Episode 166: Sales in ABM: The good, the bad and the ugly with Andrei & Vladimir & Elric Legloire

In this episode of Full-Funnel Live, Vlad and Andrei are joined by special guest Elric Legloire to pull back the curtain on the sales team's critical role in Account-Based Marketing. We're moving beyond theory to tackle the real-world execution of ABM—the successes, the pitfalls, and the messy details that make or break a program.

Tune in to learn:
 - The role and responsibilities of sales team in ABM
 - Account prioritization - what companies to select for 1:1 ABM 
 - Account planning - how to holistically engage the buying committee
- How to leverage business dinners to engage target accounts

RESOURCES:

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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/
Elric  on Linkedin: https://www.linkedin.com/in/elriclegloire/

Episode Transcript

Speaker 1 (00:04):
This is the Full Funnel B t B Marketing podcast,
brought to you by Full Funnel dot io. Let's starve
hi everyone. We're back finally with the full Final Life
with the new season. In Q four, we're going to
have eight sessions and the first one for the new season.

(00:30):
The first topic that we have selected is the role
of sales and a b M and the account based
Sales Playbook. There's a specific reason why we have selected
this topic. This year we have absorbed a huge increase
spiking demand for account based marketing. But when we were
speaking when we were talking to account based marketing leaders,

(00:53):
so to the piece of marketing, et cetera, quite often
they share it to us that sales assume that it's
just one hundred percent owned marketing motion where sales can
do some standardized engagement or they will just receive enterprise sales. Basically,

(01:14):
enterprise sales opportunities come an inbound way from marketing and
they will work on the deal closure, which in reality
is absolutely wrong. Sales uh sales active participation, so I
can either make or break your program. And that's why

(01:34):
we have invited Eleric Legoire, our friend from Canada, founder
of Outbound kitchen, a person who was behind the sense
of chili pipe pers ab and campaigns on the sales side,
so it will be a fantastic experience for us to
share our perspective as let's say, account based market or

(01:57):
myself and sales and Eleric from the sell side as
account based sales rep. So this is our agenda for today.
But before we'll move forward, let us know, guys, where
your all journals from. I see already sort of people
online with us. Let us know in the chat where
your all journals from. I'm broadcasting again from hot and

(02:19):
sunny Williaurel Allenza region and Spain. Eleric Wayo based and
based in Mexico City in Mexico, so Connor, Colorado. Got
to see a Prabit in the Paul London. Good to
see ho. The weather is still good there. UH Ireland nice,

(02:43):
jag and I in the Neil Dortmund nice again. Got
to see our international community back UH Erica, Austin, better
Singapore cool. Good to see you guys. As always, UH,
we do this podcast for our community. You're very welcome
to ask any questions and by the way, I would

(03:05):
love to thank everybody who shared the questions upfront. When
you guys were signing up for the session, so that
helped us to kind of make the right narrative and
prepare lots of relevant examples to answer your questions. So anyhow,
you're very welcome to ask your questions in the chat
or better in the Q and A section so we

(03:27):
won't lose them in the chat. But again, we're doing
this for yourself in any format that would the villain
would be working for you. Just feel free to type
these questions. Cool that being said, let's dive in. I
would love to share this slide as just kick off
of today's episode. It's obviously not my picture, but I

(03:51):
just found this one as the funnier one. I started
my career almost twenty years ago and I started not
any of you probably know this, but I started as
sales rep. I spent the last five years of my
career in sales and started as what you'll call today
business development manager of sales development representative, and I was

(04:13):
filled SDR. I was working for Kimberly Clark Sow there's
lots of field sales with it and retail chains, pharmacies,
et cetera, where we had live meetings with the target accounts.
But the entire point was like, aside from let's say
when I was there, aside from revenue quota, we had

(04:36):
targets of acquiring new logos, and we had broad segments
to target. Again, as I said, small retail chains, groceries, pharmacies, wholesalers,
et cetera, et cetera, et cetera. And basically the approach
was very simple. You at that time, as you guess,

(04:57):
there were no Zoo mean for no Clay Now technology
that would and even Google Maps the very early stages
you want see all these kind of potential customers on
the Google Map were no like databases, so you need
to kind of do manual investigation in different regions. So

(05:19):
it took us literally investigating the area. And then when
you find a new logo, you kind of your new
potential customer. You just try to book a meeting with
the dependent obviously on the structure of that organization, either
as the founder of the grocery shop or with the
purchase manager or bigger let's say retail chains with the

(05:41):
category manager, et cetera. It was that way of how
we did the cells right, come and visit it, not
and et cetera. But guess what happens nowadays. It didn't
drastically change in twenty twenty five. The only difference when
we look at the sales process is that the technology
replaced the dark knocking and the typical sales process, which

(06:02):
is why I recently published that post on linked and
that the old school sales playbook is absolutely that what
is kind of driving me not sense that still lots
of companies a running it automated sequences send connection, request,
beachment connection is accepted, full up with emails, cold call

(06:27):
rints and repeat twenty one time. So what are the
best practices when it comes to set and updicatedences? And
that's it right, And the problem is that most companies
never question this. Why because again it drives some pipeline,
or at least it drives some meetings, right, And there
is always an argument, okay, but we have generated photo

(06:48):
four meetings from outbounds, so it works. Nobody pays attention
on the efficiency of the process. How many accounts or
how many contacts from accounts were approached by this, And
nobody pays attention to the close one conversion right, and
the pipeline value. Everybody tries to secure it and then
nowadays we see a huge spike in kind of different

(07:12):
technology solutions like AI agents, et cetera that promise to
automate and kind of a round the playbooks on auto pilot.
The problem is that when we are automated what is
already broken, it doesn't yield better results. Right, That's the key.
The sad reality of what we have seen is that
this is the analysis done by Backlink if you know

(07:35):
this company, Brian Dian who is kind of well known
as EO expert, They analyzed twelve million out each emails
and they have identified that only eight that five percent
receiver response. It doesn't mean that this is a response
to book a meeting, just generally getting any reply in

(07:57):
the format no I'm not interested, et cetera. Right, So
this is the sad reality and now how it reflects
the current sales status. So I recently read an interesting
report from the company called Emergency Capital. Beyond the Benchmarks
the name of that report. They have surveyed five hundred

(08:18):
and sixty venture back B to B tech companies and
they haven't covered that in twenty twenty five, and we
just pass three quarters in twenty twenty five. Right, most
companies fired or laid off the sales reps, and the
number one function that was laid off thirty six percent SDRs.

