The Revenue-Focused Marketer

Featured Speakers -

Richard Sessions

Professor, School of Information Systems & Technology

Richard Sessions is a seasoned executive with 25+ years of experience in high-tech. He has a proven track record of driving digital transformations, agile business processes, and go-to-market strategies. As a professor at San Jose State University and a managing partner of a consulting firm, Richard empowers students and clients to navigate the dynamic business landscape through data-driven innovation. He has also been a key contributor to the Social Innovation Institute, fostering inclusive and impactful solutions.

Harshika Chadha

Lead Product Manager - DiGGrowth

Harshika is a seasoned product manager with a passion for business transformation, design thinking, technology, marketing trends, SaaS security, and human-computer interactions. What interests her most is the intersection of these fields, which is why she stays on top of the latest industry insights to uncover strategies for success in today's dynamic business landscape.

Transcript

0:09:
Hello and welcome to another episode of the Revenue Focus marketer where we discuss anything and everything related to marketing, as well as data in today’s world.
0:20:
A lot of the questions and the struggles that like, you know, higher executives have is regarding getting their marketing and their sales team in alignment.
0:30:
And today, we have a special guest that will help us really understand what goes behind sales ready marketing and help us really master that.
0:42:
So welcome, Richard.
0:45:
Thank you.
0:47:
Just a little background about Richard with over 25 years of experience as an executive entrepreneur consultant, an academic.
0:57:
He’s very passionate about helping organizations and individuals thrive in fast paced and dynamic world of high tech.
1:04:
He has a proven track record of designing and executing digital transformation, agile business process redesigns go to market strategies and new product execution that deliver above the average revenue growth and customer satisfaction.
1:22:
He is also a professor at San Jose State where I had the privilege of actually getting to know him and take his class and also work with him for the Sales Force labs.
1:33:
So I have been really grateful to have had the experience.
1:36:
And now have you on this podcast?
1:39:
So,, I think let’s get started and dive straight into our topic today.
1:46:
, Richard, I would just love to like, you know, understand from you.
1:52:
What does it really mean to have sales ready marketing?
1:57:
That’s a topic that many books have actually been written on.
2:01:
Let’s back up a minute and, and look at what the multimillion dollar problem is here with, with marketing and sales and how they interact.
2:11:
20% of sales forces produce about 80% of the revenue, which means 80% of your sales force isn’t all that productive.
2:21:
Research has shown that up to 90% of all marketing materials created for sales support go unused.
2:29:
It doesn’t really meet what sales guys need at the time of that, they need it.
2:35:
What sales people do is they go off and build their own stuff, which may not be in line with the corporate and that typically weighs something around 40 to 60 hours per month.
2:48:
50% of marketing’s investment in branding and corporate messaging is wasted because the sales people don’t use it.
2:57:
The other problem that is driving all of this is that typical marketing and sales analytics tend to drive average customer approaches marketing and sales key performance indicators and compensation are often misaligned.
3:13:
That’s correct.
3:14:
That’s such a huge problem because it’s not just the time but also the money that it takes right because time is money.
3:22:
Exactly the time of a sales rep.
3:26:
Yeah, it gets pretty expensive.
3:28:
So we wanna make sure that, you know, that time that is being put in by marketing is being used efficiently, but also sales isn’t having to like, go on their own way and have to create materials for them to use.
3:42:
Right.
3:42:
Correct.
3:43:
That, that’s you are spot on with that part of the problem is that marketing guys often, marketing people often haven’t been in sales.
3:54:
That is correct.
3:55:
Yeah.
3:55:
And the my recommendation is that the first thing that I would say to any marketing department, get out of your chairs, get out of your tube, get on the road with a sales guy and, and Silicon Valley is not the place to do it because it’s different atmosphere here.
4:14:
Go out to the middle of Iowa, go out to Boston, go out to Florida or Texas, go to Southeast Asia, go to Europe, go see what these guys are actually doing and what their pain points are are in making the sale.
4:30:
Definitely.
4:32:
And the thing of it is that the business climate has very, definitely changed in today’s business climate.
4:39:
and the proliferation of A I tools how the solution is sold is often more competitive, a more competitive differentiator than the product itself.
4:52:
Unfortunately, transactional efficiency is the norm in most cases.
4:59:
8% of design when decisions are made before sales is ever contacted by a buyer or a designer, traditional sales and marketing skills are becoming less and less effective.
