Latest / What is Business Development? / Episode 110: BD Book...Top 3 Tactics from “How To Sell”

Transcript

Episode 110: BD Book...Top 3 Tactics from “How To Sell” · What is Business Development?

• 0:03
  Speaker 1: Welcome to the Business Development podcast, brought to you by
• 0:07
  Speaker 1: the Global Business Development Association, delivering the strategies and tactics
• 0:12
  Speaker 1: to boost your career and corporate growth.
• 0:21
  Speaker 2: Hello BD pros, and welcome to the Global Business Development
• 0:25
  Speaker 2: Association podcast called What is Business Development? Hey, you know,
• 0:32
  Speaker 2: wouldn't you like a book that explains the sales process?
• 0:35
  Speaker 2: I know you're a business developer and you're on the
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  Speaker 2: go to market team along with marketers and salespeople, and
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  Speaker 2: you know, wouldn't you like to improve your knowledge of sales?
• 0:46
  Speaker 2: And if you're a sales manager or a sales leader,
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  Speaker 2: wouldn't you like that too? And a BD leader wouldn't
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  Speaker 2: you like that? I bet you would. And today we
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  Speaker 2: have a fantastic book that just came out. It's called
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  Speaker 2: How to Sell. It's with our guests, Vive Radford, the
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  Speaker 2: author of the book, and it'll help you improve your
• 1:05
  Speaker 2: sales game. And hey, if you want to improve your
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  Speaker 2: BD game, well, then go out and grab yourself a
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  Speaker 2: copy of the Business Development Body of Knowledge. This is
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  Speaker 2: the comprehensive book for our industry, our profession. Where you
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  Speaker 2: can get your copy of the book, read the Business
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  Speaker 2: Development Body of Knowledge and then you use that to
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  Speaker 2: take your online exam for your Business Development Professional certification,
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  Speaker 2: and you can do that by going to the GBDA
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  Speaker 2: website at Gbdassociation dot org. Okay, folks, so let's talk
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  Speaker 2: about this book that just came out. It's called How
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  Speaker 2: to Sell Everything You Need to Think, Know, and Do
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  Speaker 2: to have Greater Sales Conversations by Steve Radford. Now, this
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  Speaker 2: book is talking about really how selling is changing, and
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  Speaker 2: everybody knows that AI now is out there, It's pervasive.
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  Speaker 2: Your ability to have conversations with customers and make those enjoyable,
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  Speaker 2: insightful and productive conversation just becomes even more important. And
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  Speaker 2: how to Self focuses on conversational rather than consultative selling,
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  Speaker 2: recognizing a customer's foundational values and emotional wants as well
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  Speaker 2: as their more pragmatic needs. It will help you build
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  Speaker 2: genuine human connections, deliver more positive buying experiences, and have
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  Speaker 2: more effective sales conversations that deliver greater sales results. And
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  Speaker 2: the author is Steve. Read for a little bit about Steve.
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  Speaker 2: Steve is the founder of the Greater Sales Company and
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  Speaker 2: he trains frontline sales teams to master conversational selling. He
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  Speaker 2: teaches them to be more efficient through better sales. I
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  Speaker 2: was planning and prioritization, and he mentors and guides them
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  Speaker 2: to be more effective at every step, from opening conversations
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  Speaker 2: to closing sales. And so I'm excited today to open
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  Speaker 2: this conversation with Steve Radford. Steve, welcome to the show.
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  Speaker 3: Thank you, sony.
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  Speaker 2: Steve. So, how did you get into the business development profession?
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  Speaker 2: I say, BD, I'm including all of our cousins and sales.
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  Speaker 2: So how did you get into the profession?
