If you are not, you should be. Many companies focus on one thing in a big picture – and this can lead to missed opportunities. In today’s episode of CEO Sales Strategies, Doug C. Brown talks with Darrell Amy, the CEO of Revenue Growth Engine. Doug and Darrell discuss revenue growth, aligning sales and marketing together, creating value for your clients, and finding balance in business – and much, much more.
I’m bringing you another great guest, Mr. Darrell Amy. He has a company that is called Revenue Growth Engine. He is the real deal when it comes to revenue growth. He got a great book out. It is called Revenue Growth Engine. I highly recommend it. We are going to talk and focus on a couple of avenues in this. Primarily, the two avenues are the alignment of marketing and sales and how do you get to the C-level decision-makers.
There is a simple process for doing that. We are going to discuss these concepts on how to do this, and you are going to think, “It is easy. There’s got to be more to it.” I promise you there is not when it comes down. There are a few nuances here and there. When you align sales and marketing, you work off the customer journey numerous times, you would be surprised how fast your company will grow because you are leaving money untapped revenue in the company by not doing. Without further ado, let’s go to the interview with Mr. Darrell Amy.
Welcome to the show. I appreciate you being here.
It is great to be here. I’m excited about this conversation, Doug.
You are outside of Little Rock, Arkansas, correct?
That is what happens when a Canadian boy marries a Southern girl. That is how it goes. We had to slow down quite a bit, which reminds me of one of my favorite books, Slow Down, Sell Faster! This is one of these times where we certainly learned to pace our relationships back a little bit during the pandemic over the last couple of years, especially when it first came on. The more that we can establish rapport and credibility with our prospects and clients have good. There it is. Canadian boy lives in the South, passionate about helping generous companies grow revenue faster so they can make an impact.
I have a friend who is from New Hampshire. He married a girl from Texas, and he lives in Texas. I asked him the same question, “Why do you live in Texas?” He goes, “When you marry a girl from Texas, you live in Texas.”
There is no snow and ice involved.
You have a vast and great background, sales getting to the C-level side of it. You and I have talked about the alignment of marketing and sales. I want to talk about all this. You have this cool book called Revenue Growth Engine.
A lot of it was born out of several years in B2B sales. It is primarily in the technology space and, for the last several years, has been running a marketing agency. When I started my sales training company several years ago, my first client said, “That training was great. Do you build websites? Our website does not say anything about what you taught us.” Being an entrepreneur like all of us reading, you know what the answer was, “Yes, sir, we build websites.” That sent me on a journey. I dusted off that Marketing degree that I had in my hip pocket. I have spent the last several years with 1 foot in the sales world and 1 foot in the marketing world.
What I discovered along the way were two things. First of all, a lot of times, sales is heading this way, and marketing is heading in the other direction. We are speaking different languages. It is like your car being out of alignment. It goes down the road but it is hard to pick up speed. Notice there were some big things missing in a lot of organizations when it came to their sales and marketing infrastructure. I called it the Revenue Growth Engine. It was a model to go.The selling and the marketing never stop. Unfortunately, in a siloed world, it does. Click To Tweet
If I sat down with a clean sheet and sketched out everything that needed to be in place and working together from a sales and marketing standpoint, what would be there? All of that led me on this journey to our conversation now to say, “If we can get sales and marketing aligned and we can get all the cylinders firing, have everything in place, we are going to be able to grow revenue faster.” Whether you are trying to break through $1 million, you are going from $1 million to $10 million or from $10 million to $100 million. Wherever you are, even an enterprise, these principles of alignment and all the cylinders firing are critical to accelerating growth.
We both take clients on and do that type of thing. I remember a previous client I had. They were doing $48 million a year. When I’ve got there, their salespeople were saying things that were different than the marketing was being conveyed. We fixed that problem. They grew from $48 million to $110 million over the next couple of years. They were generating thousands of leads a week that were dying because of this exact issue.
