January 7, 2025 • 36 mins
Welcome to the ValuePros Show! In today's episode, Bruce Scheer talks with Scott Presse about the significant benefits of adopting a connected revenue model and the steps needed to execute it effectively.
Unified Messaging
- Discover the importance of having a unified voice across sales, marketing, and other departments.
Go-To-Market Strategy
- Learn how to refine and align your go-to-market strategies with a connected revenue model.
Cross-Functional Content Development
- Find out how collaboration among departments can lead to impactful messaging and tools.
Understanding Buyer Journey
- Understand the buyer journey to better tailor your messaging and outreach efforts.
Sales Enablement Tools
- Explore the development and use of tools like talk tracks, infographics, and animations for effective customer engagement.
00:00 Discussing connected revenue strategies with Scott Presse.
04:10 Disconnection exists between marketing and revenue responsibility.
07:17 Sales and marketing: why change, why us, unique.
09:26 Align marketing with executive-level conversations more.
14:24 Align sales and marketing through buyer journey.
18:46 Collaborative sales-marketing builds effective sales tools.
20:18 Collaborative content development for Workfront's sales narrative.
23:00 Collaborative content crucial for effective stakeholder engagement.
28:39 Experiential video-based learning crucial for sales training.
30:42 Operationalize through playbooks, training, and coaching.
32:57 Connected revenue requires strategic organizational shift.
36:05 Leadership commitment and collaboration are essential.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
Welcome to the ValuePro Show, where ValuePros get value
ready.
My name is Bruce Scheer, the host of the ValuePro Show. In this
episode, we're talking with Scott Presse, an adviser to sales and
marketing leaders implementing innovative growth strategies.
With over 25 years of experience spanning 300 client
(00:23):
engagements across 45 countries, Scott has worked with
companies and industries ranging from technology and manufacturing
to health care and financial services. His expertise lies
in connecting sales and marketing to drive unified revenue
outcomes. We have personally worked together on several engagements
for global companies and their strategic go to market initiatives.
(00:47):
Today, we'll explore Scott's groundbreaking concept of connected
revenue, which bridges the gaps between sales and marketing
for consistent and impactful growth. This episode is packed
with actionable insights for aligning your go to market strategies to
meet 20 25's challenges head on. Let's dive
in. Welcome everybody. Hey. Today, we've got Scott
(01:09):
Presse with me. And, Scott, please tell us just
a little bit about you and and how we're gonna, you know, enter into
this wonderful topic about connected revenue. Great.
Well, for over 20 years, Bruce, as you will well know, because a
lot of it was us working together, but I have
engaged with sales and marketing leaders in helping them
(01:31):
implement new growth strategies. And so that's
taking me across 300 client engagements
in 45 countries to allow me to see
in particular, and that's the topic of today, this
intersection of sales and marketing together.
What are some of the common pitfalls as well as what really
(01:53):
is a recipe for bringing them together
to pursue revenue for the company. Yeah. Awesome.
Yeah. And just to add to that, Scott and I do go way back. We
you know, we've worked together for over a decade and, worked on some of the
biggest engagements. Actually, eBay even bought one of the
entities that we kinda were working with very deeply.
(02:16):
They're overarching sales system, getting them performing
properly, and then they got acquired by eBay just after that called eBay
Enterprise, if you guys remember that. And then, Scott and I
did a ton of work with Korn Ferry at a global level. So just just
a lot of fun working on some, oh, very strategic initiatives
for some pretty big firms, but Scott's, worked all the way from start
(02:38):
up to scale up to enterprise. And Scott, as you say, globally.
And, I'd say Scott, you probably impact, you know, thousands
of sellers per year revenue leaders and and and and
whole teams, which we'll be talking about as part of this episode.
Just talking about this new big idea concept that Scott's been
working on, called connected revenue. And, Scott,
(03:02):
why don't you go ahead and tell us a little bit about this this idea
and this conceptual, thinking that you're bringing to the
world. Great. Connected revenue is
really about bridging the gap between sales and
marketing, and establishing consistent growth.
I love it, Scott. And especially right now, all
(03:24):
the themes are pointing towards go to market success, go to
market alignment. How can we be more efficient and effective
across multiple parties and how we go to market for impact
and growth consistently, effectively
resonating? And, it does require this
connective tissue so everybody can work in concert to
(03:46):
make this happen. So your topic couldn't be more timely
because people are thinking about it, but the problem I'm seeing, Scott, is they
lack some of the distinctives distinctions around language about how do
we do this. And that's where you're gonna break it down and make it
immensely practical for go to market teams to get their head
around this and and figure out how can they align better for go to market
(04:09):
success. Yes. Exactly. And I think the best
place to start is really what's the problem. And some
to some degree, why? Why is
their disconnected revenue today? And I would
say that that it has been principally
present in
(04:31):
80 to 90% of all of the client engagements.
So this isn't some esoteric concept. This is
ground level typical behaviors
in which increasingly in the last few years, we've
seen CMOs begin to have accountability
for full pipeline responsibility. Right?
(04:54):
Previously, they just had top of funnel, and then sales took
everything after that As if MQLs were
the, you know, golden egg when in fact, all
they are are the start of a process of
of making revenue come alive. So
with that, they have
(05:16):
continued though to operate in their sales and marketing
silos. And that divergent
approach is really creating disconnected
strategies in the go to market and really missed
revenue opportunities because they're not
bridging that gap. They're just proceeding as
(05:39):
though it were business as usual, and that having
some common metrics would somehow make it all work
together. Yeah. Totally. And I still see this behavior.
Scott, I I I'll bring a a story into this.
A a very large organization that we all know, Autodesk, and and they've kinda, you
know, killed it. They're, yeah, they're one of the global enterprises here.
(06:03):
Was working with them. I'm in a workshop with, one of their
marketing leaders, and and I have more sellers than
marketers in there. And, their top AE,
was in there. And he just kinda stretched around like a rock star.
Everybody's watching him. You know? He he's magic. You know, Superman
as the seller. And I'm, like, just going, hey. You know? You know, how's
(06:26):
marketing doing for you? You know? What kind of leads are you getting? How's that
working out for you? And, the marketing leader's right there
listening, and he's, like, just going, oh. And I I
I purposely instruct my SDR to never
touch those leads. You know, just
without a doubt. It it's a complete waste of
(06:48):
time. We do all of our own work, you know, work in my book of
business, etcetera, territory, but, yeah, we don't touch any leads from marketing.
