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November 3, 2023

Early Stage SaaS and ABM Adoption

Prabhath Kidambi
Head of ABM @ TripleDart
Uncover effective strategies and navigate the unique challenges in Account-Based Marketing (ABM) tailored specifically for SaaS startups, leading the way in revolutionizing your business growth and achieving outstanding results.

Priyanka: Hello and hi Prabhat and hello to everyone who's joining us from the other side. I'm just waiting on confirmation if everybody can hear us properly and there's no audio or video issues and then I'll start the session. 

Prabhath: All right.

Priyanka: Can everybody hear us and listen to see us properly

Prabhath: for some reason. I'm not able to see any comments. 

Priyanka: Yeah. So the comments you can see on the site. Yeah. I think we are live and we did them as Responded. Thanks. Thanks for alright. Thank you. Comment. Yeah cool. Then we can get started. So hello everyone. Thanks for joining us today.

We have a very special guest today to speak about a b m and Last time we spoke about ABM, we had a, I had a great friend of mine who spoke about the the fundamentals of ABM and how ABM leads to APX and all of that. So we are today going to continue from where we left off. We have Prabhat from TripleDart who heads the ABM function.

There he's been he's almost an expert in AVM and triple that is an agency, which has helped more than 70 companies to amplify their marketing efforts. And they're also a partner with factors that AI. Yeah. Thanks for joining looking forward to 

Prabhath: the test. Thank you. Thanks Priyanka.

Looking forward to the session here. Should we get started? Do we have everybody or should we wait for a while? 

Priyanka: We can we can wait for a while just before we like start with the presentation. And yeah, by the way, we have a presentation for this, the live we never had a presentation, but I asked Prabhat to make one.

I have to have a person present and then keep it informative. There you go. This might be the most informative live sessions we have had for a long time. Yeah. But before we get get started just while we are waiting for some people where did your A B M journey start from?

From what? 

Prabhath: My A B M journey started of a a. three, three years back when I was first introduced to to product analytics at Zoho. So where we were collecting user level information about product usage and stuff. So that's when I actually started. Thinking about how I can make use of that data to actually run my campaigns and do some cross selling and upselling.

And then later I got to know that is also a part of ABM. And then later I got introduced to tools like play a bit tools like metadata. And that's when that's when this whole world has opened up for me. Yeah. Yeah, that's how I got introduced into this world. 

Priyanka: That's a good story.

I think the natural progression of, how you get interested into these stuff is is something that I ask every marketer. So I had to ask you this one. So for the audience, so what we'll do is we'll we have a presentation where Prabhat will take you through some major points about why, early stage companies are hesitant to adopt ABM and what are the dynamics of it, what are how is it different from conventional marketing itself and and a very tough concept of how to use.

Yeah, ABM to cross the chasm. So yeah, we'll just get started now. And at the end, we'll take as many questions as we can. So feel free to put your questions in the comment box. We'll take them towards the end of the session. So I think Prabhat, you can start presenting now.

Prabhath: All right. Let's get started. This is very, this is one of my favorite topics when it comes to account based marketing the previous the previously conceived notions. They, that, they were that only big companies only companies with high ACVs or all, or scale ups can only do ABM.

That's because various factors but these notions actually come because because of the fact that most tools out there that are predominantly used for ABM are very expensive. It can be six cents, it can be demand based or any such tool. Given this time of the era that we are in right now, which is post covid and during the recession with the recession going on, marketers are constantly being challenged about how you can bring in how you can bring in more efficiency into your demand gen.

And that's where ABM comes into picture because because the traditional marketing techniques, they have a lot of pros and also they have a lot of cons that, that, that are imminent for, especially for for an early stage marketer, which we'll be going through. One second. Yes. To talk about talking about the contents of this first, I'd like to take you through the traditional customer acquisition and that pros and cons and how these cons are very important for early stage startups.

And then how ABM as a strategy can help us fight back with some of these problems that that traditional customer acquisition has got. And then. We'll be talking about tech adoption life cycle because that's one of my recently discovered discovered topics. And I think that's very important for startups especially in this age because every other startup out there is trying to solve it's trying to they're trying to bring in a new innovation.