I find it interesting because you and I both have a background in corporate sales and B2B selling. How many times have you heard a marketing department in the B2B world say to you or somebody in marketing says, “Those salespeople are lazy?” When you talk to the salespeople, the salespeople are going, “Marketing is useless here.” I have heard it numerous times over my life. How about you?
This is an epidemic problem because the realization needs to happen. It is not about marketing. As much as I love marketing, the latest strategies, tactics, and technology, it is amazing. I love the marketing world. It is not about marketing. Do not get too excited, my sales friends. It is not about sales either. As much as I love sales, even the old, early days where we slid the four-part form across and said, “Press hard. The fourth copy is yours.” I love selling but it is not about marketing or sales. It is about revenue and how are we going to be able to drive more revenue by serving our ideal clients.
When you bring your car, if you have got a car and you have all that car that is driving down the road, and it is out of alignment when you bring it into the shop, and they lifted it up on the rack, one of the things I noticed as I was writing this book, I was getting my car aligned, is have a dot on the back wall of the shop. They have a machine with a laser. This is now way above my pay grade but they focus everything on that one dot.
When they focus on that one dot, everything else comes into alignment, you leave the shop and go down the freeway with ease. Revenue is the dot and the goal. The dot is your ideal client, truly understanding, “Who are we going after? What is the goal here?” The goal is to get that client to take advantage of the highest and most value they can get from our organization to maximize our revenue for that client.
When we have that goal, marketing and sales can sit around the table together or in the Zoom room, as the case may be together and go, “What can we do to drive revenue growth?” A couple of things that are happening in large organizations now. We are seeing the rise of the chief revenue officer. It used to be the chief marketing officer, chief sales officer. I like that.
We are also seeing the rise of revenue operations as a new term, which to me, even though it is loosely defined, is saying, “We are going to make everything this company about driving revenue. Let’s get out of our sales, marketing, and even customer success, our operations silos. Let’s point everything towards driving revenue and maximizing the value we provide to our ideal clients.”
I’m going to take a guess at this based on my experience and based on what we are talking about here. The internet changed the ability for marketing and sales to stay in a silo because the information conveyance now is rapid and quick that a lot of times before they are even meeting with sales teams now, they are going and checking it out. It is a marketing play. As you are saying, “It is no longer a siloed operation.”
Peter Drucker, as much as I like his books and writing, marketing’s job is to make sales superfluous, is no longer valid in the capacity because we need salespeople and marketers. It’s that dot on the alignment machine that’s got to drive both of these. It is a team play at this point. Why do you think the silos happened in the past? I can hear some people go on this, “I’m a marketing person. I’m a salesperson.” They still have the old way of thought.
There are many reasons. This could be a whole series of the show, discussing why this broke down. It is funny that you said the internet broke down the silos. It should have, but no, it did not in most organizations. I will throw a couple of reasons out. Marketing, sales, and operations have their own language because I’m a firm believer.
We will talk about this in the Revenue Growth Engine that it is not about getting the net new sale. It is about maximizing cross-selling more to your current clients. We can talk about 100% sold. A lot of times, marketing and sales had their own language. There was also this mentality that marketing’s job was to create a lead, and sale’s job was to get that lead to assigned order. It gets handed off to somebody else.
If that is how you are running your company, you are leaving a ton of money on the table because there are only two ways to drive revenue. If you think about it, this was the premise of the Revenue Growth Engine, and the principle of exponential revenue growth is there are only two ways to grow revenue. You can get net new business, which as salespeople is usually what we think of, “I’ve got the order, let’s ring the bell,” or you can cross-sell more to your current clients.
What I have noticed is organizations are typically good at one or the other. If they are good at net new, it may be leaving a lot of low-hanging fruit on the trees and going onto the next deal. If they are good at cross-sell, and I have met other organizations that are good at managing their client relationships and maximizing the revenue per client but they have been a long time since they brought on new business consistently.