I turned to the marketing guy. I'm like, just going, did did you hear that?
What's going on? And he's, like, embarrassed, turned
red. But, you know, like you say, Scott, those silos
exist. You know, never should they it's a should they cross over in
(07:11):
a line? And it's it's horrible, and I I'm glad you're gonna break that
down and how to solve for that problem. Yeah. And let's almost put
the, magnifying glass on it. So,
sales is very focused on engaging
decision makers, typically more senior decision makers
(07:31):
around the issue of change. Why should they change?
Now maybe the topic of conversation is external, a
combination of internal things, but it's around why change
and why now. At the same time, marketing
is pursuing building brand
interest and awareness, and how are they doing it?
(07:54):
What's their favorite topic? Why us? And
they're trying to create differentiation by highlighting
the new capabilities or features, or
essentially if they're a market leader and really a,
a new entrance, it's look at all that we have.
So you've got and it it typically
(08:16):
is whether it be a seminar, whether it
be a campaign, or an actual event.
The idea is how do we really differentiate
by focusing more on what's unique to us? And the
audience is predominantly more technical people. Now it may be
(08:37):
senior technical people, but they're they're
they're interested in how does it work. And so
in the software industry, of course, of course, you know,
free downloads and create a a a play box
in which to test and and validate, could this
fit in our environment? How easy is it? What's the user interface?
(09:00):
Are all the things that marketing loves to do,
and that in their mind is the result of
top of the funnel building. However, it's 2 really
different audiences with 2 different conversations.
And what that means is that there's a conversational
divide. A conversational divide that
(09:24):
really means missed revenue. Oh, I completely
agree, Scott. And you and I have kinda spent a big
chunk of our career trying to master for that, that early conversation,
the high conversation, the high and early conversation with with true
decision makers. And how do how do you resonate with them? Get them excited about
change. And and like you say now, that's typically led by
(09:46):
these rock star AEs trying to get into that executive suite and
have conversations like that. Meanwhile,
weirdly, marketing is focused more on the
how and the what, the stuff I might call it, that might
resonate, you know, lower and later in that buying journey with
some of those, you know, scouts and tire kickers, making sure everything
(10:08):
kinda is really good. But it it it it
should almost when I was looking at your your concepts and your great, you know,
your your great frameworks, Scott, I was thinking, there needs to be a flip
almost. It's just bizarre where marketing needs to
be resonating more, you know, upstairs if you would.
Yes. Where decision makers are. And and you're
(10:30):
at that point, you're not talking about the stuff. You're talking about why change,
not not why us and and look at me. Yeah. Yeah. It's look at
you, and here's why we need to be changing. Exactly.
Exactly. And it it's historic
patterns. Right? And it's the rare
scenario where the 2 come together, and and
(10:53):
that really represents the go forward position that I
wanna put out today during our conversation
and hopefully in the future with, decision makers
that would be, intrigued by our conversation
and wanna start. Well, how can we make that work in our world?
Whether they be sales or marketing leaders? So in the
(11:16):
connected revenue model, it really
means refining
or maybe initiating a new go to
market strategy. Now it may be a core
effort around land and expand,
and maintain, and so it's not really a lot net
(11:38):
new, but maybe there's new emphasis and priorities in that go
to market strategy. However, it may be more
opportunistic in which it's a new market
industry. It's a new buyer. It's an expanded
platform or set of services and capabilities that
they're bringing forward. And so that go to market strategy
(12:00):
is what begins to define in a collaborative way
between sales and marketing what really is the brand
promise that we're going to take to this audience in the
greater sense of of companies and buyers?
What is that brand promise that is embraced by
both sales and marketing? And that
(12:23):
is bridging the divide
because it is addressing real customer needs.
That ideal customer profile and those ideal
buyers that we want to influence that are more senior
in those organizations, addressing their
needs at a business level. So it's not the what and the
(12:46):
how. It really is the big why. Why
change? Why now? That's going to impact
your business. And and that really becomes
the unified value proposition
that, creates a a consistency
(13:06):
a consistency of message. And marketing loves
this concept of a singular or
unified voice. And I think whether it's a
campaign or it's a conversation, that
unified voice is what creates trust.
Trust with both technical and business buyers who are
(13:28):
ultimately going to be engaged in that buying cycle, but
we wanna be generating more of those ideal
conversations via the campaigns and then followed
up with a unified message so that there's a
sense of you're really in this together and your
primary focus is on me. Right? Because every buyer
(13:50):
wants to believe that that engagement is going to be
very customized and unique. Yep. Absolutely.
Yeah. I I love what you're saying, that unified voice, unified message, everybody
on that signal. I had almost think about that, Scott, as the backbone
that's you know, that that conceptual backbone that's gonna be, you know,
consistent across each of these conversations across
(14:13):
that buying journey where everybody's on that signal,
consistent around that, impactful around that, making sure
everybody's getting on the bus so the buyer can buy. Yeah.
And and I think it's important that you mentioned the buyer journey
because that's where I think, naturally, sales and marketing
can speak the same language. Right? We have often
(14:37):
engaged sales forces and sales leaders to say, we know you have a
sales process. Great. However, let's begin to
understand more intimately how do customers buy.
What is that journey through the classic decision making
cycle? Big companies, small companies, Europe,
APAC, North America. There's gonna be variations to it, but
(15:00):
there are rather consistent patterns. And that often is
what marketing is very clued into because they're doing research,
they're engaging in all sorts of debriefing of win loss analysis,
and and, market, customers through their
advocacy or advisory groups. And so
the buyer journey, can be a way in
(15:23):
which that unified voice via campaigns
and conversations can be delivered that build
trust and just consistency of message.
And here's really the bottom
line is top of funnel MQLs.
So we see marketing building
(15:47):
potential in the overall pipeline on the
basis of ideal customer profile and ideal
target buyer with business issues
that then lead to a almost a
interlock with sales who are now engaging
them, but those buyers have interest.
(16:09):
They are aware, and they believe that you're
already contributing with a sense of thought leadership, and it's
gonna continue. Absolutely. Yeah. This all makes
sense, and and how to drive that alignment
across that whole spectrum of that journey and and the
alignment, between these these any any types of handoffs,
(16:31):
if you would. Really well stated.
Scott, do you wanna get into some of maybe some of these, you know, the
the practicals around it? Yeah. Perfect. Perfect. So that
was the theory. We talked about the problem and why it exists.