To an existing problem, or they're trying to bring in a new solution, or they have a very big competitor against them right now, and they're trying to solve that, and they're trying to capture a huge market in their niche. So it becomes very important for us to talk about tech adoption life cycle and how startups can use that to their advantage and and transform themselves into a scale up.

From being a startup and then at the end, we are going to touch upon tech stack previously I mentioned that that the tech stack for ABM is generally perceived to be very expensive and very complex. So we are going to break down a little bit on, on how you can get started and how you can bring in these new not new.

Per se, but bring in those actu bring in those other tools that, that, that market considers to be very complex. And yeah. Let's get started. To start with, we have here the traditional customer acquisition. So discussing about the on this topic they, there are a lot of pros, right?

That's the reason why whenever we we try to. Getting new customers because it's so scalable because these traditional approaches are extremely scalable are the reason why we do these things by scalable. To say that, you have some successful keywords you have an amazing positioning ready and now what all you need to do is scale your budget and see if at the end your customers are coming in through and In the entire process the budget as well is extremely predictable.

You will not have to spend any more than what you actually plan for And the whole thing you do not have to have to bring in new resources which is important because if you are scaling and whenever you, you want to hit a higher number, if you have to bring in new resources all the time that's going to be That's going to be challenging.

So these are a few pros and one other very important aspect here is that you get to experiment with a lot of with a lot of keywords. You get to experiment with a lot of with a lot of messaging and positioning and see if it sticks. And your immediate and the results that you get from these experiments are almost immediate.

Yeah. So you can keep on reiterating and and scale your acquisition process. And those are the real pros why people run ads on Google ads on, or on Facebook and LinkedIn ads and in even organic per se. But there are a lot of cons as well. For example to reach that particular stage where you actually scale your plan, right?

So you have to have a few keywords that are really working out that are giving you cus customers and that generating pipeline on a constant basis and. And especially when you want to test out a few keywords or your positioning, right? All the ads and all the demand generation practices out there that involve ads are extremely quantifiable things.

To say that they are more quantity driven rather than quality driven. So you need to invest a lot to get a statistically significant number to say that particular strategy is going to work for you in the longer run. And 

Priyanka: it's not totally feasible for a smaller company to just spend.

blindly on, on that, right? And it's a bad strategy for a early stage company, even even at their, even if they're growing or they are at the PMF, I just think it's better to choose one specific set than to just go all in and do that. Yeah, sorry, go on. Sorry to be pissed off. 

Prabhath: So exactly, you were perfectly right there Priyanka so you will have to test a lot of keywords, you have to test a lot of audiences, you have to experiment with a lot of messaging, is it going to be problem specific, are you going to show your benefits or what is exactly resonating with your audiences is something that you will have to test out and to get those results, those immediate results that I was talking about, you'll have to spend a lot of money and you have to spend a lot of time as well to see what's taking and before you see the end results, which are customers and scale revenue, right?

And apart from that, If you're going against a very big competitor out there, they are just going to boost you out of the first first few positions on the, on your search page, but just increasing your CPCs, right? So if they increase yours, increase their CPCs, we are going to have we will be having lesser number of clicks for same amount of budget.

And at the end, again, you will not, you're not getting the statistical result nor are you getting. A good amount of of pipeline generated, right? So your spends are extremely volatile and and the third one is like very significant, especially right now because every other marketing platform out there is trying to evolve and bringing in new things.

And there's a, and there's a specific reason for that, which is ad for team. Plus there 

Priyanka: is, yeah there's this. A constant need to evolve. And then there is this budget constraints, recession. So I think it's a mix of these factors. 

Prabhath: Yeah. Yeah. Exactly. So what I'm trying to say is we are subconsciously we are we tend to ignore the ads when we are trying to search for something informative.

And that is bringing in ad fatigue. And that. That actually will result in us trying out new strategies, new techniques to be in, in to be in front of your prospects. Is and that begs to the question, even if you come to come with a scalable scalable approach to your acquisition process do you, is it really scalable, right?

Because it's still an experiment and it can still fail. And you cannot, you we will not be able to get that get the, get those pipeline numbers or leaps. So ad fatigue is a very important factor there and actually have a personal experience. So one year back when I was running a LinkedIn campaign for this company I've had an amazing conversion rate on my lead gen forms.

