sure there's some way that we could change that or or what what can I do? And it it instantly breeds this desperation if it sounds bumpy too direct. I was gonna add, and
8:53 / 10:02
from transcript8:53 – 10:02
...to market team of over 200 people. And pre segment, Zhenya led a 100 person team at Dropbox across many different functional areas. What does that onboarding process look like for this first head of sales? So what I try to do for a BD leadership hire
12:52 / 19:56
from transcript12:52 – 19:56
...strategy to go deep and wide and build relationships across this account?
7:27 / 8:31
from transcript7:27 – 8:31
multiproduct solution based sales. It's very difficult to remove the human aspect. But if we can be more effective in it, then it's only gonna serve both sides of the table perfectly well. Doug, I wanna move into a quick fire round. So I say a short
46:59 / 48:19
from transcript46:59 – 48:19
Well, by doing good discovery, by finding challenges, by educating on how your solution meets those challenges. And once you do that, they want to buy. But the art of closing, that's baloney. If sellers don't sell, buyers buy. I love that. Is brand n
1:02:11 / 1:03:15
from transcript1:02:11 – 1:03:15
that you're bringing. And if you did the work upfront to establish that value, then salespeople and their leaders should feel confident in standing up for that. Discounting and creating that kind of buying pattern for your organization or for your se
23:14 / 24:15
from transcript23:14 – 24:15
...fit here, and you'd know your customer base. The question I was having the whole time is, okay. Who is it for? Who's it for? And at the end, just said, hey. Insurance, solar, all these annoying salespeople who grind it out and Yeah. Who you know, it'
42:01 / 43:05
from transcript42:01 – 43:05
That is correct. Now some teams will generate what we would call, SQLs and the sales team would close it. If incentives drive behaviors, which I think we both agree they do, and you incentivize me, a CS rep with, you know, economics on upsell, g two,
36:43 / 37:46
from transcript36:43 – 37:46
because of the authenticity and kind of kindness. It's like kindness is good and it's challenging as well. I don't know who you interviewed and who said that, but I will make sure I call them later and chastise them as a way to make sure that I and I
43:23 / 45:00
from transcript43:23 – 45:00
Really, what happened is we've got too many other things that are successfully taking off, and we just diverted resources. Was it expensive? Wasn't that bad. That's the cost of experimenting. You know, we we're gonna spend hundreds of thousands of do
35:12 / 36:25
from transcript35:12 – 36:25
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