The Sales Engagement Podcast
The Sales Engagement Podcast

Episode · 1 week ago

Modern Sales Technology: An Analyst’s View


What are the qualities of revenue innovators? And are you one?

Revenue innovators are a new class of leaders who prioritize the most innovative sales technologies and make business decisions based on data rather than intuition. They can be any member of a revenue team who thinks strategically about applying technology in innovative ways.

In this episode, Mark Kosoglow , VP of Sales at Outreach, interviews Dr. Mary Shea, Global Innovation Evangelist at Outreach , about her most recent publication focusing on innovation in modern sales technology.

Join us as we discuss:

  • Mary’s evolution as an analyst (and her latest projects)
  • A 15-point evaluation of the modern sales or revenue leader
  • How revenue innovators apply technology
  • Creating a culture or environment that supports innovation

Check out these resources we mentioned during the podcast:

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

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Welcome to the sales engagement, apodcast, this podcast is brought you by outreach, the leading sales engagementplatform and they just launched out reach on our reach. The place to learnhow out reach well does not reach learn how the team follows up with every leadin record time after virtual events and turns them into revenue. You can alsosee how out rewins account based plays, manages reps and so much more usingtheir own sales engagement platform. Everything is backed by data pulledfrom out reach processes and customer base when you're done you'll be able todo it as good as they do had the outreached on io on out reach to seewhat they have going on. Now, let's get into the day's episode everyone. It's Mark Castago, I've, thehad a sales at out reach. It's been a long time since I've been on the salesengage Bot podcast, but they pulled me out of retirement for vomens occasion.I have with me Mary Shay Mary say why? Don't you introduce yourself real,quick, hey mark how everyone is great to be here. My name is Mary or Mary Chein one syllable, as people like to say, I'm the Global Innovation Evangelisthere at out reach and so happy to be a guest on your show Mark Yeah. So it wasfunny our cro and a bar came to me is like mark. I had this crazy idea. Iwant to hire the analyst that did our forester way, the analyst that has kindof been at the forefront of what modern sells technology in the modern salestext tact is she's, helped to find that for the industry she went out and shedid it. Mary came aboard and I've been so excited ever since to hear I helpMary talks about it. Mary you've just created a point of view on our categoryof our industry. Why don't you tell everybody a little bit about that yeah?So thanks so much mark, and it's been six months that I've been at out reach,but naturally I've been following the company for many many years as ananalyst on the outside at Forester and really I spent the last six monthstalking to executives across the business. Many many different folksacross the business to understand how they're thinking about the category. Icontinue to speak with my analyst friends, customers of out reach andothers that I've valued their opinion in the market place, and I started topull together my thoughts for where I think our category is going. Asprobably most of your listeners know, there's massive convergence, that'shappening in the sales technology marketplace, and this piece of researchreally builds on to the sales tech tide that I was the lead Oser on in earlytwo thousand and twenty one, where we looked at all of the I guess, primarilythe fifteen major sales tech categories and to find them and talked about wherewe saw things going collectively with my forester colleagues and then, as Icame to outreach and really started to learn more about the company from theinside out so to speak. This is really my view of what's going on themarketplace where outreach is going and... this new class of leaders that I'mcalling revenue innovators is emerging in the midst of all of this chaos, aswe hope to ramp off of the pandemic, but find ourselves in another face ofit, yeah well, Mary. You know, I think you could have done something like thisat forester, but you did it at outreach. What about your situation now helps youdo this even better and provide like a deeper insight than you would have beenable to in the past yeah it's interesting. I mean an annalsat forester is one of the best jobs in the world, but you know after doingthat, for six years I was ready to tackle on and a new challenge, and Ithink the you know the amount of intellectualfreedom and space that Anna in an manny or CEO have given me and provided me inthe platform that the company has provided to me, is almost bigger andbroader than what I had at forester. And so I have less pressure of thoseday to day hour to hour, deadlines and transactional interactions that I usedto have with clients and more time to conduct research and think more deeplyabout some of these topics without the constraints of a lot of differentthings that I had to do day today as an analyst, and so it was great. I tookseveral months to really work on this and I think the time and theconversations that I had with people and the ability to really just envisionwhat this future is going to look like for us voted really well for the paperand I'm really proud of what we've come up with. So you know when we spend timethinking about something for a long time, and then we are forced to writeit out. There's something magical that happens like we give a revelation,there's an Auhaes that we just never would have gotten without that process,like what's your biggest problem with this a most surprising thing that youwalked away from in that process yeah I mean I think I mean this isn't necessarilyextraordinarily surprising, but it was something that I found to be reallymotivating and positive and, as I thought about all of the challengesthat individuals have that companies have and globally that we're having asa result of everything that's going on, I found that simultaneously with thosechallenges. There's this Juxta position of innovation, that's happening. Thatis more exciting than anything that I've seen in my lifetime. You knowwhether that's the maturation of machine learning, a n Ai, to reallystart to provide business leaders like yourself, with lots of differentoptions for decision making, whether it's the automation, that's takingsales people out of you, know the data entry game, or I just read this theother day. There's this new vehicle, that's designed to fly over the waterfrom Boston to, I think it's New York or Washington, and it hovers right overthe water. It is completely sustainable...

