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  • B2B Live Streaming - What Else Can it Do?

#07 What Else Can Live Streaming Do?

More opportunities than you can imagine

Going live isn't just for B2C organisations, it's a complete approach to communicating who and what you are as a business.  When it comes to B2B, livestreaming has so many possibilities and opportunities, it's mind-boggling.  Join Nigel, Liz and Dean as the talk about what else live streaming can do for your business. 

The Transcript

Nigel: Well, I've not, well, here we are. We've gone live. We are live aren't we it's all good. You well, welcome to the New Business Show. I'm Nigel Maine. I'm your host. And today we've got a, we've got a more relaxed show, you know, it's we kick back over the weekend. Um, so we thought what we'd do as, um, as the best approach to this, to what we can do today is to do a review of the past six weeks. And there's it, there's a, there's a logic to it. You know, that, that the point is, is that over the past six weeks, I've talked about live streaming. What could, what can be done, why it's important, why people are not doing it. Um, and especially that in terms of generating new business, what else is there? And it's a pretty serious statement what's available. And if you think that it's just cold calling and some direct mail or spam email, it's not people I'm not interested in it.

I don't respond to it. And you probably don't either. So where, where do we go from here? You know, I can sit here and talk all day if I wanted to, but when we're looking at had how'd you generate new business, and once you've got a show moving and you're getting into the swing of things, the, the important thing is, is, or what else can you use this technology for? And that's, that's a really important thing. So I'm going to do before we get into that, I'm going to play it our normal intro. And then we'll, um, I'll I need to get to get in touch with Dean. I'll do that in a second.

Right. Well, we've got, um, I just need to make sure that we've got everything ticking along as it should do. Um, it says the interview mode is muted, but it shouldn't be. And first of all, first off, I'm going to go over to Liz. Hi, Liz, can you hear me? Yep. I can hear you and you can hear me. And, um, I think I'm sure I think that as it works, if I can hear you and you can hear me, then it's working and Dean, if you're, I'm pretty sure Dean's watching us at the moment, Dan, if you want to dial in and then, um, we'll, we'll get, we'll get all three of us together and then I'll do the, kind of the formal introductions. But one of the things, it's not that it's going to be a bit of a strange show, but there's some new features that have been introduced into the software. And, you know, it's one of those things. Do you, do you, they came in last night, literally at 10 o'clock last night when the, when the upgrade happened, though, I've got a phone call ringing. Hang on a second. I'll just say hello to Dean guest is in the green room and we will assign Dean to guest too. There is

Dean: No, I'm good.

Nigel: I'm good. You're well,

Dean: I'm very good. Thank you. Yeah. Good,

Nigel: Cool. Cool. I mean, what I was just like, I was just saying that the point is today is as, as you already know, is that we want to kind of just do a bit of a review of what this has been about over the past six weeks. You know, we've got, um, access to some great software is not very expensive. Um, we talked before about, you know, you can, you can use one of these to go live on and as most people have seen, um, but it's not just about going live and doing a kind of a promotional pitch. It's what can people do to use this for additional application? So I'm being I'm bit, I'm jumping ahead in the middle is Liz. Um, and, and Liz joins us from time to time. Um, and Liz works for a large software company and oftentimes is on the receiving end of lots of different calls from different people, all looking to sell their wares. Um, and then we have Dean and Dean is a, um, why don't you tell them what you do?

Dean: Well, I'm the person hassling people my way. So I'm the sales guy and I've got a background in B to B business and at the moment I'm in the e-commerce technology market.

Nigel: Cool. So, so we've got any, so, so in terms of, you know, I here's me, um, promoting and talk about live streaming and the, the two, um, the two pro kind of proponents of, of, of, if you want to call it that of, of new business involvement is someone that makes the course and someone that receives the course. So we can see, um, this, this kind of, we have this understanding that says when it's not worked for you for decades, but lots of businesses don't seem to understand that. So, I mean, in terms of this week, I mean, there's been a, it's been a, quite an interesting week in that, obviously we're doing what we're doing, um, communicating, uh, the, the whole live stream thing and speaking to accountants and soul who seem to be quite, quite, um, open to this, which is good, which is really good.

Um, and there's also, there were, I was talking to her from the other day and they told me about a company called, um, the 2020 company. And they are a CPD and, um, develop mental company for accountants and on their website, they have obviously all the exams and information and seminars that people have to listen to in order to get their points in terms of CPD. And one of the sections in on this particularly large website was about sales and marketing and within a sales or marketing thing, he said, yes, you know, content is King. So got to have content, but have the content you've got to have your own written content, not just the standard stuff that goes gets sent out. The next thing you can do is, is video. And you can put kind of video snippets and video adverts out there and sold, but where it really w where it really counts, where it really happens, what really, really shows your commitment to your clients and prospective clients is going live. And I looked at this, I have to, I mean, we went live weeks ago and, and the lead up to that, but reading that on this website, I'm thinking it's not just me. It's not, you know, it's not just us guys beating the drum about is going live. I mean, Dana, you, you've had a number of kind of interesting conversations over this past week or so.

Dean: Yeah. There's always an interesting conversations. Now. It sounds like you had one in mind,

Nigel: The link, the LinkedIn one, the LinkedIn software, one that surprised me.

Dean: Oh, wow. Yeah. So, so being, being the sales guy, I get pitched to a lot as well. So everybody has got a service, you know, to get you more lead generation tech, whether it be a technology, whether it be a team of cold callers, whether it be on marketing technology, copywriters, whatever it is, I get pitched constantly. So I can only imagine the people in Liz's position on, on the back of people like me chasing them as well. And one of the ones I had recently was, uh, a technology company, which was based around getting more contact data for me to chase. And they wanted to sell me an application that kind of plugged into LinkedIn. And if I see a prospect, I like, I can just tap a little button. They'll give me their email and telephone number on X percentage of occasions. Cause there's no such thing as a hundred percent, but on something like a, a good percentage of occasions that will give you an accurate email and accurate phone number. And I'm like, okay, you know, on what sort of thing, what sort of money would that set a salesperson like me back? And that's the point I fell off my seat. It was a thousand pounds a month.

Well, the lowest basic level of this particular technology, I won't give it away what it was. Um, but it was the lowest level was two seats. So two users had access. So if it was just one person, then you was allowed two people. And so for two people, it was a thousand pounds per month. You could have more, but then you can pay more, wow, one a month and being the sales person of where I'm at, like the data and the phone numbers and the emails are only worth so much anyway, like I'm definitely into this. You've got to be out there. You've got to have some content. You've got to have a bit more attraction going on. So the idea of just getting a list that I can chase, isn't massively attractive to me anyway, I know salespeople might have a different opinion on that. So I was thinking, well, if it was simple and easy, and then I'll be open to, it may be to get some more data. But when it was a thousand pound a month, I was thinking, wow, you know, does it get me out of bed and make me a cup of coffee as well? What am I getting for this money?

