Episode 157: Demand generation for long sales cycle with Andrei & Vladimir

In this episode of Fullfunnel Live, we talked about demand generation for long sales cycles.

𝗪𝗵𝗮𝘁 𝗬𝗼𝘂’𝗹𝗹 𝗟𝗲𝗮𝗿𝗻:

• How long does it take to generate an enterprise sales opportunity
• 3 levels of demand
• Demand generation from the B2B buyer's perspective and how to influence it

💡 As always, we share real live examples and answer your questions, making this episode a must-watch for marketers and sales professionals alike.

📌 Don’t forget to like, comment, and subscribe for more insights on ABM, content strategy, and B2B marketing!


RESOURCES

On-Demand B2B Marketing Courses: https://fullfunnel.io/b2b-marketing-courses/

Full-Funnel Insider - A Marketing Newsletter For B2B Marketers: https://fullfunnel.io/marketing-newsletter/

Join our community for B2B marketers - The Trenches: https://trenches.community/

Upcoming events: https://lu.ma/fullfunnel/events

Full-Funnel Marketing Content Hub: https://fullfunnel.io/blog

Vladimir on Linkedin: https://www.linkedin.com/in/vladimirblagojevic/
Andrei on Linkedin: https://www.linkedin.com/in/azinkevich/

Episode Transcript

Speaker 1 (00:04):
This is the Full Funnel bt B Marketing podcast, brought
to you by full Funnel dot io.

Speaker 2 (00:11):
Let's start on Monday and time are going to show
as you basically cover the questions about demand generation for
long sales, a quite complicated topic for every bit of
B company that is sell them to enterprise and there

(00:34):
are a lot of associated challenges when it comes to it, right,
so lack of patience on the leadership level, lack of
proper measurement and hence lack of proper support so lack
of appropriate sales playbooks to maintain the narenturent process during

(00:55):
the bar journey. So we have collected a lot of
your questions and by the way, thanks everybody for Sharon
Sharon them it helped us to create nice deck usually
around this episode deck but today uh so that could
be a good idea to show you a few things
and also visually shows you examples to cover your questions.

(01:20):
That being said, let us know please guys, were your
all journals from typing the chat please again, We are
broadcasting from finally Sunny Spain, Yes, finally, after weeks of
Nick from South Africa, I got to see you and
Esther got to see you as well.

Speaker 1 (01:42):
Jose Whales, I see ja.

Speaker 2 (01:49):
Yes, yeah, let us know guys where you all joining
us from. And basically, meanwhile, gonna give me back some stall.

Speaker 1 (01:58):
The James how now are you good? To see you?

Speaker 2 (02:04):
Awesome? James, got to see you cool. So today we
want to cover a couple of questions, right, So first
of all, do the reality check on the current state
of enterprise buyer journey and how long, realistically is the
buyer journey. That's the first part. The second one we

(02:26):
want to talk about demand generation from buyers perspective. We
invested a lot of time Intro and our buyers as well,
ask them how do they buy right? And basically how
do they evalate vendors? How do they even learn because
the buying process starts way earlier before the business trigger occurs.

(02:49):
And ultimately there are a few great questions on how
to shorten the sales cycle for enterprise deals. So basically
this is our agenda for today. And just to kick
it off, I think we can start with interesting report
that was produced by Pavilia and Trust Tragiles. Last, yeah,

(03:12):
I'll pass Mike to your lat To caladsk quickly.

Speaker 1 (03:16):
Thank you. Hello everybody, so this was an amazing report
that was created, like and you mentioned, by Pavilion, which
is a big community of GTM leaders, sales, marketing leaders
and executives, and they partnered up with Trust Radios and
I don't know how many internidy interviewed and served a

(03:37):
lot of B to B buyers asking them how they
buy products. And what we have learned is very interesting.
I think some of these things don't might not come
as a surprise as some of them might. The first
one is that buyers short list products. We all know

(04:00):
that I've seen actually different reports. This has short lists
two to three products I've seen recently from pay plod
running some winter service as well a little bit larger
number five to eight products. But I don't think that
is necessarily important for us. I guess depending on how

(04:23):
to define the short list, maybe shorter or longer. But
what is very very interesting is that the buyers select
the product that was their first choice. Maybe not surprise,
But the one that is maybe more surprising is that
seventy eight percent of buyers and this is actually eighty

(04:46):
six percent of enterprise buyers have learned about the product
or have discovered the product that they end up buying
before starting their research, so let that sink in. So
they spend a lot of time not buying. Then they

(05:07):
go into a buying process. They do their research, but
the majority of them will at least shortlist or buy
a product they discovered before they starting a process. What
does it mean. It means on the one hand, that
they want to work with the vendors that they know.
It also means that the awareness creation has to happen

(05:28):
also outside of the buying process, which has a big
impact on demand generation. Will dive into that in a moment.
And another one which I don't think is surprising, but
it's important to know, and we see that every day
that a lot of companies are missing this that the
majority of buyers fifty six percent, especially enterprise buyers seventy

(05:53):
one percent, are preferred to talk to a product user
before purchasing, whether that's somebody from their network, their former colleagues,
somebody their peer industry peer, or a colleague from their
network who they know they want to check with them,

(06:13):
people who they trust much more than they will trust
the vendors. So I think this is all very important
to understand. I think there were some other findings about
the size of the buying committee, which is growing. Don't
try men the exact exact numbers that I mentioned, but
I believe it was somewhere around ten buyers at the

(06:36):
moment of the research on average for large deal sizes.
So this all indicates I think that they are conservative,
especially enterprise buyers. They like to work and hire or
buy from vendors that they know trust and like, how

(06:59):
is that trust build? That trust and this knowledge, this
brand awareness, let's say, is built before the buying process,
and it's very much influenced by the people in their network,
people that they trust. This is their go to for
discovery rather than Google, rather than ads, and a lot

(07:20):
of things that we might focus on as bit to
B company. So this is definitely an interesting piece of research.
And let's just I think it's interesting to kind of
contrast these insights with the way that a lot of
B to B companies actually market and try to generate
demand generations, so and try to generate demands.

