Well, welcome to another live show. I'm Nigel Maine. Thanks for joining me. So, I mean, I'm I'm really I really, really mean that I'm. If you probably have an idea, it takes a bit of time to set this stuff up and and get it all together. And when you deliver it, you know my, my, my week finishes on Thursday after I've done this, it's like half finished.

And then we have a day in the weekend and then start building up for that for the next show to prepare and so on. So when people join and they watch this and we know who's seeing and how many people are viewing this not just on the day but afterwards as well, it is a real buzz. And I was I was told about this earlier today that it's it's such a big deal in doing this type of thing because our our job, our role was salespeople and people who run a company.

And it doesn't matter who. The point is that you you must be in a position to tell your story. The more people you tell your story to, the more you will sell. That's a fact. Is being Dale Carnegie set that back in back in the day how to win friends and influence people. And that's that's the point of this.

Yeah there's there's there's stories and I'm going to talk about, you know, recruitment stuff like that. But but it's it really is about how this technology is spectacular because it's so accessible and it enables you, me, us in business to communicate our story to a staggering audience and it's not mainstream for B2B. That's that's the that's the great thing about this.

So what I'm going to do, you know, we we talk to you know, you've seen the title and it was it was to go on to on to hear the the the title. And in what we're doing is is to do with recruitment for for within B2B and I'm saying is broken and there are people that are earning their money within the recruitment industry going down what we talked about.

But you're not the focus of this conversation. It's the B2B owners that are the focus of this conversation. And what I'm communicating today. One of the things about these streams is that they are directed at CEOs and the the previous ones I've done relate to investment investors, people, people you're looking at that the earlier part of that process or problem in terms of generating and getting hold of investment, looking at correlation difference between estimation and enterprise, looking what CEOs have been not forced to do.

But but do I kind of driven to do and what influences them in doing those things? And then you've got technology, which you talked about last week and the influence that technology has on businesses. And ultimately today we know about how the people in recruitment affect them. But the the whole point of this is that if I was to say, well, I've got a new way of doing things by this bit of software, you would switch off.

I'm saying overall, the whole thing about sales exchange and scale up is that the mechanism within B2B doesn't work and we've got a solution. But before you actually agree with or would engage with any kind of solution, you need to see what's happening, what's going on. And that's that's the point of these are these these these these live shows which are as long as I'm able and as long as I think I've got something to say, I'll keep doing every Thursday at 11:00 am.

I mean, just to change my screen up here so I can see I can read and put my glasses on every time, basically I'm saying I'm making an assumption. Every business wants to scale up. They want to do more business. They want to they want to increase their income and so on. But I say as a as a synopsis that businesses are being destroyed from within, being damaged from within or destroyed, whatever, through B-to-B digital marketing.

And the solution is remove the B2B digital marketing element and automation. And in the process of doing so, understand the difference between B2B to B to C, I'm not being flippant, but it is critical that businesses understand that they have been sold a process that was intended for consumers, not businesses, really, really, really important. And this is process.

You know what we're talking about. Everybody wants more. That's how it's always been. And I was thinking one or two. So I'm just I'm working out what I'm going to do and how I'm going to present this and communicate it. And I'm going to everyone wants more, more, more, more. And I've got this this seventies tune got in the back of my head.

So I thought I'll put it on a bit bit of levity because it's a serious subject. You know, people want more sales, people want more income, but to get that to increase their income, it is generally accepted that more sales means more people. You need more people. We've we've, we've flogged it to death. The whole thing about, you know, work smarter, not harder.

Yeah, more sales, more people, more people, more sales, job done as part of that process is you look at marketing and you go, Well, you need more advertising and you need more sass and you need more marketers. So the bottom line is more people constantly, constantly more people and you know, yeah, you've got people that give you the big one about improving systems and so on, but it's all about the people and people.

All of our best at our best asset is our people. Yeah, yeah, we've all heard that, don't you? The figures you find. And so because it's all about the people, there are three elements to this and we're going to talk about four in total because we've got the solution at the end. But, but you've got sales people, you've got marketing people.

And in order for them to appear, you've got that recruitment process. And so you look at the internal process, you start off with. So we look, we start with salespeople so we can look at how how we go about recruiting salespeople, then how we go about recruiting marketing people, and then look at how that interaction happens with talent acquisition recruitment, and then what our solution is overall at the end of it.

So you need a salesperson and you want to increase your sales team anyway. It doesn't matter where, so you understand you want more. So you've got a job description done, which is the one you use before and you send that job description out, give it to you till acquisition. If they're internal and the process happens, CV comes back, you assess the CV, take them on caveat emptor, buyer beware, because you don't know whether they're going to be able to do what you want them to do when they do it.

You can't to ask, Well, why? Why you leaving it open? Part of the process? You go, Well, we're not get any leads now. It's not many prospects left in the company is not really going where I want it to go. The demands that are being made on us are outlandish because we're not. The business wasn't happening and we've got all these problems and we're being told now to go back to doing telesales big, big issue and to kind of a summary is marketing is sabotaging my future.

I won't read every single one of them out, but marketing, blaming salespeople for performance marketing or KPIs, Happy Days. But salespeople are not getting the leads every salesperson, every sales sales team complains in B2B. Be be clear about where's the list, where's the leads? And that's you can't get over that hurdle. You must see the people, you must communicate to the people.