We looked at the nature of the connected
revenue model anchored around a go to market
(16:54):
strategy and a unified voice, let's
look at how do we practically enable
both marketing and sales to begin to
execute at the campaign and conversation level.
And that's through cross functional content development.
Right? You've got sales. You've got marketing. You've
(17:18):
got services. You've got customer success. You have
the team. There likely are some product. There may even
be if you're in the tech space, you're you're, technical
people. But the point is that, we really need
to have the end customer now with
a a a focus on the content
(17:40):
that we're going to create, either for the campaign or the sales
conversation. So what are those industry pressures?
What's causing, the overall
market to move or at least
flash the red the the, you know, the red notice? Hey.
Danger. Beware. Things are shifting. The plates are
(18:03):
shifting. And so, this is consistent
across a variety of markets. It is
bringing in to a level of clarity what are
those prioritized customer challenges in their
current state. In other words, what's gonna drive them
to do something different, and what are the
(18:26):
risks if they just maintain that status quo? Right? That's
the combination of doing something different now with
a rationale, but also with an urgency
in which to act. And so as content and tools
are built, they're really being built on
insight. Tell me something I don't know.
(18:50):
And in many cases, sellers
and marketing have exposure to 100, if not thousands,
of customers. And so it's very easily in a collaborative
fashion to begin to build out that insight and then
to turn it into practical sales enablement
tools, talk tracks, and usually visuals.
(19:13):
Now that's on the sales side. Right? I get ready for a
meeting. I have a series of talk tracks, questions,
points of view, insightful statements,
statistics, even stories that I'm gonna tell. And I may go
up to a whiteboard, or I have an animated PowerPoint in
a virtual environment, but they're classic
(19:36):
sales enablement or sales support tools.
But what I find is that if marketing and sales build it together,
now sales knows how to extract from that content.
Okay. This would be great for this campaign with this buyer,
Where they might be doing a whiteboard in sales, that
would be a perfect infographic that we could
(19:59):
make as one of the assets that we're building. So
cross functional content development
really fuels both sales and marketing in
that unified voice and that,
aligned go to market strategy. I I love it,
(20:19):
Scott. Gosh. You you make me think about, the initiative we worked on,
together with Workfront before they were acquired by
Adobe. So we were doing cross functional
content development, but not, you know, you and I weren't knocking out infographics.
You know, it started with, you know, conceptual big ideas
insights as you say into that buyer's world, and
(20:41):
how can we look different, sound different, and and be different based
on the capabilities we have behind us, in terms of the
the the product and services that Workfront we're bringing to market.
But we we had marketing in the room. We, you know, we we had
their core leadership team, but representing marketing
product, you know, their their chief product officer was involved, Scott,
(21:04):
another Scott. You know, multiple different
factions came together, and we were pulling the
best ideas across that functional group in order
to craft their messaging and their, ultimately,
their sales narrative. And, Scott, based on that, you
know, they manifested explainer videos and, you know, they redid
(21:26):
their website, etcetera, messaging from a marketing and
sales perspective as part of that whole go to market movement.
Pre acquisition, I'd I'd love to thank Scott that we had a hand in
getting them acquired. But, yeah, it it I didn't get a percentage. Did you get
a percentage? Not yet. But but I did bump into their
CEO in the airport, and he was still grateful. So Oh,
(21:49):
no. That's yeah. Yeah. Yeah. The other thing,
Scott, just to just to bring this to life, with Tableau,
I had, they brought us in to work with, on
building their their message strategy and and sales narrative,
for both their commercial segment mid market and enterprise. They were trying to
(22:10):
get into the enterprise at the time. This is right before they had their
IPO, a $1,000,000,000 IPO back when a $1,000,000,000 was a lot of
money. But, we, the the cool thing
is we had product sales, their CMO, etcetera,
everybody in the room working super hard together.
But the ultimate narrative that we crafted, you know, I can
(22:32):
still point to, you know, their, he was VP of product
development. He had a great idea that, well, came into that
narrative. Another one of their rock star sellers,
he had a big idea that came into that that that ultimate
narrative. So it just came together, bay
based on insight. This is multifunctional insight to
(22:54):
to create the the ultimate assets that they went to market with.
Extremely successful. We we we've all had number
of situations where that happened because we just
realized, that collaborative,
content development is so critical because what it does is
is not only it brings the best thinking together, but then
(23:17):
it fuels the natural ownership by marketing
to generate awareness and interest now around
why change and the urgency of that why
now in their campaigns. And at the same time, sales
knows that they're getting top of funnel, top of pipeline,
(23:37):
MQLs that they're going to spend time. Their SDR
and or they, as AEs, AMs, are gonna
spend time because it's going to very quickly lead
to engaging effectively with stakeholders
around why change, why now, and why
us? Because in almost 90%
(24:00):
of the cases, we're seeking to equip
complex b to b buying cycles, and that is
moving from 1 person to 5 people to up
to 10 people now. So the seller is going to have
a complex orchestration of
getting stakeholder buy in across
(24:22):
that using the unified voice
of the go to market strategy and the assets that have
been being built. Yeah. I I agree. Yeah. And and and
like you like you say, it even extends into getting other buyers on the bus,
other key stakeholders. And and and the big buyers on the bus, other key
stakeholders, and and and the big challenge sellers are having
doing that, which is even getting, you know, worse. You said up to 10, it's
(24:45):
even more than that Scott based on some of the recent stats I've seen. So
buying is getting even more complex as we move into
2025. But, yeah, let's talk about what
good looks like, Scott, in terms of unified messaging delivery.
Yeah. And and
it really is that combination of sales, marketing,
(25:07):
service, all, coming together.
The graphical image that you have on screen for those who are viewing,
really represents that that apex of a
point of message being delivered consistently
across all channels. Now we could even say omnichannel in
(25:28):
that sense because it really will be going across all of
the various channels to deliver on,
overall pipeline and ultimately connected
revenue. Scott, I got one for you. Tableau,
we recently had her our their CRO on on our,
(25:49):
on the Value Pro Show. So I'd encourage everybody to check that out, you know,
in terms of, gosh, the impact that comes when you have that unified
message, and and everybody's delivering against it. But a hilarious
story, this woman who worked in their training function at Tableau
landed an opportunity. She's using the the unified message that
that everybody was trained on from the chairman down to the
(26:12):
frontline and and and and and managers, across
all functions. It would became a whole company sales narrative that
everybody embraced, but even somebody in training was knocked down a deal,
leveraging the unified, message. Yep.