I'm not saying lead gen forms I'm not saying that lead gen forms are the way to, worth the way to get customers, but I'm just. Talking about that particular tactic. So what happened was right now when I Sorry, one year back when I was, when I launched this campaign we've had a lot of lead gen form fills and amazing conversion rate on, on, on those lead gen forms.

We've had a lot of leads coming in, but right now, if I go with the same tactic, same technique. It's almost similar audiences, maybe a new cohort, but with similar characteristics, my conversion rates are extremely low. And that's because the market has figured out that, Hey, if I fill this form right now, someone else from that company will try to reach out to me, will try to send me emails and will try to contact me.

And I don't want that, right? No one wants that. And 

Priyanka: it reminds me of what we used to do before, before we found triple dot.

Yeah, I think it's a mistake that every early stage company does. And if you go through that, then only you realize, but. It's better if you realize earlier that bombarding with emails, bombarding with ads is a very bad strategy. I'm laughing because that's what we did. Yeah. 

Prabhath: No, but still, that's one of the ways to go about it, right?

That's not completely unavoidable as well. Yeah, on the other hand, the person had shown you the intent that he's interested in something and why not contact him? Although that's a bad strategy in general, I think sometimes it can work sometimes. And most of the times. That should not be done.

It's just not ethical. 

Priyanka: Yeah, these are teething problems that come up when you're just trying to make a GTM motion. Yeah. 

Prabhath: And overall in the entire in these entire traditional strategies. There is no way to build relationships with your prospects. They, if we are bombarding them with a lot of information, be it our solutions, be it our product, be it our benefits, be it our testimonials, industry insights, no matter what, we are just bombarding them with a lot of information.

And that actually does not result in building relationships because because traditional. customer acquisition strategies. They, we are just trying out messaging that we are just trying to show them the messaging that the overall market has to resonate with and not a single single prospect or because their formographics, their psychographics their technographics are entirely different from what we are trying to say.

That's when ABM comes into the picture. In ABM, recently I've been following Declan from Strategic ABM for a very long time. And one of these, and one of the, and one of his I think someone from Cognizant was saying that in ABM you put the needs and problems of your of your customer or your ideal prospect in the middle.

And then you reverse engineer back to the problems that they solve and solutions. That we can show to them. That's exactly what ABM means. So there we are actually putting their problems ahead of the entire entire thing as opposed to traditional strategies. And that's the reason why ABM could actually help us build these relationships.

And when it comes to building relationships there are there are advantages and threefold. So basically. One is before your conversion happens you have before your customer conversion happens. So you have a huge competitive advantage over your competitors. For example, if you have a relationship built with your prospect, they are never going to go to a customer, go to our competitor.

Because. They see because he is showing them an ad or he is reaching out to them if they have a problem or a solution that need to be and if they are looking for a solution for one of their problems, they're going to first reach out to us and see how we can solve it at a good cost advantage to them rather than going to that competitor.

That has that has reached out. So basically we have an existing relationship with one of the, if we have an existing relationship with one of the prospects that is never going to go away. So we have a huge competitive advantage there. And when it comes to brand experience.

The whole ABM gives you a lot of enhanced brand experience because you're going in with personalized messaging, tailored approach to to solve their problems and their needs. And we are able to provide constant support during their implementations, during their pilot programs, right?

So all that brand experience will help us. Will help the customer have an amazing and a smooth experience from from from the time they actually find out about our brand till the time they become a customer and solve the problem and then, where it goes, right?

Till they. Till they completely solve the problem and look for look to increase their own productivity and solve, solve other problems in their own niche. And the third main advantage here with building relationships is increased conversion rates. If you are, if you have built relationships and like we discussed if you are providing the constant support over the entire journey.

They are going to convert convert soon as opposed to the traditional they see our ads, they get to know us they find out about our competitors they evaluate them against us and all that will cause a lot of conversion drop as opposed to ABM's way of, building these relationships.

And then 

Priyanka: Prabhat, I lost you. I can't 

Prabhath: hear you. You're Not 

Priyanka: sure. Can 

Prabhath: you hear me? Yeah, I can hear you. I can hear you fine. 