Nigel: I mean, you've put that into the, into the context of it's a grand, that's a grand off your bottom line per month, per year is 12 grand. Um, you, if that was being paid out to somebody, you would expect them to be producing at least three times that minimum. So that's got to make you 36, 40, 40, 40 grand, right? Roughly if you're on a 10% margin, that's 400 grand turnover. Just, just because of that. And what you're doing is your, your looking to maintain and continue the upsetting of people like Liz and pestered him. Now I've got your telephone. I've got more telephone numbers,

Dean: Straight away. You've done the math. Well, consider the right way. Typically what people do is go well, you know, how much is a normal deal? How many deals would you need to break even? But they always look at it in terms of revenue. They never actually look at well, how many deals would you actually need to do to get your money back? Yeah, because typically, if someone says it's 12 grand a year, if I gave you a 20 grand contract, you've got your money back. No, that's not how the maths work sadly, but that is how it's sold to you. You know? And, and I, you know, I can't say too much because I'm the sales guy in the room, but that is kind of what really comes across as well. What would you really need for you? You know, one deal, you got your money back. No, maybe not.

Nigel: No, I think that's, that's, that's what it seems to come across. I mean, talking to the guys that, that the people that was talking to this week, you know, that they tried it all, you know, they tried to cold calling, they tried tele sales. They've tried buying leads. They're tried doing multiple emails. They've tried all of it. And so accountants are no different to everybody else because he's all about just new business. So how'd you get new business?

Liz: I mean, I had the, Oh yesterday from Luna when you were out and about, I had to call yesterday from an accountant locally look at, and he said he was the business development manager. And I said, all alone, my job title is business support manager. It's slightly different, but he was saying, Oh yeah, he does everything. You know, he's there. And he's basically the office boy that does the cleaning, makes the coffee and makes the outbound calls to see if people want to do business with them. And I was like, well, send me some more intrigued to see what information you were sending. I'm still waiting for that information to happen. Um, so it really, you know, from even accountants are still making those outbound calls. I'd be very intrigued if we ever, cause I didn't catch the company name, but I'll be very intrigued if I actually get some information from them.

Because to me there's one thing making a phone call. So you can, you can do the telesales bed. And I had one the other day and they were going through a list of people and I was like, well, give me a list. Part of it. You know, some of them aren't even based in the UK, so I'm not going to speak to you about them, but it's like, if you are going to do Tawny piles and I say to you send me some information, I genuinely mean send me some information for two reasons. One, because that's your greatest chance of getting through to, to anybody in the business that I work for because we're still all working from home. And a lot of those work from home anyway, without this pandemic thing. So your best chance of actually speaking to somebody or getting in touch with anybody in the business is to send me some information.

And also I'm always intrigued to know what kind of information they're going to send, because if they send me a really badly written email that doesn't do them any favors because it's been written by somebody whose English isn't terribly good. And by that, I mean, they don't know how to form sentences and punctuate and spell. Um, but I'm always intrigued to know what they, the company does and how they present themselves online. Because I think that's always a very interesting, you know, that's my, apart from the telling sales call, that's my intro into what that company does and what they, um, you know, what they are offering and this event value to the company I work for or any value to anybody that I know. Yeah. But I think of all the 10 calls that I get that are, um, I asked them to contact me. I get maybe I don't know, to maybe send information the last four, another view on that, to be honest,

Dean: Because I'm having worked for many different sales teams and sales organizations, and it's genuinely frowned upon from the sellers perspective that if somebody asks for information, they actually want it. So the amount of times I've been in a sales environment and they go, right, here's your list, cold call. And you go, right. Um, where's the marketing collateral to go with it. And they're like, well, what do you mean? We go, well, when they say, can I have some more information? What should I send them? Oh no, Dean. We all know that when people ask for information, they're just telling you to get lost perspective. We're often trained that people don't want information. They're just too polite to tell you to go away. And there are a lot of 14. I can't speak for the people that Liz had been speaking to directly. I'm only going from past experience here, but there are a lot of situations where you go, well, can I have some information? And I would, I would put some money on it. A good percentage of those people don't have it because their organizations won't produce the collateral because they don't believe anybody genuinely wants the information. They, they, they take can I have some more information as I pop off. And so, so when you go back to your manager, I've got 10 people that would like some more information. The sales manager will go. You've got nothing. Wow.

Liz: But then what's the followup from that? Because I, I mean, I think I maybe shared the story before. I want spend about 15 minutes on the phone with a guy on telesales. It got to be a bit of sport, to be honest. And everybody in the office was listening to what was going on. I wasn't even doing the whole aha I'd stopped. Even at knowledge in that it was on the end of the phone, wondering when he was actually going to stop talking. But I argued with him for almost 15 minutes and said, you need to send me some information because you won't get any further. And by this point I've looked at his website. I knew what they were doing. I said, you're just trying to sell us advertising space. And I got back and he got really, really angry with me. And he said, I can't send you information.

It'll take me longer to put some information together than it will to explain on the phone. And I'm like, yeah, but you've been on the phone for 15 minutes. Right. So you could have even put together an email. But it's interesting that the response is, I say, send me some information and I will forward it on. And I do, if I genuine, maybe I'm an anomaly. I don't know. But having been on the other end and filling the telesales calls, but it's like, I don't know who want me out of the blue. Some get really shirty with me. Some get really, really offhand with me. When I say somebody is working from home and we'll be indefinitely because it's like, I'm not saying that to upset you. I'm saying this is a fact. And managing your expectations here, send me some information and I will forward it on for you.

If there's nothing forthcoming, what can I sell my, the person that you want to speak to you? The personal marketing or the finance director? What can I tell them? If you don't send any information to me? What do I, I can't say, Oh, this guy phoned, well, who was it? Well, I don't know. He wouldn't tell him, remember this. It's like the guy puts it, picks up the phone and he goes, Oh, you don't say, Oh, you don't say, and then it puts the phone down and somebody says to him, what did he say? You didn't say, it's like, that's what it feels like. It's like, I can't do anything with your phone call.

Nigel: It goes against everything to do with, you've got a big group of people and I'm, I'm kind of anti-marketing. I think us we're an anti-marketing company because the what B2B that is so B2B marketers, I say as are a waste of space. They, they don't date. They, they do nothing, but everybody agrees content King, okay. You keep saying content is King, but you, you don't write it and you won't write it and you won't give it to prospects that the technology that's around, you're chatting to somebody on the phone and they say, semi-famous information. I just have, you should have it now because that's the way we're doing 20 years ago. If you want some information, automate it, send it. You've got it right now. There you go. I've sent you three things. You've got to think of that. And dah, dah, dah, that's it.

So if that is, it is as simple as that, but the bottom line is you said this a while ago, too, about the I've I've used it on multiple bits of content that we've produced, which is 1%, 1% of your total market are looking for something at any one time. So if that's the case, when you're ringing somebody up and they go, Oh, send us some information, Ello, you know, I think the one I say the 1%, how else do you expect? Oh, you expect to see them as a Mark, get in there and close them down on a first phone call and maybe have a meeting, but close many way. It's like it's said nobody ever. And nobody ever did. You know, it's just

Dean: 1% just comes from who's in the market right now. You know, because you've got your chosen market at some point, maybe they'll all be in the market at some point. But the whole point of cold calling, the whole reason, the whole numbers game came up is how do you get the one who's in the market right now, right now on the call right now? Well, that's a case of timing you. And in the old days, it was a case of, well, if you call everyone, you've got a good shot. And he used to work in the old days because there was this thing in the old days where people answer the phone. I remember being in offices where there was like a two or three ring policy, you know, and if three rings, someone was four. It, you know, now, now if a phone rings, it's like, hang on, probably do some work over it. But just because the phone rings, it doesn't get answered today. So you're not going to get to that 1% anyway. But another thing that I've found very interesting, and it's sort of a loose to what you guys are saying is there seems to be this fear of allowing a prospect to view the presentation without you present. Yeah. So there's this, this whole control over the presentation now of a sales person. I love it. If I can do the presentation in person, definitely hands down, it's better. If you can do the presentation life,

Nigel: It's a buyer's market. Right.

