June 6, 2023 • 25 mins
EPISODE SUMMARY
In this week’s episode of Scale Your SaaS with host and B2B SaaS Sales Coach Matt Wolach, we will delve into CEO and Founder Liam Patterson’s success, discussing the growth journey of Bidamic, a company specializing in Google Shopping.
From securing investment and expanding the team to launching innovative software products, Bidnamic has experienced significant growth. Let's explore the tips and strategies shared by Liam on how they built trust, marketed their services, and established a strong foothold in the market.
PODCAST-AT-A-GLANCE
Podcast: Scale Your SaaS with Matt Wolach
Episode: Episode No. 267, "How to Quickly Earn Your Buyer’s Trust - with Liam Patterson"
Host: Matt Wolach, a B2B SaaS sales coach, Entrepreneur, and Investor
Guest: Liam Patterson, CEO and Founder of Bidnamic
TOP TIPS FROM THIS EPISODE
- Scratching Our Own Itch: The Genesis of Bidnamic
- Building Trust and Conveying Success
- Harnessing the Power of Customer Testimonials
- Vertical Expertise and Targeted Messaging
EPISODE HIGHLIGHTS
- From Accidental Discovery to Specialization
- Transparency and Building Trust
- Leveraging Customer Testimonials
- Vertical Expertise and Targeted Messaging
TOP QUOTES
Liam Patterson
[14:15] "So first of all, we're fortunate we're so vertical, that all we do is Google Shopping, you know, Google Shopping ads, we're not trying to do different channels, different types of ads different you know, when we're masters of one vertical, so I often say that creates cut through and it cuts creates cut through in our messaging and also very visible at trade shows because people walk past no interest at all, or they're like, oh, Google Shopping, like, that's been a headache.”
[19:24] “We can only control one part of the funnel, but there is another part.”
Matt Wolach
[11:55] "And and you're absolutely right, the old way of doing things was you can't show who your customers are, you can't put your customer list out there. And I was taught that in my early days, you can never don't do that. But actually, guess what your competitors, they're not going to work hard enough to go find those and go through everybody."
LEARN MORE
To learn more about Bidnamic, visit:
https://www.bidnamic.com/
You can also find Liam Patterson on LinkedIn at:
https://www.linkedin.com/in/liam-patterson/
For more about how host Matt Wolach helps software companies achieve maximum growth, visit https://mattwolach.com/
Get even more tips by following Matt elsewhere:
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Matt Wolach (00:10):
Something that's absolutely critical in sales is
trust, the buyer has to believethat you and your product aren't
going to solve their problemthey have to trust you. And if
you don't have that, even if youhave a great product, even if
you have great marketing,they're probably not going to
ever sign up. Fortunately, LiamPatterson came in and he shared
exactly what he and the Bidnamicteam have done to create an
(00:33):
incredible amount of trust toget buyers feeling like they
absolutely will get theirproblem solved with the dynamic.
Check this out, he walked usthrough precisely what they did
from day one, to earn the trust,and to deliver that trust and
make sure that everybody knowsthat they can solve their
problem. So check it out. You'regonna love this one.
Intro/ Outro (00:53):
Welcome to Scale Your SaaS, the podcast that
gives you proven techniques andformulas for boosting your
revenue and achieving your dreamexit brought to you by a guy
who's done just that multipletimes. Here's your host, Matt
Wolach.
Matt Wolach (01:09):
And welcome, super excited to have you here. Thank
you very much for coming. Ifyou're watching, thanks for
watching. If you are listening,thank you for listening. This is
Scale Your SaaS and our goal isto help you do exactly that. So
you can understand exactly howyou can get the right
understanding of growing throughmarketing, lead generation
closing deals, scaling yourteam, whatever it is, we want to
(01:31):
help you grow your company. AndI'm really excited. I want to
share this story. I can't waitfor you guys to hear this one.
I've got Liam Patterson with metoday. Liam, how you doing?
Liam Patterson (01:40):
Yeah, it's doing great. Thanks. Thanks for having
me.
Matt Wolach (01:42):
Absolutely. So Liam, let me make sure everybody
knows who you are. Liam is thefounder and CEO of Bidnamic.
He's an entrepreneur and growthhacker with a deep experience in
E commerce and digitalmarketing. Be dynamic is a
marketing technology platformthat helps retailers unlock the
full potential of GoogleShopping. What it does, it helps
retailers to outrankcompetitors, increasing revenue
(02:02):
and market share, and reallywhat it does, in short, it gives
you an unfair advantage onGoogle Shopping. So anybody in
the Ecomm world, this is whatyou need in order to be able to
get those sales up. Once again,Liam, thanks so much for coming
on the show. Absolute pleasure.
Thanks
Liam Patterson (02:16):
for having me.
For sure. So,
Matt Wolach (02:18):
you know, kick us off. Tell me what have you been
up to lately? And what's comingup for you? Yeah, absolutely.
Liam Patterson (02:22):
So we've really been scaling up big Namic. The
core business, as you mentioned,there were Google Shopping
specialists, we work withhundreds of E commerce
retailers, direct to consumerbusinesses and brands. And yeah,
we're just really helping themget more, get more exposure, get
more growth on Google Shopping.
In terms of our business, whatwe've been doing is about about
nine or 10 months ago, we tookour first investment round. So
(02:45):
our first kind of VC round,which was 4 million pounds, $5
million US dollars. And we'vebeen putting that to work. And
we're putting it to work in r&d.
So we've got a really excitingnew product that we're just
launching, and also into wintergrowth as well. So we've pretty
much doubled the team, we'veopened an office in Austin,
(03:05):
Texas, so in your side of theworld, now got a team of around
28 out there, and and justreally investing in research and
innovation for new products aswell. So it's been a really
exciting time for for scaling upthe business and the brand as
well. Oh, that's
Matt Wolach (03:22):
so cool. I love that phase. That's such a fun
time to be in a company andreally see that scale start to
happen. But I want to actuallygo back a bit when it when it
all came to be what motivatedyou to start bid Namic. Where
did the idea come from? And howdid that all come to be?