Speaker 2 (07:40):
If about mind, I just wanted to ask our community,
because we have quite a lot of people with us
listening to us live you guys, I want to ask
you if any of these insights reason it was you,
if you are a bit to be a buyer, what
do you say that, for example, you have heard of

(08:02):
the product that you have purchased before doing the research,
or that you usually shortly st two three vendors before
reaching out to them. Just curious to hear your sort's
type plus whatever. Yes, curious to say is how many
people this will resonate? Let us know in the chat

(08:23):
and well, yeah, type and I just wanted to make
a quick announcement that just in two weeks we are
going to launch our six annual virtual full funnel signed.
So if you didn't grab every ticket, the link is
in the chat, so that would be again our huge,

(08:44):
massive annual event. Would be great to see all of
you coming back to our collateral. To what Flood said,
this is really interesting. From our observation, we have seen
a couple of I mean a couple of times maybe
In most cases, when we speak to bit of B
companies and ask them about demand generation, almost everybody says,

(09:07):
of course we do demand generation, like of course we do.
The fun starts when you start diving deeper, right when
you start revealing the playbooks. In most cases, these playbooks
are pretty linear and pretty naive in a sense that
we believe that they create the demand. Right. So back

(09:29):
to maybe ten years ago, we're all alone and from
hobspot about abound market, and everybody was playing the seo
blog great game, just creating content around a bunch of
specific keywords to capture that search content and basically expecting

(09:49):
that these people will visit our website, book a demo,
or request whatever, request, a trial asked to connect them
with a subject matter expert whatever. Right, this is how
the awareness was created. The second playbook that companies typically described.

(10:10):
They say, of course we're shar leadership content. Just go
and visit our linked and page. We publish our PDFs,
or we publish the pictures from the recently attended conference.
And we also share like a link to our blog
all the time, saying, hey, we published the best new

(10:30):
article in the world, so here's the here's the link,
go and treat it on our block. The problem though,
that nobody talks about the results, right, what the actual
what is the actual impact on the pipeline generation, on
account engagement, on account awareness. That's the first thing. The

(10:50):
second one is the typical demand generation playbook. Right, So
I would love what to ask you to because you
have been involved in many of those conversations about the
kind of typical demands and playbook.

Speaker 1 (11:06):
Absolutely, so the demand generation in a lot of cases
is kind of demand capture really, and what we mean
by demand capture, it's trying to capture the existing demand.
And that makes total sense. For example, when you look
at high intent channels such as Google Search or directories

(11:30):
such as Capterra or G two for example, so promoting
your solutions on those channels where the buyers are actually
searching for solutions, although we see that a lot of
B to B companies are kind of even giving up
on those, giving up on Google at least reducing the

(11:52):
budgets that they're spending there, because the cost acquisition is
getting high. They're not getting let's say the targeted high
value accounts captured in that way. But it's still definitely
about it strategy, right, But they also try to use
the same kind of playbook on other channels which are

(12:12):
not high intents. So let's say on LinkedIn, running ads,
trying to at least, yeah, let's say, promote the demo
or sending basically people to a landing page, which is
very often unfortunately kind of a squeeze page that only
gives very little information about the product and trying to

(12:35):
drive everybody who visits that page to book a demo.
Of course, the buyers want to learn, and we should
give them the opportunity to learn. They are there is
no intent for the majority of people are not logging
on LinkedIn because they're searching for a product. They are
logging on because they want to connect, They want to
learn about what's happening in their industry, etc. And then obviously,

(12:59):
like other than that, called email, called calling, and we
know that a lot of companies are complaining that their
outbound pipeline is in big decline, especially the last two years.
Now there is even more noise with AI, and we
know that a lot of sales directors that we spoke

(13:19):
to say that, you know, their buyers received just so
much outreach that it doesn't even matter how good or
how well personalized the messages are, if they just received
so much that they only read the messages from people
that they know. So going back to that brand awareness,
how important that is anyhow So, this is one way

(13:43):
so kind of trying to capture the existing demand, trying
to kind of plaster the Internet with ads about the product,
sending people potentially either to a lending page to book
of them or trying to do this directly via direct outreach.
But on the other side, there is some intent to
generate demand through education. What do I mean by that?

(14:06):
A lot of companies will run marketing teams, will run
PDF or gated content such as ebooks or white papers. Again,
very frequently on LinkedIn will capture the leads and either
immediately send them to sales or put them in some
sort of a nurture sequence, which is usually kind of

(14:29):
three four five emails mainly talking about the product. So
again we're assuming intent. The intent at that stage was essentially,
if somebody has downloaded a piece of hopefully educational content
they wanted to learn, they didn't want to get pitched,
and then followed around the internet with a call to

(14:50):
demo to discover your product. We know that doesn't work.
Usually this converts. This leads to situations such as with
one of our clients where we saw six ten thousand
mqls and then very very few of them only converting
into sales qualified opportunities, and then you can even question
the attribution. But that's another story. And then webinars that

(15:13):
are another thing that webinars events, but unfortunately a lot
of those webinars are masking is educational, but really are
kind of thinly availed product pitches. Masking is educational webinars,
or maybe sometimes there are educational webinars. But again, when

(15:34):
that's the case, immediately following up with every AT and
D of the webinar, which is a lot of which
is what a lot of companies do, is again assuming
that buying intent where there is no buying intent. So
if you compare the way that a lot of companies

(15:54):
are actually running there, let's say a bit the demand
generation playbook versus the way that the buyers are buying,
you see a big discrepancy. And there is no wonder
why we repeatedly hear that both the inbound and outbound
pipeline are in the decline, that the costal acquisition is
just getting higher, and a lot of companies just basically realizing, Okay,

(16:19):
this playbook is essentially broken. So let's try to understand
why it is broken, Like, what's actually happening, How does
the demand generation or work, or how does it look
like from the buyer side, what's happening on the buyer side.
That makes it, that makes this playbook ineffective.

Speaker 2 (16:43):
Yeah, we're talking about mask and webinars as like educational,
but in reality they are the product features. And I
just wanted to say it's a peach time. But yeah, yes, pitch, Yeah,
let's pitch everybody else but jokes side, quick question, how

(17:04):
many touch points do you guys think any BIT to
B company should at least make or execute? Was the
enterprise target accounts to generate a sales opportunity? How many
touch points across the entire bar journey type and the
chat your best, best guestimate fifty plus who I'm Pablo?

