563: How to Establish a Predictable Revenue Strategy w/ Casey Zanetti

ABOUT THIS EPISODE

In this episode we talk to Casey Zanetti, VP Marketing at InDemand Interpreting.

Wouldn't it be nice to have severalthought leaders in your industry know and Love Your brand? Start a podcast,invite your industries thought leaders to be guests on your show and start reaping thebenefits of having a network full of industry influencers. Learn more at sweet fishMediacom. You're listening to the B tob growth show, podcast dedicated to helpingbe to be executives achieve explosive growth. What you're looking for techniques and strategiesor tools and resources? You've come to the right place. I'm Jonathan Greenand I'm James Carberry. Let's get into the show. Welcome back to theBE TOB growth show. We are here today with Casey Zan Nettie. Sheis the VP of marketing at in demand. Interpreting case how you doing today?I'm doing well at James, I am. I'm excited to chat withyou today, Casey. We just had had a great conversation offline and talkingabout how how you've been able to establish a predictable revenue strategy and and really, you know, creating a pipeline of opportunities that have led to forty tofifty percent year over year growth, which I just think is incredibly impressive.But before we get into that, I want our listeners to just have alittle bit more context about you. Can you tell our listeners just a littlebit about in demand and what you and your team are up to over there? Right? So in demand interpreting is an organization that provides it's like skypeon steroids in the healthcare environment, and so we are software as a serviceand our services medically qualified interpreters and we help providers have better communications with theirlimited English proficient or deaf patients to provide better outcomes. Got Wonderful. So, as you're telling me offline case, you said when you first step intothe organization they were doing no marketing at...

...that point. So you were reallytasked with coming in and building of a marketing engine from from nothing. Canyou walk us through what that look like? Sure so. I think with alot of startups they don't have marketing to begin with. It really hasto do with technology, engineers sales, and then there becomes a certain pointin their maturity where they need to bring in marketing. And so it was, of course a marketer's dream to come into a scenario where there wasn't reallyany marketing and I got to start from the ground up and take everything Ihad learned for the past decade plus and build an engine to be able toreally provide qualified leads to the outside sales organization so that they would be ableto close and win and move into revenue. And so what I was able todo is, I guess for me, one of the tension points between marketingand Lee generation was really being able to follow those leads to pruition.And so one of the things that I felt very strongly about, especially inan inner price sales scenario, was that the leads that were created actually wentto the inside sales organization that would then be able to nurture those leads andpass them along as qualified to the outside sales organization. So it was reallyimportant to me to actually have inside sales report into marketing. And and somethingelse that you you said to me as we were talking off line cases,that stuck out. You said just the focus on really understanding the business objectivescoming into it. What did that process look like for you to determine whatare the goals? What are what are the objectives that the business as awhole is trying to reach and then you were you you kind of reverse engineeredyour your process in the engine you built...

...to map to that. Can youtalk a bit about that? Yeah, I think it's really important for marketersto understand what the business objectives were and and specifically in this organization, itwas really about rapid growth, and so what I needed to do is figureout how to fill that pipeline with qualified leads as quickly as possible. Andwhat I really wanted to understand from the market perspective is what initiatives were beingsuccessful. How were they creating leads where they the right kind of leads thatwould actually, you know, flow through the pipeline and closed as deals thatwe would actually want within the organization, and how to prioritize that. Sothat was number one and then number two was how did how did we getthose prospects the information they need needed through the pipeline to be able to makepurchasing decisions so by the time the marketing qualified leads were passed along to insidesales that they were already pretty warm and prequalified, so that our insect salesorganization is very strategic and and very high level. They're not dialing for dollars. They're really looking to partner and educate. So it's a very consultated sale andprepare those qualified leads to pass along to the outside sales organization and thenbeing able to Dialin. So I think one of the really important things thatwe did is found a really good drm as well as marketing automation that couldwork together so that we could really keep an eye on the lead pool andas they were nurtured in, as they grew in were ready and right,we could pass those along to the inside sales organization. What were the specifictechnologies that you decided to go with there? So we use sales force and hubspot. Okay, so using sales force as as your crm and hubspot, as you're marketing automation platform,...