...from an energy standpoint, it's fasterthan the Issell and there's no traffic, and so you know when you think about everything, that's happening and allthe challenges that we have from climate change to social and rest tolabor shortage to inflation. To I didn't check the stock market today,but I know yesterday was a bad day, but then there's just so much that'shappening, that's incredibly exciting! So that's the part that I'm taking awayfrom all of this is that, yes, we have challenges, but we have tremendoustremendous opportunities ahead of ourselves. Yeah, that's one of thebeautiful things about out reaches our culture is very positive. It's veryhopeful. It's like looking for the best and things and that's how we do uncoverthese different pockets of innovation, and I think the very innovationrequires processing. It requires understanding to really becomeimpactful, as you talk to all these business leaders in all these yearsthat you've been at forester and it out reach him even previously are the bestprocessors thinking about this innovation like what is like thethought that is getting going to get them ahead of people that aren'tthinking that way. Yeah. That's such a good question and it kind of reminds meof the the conversation I had with Guy Ras and we invited guy to speak withsome of her clients, and I was fortunate enough to be part of thatconversation. He was talking about innovation and spinning his brand and podcast out of NPR back inthe day and the type of innovation that it takes to build companies and whatentrepreneurs need. You know, I think it's there needs to be an atmosphere whereinnovation can strive right mark and I start to when I think about our reach.I I go back to some of the cultural dynamics that I think are so wonderful,where you have people like many and Anna who are are taking vacations, whoare telling people are about their vacations, who are encouraging peopleto take their days off where we have the refresh days and right now here I'mon the tip of Cape Cod in great white shark territory, as you know, and I'mdoing a work cation and I'm working, you know as hard as I ever do, but I'mtaking a ten mile bike ride every day in the sand, dunes and so being at a place where there's anencouragement for your physical mental intellectual health, I think is thefirst start to creating a really innovative environment and then, ofcourse, there needs to be processes and in collaboration and guard rails andthings of that nature. That will help accelerate. But I think, having theculture that we have it out. Reach is a really wonderful start and I'm feelingactually more creative professionally than I have in my entire life yeahthere's something that happens when you're in the right environment thatcertain synapses in the brain that have been dormant to wake up and they startfiring, and you start having these unbelievable thoughts when you'relooking at like these different areas,...

I think the sales had have fifteenareas of sales technologies that right exactly yep yeah is you're looking atprocess. What is the like? That's a lot for a sales or a revenue leader tothink about fifteen different areas where I can apply. Technology like itsounds like a sounds like a mess like Howard. We are you guiding people tothink about those fifteen areas and how they work together, yeah, and so thosefifteen areas were just fifteen areas that we chose to focus on. If you lookat the overall sales tax, sackur going to see hundreds or even thousands ofpoint solutions out there, so it's extraordinarily confusing for businessleaders to make sense of all of this, and you know some of the biggest trendsthat we uncovered. That I think are continuing to move pretty quickly isthe consolidation and the movement away from this mash up of point solutions. Ithink it made a ton of sense back in you know two thousand and fifteen twothousand and sixteen when the innovation on the sales text died wasreally just starting to bubble up. But now we've got some more maturecompanies. We've got a number of UNICORNS out there. We've got companiesthat are reaching tremendous milestones. The technology is maturing and at theend of the day, sells technology buyers. Tell me tell us, you know we don't wantto have a hundred different APPS. We want to make a bet on. You know acouple of different providers that have this vision for the future and that aregoing to work with us and continue to innovate from a product perspective, tocreate a platform where every member of the revenue team can get value can workeffectively that have work flows that match how how they go to market on adaily basis and ultimately that can extract all of that rich data back upinto the platform in the system, so that we can provide continuous insights. SoI think we are moving away from more to less and companies really kind ofpicking and choosing those those platform providers, and naturally Ithink that outreach is really leading the charge, at least in the engagementin intelligent space, and I think that you coin to term that, like you tointroduce on this podcast, you have a podcast about it and I'd like you todefine what that term means to you and why it's so important in the in youknow, say: alls and and revenue. Okay. What term are we talking about?Is it? Is it in door number one door number two or door number three, Ithink you're you've coined I've, never heard someone say revenue, innovators.Before I heard you say it, and I think that when I point that term you havesome definition behind it: you're creating podcast and a content aroundit yeah. I tried to spur people on to something so help me help us understandthat yeah. So I came up with a term revenue, innovators and actually it waspart of a pretty collaborative process with a number of different folks internally,as we talk through a bunch of these different ideas, and so this concept ofinnovation just kept rising to the top...