(17:28):
Who else? A fifty plus eight? Aaron? Okay, so fifty
plus and eight quite big difference. Marcus fifteen? How many?
Patrick eighty six? Oh maybe it's was six eight, I
don't know. Kate fifty plus, Nicholas fifteen plus. Cool. So

(17:48):
it seems that nobody was even close to the recent
report produced by hockey Stack. So they partnered with the
guys from Cognism and they analyzed fifty enterprise closed one
deals right across the end. As you know, hockey Stack,
or maybe if you don't know I will quickly explain

(18:09):
hockey Stack is to end digital analytics software. So basically
that captures all visible, let's say, touch points with the
target account. Right. Obviously, there are a lot of invisible
touch points that know software will come up, so they
have calculated the entire journey of this enterprise deals and

(18:31):
basically from their stats, it takes you more than two
hundred touch points right from the first impression until closed
one to generate a sales opportunity, right, and more than
like two thousand and a half impressions. And when we

(18:52):
mean touch points, obviously we don't refer to sales check ins.
Hey I just wanted to check in and follow up.
And ously, we're not referring to infamous sequences slash cadences
right to one of whatever and well o us, we're
not referring to automated email nurture and sequences. We're marketing

(19:16):
backs to subook a demo, right, Obviously this is These
are not meaningful touch points, not very edit touch points.
These are purely ly generation playbooks that you know don't work. Right,
So in reality, this refers to educational content, to retargeting
ads that produce some value key status. This refers to

(19:37):
educational emails from sales to meaningful you know, one on
one chats, invites to the webinars, in person events, et cetera. Right, so,
out of curiosity were once measured this uh was flat
and our software so we took I mean that was
we did it a year ago. We don't ma it

(20:01):
now because after this we're introdude several enterprise bars about
the bar journey and we have outlined the entire guide
so for everybody who might be interested. But maybe if
we can find a link and trop and the chat,
that would be helpful. But here's the short story. Right,
in our case, we were able to identify eighty seven

(20:22):
touch points and one yeah of Nortur and inn other case,
we're not that these are all value added touch points.
Why because we don't have outbound and we don't we
don't also run retargeting ads or product pitch and ads,
and we don't send any you know, I wanted to
check in for ups not doing any of these touch points, right,

(20:43):
So this was purely let's say nrger and that touch
points for this account. And here's the interesting story, right,
if you look at May twenty twenty three, So what's
usually Sorry, March twenty twenty three, what usually happens at
this time our full final sigmate that were just out
and shared the link with you. So this company came
completely unaware of our company, right, that came out of network,

(21:08):
out of recommendation whatever. Right then there were no other
touch points, but they were. They signed up our newsletter
and they were engaging with our content. Right, And you
can see one of the website visits that the software
was able to capture in July twenty twenty three. Then
apparently in September where it's the period when a lot

(21:30):
of companies realized that they miss on their revenue targets
and they start planning next. Yeah, this is where you
see the engagement happens, right, A lot of conversations, So
they were coming to our website, checking all of our
case staris that were published on the website, a lot
of minionful engagement, signing up for the events, webinars, et cetera.

(21:51):
And then the actual opportunity was generated in March twenty
twenty four, right when the company was able finally to
pray tie the combas marketing initiatives when they reached out
to us right. So in reality this is and obviously
we're kind of I would say, we don't have maybe

(22:13):
the longer sale cycles, but quite long because consultant, this
is not the let's say, this is not the Netflix subscription,
right that people buy after clicking a net or email.
But there are a lot of companies that have even
longer sale cycles, and the follwell dive deeper. I think
what we need to explain is what actually extends this

(22:39):
extends the sale cycles, what actually makes these sales cycles longer?
So I would again ask you to quickly what to
quickly share?

Speaker 1 (22:49):
This absolutely and there is obviously a lot of the
buying process that is beyond our influence, and usually the
companies will simply live with the status quo until they
as long as they can afford it. Companies usually react

(23:12):
or start their buying process once they encounter, let's say,
challenges to their high priority business objective, challenges that they
are costly enough or the cost of inaction is sign
up for them to not not be able to ignore
it or postpone it. So let's just first get it

(23:35):
out of the I think question, because it's important to
understand that there are some things that we can influence
on some things that we cannot influence. But even when
the buyers start researching and start you know, discovering contacting
the vendors, there are a number of things that we
can influence as B to B companies that prolong this

(23:58):
cycle and make it actually also frustrating. I've read somewhere
that something like more than seventy percent of B to
B buyers are frustrated by the discovery process thanks to
the vendors. So the first reason is that there are
a lot of friction points. And by friction points, what

(24:21):
we mean is, you know, you have to go you
want to go to a let's say website of your vendor,
you want to understand what they're doing. You go there,
you first have to click away whatever the banner promoting
something or the chat that is popping up there, so
that you can actually start reading about the product. But

(24:42):
then you get kind of vague, overly benefit driven copy
that doesn't really tell you exactly what the product does.
So it's kind of also frustrating to wait through that
marketing fluff that doesn't really give you the information. Then
maybe you know, you might want to try that chat

(25:03):
out to see whether it will give you meaningful information,
but you realize it's just kind of a bait to
get you to book a meeting, and once you decide
based on maybe other research that you have done to
book the meeting, you encounter additional friction points such as,
you know, not being able to book the meeting immediately

(25:25):
but just submitting the form and then having to wait
for somebody to reach out to you to book the
meeting with you. Then booking the meeting with let's say,
a junior SDR that doesn't really have the knowledge to
answer your questions that you have about the product, is
kind of not allowed to share the pricing or other
kind of information that you need to make your decision

(25:50):
to evaluate. So they ask you a bunch of quote unquote,
qualification band or whatever questions, only to pass you on
to an account executive quote unquote the product specialists, who
then again one of questions before finally giving you that information.
There is a lot of friction point in that process.

(26:11):
Another big friction point is low brand awareness. And we
mentioned at the beginning, what was it eighty six percent
of enterprise buyers actually discover products before they start the
buying process, So a lot of brands, as we saw,
don't really do anything to generate that brand awareness, don't

(26:34):
produce thought leadership or other type of content, double engage
buyers that are currently not buying to create that awareness.
So you end up being aware of let's say category
leaders or you know, brands that you might discover through
your network. A lack of brand awareness also will impact

(26:56):
not only the discovery but also the win rates. A
lot of salespeople that we now are complaining about losing
out on brand, which is to say, because there is
not enough recognition, especially in enterprise, their risk averse. They
need to protect their social capital within and within that enterprise.
So there as they say, nobody got fired for hiring IBM.