(08:40):
Why again, the simple process that the playbook that they
were running for years is not efficient. The only way
to kind of improve it is adjusting the sales processes
to the modern viol journey. Right, the way how customers
become aware of different products, the way how customers make

(09:01):
or let's say more precisely B to B buyers creates
the consideration set, the way how they evoluate different vendors,
the way how they make internal decisions and come to
internal consensus. And this is kind of the way how
you need to work with them. It's also it also

(09:23):
means that the lengths of this process should be aligned
with the real war journey, because we quite often speak
about sales cycles, right, and companies. Some companies measure it
holistically and they can say, oh, sales cycles are like
eighteen months, fifteen months, et cetera. But a lot of

(09:43):
companies they just measure the sales cycle from let's say,
the sales opportunity was created till closed one right, So
the procurement legal may be proof of concept depending on
the complexity of the sales process, but it doesn't reflect
the lengths of the bar journey. So this is the
screenshot we often share. We once asked trim Data, the

(10:06):
end analytics platform, to give us access just out of
curiosity to measure how much time it takes full funnel
our company to generate sales opportunity with our target accounts,
not even the sales opportunity, but the first discovery call

(10:26):
and then out of curiosity, we haven't covered that. This
is kind of the typical representation eight of seven touch
points that were tracked and then covered by digital analytics
coming from different let's say platforms, Linked and engagement. This
live podcast, sign ups, newsletters, sign ups, that's a website, visits,

(10:47):
et cetera, et cetera. And that was a constant flow
of nurture. And if you look back at the previous
slide where I was talking about the about the demand
generation from bar perspective, right that first most of the
buyers are not actively buying. They're just they're just looking
for content that helps them to become better at their

(11:08):
jobs to be done in time. Intent is to learn, right,
how I think it's true. We can apply to it
almost everybody who came for this podcast episode right, not
to listen to the sales peech, but just to learn
something new. And then you can see that nothing happens

(11:28):
in between. But then again there is a slight spike
of engagement, and that basically means that you are getting
into the consideration set. And when a company starts talking
about solutions similar to yours, right, you start seeing the
spike in engagement where there's basically the company starts more

(11:49):
engagement with different vendors. And at the end you see
the discovery call common. I love a lot this report
from hockey Stack that they did together with Cognism. They
again they tracked across fifty different bit to bit tech companies.

(12:11):
How long basically not how long, but how many touch
points and impressions it's required to create sales opportunity? Right,
and if will just make a simple mess, it takes
two hundred twenty one value added touch point from the
first impression to close one, which means that we can't
just send two hundred twenty one generic call the males

(12:34):
right call the mails that I wanted to fall up.
I wanted to check in any interest should I close
the thread? And this doesn't mean that we need to
run generic kind of demandsion at hey go and book
demo with us, et cetera, et cetera. It should be
something that helps us to influence this entire bar journey

(12:55):
and selles are active part of this. Right Again, the
chip playbook that I share it in the beginning, it's
completely misaligned with this reality. It completely ignores what's how
the modern buyer journey looks like and how many value
added touch points are actually required to create sales opportunity.

(13:17):
So with that being said, we need to kind of
think about how the role of SDR should look like today.
What is the efficient model? Again, I'm might be a
little bit biased here because I'm just talking about our experience,
but that's why I wanted to print Eeric to share

(13:40):
his We're talking and just to make it clear for everybody,
we're not talking about SDRs for low ticket Let's say
mass market products. Right, if you salem fifteen dollars, I
don't know product. There is maybe lots of things that
I'm talking right now won't be relevant. Why because this
could be an impulsive purchase, right, It's just there's no

(14:03):
risk to spend fifteen dollars fifty dollars to try a
new product, right, get one month, and then unsubscribe if
you don't like it. We're talking about enterprise deals starting
from fifty K and above. Right. So from that perspective,
we always think about account based sales reps. Why account
based because they need to work together as market and

(14:27):
on certain set of accounts where they holistically create awareness,
engage with the buying committee, run in that account research
to understand the needs of this account, Understand the needs
of specific buyer persona, their jobs to be done, Understand
what actually could be helpful for these companies. Right. Engage

(14:47):
with them in that way because the first point that
you need to achieve is to raise curiosity of the
buying committee members. Right, And that's the entire point of
this what we call account based sales reps or abs rs. Right,
the abbreviation that we use where you find five typically

(15:10):
let's say, five categories of activities that I essential for
these sales reps. They're in charge of account qualification and
the account selection. They are in charge of account research
and further personalization. Account research also involves the entire band
committee MAPP, and it also includes account nurturing. Not only

(15:31):
marketing is supposed to do this, but also sales UH
regular band committee engagement and profiling. By profiling, I mean
collect and additional insights that are not that you're not
possible that basically you can't collect via public desk research, right,
something that helps you to really personalize your further engagement

(15:53):
and activation in a sense, creating these fully personalized solutions
for these accounts. So that being said, what we're going
to share with you today is just highlighting each of
these categories and feel free to ask us any questions.
The first one is account qualification. As we spoke before,

(16:15):
the key point here is defining, together with marketing, what
are our situation criteria? How would you find that? How
can we de find that this is tier one account
or tier three account?

Speaker 2 (16:27):
Right?

Speaker 1 (16:27):
Quite often these decisions are made on the god feeling
or basically just looking at the company's revenue or maybe
team size and that's it. But you need to have
what we always say, you need to have tangible criteria
that anybody in your organization can apply and easily qualify
and segment these accounts. The next point is that you

(16:49):
need to move beyond the let's say forma graphics criteria.
You need to speak together with Seals what actually makes
an account perfect fit for us, and often you can
hear lots of deep insights where they would share specific characteristics.
Like in other case, we now that will always prioritize

(17:10):
accounts that have regional teams because then they often work
in silence. They work in silence in HQ right between
marketing and sales, but regional teams often work in silence
with the central office. So for us or we have
good frameworks for this, we know how to solve it.
This assumption that we use as a prioritizession criteria. Then

(17:32):
you need to define the buying committee structure because quite
often the buying committee ends as we sell to the
pe of it, the py of market and the pay
of sales, and that's it, right, But you need to
define the actual roles and make the breakdown by buying
committee role, who is who could be a champion, what
specific titles? Who are the decision makers, who could be

(17:53):
the influencers, who could be the blockers Because if you
want to holistically engage the account, you need to engage
all of these roles right. And lastly, what is essential
here is to define this qualification criteria because some of
these companies could fit your qualification criteria. But what can
tell you that this account is not a perfect fit

(18:14):
for you? So that could be a location in a
certain region, or maybe they have a legacy technology that
your product can be integrated with whatever, right, So that
could be multiple factors. And these insights are usually coming
from in depth deal analysis with sales and this is
the prerequisite for successful account selection. If you don't have

(18:37):
if you don't nail down this account qualification criteria, let's
put it like this, it's likely that you'll end up
targeting a wish list or a broad list of dream
accounts without any intent and with very low probability of
conversion into sales opportunities. When you nail it down, the

(18:58):
next step is basically move want to account selection where
I would love to pass my craft.

