The Sales Engagement Podcast
The Sales Engagement Podcast

Episode · 11 months ago

Master the Schedule, Maximize the Revenue w/ Liz Sophia


Look, we’re all busy. Everybody is doing far more now than they’ve ever had to do before. We’re all wearing hats that we likely never intended to wear.

But the truth is, the work still has to get done. Your company still has to bring in revenue, and “I’m not used to doing this thing” isn’t an excuse. Maybe you’ve found yourself with more teams reporting to you. Maybe you’re not quite sure how to integrate all those teams to achieve the most success.

On this episode of the Sales Engagement podcast, we sit down with Liz Sophia. Liz is the VP of Field Marketing at Manhattan Associates, and was kind enough to come on the show and talk all about the schedule.

How does her team organize their week to fire on all cylinders? How do they set up meetings, who is invited to those meetings, and what was the driving force behind including product in their weekly meetings?

For more engaging sales conversations, subscribe to The Sales Engagement Podcast on Apple Podcasts, on Spotify, or on our website.

Welcome to the sales engagement podcast,this podcast is brought to you by outbreach the leading sales engagementplatform, helping companies, sellers and customer success engaged withbuyers and customers in the modern sales era, checkout sales engagementcomfor new episodes, resources and the book on sales, engagement available onAmazon and Barns and noble or wherever books are sold. Now, let's get intotoday's episode, hello and welcome everyone to the sales engagementpodcast. Thank you. Ty hanging out with us today appreciate you letming us yourear drums for the next thirty minutes. We have an excellent discussion, linedup for you and before we do these, we always have a bit of a prepodcast call,and I remember leaving this one quite energized with some of the the ideasthat we talked about so very excited for this one. I am joined by my guestLiz Sofia. Liz Welcome to the show, Hey Scott thanks. So much for having meexcited to have you and so Lisifia is actually the VP of field marketing atManhattan, associates and Lis. I always like to to start there so you're nowpart of this incredible organization. You hold this incredible title: What'sthe Superero origin story, how did you get there? Well, it's got it's an interestingbackground. I actually started out in broadcast new. So when I was in college,I studied communication and worked at several different TV stations andabsolutely loved it. When I was just starting out trying to get a job inbodcast news, you know it's tough to make money as a young news reporter. SoI was a tempt for the vice president of marketing at a technology company, andshe brought me in on a trial basis, and I think she told me I was the worstassistant she'd ever had, but she had a job in media and marketing that shethought I would be a perfect sit for. So I stumbled into marketing and fromthe early days, just had a true true passion for trying to come up withmeaningful memorable messages to connect with people and resinate withour audience so unbenot to me, that was the beginning of my career pivot andI've been in technology marketing for a long time. Yeah! That's so funny! Whenyou know it's almost like that. The universe pushes us in this s certaindirection based on our specific skillset and then it kind of opened itlike. Could you imagine if she never pushed you in thet direction? You couldbe living a totally different life right now. Absolutely, and thank God,you saw something in me at that early age, Tosay, you've got a you know,skill set around media and marketing, and she took a chance on me and youknow, while that was a long time ago, I...