Reverting to cold calls, marketing, controlling, first contact and Beadle's talk is going up exponentially, particularly marketing, saying, well, nothing more we can do. We've done everything sales people's fault. That's why we're not doing the business. And I would put it and say, well, marketing or controlling the financial security, the salespeople, that's enough for any salesperson to want to leave.

So there's lots of reasons why they won't want to leave. But the the critical bit is not just for where they came from, but for your organization. What's happening with this? Yeah. How many interested prospects are your salespeople actually speaking to and and having a doing something with them? How long is the conversation for? And I put that up there because I've spoken to bidders who were absolutely bouncing because they spoke to someone for a minute.

How many initial Zoom calls that they do it for teams or whatever, but how many are actually happening every week seeing the whites of the prospects eyes critical and how many presentation demonstration and deals are actually coming in every every week from everybody because it's all so number, isn't it? So if if, if it's a struggle to answer all of these, there's a reason I'll just I'll just make a point here.

This picture was my effort within I to come up with kind of court intrigue, backbiting and slander and all that, all that kind of stuff, because salespeople can prove their performance. Because you say, Right, well, gives you information, gives you payslips, gives you your rewards. Let's have a look. Easy. But after their decades of experience have been reduced to back to telesales because they're not getting the leads and they're being maligned by marketing.

We've never sold ever done better. So on is critical. This the last two bullets, the critical, critical critical bias hate filling out forms they want to self serve. And you and I as buyers, as owners, we will define an ROI before we do anything but this. This has been a fact going back to 2012, 2013, 2014, when this research first came out and coupled with all of the how this information, the quality and type and availability of content is so poor that when people look at websites and look at information and content, they go on or say, I can't be bothered to see.

So I want to see a salesperson. So it's like a double whammy because the leads are not there, but the content is not good enough. It's all scant blog type information and we've talked about that in previous livestreams which are recorded. You can go back and look at them, I said. The quality and depth of the content is not there.

So people can then say not interested. So then we move on to marketing. So you want to replace a marketer and this people are kind of stunned by this. The average tenure of a marketer, CMO, senior marketer is between nine and 18 months. Yeah. And you know, you've heard of Seth Godin, marketing person, I'd already written it and he'd said it on a on a, on a show that, that it was the same in the UK as it was in the US that marketers would join a business and only last about 18 months before they moved on and so on.

Why is that? Why It takes three months. They come that you take them on board three months to get their feet under the desk, come up with a plan, 12 months to execute it, three months to find a job. They go, it's on the Internet, it's on recruitment websites, it's everywhere. Typical average tenure, nearly ten years or so.

So we know. And so if you're thinking of getting another CMO, think of that. But think of this process first as absolutely critical. And so then you go, okay, well, what we're going to do is we're going to create a job description. And we probably had a bit here and there to it, but we used the one we had last time.

And yes, this is a little bit a little only a little bit tongue in cheek, because you're the CEO, you're the business owner. Okay. This I'm making this assumption so that you see, you know, the owner. You won't have looked at many job descriptions for CMO's. I've looked at loads of it's laughable. Let me just run through for this for the sake of the people listen to us on podcasts because we I take this you might know somebody know ready after I've recorded this thing goes to podcast and by the way I shall just show you this for the you what we've got here, I've got some new sound panels and if you think that

the sound has changed in here, it sounds a bit better. I think I can I can hear it sounds a bit better. That's fine. And that's because we do not where I'm looking at all of these can go to camera. See, I've got another camera here. That's why we were able to lift this really, really easily and put it onto our podcast.

Look at the right camera. Look, we can we can put that onto our podcast and that's part and parcel, part and parcel of the process here. So anyway, back to the back to the show. So you want to superstar I've seen this. Yeah. You want someone that's taken a company from 1 million annual recurring revenue to 1020 5000 managers an army of people knows every digital strategy and tactic on the book in the books, on the books in the book now is demand gen login, BPM pay per click, reverse IP look up and every single social media strategy you can think of and you want proof of that.

Tell me about it. And they've got to be astute. They've got to be competent public speakers. They've got no PR and comms, separate marketing. Yeah, they've got to know how to matter, how to get to how public relations get in front of the cameras. You want them to know copywriting. Every single piece of technology in tech stack. And then they also need to know, don't they, All the creative software that's around and be able to direct people to do to use that software and technology and Scott they've got to have a university degree, maybe politics or something like that.

Same qualification as well. And maybe work for charity in our Mongolia. Nothing too much to ask for, is it? And they come along and they say, Here I am, I'm I'm the person you've been looking for. My challenge for them is, so tell me the last business that you've run, because we're expecting you to do some great things here to take our business forward.

So we were expecting you to know how everything works, including being able to speak to other CEOs and other decision makers. But these people are not entrepreneur, overly creative because they're employees. They're looking for a job not doing themselves. I mean, even some of the people that do it for themselves as consultants, they behave in the same way as if they were employees in the first place.

Job boards don't differentiate between B to B, B to C, and you've got to think, well, what? Why is that? And and with job boards and recruitment agencies, why should they know what why, why should they know about your business or marketing? They don't do that. And I think that they you know, I say, how can they know your business unless they're going to do some homework and present something to the board and to you or a board of directors in the first place and say, Right, I understand your business and this is how we're going to take this plan forward for the future.