Liam Patterson (03:35):
Yes, it's actually quite a funny story,
really. So I guess we we scratchour own itch. I think it's a bit
of a saying this side of thepond, certainly. And we so we
built our own e commercemarketplace. So it was a print
on demand business. So we didn'thave physical warehouses and
physical stock. Instead, we havefiles that had 1000s of artists,
illustrators, graphic designersuploading imagery, and
(03:55):
merchandising digitally ontoproducts like phone cases,
tablets, T shirts, mugs,hoodies, all kinds of products,
which would then be printed orproduced on demand, and printed
locally and shipped locally. Sowe had, you know, printers, all
right, and suppliers all aroundthe world, which meant that we
could ship a product reallyquickly to a customer. And our
(04:17):
proposition to the 1000s ofartists and designers and
creatives that worked with uswas really getting them exposure
so they could upload thatdesign, we created the
technology that would make itappear like it was wrapped in
our hype, you know, reallyrealistic end products of a mug
or a t shirt, all the folds anddistortions. And then we push it
out to marketing. And theunhealthy channel that really
(04:38):
grew that business was GoogleShopping. And we went a bit too
deep into that channel. So foranyone who's not familiar with
Google Shopping, it's basicallywhenever you go to Google,
you're looking for an E commerceproduct or a physical product
online, and you'll see like acarousel of adverts. So they're
little thumbnail images, it'sgot the price. It's got the
suppliers, or the retailer'sname on it, and effective it's
(04:59):
free. to show up on thatchannel, but as soon as someone
clicks on it, that's when thecost comes in. And that was a
big challenge, because we wereeffectively on the receiving end
of a fire hose of designs, someabsolutely incredible, some
absolutely, you know, terribleand probably never sell. And we
were betting our own money, youknow, we were putting in 10s of
1000s of dollars, in some cases,an hour, some cases a day, on
(05:21):
different regions. So we had, wehad so many products that it was
really a challenge, and one thatwe kind of leaned into, because
we had to because it became sucha dominant channel for us. And
we ended up myself and my cofounder has a PhD in MAFFS.
Very, very smart team and theengineers around us, we've
always had that softwareapproach rather than a
(05:42):
traditional ecommerce approach.
You know, we didn't have anywarehousing, we didn't have any
of that side of it. We're alwayson the demand generation piece,
whether that was demandgeneration of artists and
illustrators, or is demandgeneration of selling their
products. And we built our own ecommerce technology to do that.
So first of all, we trialedeverything on the market. There
was some great stuff out there.
(06:03):
But it always has a fewlimitations that were
frustrating or didn't quite workwith such a big catalog of
products and our use case. So westarted developing our own
technology. And it was really,you know, we're going back back
maybe five, six years now. Andour own investors that we had
some angel investors in thebusiness, some pretty big names.
So Marissa Mayer, the co founderof booking.com. And Chris
(06:23):
forest, who was on the board ofnet a porter. They both kind of
said, Look, can we use thistechnology on our portfolio of
brands and investments thatwe've made? And we're really
kind of no way and it's not, youknow, we've never done client
side servicing. We've neverbuilt even a software business.
We've done ecommerce tech forour own use case. And
eventually, we gave in and wesaid, Okay, well, we'll we'll
(06:44):
try it pretty pretty. With lowexpectations being it probably
wouldn't really move the dialthing we were very unique use
case in E commerce with so manyproducts and so much demand from
from Google search. And we justsaw this hike this rockets that
you know, of acceleration forthe brands we worked with stitch
and story was our first clientstill a client today, and many
other brands as well. And thatwas about four or five years ago
(07:07):
now. And fast forward, you know,four years, we've continued
investing in that productactually became the core
business about about nine monthslater, we made that switch of,
of turning off that, thatecommerce business and instead
putting all our focus into theSAS business, which was there,
the marketing technology forGoogle Shopping, and and today,
(07:28):
we're working with over 200ecommerce brands all around the
world, some some really bignames and recognizable brands,
as well as you know, startupsand scale ups that just had
their first rounds ofinvestment. And we're looking to
grow smarter and grow moreefficient. So yeah, that's I
guess we yeah, we scratch ourown itch. And yeah, created
something just for ourselvesthen actually had a broader
(07:49):
appeal or more of a mass appealthan we expected.
Matt Wolach (07:53):
That's so awesome.
I love those stories where youwere just solving a need, and it
was your own need, you had aproblem, you went out and solved
it in a great way that yourealize other people could solve
this as well, I think that's sofantastic. I actually have been
a part of a system that did theexact same thing. That's how we
started. But I want to ask you,so in those early days, once you
got it started, once yourealize, okay, we're going to
(08:14):
market this to others. How didyou do it? Like how, how did you
get past the the worry thatmaybe a buyer might have that
you're brand new? How did youconvince somebody and get them
to trust that it's going to workfor them?
Liam Patterson (08:28):
Yeah, I'd say I'd say we're really naive when
we set out, you know, we justhad this technology, it was kind
of by accident. So you know, thefirst say, eight clients, we're
referrals. So we start from,from our own angel investors,
almost by accident, you know, wedidn't intend to do this before,
right? We'll just, you know,help them out. And you know, and
do this. And then so we startedto get our first ones get big
(08:48):
success from them. They wereconnected to people, they have
their own, you know, angelinvestors in their business. And
they were kind of in the Londontech scene. And that that kind
of led to more and more so I'dsay probably the first six or
seven customers where we'rereferrals from those from those
first initial ones or from our,our investors, our angel
investors as well. So that'skind of the very beginning. And
(09:11):
then I think the almost a growthhack, or there wasn't even
intentional growth hack wasjust, we just lean in with our
customers. So, you know, fromday one, we'd be totally
transparent about the casestudies. You know, a lot of
brands, a lot of people in ourspace, say we work with an
online retailer who sellsfashion, you know, like there's
no detail there. There's nodescription that was always a
(09:31):
bit of a bugbear for me as whenI was running my ecommerce
businesses, which was like, whynot be transparent? Why not tell
us that? You know, and I'm stillnot sure why people do that.
Maybe it's fear that that youknow, people are going to steal
their customers from them or Idon't know why but I think we
just learnt anyway, it's like,right, well, we've got great
success. We've got happycustomers. Let's just lead with
that. So we just lead with casestudy. So And today we've got
(09:53):
over over 50 case studies, allof the URL or with the the
business name all of theirmonth. per month or year on year
or, you know, quarter overquarter, whatever that time
period is that that thatimprovement has been achieved,
what the exact metrics are, ofcourse, we can't talk in terms
of pounds and pence or dollarsand cents. But what we can do is
(10:13):
show percentage growth ofrevenue of reduction of costs.
And also we get quotes fromtheir, their ecommerce managers
or the people we're directlyliaising with, and their name
and their quote on there. Soit's like 100%, transparency.
And but even taking it a stepfurther is, you know, when we go
to events and trade shows, whichare a pretty important part of
(10:33):
our of our go to market,particularly in the US, we were
very present a lot of the big Ecommerce, trade shows and events
like shoptalk and etail, Westand others, Chicago, in Chicago,
RX, IRC and so on. And again,it's just bringing clients with
us. And, you know, part of it'sjust the fun, you know, we've
tried to put on panels with ourclients, and just let them do
(10:54):
their do the talking and do theselling because, again, I just
maybe it's naivety, but puttinghaving been in the shoes of a
buyer who's making thatpurchase, it's like, it's just
inundated with people tellingyou, you know, we can help you,
we can help you. Whereas whenit's like we can help you and
here's one of our customerstelling you exactly how we've
helped them. And it's even morepowerful when it's in person,
(11:14):
and they're, you know, at theevent they're with us there, you
know, just gives thatcredibility and that, you know,
which gets over that that trustfactor in the early days.
