Empower your organization with outside sales automation for organizations

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a little bit about jump demand before I get into the presentation um jump demand is an organization tailored specifically for helping businesses grow through online marketing uh we everybody within our organization today has a background in Industrial Automation product sales and marketing and uh uh definitely we serve many markets but I think the one that we are best suited for is helping people uh who are currently selling or implementing uh um Industrial Automation products and we do this how we help businesses grow it's through automation uh specifically marketing Automation and sales strategies we have a uh marketing automation platform called active demand that we use to help our clients as well as clients use it to help themselves so ourselves again were're many many years of experience driving uh product and services sales globally um and doing this not just through having exceptional products and services in Industrial Automation space in in our past how we've succeeded in our past is through the concepts of uh Advanced online marketing and demand generation strategies uh we have a lot of experience with um uh building authority for organizations conversion optimization helping people transform uh their current uh uh accounts into uh performing accounts and finding new business and helping people compete and uh really marketing and selling Industrial Automation products is where our expertise is and uh we help we've achieved our success in the past uh passed through full funnel engagement and again we help our clients uh grow by understanding and optimizing the revenue funnel and again like I mentioned we have a automation platform specifically that helps people drive uh sales growth and marketing growth through uh marketing automation it's active demand is very similar to an HMI for for marketing this presentation though is going to focus uh specifically on helping unlock uh some of the growth or removing some of the barriers to growth that some of your organizations may be facing today and uh really this this uh this presentation is more focused on I would say helping people unlock some of the uh or remove some of the sales barriers rather that are currently could be facing then say some of the others many many ways to help people grow and I think this one's more focused on a bit on the sales and marketing and product management strategies in some of our other presentations so we'll talk about growth we'll talk about the revenue funnel uh we'll talk about some of the some of the problems I've seen uh in some of the organizations I've worked with or some of the people I've helped uh unlock their growth is some of the problems and I'll present some strategies to try to help unlock that growth and I'll talk about the sales and marketing Gap so growth this is the the key word here and I'm sure everybody on the phone today is losing sleep over this word it is the mountain that everybody is trying to climb how do we achieve better than Market uh market growth how do we capture Market uh um um the markets uh uh that are currently uh where we're facing heavy competition how do we beat our competition to uh to the customers and how do we drive Su and sustain profitable growth this is really what uh uh everybody should be losing sleepover and the challenge with climbing this mountain is that the mountain is always changing and uh it's a case that we can look up the mountain and uh think about how we're going to achieve growth and uh uh in the process of executing our strategies the reality is the mountain actually changes so uh those folks that don't have solid strategies in place and don't spend a lot of time looking at uh what's going on outside of their organizations the reality is somebody else is going to beat them to the top of the mountain and they're going to achieve the growth and it's going to be much harder for you to achieve this growth so if we think about um situations where we're not growing so right now we've we've got a lot of smart people in our organization and we're seeing flatlined Revenue we're missing consistently our sales targets um uh really you know if we're in this situation um one of the things that you know we do take a stock of is okay what do we what do we got on the ground to help us help us uh close the deals and okay so I have great sales people you know I've hired I've spent the money I've got some exceptional sales Talent um and these sales people I know are working they're they're working their butts off they're out there knocking on doors they're they're talking to people they're talking to their key accounts um but you know the the message back is oh it's Market problems there's our customers are having issues uh we're not uh uh there's they're having capital or financing problems in manufacturing yeah you've heard all these stories and the the the answer that comes back is we're we're going to miss our sales targets again so typically I've seen this many times is leaders uh uh jump to the jump to the conclusion that well I have a sales problem it's my salespeople you know I I I have a i it's clearly these salese are not doing their jobs because I'm missing my targets but the the question is is really or do I do is there actually is it actually the case that it is a sales problem is it the people I have on the ground that are not doing their jobs and that's why I'm missing my my growth targets and I've actually seen uh some leaders you know get so frustrated that they end up and blaming it completely on the sales people that they end up just clearing house you know literally uh handing out pink slips and uh the sales force is is gone and they start from scratch because they think you know what I have a sales problem but I I really that that uh that strategy is as you will see in this presentation is the wrong strategy and it's literally cutting off your arm to uh try to solve a problem so really and you'll see through this presentation it is it is definitely having op uh optimizing your sales processes and your salese and your product management strategies are really key to to