Speaker 3 (19:03):
Finally, yeah, so, actually, if a contralection is pretty aligned
with what you just were talking about, and I'm going
to use a few examples on why it's super important
before building the list. Fact what you need to do
to build a list, what criteria you can use, because

(19:24):
you were talking about not using just the thermographics, so
I think yet you have like three criteria to pick
your accounts for for IBM specifically, the first one is
proper city, is this account has a high windmate for

(19:45):
example for US, meaning that are there in the right industry,
the location of the.

Speaker 2 (19:50):
Headquarters for examples. So I'm going to give you two examples.

Speaker 3 (19:55):
I used to work with ABM teams for a good
market Pork, so we were selling to chief revenue officers
and chief marketing officers. And then I was working for
a company we were selling to technical leaders mainly CEOs
and the leaders that were the main focus. So what

(20:15):
we did for both companies we were making a list
of all the criteria we need to to have first
before saying okay, this account is going to be under list.
The location was one, so is there there a headquarters
in the US for example. The second one was early adopters,

(20:36):
so because we were selling really a new technology, so
it was not like we're not selling a CRM like
says Spot for example, So we need to identify those
companies who were early adopters of new technologies. So what
we were for I think for both products it was
a bit different. But if we were going to after

(20:57):
a chief own officer or chief marketing officers for example.
We were trying to to to find do they use
ut rechrocess for example, because it means that that they
are more early adopters that maybe other companies are not
using those tools. So we're making a list of all
the tools that they are currently using to say, Okay,

(21:18):
is this account willing to try new tools? That I
was one for business leaders and then the example from
the other company that we were saying technical leaders. We
were making a list of we were integrating with the
data warehouses, so Snowflake, Biquery, Redshift for example, but I

(21:39):
was not enough. That was just the beginning, but we
were trying to find do they use any other data
or business intelligence tools that are new or the those
products are new, like the they created those tools like
five years ago, versus do they use more legacy tools
that if we know that they were using legacy tools,

(22:01):
that for example, I was not a good a good
fit for us because if they're still using legacy tools,
that they are not going to try a new toe
Lakers for example. And then another one was the maturity
of the team super important because you're we're talking about
SDRs so we were selling chili pepper and if the
company were using SDRs, for example, they have SDRs on

(22:24):
the on the at the company, it means that they
are more mature than the company with sales reps, but
they don't have like specially specialization for example. So we
were targeting SES teams with an SDR team inside of it.
That was for cheaper and then for the one for
their adios. We were trying to find like those new

(22:46):
titles because I think in each industry you have like
new jobs or new titles that created. So right now
with air you have like AI leaders really specific on
the use cases. But for data there we were tracking
one specific title that was Analytics Engineers. So those titles
basically they are pretty news. So the job was credited

(23:10):
like two or three or four years ago already, but
it means that if they have those titles inside the chief,
it means that there will be more mature versus a
company with yes they have a diligent but analytics engineer
were like a title we're looking for and then the
last one five and we could have like a big
list of all the things you can track. But that's
the The idea was to really like, instead of having

(23:32):
a list of ten thousand accounts, can we have a
list of early adopters if this team is mature or not.
For example, that's for Proper City. Because that's how we start,
and then you have the second step the value of
the account. And here can share some examples about that

(23:54):
because actually paper when we started to start, when we
started the enterprise team and the BM approach, we did
not have like a con selection process. So basically contactecutives
and there's the house. They could pick whatever the accounts
they want. But the prime we had was we have

(24:16):
some accounts that yes, technically they are enterprise, they have
two thousand, three thousand employees, but the sales team they
only had like twenty sales reps, which means that it's
an enterprise account. We know that enterprise it's long sex
cycle complex, but the value of the account was super small.

(24:37):
It was like three K just for to to get
twenty reps. So what we did and we stopped doing
was okay, So now what we need to understand is, okay,
enterprise for us, it's more than one thousand of BRACE,
but we need to go beyond that. And we started
to track the size of the end user team, so

(24:57):
meaning that any sales reps do they have. So for
cheap Eper, we started to track at minimum three hundreds
as reps and so that was like the greater year
and basically if the value of the account were increasing
just by doing that. So it's super simple, but that's
what we started with. The second thing was also because

(25:22):
if you think about the value, yes, that's step number one.
The second thing you can do is the growth of
this team in the past twenty months twenty four months.
You can track that with stats and half we can
track that with clear now. But what you want to
understand is this account growing, but beyond that just the account,
is the sales team growing.

Speaker 2 (25:42):
For example, if we are talking about.

Speaker 3 (25:43):
System, I was talking about the data product. Same here
we are tracking how many data people do they have,
how many the are leaders, and we're tracking that to
understand months of our months if this account is going
to grow. Because if this account is already the size
of the gym is big, plus the team is growing,

(26:04):
that's we know that this account is going to grow
months of vere months in the future. So for new
business great, but also for if you think about when
they close in the our customer. You will have like
more expansion opportunities for these accounts, because realistically enterprise is
not like just oh yeah, you start with a five

(26:24):
hundred k a t V. Now it's you might start
at fifty k okay, and then yeah one one or
ok yet to two hundred and months of vere months
is going to grow up. It's super important because it's
I think you those two scoring system it's it's need.
It's going to give you a list of watching into
practice for the rist. And then I think the step

(26:48):
number three is those accounts in buying. What I mean
by that is are they going to buy your solution
in the next few months or next Feve month for example?
And here I think it really depends on each industry.
But because here we're talking about autoprit, I think the
step number one for this is to really like strategic
initiatives to track that so you have different ways. If

(27:13):
the company is public super simportant mas oftime, you have
like annual report earning course and it's basically public information
and you know what's already the plan for twenty to
twenty six. For example, are they expanding in a new
country for example, in a new region, are they going
to ip of for example, if it's a private company,

(27:35):
but there are already signals that can track to show
that this company is going to be public, are they
buying another company, are they merging with another company? So
those signals that can obviously depends on your products and
you need to track because most of the time if
we talk about intent data, what you can track, but
those signals, so they are the strategic initiatives that you

(27:59):
need to understand and how your break can help. With
a new regulation, that's another one because right now, working
with some customers, they are working in regulating industries and
depending on the country, the region, or the state in
the US, you have like different lost different regulations and here,
so it's a really good signal for example to use

(28:19):
for for example, if the company is going to buy
your solution or need your solution at some point, and
here it's not like oh we need to educate them
on something, but you have a regulation and they need
to comply with this renew regulation.