...of my mind, and we really started to think about thisnew term, which is revenue, innovators, and I really call this a new cohort ora new class of leaders that put spires at the center of their strategies thatarms themselves and their sellers with the most innovative sales technologiesthat over indexes on data, rather than intuition, to inform their businessdecisions. And so you know, I know you and I talk a lot about data and therole that data plays in your first line and second line sales managers lives.But these are the kinds of things that I was thinking about, how much the roleof a sales later revene new leader has really changed back from the day thatthat that I was one to today, where you really need different attributes anddifferent skills, and my conversations with you mark and alsowith Anna and a number of other folks, actually spurred a lot of thiscreativity around what I think this new revenue innovator looks like, and youknow you can be a revenue innovator. Who is the top sales officer at thecompany? You can be a manager or you can be a rep and I've gone down toreally define six core features or attributes that each of these leaders,managers and reps need to have in order to be successful in this modern, modernTelian by buying environment that we find ourselves in yeah. I think that'sone of the concepts that I love most about revenue. Innovators was it's notjust a sales leader, it's not just the cro that can innovate. The rap caninnovate all the way down to their their level like what? What are youthinking of as some of the advantages that revenue innovators have overpeople that are kind of stuck in the old way? Yeah I mean, I think the the reality is the world is shiftingand it has been shifting for a while mark before the pandemic it and then,when the pandemic hit. It really hastened a lot of the trends that wesaw around digital transformation, digital sales transformation, and so you know you have to move with with theworld, and I spent a lot of time speaking at saleskick offs and talking to sales leaders that have been in their roles for manymany years and reps and people who don't want to change it do want tochange in the reality is if you want to be relevant and instrumental andimpactful in this business, world you're going to have to evolve andrefine your skills to make sense for how buyers want to buy and buyers havebeen trained by their experiences in and interacting with our favoritemarket places, Amazon and others right. So you know instantaneous access toinformation, personalize advertisements, pricing, transparency, what have youand so they're expecting that in the business world, and I really think sales leaders, managersand reps need to take a hard look at their skill set and continue to evolveand develop so thatt. They can be...

...highly successful not only today, butfive and ten years from today. If that's what they choose to do. We'regoing to have you read the paper at the end of this podcast before somebodylistens to that. What is something that you want them to walk away with afterlistening to you read this this Pov yeah. I really want them to be inspired.I mean we are at the center of some amazing activity as business models,selling strategies and methods, and everything is changing, and so I wouldlike anyone who reads this paper to be inspired and to try to learn one newthing a day: do something differently to experiment, to challenge themselvesto be the best they possibly can be in the role that they have. I love that, and so well have you readthe paper in a second here? I just want to wind up by asking you this is. Thisis kind of your first thing that you've done. I know because we talk all thetime you got some other stuff come in. That's really excited that you'rereally excited about. Why don't you preview just a little bit about some ofthe stuff that you have come in after this pian yeah thanks mark, so I've gota couple of blogs that are coming up. One is titled Reflections of ReluctantRoad Warrior, so I crowd sourced a bunch of information from all of myfavorite road warriors out there, as well as my own experience of going backand forth to Seattle from Portland Maine over the last several months andprovide some advice and guidance for folks who are getting back out tobusiness travel, so that should be fun. We've got a couple of other things thatare in the works and I've just gotten back. Some amazing data that we partnerwith forester on that really looks at what are be to be sales leaders acrossNorth America and the UK thinking about worried about how do they feel abouttheir own skill sets their manager, skill sets and their reps. what kind oftechnologies are they relying on? Where do they feel gaps and what's impactingtheir go to market strategy? So I'm right now, I'm analyzing that data andI'll be publishing a lot of stuff based on that data and also just got somepositive feedback from Harvard Business Review that they're interested in apiece from from US mark. So I can't make any promises, but we're hopeful,hopefully we'll have a nice published piece in HB, which has been somethingof a personal professional gal of mind for some time awesome. I just want myname in it. One time please! No, we can we got a cot. We got to do it byline together mark. I have an idea for us. Awesome well marry people that wantto follow you, people that want access to how you're thinking about things,your research, your analysis on research like where can they catch upwith you? How can they find that yeah, so I'm very visible and available onLinkedin? I'm also used twitter and people can catch me at at my outreach,start io email and I'm publishing on a regular basis. So I also go to theoutreach show website to see more of my...