growth uh but it is not just one element so for a second here let's change the focus not internally is uh for uh some of the things that are hurting our growth let's just take Shine the Light outside of our organ organization and look at our customers so I'm assuming today that the people on the phone are uh selling into the manufacturing space so Industrial Automation why we sell the Industrial Automation products is that we're trying to help people optimize some manufacturing process so we look at a typical manufacturer and we think about the pains that they are currently facing so it's a case that they are as well looking they're in a highly competive environment they're trying to grow their businesses they have uh uh operating plans they have uh shareholders they have people that they have to have to uh keep happy so if we think about how they're doing it is at the top of at the very top of the chain you have the the Senior Management the sea level people making very big strategic decisions and allocating very large segments of their budget to achieve these achieve these goals and as you move down the chain the the pieces of the Strategic plan are broken down into smaller and smaller projects and smaller and smaller budgets so if you go through V level they get their allocated budget that they've fought very hard for which is quite sizable not as clearly not as big as it's a subset of the the the total corporate expenditures and they're really trying to help achieve the sea level sea level initiatives and uh again their budgets are a bit smaller and there's less of the there's a bit more of the project rather than the the single uh uh corporate objectives and as it move even further down the managers they have smaller budgets but there's more of these managers and they have many more of these projects on the go and you move down to finally down in the Engineering Group they have small budgets but many of these uh projects on the go hence the width of the funnel as you see here and our jobs as uh uh people trying to sell into the Industrial Automation space is trying to capture as much of this money as possible because we want to succeed as as automation vendors in this space so if we think about back now look in our organization uh any any purchase of an Industrial Automation product or service it really incurs risk in our client space if they make a decision production's lost sometimes uh uh uh lives could be lost it is extremely risky uh on from the previous slide if somebody is going to spend their money on automation it's so risky the reality is to mitigate this risk they bring lots of constituents into the into the purchasing process they have processes involved to ensure that the right decisions are being made the right checks are uh checks and balances are in place and hence because of all of this risk mitigation that our customers have it stretches out the sales cycle so there's as we all know as professional salespeople that selling in Industrial Automation space it is a longer sales cycle hence we have a sales funnel and I'll talk in a couple of slides about the sales funnel and I'll talk a bit about the revenue the marketing funnel in a bit but I just want to talk specifically about the entire Revenue funnel from a macro view so we have our sales funnel and a lot of organizations selling into the manufacturing space know the sales funnel very well the challenge is that's all focusing on is the sales funnel and the reality is there's a marketing funnel that is superimposed on top of this sales funnel and it is how these two are the strategies to execute on these two funnels that really sap the growth of of organizations so I'm going to just change the Fus again drill down specifically to the sales funnel now people on the phone who have sales organizations they know this concept of a sales funnel very very well there is this it is funnel shaped uh it represents people at a specific stage of the of the buying process and it is funnel shape because there's natural attrition each stage is is a probability of this this specific opportunity moving to the next stage or closing rather so the width there's more people at the top of the funnel than there is at the bottom of the funnel H hence the probabilities uh and you can actually see with as number of prospects as specific segment in the sales funnel now as sales professionals we all know very well that the funnel is real there are no shortcuts we have to uh we have to really have strategies in place that each segment of the funnel to move people through to where they be changing the people who are currently our prospects to where they become customers so this is stuff we know very well now selling into the Industrial Automation space we're constantly talking to our clients about uh optimization and we know that to make to have this process of closing people to optimize it really we require sales processes and the sales processes if we do not have sales processes there is no way we're going to come up with the optimal we're not going to be able to optimize the resources we have to uh to attack our current open opportunities so I'm going to talk talk now about the first uh uh growth problem and the first growth problem I have I have witnessed is a sales model misalignment so if we think about um this problem is uh if we think about what it takes to succeed in selling in the Industrial Automation space it really requires I see this as three buckets one as I just mentioned sales process and every every organization every company who is selling products in the Industrial Automation space every one of them has a unique sale and optimal sales process for their products or Services there is not one single sales process that is that really uh uh you can succeed with across all different uh uh uh types of products and services in the Industrial Automation space I know there's a lot of people out there selling books and training programs Etc that say that their process is the best process and the one that you're going to succeed with the reality is it's going to require some effort to succeed in your organization so there is a sales process that is unique to your organization second that is unique