(27:20):
So it's basically that that idea of if it go
for kind of a well known brand, we are taking
less risk. So that awareness is also going to impact
the win rates of the sales people of the sales team.
Then during the process of the sales discovery and you know,

(27:43):
as your salespeople are starting to get to know the
buying committee, their needs and trying to work on that opportunity,
a lot of time there is a missed opportunity. There
is a lack of buyer enablement. There is lack of
information that will help that is very specific to the
questions that I have as a buyer, to the problems

(28:04):
and the challenges that I face as a buyer, to
the you know me, maybe as a champion who is
trying to champion your solution internally, because at the end,
it's not really you or your salespeople who sell, as
Nathan Stress says, it is the champions who sell your
product internally. So you need to arm them with the

(28:28):
knowledge and buyer enablement content as we call it, to
be able to do that, which would include business case
for example, very specific business case that they can use
to defend this internally showing clearly the cost of inaction
and THEROI and the total cost of ownership of the product,
and understanding what it takes to implementing and understanding whether

(28:50):
we are ready as a buyer to actually implement that,
understanding that change management that is required, et cetera, et cetera,
et cetera. So this is the other piece that is
very frequently missed, which again makes the process more frustrating
and creates all these frictions because you, as a champion,
are trying to answer that questions. You have limited information,
you're not being proactively serve that information, which makes it

(29:13):
more difficult for you to buy. And then I mentioned
this already unqualified sales apps. This is such a big
deal that you know a lot of companies. I think
this is this changing a lot. But as a result
of the predictive analytics being so popular at a certain moment,
a lot of companies were kind of hiring a bunch

(29:35):
of young junior SDRs, not giving them proper training about
the product, not basically educating them so that they are
able to have a conversation with the buyers and provide
the information that the buyers need and ask the right
questions to uncover the information that they need to create

(29:56):
a business case to create to help the chain and
ben sell internally. So a lot of things that we
can control as brands, a lot of things that we
cannot control. Okay, we can't control them, but the things
that we can control definitely a lot of opportunity to
also help speed up that buying process or sales cycle

(30:20):
and shorten the sales cycle in fact by doing those things.
So with that out of the mind way, I think
I think it makes sense to have a look at
how is actually demand created, how can we think about
demand creation from the buyer's perspective, and then how can
we then actually remove these friction points make the long

(30:43):
cycle shorter by providing the right way of demand generation.
So you want to go for that.

Speaker 2 (30:52):
The fault touch on this, I would love to quickly
remind again about this this deal that we wantalyzed. Right,
So as you can see, the majority of touch points
happened at the end of the buyer journey, right when
the buyer became active, when they became prioritizing a vendor
right and reaching out to this vendor. But if you

(31:14):
look at the early stages of this buyer journey, there
were not so many visible touch points and interactions right,
and before we'll show as you I know everybody is
super interested in specific tactics or activities. I believe that
it makes sense to discuss the fundamental principles of demand

(31:35):
generation for different for for long sale cycles. Right, So
first of all, we need to realize and accept the
fact that there are different levels of demand right at
different stages of the bar journey. When the bar journey
is on its early stage, there is no buying intent

(31:55):
at all? Oh, it could be very low. Right, And
if we'll look at all the playbooks that we have
discussed so far, maybe again I would just quickly pull
the playbox. Right, they are very far from satisfying the
needs of the buyer at this stage. Right, these activities,
they are all related to like so called demand capture

(32:18):
and promoting the product in any possible way to be
able to book a dema. Right. But in reality, again,
as we look at this bar journey, there is no
buying intend at all. So what should we do with
this accounts? Right? We need to adjust our call to
actions to that level of demand. Right, So it could

(32:39):
be for making sure that they start following you, they
sign up for your newsletter, events, et cetera. Why because
you want to maximize the value added touch points. Again,
let's come back to this research, right, how many touch
points do we need? Value added touch points do we
need to have to create enterprise sales opportunity or to

(33:00):
close or to influence the enterprise deal from first impression
to closed one? Right? Obviously this goes against let's say
conventional demandsion practic that we're run whatever gated PDF generate
mkal and then sales will fll up and generate sales opportunity.
No way, that doesn't work, right, And this is only

(33:23):
like very linear and shot transactional sequence of touch points. Right,
and what happens next nason Right, A lot of let's say,
most of the teams that we are aware of, they
just move to the next account. They simply forget this
account and that's it. Right, But in reality, our goal
was the majority of that market is to maximize the

(33:44):
value added touch points. Right, the model will be able
to influence this account the better. And again from the
lengths perspective more less well, as we're talking about what
we observe Sava business and so our clients, right, the
age could take six to eight months, right, and then
when accounts start prioritizing the challenges right when because actually

(34:09):
the buying process starts only when the company had an
internal consensus that there is a specific challenge that should
be solved, right or there is a specific need or
strategic initiative, and the teams are working on it. Right.
So this is where the kind of the the buying
process start start. So this is where the buyers start

(34:32):
looking at different alternatives, at different potential solutions. Right, they
might be thinking because often especially in the whenever working
with software companies, right, they often say, hey, so if
they don't buy when we ask about alternatives, they always say, yeah,
if they won't buy our product, they are going to

(34:54):
buy the competitor product. But this is not the solution. Right.
You talk about one way to with the software, and
that could be multiple ways. How your bars could so
think about solving decisues high and agencies building internal tools,
high and consultants figuring out different ways to solve it right,

(35:14):
maybe not the way that your software enables them. And
this is basically the stage where they have low to
medium intent, right, And this is where they start looking
at different vendors, start collecting the content, the different insights
about different potential solutions to influence internal decision making process. Right,

(35:36):
which solution is more beneficial or as a better fits
to the strategic initiate of a challenge they have prioritized.
And this is why you start seeing this whatever high
intent pages with its right. This is where the content
engagement might happen e When sign ups, et cetera. Right,
So and only when this team, let's say the buying

(36:00):
group makes a decision about the solution, not the vendor,
but about the solution. This is where they start evalating vendors.
And this is the shortest period of the buyer journey,
which could be one to three months. And this is
where the buyer intent is really high. Right, and this
is where we need to capture it in work and

(36:22):
sells opportunities generation. But can we do this was out
let's say, fulfilling the needs of fulfilling the demand levels
at earlier where journey stages. The answer, Unfortunately, it depends
because obviously, if yourself fifteen dollars CRM, then you can

(36:43):
capture the demand you operate in commodity market and then
there is no prob But then you shouldn't listen to
this podcast at all. Just forget about that we're talking about. Right,
But if you sell enterprise product, right, if we're talking
about six seven figure content tracks, then unfortunately the answer
is know and you need to become a prioritized or

(37:06):
short listed vendor.

Speaker 1 (37:08):
Right.