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  Speaker 3: Okay, so, like most people, I kind of sort of
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  Speaker 3: fell into my first sales role. I used to be
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  Speaker 3: in the Pope and Hospitality game left that I was
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  Speaker 3: off on a year around the world and a friend
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  Speaker 3: of mine picked up the phone and said, can you
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  Speaker 3: come and help us out? And I ended up doing
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  Speaker 3: a sales role there. She was working for a sales
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  Speaker 3: agency at the time, and yeah, we ended up starting
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  Speaker 3: our own field sales agency. So we used to manage
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  Speaker 3: and develop salespeople on behalf of brands. And it was
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  Speaker 3: only when I was running that agency that I kind
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  Speaker 3: of got my first what I would call a true
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  Speaker 3: business development role.
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  Speaker 2: You know.
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  Speaker 3: That was not only was I helping our teams to sell.
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  Speaker 3: What I was doing is you know, developing the business
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  Speaker 3: that we had ourselves and managing our managing our clients too.
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  Speaker 3: So yeah, it was It wasn't planned, but yeah, I
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  Speaker 3: loved every many of it.
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  Speaker 2: Oh that's I love that journey. I mean it really
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  Speaker 2: was a journey around the world, right. Uh. And then
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  Speaker 2: you came back and you fell into sales and the
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  Speaker 2: BD profession, which a lot of people do. Uh, and
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  Speaker 2: they do that songs a journey around the world. So uh,
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  Speaker 2: it's great you were able to discover yourself through the
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  Speaker 2: end of that journey. So now, why did you write
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  Speaker 2: the book? There are a lot of books on sales.
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  Speaker 2: I think it's really intriguing where you say you're shifting
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  Speaker 2: the mindset from consultative selling to conversational selling. Can you
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  Speaker 2: tell us a little bit more about that and how
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  Speaker 2: you kind of, you know, created that mindset. Yeah.
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  Speaker 3: Sure. So I wrote the book because over my twenty
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  Speaker 3: year career, I've developed a lot of sales training and
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  Speaker 3: development programs, including some really chunky programs. So I spearheaded
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  Speaker 3: the development of the Sales Executive Apprenticeship program in the UK.
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  Speaker 3: So this is a program for school leaders to turn
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  Speaker 3: them into great salespeople. And I've developed some university level
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  Speaker 3: qualifications too. The thing about those programs is as gold
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  Speaker 3: standards they are, they're not easy to access, and they're
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  Speaker 3: pretty chunky things. It's the sales apprenticeship is it's a
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  Speaker 3: twelve to eighteen month program that involves about six hundred
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  Speaker 3: hours of study. So I challenged myself to Okay, if
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  Speaker 3: you only had a short period of time with a salesperson,
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  Speaker 3: or if a salesperson wants to get you know, the
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  Speaker 3: maximum value they can over just a few hours, what
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  Speaker 3: would you do? And so that's where the book came from.
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  Speaker 3: So I challenged myself. I got fifty thousand words or
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  Speaker 3: six hours. If you're listening to the audiobook, what is it?
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  Speaker 3: Everybody needs to think? No and do that are the
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  Speaker 3: foundations of all great sales and all great business development careers.
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  Speaker 2: Well, it sounds like a great crash course for anybody
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  Speaker 2: that's coming back from a global journey and gets a
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  Speaker 2: call from a friend to start a field field sales agency.
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  Speaker 2: So this is good to do, Steve, all right, so
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  Speaker 2: let's jump into the book, folks. I'm going to show
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  Speaker 2: you the cover a little bit again for folks just listening.
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  Speaker 2: The book is How to Sell Everything you Need to Think,
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  Speaker 2: No and Do to have greater sales conversations. It's available
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  Speaker 2: on Amazon, very accessible. I've been reading it myself. So, Steve,
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  Speaker 2: let's talk about the top three takeaways or tactics from
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  Speaker 2: your book. What's tactic number one?