Dean: You know, the man with the gold has, has the choices, you know, and it's like, they don't want me to hold their hand through the presentation. So this is massive fear. And this is where given that information or what don't know about that, because I want to control the presentation. And why don't you just put your presentation on YouTube and people look at it without me holding their hand. That's scary. And I don't, and I don't fully understand why there's this massive fear. Um, I was listening to a live show on LinkedIn yesterday, interestingly enough. And it was all about B2B live shows and getting content out there, you know, and from the discussions we had, I thought, well, this is going to be really good. This is gonna be really interesting. It's not just us crazy people. You know, there's other people in this world, you're thinking the same thing.

And they're all talking about, well, what sort of, and they were very big on brand reputation and infotainment and the Gary V style post-production of turning one thing into 350 bits of content, which don't get me wrong, was attractive to me at one time. I could, I kind of bought into it for a period. And then I think I realized the same as we all did, but that's kind of good for B to C, but it doesn't really work for B2B, but we're going through all these live shows and we'll watch you want to put on it. And they're like, well, we could talk about the latest Google update or industry update or something that happened in the news. And we could talk about thought leadership and all these great things, but at no point, do people ever think we could actually just do a presentation of what we do? And it's like, wouldn't that be amazing to just actually tell people what you do and do the presentation. Yeah. I mean like QVC, do you think they could spend 24 hours a day on thought leadership? No they're selling.

Nigel: Yeah, no, I'm with you. Absolutely.

Dean: What's wrong with saying, well, this is what we do. And if you'd like to play it, this is how you buy it. Once you bought it, this is what your life's going to look like. But I think, I think the pink, the big problem,

Nigel: I think the problem is that you've got these S the sales, we call them the leader. So the managers and directors and, um, chief growth officers, chief revenue of all these people that have been bought up on this, this sell, sell, sell. And they think that by controlling it and by withholding it, they're going to be in control of the moves as any potential sale goes forward. And they convince themselves that they're putting people into a funnel and yada, yada, yada, and they're taking them through the funnel until they get to the point of wanting a demonstration. And though they will be present and justify their, their extent, their salaries. But the, the issue with B2B is that we, we, I mean, we said this before that if you buy something in B2B, you're buying it because it's going to make you money. You're not buying it because it looks nice or less.

It was a Lamborghini, but you know, you're not, but you're buying it because you think that it will save you time and money and make money because you can only save so much money. So forget that, but it saves you time makes you more efficient and helps increase your profitability. And therefore you can cost justify it. I E you create a business case. So it has to be a profitable business case. But because the sales people are frightened that they're not going to get any commission. If it goes down a digital route, they won't ever endorse or recommend it. And because marketers don't know what they're talking about. And they've proven that for past 10 years, that they have misled the business owners into maintaining this marketing activity does a waste of time. If you canceled all your marketing, you'd just be quitting, forget lockdown, forget recessions, just you canceled a marketing would make any difference.

Your salespeople would be out there and they'd be making the money and making, trying to make appointments. But like we said, in previous, um, shows, it's now about 400 to one. The likelihood of finding someone because 70, 80% of the research journey is done digitally. So you don't need to speak to anyone. And the only people that they're going to connect with are the people that have got the content. So it comes back to content. Again, if you haven't got the content out there, you're not, you haven't got looking. I mean, the people that I saw this week, I mean, it's, it's, it, it was put a smile to my face. Of course it did. So. Right. Okay. Nitrile, um, been on your website, downloaded your white paper, downloaded your playbook, downloaded your other, um, brochures. Um, and I went in and he had everything printed, all this stuff printed out, include one of the long one, a long form documents. There's like was about 8,000 words. He says, I've read all this must have taken you a long time. Yeah. He said, I've listened to the podcast. I've watched the videos. And, um, I've seen your live shows. So what w what do you think we should do?

And I said, Oh, you did. Okay. Or did it? And he went, okay, basically get on with it. So it it's not rocket science. It never was. But this, this nonsense about people, um, business, it was all in the flows.

I mean, he hated the assumptive close. I didn't. And that's the thing is, is that I'm not going to waste anybody's time by trying to say something at them, in a meeting at a time that I'm trying to select, and the old way of selling you go in, there you go. Hello, Mr. Prospect, how long have we got? And some people say, take your, watch off, put it on. Now. I'm not going to go over time, put your watch on the desk and do the meeting. And you know that, you know, 15 minutes to go right, go for the kill, go for the close. So you've got to get everything about your company, everything about your product, everything about how he's going to benefit them done within a given period of time, instead of leaving. I mean, it must've, he must've spent hours. I know we had to respond because there's a load of content, but that's, that to me is selling because if you've got something that's of value, you have to produce content to support it. People, funnily enough, you know, well, this big deal about everybody going to university, everyone getting degrees and everything else that kind of lends itself to this expectation of people can read and write.

And so, so if you can read and write and look, and here, you can consume all that content. And of course, like we said before, you know, we've got this, we have, uh, a different way of looking at, uh, a business infrastructure because you can shift things away and move, shift people around and actually get to a point, which is what this is all about is going live. And being able to communicate with thousands or tens of thousands of people. But bearing in mind, there are only about 250,000 businesses in the UK that are over, um, 10 employees. That's it. So, you know, choosing markets and so on. And, and, and, and you've, there's plenty of people there to sell to,

Liz: But that meeting just prove a point though. I mean, I, to me, it just the way when you sort of said it, the way you just said it, um, I mean, Dean's saying about the self and wanting to control the information that is given that, you know, controlling the presentation, controlling what's out there. So you've got a salesman or a sales manager say, no, no, no, no, we don't. We don't, we don't send them any information. We don't give them any links to our website. We don't do that because we want to talk to them because we want to be in control. And then on the other side, the meeting that you had today was, um, you had, Oh, yesterday rather was that they had all of that information. He had spent hours looking at it, using it. He he'd taken the time to do that.

And so before you even actually got into see him, he already knew everything. He knew how you, how you wrote. He knew how you presented online. He knew about the live stream unit. He knew what you sounded like on the, on the podcast and what you were saying. It laid it all out. You'd even gone to the trouble of printing it. It hadn't just read it online. He printed it out, which would suggest to me that he'd read it pretty much in his leisure time, because otherwise, if you were sitting at his desk, you wouldn't have needed to print it out. Yeah. So he's gone to that trouble. And so by the time you actually met him, and I know this is quite a, for shortened, you know, the time from actually having the first conversation to this point is quite short. But the point is, is that this proves the point that by the time you actually sat down with him yesterday, he pretty much made the decision that he wanted to do business with you.