5:11:
Meaning at the end sales tends to focus on faster and easier transactions and marketing focuses on price and delivery.
5:21:
That’s a serious problem because the way we’re delivering content is product focused one size fits all.
5:27:
It’s a list of features, attributes and price instead of understanding how customers will benefit and what the feature specs mean.
5:38:
We’re not equipping our sales people to sell higher into the customer’s organization and to negotiate a sustainably larger share of contracts.
5:49:
Yeah, I think the end user here is the key, right?
5:52:
If we’re not able to really understand their pain points, understand what their need is.
5:59:
It’s gonna be very hard to sell and then marketing needs to be sort of aware and keep the end user in mind while designing all of these right assets because a lot of the times you’re right, it’s about the product, this is what we do and this is how, you know, we do it, but it kind of misses the point of like how does it help me like end user, what do you say are like some key components of like, you know, having a sales ready marketing strategy.
6:31:
The main thing is is to get away from the technical piece of it, get away from, from the technical features and move more into how C level executives will begin to make the decision and how we can influence that decision.
6:52:
OK.
6:52:
Otherwise we’re, we’re just gonna wind up discounting price to get the business, you know, with, with competitors.
7:00:
The common metrics that we use are, are hindering this.
7:03:
It encourage the focus on quick sales.
7:05:
It ignores product line differentiations and customer differentiations and it can negate the strategic business focus.
7:13:
Not all products are the same.
7:15:
Let me share something here with you.
7:18:
Yeah, here we go.
7:19:
It turns out that when you look at products, not all products are the same, there’s different product types and, and of course, in, in any business, you gotta have different categories.
7:31:
But this is kind of a a template you can use.
7:35:
There’s multimarket commodity, something that other competitors have.
7:39:
There’s a fair amount of, of competition in the marketplace.
7:44:
Multimarket proprietary is something that you have as a product that can go across markets, but it is proprietary to you.
7:54:
Customers can’t really directly knock it off.
7:58:
Then there’s the full custom approach.
8:02:
You also have to look at the product life cycle.
8:07:
where are you in that product life cycle?
8:09:
And it turns out that that many product groups have products and each one of these product types and each one of these product life cycles, innovation would be totally new products that are coming out into the marketplace during development.
8:26:
Right now, growth would be products where you’re experiencing above average growth, foundation drives your business because that’s what that’s where you’re getting all of your revenue and then harvest products are end of life and actually it can be quite profitable if you handle it properly and, and don’t upset your customer.
8:48:
Yeah.
8:48:
Yeah.
8:49:
No, that’s a very interesting And I think the visual really helps in understanding like, you know, products aren’t the same, you can have multiple different products at different line of this.
9:02:
So the identification is the key piece here in order to be able to differentiate those and then sell them accordingly.
9:11:
Yes, that is correct.
9:13:
So let’s let’s go ahead and define sales ready marketing.
9:17:
It’s a customer journey centric strategic approach to driving profitable revenue growth that aligns marketing and sales effort to attract, engage, convert potential customers into paying customers.
9:31:
It covers the entire customer journey from lead generation through production and it can in fact be bookended by the company’s R and D and new products that are coming out that are targeting specific customers all the way up to end of life downstream.
9:48:
The difference here is that in traditional market is usually uni dimensional inbound approaches.
9:57:
They tackle the average ty typical customer and often is fairly content free.
10:03:
The customer center centric value based journey, which is helping sales say and do the right things at the right level, customized for the target customer that enables sales to better understand customer needs, demonstrate the ability to solve customer business problems by showing how they can gain a competitive advantage to make money all within the first minutes of a sales call.
10:30:
Can I let me show you another little graphic here if I may.
10:34:
Yeah, for sure.
10:37:
Got it.
10:38:
Yes, I can see it.
10:40:
There we go.
10:42:
Sale cycles are they can all be different, but this is kind of the, the fundamental sales cycle for most any business, it’s divided into seven stages.
10:52:
You’ll find this in most C R M systems.
10:54:
This is what actually drives the, the the graphic that you see.
10:58:
The sales funnel.
10:59:
Got the lead opportunity to discover proposed close.
11:04:
Number six, the design often isn’t covered in serum systems.
11:09:
That is where you get into the design phase of a product that design phase can be months to years long.
11:18:
And the last piece of it is production.
11:21:
How is your customer going to production?