Matt Wolach (11:25):
I think you just said the exact word that is so
critical trust, and it'ssomething that a lot of
companies kind of skip over. Andit's so important, because as
much as you can identify aproblem as much as you can
convince the buyer that theyhave a problem, they need to
trust that you can solve it,they need to trust that your
system is going to be the answerand the fact that you understand
(11:49):
that so well. Liam is justbeautiful, because you're now
putting these stories front andcenter. And and you're
absolutely right, the old way ofdoing things was you can't show
who your customers are, youcan't, you can't put your
customer list out there. And Iwas taught that in my early
days, like you can never don'tdo that. But actually, guess
(12:10):
what your competitors, they'renot going to work hard enough to
go find those and go througheverybody. And even if they do,
if you have such great results,they're not going to want to
leave. So your clients aren'tgonna want to leave anyway. So
don't even worry about it.
Because you're literally I wastold like, don't make sure that
you don't post anything aboutwho are our customers are
because want anybody to stealthem. But it's actually the
(12:30):
opposite that works. When youput it out there and put these
stories of success, you get somany more customers. And for
those of you who know me andfollow me, you go to Matt
wolach.com/reviews. And you seetons of reviews and
testimonials. Like just likeLiam said, he said, 50, we
probably got 50 some in there, Idon't know somewhere around
(12:52):
there. And it's exactly right.
The more you put up there, themore you show, this works, and
that you can prove it and thatyou have a lot of variety in
terms of the size of companieslocation, what they're doing
their industry, somebody's goingto find something that's
relevant to them, and thatthey're going to be able to
connect with. And I love. I lovewhat you said about and when you
(13:16):
go to a conference, and you getthem up on stage, and they're
actually sharing how much theylove you and how much they love
the product. Like what betterwhat better sales method could
you have than a third partytestimonial like that? We I
haven't ever been on a panelwith a prospect or with a
client. That's amazing. But Ihave had clients at a conference
at a trade show booth wherethey're kind of just there and
(13:39):
somebody else is looking at it.
They're like, Oh, yeah, we usethis. It's amazing. You should
definitely use it. Like that's,that's gold. That's the best I
love that you guys are doingthat.
Liam Patterson (13:46):
Yeah, yeah, I think it was almost by accident.
You know, we just got builtclose relationships with with
our clients and then it waslike, Oh, great, you're gonna be
at that place. Let's let's getyou you know, let's meet up and
then Oh, actually, like, youknow, just kind of snowballs
right? And then you almostgetting to two benefits, you're
building on that relationship,you're building on that, you
know, on that compounding ofthat relationship, and you're
also getting the story out theregetting the success out there.
(14:08):
And I think the other thing youjust mentioned now, which is
again, part of it is once you'vegot this depth of experience in
different segments so first ofall, we're fortunate we're so
vertical that all we do isGoogle Shopping you know Google
Shopping ads we're not trying todo different channels different
types of ads different you know,when we're masters of one
vertical so I often say thatcreates cut through and it cuts
(14:29):
creates cut through and ourmessaging and also very visible
at trade shows because peoplewalk past no interest at all or
they're like, oh, GoogleShopping like that's been a
headache for us. That's beenreally annoying, you know, how
do you guys do it differently?
Why why do you do itdifferently? You know, it
creates a conversation so again,it kind of a British term
Marmite is like kind of a spreadthat some people hate it some
people love and it's thatrelationship it creates cut
(14:50):
through that. Again, it's eitherrelevant or it's not relevant.
Whereas I see so many companiesin their marketing messages.
They're trying to appeal sobroad believe that actually they
don't, it's not clear from thebrowser from the shopper, who,
you know, what is this actualthing about? Is it you know, is
it something that I need to payattention to that I'm interested
in? Or is it not? And then thatsegmentation. So within those
(15:11):
case studies, we've got, youknow, all the verticals, they
can go on their case studypages, they can see it like this
see fashion, let me see healthand beauty, let me see jewelry,
let me see the location, youknow, North America, let me say
Europe, UK, and also like thechallenge. So typically,
ecommerce retailers come to uswith two challenges. And that's
either about that they're,they're happy with the return on
(15:33):
investment or the profitabilityof the channel, but it's just
volume, they just don't seem tospend any more money on that
channel, there's a lot of hit aglass ceiling or a roof, and
they just can't, can't put moremoney in efficiently at that
same level of profitability. Sowhen they hit a growth ceiling,
and we come in, and we lift thatceiling, we get more growth for
them, they're able to put morespending at that same return on
(15:55):
adspend at that sameprofitability that we're getting
from that channel, or it's aprofitability channel, that
actually that challenge isn'tprofitable, when they factor in
the return rate when they factorin, you know, cancellations when
they factor in chargebacks. Andpayment fees, and postage and
shipping fees. Actually, it'sjust not profitable. So then we
come in, and we improve theprofitability at the same
(16:17):
volume. And then we then onceit's profitable, we can move to
growth. So again, we're able toset so those two use cases of of
growth or profitability, so itallows people to really see
okay, yeah, these guys have doneit for for brands similar to me,
which I feel is become a bit ofa incessantly a bit of a gimmick
where they'll say, Oh, we'veworked with people like you that
are brilliant, who is it, andit's like, someone totally
(16:38):
different, or someone who'sthey've sold a totally different
problem for. So again, I thinkwe're quite fortunate that the
scale, we've got to, anddocumenting it and getting the
case studies there, again,because of those close client
relationships has allowed us tothen have that in our arsenal,
to give that credibility and togive that cut through in the
messaging that we that we have.
Matt Wolach (16:59):
It's brilliant. And it's super important. Because
when people are looking at thesetestimonials, they want to find
relevance. And I always tell myclients, hey, if you're trying
to give a testimony, or tell astory about a relevant prospect
or customer, and you starttalking about, hey, look at how
we helped Coca Cola, and you'reactually telling it to the mom
and pop down the street, they'renot going to feel that's
relevant, like they're gonnathink that you're too big for
(17:21):
them. And likewise, if you'retalking to Coca Cola, and you
start talking about this tinylittle company, mom and pop that
you worked with, they're goingto feel like you're too small
for them. So you've got to makeit relevant. I love how your
website does that. I love howyou guys have identified how you
can make sure that you'retelling the right stories, that
you're you're relaying the rightinformation. I think that's
fantastic. It sounds like youguys have done a lot of things.