If you have one of those going, you are going to have linear growth. If you have both of those going at the same time, net new and cross-sell, all of a sudden, growth becomes exponential. You can run this scenario. It is a lot of fun. If you drive 12% to 13% growth in net new business, that is the number of customers added year-over-year, and you drive 12% to 13% growth in revenue per client. That is your cross-sell metric. If you do that simultaneously, you are doubling revenue in 36 months. I call that aggressive but realistic growth.
A lot of companies now, instead of marketing saying, “My job is done when the lead is passed.” No, it is not. If you are a B2B, there is a whole buying team involved now. We have got to keep marketing. “My job is done once they sign the orders,” sales says. No. As Mark Hunter would say, “You do not close a sale. You open a relationship.”
We need to start thinking about marketing and sales, working together throughout the entire journey. In the Revenue Growth Engine, we use the model of client experience to keep it focused on the client. What are the marketing processes? What are the sales processes that need to be happening throughout that entire client experience to keep revenue growth going? The selling and the marketing never stop. Unfortunately, in a siloed world, it does.
I would also add to that because what you said is important. You brought up operations. Operations are part of the sale as well, so as in customer service. In that cross-selling component, a lot of people forget those two entities within a company. They are our biggest opportunity. It’s when you look at an auto dealership.As marketers, we are responsible for making sure that our clients enjoy and benefit from the best and highest value they can get from our company. Click To Tweet
They sell you the car but the service is to sell the 2nd car, the 3rd car or the accessories. When service breaks down, sales do not get the opportunity to get the new sale to go again. What I’m hearing you loud and clear is the customer journey. All along the customer journey, we want to optimize this process and play a team sport.
Part of it is everyone recognizing, first of all, the value of an all-in ideal client. In my first sales job, I was selling office technology. It was exciting, Doug. We were selling copy machines, fax machines, dictation equipment, and a little bit of software. As a new Sales Rep, I would come back into the office. I have the order, hold it up, write it on the board, ring the bell, everyone does the high fives. I would utter these words or any salesperson would have these words like, “I own this account,” To which the sales leader would go, “What did they buy from us?” “They bought some fax machines.” “Did they buy copiers?” “No.” “Did they buy printers?” “No.” “Did they buy software?” “No.”
They are like, “You only own 25% of this account. You own this account when they are 100% sold.” That term 100% sold stuck with me, and I use it in the Revenue Growth Engine book. One of the exercises I love when we do a growth strategy workshop, we will itemize out the value of an all-in ideal client, a 100% sold. What would they be worth over the next ten years?
I love using the example of Apple. I’m an Apple geek. If Apple releases something, I’m in line to buy it. The gateway for Apple for a lot of people is a $1,000 phone. I stood in line in 2007 to buy the first iPhone. I was third in line in my town. I was a little disappointed but I was there. We went through an exercise and added up what is an all-in 100% sold Apple client worth over ten years.
I added it up by the time you buy the phone, the tablet, the watch, the pin, the keyboards, that Apple TV, and all their services and the credit card to pay for it. It is worth about $35,000. In a lot of companies, when we add up the value of an all-in ideal client, it is usually 20X to 30X the amount of an average client.
An average client is usually someone you went in, you sold the phone to, and went on to the next thing. This is where, when you look at your opportunities for growth, I’m all for net new business. I have got sales running through my veins. I’m all for driving new business. However, do not forget that you do not close a sale. You open that relationship.
For many companies, they could double, triple, quadruple their revenue simply by getting strategic about how they take care of their current accounts and keep the marketing and sales going after someone becomes a customer instead of we hand it off to customer success or like, “Good luck. I will see you in several years,” whatever it is. We miss many revenue opportunities doing that. That is why I’m passionate about companies having a growth engine with all of the processes in place to make sure you can capitalize on net new and cross-sell at the same time.
You were in technology, and I was in telecommunications, which is similar. We used to say this in the technology business, “We are not going to be AT&T. We are not going to bring in 1 today, lose 4, and say we are up 1.” That was the game back then. In telecom, you would go, get a client base, and then sell your base off to whoever. That was the deal.
