Market-to-Revenue

By: Market-to-Revenue.com
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  • Summary

  • 🚀 Rocket-fast interviews with GTM operators in sales, success, product, and marketing. Meet go-to-market talent you need to add to your must-recruit watchlist, unless they recruit you first! Hear answers to 6 burning questions from talent across the GTM community. Learn more → https://market-to-revenue.com
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Episodes
  • 🧗‍♀️ Shea Cole: Fullscript, VP Marketing

    🧗‍♀️ Shea Cole: Fullscript, VP Marketing
    Sep 1 2022
    Tell yourself, “I can do hard things.” What does the data say? What is the insight I can pull from the data? What is the creative idea I have based on that insight? Take the hassle out of the purchase journey. What product-market-fit means for a new segment of users. Focus over speed. Strategy over plans. Regaining SEO. Meaning, difference and salience. Understand what motivates your customer, how they view your product, or the problem that it solves. You find that tension in their lives then you solve for it.Here’s what Katy McFee said about Shea:Shea Cole. So I worked with Shea at a company called Fullscript. She is the VP Marketing there, and she is a force. So this woman, she is just like a branding queen, and she took that company from very early days to like explosive, massive rocket-growth and was very instrumental in making that happen. So, I think she would be a fantastic guest for you.—Katy McFee, Founder and Principal of Insights to Action → ListenWhat are 3 ways that your team converts your market into revenue?1) Generating new leads using content marketing. We're super focused on SEO and high-quality content. Our customer base are professionals, they're healthcare practitioners, so we make sure that our content is written by other healthcare practitioners, and filled with keywords, but also extremely evidence-based. We get a lot of cheap, high quality leads that way. 2) Email marketing. Then, once our customers come into our our funnel, and they become existing customers, email marketing. So, we take that same content that we wrote on our blog to generate leads, and we email it to them just to keep our customers engaged, to remind them that the content is there, and it keeps us top of mind, which drives that platform usage.3) Take the hassle out of the purchase journey. The last way that I'll highlight is that we take a lot of care to make sure that we take the hassle out of the purchase journey for our customers. Healthcare practitioners are recommending supplements through Fullscript and then their patients are coming onto our platform to purchase supplements. We want make this dead simple for the patients. We want to take all the thinking out of it. So what we do is we analyze the order behavior of the patients. We analyze the dosage instructions of the practitioners. And based on that, we know when a patient is running low on their supplements and we reach out to them and we say, “Hey, it's probably time to refill. Click here to refill.” And so, they don't have to think about, “Hey, it's, it's probably time for me to log onto Fullscript and place an order. We do that thinking for them. It comes right to their inbox. They never miss a day in their treatment plan. Super simple, but very effective.What are 3 hard problems that you recently overcame?1) I recently came back from a maternity leave. And I'm in Canada, so that's a long leave. It’s anywhere up to a year. Mine was eight months. Two days after I came back from maternity leave, we acquired one of our biggest competitors. So my whole plan for onboarding, and getting lots of attention from the team so that they could get me up to speed on what was going on, all went out the window, because everyone was so wrapped up in, “Oh my God, we just acquired a company. How do we merge two teams?” This is, I think, a really good example of what it's like to work in a high growth company, because you have to embrace that chaos and set aside your expectations for anything to be smooth and just be resilient. Otherwise, you don't survive. 2) Regaining our SEO traffic after a 50% drop in 2020. I told you earlier in the show that we're really focused on driving leads through SEO. Back in 2020, Google had a big algorithm change and it impacted the health and wellness space more than many industries. We saw our SEO plummet by almost 50%, and this was a big lead source for us. So hugely problematic. At the time, we were focused mainly on just producing high quality content, and what we learned through this is that's not really enough. We had to step up our technical talent and bring in SEO expertise to really get ahead of those algorithm changes and manage that more technical side of content marketing. So now in 2022, we're back up to the site traffic that we were at in 2020. It took us that long to get there because that's how SEO works. You just have to claw your way up bit by bit by bit. We had to actually relaunch our entire site, take a little hit that way, but then regain. But, we got there. 3) It's really unrealistic to expect that everyone is going to love having you as a boss. So, I think this one might be a little controversial. It's something really important that I learned recently about managing a team and being a leader. Early on in my career, I really cared about being that manager that everyone loved to have as a boss. I still really care about my people and I really want to be a great manager, but what I ...
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    25 mins
  • 🥳 Anita Toth, Chief Churn Crusher