Priyanka: I'm not able to hear you, sadly. Can you hear me? I can hear you fine. Can you try rejoining?

Can you try rejoining? Okay. Okay. So he's just rejoining. There's a problem from my end, I think.

Okay, Jatin is saying he's going for Chandran live. Yeah, I think Prabhat is back. I'm not sure why I can't hear. One second. Yeah, I can hear you now. Sorry. I think it was a problem from my end. Yeah, sorry. You can start presenting. It was a problem from my end. Yeah. Yeah, I think Jatin is saying that he's going to go live, go and watch Chandra and do yeah, the recording will be available. 

Prabhath: Oh, yeah. I guess I'm missing out on that one. 

Priyanka: But you're on a live with me. So that should suffice. Yeah. I'm so sorry, guys. Yeah.

Yeah, go on. 

Prabhath: Yep. So the second benefit of of account based marketing is high ROI, right? First of all, very short sales cycle compared to the other compared to the other compared to other other strategies of acquiring customers, right? Because you have these relationships, you are You are solving the problem then and there, you're providing that constant support that they need.

So you have a shorter sales cycle and your expenses are also going to be very low compared to whatever we're gonna spend on Google ads or Facebook ads or LinkedIn ads. Overall your expenses is less and your in your conversion rates are high. You have shorter cycle, and plus you have increased.

cross sell and upselling opportunities with your prospects. So all this is going to result in a very high ROI, right? And this is the most important part of the entire picture, which is product market fit. A few years back I was working, I was trying to run ads, run paid ads for the startup and no matter what we have a few leads.

First of all, the conversion rates. From from on our website we're low. And then once we solve that, the leads that we are getting in the demos that we are getting in, even if they have the same kind of problems, they were not able to, they were not converting just because there is no product market fit, and that's a very existing problem for most of the startups out there, right?

So to solve these product market fit related issues, you need to. You need to you need to work on the product. You need to bring in the solution that they, that your customer needs. And absolutely. Yeah. For that. Yeah. And for that you need to understand their pain points, right? Even before that, we need to validate our own understanding of the ICP, we need to validate what kind of industries, what kind of personas that you're, that you want to go after, is it working, is it not working, do we need to pivot it into a new strategy, all that.

All that testing and experimentation is very much possible with ABM and and after your, after you validate your ICP, you get to validate your messaging, you get to validate your positioning, what kind of features, what kind of benefits are there resonating and are our customers resonating with what do we need to implement.

cut down upon what do we need to double down upon all these all these nitty gritties of our GTM motion can be addressed by ABM strategies. And that's what makes ABM so special, especially for early stage startups. When compared to what understanding was what people believe about ABM, right?

People believe ABM, ABM is definitely a customer acquisition strategy but. But you'll be able to test your PMF with AVM, which is a very high value prop for someone to do AVM. And 

Priyanka: especially if you're at your you've not found your PMF, you're still experimenting. You're still trying to figure out what exactly sells and what exactly adds value to your customers.

Totally non negotiable 

Prabhath: Yep. Yep. Yep. So next is tech adoption life cycle, right? This is one of the, a few months back, I was reading this book called crossing the chasm by Jeffrey Moore. And I was constantly looking for some kind of a theory. On why certain startups and certain solutions are successful and their exact competitors who have gone to the market at the same point of time.

But these people were not able to crack that market especially. And that is so much true with with many brands out there, like Akamai Like Snowflake Autodesk, but many such brands. And why does that really happen? And even if you take LinkedIn for that example, there was a certain alternative for LinkedIn called, I think it's called Praxis or something.

They provide the, at that point of time, they were providing the same exact solution and one failed and the other one succeeded. And although that's a very different market out there. To what I am talking about it is very important because most of the startups that we are working with I'm not talking about just triple that out.

Most of the startups, B two B SaaS startups that are coming out in the market, they are trying to solve a new problem or an existing problem with a new innovation, or they're trying to solve solve a problem that your competitor is just unable to solve because of their own their own existing fit in the market, right?

So that begs to the question what is it that makes some startups really succeed? What is it that that some startups just take that hockey, hockey graph when it comes to revenue, but hockey stick chart when it comes to revenue and some startups are just not able to do it, right?