The generation of a new client is expensive compared to selling the same plan as we both know. When we look at the lifetime value, as you are looking at the client, you are saying, “This is 20X to 30X if you play this right.” What a lot of companies do not realize is when they play that right, they work easier.
The client is enjoying the outcomes that they signed up for in the first place. One of my absolute favorite marketing thought leaders and authors is Jay Abraham. He says, and I would also add as a sales professional or anyone working for a company, “As a marketer, we have the responsibility, maybe even the moral responsibility to make sure that our clients enjoy and benefit from the best and highest value they can get from our company.” A lot of times, as sales professionals, we are timid. We go, “Let’s get the order.” We never push.
It is probably because we approach the whole thing from the wrong perspective at the beginning, which is a whole other fun conversation thread about selling outcomes versus products. However, when we look at this and realize that our moral responsibility is to make sure that our clients get the best and highest value from their experience with us, that means that most of them need everything that we offer. Otherwise, we would not be offering it. They may need that and more. You may need to add more to your offering because what we need to do is we need to make sure that we are directing our clients in a way that is going to help them achieve the outcomes that they set out to when they first contacted us.
Part of that is the old emotional way people were brought up. Do not interrupt people. Do not be pushy. You do not have to be pushy if you are selling somebody something. Especially if they have a desire, they want it. It’s like referrals. The majority of people, when asked, “How many referrals do you give?” They say, “We have not.” They go, “Why?” They go, “The person that I was dealing with never asked.” They would ask them the question, “If they asked you, would you have said yes?” “Yes, numerous times.”
I find in an organization to get a referral to ask is this daunting task because people have to go through this mental process in their head that they are something they are being a pest. They think this, they did not deserve it or whatever it might be. A lot of people want to sell to CEOs, owners or the decision-maker, the buyer but they do not know how to get the attention of that C-level player. Whether it is the CEO, you brought up chief revenue officer or whatever level they are supposed to be selling at in whatever department. How do you get the attention? I’m sure people now are leaning in going, “Darrell tells me this.” I know you are a master at this.
It is easy, I believe. Here is why. I’m going to use the engine analogy because I was preparing this for a keynote I’m giving. If you think about a car, your car has an air filter on it. It keeps all the garbage out, and the only good stuff gets into your engine. All of us have a filter. We are exposed to thousands of ads, value propositions, all kinds of stuff every single day in our emails, TV, billboards, YouTube.
To survive in our society without going insane, we have to filter out all the noise. The only thing that gets through that filter are things related to the outcomes I want to achieve. Those outcomes might be a goal I have or they might be a problem I have reaching that goal. That is it. I believe buyers do not buy products and services. They buy the outcomes those products and services deliver.
If you sell phone service, you do not sell phone service. You sell the ability for someone to communicate with their clients. Let’s say B2B phone service. It is simple. Let me give an example. I have a problem. I get thousands of emails every day. I get so many emails a day that I have my personal assistant filter through them before they get to me. The only thing that gets through my emails are things that are important to me now.
If I have a specific goal, let’s say my goal for my business is to expand into Europe. If an email comes in and says something about looking to expand into Europe, guess what I’m going to open and read because it is top of mind. What is critical, and I coach you through this in Revenue Growth Engine, is that you need to understand the outcomes.
Salespeople carry around a price book, which is an inventory of all the products and services they sell. What they need to be carrying is what I call an outcomes inventory. It is an inventory of all the outcomes they can deliver. If you want a cheat sheet on how to build an outcomes inventory, go text the word Revenue to 21000. It is in our Free Toolkit on RevenueGrowthEngine.net. What we need to get this mindset of people do not buy products and services, buy the outcome, the products, and the services delivered.Whatever stage and market you are in, outcomes are always changing, but products usually stay the same. Click To Tweet
If I want to get the attention of a C-level decision-maker, I need to have an intimate understanding or at least a clear idea of the outcomes that they are looking for. Here is what is going on now, Doug. There are a lot of changes in the marketplace now. The last few years have been extremely dynamic. Before the pandemic began, Gartner surveyed technology buyers. They wanted to buy scalability and the ability to grow their business faster.