(17:41):
Great. I want to flip it. Whatwere some of the things you did
early on that you look back,you're like, Oh, I wish we
didn't make that mistake. I wishI wish we didn't do that. What
were some of those things?
Liam Patterson (17:51):
Yeah, definitely. So I think we, we
opened up kind of to too manybusinesses. So maybe we were,
you know, we didn't kind of thecore ICP. So ideal customer
profile. Like we didn'tunderstand the things that we
could control and the things wecouldn't control. And now we've
got a level of maturity thatwe've identified those. So we'll
get there kind of crystal clearexample, before we would look at
(18:13):
someone say great, they're onGoogle Shopping, their
challenges profitability. Soit's not profitable enough for
them in the historic state thatnever been profitable enough.
And then we would say great withour technology, we can make that
more profitable, you know. Butactually, what we wouldn't do is
just take a bit more of a deeperdive and look at what's the real
(18:33):
cause of this is their challengehere to do with the the way that
their Google Shopping campaignshave been structured, the way
the bids that have been applied,you know, are they over bidding
on some clicks and some searchterms on some products? Which is
where our technology can reallycome in and add value? Or is it
something different? Is itsomething to do with their
(18:53):
website? Is it you know, istheir website just so slow, that
after we've won a click fromfrom somebody's typed in the
exact product title, you know,men's Superboost, running shoe
size, 10, black, under $200, itis the perfect match from the
perfect customer, they've we'vegot the click, that's cost the
customer and out that retail ispaid for that click, it's come
(19:15):
through, and then the website istaking ages to load, you know,
and then because the websitetakes so long, because it's a
very slow website, the customersare bouncing. So we can only
control one part of the funnel.
But actually, there's anotherpart, which is their website,
which is meaning we're losing,you know, we're losing
delivering on our on what we'vesaid we want to do, because
actually, there's another morefundamental issue that really,
(19:36):
if we'd known that we shouldhave said, go and fix your site
speed going fix your bounce rateof your website, and then come
back to us and then we can solvethis problem and really build on
that because actually, there'sanother problem that's more
pressing. So I think that wasone of those one of those
learnings. So it was there'ssome things that are in our
control. And there's some thingswhich are out of our control in
(19:57):
the scope of that product andGoogle Shopping. So I think
that's definitely been one ofthe learnings is, you know, what
being very clear about where istheir pain and actually doing a
bit more upfront, taking a bitmore investment in the sale to
make sure that we do thosechecks, you know, we do
effectively in mot nickel, wecall it in the UK, effectively
checking over like a check overa car and automobile, check that
(20:19):
everything's sorted. And that'snow what we do up front before,
you know, before winning aclient, we actually do this,
this big check on their, ontheir their store, and we spot
is there opportunities is itgoing to be challenging to
actually work with them anddeliver on what what we're
setting out to do, you know, andsetting out to do with them. So
that's now what we what we do upfront is really invest upfront
(20:40):
in that sales process, so thatwe can avoid doing that. Whereas
before, in the early days of thebusiness, we would get excited,
everything that great, we startworking with them, the weeks and
months would start to go by andwe'd we'd have a small
improvement, we'd make some somegains. But actually, that was
only the gains we can make herebecause it was a bigger problem
that we weren't aware of andthat the client wasn't aware of.
(21:02):
And it was out of our scope,because website design, for
example, and paid speed.
Matt Wolach (21:09):
Well, it makes sense. And this is something
that I'm a big believer in ismake sure your work with the
right customers, you said itbefore the ICP is critical that
make sure you hit that and itlooks like you guys are doing
some deeper work up front tounderstand if they are actually
a fit for you. That's somethingI advocate as well, for those of
you who've listened to the showa long time, you know, we we
call that process discovery anddiscovery can be as deep as
(21:31):
going to their site. If you'reworking with ecommerce
understanding, what are theydoing? And will it work? And
will our system actually helpthem? I'm glad you guys are
doing that Liam and sadly, we'regetting close to the end of our
time here. I want to know, whatadvice would you have for new
software founders who arestarting out they've got a great
product, but they want tounderstand how can we get to a
point where Liam and Ben Namichave made?
Liam Patterson (21:52):
Yes, I'd say it's all about all about going
out there being constantly awareof the feedback, you're getting
listening and trying to adapt aswell. So see what what
challenges are the customershaving? And is that something
you can solve or not solve? So Iguess one of the learnings was,
you know, originally, we wereselling to customers who
weren't, in our ICP, theyweren't our ideal customer
profile, because for example,their page load was just too
(22:15):
slow. And we should have knownthat upfront, or we, you know,
we could have done more work tosolve that. And then we were
turning away customers who hadto slow websites, we couldn't
work with them. And obviously,that's really frustrating for a
sales team for a business formarketing. We've had someone
that looks like a perfect fit.
And then we're not working withthem. But actually this these
challenges, these things thatcan be really painful, not
(22:36):
winning that business can alsoinspire new products. So we've
now got a new product, whichwe're just bringing to market,
which is a landing page product.
So it's built just for GoogleShopping. So it's effectively a
headless landing page, just onlyaccessible from clicking on a
Google Shopping ad. So you clickon the ad, it loads a unique
headless page, which has alltheir product information, their
(22:57):
images, descriptions, theirprice, their checkout button
integrated into Shopify, forShopify stores, so people can
transact through that. But itloads instantly, it loads in
under a second. And it scores100 out of 100, on their Google
PageSpeed in there for PageSpeedInsights for mobile and for
desktop. So again, we've seenthis segment that before we
(23:18):
were, we couldn't sell too, andwe were falling over with. And
we've now through having theengineering resources and the
investment, we've now made thatUSP where now we can we can
solve that secondary problem forcustomers. And now we've got a
really great advantage where wecan create this optimum
experience for shoppers clickingthrough from from Google
Shopping ads and having a customjourney just built for that to
(23:40):
that shopping journey of GoogleShopping. So I would say you
know, look for those challenges.
And then potentially they canbecome your opportunities and
future as the business scalesup.
Matt Wolach (23:49):
Amazing advice. And as you were telling the story
about how there are certainpeople you can't work with,
because of that problem. I'mlike, Well, if only that you
guys could solve that, whetherit's through you build some
product yourself, or you partnerwith somebody to do it. And
you've already worked on that.
So you're way ahead of me, Liam,I'm so glad to hear that. And
this has been super awesome.
Really excited to hear aboutyour story. You guys have done a
great job. Congrats to you andwhat you've done. I want to make
(24:11):
sure everybody can learn moreabout what you're doing and
dynamic. So what's the best wayfor them to learn about the
dynamic and yourself?