Not going to come up with a plan before they get employed and the same old thing happens again and again. Steve Jobs said We pay high salaries for people to tell us what to do, not for us to tell them what to do. So it becomes an ongoing process so they get the job. And because I haven't done the research, the strategies fail consistently.

Poor income, the failed strategies seem to transform into more SAS SAS. Okay, there are 30,000 SAS platforms in the world, give or take. Half of them are marketing. A study was done. Businesses have between 1370 SAS platforms that they're paying for and half of them, as we understand a marketing related and probably C we CEOs, you know, we've done it, I've done it.

You committed to your strategy. He's doubled down and with a lot of businesses they want to save face. You and I wouldn't say rather than save the company but but it's a choice because doing the same thing over and over and expecting a different result, it's not viable. I mean, and you're looking at research strategies, what our results I'm kind of bouncing around a bit here.

But but but we're looking at what what can people look at? What can they do to calm down? What are the results of doing something like this? A spectacular 100 plus people a week watching this, listening to this is me. I'm delivering this solo. Is nobody else in the room. You can do this and reach a market you've never, ever reached before with less people than you've ever employed before.

Come to that and again in a minute. So elephant in the room. Another elephant in the room. Yeah. It's numbers game. We know. We know. Sales is a numbers game. It's always been a numbers game. But unless everybody is aware of how to manipulate the numbers and play the numbers, you're going to fail. It's going to happen. Failure at businesses, staggering new businesses first, second, third year, 20% go past the first 30%, second 50%, a third 70% by year ten.

So where are you? So you got investment. 40% of businesses go bust that receive investment, period. 75% don't achieve the targets that they set themselves and 95% don't achieve in our why for the investors, That's why they're looking for unicorns all the time. So it does it's not working. And when we talk about numbers again your salespeople need to look at the are always looking at the big numbers where's your target You've got million pounds target.

How much have you done? Where are you on target? We've lost your pipeline. Pipelines are destroyed. It's not what people want. And I say that B2B marketing is an absolute catastrophe. Since marketing automation came in, the maps, marketing automation platforms. And what they're doing is that the reason that they're destroying your business is because you can't expand and grow at the rate that you want.

You are in, you are dictated to by the levels of business that come in and you're not controlling the business that comes in to the average turnover per person per annum in the UK is 120 grand. If you look at the BPM companies, business process management offer companies, there are there's there's something like there's if you included them, if you include enterprise architecture and robotic process automation blunt all together turnover 144 grand per person per annum dollars excuse me, Google is $2 million per person per annum.

They've got two arms, two legs. Yeah. No different to anyone else, just a different approach. And that's what the fundamental problem is. And it comes back to little point their demand by saying 100% of CEOs, business owners, senior people hate filling out forms, which means all the work and effort and everything that you've put into marketing automation is wasted time and is a bit strange for demand base to say because they're an IBM company.

But I think who's challenging the market but marketers about 15 to 20 years to sort something out. But going back to the previous slide, not you're not doing the research, you're not doing the research looking to find out. So you've got to look and you go, Why, why, why, Why is this going on? You can see a pattern emerging here.

You want salespeople, you want more business, you want marketers, you want more business. You've got to use recruitment. Come to that in a minute. Why is it happening? This guy I keep mentioning, this guy who Daniel Kahneman, he he wrote this book called Thinking Fast and Slow. And what we Do, we when we sit thinking in a in a reactionary way, we think fast when it's considered and researched, slow.

So when you combine one of the other things that is page 66, I think it was he mentioned about marketers, it's like jumped out to me marketing use is repetition. So we've got this repetition going on of people doing the same thing over and over, but still expect expecting to get a different result. But is repetition all the same?

So the repetition has happened by marketers communicating to CEOs about buying the software and technology that everybody else has got. Everybody else can't be wrong, can they? This is what we need. Your job description Demand generation IP and reverse IP look up and gifting gift. I mean, gifting. What is that many bribes opens the door for? I don't I'm not talking about that soundtrack recruitment and stuff.

Who's telling them what to say. You do well in a in a in a if you want to look at it in a in a strange way, Lord of the Rings big tech MarTech are telling the marketers what to say and do, who in turn are informing and instructing CEOs. If I run a marketing automation platform company, sell it to the consumer.

Industry and business owners wants to use it. B2B. I wouldn't stop them. Would you, just because it worked in consumer land? I mean, it's going to work in B2B and consumer land is insurance cars, houses as an estate agency, clothes, perfume, luxury goods, holidays, all those things you can buy. But put your hand in your pocket, take out a card, pay for it.

Anything to do with B2B, you wouldn't do it. Show me the money. Show me the way. We will evaluate it. So if you if you're not helping people evaluate it, i.e. educate them, forget it. So I have my my view is that see has been blind sided or, you know, blinded, blind sided. And because of that visible technology, double down.

You want to see success? No, no. There's no alternative being offered. It's never been offered by marketers either. I have a I kind of have a problem. I do want a doubt based on the one hand, I kind of swing between one and the other. It's not there for they weren't told to go and research it. That doesn't wash with me.