to your organization is the product prescriptions so what are the products they're going to solve that are going to solve the customer domain problems so the unique uh set of services and products that you offer there is a uh a unique uh package P AG for each of your customers so there's I argue everybody on the phone today has a multi has multiple prescriptions for multiple problems in their customer space and the last bucket is customer domain knowledge it's trying to it's really being able to understand uh what are the problems facing your clients today and I've sold in many different different Industries and uh uh if you've ever sold in Pulp and Paper uh it's very different than selling in Pharmaceutical you know I've sold it systems into uh Pulp and Paper and I've been to I've been to Pulp and Paper plants where there's literally MOS moss growing on the control systems you know uh uh whereas that's sold in pharmaceutical and let me tell you you can't just uh uh expect somebody to uh move in some automation without a whole bunch of regulations and checks and uh verification uh processes to succeed whereas in Pulp and Paper it's quite different so if you have A salesperson who doesn't truly understand the customer domain that you're selling into you're going to have challenges so really to be successful in sales in Industrial Automation space you have to have these three buckets build so this is where your top salespeople and typically uh Industrial Automation companies if you think about the CEO uh or founder of the organization he has all three of these buckets overflowing but to hire somebody this person has to be successful in these three areas to be as successful as that founder so if we think about nice I say this is for all all areas of Industrial Automation sales uh you have a junior sales person the first if you hire somebody off the ground I don't care where this person's background was unless they worked for you specifically for many years anybody who walks into your organization day one and doesn't does matter how big their resume is how how how how well they're known in the industry for you from day one through almost their first year I argue they know one of the three buckets and hence they are a junior salesperson and it'll take literally at least a year to fill the second bucket so again now they know two of the three buckets that are unique to your organization and your product offering and now once theyve filled two of these buckets and they have some some uh experience in the third they're now what I argue is an intermediate salesperson and the third is the account executive so this is the person who like the founder is now truly has uh uh a lot of experience in the three buckets that I talked about and this is typically takes literally more than two years to succeed not just Industrial Automation sales I'm saying Industrial autom selling your products or services so it's important to understand that you know just hiring somebody and this is something that I see especially with a longer sales cycle and it it brings on risk is you bring in a new salesperson and the the misconception is is that you know what I'm going to hire a superstar he understands all three of these buckets and that is absolutely wrong you know and then we're wondering especially with longer sales cycle is this person succeeding no he's not succeeding man I misspent my money uh the reality is if you understand these three buckets and it's going to require effort by you to succeed with these salespeople that uh uh you're better prepared to build a strong team now where I I talked about sales models and and sales model misalignment now I've built this this uh this this case or of uh the evolution of a salesperson and I've built sales teams across the globe and I this what I'm saying here is from experience I've I've experienced this personally it's not uh something that uh I've read in a book or something like this it is this is from experience now there's now I'm going to talk about sales models there's different ways to attack your your customer base uh one from a sales perspective tell a sales pick up the phone ask talk have a conversation with the person uh try to understand some problems and then you know try to find a prescription and move on phone somebody else phone some so it's really that's the Tes sales model direct sales is where we're now engaging with the client one-on-one and we have a personal relationship or we try to uh build a uh u a relationship with our our clients and have an understanding not just superficially but more in depth as to what's going on and how the how we're actually going to solve problems and then the next sales model is solution sales where it's truly as you see we're moving up the chain here more Consulting in the in the sales process so a solution sale is we're understanding the problem we're providing some some mentorship or guidance as to how to solve the problem with the right solution and then finally Business Development where we're dealing with uh uh you know we're part of a strategic team in our account and we're viewed as members of that team to try to uh uh gain uh a solve very complex problems for organizations so these are the different sales models now the strategy I'm going to present to you is align the sales model with the sales skill so we typically have a misalignment misalignment in the sales model and sales skill level saps your growth because now you're applying the wrong the wrong uh tools to uh solve the wrong Pro uh the problem uh the wrong problem so if you think about this really you should have your Junior salespeople doing Tes sales you shouldn't be taking Junior salesperson assuming that they're going to be uh valued Partners at the uh sea level of your uh key accounts right and if you're taking your account Executives and they're sitting here making phone calls doing superficial uh uh telemarketing type stuff you are wasting your money and your time so really if you see here there's a way of building a funnel of sale of your within your sales organization an experience funnel if you come up with uh multiple sales models that are aligned with your sales teams and I personally I had