And that this was, you know, what was going to follow was just to dot the I's and cross the T's. It was like you said, it was just depressed, the flesh. That was it. And I think that proves a point that if you put your content out there, and if you're open and honest with people and authentic, they respond to that in a way that even we didn't really anticipate, because you think they, haven't a voice to voice telephone call with somebody that they're going to respond to you really well. Sometimes they don't that you've got them at the wrong moment. You know, you've called them when they're busy doing something, or they're just on the way out of the office or whatever it is. And they don't have the time to talk to you. But I think that meeting yesterday proved the point that you've put all, everything online.

You've been very open and honest with, um, with the, um, the potential customer. And they've responded to that in a really positive way. And not just that's it, you know, that says more than content is King. That says what we're doing is absolutely right for this market. Right? No, they're not even working from home. They're working in their office. Yeah. So that's still there. They've gone back into their office and it's like, even under that situation is taken the time to read it. And I just think that's, that's perfect. That's a perfect example. It couldn't be more perfect that by making your content available means that people will read it in that time, on when they're ready. They will come to me and say like, I know everything about you and I'd like to do business with you. Yeah. I think that's wonderful.

Dean: Well, I think we have highlights a couple of things, I think because absolutely everything Liz has said is correct. It proves a massive point. But if you take all the time that you spent researching your site, you could say, well, just think of the obvious question. What is he going to spend that much time research in any way? Or did you suddenly convince him to do extra research? Because you put more content on your site? Well, what I'd take away from it was that was already in his mindset. His mindset was all were already a case of I'm going to research my next purchase. And all we did was given the environment where he was able to do so. So when you you've detailed these read 8,000 word series, read podcasts, he's written, he's listened to videos, watch videos gone through the articles. He's already proven that that's the kind of person he is.

And what that proves to me is he's not an individual not unique. I mean, everybody wants to research key decisions, but from the other side of the coin, thinking, we must tell hat on highlights. The massive floor in the Wells way sales is done and why more businesses don't adopt this. I can see why it's not adopted. Even though it's on purpose, I could see why not adopted. And the reason it's not adopted is the old fashioned attribution modeling. No, from a sales perspective, everything is about the clothes. You know, now, if we look at this account and he's gone and listened to a podcast, but not a cool downloaded a white paper, watch the video. Um, and at some point I think, you know, we've been prompted to do so maybe by an email, maybe by an initial. So you backtrack it back, which bit, uh, gets the credit for winning the sale.

Was it the close? Was it the video? Was it the podcast? Was it the article? Was it the white paper? Was it the email who gets the sale now? Any traditional sales organization, the sale is the person who closed it. Yeah. If you look at, um, at a big team of B2B sales, there's not normally just one salesperson. There might be a team of salespeople. They might be, they might be three of them, or they might be 10. And if you give someone some information, which is great for the buyer, which is perfectly for what they want to do, the fear is they'll then read the information, go, that's good. Go to the website, love website, nice video. And then they go to the contact us page or the website. Oh, I'd like some more can I find out about buying this? Then that request goes to another salesperson who closes it and gets all the money. Yep. Now

Liz: We've looked at this and said,

Nigel: Right, well, it's, that's nuts that there has to be a shift. And that the shift happens in term of, um, whoever the technology who runs the content and who runs the revenue. And that makes sense. If you have a chief revenue officer and that person has got one or two salespeople that go and press the flesh or take the orders, but it doesn't mean that you have to have a national sales team because it can be driven online, which is what everybody wants to do, which is digital transformation. And the whole thing with digital transformation is how do you digitize your connection with your customers, your, your staff and, and your potential customers externally, excuse me. And that can only be done through enabling the white. You can communicate authentically on their terms in, in their timeframe. Not yours. Salespeople can only function if they are pushing for engagement on their terms.

And we said this before that the typical structure with marketing automation platforms is that it, it looks to replace the cold call to the collection of a compliment slip. Before back in the day, you'd go knocking on doors that opened the door. You'd get asked for a compliment slip. You'd write down the name of the person that deals with X, Y, or Z. And that's what you've got. That's, that's exactly what an email form does. If you want to download a piece of document, a piece of content from someone. And so you're demanding a transaction from the customer, as opposed to demanding a compliment slip. Now you want even more information and they don't want to do it because they're gonna get pestered. And so coming back to this 1%, and it's so important that if you're able to connect with 1% of your mind, okay, and just tell them, we go in live over the next three, six, nine, 12 weeks, month, whatever this is our agenda.

This is what we're going to talk about. Come and join us if you're interested. That's it? No, no. We've got a come up with the headline on the email. We've got to get them to click. We've got to give them a call to action that they can't refuse. No, they're busy. They got a business to run. If they see that you're communicating sensibly and in a business-like fashion to go. Um, I won't look at that just yet. I'll look at it later. Yeah. More engagement after, after the event, after live than we do when it's life staggering amount of engagement afterwards, because the live stream suits us at 11 o'clock and we do this every week. Doesn't suit everybody else because in meetings gone home and gone to lunch on holiday, yada, yada, yada, but they can see it on catch up. So, and there's no editing.

Dean: I can see it for years to follow. They'll catch up by the weekend. I mean, this could be online for five years, 10 years, depending on how long until it's completely. Okay.

Nigel: I just had a thought, we've got to go. We go right in five years time or 10 years time ago. Where's that? Where's that, where's that thing that we did look, see, we told you it was all crap. We told you it, wasn't it.

Dean: Yeah. I mean, that'd be, it's exactly that. And like you say, if you're very specific about what the show's about, people can self-qualify, you know, like the, you know, we, we, we joked about like the Jonathan Ross show, a lot of people will say, Oh, they'll look at the guests and they go boring, boring. I won't tune in, but then they might leave. Somebody goes, Oh, I'll be interested to that. See that interview. And then they'll choose exactly how it will behave with the light. Now we're going to talk about something very specific, a very specific area. And people will self-qualify who will self-qualify the 1% 99% will just not tune in. And that's absolutely fine, but they won't be offended.

Nigel: And that, you know, we said, you know, instead of two, uh, two emails a week, I'll go down to one email a week now, just to say, we go live today. This is what we're talking about. See you there, you can look at us on catch up. And it's like, this is a dream in terms of how to communicate a message. It is an absolute dream. Yes. There's set up. Yes. There's some stuff you got to buy, but it is in comparable to the massive cost of having BDR sales, tele salespeople, and salespeople, just hemorrhaging gross profit out of the business because people think that's the way to do it. You go, I reach more people that company's a hundred times bigger than us. 205, 500 times, because we're there, we're doing it. We're producing it. The content was produced in advance. We know how it needs to be structured.

We know how Google works. We know about the content we're supposed to have the content we don't need to worry about, about adverts on LinkedIn or there's a structure and it systemize it appetize get on with it. And that's, I mean, we can keep talking about this. We're going to keep sharing what what's been done, but, and that's what kind of led us on to that as far as today's concern is about, well, what else can you do with it? I mean, there's this there's absolutely no, there's no argument against this. You can't, can't touch this. Can't touch anybody that's doing live for business to business development. You cannot touch it. You can't argue you, nobody could ever win an argument saying, Oh, tele sales is better, says nobody. So if you kind of move on to the other bit, which is, which had more of a kind of a, I suppose you could say split like a bit like a podcast, what'd you think of what all about the other things. I mean, I've looked at this, you've looked at that and yeah. You know, and it's, it's looking at, um, different applications and Dan, you mentioned about doing a demonstration, the demo of, of, you know, this is what we sell and yeah.