And and I will because I'm sure we're gonna have a a
a diverse audience. While most of your illustrations have
(26:34):
been technology, much of my
recent work has been with industrial companies
at getting, sales and marketing in the room together. We've
even we we've even gone back to this very age
old idea of account based marketing. So
we're creating conversations in an expansion mode
(26:57):
content for expansions that now you can begin to
really pursue those buying centers that are completely,
untouched. And so often, that is a big problem. So
whether it be industrial companies or whether
it be technology companies, it is a b to b environment,
and it's bringing together all of the dimensions of
(27:21):
customer success for expansion of sales and
marketing for new logo and expansion around all of that.
So Yep. Let's let's, kind of
get specific now in terms of what are the things that you've
gotta do to activate this connected
revenue model through a unified message
(27:43):
delivery. Right? Having the intention in and of itself is
not enough. And so there are going to be and for those of you that
are watching this particular or you can go, those of
you who are listening can go to the YouTube channel and see this after the
fact. We've got a basic model that's summarizing
this overall connected revenue model. And on the right hand side,
(28:06):
I want to draw attention to really
3 components of
activating these sales conversations.
The first one is is that the content tools is built
into a video based playbook. So whether it be
as part of onboarding, whether it be part of a manager
(28:30):
preparing and coaching a seller
or a seller who's on the train or on a plane and getting
ready. They wanna watch video. They wanna see what good looks
like. They wanna hear a story told by
a peer. That's the video based playbook that we think
is so important to activate this conversation
(28:52):
and really be tied to, and serve
as the curriculum for experiential training
events. Face to face, virtual,
or a hybrid of all of that. It needs to be experiential,
which really means current accounts and live
opportunities. Because that's how particularly
(29:14):
sellers, adult, in general, but
certainly sellers is the the the the the unit
of measure for them is what accounts am I managing that I need to grow,
what opportunities do I have in the pipeline that I need to win.
And and so taking the playbook and translating that
into experiential learning is so
(29:37):
critical in the training and enablement life cycle
around all of that. And it really the last thing, and this is
coming full circle because this was the topic in
our previous podcast around value
is coaching. The value that coaching brings
in terms of activating new
(29:59):
behaviors by sellers, and we could even say
from marketing because as we have done this in a larger
transformation program, training the marketing
team in their campaigns and in their field marketing
events so that that unified voice was once
again being consistent and creating trust across
(30:22):
both technical and business buyers. And
those three components, and we don't have time to go into
all the details of that, but Mhmm. Nevertheless,
that really is how you implement and bridge the
gap between sales and marketing for
consistent growth. Yeah. Brilliant, Scott. So I just just to
(30:44):
summarize as well, just to anchor on this, what Scott's talking about. Some
of some of the key ways to operationalize this as Playbooks.
Really good experiential training, you know, where people do
practice with that message and and figure out how to tailor
it for different context and and really become comfortable with it. You know,
they they indoctrinate that, you know,
(31:07):
to to really make it their own and and be effective around that. And then
coaching and and to and as Scott had said, you know, we
Scott and I did another episode together around how to
deliver more value as a coach, But that's one of the
key levers that makes this whole thing work. You know, training your
managers, making sure they're really, you know, you know, leading by
(31:30):
example, and then putting them in a you know, posturing them as
a value added coach, you know, and and really doing their
job to help the people reporting to them
be on message and and get better results.
Exactly. Well, Scott, this has been a a
beautiful episode. Just anything on your mind that we might
(31:52):
have missed, be before we we, break?
I guess I would say is I've never seen this happen
without a third party engagement.
And so not to create a promo for you or I,
but rather to say navigating this
cross functional, it just takes a lot of
(32:15):
time, effort, and their politics internally.
And so it's very, very hard for this to take place. And
so I encourage you, whether it be us or others that you
pursue, those individuals that are skilled and
experienced in facilitating the go to market
strategy, in bringing the teams together and creating those
(32:38):
assets, and then implementing that with you so that it
really is a accelerated pathway to connected
revenue versus a long winding road
that may in fact get nowhere. And by the way, you
got a day job, so let us do the heavy lifting.
Yeah. And, also, Scott, I was even talking to, you know, the the
(33:00):
former, CRO of Tableau, and her last position was immediate past president
of, Gong dot io, when they're
valued at $7,000,000,000. And she sits on multiple boards, but we are talking
about pitfalls. What you're talking about here with
connected revenue is incredibly strategic, and it
actually becomes a bit of a cultural shift within the organization.
(33:23):
It's not just another quick little campaign by marketing,
see if we get lucky and drive some more leads. No. It's it's foundational.
And, some of the biggest pitfalls is delegating this down
to maybe a junior manager or even an individual contributor who
might have time and and, you know, typically, they might be in the marketing
department, and they run around, try to make something happen, and then it just dies
(33:45):
on the vine. Nobody adopts it. It's like a a bad organ that doesn't
doesn't make its way into the body. That's one strategy.
The other key pitfall that I often see is, hey. Let's outsource this. Let's
bring in a brand agency. Maybe they can help us figure it out. I
I've rarely see that being adopted, especially
by sales. You know, it's it's it was kinda out here. It doesn't hit the
(34:08):
mark. It's not built on real insight. And and
again, it's like a bad organ. It doesn't come into the body. So,
you're so right. I've I haven't seen it either where it's being
managed internally, but it's a strategic. So I
would argue, leadership, even like in Tableau, I had the
CMO in the room. You know? They they've gotta own this at the end of
(34:30):
the day. It it's that strategic. Sponsorship. Yes.
Yep. Yep. Awesome. Well, no. Great point, Scott.
So, hey, just, I'd like to, you know, highlight for
everybody listening and watching. Scott's been around the
he's run this railroad multiple times. You know? Please reach out to
Scott. Scott, how do they find you on LinkedIn?
(34:52):
Yeah. Yep. So, by name, all they have to do is do a quick
search for that, and and then also on the Value Pros
website where this video will be hosted. You can reach me in either
of those two places. Absolutely. Yeah. Just look for the good looking guy.
Exactly. Scott Cressey. And everyone, thanks for, tuning
in. I always appreciate your time. Scott, thanks for, delivering the value.
(35:15):
Connected revenue, I believe, will stick, and it's it'll be
so strategic as we move into 2025 and beyond.
Excellent. Cheers. Wow. What a
fantastic conversation with Scott Presssey about connected revenue.
Key takeaways of mine include having alignment around the go to
market strategy and how that needs to be translated into a
(35:37):
unified voice across sales, marketing, and customer success.