built uh an organ sales structure that had my junior people they were really pre uh pre-qualifying leads doing really superficial stuff and they were paired with my intermediate salespeople my intermediate uh salespeople were paired with my account Executives so it was really I had a lot of sharing within my my organization sales organization and I had a way for growing these people and I aligned my sales models with my sales skill level so the next uh challenge that I I see here and this is more of a product management approach is and again I talked earlier about one of the buckets is the uh the product prescriptions for the customer problems now if you have only one product prescription uh uh and you're going to Market with one product prescription uh the reality is you're you're going to really limit your ability to to grow within an or your client organizations so I'm goingon to introduce a couple of Concepts here or definitions rather is i i i define product solution and platform as they appear on this this this uh this grid so on the bottom axis you have time to value and what time to value means is is once the purchase is made how long does it take for your client to actually realize the value of the acquisition and on the top on the on the left grid we see here the y- axis is the how much Consulting and customization is required to succeed with the product prescription so at the very bottom end of the the scale we have products products are short time to Value the purchase is made very soon after the purchase is made the customers realizing the value and it's a it's a quite it's a fixed uh entity it isn't going to require changing or code work or or or any of this type of stuff uh uh and hence your there's really a relationship is that you should be able to deliver the product and get a quick turnaround uh time to value and it's also easier to sell the solution is a little bit more complex because now we're aggregating a bunch of products with some specialized knowledge and Consulting to provide a product prescription that solves a very unique customer problem and then finally the last element is the big daddy is the platform and this is where you're working with your organiz with your client organization to Define you know are we building are we building a house or we building a warehouse you know are we building or are we building a multif family dwelling is it a what is really the problem we're trying to solve and what are we going to do from a Services perspective and a product perspective and an architecture perspective to solve the problem and typically this type of sale the time to value is extremely long now if you if you think about uh a classic example of a platform is an Erp system I I personally have been through several implementations in organizations where we've had several uh We've uh been through several implementations of Erp systems and if you have haven't been through this yourselves uh uh let me tell you I mean for those folks that have been through it clearly this is a platform right a platform is uh with an Erp is it doesn't exist until you know well after you're spending a ton of money there is a ton of uh Consulting Services you're getting a lot of constituents in your organization involved in the in the process it's uh uh like it's there's many it's multifunctional across organization you have to have all these meetings all these people and let me tell you the folks who are selling the P system are making money somebody's making money during the whole process and you still haven't have haven't achieved any value so sap is one of these platform sales another type of uh product is Crystal Reports Crystal Reports is a reporting package I don't know if you've used Crystal Reports I've used it many many times over the years and it's it's clearly a product now if you think about uh it's interesting here is that sap purchased business objects in 2007 business subjects actually uh are the makers of Crystal Reports so the question that I was thinking about is why would sap buy Crystal Reports if you're thinking about selling reporting if you have sap you have reporting so why would they buy Crystal Reports and they spent in 20077 billion dollar to purchase business objects and at the time business objects were um their current Revenue was about 1 billion or just over 1 billion so really they paid a factor of seven on Revenue to purchase a company that wasn't really uh delivering and you know knocking it out of the park so clearly it had to be a strategic POS acquisition and I'm not I I've i' i' never worked for sap I'm not priview to why they bought business objects and Crystal Reports but really it fits into my story here so I'm going to tell is I I speculate why this purchase was made and I'll talk about it in the next few slides so again I don't have any information on the on the purchase this is pure speculation so if we go back to this funnel I mean rather this uh this pyramid that I talked about is the different objectives this is in the client this is your client's view is uh what they're trying to achieve so my growth strategy is to create a product path within your client's organization because if we flip that last slide uh upside down it is now a funnel and what I mean by a funnel is that if you look at if you have uh if you if you attack the funnel at the top you can get money from the organization very quickly you can get introduced to the company you can build value move to the next stage move to the next stage move to the next stage and finally you're now a business partner within this new client organization and with product pathing you can achieve this so you can apply products sell products uh into the uh the uh at the lowest level of the organization build up trust uh within the organization start selling Solutions build trust start selling platforms and really if you look at this this becomes a relationship maturity path so it's quick win time to Value very quickly at the top where you're addressing Pro uh functional requirements with uh individual products then you move up to again aggregating some of these Solutions you're starting to build relationships and again you're starting to uh finally be able