Dean: It won't be one bit, it's almost one. It's the last thing people think about. Oh, I know one of the conversations I have with sales teams is like, well, we all know business development, right? And typically you get a new lead. Well, what did you want to do with that lead? And typically it's well, I want to book them in for that first biz dev meeting. And they go, well, what does that first meeting look like? What? It looks like, all the others, they're all the same. It's even the same death by PowerPoint, the same presentation, the same video, the same questions. It's the same slight variation of you might put a different badge on the front of the PowerPoint slide to say this to a different brand. But otherwise it's the same.

Nigel: I'm going to tell you who your company is it on every single slide because I put your logo at the bottom.

Dean: Actually, I'll just, even there might be a couple of slides that you take out, depending on what sector you're talking to. But it's the second. And like I said to one sales team recently, I said, who out there of your target prospects? Do you not want to see this? What I want everyone to see it? Great. I said, why don't you just film it and put it on YouTube? And they're like, well, what are you just filming? I put it on YouTube. I mean like, it's the same presentation you give everyone. You want everyone to see it. And the strange thing is your prospects want to see it. They just don't want you to know.

Nigel: I want to see it, but not you

Dean: There's people in that 1% that do want to see that presentation. They're just not ready to see the whites of the eyes, press the flesh. They don't want to have their, their company name on your radar that they're looking. If that makes sense. So just say, and this is the obvious thing I find about a potential low, which is the last thing people think of everyone thinks about brand reputation, thought leadership in the containment, how we can make it fun if never thought about selling the product, you know, just do the present tense.

Nigel: I mean, and the thing is is that if it's a decent company, they're going to say, this is how we want you to sell. You can adapt it, but this is this. We need to make sure that you understand the product and you cover off these things in the way that you do it. You take the down a path and so on and make I'm making it happen. And it's like, has anybody ever read a book on presentations? And it's like, who is the champion? Who's that? Who's the, what's the, it's not, there's not a champion. Who's the hero. How do you make the customer the hero when you're just pushing him down this PowerPoint path, how do you, how much do you really know their industry or their particular business? So this type of engagement says, you're in control. You can click away. I'm keeping you at your desk.

You're actually controlling this because you've, you've joined us. Or you're just watching this and we're doing everything we can to make this process as simple as possible. Here's what we're going to do over the next few weeks. We've got, um, implemented. We've got who we are, what the product is, applications, implementation, installation, training, and longterm support. That's how everything works. Doesn't matter what it is, if it's B2B. So how do we do it? Come and join us, watch us on this journey as we take you through it. We're not going to bore you with a five-hour presentation. We'll just do it in little chunks. So come and join us. And if you like the product,

Liz: We also talked about sort of interviewing customers. So being able to invite your customers in, to talk to you about, you know, just generally about their business and, and how even they've implemented the product and what difference it's made. And it's got a lot more, um, spontaneity than just putting a video. I mean, a video on your website is great, but if there can be interaction between you and the customer, you know, how did you find me?

Nigel: You really look at this. You know, if I, if I point that way, you know, where am I, if I point that way, I can point at you, but you're not here. You know, I do that and it doesn't come up. You know, it's not like we, we, we've got a bit of fancy camera work here, but you know, we're all, we're all like, we're all in different locations, you know? So in all buns and, and chow fun and, and Westside. So here we are, but we could be in London, Paris and New York, it wouldn't make any difference. So then it becomes, wait a second. If, if Dane worked in, I dunno, um, I given in construction, then we were saying, right, we've got Dean joining us from XYZ construction company. We connect with a mail out and invite all these people from the construction industry to come and watch us have a conversation because Dane's come up with this amazing new concrete, whichever, which is all the rage come, whatever, come up, come and listen.

This is going to, he's going to talk about this is, is not in your face. It's non-threatening, it's engaging. It's in, like of said before, we've got sales exchange and we've got the email address and telephone number, the complete it's this ability of being transparent. And so you're getting customers in. It's just, you know, like we did right at the beginning. So let's listen was there at the beginning. We, we tested the, the mix that the, the, the interview software again, cause it was updated date and then clicks on is a link and enjoyed this a bit later. If you've got a long show, if you know, some people take like two, three hours shows, which we're not going to do, but people can dip in and dip out.

They can phone in as well. If they want to have them on to find they can Skype in. There's so many ways of doing this of, of, of, of drawing in customers or drawing in suppliers. I, one of the big problems that we come across is people say, I was all right for you because you can talk into camera. You can talk to a camera. You, you, you, you, you know, you've been doing this, you could do the print. You seem really comfortable in front of the camera. It's like, well, that doesn't happen overnight. Not ever, but inviting other people to talk about their products. I could invite Liz and Dade. And I could say, ask a couple of questions and let them carry on. I don't have to say anything, but it shows my customers. I've got these other people on my show because I think they will help and be useful and interesting to my customers. If he does it, let me just click away. It's no, it's no, it's no big deal. So it's, it's, it's looking at different applications of, of joining the menu. Now you talked about, you talk about customers and then there's training the whole thing to do with training.

Dean: I think there's a big opportunity with prospects. So like for instance, you know, people that you want to sell to people in your industry, like, you know, I work in e-commerce and e-commerce technology. So for my, my role, I'm trying to get e-commerce directors of big retail sites. Yeah. Now, weirdly, if I was to contact them and say, I want to pitch you, you know, tumbleweed. But when I contact them and say, I'm doing a podcast about this, I'd like you to come on my show. Now, all of a sudden I've got much better reach for my prospects, but we're in a bit more of a media era where people go, well, yeah, I'll be happy to come on your show and talk all about. So all of a sudden you're engaging with prospects in the live, the people that you always wanted to build a relationship with now, it doesn't mean that you're gonna be pitching to them. You're going to be selling to them. But what a better way to build a relationship than actually discussing with them about the industry, finding out what the industry means to them, how they're tackling certain issues, you know, how are you getting through the pandemic? How you find that it's changed your business, have you have to restructure, has it changed any of the way you approach your goals? Yeah. Right. But I'm finding, I'll get an easier response from a prospect to do a podcast together then to do a pitch.

Nigel: Yeah. And it just because he is because he comes back down to 1%, they not, they, they might be, they are a, a target vertical, but they are not thinking about it or they don't it or want it just yet. Or they haven't been sufficiently warmed up to, to get us to think, do you know what? Fuck it. I could use them. So, you know, in all these businesses, do networking, feel found, felt, you know, but you know, um, know like, and trust artists Tosh because people can't do it anymore. But the point was was that you would get to know people because that's what humans do. We get to know people first. And this becomes, uh, especially this, this, you know, if it's set up properly and if you've got good audio and you got everything, everything happened, you go, well, actually it's, it's, non-threatening, it's relaxed. It's, it's no grief because nobody has to leave where they work or where they are working, whether it's a home or an office simple. And so the, the thing to do at getting prospects in identifying prospects to get their useful, um, call it intelligence, their business intelligence in and out to your customers and your other prospects is, is priceless.