...still remember a lot of thosefundamentals that I apbly each and every day. Yeah, that's incredible, and now itmust be interesting as as a leader kind of coming full circleand you hade to be ability, I'm sure for hundreds of folks to point them ina direction and maybe set them on a career path similar to how she did foryou absolutely. I think that's such a goodpoint to cover, because I've had amazing ment or throughout my entirecareer and people who took a chance on me or had a lot of faith in me andGivin me opportunities that maybe I wasn't quite ready for it. The time,but I try to employ that with the folks that I meanttor and coach and work with,because I just think that you have to give back and invest in others, becauseI think it also helps your own personal brose couldn't agree more, couldn't agreemore all right, so you've had this this incredible journey. You know allthrough technology companies now you're at Manhattan and Associates, and Ithink what struck me when we first talkd them. This is going to be more ofa what's a TAC. Quite a tactical episode. It kind of struck me. Wesomehow got into this idea of what a weekly schedule looks like in what Iwould call a modern revenue machine right. This is just firing on allcylinders and using, I would say, best practices of todayand maybe even pushing the boundaries of what what the best practices mean,maybe leaving the way on some of those. So so, let's, if you'll kind of humorme, let's go through what that that looks like and maybe start by definingkind of the the structure of your team. ITWILL start here with with thestructure and then let's go through like literally Monday, Tuesday,Wednesday Thursday, Friday and and what you you cover and how you get it alldone to be operating like a well oiledsh sure. I'm really excited totalk about this topic, because it's near and dear to my heart, I love Legen,demandjen and and fostering and growing a revenue, marketing team, so the waywe're structured. We actually have three teams under me global operations,which does all the text tack and analytics for everything that we do andthey're the backbone of how we support the organization, quite honestly how werefine what we do and pivot and do things smarter and better. We also havean inside baild team and a programs marketing team. So three teams, theteams at all, highlight today, are really around our inside sale team andour programs marketing team. So the way we kick off our week, wehave a Monday morning pipeline call where sales and marketing get on thephone together first meeting of the day, and we talk about what the sales teamhas in their Q. What meetings are already sait? What meetings would welike to set? How are things moving...

...through the funnel? Do they need anudge from marketing? Do they need a nudge from product? How can we assistthis team and being successful? So Mondays is really our opportunitisfirst thing in the morning to set our course for the week and make sure thateveryone is the line from the start. I think this is a really great way for usto make sure that we get off fast and efficiently and start our week. Thatway, and we do our North America typeline meetings in the morning andthen our South America pipeline meetings in the afternoon just to alignwith schedules throughout the week. We also havesomething called Tha Swat meeting. It's not meant to be strength, sweetnessesopportunities threats. It's meant to be Swat in that. It's a very tacticalapproach where we bring sales, marketing and then product together tomake sure that we are reviewing the messaging reviewing the campaigns andwe're getting speedback from sales is what we're doing win resonating withthe audience that you're talking to. Are you getting the quality of leavethat we are generating and are they moving through the funnel? At the rate?We would want and expect- and additionally are there things going onin the industry where we should think about marketing differently? are theircurrent environmental changes happenings with our competitors, and soit gives us this opportunity to lay everything out on the table and besuper transparent about how we're going to market. Is it the right approach, anis there anything we should consider doing differently so that I want tohone in on that one, because I think part of that was what kind of lightbulb started going off, because I'm extremely lucky I get Stucke to allsorts of interesting people at interesting organizations and andsomething that really stands up. There is this idea of bringing product intothese these conversations you know, I think a lot of companies have sales andmarketing. You know a weekly Standup, get people sort of Aligne. This idea ofgetting getting product in and then also introducing the idea of likemackro trends that are happening in the economy with your competitors, is sounbelievably important to you know, especially now, in the age of Colvidand and everything that Thais happening, it's becoming increasingly more moreimportant. When did you start bringing in product to the mix? was there kindof an inflection point where we like hey? We need to get products into themix. Have you always done this in your career is had a strong relationshipwith the product team and then my follow up question to that is, if I'm aleader and I'm listening to this, how do I go and get product to buy intothese meetings to get more alined? What are like? The first steps there perfect,so you ask two questions. One have we always brought in product so I'lladdress that one first, so I was...