    🥳 Anita Toth, Chief Churn Crusher
    Aug 1 2022
    Convert for the endgame, retention. Marketing is a lot like dating. Sales is where you're getting a little more serious. The wedding is where they convert to be a customer. You got your onboarding, which is your honeymoon. Woo-hoo! This is going to be awesome! But guess what? The bulk of that whole relationship is the marriage, which is retention, and it is not tactical, and it is challenging. Which is why for your post-sale team, they're really relying on you to choose those right dates and attract the right people to get into these long-term relationships with.Here’s what Ryan Paul Gibson said about Anita:Anita Toth. The first guest I would think of is Anita Toth. Anita is interesting. She's on the customer success side and she has a great name. She calls herself The Churn Crusher. We've talked a couple of times and what I like about her is she is, like me, hyper-focused on a part of a business that is very important for long-term success. Churn is going to be such a big metric for SaaS companies going forward. How do you keep customers around for longer, and why? How do you succeed in that? And she just lots of fun. So I think she's the first one.—Ryan Paul Gibson, Founder of Content Lift → ListenWhat are 3 ways that your team converts your market into revenue?1) Establishing partnerships with key companies that also serve our ICP. So what we look for in an ideal partner is that they're complimentary to what we do, and this allows us then to combine our marketing efforts. And the one thing we do is, each quarter we identify and look to develop one type of a partnership with, like I said, a company that is doing something complimentary and already working with our ideal customer. So that's the first one. 2) Creating content that really speaks to the pain points of our ICP. What we've chosen to do is just focus on four pillars for all our content. So for us, it's customer feedback, churn, customer relationships, and voice of the customer. And that's been really helpful because it's really easy to start creeping outside of that. Those four pillars really keep us focused then on our ideal customers. 3) We use storytelling everywhere we can. So this might be from personal founders stories. So I'm the founder. So my personal stories to client stories. We're an agency that collects customer feedback. Not such a sexy topic for a lot of people. We love it, but what we do is we use techniques like customer interviews to help bring the hard data we collect to life. So this way, potential clients can better see themselves in the story than they can just looking at the numbers. So those are the three ways that we do that.What are 3 hard problems that you recently overcame?Ooh, this was, this was fun. 1) Going up-market to now sell voice of the customer programs to Chief Customer Officers who are employed in much larger companies than we've served up to this point. So it meant doing a lot of research to understand how they see their issues, how it manifests for them, and what's at stake for them if they don't solve the problem. We're in the process of finding out how we can leverage some of our content and just adapt it to this new ideal customer profile. 2) This seems so trivial, but putting in a new system to start culling old content that doesn't serve us well, or finding new ways to refresh it. We use it for our two main ideal customer profiles. So this is for Chief Customer Officers and Customer Success Leaders, and we do have a small third ICP, Customer Success Managers, but it's been harder than anticipated because it's really difficult to throw away, discard, stuff that you've put a lot of blood, sweat, and tears into, and if you can't adapt it, it means it's got to go. So that was actually harder than I thought. Sitting down and deciding what we're going to keep and, and what needs to go.3) Saying no to opportunities that don't align with our vision of making happier customers across the world. So as a company grows, there's some tempting opportunities that we've had to turn down because they pull us from our vision. But I wouldn't say we've overcome this yet. We've been kind of pulled to the side a couple of times. It's a continuous issue that we have to deal with, but we know that if we stray, then it could potentially ruin us. So that's been really challenging to stick to our guns when we see shiny new opportunities and just say no to them. Nope. We're not going that route.What are 3 roadblocks that you’re working on now?1) Well, we're hiring our first CMO. I'm just starting to chat with potential CMOs, so this is a huge step for us. We're going to start with a fractional CMO first. I want to see what it's like to work with a CMO, and then eventually we will hire someone out of that experience full-time. Gut rather than just like jumping right in and hiring someone full-time, we've decided to go the fractional route. It will just help us also better understand, what does the CMO need from ...
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    21 mins
  • 🍷 Darren Sharpe: SuiteSpot, Chief Revenue Officer