to sell a platform at the top and this uh again if you look at uh uh from as an outsider you can actually see is that like myself I've I've purchased uh Crystal Reports and what's what's that tell sap about me it tells uh um the client it tell tells sap that I have have a business reporting objective uh at my at at my my level of the organization so again they could start really driving the relationship with my organization to finally oh uh does anybody else need reporting okay well maybe we need to uh have a some type of a report server oh the report server is working extremely well who else needs reporting how are you Chan how are you handling the the corporate uh uh reporting and meeting your h no it's a platform sale so really there's this relationship maturity that goes on and again I'm not saying that sap bought Crystal Reports for this reason to me it seems obvious is it's a great strategy uh to buy Crystal Reports for this type of a an objective so think about it in your organization is how do you build a relationship uh product path within your clients uh within your clients so now I'm going to talk about the uh the next uh uh challenge that people have that saps growth this is really the wrong people selling the wrong offering so if you went back and you have your product path and you have uh uh you've come up with multiple product prescriptions that are aligned with objectives within your client organization now you can actually think about uh how this fits with the previous slide so I've said before is you got to have the right salespeople using the right sales model I argue they should be selling the right product too or the right offering or the right product prescription so the junior salespeople using Tes sales selling discret low uh Short Time devalue products to enter a new client uh organization and then as they build their relationship with that client they can actually start selling Solutions and eventually become an intermediate sales and eventually they can become account Executives through their experience if you think that your junior sales are going to be selling platforms anytime soon you're wrong you're going to uh find very quickly after a year because it's a year sales cycle you know it's that it was a sales problem but really it's your problem is because you there was a misalignment of of the assets you have as in the sales organization putting them on the wrong attacking the accounts with the wrong uh uh methodology and selling the wrong product prescriptions there you're setting them up for failure so really again what I'm trying to say here is uh uh align your product path align the sales skill and the sales model together to achieve growth so putting it all together we have this relationship funnel with the product solution platform and now we're going to Overlay it with the sales uh applying the salese to the to the picture junior salespeople selling low into the organization with short time to Value uh uh offerings or product prescriptions when nice say product it isn't just uh a software product it' be a Services product something that's like training is a great Services product that's very short time to Value uh and then next is the solution is again it's uh it doesn't have to be just a screen could be Services as well you have your intermediate people focusing on solution sales and finally your account Executives you're just focusing them primarily on uh uh building strong relations relationships at the upper levels of the organization and Consulting with them to help them achieve their big uh corporate ini issues so and again maturity that's the point maturity of the salespeople maturity of the relationship with your clients uh and really the the size of the account so now I'm going to go to the next problem which is uh your salespeople are marketing and not selling so they lack the marketing expertise to drive sales and this this is uh uh um you I talked very early about the sales funnel and the marketing funnel and I've been focusing primarily on sales uh now I'm going to start to bridge the sales and marketing Gap and believe me there is a gap and if you think that the marketing folks uh the sales folks rather are going to be exceptional marketers and I see it time and time again is that they feel that these salespeople have to be marketers to succeed and the reality is no they're actually two different roles and now if this was a a study that was done last year uh the results were this year but it was the study was last year and it was looking at many companies with regards to their strategic initiatives so one uh on the the bottom is you see what was the growth targets for the organization that's the that's the the the um the the line on the bottom the blue line was what was their marketing budgets as a percentage of Revenue and you found they found that there it was actually the case that the people that only had a you know a modest growth Target were actually spending uh uh you know a smaller percentage of their I mean we're we're we're actually uh spending a larger percentage of Revenue on marketing and the people on the right who had a um uh you know working a double sales this year and they actually only had a small percentage of their revenue spend on marketing which of these two groups the people on the left or the people on the right actually were making their targets the people on the left the people on the right time and time again again gee we didn't make our targets again this year well it's clear there's sales and marketing that that are required to succeed so I showed the sales I went into detail about the sales funnel now superimposed on this is the marketing funnel and the roles of marketing and sales are very different so really the role of marketing is to apply pressure to all of the people that currently do not work for your organization and move them towards what I call the lead opportunity boundary so their job is to work extremely hard in collecting and introducing your company to those people that could or will be in a position to get value from your products or Services that's the role of marketing and really what they do is they apply pressure to the lead opportunity boundary