Some of them are just employees not expected to think creatively. Okay, Not your fault. The senior people. I've absolutely. It's your fault. Absolutely lazy. Absolutely. Get rid of them. That's my that's that's my my answer to this. Get rid of you. I'm deadly serious. Get rid of the waste of time and money and space. Take people on that want to expose your business to the most amount of people that you have ever expose them to be been exposed to.

Yeah, that's why these people are damaging businesses from within. There's absolutely no excuse. And the reason is no excuses. Because of what exists here, what I'm communicating, what I have communicated, what's on our website, everything else. It's really just it's really important. And the bottom line is, is that as a CEO, you you will not go and change your career for the sake of working something out, finding something out and become a CMO or a marketer you don't want to do.

You own a company, you call the shots. You going to do his job? Her job? You think about it. I mean, it's it is a big problem. So we talked about the salespeople, we talked about marketers and the issues about acquiring them, getting them, having this this honest engagement relationship between sales and marketing people and between not just them talking to each other, but their relationship with you, who they are, what they're doing, why they're doing it.

It's critical. And the people that instigate those relationships are channel acquisition and recruitment recruiters, consultants, contractors, whether they're employed or whether they're employed, are your time acquisition input in-house contracted anyone outside? Yeah, You know, I'm coming from really simple you give them this this this photocopied online project this this this this copied job description their research database if they haven't got any one it on LinkedIn or indeed anywhere they go and lie you know at the end of the day like like like I said with with this other stuff that they know your friends they've got targets.

They're not your advisors. They never were. They never have been. Yeah. There's this attitude of doing you a favor, but how, how is that possible? You know, it's just I mean, it really it really does befuddle me. So anyway, so, so getting back on to this, I mean, it's, you know, all these, all these screens changing, but the end of the day is a non-technical appraisal of what's going on.

If you you're looking for someone, that person's not working there. The options, the potentially not working. So if they're not working, they've been registered and they're looking and they're with an agency, if they are working not happy, they're looking and they're registered with an agency or they're working and they're not looking, I think, headhunted. I mean, I'm being a bit cynical here about an ego.

You got this amazing CV, this courtesy of chat. You put all the work's done surveys, evaluating everything else and contact contacting to to the hiring manager. Here's a CV, love it. Thank you very much for taking one get paid quite perfect model I'm by the way you know mavericks because they can't hire a mavericks they would never mavericks Mavericks could never be presented to you because your people in your recruitment haven't been asked to find a maverick.

They don't know. They don't know how to evaluate a maverick. And they're doing what they're told. And I think the thing is, is that they're not. And if I was an advisory service and like I say, it's quite possible to get 30% cent, ten, 20, 30% of salary happy days and nobody has to prove anything. I mean I just, you know, the salesperson can, but like I said before, that the marketing person doesn't have to prove anything because you can't find information you're not allowed to.

So again, caveat emptor, they're not going to do a plan before they come and join you for you to evaluate them before they join. if you want my expertise, you have to take me on. So same block, different day. And I think that I think that it becomes a a big a big issue because as a CEO, you get all the grief and they get paid and you go round the block again, do it again.

But then you've got to look at excuse me, you have to look at who's defining all these expectations from these different people. How have they come about? Why have they come about? And you know, who establishes the expectations and KPIs for marketing and again, for sales? What happened for sales? Why? Why, why that now, if if you are seeing a certain number of people because numbers going out, if if it's accepted, unless let's face it, you know, the whole sales and marketing tension between the two are ridiculous.

They work for the same company. They're working for you just plot the animosity between the two is because something's wrong, not because they're not playing nice together. Something's fundamentally wrong with the strategy. So it's got to change. So he's here's where it is. So who define the target doesn't matter. The chicken and egg, whether you look at marketing or you look at salespeople who defined it, why did it how to get to defined?

Just a couple of things. You can only define a target for a salesperson if it's based upon the numbers of people that he's seeing. I'm not seeing anyone Give me a target. And if the status was established, if the ratios were established that this many appointments equals, this equals that and presentation demonstration, get the deal, ring the bell.

If you've got that happening on a regular basis, you can then therefore give them targets. And your targets are based upon your ability as a salesperson. Excuse me. Yeah. So, so so this is purely, purely numbers. It's always a numbers game. It we're not talking creativity here. So if it's based upon numbers, well why, why have the marketing people got KPIs and bonuses?

Why they're getting bonuses if if they're looking to get the numbers of people that these people can go and actually see, as long as there's some kind of crossover that the quality of of leads that are coming from from marketing correlate to a grade leads by salespeople because that that their financial security depends on it. Marketing doesn't. So is the target based upon the numbers that are being given to them or is the target based upon the necessity of the business to sustain an income, to keep the business going, keep the lights on?

Whichever way you look at it, is that the the mechanism of ratios not not good, not not, not really sustainable. So take a pause. Take a pause. So we've looked at sales, looked at marketing, looked at recruitment and need to know what was going on in the business now and what we can do to change, understand it, what we can do to change.

Because the objective is movement is more business. You want more pieces, everyone wants more business. And it to an extent doesn't matter who you are. Big company, bigger company. I mean, I'm a I'm a consultant. I have all this, which means you can have all this. No, I didn't win the lottery. Yeah, you can. No, no, no. Well, you could start with that.