...stuff. Well, thanks, Mary and listen. Ijust want to frame this up Mary spent weeks in her lap thinkingabout this, using a breadth of conversation that few people in theworld get access to she's, uniquely qualified, to write a point of view,pace of what's happening with revenue and technology and the impact that it'sgoing to have on commerce in general, and so I'd encourage you stick aroundput it on two acts. If you only got ten minutes per it's about a twenty minute,thirty minute read right all together, I probably a little bit short undertwenty under twenty. So it's a great way to just get your brain moving andto be inspired, as Mary said, to think about what the future is, whatinnovation you can bring and to feel energized about where we're going as anindustry. So thanks so much very shape for dog that, thanks for reading thatpaper, I help youse to ground and listen to it. Everybody will see younext time on the sales engagement podcast thanks mark thanks. Everyoneoutreach Mary's engagement and intelligence to transform its category point of view, article written by me,Mary Chay and red by me, Mary Chay, Global Innovation, evangelist at outreach, CR M's singularity fades as newtechnologies mature for almost a decade after sales force's. I P, O the salestechnology landscape remained largely unchanged as most companies viewedcustomer relationship, management or C R M, as we call it as the only criticaltechnology solution for the sales organization. But Sir M was never designed forsellers in its earliest siteration CR M was intended to help companiesaccelerate in voicing. Then it was utlised to manage day to day selleractivity and eventually it became a pipeline management and forecastingtool. Cram's user interfaces and work flowswere never tuned to how sellers do their jobs and, as such a they neverembraced it. Over the years. Lack of cellar adoption has caused significantinformation gaps and data and accuracies and serum systems leading todisjointed customer experiences and inability to drive insights and pour avisibility into pipe lines and forecasts. Many barriers stand in the way of Sirm's success. According to Gardner, data, quality poses major challenges toimproving commercial performance, while forester identifies the top threechallenges. C R M professionals face as creating a single view of customer data,providing customer insights in managing data quality in two thousand andfifteen, with marketings one to many digital transformation. Well under way,new calls technologies with a scalable one to one focus began to emerge and toattract investor and analyst attention. Companies with NACE and engagementcapabilities such as towd APP and yes, where, as well as early enablementplayers like seismic and high spot, all...

...raised sizable rounds of capital in mid two thousand and fifteen. When Ijoined forester, the sales technology market place was just taking off, andsome of the world's largest bee to bee brands began to digitally transformtheir selling organizations to day. Hundreds of point solutions make up afragmented sales technology market place, while leading providers extendcapabilities and land multi billion dollar valuations. Although Seram is still an importantcomponent of the sales texta sellers now work from other more relevantlayers such as sale's engagement, email and linked in while sales leadersturned to revenue, intelligence and operation solutions to better meettheir strategic and execution needs in a two thousand and twenty survey ofsales technology buyers. Sixty eight per cent said the value they perceivedfrom their sales engagement solutions was high or very high. While sir M has been a necessary systemof record for most organizations, it never fully delivered on its promise,as it doesn't enable or enhance critical processes for marketing salesand post sale. Personnel as new or adjacent sales technologies,mature and consolidate into over platforms expect CR M to play a lesseror different role. In the modern sales technology stack challenges abound as businesses facethe next normal as we move into the next phase of the pandemic life. As weknow, it won't return to the way it was global. Supply chains are stressed,labor shortages are rampant and higher inflation rates are on the horizon. Economic realities, combined withdemographic shifts, political and rest and unprecedented technologicalinnovation. All point to a near term client that will be both unpredictableand transformative, business models, sale strategies,buying motions and even the broader sales technology market place are allin flux, whether it's keeping up with rapidlyevolving buyers, leading a multi generational sales force or becomingmore data literate to day's revenue leaders face a myriad of challenges ina recent forester study. Fifty four per cent of sales leaders said theuncertain economic environment would most heavily influence their go tomarket strategies. Well, thirty, eight per cent said it was changing by ourrequirements, while near term chillenses abound.Revenue leaders must also prepare their organizations for the selling models ofthe future. Gartner predicts that by two thousand and twenty five sixty percent to be to be sales organizations will transform from experience andintuition base selling to data driven selling merging their selves processes.Sales applications sells data and sales analytics into a single operationalpractice, and, if that's not enough, forty twopercent of companies that sell to other...