then it's handed over to your sales organization and the sales organization project manage the process once there is a an opportunity in play and marketing then is now in a supporting role of sales to help the the salesperson quarterback the opportunity to success so it's really coordinating the marketing and sales efforts and understanding that each of the roles are are actually unique and supportive they have to be working together now if we think about the markting and sales funnel relationship there is actually a correlation between the relationship and the uh product solution and platform uh uh product prescriptions for the product the the effort is always uh heavily reliant on marketing so marketing does all of the the focus they really are driving uh driving the uh uh this is the product this the this is the product you need this is the problem that solves Etc and at the other end marketing is playing really focusing hard on brand really focusing hard on uh they're very they're much earlier in the process with regards to a supporting role with regards to sales so there is an alignment uh alignment challenge here uh uh regarding the product perscription and marketing and sales working together and if this misalignment is is is is if there's misalignment here gain you're going to sap your your your growth a good example is iPad you buying an Apple product uh it is clearly short time to value and uh uh really marketing does all of the heavy lifting you know if you walk into an Apple Store uh and you try to ask the sales representative anything complex they will respond oh was that the 16 gig or the 32 gig they're really not geared up to to uh uh build a solution they're really to deliver the product and the far end of the scale is sap and uh again they're really uh you're not just going to go into a store and buy sap you know I bought Crystal Reports my last license of it with my engagement with the salesperson was yeah I'm having trouble downloading this link can you help me oh yeah here let me give you another link there you go that's all that was the conversation but marketing did the heavy lifting to get me in the door so really uh really what I'm trying to say here is align marketing strategy and budget with your growth Target and this is the green element here Focus sales and selling if you think your salespeople are going to be marketers you know what hire them as marketers and go hire some salespeople and I argue if you're hiring your salese uh correctly most salespeople really dislike spending the time on the marketing they want to be engaged in Project managing opportunities you know as uh if you got salespeople in the in the audience they put up your hand who wants to be doing marketing no it's always I want to be engaged in the opportunity I want to bring I want to bring in I want to bring in the deal right so understand that there is two roles here and and uh apply you know you're if you're paying a lot of money for some great sales Talent today focus them on selling right uh and if you want to evaluate your marketing Effectiveness we have there's a link here um you can copy it will'll also be at the end of the slide if you're want to evaluate your marketing effective and are you how what's the relationship with your sales and marketing we have a great little survey here that you can take uh uh again it make me back to my first slide you know my I'm not missing my growth targets because uh there's a uh a sales problem well it might be the case that there's a sales marketing Gap problem it isn't that uh I know the slide says it's a marketing problem no it's actually not identifying that you actually have to have marketing uh focusing on marketing activities and sales people s uh uh working on sales activities and there has to be a a line strategy between these two so go ahead take the uh later today or whatever you can take this this uh this uh this survey so I'm coming towards the end here uh something that I'm hopefully communicating that uh growth constrained companies typically have alignment issues so one maybe there's an absence of strategy completely and it's just you know what uh nose down to the groundstone we've got to solve all these customer problems uh uh oh we're now out of out of sales we got to go do something to bring in some more people because our people are sitting on the bench oh we got to lay people off because we're we're not busy anymore so really uh it's there's typically alignment issues on the sales and marketing side of things so you either got the wrong people selling the wrong product with to the wrong audience or one of these combinations and maybe you lack the um M marketing maturity to U utilize your sales expenditures or maybe it's a case that you're you're you're not recognizing the uh the differentiator between what is a marketing activity and what is a sales sales activity so some summary my theories here um Marketing sales strategies vary with sales seniority they vary with the uh um the maturity relationship with the organization it's uh it's a case you have to align your uh you have to build build a product path so you can build U uh a relationship with your clients you've got to align the salese with the right sales model selling the right product at the right time understand that it takes time and you have to invest this time to make salespeople uh successful and you got to provide them not just the support to be successful as salespeople you got to provide them the marketing the marketing support to to to help them succeed you've got to give them fertile soil to grow in so you really I'm uh I'm saying you got to stop wa wasting the valuable sales people's time make sure that they're trained properly to do their jobs and get them out of the low-level marketing tasks and really think about all of the alignment that I've T presented in this presentation so yeah that's that's pretty much the presentation and uh again think about us as well if you need some strategy assistance this is something that we help folks with uh we also have technology to help your marketing team succeed as well as uh we can provide help throughout the entire Revenue funnel evalu evaluation and strategy assessments