Speaker 2 (37:08):
So what we did as well with Flood we introot
a couple of our customers to visualize the buyer journey,
let's say the demand generation process from the buyer perspective, right,
how they think about these levels of demand and what
are the actual needs at all of these different stages.

(37:29):
So what again created really cool in FA graphics? So
I would love to ask you to share.

Speaker 1 (37:36):
Thank you? So I think again, this is the buyer's perspective,
how they think or how the demand generation is perceiving
looks like from their perspective, and why do we keep
insisting on that? Because we need to align the way
that we generated men with that so as we will

(37:58):
share in a moment the model that will help you
do that. So from the barer's perspective, the majority of
time they spend dealing with the status quo. On me.
You know, I'm a whatever HR or finance director in
an organization and unpaid hopefully good money to deal with

(38:19):
the challenges and the problems. Right, the fact that I
have that title, or maybe even the fact that I
have that challenge doesn't mean that I'm buying right. So
the default state the majority of time is I, as
a professional, want to learn. I want to upskill myself.
I want to learn about the best practices about the

(38:42):
industry trends. This is the demand that I have. The
demand for knowledge, the demand for content that under explained,
I might at that stage discover good content from a
brand or people and start following them. I will probably
use law intentols or tools on places networks to do

(39:05):
that might be LinkedIn YouTube podcasts, might be you know,
specific conferences, events, et cetera, where I will go to
discover that information. And importantly, a lot of people during
today's share in a chat, a lot of these touch
points are not even measured. So one of those touch

(39:26):
points that is frequently not measured are also the fact
that sometimes ill as a buyer, I will also share
the content that I discover with my colleagues. And we
have seen this many times and a dotaly with our
prospects when they mentioned, you know, I've been sharing your
content with my colleagues for the last whatever x months.

(39:49):
So this is something that definitely happens very frequently. So
this is the default state. As I mentioned, it's only
when something happens in the business that shifts my high
priority to a problem that is a threat to a
high priority business objective, and that when we know that

(40:09):
this is an important problem that the cost of doing nothing.
If we don't do this, we will risk that high
priority business objective it's going to hurt us enough that
we care and it's not something that we can solve internally,
because that's the first thing that we are going to
try to do. It is going to try to see

(40:29):
if we can solve this internally and we cannot postpone
or ignore it. That's where we are at the stage of, Hey,
we are actually looking for a solution for this problem.
Otherwise we're just going to solve it, ignore it, or
postpone it, and then we go and start discovering our solutions.
As you saw, a lot of that discovery will have

(40:52):
maybe already happen, so we might already have some brands
on top of our mind. Mind. Remember eighty six percent
of virus will shortly vendors they discovered before they started,
So while they were in I want to learn stage right,
so they will start discovering solutions. And as Andrea was explaining,
I'm just at this stage trying to understand the different options,

(41:16):
and I'm trying to see, Okay, is your category right,
So is the kind of solution that you're selling a
good fit for what we need? Is this is the
best option for us to solve the problem. It's only
then that I start to kind of have that demand
to have a solution like yours, and then hopefully during

(41:37):
these first three stages, by the way, we still didn't
start with the demand capture, so they're still not actively
necessarily looking for exact solution like yours, right, where a
lot of companies only start their demand generation that they
will discover the majority of those solutions and hopefully I'm

(42:01):
shortlisting your solutions, so this is one of the solutions
that I'm considering. Right, that's the best kind of you
can hope with the majority of your demand direction, that
you end up top of mind, that you end up
in that consideration step. Now, when do they actually start
thinking that they want your solution? Well, after having identified, evaluated,

(42:23):
and vetted the different vendors, it doesn't mean they're talking
to you. Maybe probably they are starting to talk to you,
and we believe you're the best option. And very importantly,
I'm not buying a loan, so I need to have
consensus around it. I need to have consensus of my
key stakeholders that this is indeed the option that we

(42:44):
want to do. But that's not yet game over, because
we still need to do a lot of things. We
need to understand the total cost, the cost of ownership,
and I'm not going to trust your ROI calculator, as
I learned today from another great search from Pepplier. People
don't trust them. They are kind of self serving. They

(43:06):
don't give you the facts. I'm going to do my
own research to really understand the total cost of ownership
of your solution. But also the ROI. Okay, it's not
just the cost if I want to understand, Okay, when
can we start to see the ROI and what will
this ROI be? When can we start seeing the value?
Very importantly, also, I need to know that I can

(43:27):
implement this, that I have the you know, the plan,
understand what it needs to happen. I have the people
that I need to have with skills that I need
to have and infrastructure. So, by the way, when we
spoke about buyer enablement, like this is an important question
that a lot of compeats just don't answer, Like what
does it take? What what are you going to do?
What do I have to do? Do I have to

(43:48):
do migrations and integrations? And how does it all look
like or is this something that you will take care of?
Et cetera, et cetera. So like, what will it take
for me to actually implement this? How much change management
will I have to do? Did we just implement like
a big CRM migration and everybody is started, And I
know I can't just get my people through another big

(44:10):
change if that's what it takes to implement your solution.
Might give up at that stage, even though that I
went through all the other stages before. And of course
we will be getting a lot of questions from our
decision makers and our colleagues about potential risks. We need
to understand those risks, we need to know how to
deal with them once we understand them. And of course

(44:32):
the fun part, the procurement department has to have vetted you.
And the last year or two the procurement has gotten
a really much more important participation in the buying process,
much bigger decision making power as well, So a lot

(44:54):
of a lot of the buying also is now in
the hands of procurement, not just purely kind of checking
you out as a vendor going through the checklist, but
actually actively participating in that. So with that out way,
understanding what are the different and the actual complexity of
this whole process let's see, actually, how can we think

(45:16):
about our own model. What do we need to do
to align and help the buyers move through that process
faster but also increase the chance of ending up in
the consideration set but also ending up as a preferred
vendor there. So, Andrew, maybe this is something you can't.

Speaker 2 (45:33):
Address time to get tactical.

Speaker 1 (45:36):
Right.