...businesses now operate with fewercalves personnel than prior to the pandemic, while bea to be revenue,leaders claim to create biocentric strategies is not yet working. Theperception gap between sellers and buyers is wide, as sixty five percentof cellars say they always put the buyer first, while only twenty threeper cent a buyer's agree. Changing demographics also impact the buyingprocess. Millennial. Buyer jar task was just researching suppliers. Thesedigital natives now are key influencers in economic decision makers in the United States. Forty eightpercent of millennial say they make be to be purchased decisions, in additionto their proclivity for digital interactions. This cohort values asuppliers, corporate culture in position on social issues of the day,changing dynamics create new challenges for beateree sellers managers andleaders according to foresters, two thousand and twenty one be to be buyingstudy. The number of interactions needed to close a deal went fromseventeen in two thousand and nineteen to twenty seven in two thousand andtwenty. The thousand and Nineteen Gardenerbuyer survey revealed that an average of eleven individual stake holders areinvolved in be to be purchases to day and that number can occasionally flexup to nearly twenty depleting on the complexity of the purchase with the reduction of airline routes.The efficiency gains from virtual selling and the emergence of hybridwork models be to be sellers need to refine their digital virtual andanalogue interaction skills to succeed in hyper hybrid formats, sales managers,who have one of the toughest jobs in the revenue organizations, must stretchtoo, with fewer ride. alongs and post meeting to briefs At starbruck managersneed to increase their data and analytic skills. Managers need to needtools to optimize and scale their coaching practices and even though manyorganizations struggle with data quality issues, revenue leaders are nowexpected to over index on data to inform their decision making a new cohort of revenue. Innovatorsemerges, there's no question the last year and ahalf has been and continues to be challenging, but the pandemic hashastened not halted. Progress according to Gardner. Sixty nine per cent ofboard of directors accelerated their digital business initiative followingthe Covin nineteen destruction. It's within this back drop that a new classof leaders as submerging. We call these transformational leaders, managers andReps Revenue Innovators. This new cohort puts fires at the center oftheir strategies, arms themselves and their sellars with the most innovativesales technologies and over indexes on data rather than intuition, to informtheir business decisions. Revenue, innovator leaders, deliverpredictable, efficient growth, have... a data literacy and procureinnovative sales technologies for their organizations. The revenue innovator sales managerdelivers predictable cross team production champions, their teams,career development and mental fitness and injust data to inform theircoaching in other actions and the revenue innovator. Rep is a predictableproducer who embraces hybrid methods and leans into collaboration revenue.Innovators need a platform, not a point solution. Mash up revenue. Innovatorscannot achieve maximum performance if they use inconsistent processes andlever to slew of different APPS each with their own data and user experience.To build pipe line, manage opportunities and closed deals to day's, predominantly millennialsales force wants to be seen herded and involved. They expect to have access totop to our digital tools and they strive to make data driven decisions. Unfortunately, these modern reps andmanagers get bogged down by SILOA sales up applications that force them to actas their own data and systems integrator to piece together a pictureof what's happening in their pipe line, and many of these folks don't viewserum as fundamental to helping them do their jobs. As technologically aware chiefexecutives and boards demand more profitable growth, digital natives makeup half of the global workforce and global and social uncertainty prevailrevenue. Innovators will rise up and embrace more sophisticated strategies. Instead of relying exclusively on quotacarrying reps to drive top line growth, they must weave together the right mixof technology, investments, talent, profiles and enablement programs tocost effectually boost re productivity. They must hire and retain a sales forcethat reflects their customers in society at large, and they must beprepared to communicate with empathy collectively and individually, withstaff impacted by the latest pandemic. Indus Challenge, as well as globalsocial or political issues. Currently, the average Rep spends onlytwenty three percent of their time on core direct selling activitiesaccording to forester in the future, maximizing productivity for all typesof sellers will differentiate organizations to engage efficiently andeffectively. All members of the revenue team need access to a platform thatautomates interactions across phone virtual meanings, email and textsacross the entire customer life cycle as time consuming administrative tasksare rooted out and automated reps will spend their time on higher valueactivities such as deepening and extending relationships, deliveringinsights and negotiating in closing deals. Revenue innovator sales managersmust evolve their skills to become more data, literate and technology savvy,but according to Gardner front line and overlay cellars along with front andsecond line managers are rated as...