Yeah. Start with an iPhone. Take. Got Cameron back. There is absolutely nothing stopping you from doing this. And it's not money. Come to that in a minute. It's not money. Okay, So you can put all that to one side and go, okay, if, if we're not looking at the sum of flogging, it's a load of scaffolding doing whatever.

Let's actually look at what the problem is. Yeah. So if you look at this and go, well, okay, who's selling what? Someone selling snake oil Because something what Somebody saying, Hey, I'm working here. Yeah. People talk about closer alignment, sales, marketing. Not going to happen. Never. Don't waste your breath on trying to make it happen. It's never going to happen.

Salespeople or financial targets and commission marketers have got capers and bonuses, and then they want attrition at attribution. The regard this is why do we want we want to confirm that this is this is down to us to justify their existence. And in amongst all that that melee of aggro going on marketing get about 10% on average. This is the standard statistic.

On average, about 10% of the total business budget per annum. And even if you've got someone in finance going, I don't think you should get quite that much, what do they know? I've got a clue. Just playing a game. Should you have this SAS or that SAS or market or was all finance now is when it's never bloody worked anyway so it doesn't matter.

Shave a bit off to shave a bit of here that can jump up and down. But it's never worked. Not in 20 years is it work. So of course finance have got a problem cutting stuff off and then marketing. Just play about it for the next 12 months. So you know, it's just an ongoing problem. So who's selling what to whom?

Back to this again is the marketers selling the snake oil to the managing directors for their salary? Was it about sales? Never been bothered about sales. They're getting paid irrespective of sales. Their employees, the sales people get jazzed up because they're not getting anything, any money. Yeah, I'm being cynical. I don't care. Are you do enough business? So there's your answer.

And when you challenge them, they go, What's happening? You go by who? We don't know. Stock funnel. It's like, give me a break. The dark funnel to me says I'm actually too bloody lazy to actually work something out and we'll just call it a dark funnel anyway, because everyone buys it because we're in marketing and we can use repetition of people.

We tell them enough times again and again and again and they'll believe it. They'll suck it up. It's not good out there. And so and so we've got to look at some of the basics, really. I mean, real basics are kind of 1 to 1 which marketing are not doing time Samsung Oops time. Some some. You've got to know your total addressable market in the first place.

That's why you went into business in the first place, because you knew there was a market, you knew it had a certain size, you knew the ones that you could actually deal with and the deals that you thought you could get. That's how it is. So he's he's the he's the examples kind of a takeaway example. And the thing is, if you if you want these slides, just email me and I'll I'll send you a copy of the slides.

But you look at this example. In the UK there are just under 6 million businesses. Of those 6 million businesses, businesses that have 200 that have 50 employees or more, there are 44,000 of them. That's it, 44,000. Now your product, whatever it is you want to sell to businesses, they've got about 50 employees or more because they've got about 5 billion turnover and they can afford to pay you pay for what you what have you.

So yeah. And if you just just out of interest, if you look for 10 to 15 is 212,000 bit more. But we're looking for the upper and on off that 44,008 thousand. You can see I'm not, I'm not looking at my, my notes. This is I've, I've memorized this but so 8000 got 200 to 250 employees or more.

Okay so off that you go. Right. Okay. 44,000 companies quite a lot to actually manage per per say so you might not need or want to sell to all of those. That's a company size to say they were 10,000 you could sell to because of what your your product has. Okay. So at the moment you're using paper clip blocks and events, give or take this it hoping for the best bit.

So and so on. Now of your total addressable market and salespeople they'll they'll know these figures for they've heard this before of your total addressable market between one and 50% are looking to start their buying journey every week. That means 100 1500 businesses every week out of your 10,000 are looking to do something. They're going to start getting involved with it every week.

Now telesales think about telesales BD else typically yeah so you can you can make about 60 calls a day with five minute intervals so you can do whatever you need to do busy wrap up with or whether you want to get the firm graphic information from Zoom info, Communism or, or Dun Bradstreet, whatever. It's 5 minutes per call, 60 calls a day, three articles a week, surrender to one shot, find someone interested.

So if you want to achieve, to actually engage with a relatively small just 1%, you need 100 videos. I mean, if the figures are easy on that because 100 readers 50 grand a year, £5 million, it's never gonna happen, is it? Not in a million years. You can pay 5 million just to make, make phone calls. So the numbers these numbers game.

Wait a second. This is all messed up. So how on earth are you going to be able to achieve anything? Really? I'm just looking at my slide to make sure I can keep on track here because there's a there's a logic to this. So next one solution is simple is you remain transparent, visible and accessible. Now, all forms allow businesses to self educate, self-serve and remain anonymous.

It's not complicated. Get rid of your forms. Get ready. The market automation top down Implement a new way of working. It's not about SAS or anything like that. You have to make up for lost time and that's kind of what we can talk about next week. You know, about start ups and scale ups, about making up for lost time and how you go about it.

But it's low cost because it's simply cameras, mikes and lights. That's it. And here you are. We've been you've been listening to me for, I don't know, 40 minutes. I had an album. Your disengagement, your ideas would never, ever achieve in a million years. And all this is is about producing content that your prospects one. So it's not about software, not about money in my notes.

I mean software not about money is self-driven because you drive this no cost involved and you can effect an immediate change. Some practical things to do. This is every single thing I'm talking about is online. Every guide, every piece of information you need is accessible. Our website without forms, without registration going to it. Now, if you want. Well, not now.