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  Speaker 3: Okay? So the book is in three parts, Everything you
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  Speaker 3: Need to Think, No and Do. So I'm going to
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  Speaker 3: give you a tactic from each part. So the first
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  Speaker 3: tactic comes from right the start of part one, and
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  Speaker 3: this is about mindsets, right. Part one is all about
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  Speaker 3: how do you think? What are the mindsets? What are
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  Speaker 3: those deeply ingrained ways of thinking that if you develop them,
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  Speaker 3: they'll shape your behaviors. And the most important one is
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  Speaker 3: to focus on helping people more specifically, focus on helping
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  Speaker 3: people to make inform buying decisions by exploring and targeting
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  Speaker 3: a win win outcome. That's what I call my sales philosophy,
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  Speaker 3: and it's something I start all of myself training with
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  Speaker 3: because I think it should underpin everything we do as
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  Speaker 3: business development professionals, right from that very first conversation all
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  Speaker 3: the way through account development and retention.
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  Speaker 2: Yeah, I like that. I always tell people, look, we're
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  Speaker 2: business developers. We're not here to sell anything. We're here
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  Speaker 2: to save. And I always liken it to kind of
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  Speaker 2: a lifeguard mindset. Okay, we're not here to run around
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  Speaker 2: the beach just blindly tripping over beach blankets and upsetting
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  Speaker 2: people asking if they need to be saved. No, we
• 7:49
  Speaker 2: need to keep our eyes on the horizon, look for
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  Speaker 2: those people that are in distress, and we swim out
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  Speaker 2: there and we see them, and at the end of
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  Speaker 2: the day, they can take our LifeRing or not. I'm
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  Speaker 2: not the cops. I can't force them, but you know,
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  Speaker 2: if they want to be saying, they can come with me.
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  Speaker 2: So I like your mindset. I think this is where
• 8:06
  Speaker 2: industry is going for go to market teams across the board.
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  Speaker 2: When I talk to more and more authors just like
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  Speaker 2: you who have been in the trenches. Not the theoretical
• 8:16
  Speaker 2: folks that are just teaching academics, but the people who
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  Speaker 2: have been in the trenches. They see what works, They
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  Speaker 2: know what works and what has been presented as top
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  Speaker 2: tactics or techniques, and they know what they know how
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  Speaker 2: those don't work. I think this is great. This is
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  Speaker 2: a very healthy perspective that every business developer and salesperson
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  Speaker 2: should hear. Is it go in with the proper mindset?
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  Speaker 2: Would you say, go in with value, deliver value? But
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  Speaker 2: what does value mean to you? Because it's very easy
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  Speaker 2: to say, oh, well, marketing supposedly created valuable content that
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  Speaker 2: I need to show my prospect, But how do you
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  Speaker 2: define that?
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  Speaker 3: So it's about nets value? So what I mean by that?
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  Speaker 3: And this is the principle of socially change theory, which
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  Speaker 3: is subconsciously every interaction we have, we judge the value
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  Speaker 3: we get from it against the costs we have to
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  Speaker 3: incur as a result. And the value can be lots
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  Speaker 3: of things, right, okay, So it can be the value
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  Speaker 3: we get in terms of from a business perspective, we
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  Speaker 3: could measure it in terms of profit. It might be
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  Speaker 3: value that we get helping us towards our own goals
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  Speaker 3: and objectives, whether they be professional or otherwise. There are
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  Speaker 3: lots of different ways we get we deliver value. But
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  Speaker 3: you've also got to focus on the cost side, because
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  Speaker 3: the costs. Okay, there's a financial cost if you're making
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  Speaker 3: a sale, but there's also a time and effort cost.
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  Speaker 3: A cognitive lowers costs So it's about not only delivering value,
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  Speaker 3: but making the process as easy as possible, as low
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  Speaker 3: cost as possible for the customer so they enjoy those interactions,
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  Speaker 3: they want to engage with you. As the business development professional,
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  Speaker 3: they should be getting value out of every interaction that
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  Speaker 3: you have with Yeah.
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  Speaker 2: Well, and it's in the business development body of knowledge.
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  Speaker 2: There's scientific eviden it's to show that the prospect experience.
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  Speaker 2: We all talk about the customer experience, but before they
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  Speaker 2: become a customer, the prospect experience has a greater impact
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  Speaker 2: on retention of clients than the customer experience, which is
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  Speaker 2: a little mind boggling, right, Like, they probably went through
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  Speaker 2: the prospecting process and the conversion phase with their salesperson
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  Speaker 2: and their business developer three or four years ago, and
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  Speaker 2: they are contemplating whether they should stay with the company.