Liam Patterson (24:18):
Yes, it'd be to head over to bit namic.com
bidnamic.com We've got the wholewhole website there. We've got
all those case studies we talkedabout as well, all around Google
Shopping. And they can also booka book a demo book, that free
discovery call where we can wecan understand their business,
we can do all that upfrontanalysis. If they're active on
(24:38):
Google Shopping, if the channelthat they're having challenges
with such as around growth oraround profitability, then we
can assess if we can if we canhelp the business. And then in
terms of myself, personally, I'mJuan I'm very active on
LinkedIn. They can find me thereLiam Patterson bit Namic See,
I've been namak
Matt Wolach (24:55):
perfect. We'll put all that into the show notes and
make sure you guys head overthere for sure. Liam, this has
been awesome. Thanks for comingon the show.
Liam Patterson (25:02):
It's been a real pleasure. Thanks
Matt Wolach (25:03):
for having me. For sure, and everybody else, thanks
for being out there. Make surethat you are subscribed to the
channel. This was awesome thistime with Liam here and you
don't want to miss this or anyothers that are coming up. So
definitely hit that subscribebutton. You'll be good to go.
And I hope that we helped youscale your Sass today. Thanks
for being here. We'll see younext time. Take care.
Intro/ Outro (25:24):
Thanks for listening to Scale Your SaaS.
For more help on finding greatleads and closing more deals. Go
to Mattwolach.com
Something that's absolutely critical in sales is
trust, the buyer has to believethat you and your product aren't
going to solve their problemthey have to trust you. And if
you don't have that, even if youhave a great product, even if
you have great marketing,they're probably not going to
ever sign up. Fortunately, LiamPatterson came in and he shared
exactly what he and the Bidnamicteam have done to create an
(00:33):
incredible amount of trust toget buyers feeling like they
absolutely will get theirproblem solved with the dynamic.
Check this out, he walked usthrough precisely what they did
from day one, to earn the trust,and to deliver that trust and
make sure that everybody knowsthat they can solve their
problem. So check it out. You'regonna love this one.
Intro/ Outro (00:53):
Welcome to Scale Your SaaS, the podcast that
gives you proven techniques andformulas for boosting your
revenue and achieving your dreamexit brought to you by a guy
who's done just that multipletimes. Here's your host, Matt
Wolach.
Matt Wolach (01:09):
And welcome, super excited to have you here. Thank
you very much for coming. Ifyou're watching, thanks for
watching. If you are listening,thank you for listening. This is
Scale Your SaaS and our goal isto help you do exactly that. So
you can understand exactly howyou can get the right
understanding of growing throughmarketing, lead generation
closing deals, scaling yourteam, whatever it is, we want to
(01:31):
help you grow your company. AndI'm really excited. I want to
share this story. I can't waitfor you guys to hear this one.
I've got Liam Patterson with metoday. Liam, how you doing?
Liam Patterson (01:40):
Yeah, it's doing great. Thanks. Thanks for having
me.
Matt Wolach (01:42):
Absolutely. So Liam, let me make sure everybody
knows who you are. Liam is thefounder and CEO of Bidnamic.
He's an entrepreneur and growthhacker with a deep experience in
E commerce and digitalmarketing. Be dynamic is a
marketing technology platformthat helps retailers unlock the
full potential of GoogleShopping. What it does, it helps
retailers to outrankcompetitors, increasing revenue
(02:02):
and market share, and reallywhat it does, in short, it gives
you an unfair advantage onGoogle Shopping. So anybody in
the Ecomm world, this is whatyou need in order to be able to
get those sales up. Once again,Liam, thanks so much for coming
on the show. Absolute pleasure.
Thanks
Liam Patterson (02:16):
for having me.
For sure. So,
Matt Wolach (02:18):
you know, kick us off. Tell me what have you been
up to lately? And what's comingup for you? Yeah, absolutely.
Liam Patterson (02:22):
So we've really been scaling up big Namic. The
core business, as you mentioned,there were Google Shopping
specialists, we work withhundreds of E commerce
retailers, direct to consumerbusinesses and brands. And yeah,
we're just really helping themget more, get more exposure, get
more growth on Google Shopping.
In terms of our business, whatwe've been doing is about about
nine or 10 months ago, we tookour first investment round. So
(02:45):
our first kind of VC round,which was 4 million pounds, $5
million US dollars. And we'vebeen putting that to work. And
we're putting it to work in r&d.
So we've got a really excitingnew product that we're just
launching, and also into wintergrowth as well. So we've pretty
much doubled the team, we'veopened an office in Austin,
(03:05):
Texas, so in your side of theworld, now got a team of around
28 out there, and and justreally investing in research and
innovation for new products aswell. So it's been a really
exciting time for for scaling upthe business and the brand as
well. Oh, that's
Matt Wolach (03:22):
so cool. I love that phase. That's such a fun
time to be in a company andreally see that scale start to
happen. But I want to actuallygo back a bit when it when it
all came to be what motivatedyou to start bid Namic. Where
did the idea come from? And howdid that all come to be?
Liam Patterson (03:35):
Yes, it's actually quite a funny story,
really. So I guess we we scratchour own itch. I think it's a bit
of a saying this side of thepond, certainly. And we so we
built our own e commercemarketplace. So it was a print
on demand business. So we didn'thave physical warehouses and
physical stock. Instead, we havefiles that had 1000s of artists,
illustrators, graphic designersuploading imagery, and
(03:55):
merchandising digitally ontoproducts like phone cases,
tablets, T shirts, mugs,hoodies, all kinds of products,
which would then be printed orproduced on demand, and printed
locally and shipped locally. Sowe had, you know, printers, all
right, and suppliers all aroundthe world, which meant that we
could ship a product reallyquickly to a customer. And our
(04:17):
proposition to the 1000s ofartists and designers and
creatives that worked with uswas really getting them exposure
so they could upload thatdesign, we created the
technology that would make itappear like it was wrapped in
our hype, you know, reallyrealistic end products of a mug
or a t shirt, all the folds anddistortions. And then we push it
out to marketing. And theunhealthy channel that really
(04:38):
grew that business was GoogleShopping. And we went a bit too
deep into that channel. So foranyone who's not familiar with
Google Shopping, it's basicallywhenever you go to Google,
you're looking for an E commerceproduct or a physical product
online, and you'll see like acarousel of adverts. So they're
little thumbnail images, it'sgot the price. It's got the
suppliers, or the retailer'sname on it, and effective it's
(04:59):
free. to show up on thatchannel, but as soon as someone
clicks on it, that's when thecost comes in. And that was a
big challenge, because we wereeffectively on the receiving end
of a fire hose of designs, someabsolutely incredible, some
absolutely, you know, terribleand probably never sell. And we
were betting our own money, youknow, we were putting in 10s of
1000s of dollars, in some cases,an hour, some cases a day, on
(05:21):
different regions. So we had, wehad so many products that it was
really a challenge, and one thatwe kind of leaned into, because
we had to because it became sucha dominant channel for us. And
we ended up myself and my cofounder has a PhD in MAFFS.