Let me finish this, but do it whenever. Go to practice what we preach social for for for. It is a simple logic of enforcing the promotion of content over the promotion of a product. I said earlier, we're not stupid, we're not scorers. You've been doing it for long enough. You are company, you know, products are out there. When you think the time is right to do something, you go and investigate.

Self-serve search self-educated remain anonymous into story. So what you need to find out what you would be open to is someone promoting content that enables you to go in self-service self educate simple and social for four is there is a methodology that means that you create adverts, lots of graphics with links to your content on your website and you put those adverts out on social media.

We have just at the moment, just under 200 adverts going out every single month on repeat. Do not say do nothing. But I took want to get it done. But they're constantly out there, constantly increasing awareness people. That's why we got 100 people looking at us every week. It's not genius, it's just logical. It's really important. And you can do this.

You start this right now, you contract. Goodness knows how many people on on fiver or something say right, we want 20 adverts each, 20 pictures each, get a picture some use. I did loads of pictures. Interesting. Different looking pictures just to promote your content because once they read your content you've got a call to action. It says do this next.

That's all you need. That's all you could ever, ever hope for. You're not selling sweets or jeans or trainers are by now. You're not doing that. You're being evaluated every step of the way. So there you go. Look, see on ACM, forget it, don't worry about it, Waste of time. But you've got to understand why is a waste of time you are not selling to consumers, you're selling to businesses.

If your content isn't good enough, you won't get indexed and your SEO, irrespective of what you're doing, it needs to be like 2 to 6000 words and put it in that bullet point. It lists numbers, list indexes, graphics, infographics, videos. It's got to be a rich, deep engaging piece of content every single one of them. Because if you're chucking stuff up from a little four or five paragraph blog onto LinkedIn, hoping you're going to garner a bit of interest is not going to happen.

And Google one index it because it's not good enough for their customers. Grasp this one. You write a piece of content, Google will evaluate it and read it. Go, okay, download it. It's not really good enough. We've got better content than that. We have got better content than that. Which means you don't get indexed. Why? Because everything that you see on Google search is designed and presented for Google's customers.

They're not your customers yet. They never will be unless you get indexed. You might be index and get indexed because better content comes along. You want why we want that. And this is a constant rat race of producing content and producing more and more content because you're not getting you're not getting traction and not getting anywhere on a SEO needs SEO companies going, yeah, we need to do this, do to do that.

I just don't know why it happened. Why are we appearing on. I no idea. It could be the latest update there. Really useful content up there. You find out what people have thought. Well think about that. It's like we've our traffic's just fallen off the cliff. So what a waste of time and effort if you're relying on Google to to to support your business.

Nonsense. And and so if you're looking at that paper click as well paper clips and any pages, automation, everything else, what a waste. Because people have got to get to the paper click advert, they get to your landing page and don't fill out 100% demand by say 100%. I want to fill it out. So what's the point of a marketing automation nonsense?

Because nobody to tell you this, because everybody's making money out of it. Marketing are not going to tell you this. You go because you're sitting. I think, Right. Okay. That's why we're not making any money now. That's why he's not coming in. And they go, No, no, no, no, no. Not just wrong. Not just wrong. Not just wrong.

Billy, prove it. I'm always because they want to. They want to get paid next week, next month, and the month after the month after they want to keep their jobs. I'm going to tell you that it's not working. Nobody is sales. It doesn't work. Don't listen to them because of the repetition that comes in from marketing. And so we're saying it's really simple stream stream to customers, all of them everywhere, all at once.

Something you have never been able to do before. You've never done this before. I'm hazard a guess. Yeah. It's not something that's on your radar. B2B some sit here I'm I'm kind of quite relaxed and you know, I know how this stuff works. Put it together, get it all set up, make sure do a little bit of rehearsal in the foot.

Yes, everything's working. I press one button and I stream on Facebook, LinkedIn and YouTube. Same time. Now, I haven't got that many people. I've got like seven half 8000 people following me. You as companies, you've got tens of thousands of people following you across your salespeople, contacts on LinkedIn and your company pages on LinkedIn and Facebook, ads on instant audience.

So I mean, if you were going to do it, what would you do? Like people say, Well, where do we start? Where would we start? We have to tell you we do. It's really it's really pretty straightforward. Sit down. It seems to sit down and work out a series of livestreams. Well, we're going to talk about eight. Ask the salespeople, the salespeople, the ones that are going to drive this, not marketing.

Forget marketing for a minute. There's some bits and pieces they can do, but they're not they're not important when it comes to this. So salespeople out and come up with some ideas. And by the way, we've got all this online and look at last week it there's a whole list of things, lot of ideas like 3040 ideas of different show segments.

And you only want three show segments per show. Expect customers to back to what deals. Talk about new updates. Just the list goes on and on and on. Okay, Get two of me front of the camera. Let them have a laugh. Let them engage your customers, get you on their I'm I'm the CEO. This was great to meet you.

Really, really pleased that you've joined us. I'll hand over to these two guys. I look forward to seeing you at some stage in the future. Press the flesh, kind of, so to speak. So come up with program 101. You should have a database of your total addressable market in whichever country you're listening to this in. So if you go with the UK in the UK, your company must have rule 101, you must have a database of the UK for your total addressable market that you bought from a list.