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  Speaker 2: Those conversations they had three or four years ago are
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  Speaker 2: more important than what happened yesterday in customer experience. And
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  Speaker 2: I think that's just absolutely fascinating that it's not just
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  Speaker 2: about conversion and getting the deal, it's about getting in
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  Speaker 2: there and building that relationship early on so that you
• 10:49
  Speaker 2: have a prospect experience that will really empower that relationship
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  Speaker 2: moving forward well beyond the conversion phase, well after the
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  Speaker 2: salesperson has this is great stuff, Steve, Let's jump into
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  Speaker 2: tactic number two because I think they kind of this
• 11:06
  Speaker 2: is going to roll right off the tactic number one.
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  Speaker 2: What's number two tactic?
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  Speaker 3: So the books in three parts. Part two of the
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  Speaker 3: book is everything you think you need to know. So
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  Speaker 3: my second tactic comes from part two of the book,
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  Speaker 3: and this is about making sure you have a good
• 11:18
  Speaker 3: understanding of your role within your organization's sales pipeline. So
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  Speaker 3: this is about understanding the entire pipeline, not just your
• 11:27
  Speaker 3: section of it. In the book, I have a really
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  Speaker 3: simple visual representation of the pipeline, understanding if you're not
• 11:34
  Speaker 3: responsible for a whole of pipeline, what happens at those
• 11:37
  Speaker 3: intersections when customers enter your section of the pipeline, where
• 11:41
  Speaker 3: do they come from, who's responsible for them, and how
• 11:44
  Speaker 3: is that communication managed? And then once you understand your
• 11:48
  Speaker 3: your section of the pipeline, to manage it strategically. So
• 11:52
  Speaker 3: this is about taking strategic ownership of what you do.
• 11:54
  Speaker 3: So I work with everything from frontline sales people into
• 11:59
  Speaker 3: field sales, territory execs. So we talk about them taking
• 12:02
  Speaker 3: strategic ownership of what they do and building out their
• 12:06
  Speaker 3: own mini strategy. And I think a good business development
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  Speaker 3: strategy has six elements to it. So it's who, why, when, where,
• 12:14
  Speaker 3: what and how? So who this is? Who are you
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  Speaker 3: going to focus on? Who are you prioritizing? Do you
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  Speaker 3: really understand what your ideal customers are? Your you know
• 12:22
  Speaker 3: your icps? The why is what are your objectives?
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  Speaker 1: So?
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  Speaker 3: What are your objectives for your different types of customer?
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  Speaker 3: How do they link to your KPIs and how do
• 12:32
  Speaker 3: they help the customer with their KPIs too? The when
• 12:36
  Speaker 3: is about your contact frequency? So thinking carefully about okay,
• 12:39
  Speaker 3: how often and when are we contacting different customers? What's
• 12:42
  Speaker 3: our trigger points? The where is about the communication channels
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  Speaker 3: that we use? Are we defaulting to the ones that
• 12:48
  Speaker 3: we like to use or are we working in the
• 12:51
  Speaker 3: way that customers like to be communicated? The what is
• 12:54
  Speaker 3: about your toolkits? So what tools have you got at
• 12:56
  Speaker 3: your disposal? How can you optimize those? And then the
• 13:00
  Speaker 3: how is about improvement? How can you improve what you
• 13:03
  Speaker 3: do in that area? Regardless of the toolkit and the
• 13:05
  Speaker 3: strategy that gets handed to you, how are you taking
• 13:08
  Speaker 3: ownership of that. So as business development professionals, you know,
• 13:12
  Speaker 3: we don't just shouldn't just deal with the strategy we
• 13:14
  Speaker 3: get handed. We should be actively developing our own sit
• 13:18
  Speaker 3: alongside that.