Speaker 2 (45:37):
So obviously we could present this model in the beginning,
but we felt that without all the contacts that we
have shared, this model won't make as much sense as
it will make for youre right now. So this is
how we look at it, right. And the first thing
that I would love to pinpoint attention is what do

(46:01):
we have in the middle. It's the buying committee group, right,
And typically in the buying committee we have roles like champions,
power users, partners, blockers, decision makers, and influencers. Right, all
of these people inside the buying committee group. We're not
talking obviously about job titles, right, So these are the
roles that they execute in the group. They have they

(46:24):
might have different motivation to buy first of all, to
select a specific solution and then to select a specific vendor.
And my firm belief where most demand generation programs are
falling down demanding teams. They pick up the traditional or

(46:46):
the standard ICP and they say, hey, now we'll create
demandsien for them, right, demandsion program and the ICP you know, pharmagraphics.
It could be even defined the buy They could even
define the buying committee, et cetera. Here's the problem. If
you have diversified buying committee members with different motivation and

(47:08):
different reasons to buy, you need to create You need
to select your primary role and create the mand generation
program for them and explicitly recall them. Now, the conversation
we had last year was one of the companies that
came to us and they explained very successful demand generation

(47:29):
program for HR teams and this is this is the
software for kind of entire team portal right where they
could have all the kind of engagement with internal team
members company us, et cetera. All of that stuff HRS
fully buy in, but we can't sell it to i
T teams. I T teams are blocking the deals because

(47:51):
usually all of the enterprises they are on Microsoft, and
they T teams they don't want to get out of Microsoft.
They either claim and that they would hire a software
development partner to work and create a similar portal basically
built on Microsoft etc. And they raise a lot of
concerns about sold part solutions, et cetera. So they are

(48:15):
apparently huge blockers. Another example of the recent projects we're
working on, you might have let's say it's the software
where you sell to supply chain and then there is
logistic department and then there are customs departments. Right, completely
different needs. And you need to understand that generic demand

(48:38):
gen one help to create demand across all the buying
committee members, which in what does that mean for us?
It means that we need to define the core roles
and then figure out how can we create this let's
say small scope demand gen programs for each of the
target bar persona. And also to address the question what

(48:59):
if you don't have bigger resources, then you need to
figure out who would be a primary buying buyer persona. Right,
you can't talk to CFOs the same way you'll be
talking to IT people, and you won't be able to
talk to IT people the same way as your silentary chain.
So let's say whatever it could be the old HR
market and sales doesn't really matter, right, So these people

(49:22):
are located in the middle, and then your demand generation
program should include activities that basically fulfill the demand levels.
Right that we have discussed demand for content, DEMANFA solution,
demand for a vendor. Right and also, as you consider,
are a lot of activities which will quickly describe to you.

(49:45):
The key point is that you don't need all of them. Right.
In reality, for you to run a successful demand gen program,
it would be modern enough to have three to five
activities that satisfy each of these levels of demand, good distribution,
and then could demand capture and process. Right, this is
how it works. So when it comes to demand for content, right,

(50:08):
what are the best activities? Just listen to Just look
at this episode, right, we invited you our community, and
we're not talking about any product whatever, right, So this
is where this is where we're satisfying demand for the content.
We don't talk about our business, we don't talk how
create were about our case status whatever, Right, we talk

(50:29):
about the industry problems and how to solve it. Right.
This is the simple example, and this simple episode could
be done in multiple I mean this episode, this content
that we are shared as you could be shared in
multiple ways. Right. That could become the newsletter. H This
could be the short leadership content. We could could all

(50:51):
of these you know, pieces of presentation into a cut
leadership posts and promote them on the channels where your
target buyers are, right, could be LinkedIn, raded whatever. Sometimes
often you know that a lot of buyers they're not
active on social which means that you need to figure
out other distribution channels. Right. It could be communities, could

(51:15):
be niche associations, et cetera. Or it could be even
one to one distribution. Right. So when you involve your
sales team and they do this as one on one distribution,
which is one of the best ways basically to maintain
account nurture, right, then we have demand fa solution activities.
So this is why you start talking about Basically, you

(51:40):
give them a good overview of how the problem could
be solved. Obviously, you highlight the benefits of your solution,
but in native way, right, you don't again come and
pitch look how great, or you don't pretend that without
your product the problem can be solved. Right, in many
cases it can be. So this is why you start

(52:02):
talking about specific jobs to be done. Right Again, That's
why I mentioned that the first you always need to
understand who is your primary bier persona that you want
to create demand generation for right, who do you want
to notch? This is the key because then these jobs
to be done would be completely different. Right, that's the

(52:22):
first thing. This is why you can leverage your case study. Right.
This is why you can talk about problem solution content right,
different solution guides, etc. So talking about the use cases
and typical challenges and what are kind of the wrong
ways of solving these challenges, what are the right ways
of solving these challenges, et cetera. Right, also talking about

(52:46):
why some solutions are not appropriate feit or could be
the wrong feit. And lastly, you have demand for vendor. Right.
If you look from the let's say proportion perspective, I
would say that the major part of your content should
be created for this demand for content, while in reality

(53:07):
the most companies they focus only on this part. Right,
demand for vendor talking about basically, this is why we
need to present our solution. We need to have good
message and we need to have product overview of product tours. Right,
this is where we need to collect the good testimonials,
user stories or customer stories, case status. Right, provide clear

(53:29):
price and at least price and estimate, et cetera. And
what makes a good enterprise demand generation for long sale
cycles when you have all these three levels, right, when
you satisfy all these three levels of demand and the
next step is the distribution. Because distribution doesn't mean that
you post assumption on your corporates on your company's linked

(53:53):
in page and you expect that people will consume that content.
In most cases, that will never happen. Right, this the
team invests a lot of time and to creating something
and then nobody sees it. Right. When it comes to distribution,
there are four layers of activities. It could be an
organic distribution. For example, you know that we publish a
lot of content and LinkedIn, right, this is the organic distribution.