...fortunate to be part of several largemarketing organizations were product was actually a part of the marketingorganization, so I inherently was close to product, but I also had a big partof my career in product marketing, so the value between what marketingtraditional marking has to offer and wing in you know product Road Map,customer feedback in translating what goes into the product into what'smeaningful for r customers and prospects always found a ton of valuethere. To be perfectly honest, it was not a smooth process asking product tocome into some of these meetings initially, and it wasn't a smoothprocess because one product wasn't used to being asked to come into thesemeeting. But honestly marketing had an obligation to provide the value of themeeting back to the product organization and what I mean by that isokay, we're in here every week asking you for help we're asking for input onour campaigns, our programs or message. We have to share back with you theresult of all of our campaigns and programs. So every quarter we host aquarterly business review around all of our programs. What's working? What'snot we, you know to use a Cliche, we open up the Camona and we really lookat all of the offerings that we've done throughout that time frame and we talkabout where we want to reinvect or douvle down going forward. No, while wedo review week to week results in our meetings, the quarterly businessreviews are an opportunity for us to speak back to the larger organization.We invite almost thirty people to those reviews and they're actually open toanyone who wants to come in our overall organization, because we feel like, ifwe're transparent and the results that were collectively producing, then thatmakes people feel like they're more connected to the process by involvingproduct in the crupiation and the the implementation of some of what we do,they're more likely to have a vested interest in the outcome or the successof it yeah. But we hut we had to prove it. Iwon't. I Wont You know there were times where hey would say. Oh, I don't havetime this week, but over time we really fostered those relationships and Ithink, owning the results and just being really honest about you, know,challenges, struggles and curious with questions really brought our gripscloser mm yeah, I mean when: U, when you you hear it back and the way you'reputting it, it makes so much sense, and it's funny that more organizationsaren't aren't doing it this way, but I can also I can hear product teams beingpulled in. I don't want another meaning. We want to sit in your marketingmeeting where you're, just you know, given some presentation, but your ideaof kind of getting them vested and and...

...part of it. I think one of the thingsyou said is this feedback loop of success right. It's like okay, you,this products, change feature whatever happened. We then did this campaignaround it, and then we saw an x amount of success and then, oh, that's, that'scool. That makes our work more meaningful. We want to know that wewant to hear that is huge, and it's funny reminds me of this kind ofsituation. I'm going through right now, where I'm working with some of our ourvcs at out reach and trying to wrangle different relationships and things andthe biggest feetback I got from them- was we're happy to do this all day long,but I want to hear the end result. I want to know what happened with theIntros I made. I want to hear what happen with the relationships, so thatseemingly is kind of what we all want and that's how you can mobilize peoplein a pretty big way is giving finding those ways to provide that feedbatsuccess feedback. I guess yeah, and I think, just to add ontothat you know, is joke that we speak in numbers right. So we don't go intothese meetings and talk about the pretty creative or you know. What wetalk about is typeline contribution to pipeline attribution towards our goals.The impact of you know a marketing qualified lead and it's conversiontowards what we all want in our organizes station, which is a saledaccepted leader internally referred to as our saos. So when we speak innumbers, there's a lot more credibility. That kind of emulate throughout theroom, yeah hundred percent hundred percent, agree yeah, it's about knowingknowing your audience to and almost doing you know the what's the diskprofile of your typical product person. It might be difficult from your youdifferent from your gift, your your marketing team and make sure you'respeaking their language. The numbers are are huge part of that. Okay, thatthat's amazing, so even to make this even more tactical people are like okay,we could. We could Mer some of this stuff who is actually in the room likeright down to like titles on the the pipeline call and then to the the swapmeetings. Is it truly like the whole org on some of these things, so in the Monday pipeline call, I havemy inside sales team, plus one of the vice presidents or North America saleleaders from our SBP sales org plus I have the entire marketing programs team,so we not only have byan from the rep to our frontline doing the call, but wealso have input from someone who's been with a Organization for I think twentyyears. So she knows this industry he's there kind of a R or guard rail. Youknow as leads come in, he knows all of the history and you know large andtheir priv accounts, and he can also... us if we have to craft a specificnarrative for a prospect or some form of outrage. So we've got the sal one ofthe sales leaders we had the inside saled team and the marketing programsTan and then for fun. We have one of our analytic operations for people forfun. We have one of the analytic folks on the phone with us, because we wantto make sure that, as were redoing reporting or if we have any issuesgetting to specific data, he's there to support us, Mvery, very interesting andthen on the the Swat meeting Susa who's on that one. So, on the swap meetings that takeplace later in the week we have TRODUC. Representative sales are inside salesteam. We have programs, and we also have someone from product marketing andalso someone from our analyst relations group, because as we're trying to thinkabout our DOTA market approach, oftentime the the person who managestour inalets relations team will chime in and say well hey, you know, have youthought about leveraging this analyst in this way to help with thisinitiative, so it really provides. You know a full view of how we can go tomarket in the most effective ways and it's niceagain by involving these different groups, so that they feel that they'vegot some ownership in the process m yeah like that, can so can you sharelet's, let's go in a time machine and then go back in time before you hadproduct in the mix. What are some of the and then go to today? Do you haveany wins or any the lift you've seen for people that are like this? Thissounds great, but I need to go. Maybe make a business case inteurnal likesowe're in public companie, so I can't say a a lot, but I can tell you thatthis is the most successful combination of people that and results that I'veseen since I've been there in the last two years. I think it took some doing.We did not have it right right out of the gate. We had to align people inproducts in process together and we had to fail a couple of times before we gotit, but I can tell you that the conversations right now, in fact I hadto call my head of bail not too long ago and say: Please don't accept thislead until the next day, because it was month end and we had already exceeded agoal by quite a bit, and so that was a rare, rare fon conversation for me tohave to do and beg my head Os sal o postpone a bit. Normally it's the otherway. I think hey. Can you accept this and move it along, but yeah at the endof the day? What we're trying to do is build a lot of credibility and trust sthat when we ask people for their time they are more than willing and want tohelp in the success of what we do...