Speaker 2 (28:33):
So that's another one.

Speaker 3 (28:35):
Then you have intendea G to a bombora, so those
I know you need to buy them. But basically to
give you some example with G two, I know on
G two. If you use G two and G two
is really great about giving you do the other looking
for competitortor for example, so for us, when I was

(28:57):
a chili paper, we're using G two and we are
tracking if they are checking Calendle for example, and then
we are trying to understand because they don't give you
the specific personalagy, but they give you the account. So
we are tracking, trying to understand who the company is
currently looking at, canning and then going after this account

(29:17):
because that's a signal that there might be looking for
a solution.

Speaker 2 (29:22):
The more requests, So for us.

Speaker 3 (29:25):
It's and I'm going to explain why I put it here,
And that's a banding signal.

Speaker 2 (29:29):
It means that for me, an the CD is not
just a bound or vers with inbound.

Speaker 3 (29:36):
The more requests from me, it's a signal that something
is happening in the account that they are maybe they
have any initiative a project related to your products. So
that's a signal saying, Okay, something is happening in these account,
maybe we should focus more or efforts to this account,
not just okay, let's try to get the CEO or

(29:57):
the city or whatever you're going after, but the more
equal it means that something is happening. So that's the
Bain signal, and we need to understand what's currently happening.
And then you have obviously a lot of other things,
but what say you did? And so love it.

Speaker 1 (30:13):
I think it's a perfect outline of the account selection process.
And basically literally I think it's a good approach when
it comes to territory planning, right, that sales can take
and as we spoke, you can see it on the slide.
It shouldn't be a silid initiative. Again, often sales build

(30:34):
something on their own market and if they run let's
say MKL playbook, they generate mkls and then they try
to merge these lists. Right, the entire point, like you
put the criteria here, there are multiple sources that can
give you good insights on what accounts you should actually prioritize,
on what accounts you should go after, right, and these

(30:55):
signals could be coming from the platforms that are owned
by my and so that's why that process should never
happen in silence. And the entire point is that everybody
should agree on that list, and then we're not going
to cover the marketing part. Right, and what marketing activities
we should take to help sales with let's say account

(31:20):
with account engagement. But the entire point is that we
have this list and then we you find the playbox.
One thing that I would love to mention and I
think it's important also to keep in mind that often
when it comes to territory planning, we still can end
up with a big list of accounts, right, and then
that there's really an important nuance to account prioritization. So

(31:46):
in now a case, what we'll have to do we
have this, for example, the sales list from territory planing,
something that Eler have shared, and then maybe there are
some accounts that market and engaged accounts and we can
pick them up and the next step that we're usually
doing will put them into one of the three buckets

(32:06):
again basically qualifying them by the revenue potential, product need,
evidence of buying signals, relationship level, and when their awareness level.
So the biggest group of these accounts would be class
to ICP accounts. So these accounts that they fit your
ICP criteria or this account qualification criteria, but they don't

(32:29):
know you, You don't know anybody in this company and
you don't know if they're actually shopping, right. So from
the sales perspective, from the sales process perspective, what should
the goal with this account? Should we try to sell
to them? Now, in reality, the first thing that we
need to do is making them aware of us, right

(32:51):
that our product exists, creating this internal awareness, So that's
the key. Next, that was a question from some from
our community. What is kind of engagement threshold when we
can call a specific account engaged account or account? That

(33:11):
is when they're aware and there is no rule of
some right. So for example, like Elric said, so maybe
they have signed up for your webinars in the past,
maybe you have met with them recently, maybe that was
a spike of engagement on your website or high teen
pages like book at demo for example. There is no
rule of some and the only right definition here is

(33:34):
the definition that you make together with sales. You are okay,
this is the behavior. This is the criteria that accounts
should match. So we mark this account at take this
account as an engaged account, right, so we can say
they are aware of us, but we still have no
idea in the market, and what is the actual use

(33:56):
case I need so for this specific least, the key
point is to validate their needs and understand, right, what
should we our, what should we offer to them? And
the last list is the active focus list. This is
where sales spend or let's account, they sales rep should
spend eighty percent of their time. It's the active focus list.

(34:17):
So these are the accounts that know us. We know
them and we know their needs, right. We know they're
buying signals, we know what are the initiatives they are
currently running, what are some of their challenges and needs,
and we work on fully personalized solutions for them. This
is where two one to one ABM happens. Right, This

(34:39):
is where we start creating these account plans and start
thinking about how can we create sales opportunity with these accounts.
Why this prioritization happens because then you can split all
the or subsegment all the accounts that you have selected
initially into one of these three buckets, and then you
know that you have different metrics you are not expecting

(34:59):
cluster cpeter be converted and the sales opportunities immediately. While
then the most important method for that list would be
account engaged accounts. The number of engaged accounts that hit
your engagement threshold, while for the active focus list, your
key benchmark would be the number of discovery calls booked
or sales opportunities created. Right, That's the key, and that

(35:22):
helps to prioritize all the accounts for one to one
a b M for one to a few a BM
for both marketing and sales. But that actually leads us
to the next point, which is all about account plan
and sow pass and mic back to.

Speaker 3 (35:38):
You yep, and just yet talk about accompanying specifically, because
here we're going to more like than what the strategy
or what you can do for the if we just
go back to the constelliction, I forget to mention that
the lists, the criteria, the points were tracking.

Speaker 2 (35:56):
That should be the same list that Corona was saying
in the.