(54:17):
Or this podcast will be published on Spotify, iTunes and YouTube.
This is the organic distribution on these platforms. Right. Then
you have page distribution. For example, when we know that
this episode is uh, we have heard already create feedback
from you, so then we can use when the feedback
loop is in place, we're not that this piece of

(54:37):
content was valuable, right, we can launch the page distribution
to make sure that other target accounts or and other
target buyer personas would be consuming this piece of content.
Then you must have one to one distribution. This is
not non negotiatable. The best distribution channel I your sales reps, right,

(54:59):
and you content? Let's be honest. Why do we create
the content we want to influence the buyer journey? Right?
And who is the quick question? Who is in the trenches?
Who talks to the prospects every single day? Sales reps?
Now here's the tricky part. And I know there are
a few sales reps who whoevers us life right now,

(55:21):
so you guys might confirm this. Here's the tricky part.
No sales rep will ever send a message or e
mail with a crappy content. No sales rep will ever
share the content that will kind of position himself or
herself as amateur. And this is the litmus test for

(55:44):
marketing right. Whenever you produce any piece of content, whenever
you plan any demand generation activity, you need to answer
to questions or basically tick two boxes. A is my
will will be my sales rep or even better VP
of sales will will will my VP of sales be

(56:06):
willing to send this piece of content or promote this
activity among our key accounts? And the second one, are
we're willing to spend money on boosting this piece of content, right,
basically initiating the paid distribution, and if answer is no,
then it's better not to do it. This is this
is kind of the reality litmus test. Right. And lastly,

(56:29):
you have amplification audiences as what established the coin that term,
So this could be a partners this could be communities,
this could be such leaders, right, people who your audience
follows and trust. Right. Already the trust is there, and
that's why we observe a huge spike in let's say

(56:52):
influencer marketing and B two B right now because what
has happened in the last let's say a few months,
so a lot of companies to experience the drop in
the organic Google traffic because the algorithm has changed. More
buyers started to use AI to identify different vendors so
to find different content, et cetera. Right, But what didn't

(57:15):
change that a lot of people still come to this
for example, podcast episodes like this one, or to the webinars,
the conferences, et cetera. Still a lot of bit B
buyers are following industry Microsoft leaders, right, and they trust them.
So that's why you need to have activities that enable
or allow you to create content with them. This is

(57:37):
how the norturing and distribution of your narrative happens, right,
And all of these activities, they actually create the intent
signals for you, not the buying intent, because the only
one way to identify buy an intent is when a
company reaches out to you and says, hey, I want
to book you them. I broke a demo with you.

(57:59):
This is the buying ten. All the rest are just
the signals, not not not vinding ten definitely. So all
these activities create these intense signals for you, and you
need to capture them in two ways. In bond the
man capture and all bond the man capture. So I
would just pass back to your bloods and ask you
to cover this and BEFO. I'll start quick question to

(58:21):
you guys, because we have quite a lot of people
with us right now. Are you guys, would you guys
be interested in the Demand gen playbook because was flat
were recently we're recording detailed overview of all of these
activities that were basically recording all the activities to that

(58:43):
represent this model. Let us know in the chat type
plus or yes if you would be interested in in
the in this playbook and flood passing microphone to you.

Speaker 1 (58:55):
Thank you. So, as Andrew was explaining, a lot of
the activity is on the top of this graphic demand
for content, demand for solution, amount for vendor. All of
these activities that he was explaining, including distribution, are going
to help you generate demand. How do you know whether
you're generating demand using the intent signals? And we can't

(59:22):
make a lot of assumptions that they are necessarily the
buying signals, but we can definitely use those signals in
different ways to capture the demand. So the inbounds demand
capture is something that a lot of companies are doing.
If you are creating demand for your product, your buyers

(59:46):
are in the buying mode. They have discovered you through
your demand generation, through recommendations from somebody else very frequently,
only then they will actually google your name instead of
typing in your website dot com, your name, brand dot com,
they will Google it. And that's actually a lot of times, uh,

(01:00:09):
this gets attributed to Google, This gets attributed to SEO
or paid Google ads, where actually the buyers have discovered
in different ways, but capturing that demand that has been
generating using Google Search is an absolutely very valuable way
for you to capture demand. This includes, like I said,

(01:00:34):
high INtime channels, includes Google Search. It includes directories such
as G two, Capterra, other maybe Clutch if you're a
service company, these are directories of that directors of solutions
like yours, and you can also some of them allow

(01:00:58):
you to promote there to kind paid advertising on those.
You can help by boosting reviews there like incentivizing your
customers to leave you a positive review on those websites,
et cetera, et cetera, promotion on those review websites and platforms.

(01:01:18):
Like I said, it's another intent channel and retargeting. What
does retargeting do? It allows you to translate some of
these engagement signals visits to your website engaging with your
LinkedIn ads. Let's say you've been promoting some demand for
solution content or other type of content on LinkedIn, and

(01:01:40):
now you can also retarget people who have been engaging
with these other ads. You can retarget people who are
visiting your website, et cetera, et cetera with more kind
of product marketing ads and calls to action and social proof,
et cetera. Et cetera. These are the kinds of things
that we will do within the bound demand capture. So

(01:02:01):
you're hoping that people will now be looking you up
on Google on these directories, or be kind of taking
the action themselves to the book, the demo with you,
or whatever. The next call to action is all boundymand
capture is something that not a lot of companies do.

(01:02:23):
What do we mean by all bound. It's kind of
a player words combination between inbound and outbound. We're actually
using these intent signals. So you've been doing all these activities,
sharing that content to generate the demand. This is creating
intent signals. But now you work with sales to enable
them with these signals and playbooks so that they know

(01:02:47):
how they can turn those signals into our engagement signals
and other signals into conversation and try to capture the
demand those sales one on one sales conversations. Now, what
do I mean by that? I mean importantly, always, as

(01:03:09):
we always say, align the level of demand with the
next call to action. So if the signal is somebody
attending your webinar and the webinar was educational, don't assume
that they're looking to buy your product. But what you
can do after the webinar could be offering more resources

(01:03:30):
on the same topic, or maybe suggesting an expert session
with one of your subject matter experts. In some cases
those can be a account executives, or subject and other
kinds of subject matter experts who can help have a
meaningful discussion, maybe outed the process of the buyers or

(01:03:54):
give the other valuable insight, and of course also share
for example, key studies, share client stories, et cetera, and
start a conversation about your solution. These are the so
called breage activities that we often talk about. But if
there is if that level of engagement and the intent

(01:04:17):
signals that you're capturing kind of lower level maybe somebody
just engaging with thought leadership content, the next logical step
could be connecting with them and trying to start a
conversation about the topic that they engaged with it, maybe
offering more information about it. May be inviting into an event.

