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 several thought 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 the benefits of having a network full of industry influencers. Learn more at sweet fish Mediacom. You're listening to the B tob growth show, podcast dedicated to helping be to be executives achieve explosive growth. What you're looking for techniques and strategies or tools and resources? You've come to the right place. I'm Jonathan Green and I'm James Carberry. Let's get into the show. Welcome back to the BE TOB growth show. We are here today with Casey Zan Nettie. She is 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 with you today, Casey. We just had had a great conversation offline and talking about 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 to fifty 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 a little bit more context about you. Can you tell our listeners just a little bit 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 skype on steroids in the healthcare environment, and so we are software as a service and our services medically qualified interpreters and we help providers have better communications with their limited 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 into the organization they were doing no marketing at...

...that point. So you were really tasked with coming in and building of a marketing engine from from nothing. Can you walk us through what that look like? Sure so. I think with a lot of startups they don't have marketing to begin with. It really has to do with technology, engineers sales, and then there becomes a certain point in 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 really any marketing and I got to start from the ground up and take everything I had learned for the past decade plus and build an engine to be able to really provide qualified leads to the outside sales organization so that they would be able to close and win and move into revenue. And so what I was able to do is, I guess for me, one of the tension points between marketing and 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 in an inner price sales scenario, was that the leads that were created actually went to the inside sales organization that would then be able to nurture those leads and pass them along as qualified to the outside sales organization. So it was really important to me to actually have inside sales report into marketing. And and something else 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 objectives coming into it. What did that process look like for you to determine what are the goals? What are what are the objectives that the business as a whole is trying to reach and then you were you you kind of reverse engineered your your process in the engine you built...

...to map to that. Can you talk a bit about that? Yeah, I think it's really important for marketers to understand what the business objectives were and and specifically in this organization, it was really about rapid growth, and so what I needed to do is figure out how to fill that pipeline with qualified leads as quickly as possible. And what I really wanted to understand from the market perspective is what initiatives were being successful. How were they creating leads where they the right kind of leads that would actually, you know, flow through the pipeline and closed as deals that we would actually want within the organization, and how to prioritize that. So that was number one and then number two was how did how did we get those prospects the information they need needed through the pipeline to be able to make purchasing decisions so by the time the marketing qualified leads were passed along to inside sales that they were already pretty warm and prequalified, so that our insect sales organization 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 and prepare those qualified leads to pass along to the outside sales organization and then being able to Dialin. So I think one of the really important things that we did is found a really good drm as well as marketing automation that could work together so that we could really keep an eye on the lead pool and as 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 specific technologies that you decided to go with there? So we use sales force and hub spot. Okay, so using sales force as as your crm and hub spot, as you're marketing automation platform,...

...you're able to essentially create educational content that is guiding each one of these prospects, kind of a long and then at a certain point that gets that gets handed over to somebody on the inside sales 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 do what we call the five to thrive process, and so the VP of client service management, the VP of sales and I got together and we looked at what is our special sauce as an organization and who are our target audiences and what's really important to them. And and by doing that, what we did is we built out a whole strategy around kind of this consultative sale and growing our lead pool into the kind of client that would really thrive within our organization. And so we really does that make sense? Yeah, yeah, it does. Yeah, what did that conversation look like? Kind of what were the you, you know, is three of the stakeholders client services, yourself and then the VP of sales. What were the contributions that each of you made to kind of come out with an outcome that that you wanted to come out with? Well, I think number one is really identifying our ideal client, and that is the size the persona. You know, initially we got a lot of small deals and and and that was fine, but it really wasn'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 up with with that, we really needed to look at the entire health system and understand 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 environment for the inside sales group and even backing out further for marketing, and who we wanted to be marketing to and who had skin in the game for the success of their language access programs. And so that's sort of how we did it. Got It. And so going back now to something you said a little 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 move in 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 inside sales not being collapsed verative and a team, and that that creates a lot of friction and one of my biggest challenges, I think, as a marketer is trying to close the loop on all of your initiatives and how those actually manifest in close deals and ultimately revenue, and so being able to keep that connection between the marketing qualified leads that are generated being passed along to inside sales and their diligence in following those leads through to, you know, qualifying them and passing them along to the outside sales organization and then being able to link that in the crm so that you have all the data there and you can run reports and you can really look at this where you're having the most success and where you want to put more energy and where you're not having good success and where you want to baby pull back a little bit. And so I think 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 been able to be so successful. And then they really bridge between marketing and the outside sales organization and especially with our consultative...