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  Speaker 2: Yeah, and that's great, Steve. You know you're covering the
• 13:23
  Speaker 2: five w's right or six w's I guess it's or
• 13:26
  Speaker 2: who when? And where are why? And how? I guess
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  Speaker 2: you five w's in an H. And that's great, you know,
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  Speaker 2: because that's a that's a simple mindset for new salespeople,
• 13:38
  Speaker 2: new business developers when they're jumping into the role to understand, okay, well,
• 13:42
  Speaker 2: where how do all the pieces of the team fit together?
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  Speaker 2: And what's my role? And what are my left and
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  Speaker 2: right boundaries? Where do I have authority? Where do I
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  Speaker 2: have responsibility? And you know, how can I maneuver effectively
• 13:55
  Speaker 2: on the team because every team, every company is different
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  Speaker 2: in the way they're strug on their BD teams, their
• 14:04
  Speaker 2: go to market teams. So that's a great construct. Let's
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  Speaker 2: jump into tactic number three then, Steve.
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  Speaker 3: Okay, so part three of the book is about everything
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  Speaker 3: you need to do, and in there I have a
• 14:15
  Speaker 3: seven step process for managing a sales conversation and the
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  Speaker 3: tactic there is to treat every conversation that you have
• 14:24
  Speaker 3: as a sales conversation and plan your objectives accordingly. So
• 14:29
  Speaker 3: as business development professionals, we speak with clients and customers
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  Speaker 3: all the time, but we don't always set objectives for
• 14:36
  Speaker 3: those unless we've got a KPI we need to move
• 14:40
  Speaker 3: and I want to get people away from that. We're
• 14:42
  Speaker 3: always selling something, whether it's an idea or a product
• 14:45
  Speaker 3: or a service. But through every conversation you have, you
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  Speaker 3: should set yourself objectives as though it is a sales
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  Speaker 3: conversation that you're going to close a deal at the
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  Speaker 3: end of. And I have three levels of objectives. You
• 14:57
  Speaker 3: need to set yourself an aspirational objective. So this is
• 14:59
  Speaker 3: your stretch objective. If things are going to go really
• 15:03
  Speaker 3: well in this conversation, where can I push this to.
• 15:06
  Speaker 3: So that's not an objective you're going to meet very often,
• 15:08
  Speaker 3: but it's important to have because sometimes you just catch
• 15:11
  Speaker 3: that customer on the right day at the right time.
• 15:13
  Speaker 3: You need to have a stretch that you can go to.
• 15:16
  Speaker 3: Your level down is something that's achievable. So this is
• 15:19
  Speaker 3: the thing that's going to move your KPIs that it's
• 15:22
  Speaker 3: probably you know, it's more understanding that this is something
• 15:25
  Speaker 3: that you want to move, and then the level three
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  Speaker 3: is your fall back. Okay, if I am not going
• 15:30
  Speaker 3: to move a KPI today, what can I do that
• 15:34
  Speaker 3: makes it more likely we're going to get some traction
• 15:36
  Speaker 3: on that in our next conversation. So having those objectives
• 15:40
  Speaker 3: means you can flex up and down depending on the
• 15:43
  Speaker 3: nature of the conversation, how it goes with the client,
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  Speaker 3: and it means you're always looking at ways that you
• 15:48
  Speaker 3: can get value, and of course those objectives should be
• 15:50
  Speaker 3: adding value to the client a customer as well as
• 15:53
  Speaker 3: to yourself.
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  Speaker 2: Steve, I really like this one. I've never heard this
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  Speaker 2: tactic before, and I think this is great because you're
• 16:03
  Speaker 2: setting objectives for each engagement with your prospect and you're
• 16:08
  Speaker 2: trying to get buy in and you're trying to have
• 16:14
  Speaker 2: agreement on those little mini contracts. We write about them
• 16:17
  Speaker 2: in the Business Development Body of Knowledge, and this is
• 16:20
  Speaker 2: important for nurturing that relationship. To have those mini contracts.