I want to just say, and you know, whether it's that and you know, we've got, um, if you sell software, then you've got training your customers on the products or whatever that you've sold, then you do live shows and you can do like, I mean, this is, this is going out over Facebook and YouTube. Um, I'm just, I'm still, I'm still waiting for LinkedIn, but so we can go out over three channels, but equally this can go out directly over zoom to a closed group. So it doesn't, it does, it doesn't matter what you're doing. It's just the technology to use this and to communicate it because who wants, you know, is this kind of taking video conferencing one step further? Um, because of the, the, um, the, the availability of all of this, but it's, it, it has to be this, this, this has to be looked at along the view, along the lines of what else can it do for my business?

Dean: Well, I think if people sat down with a blank sheet of paper and you started thinking that any business person would have more ideas than they would have slots to actually deliver, like, even if they're just gonna do one or two a week, you know, 50 to a hundred a year, that sounds like a lot. They've got a bit of paper out and say, well, I could do case studies. How many businesses would do that? We'll write a little list. You probably get 10, 15, 20 straightaway ideas straight away. They go off and do a bit of thought leadership on what PR events to my industry fall. They're coming on all the time. You could easily do 10 15 there. Now you've got, I mentioned like the sales presentation, but then most B2B companies, they all think they're unique. Just like everybody else, but every big company as well is different for me. Cause it's a complex sale. Well, why is it a complex sale? Well, often get these 10 different objections where there's 10 shows. And then again, it depends what industry I'm doing when I'm the industry that you work here. Six there, six shows. Yeah.

Nigel: So that six times 10, because 10 objections, six, six verticals. So then multiply that up and do one foot.

Dean: It depends what we're integrating with because we're, you know, highly sophisticated technology and we use software. We use the latest, okay, well what sort of integrations you do? Well, there's five big, well, there's five shows,

Nigel: But the thing is you and the, and that, and of course, this is what we're advocating massively. Now look at it from the person that doesn't want to learn this stuff. And that tends to be the company themselves, but it, it plays into the hand of the salespeople to get always to complex sale so that the business owners don't think they need this because they've got these salespeople, but their margins is getting squeezed every single month as these things, you know, extended and continue with lockdowns. And now there's a complete, there is a change in how people are thinking about work, where they work. So you've got this, the, this paradigm, I guess, or, or is it a dichotomy? This is where you've got these two factions. These two things that you've got. Sh if we bought, if we do, we need to spend all this money on this kit and get it all set up and the salespeople are going, no, you don't. But then Mr. Business owner, you're spending all that money on the salespeople. They're going to say, no, you don't need it. They're not going to be an advocate.

Dean: Yeah. There's a clash of incentives here. You know, like one earlier, you know, a lot of the, the way sales is held up is because of the way salespeople are incentivized. You know what? We're incentivized on the clothes. You know, I'd love to say my base salary could afford me a Porsche in a house with a swimming pool, but you don't get anything as a salesperson until you get all the closes. And that's not, you know, you, you've got two scenarios here. What's best for the business. And what's best for the employee, no employee. When you go to an employee and say, this would double the size of the company might be a bit bad for your commission, but well, what you think the employee is going to say is like the company, but I'm out Amir, or like living in poverty. It, one's got to be incentivized. There's plenty of space. Like you say, if you restructure things the right way, there's plenty of space for all these salespeople to live handsomely. There is great potential, but everybody's got to be on board. Haven't they?

Nigel: So you get the next, you get the next aren't you, the negative people that say that. We'll just say it for them because it's not in my, because the managing director says with anything, any kind of engagement with anybody, what's in it for me, why should I even waste my time or spend any, any brain time considering anything that you're saying what's in it for me, what's it going to do for my business? And therefore, naturally for me,

Liz: You see, I think there's a natural conflict there. Isn't that? I mean, I was just thinking about this, you know, you've got the natural conflict between the, um, which isn't necessarily apparent straight off, but you've got the business owner and you've got the salesman and the business owners saying, well, what's in it for me. Why do I want to do this? You know, can, can this actually move my business forward? And you've got the salesmen go. This is a real threat to me. If I, if we go down the livestream route and we use this technology, this is a real threat to me and what I do and that, and because they're employed as opposed to the business owner that it's, his businesses, is what, you know, it's just like, it's his life. Whereas looking at the salesman saying, well, actually this will enhance what you do. This will enhance your sales process. And it will probably help you to close more sales because you can reach more people more of the time without having to travel two hours to get from, to, but they see it more as a threat rather. And don't want to look at

Dean: What did the rolled out. It could be a threat, you know, like if I'm a business owner goes right, just, just get rid of everything and start fresh, then. Yeah. It wouldn't be afraid. Okay.

Nigel: No, I would, I would, I would, I would put my tuppence worth in there with him. I said, well, you know, you don't have to,

Dean: I don't think it has to be that way, but this is where we, them all

Nigel: A of them, but not all of them, because there's this thing about re-skilling and, and re re redeploying and reskilling, and the fact that in order to create the content and make it work, you have to have people that are gregarious. Some people to be relatively gregarious now going and articulate that they can be interviewers and researchers and presenters and all this kind of stuff. If this is going to be, if this becomes something, I mean, we've got, um, next, next week show I've I've, it's nearly done. It's nearly done, but a new format, new overlays, new motion, graphics, new Lois, all this kind of stuff, because that's how it's moving. It's, it's, it's moving into production, but this is going out at a click of a button it's staggering, what's attainable and achievable. But the people that were there before who were doing the sales as a guy said to me long time ago is old guy used to be in, involved in Senate office equipment.

And he said, you can guarantee, do an analysis on a sales person and see how much time excuse me. He actually talking or closing to his customer, to actual customers, paper that are in the, in the market to buy. So you're employed as a salesman. How much time do you spend a week actually communicating with somebody that is actually in the market? Or how many appointments did you actually do? And it's like one, two, because if you've got, if, if, if reaching people is 400 to one to find someone that might be interested, you've got to spend weeks or months on the phone first, before you even start to get to appointments, to nurture those 400 to one results before they're actually getting warmed up for you to go and talk to them. So, and, and, and so the mechanics around the sales process are skewed and screwed because it can't work properly.

Can't work efficiently. And this way, you know, by, by, by communicating, this is saying, you have to redeploy these people. You've got to look at how business is structured. It must be done differently, B2B, but B2B sales. And if you want to call it marketing or promotion or rep publishing revenue, you know, content. And so it's got to be done differently. The way the business is structured has to be done differently, but we'll blow me down. It's massively profitable, far more profitable than whatever you're doing at the moment. You, you cannot touch it, but it upsets some people who are going to be the naysayers of this who are to BDRs telesales and the salespeople. They don't want it. Of course, I don't want it.

Dean: Well, I think they, when they understand it, they will want it it's that they don't want it at the moment because they don't either don't understand it. And B it's going to be perceived as initial threat, you know, for obvious reasons. But like what you said about sales, you know, I'm a sales person. So if you think of your job is to do the sales, but the face-to-face stuff is never as much of the diaries. You'd like it to be, it's all about opening a conversation. So all the effort, all the perspiration is purely on opening conversations. Yeah. The close is the easy bit. It's the bit everyone sort of go, Oh, now, now you make your money sort of thing, but not really. You made it with the extra hundreds of hours of just trying to open a conversation, because I know we've got shit ideas here of how good marketing is in B2B, but marketing's not giving you the leads.