11:23:
How are you gonna satisfy that need?
11:25:
When are they going to production?
11:27:
What is their Alpha beta?
11:28:
How can you help them in their production phase?
11:31:
Because that relates directly to time to revenue in it in this process.
11:39:
In the very beginning, you have to identify the need to solve the problem, help your customer, they find ways to solve that problem and then determine the best offering.
11:52:
80% of design win cycles go all the way up to close before the buyer seller considers contacting November.
12:01:
Oh, wow.
12:03:
Granted for, for different industries that it could happen even even sooner.
12:08:
Right.
12:08:
At the, the, the lead opportunity stage, complex sales tend to operate differently.
12:15:
And I’ll show you how that works here in a second.
12:20:
The, the way that you have to tackle this is you have to intersect the decision process very, very early and it winds up that there’s three web portals that you really need in order to do this.
12:32:
Now, I’ll show you example of some of these here in a minute, there’s a customer web, that’s the the public web that customers can land on and discover things about your products at the customer.
12:45:
There also has to be a design web portal, particularly if you’re doing something with proprietary technology, you don’t want to expose it to the entire world.
12:55:
So when you have a qualified customer and you’re working with the design engineers, there has to be a web portal where these guys can get the the information very, very quickly overlaying.
13:08:
That is the rep web portal.
13:10:
What are your sales guys saying and doing?
13:13:
What kind of information are you giving them?
13:17:
So that means there’s, there’s three pieces here, there’s the sales ready tool.
13:23:
Particularly a playbook is a good way to do it.
13:25:
I’m gonna show you a playbook here in a second and this helps the rep say and do the right things at the level, right level regardless of where they are in the sales process, then there’s evaluation tools, initial evaluation tools and then development tools.
13:42:
And this is the the most powerful way that I found to engage customers early on in the decision process.
13:54:
Definitely, I think a good understanding right now for our listeners would be just trying to understand the difference between the two.
14:07:
So if maybe you can elaborate on that.
14:09:
OK.
14:10:
OK.
14:10:
Let me let me get out of here for a second.
14:13:
Ok, I’m seeing not all situations are equal.
14:16:
Now, do you have it?
14:17:
Yes.
14:18:
Ok.
14:19:
Not all sales are equal.
14:21:
And again, in our marketing, we tend to treat them as equal and they’re not, there’s transactional type of sales.
14:26:
These are really around price and convenience, there’s consultative types of sales where companies are more willing to pay for value and then there’s the the enterprise level type of sale, the transaction size just absolutely goes up exponentially as you go across this model.
14:47:
So and transactional, it’s more like like for the business unit, it’s more distribution all the way at the other side is the product line specific things for enterprise sales forces usually are, are just d direct and direct in the transactional area because they really don’t need a lot more than, than price and delivery.
15:09:
The investment of sales is low and the the sale cycle is very short tends to be kind of a more of a quote and go built on personal relationships with a buyer because your products are, are interchangeable with competitors, products.
15:23:
On the other side, very high sales investment and the sales cycle can be very long, you know, up to a year or two in some instances.
15:34:
That is true.
15:36:
Well, yeah, this really gives a good idea of like, you know, the different types and how the preparation needs to be around the different types.
15:46:
It can’t just be one cookie cutter that you know, fits of these different types.
15:52:
Exactly, which says that that marketing efforts have to be in a different space and that’s where sales ready marketing comes into place.
16:02:
Mhm.
16:04:
And I think when we talk about, you know, sales study marketing, a lot of it also kind of plays down to alignment between the marketing and the sales team.
16:16:
So I I know a lot of us know it’s important to have the alignment.
16:22:
But what would you say is like, you know, if there is a misalignment, what do you think would be the potential issue that you could see because you’ve seen so many like in your experience, so many situations.
16:35:
So yeah, I I’ve seen it for for absolutely forever.
16:44:
aligning marketing sales teams requires a different conversation than we normally have.
16:49:
Ok.
16:50:
And I would say it follows these five steps.
16:54:
You have to profile the business and the technical issues, areas of pain and overall objectives as well.
17:01:
As the priorities at the executive levels and the technical levels for a set of very defined customer groups.
17:12:
And, and it has to be tailored to the different customer groups.
17:16:
You have to profile the way the sales channel prefers to extract and use collateral information required to sell value through the sales process.
17:24:
How are they doing it?