Very, very smart team and theengineers around us, we've
always had that softwareapproach rather than a
(05:42):
traditional ecommerce approach.
You know, we didn't have anywarehousing, we didn't have any
of that side of it. We're alwayson the demand generation piece,
whether that was demandgeneration of artists and
illustrators, or is demandgeneration of selling their
products. And we built our own ecommerce technology to do that.
So first of all, we trialedeverything on the market. There
was some great stuff out there.
(06:03):
But it always has a fewlimitations that were
frustrating or didn't quite workwith such a big catalog of
products and our use case. So westarted developing our own
technology. And it was really,you know, we're going back back
maybe five, six years now. Andour own investors that we had
some angel investors in thebusiness, some pretty big names.
So Marissa Mayer, the co founderof booking.com. And Chris
(06:23):
forest, who was on the board ofnet a porter. They both kind of
said, Look, can we use thistechnology on our portfolio of
brands and investments thatwe've made? And we're really
kind of no way and it's not, youknow, we've never done client
side servicing. We've neverbuilt even a software business.
We've done ecommerce tech forour own use case. And
eventually, we gave in and wesaid, Okay, well, we'll we'll
(06:44):
try it pretty pretty. With lowexpectations being it probably
wouldn't really move the dialthing we were very unique use
case in E commerce with so manyproducts and so much demand from
from Google search. And we justsaw this hike this rockets that
you know, of acceleration forthe brands we worked with stitch
and story was our first clientstill a client today, and many
other brands as well. And thatwas about four or five years ago
(07:07):
now. And fast forward, you know,four years, we've continued
investing in that productactually became the core
business about about nine monthslater, we made that switch of,
of turning off that, thatecommerce business and instead
putting all our focus into theSAS business, which was there,
the marketing technology forGoogle Shopping, and and today,
(07:28):
we're working with over 200ecommerce brands all around the
world, some some really bignames and recognizable brands,
as well as you know, startupsand scale ups that just had
their first rounds ofinvestment. And we're looking to
grow smarter and grow moreefficient. So yeah, that's I
guess we yeah, we scratch ourown itch. And yeah, created
something just for ourselvesthen actually had a broader
(07:49):
appeal or more of a mass appealthan we expected.
Matt Wolach (07:53):
That's so awesome.
I love those stories where youwere just solving a need, and it
was your own need, you had aproblem, you went out and solved
it in a great way that yourealize other people could solve
this as well, I think that's sofantastic. I actually have been
a part of a system that did theexact same thing. That's how we
started. But I want to ask you,so in those early days, once you
got it started, once yourealize, okay, we're going to
(08:14):
market this to others. How didyou do it? Like how, how did you
get past the the worry thatmaybe a buyer might have that
you're brand new? How did youconvince somebody and get them
to trust that it's going to workfor them?
Liam Patterson (08:28):
Yeah, I'd say I'd say we're really naive when
we set out, you know, we justhad this technology, it was kind
of by accident. So you know, thefirst say, eight clients, we're
referrals. So we start from,from our own angel investors,
almost by accident, you know, wedidn't intend to do this before,
right? We'll just, you know,help them out. And you know, and
do this. And then so we startedto get our first ones get big
(08:48):
success from them. They wereconnected to people, they have
their own, you know, angelinvestors in their business. And
they were kind of in the Londontech scene. And that that kind
of led to more and more so I'dsay probably the first six or
seven customers where we'rereferrals from those from those
first initial ones or from our,our investors, our angel
investors as well. So that'skind of the very beginning. And
(09:11):
then I think the almost a growthhack, or there wasn't even
intentional growth hack wasjust, we just lean in with our
customers. So, you know, fromday one, we'd be totally
transparent about the casestudies. You know, a lot of
brands, a lot of people in ourspace, say we work with an
online retailer who sellsfashion, you know, like there's
no detail there. There's nodescription that was always a
(09:31):
bit of a bugbear for me as whenI was running my ecommerce
businesses, which was like, whynot be transparent? Why not tell
us that? You know, and I'm stillnot sure why people do that.
Maybe it's fear that that youknow, people are going to steal
their customers from them or Idon't know why but I think we
just learnt anyway, it's like,right, well, we've got great
success. We've got happycustomers. Let's just lead with
that. So we just lead with casestudy. So And today we've got
(09:53):
over over 50 case studies, allof the URL or with the the
business name all of theirmonth. per month or year on year
or, you know, quarter overquarter, whatever that time
period is that that thatimprovement has been achieved,
what the exact metrics are, ofcourse, we can't talk in terms
of pounds and pence or dollarsand cents. But what we can do is
(10:13):
show percentage growth ofrevenue of reduction of costs.
And also we get quotes fromtheir, their ecommerce managers
or the people we're directlyliaising with, and their name
and their quote on there. Soit's like 100%, transparency.
And but even taking it a stepfurther is, you know, when we go
to events and trade shows, whichare a pretty important part of
(10:33):
our of our go to market,particularly in the US, we were
very present a lot of the big Ecommerce, trade shows and events
like shoptalk and etail, Westand others, Chicago, in Chicago,
RX, IRC and so on. And again,it's just bringing clients with
us. And, you know, part of it'sjust the fun, you know, we've
tried to put on panels with ourclients, and just let them do
(10:54):
their do the talking and do theselling because, again, I just
maybe it's naivety, but puttinghaving been in the shoes of a
buyer who's making thatpurchase, it's like, it's just
inundated with people tellingyou, you know, we can help you,
we can help you. Whereas whenit's like we can help you and
here's one of our customerstelling you exactly how we've
helped them. And it's even morepowerful when it's in person,
(11:14):
and they're, you know, at theevent they're with us there, you
know, just gives thatcredibility and that, you know,
which gets over that that trustfactor in the early days.
Matt Wolach (11:25):
I think you just said the exact word that is so
critical trust, and it'ssomething that a lot of
companies kind of skip over. Andit's so important, because as
much as you can identify aproblem as much as you can
convince the buyer that theyhave a problem, they need to
trust that you can solve it,they need to trust that your
system is going to be the answerand the fact that you understand
(11:49):
that so well. Liam is justbeautiful, because you're now
putting these stories front andcenter. And and you're
absolutely right, the old way ofdoing things was you can't show
who your customers are, youcan't, you can't put your
customer list out there. And Iwas taught that in my early
days, like you can never don'tdo that. But actually, guess
(12:10):
what your competitors, they'renot going to work hard enough to
go find those and go througheverybody. And even if they do,
if you have such great results,they're not going to want to
leave. So your clients aren'tgonna want to leave anyway. So
don't even worry about it.