Broker I'm making an assumption you have that because if you haven't got that going to fire someone because you can't expect a numbers game to work unless you've got the beginning that the primary number, which is your total addressable market, no primary number, your salespeople are flailing all over the place and they don't know what they're supposed to be doing, what they what they what the expectations should be or why.

So say you've got your database, email them all at the same time and say, guess what we did last year? Come join us then take that database and upload it to look at it and do a paper click banner advert type campaign for your banner adverts to appear on the newsfeeds of the 10,000 people you just sent emails to double bubble to send out 10,000 emails.

So we're not talking market automation to send out 10,000 emails cost you like got no hundred quid a month, send out two emails every week, it's pennies. So you broadcast your life stream, converted to a podcast and then you engage I don't know how many, how many people your total total addressable market mind boggles. What you've done is set up some camera mikes and lights in a room or you can you can do distributed as well, but say for example, like this is one room, not very big room broadcast to the world and with people, lots of people working from home, you probably got a spare space in your office.

So set up in your office to broadcast. Don't come into the office, do it, and also gives a central place for people to test and play with it and get used to it and get comfortable with it, Do some demo, run or all this kind of stuff. Lots. And we yeah, you know, we, we, we train people up.

We, we have programs for it. We've got documentation for it, we've got spreadsheets for it. We've got every single potential site, potentially every single element required to implement this in a company. And I didn't mean to have this camera on. I mean it to go to that one. And the thing about this is that, you know, we've we've got all this technology is about using sometimes you make a mistake.

So to go with it, it's life. And it's it's the authenticity that people are looking for. Yeah. And you can only get that authenticity from doing this, communicating live now, being able to say, look, look at this, look at that, which I'll change over to here. Yeah. Camera mikes and lights. And so because of that, if you look at the numbers of people involved in being able to deliver this, this is just me doing it.

So, yeah, if you've got the time, the time is an issue. So if you've got a couple of you don't need to get your hosts, you don't need to employ your hosts if you what I mean, because you've got your salespeople, you've got gregarious, outgoing, very communicative and affable salespeople and very competent salespeople who can sell. You want them to sell in front of the camera.

That's what you need. So that's why marketing is no good for marketing. It's not just not they're not involved in this because you want salespeople in front of the camera communicating to prospects. And then when they're on, you've seen this before and people are doing livestreams. I'm sure some of this off. If you got a question to send to the questioning and they go, okay, well, what about this?

And someone else over here kind of someone else over here fills out, looks at it, looks at the screen, looks at the messaging and answers them straight away. It's spectacular. I mean, you've probably got that. I love doing this. I'm a bit apprehensive right at the beginning. It's like kind of walking around a bit and going, okay, okay, okay.

But the thing I'm not is only me in the room, but it's kind of like getting a bit carried. Still, camera shy vehicle requests, some camera shy. But it's it's that thing is making sure it all works. But then when it doesn't work, you get most live in it. But then you can use all the same kit because you're going back to this, this image.

You use all the same kit to produce videos. Maybe your prospects, or rather your customers would be quite enthusiastic to go on a live show. Some of them might know we might not be, but you could film them and film an interview with them as a video. You could use your techie people and film them doing implementation installation work.

You could film them anybody, anywhere in any department across your company can be and should be filmed for every single potential touchpoint. If it's digital and filmed, live or recorded means that you are truly open 24/7 around the world. Anybody can find out, look at, learn and engage with you in their time, wherever they are, without any restrictions whatsoever.

Nothing, Absolutely nothing about this. I've employed 40 salespeople at one point. I hated every minute of it. People are out there that for some I'm benign reasons, I may enjoy managing hundreds of people. I have no idea where that comes from. No, it's not for me. But I've done. I've done it. I've gone as far as I wanted to go, didn't like it because I could say I am entrepreneurially creative.

So I've created this and a methodology and infrastructure which you can look at and pull apart. It's all done. It's all available. And that's what I want for you because I know about stress and grief and aggro life, death bid. Now I've got I've got more t shirts and hospital gowns than than I would want anybody to ever, ever have.

So I've got the t shirts. And so when it comes to there's a burning question and there's always a burning question, it's like, how long is it going to take if we do this? So there's this typical one. Yeah, it's typical on a personal bomb. How long is it going to take? And this is really this is the most important information for sales and marketing and businesses to grasp.

Back in 1997, I should have put it on hip. I forgot. I'll do it next week. There's there was a doctor in 1997 that came up with an analysis and some research that said that in order to become familiar with a customer with a potential customer, you needed to appear in front of them 7 to 10 times. However, this is 1997.

One in three messages get through because of spam holidays, low meeting. I didn't see it. Whatever, one in three get through. So it meant back in 1997 you needed 30 messages to be produced and sent out on a regular basis for them to see you, to recognize for them, for you to become familiar to them. Familiar not prospects, not customers familiar.

Now, 25 years later, 2625 is 20 to 30 touches because in 1997 there wasn't Facebook Tick up, Twitter, Instagram, YouTube, LinkedIn, Facebook didn't exist. The noise that is out there now is staggering. How on earth do you cut through it? The only way is repetition, factor, repetition again. And so to do that 2030 touches, but one in 5 to 1 in ten get through.