...you're able to essentially create educational contentthat is guiding each one of these prospects, kind of a long and then ata certain point that gets that gets handed over to somebody on the insidesales team so that they can further the conversation in a more indepth way.That's right, and we also do this is another aside, but we dowhat we call the five to thrive process, and so the VP of client servicemanagement, the VP of sales and I got together and we looked atwhat is our special sauce as an organization and who are our target audiences andwhat's really important to them. And and by doing that, what we didis we built out a whole strategy around kind of this consultative sale and growingour lead pool into the kind of client that would really thrive within our organization. And so we really does that make sense? Yeah, yeah, itdoes. Yeah, what did that conversation look like? Kind of what werethe you, you know, is three of the stakeholders client services, yourselfand then the VP of sales. What were the contributions that each of youmade to kind of come out with an outcome that that you wanted to comeout with? Well, I think number one is really identifying our ideal client, and that is the size the persona. You know, initially we got alot of small deals and and and that was fine, but it reallywasn't kind of where we were headed or were the industry healthcare was going,which is these large health systems. And so if we wanted to keep upwith with that, we really needed to look at the entire health system andunderstand how it operated and who the players incisionmaking across the whole system were,and by doing that we understood what our...

...call points were into the healthcare environmentfor the inside sales group and even backing out further for marketing, and whowe wanted to be marketing to and who had skin in the game for thesuccess of their language access programs. And so that's sort of how we didit. Got It. And so going back now to something you said alittle bit earlier, Casey, about inside sales reporting up to you into marketing, talk to us about why that has ended up being a really smart movein your context right. Well, I think they get a lot of insight. I mean, there are a couple of reasons. Number one is,you know, early in my career I had bad experiences with marketing and insidesales not being collapsed verative and a team, and that that creates a lot offriction and one of my biggest challenges, I think, as a marketer istrying to close the loop on all of your initiatives and how those actuallymanifest in close deals and ultimately revenue, and so being able to keep thatconnection between the marketing qualified leads that are generated being passed along to inside salesand their diligence in following those leads through to, you know, qualifying themand passing them along to the outside sales organization and then being able to linkthat in the crm so that you have all the data there and you canrun reports and you can really look at this where you're having the most successand where you want to put more energy and where you're not having good successand where you want to baby pull back a little bit. And so Ithink having inside sales as a partner there is one of those critical you know, it's kind of the special sauce, I think, in why we've beenable to be so successful. And then they really bridge between marketing and theoutside sales organization and especially with our consultative...

...sales model, it's really important forthem to understand the objectives of their rst and be able to do a smoothtransition from the folks they've been talking to to the artist so that those leadscan keep moving down the pipeline and don't get lost. You'd mentioned something earlier, Casey, about inside sales kind of prior to them reporting up to marketing, there was almost this feeling that if they took a lead from marketing thenthey weren't doing their job, if they didn't source the lead from the beginning, that they were somehow inadequate. So once it shifted organizationally and they startedreporting directly to marketing, did that change in that they were now measured onboth leads that they sourced as well as leads that were sourced for marketing?Or how? How did that mindset start to shift right? Well, therethey have in sinots that are built around their sales qualified leads and then alsoon revenue at the back end, so they have skin in the game allthe way through the process to ensure, you know, solid leads. Notreally answering your question, I think that what happens is that when you're partneredand when you're all working together, what it creates this amazing synergy where marketingis actually getting feedback from inside sales on how to provide them with better leadsand and inside sales values marketing because they're getting such qualified leads. So Ithink at first it was hard because I met, I was met with thesame sort of resistance. But once we tried it out and just kind ofrolled up our sleeves and said, okay, this is a new for all ofus. I believe. I believe that this can work and that itwill benefit everybody. Everybody just kind of sucked it up and they went forit and the and our success is proof in the pudding. Got It.So did that look like of you, as their leader, kind of holdingthem accountable to saying hey, if you...