Speaker 3 (35:59):
Chat, that that should be the same list for the
full go to marketing is ther marketing and as because
I work pret a lot of early stage companies and
most of the time what you have is marketing is runing.
The have a list is the a nother list and
then as a nother list. So the goal with that
is to really like, for example, if I'm going to

(36:22):
talk about cheap paper. So cheap paper were like three
enterprise contact the chiefs, so we are like one another
counts per enterprise, so three another accounts. That was the
list and that was it, and there was the list
for marketing a n S ther So because most of
the time you will have like different teams working on
different accounts.

Speaker 2 (36:43):
So that's the idea with this.

Speaker 1 (36:45):
We have one question, so maybe we can immediately cover.
This does also apply to a software product that's focused
on crowing the net forecasts fast as we can. Well,
I would say it's it's it's purely depends on deal size.
So if because the context is unknown, right, if it's
like fifty dollars product, then I would say no. And

(37:09):
then if you are selling to mass market, then I
mean you can skip it and just stick to the
traditional outbound with just better message and best better insights,
et cetera. So you can create micro segments both for
your ads and for your outreach and that's it and
personalized on it. But if it's an enterprise product, the

(37:30):
entire point is if it's enterprise product, if it's all
about six figure deals, five six figure deals, then there
is no chance that you can work all, let's say
create a constant pipeline growth without applying this framework.

Speaker 2 (37:47):
So this a my soots good.

Speaker 1 (37:50):
So the second part right, the first one we nail
down the account qualification and account selection process. Next one
is a count planning.

Speaker 2 (38:01):
Mm hmmm.

Speaker 3 (38:02):
So now that we already identify the account, so now
it's the research. What what's the plan for each account?
Now with a I, I think you can do a
lot automated a lot from this. Obviously you see have
like a few things that can be automated. But first

(38:24):
step research account Already I was already talking about the
strategic initiatives earlier. So if the company is public, prett
easy to find that. If you have your reports I said,
tha case, but a your reports and cares, press relesees,
you can use that basically to identify what's the account

(38:44):
focus for the account. Because here's if initiative is the
big focus for the chief revenue officer, you know that's
going to be the focus for the full gym below.
This person, did they hire like a new exec? Because
most of the time when they are like a new exec,
it's pretty a big investment for the company. So this

(39:06):
person is here to make changes to improve something. For example,
if it's they have you can track that in an
incourse or in your report. If one metric revenue was
not meeting the expectations or the goals, for example, they're
going to hire someone basically for to fix that. So

(39:30):
the obviously is going to help you. And you need
to understand who is new at the account, for example
tech stock analysis. So it's pretty connected to the first
one dimension, a con selection. You want to understand what
do they use today, because I think Andrea was starting
to talk about vendor aware. If they are not using anything,

(39:53):
for example, your approach is going to be a bit
different than if they're already using a solution, because if
they're already using a solution, they're already fixing the problem
that you can solve. Maybe it's not perfect, but they're
already solving it. But if they are not using anything,
the approach would be different. You need to talk more
about the poems that you can solve versus hey, we

(40:16):
are different than ex competitor and he heard the strength.
So that's really something you to understand first before knowing
what you say, because you can't talk about for exta
all I'm going to give the example of cheaper if
they're already using currently. I'm not going to talk about
what Chili Pepper can do the basic things. It's more

(40:40):
focused on where kelling Lee is strong and Chili Pepper
is strong and the weaknesses of both, and now we
understand how we can help basically based on that. At
this account, do you have past customers, meaning do you have.

Speaker 2 (40:55):
Like people who use your products.

Speaker 3 (40:57):
Or not for example, because it's going to be easier
so to focus on those people than focusing on trying
to reach out to the CEO of a CIO for example,
and they never heard about you your product, so it's
going to be harder. But if you have previous end users,
previous champions inside the accounts, that's for example, an example

(41:19):
where you can.

Speaker 2 (41:21):
You can focus on.

Speaker 3 (41:24):
Next step is building your point of view. So going
back to what I was telling saying earlier, if they
use a competitor, your point of view is going to
be different than if they don't use anything.

Speaker 2 (41:35):
For example, what's and the.

Speaker 3 (41:39):
Point of view is connected to the strategic initiatives or
other things that you can find about the account. But
basically it's what's the goal right now?

Speaker 2 (41:49):
What's blocking them? And how you can get them.

Speaker 3 (41:52):
You can help them get the first off, Basically, it's
connecting the dots, so you find data online about the account,
and then it's based basically connecting the dos to your
solution and saying, hey, here's how we could have the
second based on what we find only then mapping. So
pretty straightforward here. But what you're on to get so

(42:15):
far on Tourprise you have like three I would say levels.
You have above the line, the week, vps below the line, directors, managers,
and then end users. After we're going to I'm going
to show you specifics aport how you can approach that.
But basically, as SR or contact cutive, you have two approaches.

(42:35):
You you can start top down or bottom up. The
top down obviously it's better because it's quick. You can
get a meeting pretty quickly with an account, but the
problem with that is sometimes done exactly that everyone everyone
is running this, so it's some for some accounts it's

(42:56):
going to work. Yes, you can start with that, I
would say, if with when you when your account, but
like you said, Andre, it's most of the time everyone
wants to talk to the sea level and then you
have the more long term approach, the bottom up approach
where you start with the end user and then you
talk to the director or managers to understand what they're

(43:19):
currently trying to serve those issues for example, and.

Speaker 2 (43:22):
Then you you have a.

Speaker 3 (43:25):
You can go talk to the VPD or syll level
because you already understand what they use, what's the prims,
what they try in the past. So you have like
really information from the inside of the accounts, not what
you can find online about these account so and it's
not like, oh should I do this one or the
other one night's unfortunately it's underprised. It's some accounts that

(43:48):
top down is going to work. You can start top down,
but some accounts is bottom up because these sea levels
they are not going to take any meetings outside of
someone inside the account is going to recommend you and
then they're going to consider you. So for checkout it
will be different.