...sales model, it's really important for them to understand the objectives of their rst and be able to do a smooth transition from the folks they've been talking to to the artist so that those leads can 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 then they 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 started reporting directly to marketing, did that change in that they were now measured on both leads that they sourced as well as leads that were sourced for marketing? Or how? How did that mindset start to shift right? Well, there they have in sinots that are built around their sales qualified leads and then also on revenue at the back end, so they have skin in the game all the way through the process to ensure, you know, solid leads. Not really answering your question, I think that what happens is that when you're partnered and when you're all working together, what it creates this amazing synergy where marketing is actually getting feedback from inside sales on how to provide them with better leads and and inside sales values marketing because they're getting such qualified leads. So I think at first it was hard because I met, I was met with the same sort of resistance. But once we tried it out and just kind of rolled up our sleeves and said, okay, this is a new for all of us. I believe. I believe that this can work and that it will benefit everybody. Everybody just kind of sucked it up and they went for it and the and our success is proof in the pudding. Got It. So did that look like of you, as their leader, kind of holding them 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 to adjust 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 a little different than that. I think that that what happens is is that they're not wasting their time with leads that don't mean anything. There were waiting until they're really they're not just so the way I think about it is we have this lead pool and the lead pool is nurtured by marketing and by the time of marketing qualified lead has bubbled up, it means that they're ready to have a real conversation. Got It. So it was a matter of sales informing kind of what things need to happen during that kind of nurturing process for them to actually be ready for a conversation. Yeah, yeah, I think that that's part of it. Is just who are our targets? What do they need to know to make a buying decision? How do we educate them to use our product? And when I first got here nobody actually had even heard a video remote interpreting or Vri the market. It was a very new, disruptive technology and so part of it was just educating the market about what it was. But because it's such a compelling Roi and provide such efficiencies with their operations, it's you know, once they're educated about it, they want to have more conversations, they want to be moved down the pipeline. So I mean, I think part of the benefit I have to is having a great product with a real story, with real benefits for the end user. So that makes a big difference as well. Okay, see, I want to I want to close our interview. You've been able to demonstrate your value as as a marketer. You know, you established pipeline full of opportunities that led to forty to fifty percent year over year...

...growth. So to say that you've demonstrated your value is probably a bit of an understatement. But for for the marketers listening to this, maybe they're struggling with how do I show that what we're doing over here and marketing is actually valuable? Do you have any words of advice for that marketer? Well, I think data is critical. It's not 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 the business and how do you show so I can go back now and I can show over the last four core orders that every deal that closed was actually due to efforts of the inside sales and Marketing Organization. And when you can do that 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 would you say is the first step they can take to go down the path that you went down? Well, number one, understand the business objectives. Understand who your partners need to be. So you know it really helps to be on the executive team because you have your foot in the door to a conversation that you know, you may not as a director, but but definitely having a place of the table. But the way to do that is actually to prove and like I just talked about, but understanding the business, partnering with the other VPS, so especially for net new business, partnering with the VP of sales is really, really important. For me, the special sauce was not only creating marketing leads, but owning the inside sales organization and being able to leverage them in qualifying the lead so that what the initiatives that marketing did actually flow through in a very meaningful and purposeful way to the ours these who close the business. I think that structure...

...works really well for us and ultimately being able to track all of the infirm nation through sales force to be able to 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 want to stay connected with you or they're they're interested in learning more about in demand interpreting. What is the best way for them to go about doing both of those things? Well, our website here is in demand Interpretingcom so you can 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 Really appreciate you sharing your time with us today and excited to stay connected with you great thank you so much. To ensure that you never miss an episode of the B Tob Growth Show, subscribe to the show and Itunes or your favorite podcast 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 B tob growth show, email me at Jonathan at sweet fish Mediacom. Let us know. We love connecting with be to be executives and we love sharing their wisdom and perspective with our audience. Thank you so much for listening. Until next time,.

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