When the pandemic started, everything shifted. They were buying the same product but the outcome they wanted was resiliency, redundancy, remote work. Here we are in whatever stage and market you are in, outcomes are always changing. Products usually stay the same. If I went to somebody at the beginning of the pandemic two months in and said, “Are you looking to scale your business?” I will be like, “No, we are looking to survive.” Same product, different message.
We have got to focus on outcomes. When we get the outcome right, we get attention at the C-level. That is the key to getting through the filter. This is the topic I’m passionate about because sales, marketing and operations need to be continually dialoguing on what are you hearing from our best clients about their business challenges or goals because that is the key to the castle right there.
I can imagine people sitting here reading, going, “I get it in technology. We have worked in other fields too with other companies.” You are right. If you think about outcomes, take an automobile. Before, it was the big Cadillac, a gas-guzzler-type automobile. When fuels are hitting $5 a gallon in some places, buying an automobile shifted from doing that to, “I want something maybe still big and looks great but I want something fuel-efficient.”
That whole process is shifted in buyer’s mentality, “I want a hybrid vehicle now because I want to get more gas per miles or more miles per gallon than I even have to use fuel. I can use electricity, be better for the environment,” whatever the game is for the decision-maker in that process. Let’s step back and play investigator if you do not mind. I’m in a certain industry but it is not technology. How do I know what the C-levels are thinking? They do not put it on their website or anything and do that. How does it work? How would I go about it?
They do put some of that on their website. It is a corporate mission statement. If you are selling to large companies, they are putting their objectives, initiatives, coordination of strategic initiatives, and all of that. The real way you find out is inexpensive. It is to talk to your clients. Marketing interview clients and write case studies.
As sales leaders, we have a quota for different activities. Marketing should have a quota. That is a certain number of case studies written every single month. Why? They are amazing sales tools. The real thing is when you talk to clients and you ask them not just about the product or service they bought but the more important question I want to know is, “What is going on in your business? What are you aiming towards? What are your goals? What are you excited about?” When you talk to your current clients, they will give you a good clue as to what the outcomes are.
As salespeople, you can go on that conversation to the C-level and say, “As I have been talking to other C-level decision-makers, they are telling me this. I’m curious how this is playing out in your company.” When I say they are telling me this, I’m not talking about corporate buzzword soup. I’m not talking about other C-level decision-makers who are telling me they want to be more productive and efficient.
When I’m talking to other C-level decision-makers in this specific industry that is similar to yours, they are telling me this specific thing. That is what gets attention. Read Harvard Business Review, Inc Magazine, The Wall Street Journal, spend some time educating yourself but also, go to your clients and ask because they will give you the issues and even better, they will give you the specific words to use, the way there, and get insight into how they are thinking.
Marketing, do case studies. Salespeople take your clients out for a cup of coffee or take them to lunch and ask them about their business. You are going to be amazed at what you discover that is incredibly useful. You will outflank your competition because few companies do this. They are still stuck in the, “We can help you be more productive, efficient and enhance your security.” It is all noise and static. Get out in the field, get out in front of your clients, talk to them, and listen. They will give you the keys to the castle.
The thing is, they will give you the words to use. I’m going to tell everybody a little secret. Do not sanitize the language. If you have five people telling you the same thing in the same way, and they are all decision-makers, that is the language that they are using almost universally. I see many people, Darrell, going in and doing this research like you are talking about. They try and spin it right into the corporate buzz line or something. If you are selling fencing and sword lessons, you do not want them thinking because you sanitize the language, it is picket fencing. Do not sanitize the language.
You brought up something that a lot of people would not even dare do, go back to your clients and talk to them. That goes back to cross-selling. You discover some new opportunities in cross-selling and different opportunities there. Take what they have and go to a cold market. You do not know them. See if the language patterns still match up. You are saying you can talk to the CEOs when you are in a sales scenario, and I agree 100%. I’m a Microsoft guy. We are going to have to disagree a little bit between Microsoft and Apple.