We also discussed how collaborative content development with key
go to market team stakeholders can fuel go to market
success, and last but not least, the critical role
of playbooks, experiential training, and coaching in
driving adoption and alignment. One of the
(36:00):
most striking insights for me was how connected revenue isn't
just a strategy. It's a cultural shift requiring
commitment from leadership and collaboration across teams.
So don't delegate this down or out. Own it
with some outside support. And on that note, please look for Scott
Preci on LinkedIn or through the team at Value Pros. If you
(36:23):
enjoyed this episode, please like and subscribe to the value pro
show. And if you're feeling kind, leave a review so others can
find and enjoy it too. Thanks for tuning in, and see you in the
next episode.
Welcome to the ValuePro Show, where ValuePros get value
ready.
My name is Bruce Scheer, the host of the ValuePro Show. In this
episode, we're talking with Scott Presse, an adviser to sales and
marketing leaders implementing innovative growth strategies.
With over 25 years of experience spanning 300 client
(00:23):
engagements across 45 countries, Scott has worked with
companies and industries ranging from technology and manufacturing
to health care and financial services. His expertise lies
in connecting sales and marketing to drive unified revenue
outcomes. We have personally worked together on several engagements
for global companies and their strategic go to market initiatives.
(00:47):
Today, we'll explore Scott's groundbreaking concept of connected
revenue, which bridges the gaps between sales and marketing
for consistent and impactful growth. This episode is packed
with actionable insights for aligning your go to market strategies to
meet 20 25's challenges head on. Let's dive
in. Welcome everybody. Hey. Today, we've got Scott
(01:09):
Presse with me. And, Scott, please tell us just
a little bit about you and and how we're gonna, you know, enter into
this wonderful topic about connected revenue. Great.
Well, for over 20 years, Bruce, as you will well know, because a
lot of it was us working together, but I have
engaged with sales and marketing leaders in helping them
(01:31):
implement new growth strategies. And so that's
taking me across 300 client engagements
in 45 countries to allow me to see
in particular, and that's the topic of today, this
intersection of sales and marketing together.
What are some of the common pitfalls as well as what really
(01:53):
is a recipe for bringing them together
to pursue revenue for the company. Yeah. Awesome.
Yeah. And just to add to that, Scott and I do go way back. We
you know, we've worked together for over a decade and, worked on some of the
biggest engagements. Actually, eBay even bought one of the
entities that we kinda were working with very deeply.
(02:16):
They're overarching sales system, getting them performing
properly, and then they got acquired by eBay just after that called eBay
Enterprise, if you guys remember that. And then, Scott and I
did a ton of work with Korn Ferry at a global level. So just just
a lot of fun working on some, oh, very strategic initiatives
for some pretty big firms, but Scott's, worked all the way from start
(02:38):
up to scale up to enterprise. And Scott, as you say, globally.
And, I'd say Scott, you probably impact, you know, thousands
of sellers per year revenue leaders and and and and
whole teams, which we'll be talking about as part of this episode.
Just talking about this new big idea concept that Scott's been
working on, called connected revenue. And, Scott,
(03:02):
why don't you go ahead and tell us a little bit about this this idea
and this conceptual, thinking that you're bringing to the
world. Great. Connected revenue is
really about bridging the gap between sales and
marketing, and establishing consistent growth.
I love it, Scott. And especially right now, all
(03:24):
the themes are pointing towards go to market success, go to
market alignment. How can we be more efficient and effective
across multiple parties and how we go to market for impact
and growth consistently, effectively
resonating? And, it does require this
connective tissue so everybody can work in concert to
(03:46):
make this happen. So your topic couldn't be more timely
because people are thinking about it, but the problem I'm seeing, Scott, is they
lack some of the distinctives distinctions around language about how do
we do this. And that's where you're gonna break it down and make it
immensely practical for go to market teams to get their head
around this and and figure out how can they align better for go to market
(04:09):
success. Yes. Exactly. And I think the best
place to start is really what's the problem. And some
to some degree, why? Why is
their disconnected revenue today? And I would
say that that it has been principally
present in
(04:31):
80 to 90% of all of the client engagements.
So this isn't some esoteric concept. This is
ground level typical behaviors
in which increasingly in the last few years, we've
seen CMOs begin to have accountability
for full pipeline responsibility. Right?
(04:54):
Previously, they just had top of funnel, and then sales took
everything after that As if MQLs were
the, you know, golden egg when in fact, all
they are are the start of a process of
of making revenue come alive. So
with that, they have
(05:16):
continued though to operate in their sales and marketing
silos. And that divergent
approach is really creating disconnected
strategies in the go to market and really missed
revenue opportunities because they're not
bridging that gap. They're just proceeding as
(05:39):
though it were business as usual, and that having
some common metrics would somehow make it all work
together. Yeah. Totally. And I still see this behavior.
Scott, I I I'll bring a a story into this.
A a very large organization that we all know, Autodesk, and and they've kinda, you
know, killed it. They're, yeah, they're one of the global enterprises here.
(06:03):
Was working with them. I'm in a workshop with, one of their
marketing leaders, and and I have more sellers than
marketers in there. And, their top AE,
was in there. And he just kinda stretched around like a rock star.
Everybody's watching him. You know? He he's magic. You know, Superman
as the seller. And I'm, like, just going, hey. You know? You know, how's
(06:26):
marketing doing for you? You know? What kind of leads are you getting? How's that
working out for you? And, the marketing leader's right there
listening, and he's, like, just going, oh. And I I
I purposely instruct my SDR to never
touch those leads. You know, just
without a doubt. It it's a complete waste of
(06:48):
time. We do all of our own work, you know, work in my book of
business, etcetera, territory, but, yeah, we don't touch any leads from marketing.
I turned to the marketing guy. I'm like, just going, did did you hear that?
What's going on? And he's, like, embarrassed, turned
red. But, you know, like you say, Scott, those silos
exist. You know, never should they it's a should they cross over in
(07:11):
a line? And it's it's horrible, and I I'm glad you're gonna break that
down and how to solve for that problem. Yeah. And let's almost put
the, magnifying glass on it. So,
sales is very focused on engaging
decision makers, typically more senior decision makers
(07:31):
around the issue of change. Why should they change?
Now maybe the topic of conversation is external, a
combination of internal things, but it's around why change
and why now. At the same time, marketing
is pursuing building brand
interest and awareness, and how are they doing it?