Speaker 1 (44:06):
Love it, And I think the entire point is basically
outline and the value of account based marketing and the
fundamental principle it's all about created personalized solutions, personalized offer
for a specific account, and you can't build it just
using you know, generic public insights right, no way that

(44:28):
you can oh yeah, I say you raised money, Let's
book a demo because this is what we can help you.
This is why you need to collect the insights from
multiple band committee members then connected to the key initiatives
of that account, and this is how you come up
with the personalized solutions. Just before we'll move to the
next point, I would love to show as everybody guys,

(44:49):
I'd drop the link in the chat. If you are
not subscribed to our podcast, you can subscribe to its
using our link. Full funnel data i O podcast. We
have this podcast distributed to Spotify, iTunes, YouTube, basically the
most favorite platforms. So do give us a failure and

(45:11):
also give us five stars there and a few points
just to add to what Eleric just said. What is
really essential here, right is create a streamlined process where
you create the account. Research right you you need to
have you need to have to nail it down. Quite
often companies just have an at hoc approach. Okay, we'll

(45:34):
research Sampson and that's it. But you need to nail
down what exactly should be researched, how that is, how
this will be used, and where that should be stored.
This insight should be cross shared with marketing team as well,
because how you're supposed to create let's say market and
content or support sales if you don't get access to

(45:54):
these insights. Next, as Elerk spoke, we need to run
in depth virus or you understand the keypies of our
target bar persona, jobs to be done, challenges. They're all
in the strategic initiatives that we haven't covered right. Basically,
also starting from the end users, just because these people
quite often they would be the if you are selling technology, right,

(46:16):
if you're selling the products, these people would as opposed
to be the users of your products. So you need
to understand what value actually you will bring to them
and use the intel right to sell to the let's
say decision makers. And the last point is personalized offers,
right of personalized account plant solutions, whatever you'll call it.

(46:38):
So the entire point is that you move from the
traditional like we spoke, so that you raise money, you're
likely to have this challenge that we can solve it to.
This is what we know about you, This is what
you guys are working on. These are the inconveniences, right,
this is what the cost of an action looks like.
So basically, what will happen if you are not going

(46:59):
to do anything about this product. These are potential ideas
that can help you to solve this and these are
kind of the expected outcomes of the solution, measurable or
maybe quality improvements. Whatever this is. This is the entire
idea right of the fully personalized approach where sales UH

(47:21):
runs an actual UH kind of active active part of it.
Next UH, the SUT basically step is the regular account
larger and an engagement. As we spoke, there are multiple
touch points, right, that's basically necessary to generate sales opportunity,
and quite often we hear from sales that the number

(47:45):
one complaints they share with us about marketing is that
the accounts are not aware of them. It also leads
us to the first point, where we have discussed why
you need to prioritize accounts by the level of vendor awllness.
But the second point is that sales are actually a
part of print awareness and account awareness processes. This is

(48:09):
the true right. Quite often we're saying that awareness means
running ads and sending emails or plus linked and messages,
but this is not how we're creating awareness. We all
know if I will ask you in the chat, you'll
immediately share that you become aware about different vendors by
learning from the podcast, chatting with peers and the community.

(48:33):
So at industry events, right, colleagues that are sharing are
mentioning specific vendors or products, are sharing specific content. So
these are the actual sources. And the entire point is
that sales they usually build this network of people, but
they rarely build relationship with these people. Right, So how

(48:55):
sales can create awareness. We have you find eight cheap
accoult solutions and then Eleerk will share one of the playbox.
We won't have time to kind of dive deeper into
all of the aid. But the entire point if I
will categorize this, and this is what we ask account
by sales reps to do during the when we're round
the ABM programs. One is millionful engagement. Minionful engagement means

(49:20):
commenting on the posts, engagement with them and the communities,
answering their questions when there is a relevant piece of content,
sharing this relevant piece of content with them, when there
are some views that were published about that specific account,
using this as an opportunity to ignite the conversation, et cetera.
One on one content distribution. If we'll think about the

(49:44):
best channels when it comes to access to specific wire
persona who has that access right, these sales inboxes both
email and linked and inboxes. So that's why it's so
important when marketing support sales with the actually co creates
with sells the content that they can use for the
buying committee and nurture and right they can easily distribute

(50:08):
at one to one to specific bar persona if that
would help them to move the needle. Next, personalized solution
something that we have discussed account love letters and theoration.
This is something that I will share with you guys.
I'll show an example a little bit later, just in
a few minutes. The entire point is that we write

(50:29):
fully personalized content that we can share with these strategic accounts.
One on one event invites engagements and follops. Usually marketing
kind of is responsible for bringing people to the event,
but again if you're run on webinars around tables, business
breakfasts or dinners, again, this is a fantastic opportunity for

(50:53):
sales to connect and engage with these folks and collect
lots of additional insights right through. So the engage with
these people. That's why they should be an active part
of this and also progressive profile and so progressive profile
and what Elrek actually mentioned when you talk, for example,
to end users and to collect the insights about the
challenges and you connect the dots to the account initiative,

(51:16):
so you start understanding what's actually going on in these accounts.
And plastly the content co creation with your bars. I
wrote today post about selling to technical audience. Quite often
this is the only way how you can make them
away when you make them heroes, when you start featuring them,
when you co create something with them, because this is
the easiest way to build the relationship. I know it's

(51:39):
not obvious and it doesn't look transactional in a sense. Okay,
but how can we move here from that engagement to
sales opportunity? But better to the entire point is just
to build that relationship and awareness. Right, So again, PASS
and NC to you. I know you have prepared a
few playbooks, so we love you to actors app.

Speaker 3 (52:00):
And I know we are almost one time, but I
already started talking about that specifically the top down versus
bottom map approach that if you'ren't we we can go
straight to the playbook the last one or what do
you want to do?

Speaker 1 (52:15):
Let's do I think that's a great start. Why that
you that you need to share about snowflake?

Speaker 3 (52:25):
Okay, so yeah, the here if we go back to
the bottom approach and why you should consider it and
added to your playbooks for enterprise accounts, it's here that's
the perfect example why sometimes it's better to do the
bottom ap approach because some vps are level, they are

(52:46):
not going to take external meetings with a vendor because
they will trust what the team is recommending. And when
I said the team, don't users, managers or directors because
they trust more who is inside the company more than
the vendor for example. So that's exactly why you should

(53:07):
be doing that. And example on what you can do
with end users Basically, it's getting informations what tool do
they use because sometimes you don't know online, but I'm
not going to share online what they use internally what
they tried, So talking to in users that's pretty also
easier to get some some price for from them. So

(53:30):
and then you use that to talk to managers, directors,
and then you can build your case basically on how
your solution is the right solution for for for example.

