Vegas, PA, One Hundred Percent discussed on Inside Intercom Podcast


At any scale on a time line and a printable way is super heart. And I think when you see we you start to see the fissures between the departments emerge is when people forget that. I guess question for you. I talked a little bit about planning. How do you feel about planning? Do you think that the kind of what I shared is? Right to do it. Is there a better way to do it? Like if you could just draw the whiteboard the perfect planning process for for sales and marketing relation go through. What would that look like a good question? I think it I it has to be together. I think there's one plan. There has to be a revenue plan. Not a house plan any marketing plan, certainly the tactics beneath it, I don't want to sit with you and figure out what your strategy is. But I want to make sure align that strategy is going to generate X amount. We're probably going to spend X amount to do this. I think it has to start from a shared primis of what the objective is which is to get our number and generate revenue I think then has to start with building it together of how waterfalls back upstream. So every inflection point every point that we measure every definition that we use. Every way that our systems are set up to capture those to make them visible and do all the hand offs are completely one hundred percent, align I think that it should go down into the details forgiving that. Cac target for example of we can spend whoever we want. I can choose to have less SDR's, for example. If I know that the money that you can use from that is going to go to generating more different sorta leads. So I think it's just one plan. And I think we both need to put it together meaning sales marketing start from the stages of what are we trying to Chievo what boundaries and barriers. Do we have an constructing in a way that maximizes that outlet and allows us to do to do more than than we could? If we did them separately. So one plan one spreadsheet one set of metrics one approval process, but also aligned on the incentives against that plan you and I should in a sense be measured against the same thing. So that in theory anything that we decide to work on an outward on his. Meeting both of our goals, especially on a personal level. So I just think it has to be together and having you know, PA or some other team facilitate that process of revenue planning, I think is a very good way of doing it. I think that creates a natural tension of is this going to be impactful, and how are we going to manage this? But if it's not our plan that we can easily point a finger at each other. And I think that's when you kind of get into dangerous territory of pointing it at each other and said of the challenge the problem that we're trying to solve and both being on the same page is solving that I wonder I think it's a just a fall of thought, I suppose it's like I think we both have been in that situation where either because we plan together and now things have gone awry, or because we failed to plant together. And we're in that finger pointing situation I guess for like the listeners who may encounter that is there. A good way like to to find a way out of that problem because I think it's inevitable every business. A number gets missed, you know, and then no we all like to think role actress that will take that burden alone, and whatever, but that's just not realistic fingers will be pointed. So how do you know having been in that situation? How do you think about dealing with that when that happens? Well, I think if sour the premise that numbers will be missed here point plan is predicting the future, and if we can predict the future on, you know, we might be in Vegas instead of out here in the room talking to each other about sales of marketing, so these star with the mindset, and the premise that we're putting together a.

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