(07:54):
What's their favorite topic? Why us? And
they're trying to create differentiation by highlighting
the new capabilities or features, or
essentially if they're a market leader and really a,
a new entrance, it's look at all that we have.
So you've got and it it typically
(08:16):
is whether it be a seminar, whether it
be a campaign, or an actual event.
The idea is how do we really differentiate
by focusing more on what's unique to us? And the
audience is predominantly more technical people. Now it may be
(08:37):
senior technical people, but they're they're
they're interested in how does it work. And so
in the software industry, of course, of course, you know,
free downloads and create a a a play box
in which to test and and validate, could this
fit in our environment? How easy is it? What's the user interface?
(09:00):
Are all the things that marketing loves to do,
and that in their mind is the result of
top of the funnel building. However, it's 2 really
different audiences with 2 different conversations.
And what that means is that there's a conversational
divide. A conversational divide that
(09:24):
really means missed revenue. Oh, I completely
agree, Scott. And you and I have kinda spent a big
chunk of our career trying to master for that, that early conversation,
the high conversation, the high and early conversation with with true
decision makers. And how do how do you resonate with them? Get them excited about
change. And and like you say now, that's typically led by
(09:46):
these rock star AEs trying to get into that executive suite and
have conversations like that. Meanwhile,
weirdly, marketing is focused more on the
how and the what, the stuff I might call it, that might
resonate, you know, lower and later in that buying journey with
some of those, you know, scouts and tire kickers, making sure everything
(10:08):
kinda is really good. But it it it it
should almost when I was looking at your your concepts and your great, you know,
your your great frameworks, Scott, I was thinking, there needs to be a flip
almost. It's just bizarre where marketing needs to
be resonating more, you know, upstairs if you would.
Yes. Where decision makers are. And and you're
(10:30):
at that point, you're not talking about the stuff. You're talking about why change,
not not why us and and look at me. Yeah. Yeah. It's look at
you, and here's why we need to be changing. Exactly.
Exactly. And it it's historic
patterns. Right? And it's the rare
scenario where the 2 come together, and and
(10:53):
that really represents the go forward position that I
wanna put out today during our conversation
and hopefully in the future with, decision makers
that would be, intrigued by our conversation
and wanna start. Well, how can we make that work in our world?
Whether they be sales or marketing leaders? So in the
(11:16):
connected revenue model, it really
means refining
or maybe initiating a new go to
market strategy. Now it may be a core
effort around land and expand,
and maintain, and so it's not really a lot net
(11:38):
new, but maybe there's new emphasis and priorities in that go
to market strategy. However, it may be more
opportunistic in which it's a new market
industry. It's a new buyer. It's an expanded
platform or set of services and capabilities that
they're bringing forward. And so that go to market strategy
(12:00):
is what begins to define in a collaborative way
between sales and marketing what really is the brand
promise that we're going to take to this audience in the
greater sense of of companies and buyers?
What is that brand promise that is embraced by
both sales and marketing? And that
(12:23):
is bridging the divide
because it is addressing real customer needs.
That ideal customer profile and those ideal
buyers that we want to influence that are more senior
in those organizations, addressing their
needs at a business level. So it's not the what and the
(12:46):
how. It really is the big why. Why
change? Why now? That's going to impact
your business. And and that really becomes
the unified value proposition
that, creates a a consistency
(13:06):
a consistency of message. And marketing loves
this concept of a singular or
unified voice. And I think whether it's a
campaign or it's a conversation, that
unified voice is what creates trust.
Trust with both technical and business buyers who are
(13:28):
ultimately going to be engaged in that buying cycle, but
we wanna be generating more of those ideal
conversations via the campaigns and then followed
up with a unified message so that there's a
sense of you're really in this together and your
primary focus is on me. Right? Because every buyer
(13:50):
wants to believe that that engagement is going to be
very customized and unique. Yep. Absolutely.
Yeah. I I love what you're saying, that unified voice, unified message, everybody
on that signal. I had almost think about that, Scott, as the backbone
that's you know, that that conceptual backbone that's gonna be, you know,
consistent across each of these conversations across
(14:13):
that buying journey where everybody's on that signal,
consistent around that, impactful around that, making sure
everybody's getting on the bus so the buyer can buy. Yeah.
And and I think it's important that you mentioned the buyer journey
because that's where I think, naturally, sales and marketing
can speak the same language. Right? We have often
(14:37):
engaged sales forces and sales leaders to say, we know you have a
sales process. Great. However, let's begin to
understand more intimately how do customers buy.
What is that journey through the classic decision making
cycle? Big companies, small companies, Europe,
APAC, North America. There's gonna be variations to it, but
(15:00):
there are rather consistent patterns. And that often is
what marketing is very clued into because they're doing research,
they're engaging in all sorts of debriefing of win loss analysis,
and and, market, customers through their
advocacy or advisory groups. And so
the buyer journey, can be a way in
(15:23):
which that unified voice via campaigns
and conversations can be delivered that build
trust and just consistency of message.
And here's really the bottom
line is top of funnel MQLs.
So we see marketing building
(15:47):
potential in the overall pipeline on the
basis of ideal customer profile and ideal
target buyer with business issues
that then lead to a almost a
interlock with sales who are now engaging
them, but those buyers have interest.
(16:09):
They are aware, and they believe that you're
already contributing with a sense of thought leadership, and it's
gonna continue. Absolutely. Yeah. This all makes
sense, and and how to drive that alignment
across that whole spectrum of that journey and and the
alignment, between these these any any types of handoffs,
(16:31):
if you would. Really well stated.
Scott, do you wanna get into some of maybe some of these, you know, the
the practicals around it? Yeah. Perfect. Perfect. So that
was the theory. We talked about the problem and why it exists.
We looked at the nature of the connected
revenue model anchored around a go to market
(16:54):
strategy and a unified voice, let's
look at how do we practically enable
both marketing and sales to begin to
execute at the campaign and conversation level.
And that's through cross functional content development.
Right? You've got sales. You've got marketing. You've
(17:18):
got services. You've got customer success. You have
the team. There likely are some product. There may even
be if you're in the tech space, you're you're, technical
people. But the point is that, we really need
to have the end customer now with
a a a focus on the content
(17:40):
that we're going to create, either for the campaign or the sales
conversation. So what are those industry pressures?
What's causing, the overall
market to move or at least
flash the red the the, you know, the red notice? Hey.