Because you're literally I wastold like, don't make sure that
you don't post anything aboutwho are our customers are
because want anybody to stealthem. But it's actually the
(12:30):
opposite that works. When youput it out there and put these
stories of success, you get somany more customers. And for
those of you who know me andfollow me, you go to Matt
wolach.com/reviews. And you seetons of reviews and
testimonials. Like just likeLiam said, he said, 50, we
probably got 50 some in there, Idon't know somewhere around
(12:52):
there. And it's exactly right.
The more you put up there, themore you show, this works, and
that you can prove it and thatyou have a lot of variety in
terms of the size of companieslocation, what they're doing
their industry, somebody's goingto find something that's
relevant to them, and thatthey're going to be able to
connect with. And I love. I lovewhat you said about and when you
(13:16):
go to a conference, and you getthem up on stage, and they're
actually sharing how much theylove you and how much they love
the product. Like what betterwhat better sales method could
you have than a third partytestimonial like that? We I
haven't ever been on a panelwith a prospect or with a
client. That's amazing. But Ihave had clients at a conference
at a trade show booth wherethey're kind of just there and
(13:39):
somebody else is looking at it.
They're like, Oh, yeah, we usethis. It's amazing. You should
definitely use it. Like that's,that's gold. That's the best I
love that you guys are doingthat.
Liam Patterson (13:46):
Yeah, yeah, I think it was almost by accident.
You know, we just got builtclose relationships with with
our clients and then it waslike, Oh, great, you're gonna be
at that place. Let's let's getyou you know, let's meet up and
then Oh, actually, like, youknow, just kind of snowballs
right? And then you almostgetting to two benefits, you're
building on that relationship,you're building on that, you
know, on that compounding ofthat relationship, and you're
also getting the story out theregetting the success out there.
(14:08):
And I think the other thing youjust mentioned now, which is
again, part of it is once you'vegot this depth of experience in
different segments so first ofall, we're fortunate we're so
vertical that all we do isGoogle Shopping you know Google
Shopping ads we're not trying todo different channels different
types of ads different you know,when we're masters of one
vertical so I often say thatcreates cut through and it cuts
(14:29):
creates cut through and ourmessaging and also very visible
at trade shows because peoplewalk past no interest at all or
they're like, oh, GoogleShopping like that's been a
headache for us. That's beenreally annoying, you know, how
do you guys do it differently?
Why why do you do itdifferently? You know, it
creates a conversation so again,it kind of a British term
Marmite is like kind of a spreadthat some people hate it some
people love and it's thatrelationship it creates cut
(14:50):
through that. Again, it's eitherrelevant or it's not relevant.
Whereas I see so many companiesin their marketing messages.
They're trying to appeal sobroad believe that actually they
don't, it's not clear from thebrowser from the shopper, who,
you know, what is this actualthing about? Is it you know, is
it something that I need to payattention to that I'm interested
in? Or is it not? And then thatsegmentation. So within those
(15:11):
case studies, we've got, youknow, all the verticals, they
can go on their case studypages, they can see it like this
see fashion, let me see healthand beauty, let me see jewelry,
let me see the location, youknow, North America, let me say
Europe, UK, and also like thechallenge. So typically,
ecommerce retailers come to uswith two challenges. And that's
either about that they're,they're happy with the return on
(15:33):
investment or the profitabilityof the channel, but it's just
volume, they just don't seem tospend any more money on that
channel, there's a lot of hit aglass ceiling or a roof, and
they just can't, can't put moremoney in efficiently at that
same level of profitability. Sowhen they hit a growth ceiling,
and we come in, and we lift thatceiling, we get more growth for
them, they're able to put morespending at that same return on
(15:55):
adspend at that sameprofitability that we're getting
from that channel, or it's aprofitability channel, that
actually that challenge isn'tprofitable, when they factor in
the return rate when they factorin, you know, cancellations when
they factor in chargebacks. Andpayment fees, and postage and
shipping fees. Actually, it'sjust not profitable. So then we
come in, and we improve theprofitability at the same
(16:17):
volume. And then we then onceit's profitable, we can move to
growth. So again, we're able toset so those two use cases of of
growth or profitability, so itallows people to really see
okay, yeah, these guys have doneit for for brands similar to me,
which I feel is become a bit ofa incessantly a bit of a gimmick
where they'll say, Oh, we'veworked with people like you that
are brilliant, who is it, andit's like, someone totally
(16:38):
different, or someone who'sthey've sold a totally different
problem for. So again, I thinkwe're quite fortunate that the
scale, we've got to, anddocumenting it and getting the
case studies there, again,because of those close client
relationships has allowed us tothen have that in our arsenal,
to give that credibility and togive that cut through in the
messaging that we that we have.
Matt Wolach (16:59):
It's brilliant. And it's super important. Because
when people are looking at thesetestimonials, they want to find
relevance. And I always tell myclients, hey, if you're trying
to give a testimony, or tell astory about a relevant prospect
or customer, and you starttalking about, hey, look at how
we helped Coca Cola, and you'reactually telling it to the mom
and pop down the street, they'renot going to feel that's
relevant, like they're gonnathink that you're too big for
(17:21):
them. And likewise, if you'retalking to Coca Cola, and you
start talking about this tinylittle company, mom and pop that
you worked with, they're goingto feel like you're too small
for them. So you've got to makeit relevant. I love how your
website does that. I love howyou guys have identified how you
can make sure that you'retelling the right stories, that
you're you're relaying the rightinformation. I think that's
fantastic. It sounds like youguys have done a lot of things.
(17:41):
Great. I want to flip it. Whatwere some of the things you did
early on that you look back,you're like, Oh, I wish we
didn't make that mistake. I wishI wish we didn't do that. What
were some of those things?
Liam Patterson (17:51):
Yeah, definitely. So I think we, we
opened up kind of to too manybusinesses. So maybe we were,
you know, we didn't kind of thecore ICP. So ideal customer
profile. Like we didn'tunderstand the things that we
could control and the things wecouldn't control. And now we've
got a level of maturity thatwe've identified those. So we'll
get there kind of crystal clearexample, before we would look at
(18:13):
someone say great, they're onGoogle Shopping, their
challenges profitability. Soit's not profitable enough for
them in the historic state thatnever been profitable enough.
And then we would say great withour technology, we can make that
more profitable, you know. Butactually, what we wouldn't do is
just take a bit more of a deeperdive and look at what's the real
(18:33):
cause of this is their challengehere to do with the the way that
their Google Shopping campaignshave been structured, the way
the bids that have been applied,you know, are they over bidding
on some clicks and some searchterms on some products? Which is
where our technology can reallycome in and add value? Or is it
something different? Is itsomething to do with their
(18:53):
website? Is it you know, istheir website just so slow, that
after we've won a click fromfrom somebody's typed in the
exact product title, you know,men's Superboost, running shoe
size, 10, black, under $200, itis the perfect match from the
perfect customer, they've we'vegot the click, that's cost the
customer and out that retail ispaid for that click, it's come
(19:15):
through, and then the website istaking ages to load, you know,
and then because the websitetakes so long, because it's a
very slow website, the customersare bouncing. So we can only
control one part of the funnel.