For those of you who do not know, Darrell, we always banter back and forth. I’m doing this now. I’m going out to a cold audience. I want to know their reaction to the language that is being said because it is one thing when people do know you, and sometimes when you go into the cold environment, it is a little different. The level of trust and relationships is not there. What I find is both of these are matching up.
The premise of what I’m about to do, and everybody, I recommend you do this before you go launching tens of thousands, hundreds of thousands of dollars or more into initiatives, make sure that the opportunity is viable. Make sure the offer, which you are going to go about offering exchange a quid pro quo, is on target.
To get the attention of the C-level decision-maker, you have got to be able to speak what they are looking for in the form of goals or pain, what is going on? The opportunity of what they are looking for or, “I am frustrated with this.” It is what most people teach people to do. I love the fact that you are going at goals, especially on the higher levels, because a lot of people do not want to hear the pain.
Not at the CEO level. They have a team that deals with that. They want to think about the vision. CEO visionary is often thinking 3 to 5 years out. If you are selling to operations or finance, it is a little bit different. It is not all about pain at the CEO level. It is about promise and possibilities.
Innovation is a big one on the C-level because that is what they are thinking. “How do we be different in the market so we can gain more market share? How do we innovate on that process, even disruptive type technology or whatever it might be?” Here is the cool part of what you said. It is easy to do. The reason I’m passionate about this, Darrell, is I get this question all the time. It is like, “It is this easy.” You tell them exactly what you said, and they go, “What is the real process or the secret sauce?”
If you want a date, you figure out what you want to date. You go to the area where they are hanging out. You have a line that they might want to hear, and you ask that line. Certain people say, “No.” Certain people say, “Yes.” Certain people say, “I will talk to you later.” That is the positioning and the game. I find with C-level is the same way but people complicate the heck out of this. People do 22-part trainings on how to talk to a CEO. It is like, “They are people, too.”The reality is, we learned stuff in business school, but unless you have run a P&L or had your own balance sheet and understood what that meant, it is hard to make the bridge. Click To Tweet
To also add into this is, we always have to up our business acumen. I was putting together a sales training program for a Fortune 100 company in this two-and-a-half-day program. It was a fun program. I said, “We need a section on business acumen.” They said, “No, our reps know all that.” I said, “Trust me.” I insisted that we do a session, and it was on how to read a P&L and balance sheet like basic stuff. We spent a whole semester at a business school. I never understood any of it.
I managed to convince them to leave this 30 minutes of business acumen. I called it MBA in a box. We did that training. After enterprise and mid-market reps went through that, the number one feedback on the whole training was, “That was good training. That thing on how a P&L and balance sheet relates to what we sell was awesome.”
What I began to realize is we do not do anything. We assume our sales reps have the level of business acumen. The reality is, we learned stuff in business school but unless you have run a P&L or had your own balance sheet and understood what that meant, it is hard to make the bridge. CEOs and other people in the C-Suite want to know, “Do not tell me you are going to make me more productive or efficient. Show me how this is going to impact my SG&A expense, help me increase the gross margin or lower my DSO. Show me that.”
There’s a listening but there also is a learning component to this where I challenge sales leaders in particular but also marketing like hang out with the executives in your own company and ask them to coach you on this stuff. If you want equal business stature with the people that you are calling on, you have to earn it. Part of earning the right for that equal business stature is making sure you have the business acumen, and you are continually investing in that. That will put your head and shoulders above your competition.
Personal branding is important. What you are talking about is when you walk in, you are able to speak that language, convey and show them how all of these terms apply based on the solution, they are far more open to giving a referral. They can go, talk to somebody and say, “This person understands this and that.” The positioning of that is a trusted entity, which happens a lot when you do it the right way.
What happens when you move from selling a product to selling outcomes and delivering outcomes to your client. Once you help them achieve one outcome, they are going to want you to help them achieve other ones. You move from being a vendor to being a trusted advisor or partner in their business. With that combination of listening to your clients and upping your game on your business acumen, you get those two things going together. You put yourself head and shoulders above everybody else. You get through the noise.