    🍷 Darren Sharpe: SuiteSpot, Chief Revenue Officer
    Jul 27 2022
    15 minutes with Meet Darren Sharpe, Chief Revenue Officer at SuiteSpot. Be maniacal about what’s working. Doing great homework. Connecting inbound and outbound channels. Prospect discovery. Client feedback loops to drive product innovation. Shifting a pricing model from features to platform. Pareto principal. Opportunity costs. A culture of coaching allows your team to collaborate in all things. Talk within your client's own words. Asking: What's important to you? What drives you? Is there a connection here where I can help solve? 21 insights. 7 rapid-fire questions. Show transcript.Here’s what Katy McFee said about Darren:Darren Sharpe. I met him in a sales leader peer group that was put together by The Lazaridis Institute which is an organization where hyper-growth companies are selected to be part of this program. He has just a super impressive, smart, long-time sales leader who gets it. Goes into a company, figures it out, deep dives, and like creates this huge growth for whatever company he touches. So, he's a CRO right now at SuiteSpot, but has been a revenue leader for many years, and has lots of great value that he can share.—Katy McFee, Founder and Principal of Insights to Action → ListenWhat are 3 ways that your team converts your market into revenue?We're fairly traditional. We have an inbound channel, and outbound channel, and a partner channel. I think it might be more and more interesting is how do we uniquely leverage those channels for our success? 1) Outbound channel. So one, if we look at our traditional outbound sales channel, I’m incredibly proud of our BDR team's ability to profile, research, and connect with the prospects. So we look at it as value-based sequencing plus hyper-personalization, and I'm really proud of the outcomes that are coming there. 2) Inbound channel. Then, we tie that with our inbound PPC strategy, looking at the exact same personas and trying to hit the same people so that our outbound and inbound are connected. So you're connecting with the LinkedIn ad as we've we've sent you that message really trying to drive, “Hey, can we understand you as a prospect's problem? Could you see value in a quick connect or a quick conversation with us?” So really, on those inbound and outbound channels, how are we creating new conversations? 3) Partner channel. The partner model is interesting from a startup perspective. Anytime you're developing a partner channel, the key is timing. How do you not be everything to everyone, but create highly valuable bilateral partnerships. So for that one, I'm really proud of the work we've done of defining the right type of partner and being able to service them. And as we scale, we expect to see that partner channel becoming a bigger piece of our business. But today, we're dominantly led by the inbound and outbound channels.What are 3 hard problems that you recently overcame?As a startup, we are constantly in the path of positive change. So I'm going to mention three things that we are constantly working on, but I'm really proud of the work we've done to position us for success.1) Prospect discovery. This is a tough balance between interrogation and value-based discussion. And we've recently really flipped our scripts and really tried to shift the discovery goal to making sure the prospect understands our interpretation of their problem and how it's affecting them individually. And, that's shift has been, instead of going to the standard, “Hey, are you experiencing this industry problem?”—”What is the personal impact of this problem, and how is it affecting you guys?” It's a small change, but that shift in discovery has really shifted our sales model. Where now, and like, we're not original here, but we're really focusing on client pain, focusing in on the impact to each individual prospect.2) Client feedback loops. Before I came on board at sweet spot, we hadn't done a great job yet. So, we've introduced the customer advisory board. We've introduced a quarterly business review process. And, we’re greatly mining a lot of great data from our existing clients, and really trying to twofold: increase the dialogue between existing client and SuiteSpot, “How do we build a better foundation?” But, also learn from them. Learn from them, from product, not only how we've deployed, but product innovation, and we're now seeing great innovation come out of that feedback loop. We’re really excited about where that takes us. 3) Shift in our pricing model. The last thing, and this is a change that many SaaS companies go through, is a shift in our pricing model from a feature, or a modular-based, model to platform. Our value to our clients was greatly in the entirety of our platform. Because of some legacy pieces and how have we grown up, we had clients buying different modules and not buying the entirety of the platform. So, we made a difficult business decision to make this as a shift. We're going to shift our ...
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    15 mins

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