17:26:
And through this investigation, you may discover that you have to add AAA rather major training effort to your sales team to make sure that they understand what, what value is, what your product value is and how to use questions to tease that out.
17:47:
You have to customize the value based messaging.
17:50:
and the appropriate solution to respond to the needs of very specific target customer groups.
17:57:
Let me give you an example.
17:59:
I was at a customer we were, we were talking with the V P of engineering.
18:04:
It was an automotive customer window lift mechanisms.
18:09:
Mhm And the sales guy started talking about products and I said, well, wait a minute.
18:14:
tell me a little bit more about window lift mechanisms and what’s going on here and why this is so critical.
18:20:
And so they described it and what I was doing was getting the customer involved from their viewpoint, not from my viewpoint.
18:30:
Then I asked them a question, but what is, what is the design cycle like?
18:36:
Tell, tell me about that when you’re working with a company like Ford Motor and he talked about that first article approval and the things they had to go through.
18:45:
And I said, what’s your biggest problem?
18:47:
He said first article approval HSA when we go in and talk to an engineer and, and we have to do a lot of documentation, we go in and we discuss the documentation with them and they go well, how about if you did this, then we have to go back, make that, make that change, go back into them with all of the documentation reliability specs and everything else.
19:12:
He said this could take six months to a year to accomplish.
19:16:
I said, well, what would happen if, if we could implement something that would allow you to make changes on the fly with the Ford engineering team?
19:30:
And he said, oh my God, that would save us millions of dollars.
19:36:
You learn something and so we could target the solution that would save him millions of dollars.
19:42:
The solution was slightly more expensive.
19:45:
But when you look at their time to market their time to revenue the benefit, upgrade the cost.
19:53:
And that’s the kind of thing that you need to be able to get to with your sales people.
19:57:
And typically they’re not equipped to do that to provide dialogue tools that enable sales reps, to diagnose and prescribe best solutions and selling tools that support that some examples of tools could be value propositions, value based messaging, targeted presentation libraries, starters for sales di dialogues, and question based selling proof points and success stories that we can show.
20:28:
And that usually we would want to put that into a detailed multilevel playbook for both training and guidance.
20:37:
Let me see what a playbook looks like here.
20:39:
That’d be wonderful.
20:41:
There we go.
20:43:
Are you seeing it on your screen?
20:46:
Yes, I can see it now.
20:47:
Yeah, super.
20:50:
So this is a basic landing page.
20:52:
The first step is is a contact profile and this page of the playbook helps the helps us deliver the right content to the sales guy and takes all the other garbage out because they’ve they’ve actually identified the the customer.
21:10:
Ok.
21:11:
Mhm So the next step in it is in the sales ready marketing system is to help the sales guys develop a business story, the pro problem definition and discussion with the decision maker.
21:25:
So there’s a diagnosis phase in this then the next thing is to give them discovery help.
21:34:
So based on what the individual put into the previous screen, we can actually come back and give them the questions to ask how it could be helpful and then how you would propose a solution to to show them.
21:53:
Let me, let me give you an example of that.
21:57:
I was at a a supplier day at a at a major appliance cus customer.
22:05:
Mhm An appreciation day and we had lunch with a bunch of presentations and lunch.
22:12:
And I noticed there was this guy kind of looked like an executive of the company.
22:17:
This is a multibillion dollar company now sitting by himself.
22:21:
I don’t know what the heck, you know, everybody else is crowding around the designers and the, and the purchasing people.
22:25:
So I just went over and sat down with him and he introduced himself.
22:30:
He was the executive in charge of worldwide manufacturing for this multibillion dollar company.
22:39:
And like I talked to him about, about, you know what he was doing and what his concerns were.
22:44:
And I said, what’s your biggest problem right now?
22:48:
And he said, printed circuit boards.
22:52:
My company didn’t manufacture printed circuit boards, you know, but this was his big problem.
22:57:
So I asked him, I said, ok, you know, what, what’s the issue?
23:02:
He said, well, we have to use multi-layered printed circuit boards and I have over 1000 circuit board skews.
23:12:
The working process is costing us millions of dollars a month.
23:18:
I said, ok, so why is this?
23:20:
Why do you have all these circuit boards?
23:22:
Well, because every micro controller we use is different.
23:26:
So the circuit board has to be different.
23:28:
Light bulbs went off in my head and I looked down and I said, what would happen if I could help you design a circuit board where you can plug in an eight bit or a 16 bit or a 32 M bit micro that was eight pen, 60 a 16 pen, 32 pound, 64 pen 128 pen all on the same circuit board.