But actually, there's anotherpart, which is their website,
which is meaning we're losing,you know, we're losing
delivering on our on what we'vesaid we want to do, because
actually, there's another morefundamental issue that really,
(19:36):
if we'd known that we shouldhave said, go and fix your site
speed going fix your bounce rateof your website, and then come
back to us and then we can solvethis problem and really build on
that because actually, there'sanother problem that's more
pressing. So I think that wasone of those one of those
learnings. So it was there'ssome things that are in our
control. And there's some thingswhich are out of our control in
(19:57):
the scope of that product andGoogle Shopping. So I think
that's definitely been one ofthe learnings is, you know, what
being very clear about where istheir pain and actually doing a
bit more upfront, taking a bitmore investment in the sale to
make sure that we do thosechecks, you know, we do
effectively in mot nickel, wecall it in the UK, effectively
checking over like a check overa car and automobile, check that
(20:19):
everything's sorted. And that'snow what we do up front before,
you know, before winning aclient, we actually do this,
this big check on their, ontheir their store, and we spot
is there opportunities is itgoing to be challenging to
actually work with them anddeliver on what what we're
setting out to do, you know, andsetting out to do with them. So
that's now what we what we do upfront is really invest upfront
(20:40):
in that sales process, so thatwe can avoid doing that. Whereas
before, in the early days of thebusiness, we would get excited,
everything that great, we startworking with them, the weeks and
months would start to go by andwe'd we'd have a small
improvement, we'd make some somegains. But actually, that was
only the gains we can make herebecause it was a bigger problem
that we weren't aware of andthat the client wasn't aware of.
(21:02):
And it was out of our scope,because website design, for
example, and paid speed.
Matt Wolach (21:09):
Well, it makes sense. And this is something
that I'm a big believer in ismake sure your work with the
right customers, you said itbefore the ICP is critical that
make sure you hit that and itlooks like you guys are doing
some deeper work up front tounderstand if they are actually
a fit for you. That's somethingI advocate as well, for those of
you who've listened to the showa long time, you know, we we
call that process discovery anddiscovery can be as deep as
(21:31):
going to their site. If you'reworking with ecommerce
understanding, what are theydoing? And will it work? And
will our system actually helpthem? I'm glad you guys are
doing that Liam and sadly, we'regetting close to the end of our
time here. I want to know, whatadvice would you have for new
software founders who arestarting out they've got a great
product, but they want tounderstand how can we get to a
point where Liam and Ben Namichave made?
Liam Patterson (21:52):
Yes, I'd say it's all about all about going
out there being constantly awareof the feedback, you're getting
listening and trying to adapt aswell. So see what what
challenges are the customershaving? And is that something
you can solve or not solve? So Iguess one of the learnings was,
you know, originally, we wereselling to customers who
weren't, in our ICP, theyweren't our ideal customer
profile, because for example,their page load was just too
(22:15):
slow. And we should have knownthat upfront, or we, you know,
we could have done more work tosolve that. And then we were
turning away customers who hadto slow websites, we couldn't
work with them. And obviously,that's really frustrating for a
sales team for a business formarketing. We've had someone
that looks like a perfect fit.
And then we're not working withthem. But actually this these
challenges, these things thatcan be really painful, not
(22:36):
winning that business can alsoinspire new products. So we've
now got a new product, whichwe're just bringing to market,
which is a landing page product.
So it's built just for GoogleShopping. So it's effectively a
headless landing page, just onlyaccessible from clicking on a
Google Shopping ad. So you clickon the ad, it loads a unique
headless page, which has alltheir product information, their
(22:57):
images, descriptions, theirprice, their checkout button
integrated into Shopify, forShopify stores, so people can
transact through that. But itloads instantly, it loads in
under a second. And it scores100 out of 100, on their Google
PageSpeed in there for PageSpeedInsights for mobile and for
desktop. So again, we've seenthis segment that before we
(23:18):
were, we couldn't sell too, andwe were falling over with. And
we've now through having theengineering resources and the
investment, we've now made thatUSP where now we can we can
solve that secondary problem forcustomers. And now we've got a
really great advantage where wecan create this optimum
experience for shoppers clickingthrough from from Google
Shopping ads and having a customjourney just built for that to
(23:40):
that shopping journey of GoogleShopping. So I would say you
know, look for those challenges.
And then potentially they canbecome your opportunities and
future as the business scalesup.
Matt Wolach (23:49):
Amazing advice. And as you were telling the story
about how there are certainpeople you can't work with,
because of that problem. I'mlike, Well, if only that you
guys could solve that, whetherit's through you build some
product yourself, or you partnerwith somebody to do it. And
you've already worked on that.
So you're way ahead of me, Liam,I'm so glad to hear that. And
this has been super awesome.
Really excited to hear aboutyour story. You guys have done a
great job. Congrats to you andwhat you've done. I want to make
(24:11):
sure everybody can learn moreabout what you're doing and
dynamic. So what's the best wayfor them to learn about the
dynamic and yourself?
Liam Patterson (24:18):
Yes, it'd be to head over to bit namic.com
bidnamic.com We've got the wholewhole website there. We've got
all those case studies we talkedabout as well, all around Google
Shopping. And they can also booka book a demo book, that free
discovery call where we can wecan understand their business,
we can do all that upfrontanalysis. If they're active on
(24:38):
Google Shopping, if the channelthat they're having challenges
with such as around growth oraround profitability, then we
can assess if we can if we canhelp the business. And then in
terms of myself, personally, I'mJuan I'm very active on
LinkedIn. They can find me thereLiam Patterson bit Namic See,
I've been namak
Matt Wolach (24:55):
perfect. We'll put all that into the show notes and
make sure you guys head overthere for sure. Liam, this has
been awesome. Thanks for comingon the show.
Liam Patterson (25:02):
It's been a real pleasure. Thanks
Matt Wolach (25:03):
for having me. For sure, and everybody else, thanks
for being out there. Make surethat you are subscribed to the
channel. This was awesome thistime with Liam here and you
don't want to miss this or anyothers that are coming up. So
definitely hit that subscribebutton. You'll be good to go.
And I hope that we helped youscale your Sass today. Thanks
for being here. We'll see younext time. Take care.
Intro/ Outro (25:24):
Thanks for listening to Scale Your SaaS.
For more help on finding greatleads and closing more deals. Go
to Mattwolach.com
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