Speaker 1 (53:40):
And just to share maybe a few examples of this playbook, right,
I can't notturn examples. For example, you can see my
same castall line the post about specific account part of
Antwerp and brus And the entire point is that it's
it's another Carena. Just the comment stice see that you

(54:01):
see the screenshot, not mean and you that Carena owns.
But the entire point is, we have, for example, the
account love letters, right, we did their count research as
the sales reps. We don't cover specific insights. Why not
using this for creating fully personalized content that we can

(54:21):
share on social Obviously this is not the content that
looks like a sales speech. Hey, this is what we
have seen about you. These are all of your challenges.
You guys are doing so bad and the only way
to solve with this if you hire us, right or
if you'll buy our product. Obviously not like this, but
you find nice initiatives. So for example, like look at

(54:42):
this post. You know why the port of antwer brush
bunch of so much about its way basically sharing the
story about the strategic initiators and how they invest into
improving the logistics capacity on bandwids and the fantastic or
basically the biggest ben a head of this approaches. Then
you can take it and distribute it to all the

(55:03):
band committee members saying, hey, this is what we have
published about you. Hope you enjoy. Would you add anything else?
Did we cover it well? Et cetera. So the entire
point is to attract their attention and also using their
country research that you anyhow will be doing.

Speaker 2 (55:20):
Right.

Speaker 1 (55:20):
Another point is like, for example, a person signs up
for your event, right, quite often what else are doing?
They received the list of all events sign ups from marketing.
They put it into a standard outbound cadence. Hey, thanks
a lot for signing up for this webinar or whatever.

(55:41):
Would you like to book at them over us? That's
it right. But the entire point is that, first of all,
you can always segment people by the start, not always,
but you must do it, actually segment them by the
status attended not attended, right, because not all people who
sign up actually attended event. For today's podcast episode, we
had two hundred ten sign ups and whatever they were

(56:06):
like fifty five sixty people with us on luck right,
So the majority will watch the recording of this episode
the same as here. But the entire point is that
you can't just pitch these people if they didn't attend.
The first thing is that you can share with them
the recording and then, for example, if you were able
to collect any intel. For example, in this case, Carina

(56:26):
was two ends. She mentioned that they consider and launch
and ABM when she signed up for the episode and
ask the question, so I'm just simply following up, was like,
want me to share a guide about ABM strategy and
pilot progrect development. Why is because this is the way
how you can ignite a conversation and move forward right.

(56:50):
Another example is the buying committee engagement. When you start
literally talking with these people replying to that when they
published something, right, it's a commenting on their post or feature.
For example, you have listened the podcast, Well, let's say
key executive share some initiator, so you can write a

(57:11):
summary of this post and tag this person like you
can say on one of the screenshots. Right. Again, leverage
and this opportunity, and the entire point is what you
are doing here. You make your buying committee members as
heroes right share and tagging them in the content and
using this as an opportunity to engage them and the

(57:31):
dinner of playbook that you have executed successful, so you
can share.

Speaker 3 (57:37):
Yes, So I'm going to talk about this playbook specifically
and you can run that for diners from running this
with a customer. So it's not focused on dinails, but
it's more like a mini event with fifty person invited,
so it's bigger than the dinner. But that's the same
approach because if you think about enterprise, most of the

(57:59):
time people just for us on we can make the
list of everything you can add into all the channels
you can use. But if you think about the cias,
most of the time people just think about email, cold
cord in, LinkedIn and that's it, and they just think
about booking meeting and this playbook basically it's to increase

(58:21):
the chances of starting a conversation with an account or
create opportunities. So here what we were running at Chili
Paper basically we had I don't remember how many dinners permers,
but maybe four I think in different cities in the
US and Europe. And what we were running is after

(58:42):
making the list of the acoums we want to go after,
we were using LinkedIn, says navigator or whatever you want
to use. But basically what we want to see is
who from our accounts are in New York, San Francisco, Austin,
London for example, because you want to see who's from
your customer and in the cities, but also prospects because

(59:05):
the goalie is gathering prospects and customers in real in
those evens, so prospects they can talk to existing customers.
Then basically together at some point there will start talking
about your solution and start you can start the conversation.
The goal with does ourselves having one topic for example,

(59:26):
we set a topic before the dinner and then at
the dinner that the will be the main topic for
the conversations. How we were running this so SDRs actually
paper were running this, but we were not using the
name of the theres to invite those prospects. So we

(59:47):
were using salese loft for chili pepper. But you can
use whatever to you on to use. And we created
like specific emailing boxes we were stding on the behalf
of the founders are.

Speaker 2 (01:00:01):
Said leaders.

Speaker 3 (01:00:02):
The goal was to basically, if you talk to a
cr CMO, you want to send the invite from the
founder of the company or or the VP of for example,
for us, because you have more chances that you will
get to reply than if you are sending it from
an zers or because he's super targeted.

Speaker 2 (01:00:22):
That's why we were doing it.

Speaker 3 (01:00:25):
And basically we were if you can see the template here,
we say, hey, we've been in New York on October
twenty nine, for example, and hosting a small diner with
specific we're naming those customers to talk about in Vampire
Plane for example, we'd love to have you join us.

Speaker 2 (01:00:45):
And that's what we were using.

Speaker 3 (01:00:47):
That was super effective to start conversations with new accounts,
and because what was happening at those events was, like
I was mentioning earlier, like some point you have one
existing customer always going together, how they use the solution
to the rest of the gym for the prospect the dinner,
and that's I think another channel. I would say, on

(01:01:12):
top of everything, you can try. That's perfective and I
know you can run that. Like I said, of eighteen people,
I'm running that rain now with fifty peopart, So it's
a bigger it's not like a dinner, but it's more
like a bigger R. But I know as our company
they ran that's just one by one dinner, so they
have like one customer with one prospect and that's basically

(01:01:33):
what they're running. So it really depends on one but
it works.

Speaker 1 (01:01:37):
Support love it, and I know we're almost out of time,
so I'll just maybe take the next three of a
minutes to share the last part of account based sales
rep let's say responsibilities, and then answer the most popular question.
It all makes sense, but what can we actually inspect

(01:02:00):
out of it? And our sales team will definitely ask
about this, so let me quickly share with you the
last part. So the last one is personalized account plans.
As we spoke, create an activation, so that could include
multiple activities, but maybe just to share a few of them.

(01:02:21):
What is really essential here is making sure that in
your let's say activation process, you deploy so called breach activities.
By bridge activities, we mean something that helps your buyers
to connect the dots between the challenge and your product.
This is not quite obvious, just to share our example.