...turn down a marketing qualified lead,you have to tell us why, and then you're taking that feedback then informs. Okay, well, if they turn this down, then we're going toadjust what we're doing from a marketing perspective so that they don't turn it down. Or did it look a little bit different than that? It looks alittle different than that. I think that that what happens is is that they'renot wasting their time with leads that don't mean anything. There were waiting untilthey're really they're not just so the way I think about it is we havethis lead pool and the lead pool is nurtured by marketing and by the timeof marketing qualified lead has bubbled up, it means that they're ready to havea real conversation. Got It. So it was a matter of sales informingkind of what things need to happen during that kind of nurturing process for themto actually be ready for a conversation. Yeah, yeah, I think thatthat's part of it. Is just who are our targets? What do theyneed to know to make a buying decision? How do we educate them to useour product? And when I first got here nobody actually had even hearda video remote interpreting or Vri the market. It was a very new, disruptivetechnology and so part of it was just educating the market about what itwas. But because it's such a compelling Roi and provide such efficiencies with theiroperations, it's you know, once they're educated about it, they want tohave more conversations, they want to be moved down the pipeline. So Imean, I think part of the benefit I have to is having a greatproduct with a real story, with real benefits for the end user. Sothat makes a big difference as well. Okay, see, I want toI want to close our interview. You've been able to demonstrate your value asas a marketer. You know, you established pipeline full of opportunities that ledto forty to fifty percent year over year...

...growth. So to say that you'vedemonstrated your value is probably a bit of an understatement. But for for themarketers listening to this, maybe they're struggling with how do I show that whatwe're doing over here and marketing is actually valuable? Do you have any wordsof advice for that marketer? Well, I think data is critical. It'snot about bragging about the data, about how I got this number of leads, I got these. It's more how do you loop that back to thebusiness and how do you show so I can go back now and I canshow over the last four core orders that every deal that closed was actually dueto efforts of the inside sales and Marketing Organization. And when you can dothat and you can demonstrate the value, it changes the conversation. Got It. And so if someone's feeling like they're not demonstrating their value, what wouldyou say is the first step they can take to go down the path thatyou went down? Well, number one, understand the business objectives. Understand whoyour partners need to be. So you know it really helps to beon the executive team because you have your foot in the door to a conversationthat you know, you may not as a director, but but definitely havinga place of the table. But the way to do that is actually toprove and like I just talked about, but understanding the business, partnering withthe other VPS, so especially for net new business, partnering with the VPof sales is really, really important. For me, the special sauce wasnot only creating marketing leads, but owning the inside sales organization and being ableto leverage them in qualifying the lead so that what the initiatives that marketing didactually flow through in a very meaningful and purposeful way to the ours these whoclose the business. I think that structure...

...works really well for us and ultimatelybeing able to track all of the infirm nation through sales force to be ableto show what initiatives are being successful. O cacy. This has been fantastic. You've shared a ton of valuable insights. There's somebody listening. Maybe they wantto stay connected with you or they're they're interested in learning more about indemand interpreting. What is the best way for them to go about doing bothof those things? Well, our website here is in demand Interpretingcom so youcan always go on the website or you can look me up. I'm key. Sees Zanettie at Linkedin, so you can look me up on Linkedin.Happy to talk to you. Thanks, Jens. No problem at all.Kay, see this is this again. This has been fantastics. Are Reallyappreciate you sharing your time with us today and excited to stay connected with yougreat thank you so much. To ensure that you never miss an episode ofthe B Tob Growth Show, subscribe to the show and Itunes or your favoritepodcast player. This guarantees that every episode will get delivered directly to your device. If you or someone you know would be an incredible guest for the Btob growth show, email me at Jonathan at sweet fish Mediacom. Let usknow. We love connecting with be to be executives and we love sharing theirwisdom and perspective with our audience. Thank you so much for listening. Untilnext time,.

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