• 16:23
  Speaker 2: It's a give and take. It's an exchange of value
• 16:26
  Speaker 2: as we progress, and if we're not getting anything in
• 16:29
  Speaker 2: return for our valuable contributions to the conversation, well then
• 16:33
  Speaker 2: you probably know that it's not going anywhere, And I
• 16:36
  Speaker 2: like how you know some people go in with an
• 16:38
  Speaker 2: all or nothing mindset, and what you're saying is no,
• 16:41
  Speaker 2: it's not all or nothing. Every engagement has different shades
• 16:45
  Speaker 2: associated with it. Yes, you have a stretch goal, and
• 16:48
  Speaker 2: if things align perfectly in this conversation, then you're going
• 16:52
  Speaker 2: to knock it out of the park. But if it doesn't,
• 16:55
  Speaker 2: here's what you should at least achieve. And if that
• 16:58
  Speaker 2: doesn't happen, okay, at a minimum, what should I be
• 17:01
  Speaker 2: able to accomplish? And if you come away with nothing, well,
• 17:04
  Speaker 2: then you know you're not getting any progress on this
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  Speaker 2: and you should probably just cut beat and move on
• 17:10
  Speaker 2: to the next prospect. Probably would you agree.
• 17:13
  Speaker 3: No completely, And it gives you confidence because you've always
• 17:17
  Speaker 3: got somewhere to move to. Whether it's because perhaps the
• 17:20
  Speaker 3: customer isn't in the place that you thought they were
• 17:22
  Speaker 3: and so you need to flex for that reason, or
• 17:24
  Speaker 3: for whatever reason. You know things don't go as well,
• 17:26
  Speaker 3: they go better than expected, But it all comes back
• 17:29
  Speaker 3: to the question of so what are you selling in
• 17:32
  Speaker 3: that conversation, and you'll often talk with business owner and
• 17:34
  Speaker 3: execs got well, I'm not selling anything. We're selling an
• 17:37
  Speaker 3: idea at least, or we're continuing to get them to
• 17:40
  Speaker 3: buy into an idea that you know, that's what we're moving.
• 17:44
  Speaker 3: You could the process is that I train people on
• 17:47
  Speaker 3: you can use to sell them that you can use
• 17:48
  Speaker 3: them to sell ideas as much as you can sell
• 17:50
  Speaker 3: a product or service.
• 17:52
  Speaker 2: You know.
• 17:52
  Speaker 3: Yeah're all with salespeople at heart. We're always selling something.
• 17:56
  Speaker 2: Well, sure, we're trying to deliver value somehow. And I
• 18:01
  Speaker 2: really like this concept of pick something that is a
• 18:04
  Speaker 2: stretch goal for you in each engagement. And I've seen
• 18:08
  Speaker 2: this time and again where as a business developer, I'm
• 18:12
  Speaker 2: on the go to market team with sales folks and
• 18:15
  Speaker 2: account managers and they're playing it safe. I think they're
• 18:19
  Speaker 2: going for their KPI goal yep. And I tell them, look,
• 18:24
  Speaker 2: you're doing a disservice to your prospect if you don't reach,
• 18:29
  Speaker 2: if you don't have a stretch, Because I've seen it
• 18:32
  Speaker 2: time again too where they do stretch or I have
• 18:37
  Speaker 2: a stretch and I present that to the prospect and
• 18:41
  Speaker 2: it turns into a whole new conversation something the prospect
• 18:45
  Speaker 2: had never thought about, never contemplated, or it completely rewires
• 18:51
  Speaker 2: the entire relationship it has. Oftentimes it has the prospect
• 18:56
  Speaker 2: saying oh, I've never heard that before. That's really interesting,
• 19:02
  Speaker 2: and then you have a conversation that leads to way
• 19:05
  Speaker 2: more opportunity than you bargain for.
• 19:10
  Speaker 3: It stops the camp. If you're managing an account, people
• 19:13
  Speaker 3: often don't start to think about pushing it forward until
• 19:16
  Speaker 3: it gets to repitch stage. You should be constantly moving
• 19:19
  Speaker 3: that customer forward.