23:52:
And he said that’s impossible.
23:54:
You have to have a multi-layered.
23:55:
I said, no, I could do it.
23:56:
And a two layer board and so took a napkin out, started drawing our devices would allow him to use one circuit board.
24:08:
I think that was really useful and informative to understand the playbook and how to go about it.
24:16:
One question that sort of popped in my head right now as we talk about this is when we talk about communication between sales and the marketing team.
24:26:
A lot of the times the issue is that they just have different goals that they’re trying to strive for, right?
24:33:
And the CMO has different things versus the CSO.
24:38:
So a lot of companies have now started introducing this new role, that’s AC R O role.
24:45:
And I just wanted to kind of get your thoughts on like, do you think that’s the way to kind of go just to align these teams or are there other useful ways to go about this?
24:58:
Absolutely.
24:59:
And a lot of it depends upon the size of the company.
25:02:
What, what you’re trying to do, whether you’ve got a specific role for it or it is an understanding of a process.
25:08:
I think that the major piece of it is, is having shared K P I s and reward mechanisms.
25:16:
Mhm.
25:18:
Because so often the sales guy is thinking one thing, how am I gonna pay my mortgage today?
25:25:
How am I gonna send my kids to college?
25:28:
How long is it gonna take to sell this product?
25:30:
Is it really worth it for me to sell this or should I go off and, and sell something else when I was a manufacturer’s rep, 11 of the guys came up to me and said, Richard, you’re nuts, right?
25:41:
Why?
25:42:
Well, because a micro a computer sales is, takes a year to get through, you’d be better off selling stuff that is, takes maybe a month or two from a design cycle standpoint, you’re gonna be for revenue, you know, how are you gonna pay your mortgage?
26:01:
So that, that’s an issue so our compensation schemes can get in the way.
26:06:
Also sitting in meetings in front of the executives, they start talking about K P I S and the marketing guys talk about their thing and they say, you know, sales isn’t holding up their part of the bargain.
26:16:
That’s why our sales are down.
26:18:
Sales guy says, well, the marketing guys who aren’t doing the right things helping us out with sales and, and your ads are crap and, and so you get into these arguments, but when you have shared metrics and you’re working as a team, huh.
26:32:
Whole different story, you know, when you’re trying to support everybody but the marketing people and the sales people and their objectives.
26:41:
Mhm Definitely.
26:43:
And a lot of us are sort of, you know, hearing the word digital transformation a lot today and I’m just trying to understand like, you know, what role does digital transformation really play in enhancing the sales ready marketing effort?
27:00:
And maybe, you know, you can shed light on some tools and technologies that does like help in facilitating digital transformation.
27:09:
Excellent question.
27:11:
I think the future is going to be A I and predictive analytics.
27:20:
And the reason I I say predictive analytics is that so much of our analytics, they are looking into the past we taking current data and we’re not really analyzing why that data is the way that data is what caused it.
27:38:
And often the things that that causes difficulty in our sales cycle occurred six months or a year or even 23 years ago.
27:47:
And the kinds of products that we’re developing, all those metrics really aren’t helpful.
27:52:
But I think there’s some things that we can do.
27:56:
The first thing we can do is automate leads, lead scoring process to provide, provide sales with much better qualified leads.
28:06:
One of the things that, that I saw happen when I was in sales, the marketing guy would come out and he come out with a stack of leads.
28:12:
Hey, we’ve got all these leads, you know, they’re all in your territory.
28:15:
You know, from the last show we’re at and one of my buddies said, throw it in the trash.
28:23:
Why he said, go look at those leads.
28:27:
Are they qualified?
28:29:
No.
28:29:
How much time you gonna go spend trying to qualify that lead and calling them to see really if it’s worthwhile or not, that stack of leads wound up in the trash really fast.
28:42:
Understand the context and interactions to determine the practice, the the prospective purpose and goals of the buyers and designers and the executives and being able to better translate that translate that into intent indicators that will allow the sales guy to target their efforts at the, at the highest point of impact, get, get faster business better, you know, higher revenue.
29:18:
I think I think A I and predictive analytics and some of these other tools like paid playbooks will entangle the B to B sales relationships.