(01:04:39):
Right if somebody registered into an event, maybe the next
logical action would be to connect with them and ask
them what they're hoping to learn, what are the kind
of challenges that they're hoping to learn, et cetera, et cetera.
So all of these different examples that I shared of
the activities, the key point there is being proactive as

(01:05:00):
us with the sales team, working together with a sales team, proactively,
being proactive, proactively going reaching out to target customers based
on the existing signals, based on their engagement, based on
their interest. Very important. Aligning the call to action or

(01:05:21):
the activity with the signal or with the level of
intent that you can infer from that signal. But also
never stop nurturing. That is to say, we don't necessarily
we want to be proactive. We want to leave kind
of the control in the hands of the buyer whether

(01:05:44):
they want to take us on the offer or not. However,
we also have an opportunity to try to engage the
same buyers that we're engaged maybe in the past, with
other meaningful touch points. So maybe it will be running
other interesting events in the future, or maybe you will

(01:06:04):
have new interesting pieces of content that you can share
with them. Maybe you will look at prelevant industry news
that you can share with them. We call those non
sales touches, which will help you kind of nurture in
an old bound fashion, nurture those buyers that have previously
been engaged, and you never know when they will become ready.

(01:06:30):
Maybe you will see more signals, etc. Maybe we'll pick
up that threat. But this will actually allow you to
help stay kind of on top of their mind and
so that they will be thinking of you, so that
you increase the chance of ending up in their considerations. Set.
So with that we cover the model and I see

(01:06:53):
that Andre sharing some questions. I think it's a good
moment to start answering questions because we've got a lot
of them. Also during the during this live episode, but
also people who were registering were sharing some questions.

Speaker 2 (01:07:08):
So yeah, I think I think this is the best
one to quickly cover because it's it is aligned with
what we just shared it right. Question from Archana, how
do you balance the need for sustained engagement and a
long sale cycle well ensuring that prospects don't experience content fatigue?

(01:07:29):
Are there any specific formats or sequences strategies that work
past So first of all, is that you should forget
about sequences in a sense that we're thinking about if
I think that will set up whatever we have discussed
that there are ages seven. In other case ages seven
touch points. It doesn't mean that we need to send

(01:07:49):
ages seven emails across ages seven weeks. Right, the automated
lead NRCHIAR and email sequence, this is what we were
talking about the last time was obviously no way.

Speaker 1 (01:08:01):
Right.

Speaker 2 (01:08:01):
So you're not going to say to your say, oh, hey,
we're just on week fifty two, we need to wait
thirty five weeks more. You will see the results. No,
So the key point is that you create quote calendars, right,
and basically these calendar should as I mentioned, they should
include suite of five activities aligned with these different levels

(01:08:22):
of demand. Right. Then based on this you start building
your demand generation function. What might work for us doesn't
mean that we will work for other companies. Right. You
need to understand the bar persona. Right, That's why I
mentioned who is your primary buarer persona you want to
run this generation for Because let's say again you want

(01:08:43):
to sell to it T teams. Chances are that these
people are not active on Linked and your social content
whatever leadership content and Linked won't work at all. Right.
If you are selling to engineers working for manufacturing companies
like the Health Experience that use case once, right, you
won't be able to use any digital channels. So in

(01:09:05):
this case, we did all our marketings through the niche
associations connecting with these people and also hosted the in
person events. So this this, this is the idea. Right,
you need to have these quota calendars and making sure
that every quote calendar contains activities that I aligned with

(01:09:27):
the different levels often tent So that's that's Unfortunately the
answer to the question and the activities they are purely
dependent on the buyer persona and I know what will
need to log off, so thank you so much for joining.
I will very quickly touch the last slide because we

(01:09:48):
have Initially we didn't discuss this, but I feel it
would be essential to cover this because there were questions
from our community and more specifically, UH find correct that
was from Thomas about shortening the sales cycle. So there
are couple of things. Right again, when we're thinking about

(01:10:10):
the buying cycle, right when the demand for vendor happens.
The problem is that a lot of teams they think
in a linear way. Again, we have whatever right, we
have the demo call, and then we need to share
the proof of concept. Then we send the proposal, and
then we have kind of the negotiation or the legal part,
and then the closed one.

Speaker 1 (01:10:30):
Right.

Speaker 2 (01:10:31):
In reality, the buying process is completely different and a
lot already to share this right, how that looks like
from the buyer perspective, So that could be again vendor
evaluation and place. That could be a lot of internal
conversations if you're not talking to decision makers. So if
you're engaging with champions, right, they need to present a

(01:10:52):
narrative or collateral to justify the investment and your product
or in your service. Right. This is basically what happens
and what does that mean? That means purely that you
need to adjust your sales process to it, right. It
doesn't mean that you cost it a discovery call. Then

(01:11:12):
you send whatever you're like forty two slides deck and
a bunch of case status and you expect that they
would kind of convert, and then sales rep just sends
fall up, Hey, I wanted to check in. I wanted
to check in. I wanted to check in. Do have
any news? Right? The reality is if the buyers are
not replying to you, then it means there are no

(01:11:34):
news and there is no news in place. So what
does that mean? That means you need to understand the
typical internal decision making process, And the only way you
can understand that is by terry you in your key
accounts right, observe the patterns, ask as many details about
the deals as possible, Analyze who they add two emails

(01:11:55):
threads right, what are the roles of these people? So
then you can figure out who is actually involved into
that buying process, and when you'll intriget them about how
they evaluated you, for example, your product. What were the
critical questions, what were the medians, what was the agenda
of these mediums? Right, then you can map out the
typical buying process and start sending how you can actually

(01:12:19):
influence it. How can you help your buyers to sell
your product? Right? Because in reality, what we call sales
enablement should be called the buyer enablement. Right. We need
we don't need armor our sales reps. We need to
armor our buyers, our potential buyers, to be able to

(01:12:39):
defend your offer and sell it internally. This is the key.
So when you understand you start adjusting basically your collateral
and activities to to the way how your customers are buying.
And lastly, that was the question about the recording. Absolutely yes,

(01:12:59):
you can log in with the same link and basically
rewatch this podcast episode or if you prefer listening to
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Spotify and iTunes channels where you can subscribe to our podcast.

(01:13:22):
And while I'm trapping the link, quick Question's this episode helpful?
How did you like it? Share quick feedback in the
chat please curious to hear curl. Thank you, Horn Pablo,
thank you, Nicolas, Sharon Kate, appreciate your feedback. Thank you.
Thanks a lot, guys, and hopefully you all have signed

(01:13:45):
up for our full final signment that we will host
in a few weeks, so I know that Horn Pablo
will be there for sure, so our number one engagement
person on the side, So looking at jokes aside, looking
forward to seeing you all in a few weeks. Next
week will host the final let's say episode before the

(01:14:08):
sigment Stay tunes on Monday will announce the topic and
that would be complementary to what we have discussed today.
We'll talk about the capturing these different intent and engagement
signals and avoid an account blindness. Stay tuned will announce
it on Monday and have great rest of the week. Cheers,