• 19:21
  Speaker 2: Yeah, now that's music to my ears, Steve, That's music
• 19:24
  Speaker 2: to my ears. And this is why you know not
• 19:27
  Speaker 2: to begrudge the performance of account managers or customer success people.
• 19:31
  Speaker 2: They're all great people, yes, but they're incentivized often to
• 19:35
  Speaker 2: simply achieve the KPI. And that's why I think it's
• 19:38
  Speaker 2: important to have the business developers going back to tactic
• 19:42
  Speaker 2: number two, depending how the team is structured and what
• 19:45
  Speaker 2: the processes are. For the BD leaders that are listening
• 19:49
  Speaker 2: to this conversation with Steve, folks, you have to have
• 19:54
  Speaker 2: bed continually involved swing through the ball because the business
• 19:59
  Speaker 2: deve helopers should be if they're trained by Steve, to
• 20:04
  Speaker 2: have those reach goals in each of those conversations with
• 20:08
  Speaker 2: your existing clients to help move the needle beyond just
• 20:13
  Speaker 2: the basic KPIs and accelerate the process of getting to
• 20:19
  Speaker 2: growth phase with your customers as quickly as possible. Steve,
• 20:23
  Speaker 2: this is fascinating. Let me summarize the top three tactics
• 20:27
  Speaker 2: or takeaways and please jump in if I missed anything. Okay.
• 20:32
  Speaker 2: Tactic number one is mindset, approach each engagement from a
• 20:36
  Speaker 2: position of value. We're not here to sell. We're here
• 20:40
  Speaker 2: to save and deliver value to our prospects and help
• 20:45
  Speaker 2: them succeed and survive in their industry. The second tactic
• 20:51
  Speaker 2: is know what the process is, Understand what everybody does
• 20:57
  Speaker 2: on the team, Understand your responsibilities, what your authorities are,
• 21:01
  Speaker 2: and understand the who, what, when, where, why and how
• 21:08
  Speaker 2: of the entire process. And then the third tactic is
• 21:13
  Speaker 2: go in with each engagement focused on three primary objectives.
• 21:21
  Speaker 2: The baseline KPI of what should I typically expect to
• 21:26
  Speaker 2: come out of this conversation, the backup situation of okay,
• 21:31
  Speaker 2: at a minimum, what should I be able to come
• 21:33
  Speaker 2: out of this conversation with? And then finally that reach
• 21:37
  Speaker 2: that reach objective that you may feel a little uncomfortable
• 21:41
  Speaker 2: asking the customer something, but when you do, when you
• 21:45
  Speaker 2: reach it, opens up an entirely new conversation, and it
• 21:50
  Speaker 2: could open an entirely new book of business. And if
• 21:53
  Speaker 2: you want to learn about growing your business, then grab
• 21:57
  Speaker 2: Steve Radford's book. It's how to set everything you need
• 22:01
  Speaker 2: to think, know and do to have greater sales conversations. Again, folks,
• 22:06
  Speaker 2: it's available on Amazon. Grab yourself a copy and reach
• 22:10
  Speaker 2: out to Steve. Steve, how can folks connect? Follow your work?
• 22:14
  Speaker 3: Best place to reach me's on LinkedIn. I love to
• 22:17
  Speaker 3: have conversations with salespeople, business development people, SDRs, BDRs, whatever
• 22:21
  Speaker 3: your role. Yeah, reach out connects. Yeah, that's the best
• 22:24
  Speaker 3: place to find me.
• 22:25
  Speaker 2: Okay, folks, you heard it. If you want to connect
• 22:27
  Speaker 2: and converse with Steve Radford, feel free to do so.
• 22:31
  Speaker 2: He's very accessible and Steve, I've had a wonderful conversation
• 22:35
  Speaker 2: with you to do. Thank you so much for everything
• 22:38
  Speaker 2: you do for the business development profession. We really appreciate
• 22:41
  Speaker 2: it and we'd love to have you back again when
• 22:43
  Speaker 2: you write your next book.
• 22:44
  Speaker 3: Thank you, Tony.
• 22:49
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• 22:53
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• 22:58
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• 23:02
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