...yeah I like it, I'm I'm sold on thisconcept. I think that this concept, the I hate this term now, but the newnormal, the normal of e, the future. I think every revenue machine willoperate with this and product will get involved. Hey'll, be that successfeedback loop, it will be like teams. Is there anything else in your kind ofweekly schedule that you think is worse worth highlight? Well, it's a little bit of an outlier,but it may resonate with your audience. We also have an internal creativedepartment that acts like an agency. So what we do is we also share resultswith our creative team, because we like for our creative folks to understandtha the outcome of their effort, so we'll have iidiation sessions, woulh,create use and how we can you know, be connect with those audiencees, but thesharing bat of those results. You know, speaking to a specific designer or acopy writer and sying. You know here's what here's what happened when we putyour ad out market, bad and good and again that helps the be more of anagile marketing group where we can pivot. You know, because, if you're allsitting around the table looking at result o something- and you know youcan do better than everyone wants to have some say in making it better yeah. Absolutely, I think that's one ofmy think. Big Takeaways from this conversation is really thinking through all of the different roles we have andhow can we create more of a successlop? How can we tie our wins into what whatthey're doing- and you know we all try and try and do that, but they're sounbelievably important to do all right Lis. This has been a really enjoyableconversation and I always like to wrap up with this same question, becausepeople are super busy and who knows where they're listening to this, thatcan be at the gym. They could be making dinner their kid could be practicingtheir trumpet who knows and yeah, and they can't remembereverything they can only observe so much information. So if people justremember you know, let's say three takeaways from this conversation we'vehad today. What would you like those to be so? First and formof know your numbers.You know our marketers are gold with a comp plan that aligns to pipeline andtheir contribution. So one and most important know your numbers so that youcan work towards those to marketing, doesn't hold the key to all the answers,but that alignment with Fales and product makes for a really intelligentmarketing group and also makes for really intelligent use of fend andresources, so aber to marking doesn't hold the tea to all the answers, but wedo act as that glue. The alignment was bales and product to make for reallyintelligent decision and three transparency. We share numbersinternally, so that folks know the...

...outcomes of their theirtheir input withus, and I think, by sharing our numbers, good, bad and different. It makes for amuch tighter organization and an ultimately better result. M, I love itknow your numbers marketing can act as the glue, especially when you get talesand product involved and transparency across the organization, so people cansee their their efforts and what those are kind of transpiring into this.Those are pure goal. Thank you so much for your time. I know you got a lotgoing on, so we really do appreciate it and to all our listeners. Thank you. Somuch for hanging out with US hop. You have a fantastic day and we'll see younext set. This was another episode of the salesengagement, podcast join us at sales, engagementcom for new episodes,resources and the book on sales. Engagement now available on Amazon,Barns and noble or wherever books are sold to get the most out of your salesengagement strategy, make sure to check out outrage. The leading salesengagement platform to you on the next episode.

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