...having the lowest sales dataproficiency, despite their focus on sales data and selar activity with highbrid work environments. The norm managers need the ability to coach repsin digital virtual, an analogue settings. They need easy to consumedata and he analects to help them quickly understand what activitiesmessaging and channels drive the best results, so they can guide their repson how to continuously improve their interactions in business outcomes forrevenue, innovator leaders to deliver predictable, efficient growth. NewSellers must rap faster tenar. Sellers must take on larger territories andboth must deliver exceptional buyer experiences. Self directed anddigitally activated buyers leave sellers with less time to influence,buying decisions, larger distributed, buying committees, O long ate dealcycles and sellers need different skills to hit their marks in virtual orhybrid meaning formats. Modern buying and selling scenariosrequire modern solutions to day. All members of the revenue team need asingle platform to manage their unique work. Clothes gain, actionable insightsand navigate an increasingly complex buying process. The outreachedengagements intelligence platform provides all of that. AUTOMATION TAKESCARE OF MUNDANE TASKS, artificial intelligence surfaces, options andusers apply their own emotional intelligence to shape their market,facing interactions, engagement and intelligence enablepredictable, efficient growth. All revenue leaders strive to deliverpredictable, efficient revenue growth, but even those with strong quantitativeskills struggle if they don't have access to the right data and analytics too many sales organizations, take asilo approach to pipe line generation, Opportunity, management and forecasting.Unfortunately, this unintentionally severs a continuous revenue cycle,resulting an incomplete visibility into the pipe lane enforces. Leaders tocontend with streams of disparate information often pulled togethermanually and reviewed in offline formats. With this approach, as soon asthe date is collected, it's out of date, guesswork using limited data resultsand forecast in accuracies and an inability to take corrective actions toimprove outcomes. Human error and inconsistency earsacross individuals and teams further confound the problem to account for inaccurate data andaddress the lack of human objectivity throughout the process. Revenue leadershave had to overlay their home grown algorithms and intuitions on top oftheir models. In an August, two thousand and twenty one commissionstudy conducted by forester on behalf of out reach, almost one third of be tobe sales layers, said their forecasts were derived by selecting key deals andadding in quantitative analysis to arrive at their final number. Thestatic and unscientific approach makes it impossible to dynamically andaccurately manage the business as well. Directed human intuition is stillimportant. It's now time for all...

...members of the revenue team to approachtheir roles in daily activities, with a more scientific bent. Reps and managersneed analytics and easy to consume dashboards that help them assimilatedata, identify patterns and Take Action, revenue operations, practitioners needability to drive, measure and report and results at every level of theorganization, and Revenue Leaders need three hundred sixty degree. Visibilityto optimize decision making in deliver accurate forecasts, as data driven approaches to managingrevenue, generating activities and processes have become the norm, be tobe organizations that lack a centralized engagement, intelligentplatform, one that provides data in the insights across the entire revenuecycle, including activities opportunities accounts and pipelines,will be as significant competitive disadvantage. The myriad of responsibilities anddecisions top revenue officers space on any given day is daunting, but with acentralized engagements and intelligence platform, the job iseasier. The outreached platform makes revenueinnovators more efficient by continuously inspecting the revenuesystem to show teams, what's not working in their processes and to guidethem to take actions in real time to fix it out. Reach helps revenue, innovators,drive growth by instrumenting, the revenue cycle and using telemetry toproactively guide teams to maximize growth, revenue. Innovators, who useout reach the increased growth and predictability in their business andevolve their forecast process from predicting the future to changing thefuture by evaluating and executing on recommended actions in climate were uncontrollable,external events, an ongoing market volatility or the norm rather than theexception. Robust pipeline management deal optimization and accurateforecasting are more critical than ever. This was another episode of the SalesEngagement podcast to help this get in front of more eyes and ears. Pleaseleave us a shining five star review join us at sales, engagement, com fornew episodes, resources and the book on sales engagement to get the most out ofyour sales engagement strategy, make sure to check out out reached Lio. Theleading sales engagement platform see you on the next episode a.

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