Do not forget that these larger companies have divisions and regions. I remember when I was started out for the enterprise rent-a-car, I started out with one local office, the whole state, the whole region, and I ended up in the corporate office in St. Louis. It took a couple of years but that cross-selling still ability what you are talking about that companies can go laterally. The cost of acquisition per location was zero. It was much higher profit as you go along. Everything you are saying now is spot on. I appreciate it. Darrell, how do people get ahold of you? I’m sure somebody is going to go, “I’ve got to call this guy.”
You can find me on LinkedIn. It is not that many people with the last name Amy on LinkedIn. Also, if you text the word, Revenue to 21000, that will bring you through to our revenue toolkit while you are there. If you want a copy of Revenue Growth Engine, you pony up a little bit for the shipping and handling, I will send you an autographed copy.
I want to do everything I can, Doug, to help your readers accelerate their revenue growth. Sales and marketing are the engines of economy and opportunity. We have all got to be working at peak performance to make sure that we are not only providing for ourselves and our goals but for all the people that work for our companies now and are going to need to work for our companies as they grow because of successful salespeople. You can go to RevenueGrowthEngine.net and access all of that.
Get the book, do the text. I can tell you from personal experience it is worth your investment, time, energy, and shipping in handling your money because Darrell is the real deal. As everybody knows on this show, I try to bring the real deal in every single time. We have achieved that. Darrell, thank you for being on the show. Anything you want to leave anybody with?
I will say what we say at the end of every Revenue Growth Podcast, “Let’s get going, and let’s get growing.”
Until next time. Darrell, thanks again.
Getting to those C-level decision-makers is super simple. It sounded very straightforward. By the way, it is. Please complicate this. Many people are trying like, “What is the secret sauce?” There is not much of a secret sauce that is needed. You will figure out some nuances as you go along but follow the process we talked about, straightforward.
Those of you who have marketing teams, sales teams, operations, customer support, customer service, client success or whatever you want to call it, get those aligned and put them all on one single page, as you know, Darrell was saying, “When you get your car aligned, you focus on the dot. The dot is the revenue. You bring the wheels in, you bring up, down, whatever the adjustments, all designed to go to the revenue.”
You think about any type of sporting team. Let’s take hockey or football. For those of you in other parts of the world, we call football soccer here in the United States. There are only 2 goals, 1 for your side of the half of the field or the ice, and the other side. One is you want to shoot it into that net to score a point. You do not want to shoot it behind you.
Every once in a while, especially in those two sports, somebody loses their way. They shoot it into the opposite end of the net. It goes off them, deflects in, and goes into the net that you do not want it to. That is when you do not have your defense, offense, and everything aligned in sports. In business, the same analogy applies to marketing, sales, operations, customer success, legal, and HR. Everything is all aligned for one common purpose, which is to sell something at the end.
If you liked this episode, I’m going to ask you, if you have not already, please go up and subscribe. The more subscribers we get, the better positioning we get. Leave a five-star glowing review. If you feel that is what this deserves. I would be grateful for you to do so. If you want to reach out to me directly, @DougBrown1234, that is my LinkedIn or send me an email at Doug@BusinessSuccessFactors.com.
We have changed the name of the company now to the new name, which is Doug@CEOSalesStrategies.com. If you need help in your business, reach out to Darrell. If you need other types of help in your business, reach out to me, I can help you. Until next time, go sell something, sell a lot of it and make a lot of money to your success.
With 27 years of B2B marketing and sales experience ranging from mid-sized local companies to enterprise organizations, Darrell has diverse experience across the sales and marketing landscape.
He has trained thousands of salespeople in solution selling, created digital marketing strategies for hundreds of companies, and consulted with Fortune 500 technology companies. Additionally, he is the author of the international bestseller, Revenue Growth Engine: How to Align Sales & Marketing to Accelerate Growth.