29:30:
Primarily when there’s, there’s multiple stakeholders involved so that, that your company’s technical people, the target company’s technical people, buyers, executives, everybody in between can say and do the right messages at the right time to the right people within the organization.
29:54:
OK.
29:55:
But if you don’t have that, that framework where everybody understands the value and the competitive situation on a customer by customer basis, that is gonna work very well.
30:06:
OK?
30:08:
And then you have to build, obviously, you have to build the supporting sales and customer focused knowledge, databases, applications and A I support.
30:17:
And that is no small task.
30:21:
I think in the future just like we’ve seen with serum systems, there will be more low code, no code types of applications.
30:31:
so that we don’t really have to have an army of, of people doing the work.
30:38:
The the key though is what I would call a workbench.
30:44:
OK.
30:45:
Going back to my, my my roots as a as a let me see if I can get this up here.
30:55:
Going back to my roots as a M I S professional.
31:00:
Let me get this going on here.
31:03:
No, there we go.
31:10:
There we go.
31:11:
Perfect.
31:13:
You got that little graphic.
31:14:
Mhm Like it.
31:15:
Here, there you go.
31:18:
This is called an information workbench.
31:22:
And you notice that there’s two pieces to this, the business piece and the technical piece and on the business side, you have to get the marketing people, the sales people, the design engineers, folks like that together on the other side, you’ve got to have the development and testing teams, the people to put together the websites, engineering, security ethics compliance, particularly if you’re using a lot of A I as well as a common low code, no code type of of development platform.
31:59:
Mhm Out this, you’re throwing A I out there, you gotta have the data behind it, the the good data behind it.
32:09:
in order to make, make the, the A I really work for you and that’s not easy to do.
32:17:
Mhm.
32:17:
This is one way to get it accomplished because you, you’re putting everybody in the same room or to solve the problem.
32:24:
Yeah.
32:24:
No, I think this was really helpful just being able to understand, you know, the end to end sort of journey, the importance.
32:34:
So I think I really appreciate the fact that we also touched upon like, what can really marketing, think about when preparing these materials.
32:45:
One thing I think we probably you were getting at was also getting sales, the right knowledge.
32:53:
And I think another thing just in my personal experience that really helps is also giving them access to the platform to play around, see for themselves, you know, when they can use it as an end customer, they’re able to relate more to their problems.
33:10:
And also like, I think the emp empathy piece really plays a huge role in then being able to convert these into, you know, sales.
33:20:
So I think we’re definitely, I’m not sure about everybody else, but I know I learned a lot from this session today.
33:32:
Any, I think last words from you just to summarize today’s session and like, you know, key takeaways for people that did attend.
33:42:
I think, I think number one is that, that we as marketeers and we as sales people have to develop a much deeper understanding of competitive value.
33:54:
OK.
33:54:
Worth what paid for versus rival solutions.
33:59:
Whether the direct competitors or indirect competitors, you really have to understand what value you’re actually supplying, have to manage all the touch points, the interactions, the client or charts details, business analytics.
34:15:
All this is this tends to overwhelm business sales people and they get bogged down with the manual process.
34:20:
So implementing automated marketing and automated sales tools will give them the room to do more cognitive work around how to best close the, the business and then alignment.
34:35:
We talked about that alignment and K P I s and metrics.
34:39:
sales and marketing teams have to be in alignment.
34:42:
Your new product people have to be in alignment in order to be successful, particularly in selling more complex products.
34:50:
And then of course, there’s the training aspects.
34:53:
We don’t a college degree doesn’t give you or an associate’s degree or anything of this doesn’t give you the, the training you need to develop question based value based type of sales arguments.
35:09:
It’s really, it’s really in an integrated system.
35:14:
Bottom line, you gotta mind the gap that pay attention to the gap between sales and marketing.
35:22:
Definitely.
35:23:
Well, thank you so much again for taking the time today to, you know, help us.
35:28:
I think this was again a very helpful session and I’m sure our listeners are able to, you know, take this and also apply what they learn here in their strategies for marketing and sales.
35:43:
It’s not just like, you know, a CMO S job or a CSO S job to sort of make sure we’re getting at the end result.
35:51:
I think you mentioned this before.
35:52:
It’s the team effort and having the right alignment that makes a huge difference.
35:58:
And I, I hope that, you know, this session really helps in reiterating the same and help people actually see value once they are all on the same page.
36:08:
So thank you for taking the time.
36:11:
Thank you so much.
36:12:
I appreciate it.