And that's why you need 100 to 300 messages to keep reinforcing your message, who you are, what you've got, who you are, what you've got. Read this watch, have a look at this, Listen to this. And for that to be on autopilot happening every day. And so and that's that's the reality of it. And the reason we've got these logos at the bottom is that your competition isn't the companies that you know in your particular area of expertise, your competition, a luxury brands, you know, you're looking at you're looking at you know that your your your your prospects, your potential market are looking at their newsfeed right.

And they're they're flicking through it. They've got their phone in and they're doing what they're doing and they're just going through it and so on. And it's like, okay, Adidas come up with a great advert. Red Bull, Gymshark if Central, whoever, brilliant, amazing. Thousands of pounds, tens, hundreds of thousands of pounds spent on the adverts. That's your competition.

It's it's competition for eyeballs. And that's why you have to adopt something that is that changes is changes the way that your prospects visualize, engage with you. And the thing about this because I mean, this can work in your favor. Don't think about this. Your marketers have been so lazy and more concentrated, more concerned and concentrating on getting paid every month than they have been about researching the markets to get a better way of doing things.

Yeah, so every single company doing the same thing, every single one of your competent competitors are doing exactly the same thing, demanding allegiance. IBM pay per click, every single one of them, and it's costing them a fortune. They're not getting anywhere. Now, switch to this. Think about it. You message every potential prospect out there at the same time.

Come on, watch us. Come and get to know us. Be authentic about it. Come on, get to know us. If you like what you see, let's do business. If not, keep learning from us and your competition. Because bear in mind, I can only speak to a certain number of people. I only know a certain number of people am economically connected to a certain number of people.

That is only me. But you're watching this match. Just imagine it. Trounce a competition. They're not doing it because they're probably not listening to this. Yes, Specialist, It's so simple. It's not funny. Takes a little bit of creativity. One not so in closing. It's not about a money. It was never about the money. It was always about the personality and engagement between your prospect and your salesperson and the numbers.

Like I said, Dale Carnegie tell people your story. You succeed. So that's all that matters. Nothing else matters. And sell to your prospects how you buy already because you know how you like to buy. Don't think someone can just black them and go and get an appointment and fuck them something. No, because they're going to buy exactly the same as you.

They're running a company the same as you, that same anonymous. You don't care who they are because you're speaking to potentially so many. You couldn't be that many leads anyway. But speak to that many people and when they're ready to buy it. Can we buy something from you? Yes, of course you can. And as part of this process, you make sure you make processes as easy as possible for people to buy from.

You minimize that friction because I know you want to sell one too many, you know, so 1 to 1, you want to sell stacks of it. But the bottom line is B2B marketing is failed. It failed a long time ago. And and it's it's all about your salespeople. It's all about their ability to communicate how great your product is, how great your organization is to a massive audience.

That's what you want. Let's just look at that. Bottom thing is, is the future still bright? The future is bright. The future is bright. Futures orange Anyway, that was by the by an old advert. But that's it. That's it from me. Next week he's going to talk about start ups of scale ups. And the last bit there is is the signs you don't know you're committing, which was a GP title also.

Okay so anyway, that's it. I mean at the end of the day I'm going to keep doing this because it's not just have a look at this and by that it's getting under the skin of people to understand that this all singing, all dancing process of digital marketing doesn't work. Parts of it do. Of course they do. Parts of it are useful.

Parts of it can be used. You don't have to pin everything, but you've got to be pretty darn sure why you're keeping it. And right now the best thing you could do is, is look a business case for everything that you've got at the moment. Can't touch this. This is so you could say so cheap low cost put that the the exposure and engagement is beyond anything that your company will have ever experienced in the history of your company.

And so it so it's not it shouldn't be a decision. I don't really think we should do that. We I don't really think we should keep our marketing people. Should we keep them? Should we fire them? Well, that's the job for you. I mean, you make them make them redundant because they've been flogging you a consumer orientated strategy which you're not going to use anymore.

So the strategies become redundant. Find them sorry, make them redundant. And I am absolutely deadly serious. But as a really serious note to finish up, finish on a good note, if you, if you like this interest in this coming, have a chat, do this remotely anywhere in the world. Show you some of the different things that we've got set up that you know what you know whether it whether it's these types of things where you've got these the search things coming up, video adverts, that is the scope and extent that you can that you can use.

It is by far the most exciting opportunity for any B2B because this this market has kind of been under the radar for four years, for decades. I'm talking decades. And now it just, I'm going to hang on a second. We can use that software template that costs $20 to do this or use that to do. How come all this stuff has been available?

Because the people in the TV industry and cable have been using it for decades. And it's no different. So I see it as a really, I hope, a really positive note that the future is bright. It doesn't matter where you are at the moment. This can happen fairly quickly. Imagine you get your first show out first livestream. Everybody enjoys it and someone says, You know what?

This is exactly what I'm looking for. It calls you up and says, We'll have that. Now it gets back into being a bit like the new gold rush. You have to look at it like that. If you don't shut up shop, do something else. But this is great. That's it for me. Have a have a wonderful day to the rest of today.

Great weekend. Have a good week next week. And I'll see you next Thursday. And if you made it to the end, I have to give you an applause. And that's it. Here's the outro. Bye for now.