Danger. Beware. Things are shifting. The plates are
(18:03):
shifting. And so, this is consistent
across a variety of markets. It is
bringing in to a level of clarity what are
those prioritized customer challenges in their
current state. In other words, what's gonna drive them
to do something different, and what are the
(18:26):
risks if they just maintain that status quo? Right? That's
the combination of doing something different now with
a rationale, but also with an urgency
in which to act. And so as content and tools
are built, they're really being built on
insight. Tell me something I don't know.
(18:50):
And in many cases, sellers
and marketing have exposure to 100, if not thousands,
of customers. And so it's very easily in a collaborative
fashion to begin to build out that insight and then
to turn it into practical sales enablement
tools, talk tracks, and usually visuals.
(19:13):
Now that's on the sales side. Right? I get ready for a
meeting. I have a series of talk tracks, questions,
points of view, insightful statements,
statistics, even stories that I'm gonna tell. And I may go
up to a whiteboard, or I have an animated PowerPoint in
a virtual environment, but they're classic
(19:36):
sales enablement or sales support tools.
But what I find is that if marketing and sales build it together,
now sales knows how to extract from that content.
Okay. This would be great for this campaign with this buyer,
Where they might be doing a whiteboard in sales, that
would be a perfect infographic that we could
(19:59):
make as one of the assets that we're building. So
cross functional content development
really fuels both sales and marketing in
that unified voice and that,
aligned go to market strategy. I I love it,
(20:19):
Scott. Gosh. You you make me think about, the initiative we worked on,
together with Workfront before they were acquired by
Adobe. So we were doing cross functional
content development, but not, you know, you and I weren't knocking out infographics.
You know, it started with, you know, conceptual big ideas
insights as you say into that buyer's world, and
(20:41):
how can we look different, sound different, and and be different based
on the capabilities we have behind us, in terms of the
the the product and services that Workfront we're bringing to market.
But we we had marketing in the room. We, you know, we we had
their core leadership team, but representing marketing
product, you know, their their chief product officer was involved, Scott,
(21:04):
another Scott. You know, multiple different
factions came together, and we were pulling the
best ideas across that functional group in order
to craft their messaging and their, ultimately,
their sales narrative. And, Scott, based on that, you
know, they manifested explainer videos and, you know, they redid
(21:26):
their website, etcetera, messaging from a marketing and
sales perspective as part of that whole go to market movement.
Pre acquisition, I'd I'd love to thank Scott that we had a hand in
getting them acquired. But, yeah, it it I didn't get a percentage. Did you get
a percentage? Not yet. But but I did bump into their
CEO in the airport, and he was still grateful. So Oh,
(21:49):
no. That's yeah. Yeah. Yeah. The other thing,
Scott, just to just to bring this to life, with Tableau,
I had, they brought us in to work with, on
building their their message strategy and and sales narrative,
for both their commercial segment mid market and enterprise. They were trying to
(22:10):
get into the enterprise at the time. This is right before they had their
IPO, a $1,000,000,000 IPO back when a $1,000,000,000 was a lot of
money. But, we, the the cool thing
is we had product sales, their CMO, etcetera,
everybody in the room working super hard together.
But the ultimate narrative that we crafted, you know, I can
(22:32):
still point to, you know, their, he was VP of product
development. He had a great idea that, well, came into that
narrative. Another one of their rock star sellers,
he had a big idea that came into that that that ultimate
narrative. So it just came together, bay
based on insight. This is multifunctional insight to
(22:54):
to create the the ultimate assets that they went to market with.
Extremely successful. We we we've all had number
of situations where that happened because we just
realized, that collaborative,
content development is so critical because what it does is
is not only it brings the best thinking together, but then
(23:17):
it fuels the natural ownership by marketing
to generate awareness and interest now around
why change and the urgency of that why
now in their campaigns. And at the same time, sales
knows that they're getting top of funnel, top of pipeline,
(23:37):
MQLs that they're going to spend time. Their SDR
and or they, as AEs, AMs, are gonna
spend time because it's going to very quickly lead
to engaging effectively with stakeholders
around why change, why now, and why
us? Because in almost 90%
(24:00):
of the cases, we're seeking to equip
complex b to b buying cycles, and that is
moving from 1 person to 5 people to up
to 10 people now. So the seller is going to have
a complex orchestration of
getting stakeholder buy in across
(24:22):
that using the unified voice
of the go to market strategy and the assets that have
been being built. Yeah. I I agree. Yeah. And and and
like you like you say, it even extends into getting other buyers on the bus,
other key stakeholders. And and and the big buyers on the bus, other key
stakeholders, and and and the big challenge sellers are having
doing that, which is even getting, you know, worse. You said up to 10, it's
(24:45):
even more than that Scott based on some of the recent stats I've seen. So
buying is getting even more complex as we move into
2025. But, yeah, let's talk about what
good looks like, Scott, in terms of unified messaging delivery.
Yeah. And and
it really is that combination of sales, marketing,
(25:07):
service, all, coming together.
The graphical image that you have on screen for those who are viewing,
really represents that that apex of a
point of message being delivered consistently
across all channels. Now we could even say omnichannel in
(25:28):
that sense because it really will be going across all of
the various channels to deliver on,
overall pipeline and ultimately connected
revenue. Scott, I got one for you. Tableau,
we recently had her our their CRO on on our,
(25:49):
on the Value Pro Show. So I'd encourage everybody to check that out, you know,
in terms of, gosh, the impact that comes when you have that unified
message, and and everybody's delivering against it. But a hilarious
story, this woman who worked in their training function at Tableau
landed an opportunity. She's using the the unified message that
that everybody was trained on from the chairman down to the
(26:12):
frontline and and and and and managers, across
all functions. It would became a whole company sales narrative that
everybody embraced, but even somebody in training was knocked down a deal,
leveraging the unified, message. Yep.
And and I will because I'm sure we're gonna have a a
a diverse audience. While most of your illustrations have
(26:34):
been technology, much of my
recent work has been with industrial companies
at getting, sales and marketing in the room together. We've
even we we've even gone back to this very age
old idea of account based marketing. So
we're creating conversations in an expansion mode
(26:57):
content for expansions that now you can begin to
really pursue those buying centers that are completely,
untouched. And so often, that is a big problem. So
whether it be industrial companies or whether
it be technology companies, it is a b to b environment,
and it's bringing together all of the dimensions of
(27:21):
customer success for expansion of sales and
marketing for new logo and expansion around all of that.