Marketing is not bringing it to the table. You know, that the sellers are having to find their own food hunt and kill it, you know, prepare everything, you know, and then at the end of it, all they get the credit for is that one tiny bit at the end, all the rest of it, I've gone. Now, if you take that away, then obviously the sales person was like, well, all of my targets and my opportunities to own commissions just evaporates like a puff of smoke, you know? Um, but then what you can do is theoretically, you can restructure the whole thing. And this is what, instead of having bonus themes against individual efforts, which let's face it historically is sometimes favored the employee a lot more than the business. You know, I've, I've been in roles in the past where people will make you an astronomical money, but the actual work they will do was costing the business money. But the project was structured. They were making a killing down to their employee targets. It wasn't good for the business because you know, the actual thing they were selling was actually a negative loss to the company. But that's, that's a separate point. But what you can do now is if you've got a heart team, you can, you can relate everyone's bonus the company.

Everyone's getting their bonuses, you know,

Nigel: Right. About something along those lines. That, um, if, if you, if, if a company were to restructure along the lines of we've suggested, then you lend yourself in it, through that transition period, you lend yourself to say, okay, your we've got sale. You've got sales team one and sales team two. And one of those was there in the first place. And one of them is the new sales team. You've got old and new, the old sales team. You can carry on doing what you're doing, making your own phone calls, doing the business. And we'll pay you a commission based upon you doing all the work like you've been doing before the new people, you'll be, you're on a new structure. You don't get commission anymore. You just put your part of the, the, uh, the revenue team. Um, and you, you, you, you are just, if you have to talk to a customer because he wants to buy something, you do that, but you'll pay the salary.

And so when you get a bonus at the end of the year with everybody else, including the people who do the content and produce the content and do the shows and promote the products and teach about how the products can be used and do all that attraction, that massive amount of attraction stuff, because it's a hop, skip, and a jump, just have him say, I'd like to buy it. And so the, the new team, uh, given those tasks to do, which is to process the paperwork, yada, yada, yada, the older team, they carry on selling, going out, finding the business. So when they're fed up doing that, they can come and join the other team if they want to, if there's a, if there's an opening for them. So you don't take it, take it away from them. But if they're not going to buy into it and engage with it and stay doing what you're doing, there's no problem with that at all. But you, but you can see how the, the, the logic would work. So everybody else is really busy because marketing doesn't exist anymore. It's called content. And so they're producing content, producing shows, producing, written, producing podcasts, producing video, all the other stuff that that can be used again. And again, and again, and again, nationally, even globally.

And the other sales team is sitting there going, this is really tough. We're becoming dinosaurs. Yeah, that's right.

Dean: Well, the, the old fashioned sales system, kind of, it kind of trained people and taught salespeople to be selfish, you know, because they have to be because that's how you get what, you know, that's how you get your share of the prize. And I know Liz was tells me off when I used my football analogies, but I remember reading a book a while back, and it was talking about why do play a shoe and weird angles when they've got absolutely no chance of scoring? Why did they actually shoot when they could have put it sideways? And their teammate could have just slot it in the box and just see where you're coming from. And then this book talks about the fact what, like, I dunno what it's like today, or everyone's talking about the contracts. It said, certain players won a gold bonus. So he might've been on 10 grand, you know, whereas if he had a slotted it sideways and his teammates score, yes, great for the team, but it missed out on his 10 grand.

Now, everyone, everyone says, well, there's an obvious way to solve this. Well, yes. But look at what people are doing in biz dev sales teams. There's no obvious way to solve this, but are you solving it? You're selfish and your incentive wasn't people put themselves ahead of the company. That's basically what's happened. Now. I know we've talked about the restructure and it's probably another video, but if you change the ethos and say, why don't you put the company first? And people get rewarded for putting the company first opposed to just like very much what happened, uh, you know, we're pocket that you don't, you don't even get a thank you. Yeah.

Nigel: Hmm. I think the thing is businesses doing business. I S I S I can say, do business is easy, because if you want to grow a business, if doing it on a one-to-one, so making a phone call, trying to, and trying to go and do a, you know, create a meeting from something growing or attempting to scale a business doing that is impossible. It is fraught with problems and stress and financial issues that are virtually insurmountable because the numbers don't work because people need salaries. People you've got to pay them and you can't pay them top and say that you've got to pay the going rate, but every it's like saying, I'll come on, Nigeria. You can't say everybody's wrong. Uh, I can I, can I say, everybody's wrong at doing what they're doing? They've got to change in B2B, not B to C, B to B, because B2B can only sell to thousands.

B to C can sell to millions B2B. Can't just, you just can't do it unless you're a manufacturer in Japan, China, America, wherever, selling something to every single company around or what like Microsoft, or like, so, so therefore it's not, it's a no brainer. You've only got thousands that you can sell to possibly very, very low thousands because of the verticals that you want to, that you sell into so that you have to work out a way that changes Z, um, the, the multiplication and ratio, the number of ratios that the work within a business, if you don't do it, don't don't and you just join the rest. And this is, this is the thing about what we're doing. It, it keeps coming back to the same. I wouldn't say argument, but if half a million businesses start every year and half a million businesses fail every year. Okay. So they, don't all, they're not all brand new businesses because there's that, that, that those statistics of 30% of new businesses fail in the first year and 40 and 50, and then up to 10 years, 70%. So virtually everybody goes bust anyway, after 10 years or so.

But it's like, well, if, if th if that's the case and if half a million every year, and if it's a hundred thousand pound turnover per person per annum, up to about a million plus turnover, and when you get to five, it's about a hundred know, five or 10 is about 150 grand. It doesn't, it doesn't change dramatically. And it has been like that for all these years. All the marketing technology in the world has proven it doesn't work, waste his time wasted space, because he's not moved anybody's needle anywhere. So therefore, if you don't want to do what we're saying, don't do. But with all these management gurus, all these people going, Oh, we look at your company. We look at your staff. We look at getting more productivity out of the resign, absolute rubbish. You've got to change how you can sell. If you can buy anybody by accountants, you can buy HR. You could buy, um, admin, you combine support everybody, but you can't buy. So you've got to have a method and a mechanism that is able to replicate your best efforts every single time. And you can only do that with written video and live. So you can't, it's impossible. And you know, we're, we're advocating this, we're saying, look, we're, we are pioneers. We are doing something different with we're explaining this. People, get this, people understand it. And our market is 250, 250,000 companies out there,

Dean: Plus

Nigel: Five and a half million micro businesses. So of the, like nearly 6 million businesses, if we say every single one of them should be doing this, and we've, we've got nothing to sell. We have absolutely nothing to sell. We don't manufacture anything. We don't build. We don't make software. We don't do anything. Just kind of know how to this together for database. And so we can fast track it for people. That's it, there's nothing. You know, I was, I was complimented, you know, you've put all this stuff online. You've got all this stuff there. It's great. I like how you do it because you don't sell that's right. You could go on our website, learn everything and do it yourself. Or you can fast track it because there people have, have an infrastructure already. And it's breaking away from that infrastructure just temporarily to get this set up before you can adjust and make any changes throughout the rest of the business.