(01:02:43):
Lots of companies know that we provide condas marketing consultancy, right,
but often the question is I THOUGHTAL understand this, but
I don't see how that would tackle my specific challenge
because my challenge is not in ABM. But let's say
getting buy in FORO, let's say, solving the attribution problem

(01:03:03):
where we can't let's say demonstrate marketing impacts on pipeline.

Speaker 2 (01:03:08):
Right.

Speaker 1 (01:03:08):
Well, ABM obviously solves this and we do this, but
for many people there is no kind of connection between
this challenge and ABM, which is fair enough. Everybody comes
from different background experience and the same when it comes
to imagine what happens when you are selling let's say,
to the technical audience, right, or when you are selling
the complex solutions. So preach activities are kind of complementary

(01:03:30):
activities treated us like free strategy sessions, all these snapshots
of specific data or products where you help your buyers
to connect the dots. In the other case, what we'll
have to do is suggest one on one free strategy sessions.
And it's not about it's absolutely not a pitching session,

(01:03:51):
but the entire point is to understand the context, the
needs and the goals and then brainstorm together the possible solutions.
And obviously, out of this session, the person who joins
us for the session comes up with the actionable plan
and at least understanding what would be the right let's
say solution for them. Another option is creating personalized content hubs,

(01:04:13):
right because different bars might trace these challenges like I
share it for example, somebody says, yeah, but my biggest
challenge is that we can't really show the marketing influence
on the deals. And that's why we can't clounch ABM
because everything is attributed by the last click for example.
So in this case we can create personalized content hubs
on how to fix this, how to present this to

(01:04:35):
CEO and CFO. We have a nice exercise called CFO
quiz for this. So these are an examples. And lastly,
this is obviously optional. Let's say it's more advanced tactic,
but we'll love to deliver this. Whenever it's possible, we'll
do it. Obviously, for Tier one accounts, we'll have to
send fully personalized offers via direct mail with not just

(01:04:58):
generic box of cookies or chocolates. But we always research
the let's say hobbies interests of how a target bar
persona try and cover it beforehand, and then sensumthing that
is highly personalized to them. So the last question is
basically what you guys might be wondering, Okay, how let's

(01:05:21):
say all these activities helped to impact sales targets and KPIs.
First of all, if your sales reps would be maintained
these five categories of activities, they will always see the
improvement of the kepis like increased connection request acceptance reply
rates from the target accounts, number of discovery calls booked

(01:05:43):
SDR productivity. One of the metrics that we know most
companies are not tracking, but it's essential for ABM account
to pipeline ratio. How many accounts that you selected for
ABM program actually became sales opportunities, right, This is the
This is the metric that efficiency of ABM and enterprise

(01:06:04):
pipeline coverage. This also might require you to create a
dash board with weekly and daily KPIs for your sales reps.
But in terms of results, just to show you, so
this is one enterprise is they are selling custom software.
So the contract value from varies from five hundred k

(01:06:24):
to one million contracts selling to supply chains, and you
can see the improvements even in one quarter, right for
that sales rep starting from zero meetings book. This is
the real project that we have done in Q one
of these years starting from zero meetings booked before the
pilot ABM program, moving to seventeen meetings booked with the

(01:06:48):
strategic accounts or another kind of retrospective which we did.
The enterprise is selling background check software to the lead
and tech HR teams. Again, the entire point is where
the E reflects on the expansion opportunities booked, connections with
the buying committee members, the progress that they are making

(01:07:08):
in terms of moving accounts from being completely unaware to
accounts that become aware of you, and one of our
favorite stories. We have two live podcast episodes which again
I dropped the link in the chat you can subscribe it.
You can find the episode number one hundred and fifty
one account based Journeys.

Speaker 2 (01:07:28):
We have.

Speaker 1 (01:07:30):
Interviewed Enterprise se of another client. They are selling LMS
software to global FMCG companies. You can listen to the
entire playbook and actually here from the sales rep who
were executing the activities that we shared today were seller
how that impacted the ab AND performance and another nice playbook.

(01:07:53):
We have this an our substract. We have interviewed again
on one session three enterprise sales rep. Again unfortunately all
of them. Unfortunately maybe because in this case you can
say we are biased because but that's only the experience
that we can share. All of them are working for
our clients, and they again share it on that session.

(01:08:13):
How all these activities drastically improve it. But if will
kind of make it as a summary the key metric
that we are seeing for the companies where they make
this shift from being let's say, from running generic as
their playbooks to turn on the SDRs into account based

(01:08:34):
sales reps. We see that the typical account to pipeline
ratio is five to fifteen percent, So basically the conversion
of all accounts that they select for the ABM towards
sales opportunity. And obviously everybody is welcome to select on
past for twenty twenty six. But the entire point is

(01:08:57):
what we wanted to share was elerec if you have
long sale cycles, if you are selling high ACV products, right,
if you run enterprise program Unfortunately, the old playbook would
be just going down even if it would yield some meetings,
but it will perform wars and wars with every single quarter. Right,

(01:09:20):
could you try to automate and figure out the way
how to make it better. Yes, you can still hire
and create outbound coaches that could maybe improve your message,
but this would be kind of put an additional bendiate
on the bleeding neck right, not solving the fundamental problem.
And another one is when you start prioritizing together with marketing,

(01:09:43):
which accounts we are going after, how we're going to
engage with them, how we're going to warm them up,
how we're going to build our point of you, what
Elric shar it right, and how we can connect the
dots for them from the challenges and initiatives they are
run to our solution. We shared lots of examples and

(01:10:05):
probably guys you have seen our announcement, but from this
quarter we stopped selling individual and demand courses, so we
have now Everson packed. All these playbooks are now packed
in our Full Final Academy, So if anybody would be interested,
you can scan this QR cod or just visit Full

(01:10:26):
Final Dota al Slash Academy where you can learn account
based marketing with us and implement all of these playbooks.
Thank you so much, I hope we have covered all
of your questions. Alex. Thank you so much for sharing
your experience and for Sharon your actionable playbooks for account selection,
account engagement and the dinners. That was awesome and thank

(01:10:50):
you guys for attending for Sharon with Ask the Questions.
It was fantastic and happy to kick off this new
season with you. Next week we will be prot casting
together with flat on full final fundamentals, season vision you create.
Rest of the week cheers, thanks agree, Thanks everyon