So Yep. Let's let's, kind of
get specific now in terms of what are the things that you've
gotta do to activate this connected
revenue model through a unified message
(27:43):
delivery. Right? Having the intention in and of itself is
not enough. And so there are going to be and for those of you that
are watching this particular or you can go, those of
you who are listening can go to the YouTube channel and see this after the
fact. We've got a basic model that's summarizing
this overall connected revenue model. And on the right hand side,
(28:06):
I want to draw attention to really
3 components of
activating these sales conversations.
The first one is is that the content tools is built
into a video based playbook. So whether it be
as part of onboarding, whether it be part of a manager
(28:30):
preparing and coaching a seller
or a seller who's on the train or on a plane and getting
ready. They wanna watch video. They wanna see what good looks
like. They wanna hear a story told by
a peer. That's the video based playbook that we think
is so important to activate this conversation
(28:52):
and really be tied to, and serve
as the curriculum for experiential training
events. Face to face, virtual,
or a hybrid of all of that. It needs to be experiential,
which really means current accounts and live
opportunities. Because that's how particularly
(29:14):
sellers, adult, in general, but
certainly sellers is the the the the the unit
of measure for them is what accounts am I managing that I need to grow,
what opportunities do I have in the pipeline that I need to win.
And and so taking the playbook and translating that
into experiential learning is so
(29:37):
critical in the training and enablement life cycle
around all of that. And it really the last thing, and this is
coming full circle because this was the topic in
our previous podcast around value
is coaching. The value that coaching brings
in terms of activating new
(29:59):
behaviors by sellers, and we could even say
from marketing because as we have done this in a larger
transformation program, training the marketing
team in their campaigns and in their field marketing
events so that that unified voice was once
again being consistent and creating trust across
(30:22):
both technical and business buyers. And
those three components, and we don't have time to go into
all the details of that, but Mhmm. Nevertheless,
that really is how you implement and bridge the
gap between sales and marketing for
consistent growth. Yeah. Brilliant, Scott. So I just just to
(30:44):
summarize as well, just to anchor on this, what Scott's talking about. Some
of some of the key ways to operationalize this as Playbooks.
Really good experiential training, you know, where people do
practice with that message and and figure out how to tailor
it for different context and and really become comfortable with it. You know,
they they indoctrinate that, you know,
(31:07):
to to really make it their own and and be effective around that. And then
coaching and and to and as Scott had said, you know, we
Scott and I did another episode together around how to
deliver more value as a coach, But that's one of the
key levers that makes this whole thing work. You know, training your
managers, making sure they're really, you know, you know, leading by
(31:30):
example, and then putting them in a you know, posturing them as
a value added coach, you know, and and really doing their
job to help the people reporting to them
be on message and and get better results.
Exactly. Well, Scott, this has been a a
beautiful episode. Just anything on your mind that we might
(31:52):
have missed, be before we we, break?
I guess I would say is I've never seen this happen
without a third party engagement.
And so not to create a promo for you or I,
but rather to say navigating this
cross functional, it just takes a lot of
(32:15):
time, effort, and their politics internally.
And so it's very, very hard for this to take place. And
so I encourage you, whether it be us or others that you
pursue, those individuals that are skilled and
experienced in facilitating the go to market
strategy, in bringing the teams together and creating those
(32:38):
assets, and then implementing that with you so that it
really is a accelerated pathway to connected
revenue versus a long winding road
that may in fact get nowhere. And by the way, you
got a day job, so let us do the heavy lifting.
Yeah. And, also, Scott, I was even talking to, you know, the the
(33:00):
former, CRO of Tableau, and her last position was immediate past president
of, Gong dot io, when they're
valued at $7,000,000,000. And she sits on multiple boards, but we are talking
about pitfalls. What you're talking about here with
connected revenue is incredibly strategic, and it
actually becomes a bit of a cultural shift within the organization.
(33:23):
It's not just another quick little campaign by marketing,
see if we get lucky and drive some more leads. No. It's it's foundational.
And, some of the biggest pitfalls is delegating this down
to maybe a junior manager or even an individual contributor who
might have time and and, you know, typically, they might be in the marketing
department, and they run around, try to make something happen, and then it just dies
(33:45):
on the vine. Nobody adopts it. It's like a a bad organ that doesn't
doesn't make its way into the body. That's one strategy.
The other key pitfall that I often see is, hey. Let's outsource this. Let's
bring in a brand agency. Maybe they can help us figure it out. I
I've rarely see that being adopted, especially
by sales. You know, it's it's it was kinda out here. It doesn't hit the
(34:08):
mark. It's not built on real insight. And and
again, it's like a bad organ. It doesn't come into the body. So,
you're so right. I've I haven't seen it either where it's being
managed internally, but it's a strategic. So I
would argue, leadership, even like in Tableau, I had the
CMO in the room. You know? They they've gotta own this at the end of
(34:30):
the day. It it's that strategic. Sponsorship. Yes.
Yep. Yep. Awesome. Well, no. Great point, Scott.
So, hey, just, I'd like to, you know, highlight for
everybody listening and watching. Scott's been around the
he's run this railroad multiple times. You know? Please reach out to
Scott. Scott, how do they find you on LinkedIn?
(34:52):
Yeah. Yep. So, by name, all they have to do is do a quick
search for that, and and then also on the Value Pros
website where this video will be hosted. You can reach me in either
of those two places. Absolutely. Yeah. Just look for the good looking guy.
Exactly. Scott Cressey. And everyone, thanks for, tuning
in. I always appreciate your time. Scott, thanks for, delivering the value.
(35:15):
Connected revenue, I believe, will stick, and it's it'll be
so strategic as we move into 2025 and beyond.
Excellent. Cheers. Wow. What a
fantastic conversation with Scott Presssey about connected revenue.
Key takeaways of mine include having alignment around the go to
market strategy and how that needs to be translated into a
(35:37):
unified voice across sales, marketing, and customer success.
We also discussed how collaborative content development with key
go to market team stakeholders can fuel go to market
success, and last but not least, the critical role
of playbooks, experiential training, and coaching in
driving adoption and alignment. One of the
(36:00):
most striking insights for me was how connected revenue isn't
just a strategy. It's a cultural shift requiring
commitment from leadership and collaboration across teams.
So don't delegate this down or out. Own it
with some outside support. And on that note, please look for Scott
Preci on LinkedIn or through the team at Value Pros. If you
(36:23):
enjoyed this episode, please like and subscribe to the value pro
show. And if you're feeling kind, leave a review so others can
find and enjoy it too. Thanks for tuning in, and see you in the
next episode.
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