But you've got to get it. You've got to kind of buy into it, but you don't have to do anything straight off is just get used to it. Just get used to this, this type of this type of way of this way of communicating, because it's, you know, you're broadcasting to your vertical market back on, what would I be now if I had this 30 years ago, I'll be on an Island. I think, but every single sales person in the world wants to be able to scale what he does. And that's the only the best anybody can ever come up with it. It's a numbers guy, Egypt, but nobody ever, ever told me how to manipulate or manage or work the numbers ever. Not, not just not ever. And it's taken a lot of years to realize is because they don't know, they've not got a clue. And they'll they'll approach. They'll respond really authoritatively because I know what I'm talking about. You go, actually, you don't, I know you don't because you've got to tell the salespeople. So you know that you can't, you cannot scale your business unless you're making obscene amounts of profit on your, on the products that you're selling, but then it's inauthentic then, because then you wouldn't want to go live. So, I mean, that's,

Dean: You mentioned the numbers game, but it's it's what numbers are you chasing? Isn't it like everything in life is a numbers game. Yeah. The whole world is dictated by mathematics. So yeah, to say it's a numbers game, everything's a numbers game. If you're looking at it deep enough, but what numbers are you actually looking at? You know, and I find in my experience, when the biggest KPIs in bits business to business new business is, um, first initial biz dev meetings. How many new meetings can you get now? I don't want to sort of drag on, but it's, cause I think we're, we're getting close to wrapping up. But the new, the new business meeting as a KPI is where a lot of the numbers are flawed right now. I think. And it's because a very old fashioned methodology. Now, if we use the new business meeting, how was your new business meeting with your accountant?

When in a weird way, you didn't even have it. You have the new business meeting with himself and he just came to me for the close. Yeah. Typically in sales, you got a new business meeting the go away and think about it. You gotta go up the funnel. And the CLO is might two or three meetings later, depending on the complexity of the sale, depending on what you're selling, it might be one, it might be three, might be five, depending on the industry. We didn't have a new business meeting and they don't exist anymore. Now, now most people when they're trying to work their numbers, it's what, how can I get more new business meetings? And that's why everything is gated because all of a sudden the magic happens in the new business meeting. Well, what we're saying is all that information has already been absorbed so that new business meeting disappears, no one was trying to work out the numbers. We have a different calculation. It's like, Oh, hang on a minute. I was trying to work out how many calls I have to make to get a new business speaking. Now, new business meetings don't even exist. Now I'm really confused game, but then obviously I'm going off tangent there. But,

Nigel: Uh, and, and, and then it becomes kind of this more akin to analytics. So how many new people on the website, what products do they go? What pages do they go to first? What's the most read product? Where do we get the most? Where do we lose the most? Or where do the most exits happen and why you're looking at, you know, the whole thing to do with analytics and tag manager and looking at how that all fits together. And then you can say, right, well, who are we communicating with to drive traffic to our website? And how does that fit with this, um, broken record of ABM that says, you've got to look and look to approach your personas, the verticals within a company, the different individuals within the company. And you have to, if, if that's how you need to sell, what content have you got that, um, is associated with those specific individuals and those specific titled individuals in a company.

And it's, it's bringing that together to say, well, when is, if you're looking at a numbers game, well, you've got to, like you said, you've got to understand the numbers and how do you want to play this game? If you're going to call it a game, because there must be some rules. And if you, if you, if you abide by the old rules, just be a lot of grief. But if you, if you look at the, how, how the, the new rules can be applied and you know, there is a terminology about a race to the bottom, this isn't a race to the bottom. This is completely the opposite. Because if you look at your position in a company, in an industry, those who adopt this first become the winners, because they're able to reach out to a massive group of people and they need, you know, you've got to the early adopters, the innovators, early adopters, early and late majority.

So we've got this bell curve. So we're, we're at the, the, the innovation area adopter part at the moment. So what's going to happen, anybody that does this and starts doing this and starts looking at the, the mathematics relating to their P and L they'll go, Oh my goodness gracious. I didn't realize it was so significant. Let's get on with it, get onto this right now and look at it. It's April 1st, second, first is the first, um, you know, we've got a whole fiscal year ahead of us. If you do what you've always done, you just get what you've always got. And this is an opportunity. I think, you know, the beginning of the year, um, I mentioned this the other week, um, HMRC say, if you spend, if you spent 30 grand on gear, the net payment, you get more money back. So it's effectively, you're spending 22 grand. So you get additional tax benefits, capital allowances on, on hardware. So you spend 30, the net effect is 22. So you getting almost a third, a third back on your, or whatever you spend from the government happy days. So there's no, there's a financial incentive to do it from the government. There's a financial incentive to do it from sets, you know, from your P and L and your accounts and a financial incentive, or rather a very personal incentive is less stress.

It's it's, it's kind of effortless. Yeah. Yeah. Turn up a few clicks and you go live and you communicate to your audience and you can have a coffee, which I haven't got. You could have a declutter, a bottle of water, which I haven't got lot day, but it's, it's relaxed. And I know Dean you or your kids, your children off now.

Dean: They are. Yes. They're quiet.

Nigel: Any other mother, but you know, and you, you, you do it hour later, you're finished and you're with the kids. I mean, somebody tell me if this is, if they think this is wrong, but yeah.

Dean: Check, check, check. That's something missing. It's too easy.

Nigel: Do you know what I mean? It, you know, and I've done this for years and this is, this is, this is a dream. This is a dream doing business this way. And it means that you can scale it. You can scale your business. One can scale one's business by doing this, because if you're able to, to cut away wasted cost, but for it to not have any impact on your income, you are going to do it. And I I've got nothing to sell you. I've got nothing to sell anyone except speed. Not, not the sniff stuff, but speed. Just the ability to make this happen really quickly and implement it really quickly and get people trained up. So then you can go fly on your own path and make it happen for yourself. And I say, and that's what we do. We set things up, make it happen quickly.

But I think like you said, it coming, we're coming to an end coming to the end of, uh, of our, uh, our seventh live stream. And like I said earlier, we've got a new, a set of graphics and a new show format in the next one that we do. So those that are you watching us now, I hope you will come and join us and see what it's all about. And basically what we want to try and do and keep doing is showing you what you can do. Not I'll look at them. They got it. SaaS now, templates and green screens and stuff, which is we just get this up and take long really, but it's what can you do? What applications can you sync that you can, you could use to encourage more new business. And that's, that's all that matters. Nothing else matters. And if you know, people are in lockdown or we're out of lockdown, but people are choosing to work from home. What does that new business landscape look like? And how do you adapt to be able to nicely exploit it, to increase your income? And that's, that's what this is all about. Now say goodbye for me. It have to get, we have to get faces that come up with the two Ronnies and we have to do that.

All right. Well, listen, Dean, have a wonderful weekend and yep. And, uh, unless thank you for joining us again. I'm not going to say it for that. That's great to have you with us. My wonderful wife. All right, guys. Good, nice one. I'll play it. Now. This should work this time. Cause I pressed this last week and it didn't work. And if it doesn't work, I'm going to, I know where to click really quickly. See that Exxon bye for now. Bye-bye

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