So when I was searching a lot about this particular thing, then that's when I got, I came across. crossing the chasm. And first of all, the whole book itself sounded very interesting. And and I think that's something that's a book, something that every marketer should read out there. I think it brings in a lot of value, innovative thoughts with respect to how you can promote your products.

And even I had a lot of a lot of doubts as to why does a marketing strategy itself change when a startup has no customer to some customers and many customers, right? When they're trying to scale, why does the entire marketing change? Why does the entire branding or positioning change, right?

Essentially you are trying to promote the same product, same solution. But maybe with a few new features. But doesn't that mean that what used to work in the past should work in the future as well? That was a question that I was boggling with for a very long time And this book actually provided the solution.

I mean provided me with the understanding that I needed So basically when the startup is when any product I don't want to talk about a startup as such But when any new product is coming into the market, they are first going to Sell to innovators and early adopters that, so that could be Through your investor relationships, through your existing circle, or maybe maybe through a network, through a forum or or to a community, right?

So all these all these previous cohorts of your customers will, they are all about their psychographics are a little different from the actual market that you need to crack to actually scale up, right? So these people are looking for innovative solutions out there. They are looking for. They're looking for for products that solve their big problem, but if you have to.

If you have to capture a whole new segment of market, which is mostly your enterprises out there, and these people, they have their psychographics are entirely different. So basically, for them, productivity is important. Whatever problem that your product is actually trying to solve.

They have solved it. Maybe they are manual. Maybe they have a lot of people to just solve that kind of a problem. They've already solved it. Maybe they are okay to live with it. But even if they adopt the new, to this new product. For them what's more important is continuity of business and and reliability is that's what more important for them.

So that's the reason why so if you have, if you try to move from your previous cohorts of your customers to, to crack a very very huge enterprise segment in the market, you will have to you will have to completely. Change your branding change your messaging change your positioning you're not About the new innovation that you're bringing in anymore you're all about bringing in the reliability and business continuity to the new segment of your customers, right?

So in this whole thing if you want if you need to figure out that particular So basically the gap between these previous cohorts and the cohorts that you wanna that you wanna crack in the future, that, but your gap is what's called a chasm. So to cross this chasm is why people come up with they, they want a new a new messaging.

They want, they need a new branding, right? So to come up with that particular branding, You can basically try using ABX strategies and and target that those cohorts the samples of those cohorts and build relationships with them. Try to get those particular nitty gritties of the reliability that they want to bring into there.

To their business and through, through our solutions and that's how your brand can pivot from from selling from to early adopters to late majorities, early and late majorities. So that's how a startup will have to scale. And this whole journey, the first few signals or the first few suggestions that you can get with respect to that rebranding or the way you do things differently when it comes to your support.

All those points you can get through a b m is is something that that every startup that, that wants to scale and and sell to the, to this huge segment ahead of you need to realize and Yeah, that's how this whole tech adoption life cycle is extremely interesting for me. And in, especially in the context of ABM.

Absolutely. Next next thing that I really want to, I think this is when, this is where our actual session should start. But all the information that I previously told was mostly about introduction to ABM and stuff, but majorly speaking. As I start, as I told in the initial discussion itself there is a previous previously informed notion that A b M is not for startups.

A b M is just for scale up or or companies with high ACVs or enterprises. Yeah. 'cause those are the case studies that we listen to most of the time. These are these case studies by Snowflake authors, from what we hear from terminals about about all these scale and enterprise products.

And when someone from startups tried to do AVM, when they research, they used to majorly get get clear with Sixth Sense metadata as their solutions to, target your customers. Target your ICPs, right? And these products are very expensive for an early stage startup to afford and That's when people say that hey abm is not for me right now.

We are just a startup We cannot invest so much on abm infrastructure right now. So that's the reason why we'll have to stick with the other forms of marketing, right? But actually that doesn't have to be that way. You have a lot of tools that you can use to target like like Apollo gives you an amazing set of data with respect to technographies, you speak to their revenue funding what kind of tech they're using inside.

And you can even you can even look if a particular persona is They're on the in that company or not, and then bring in all that data. And also. You can use LinkedIn sales navigator or Lucia to bring in your prospects emails and everything in the picture. And you can use a tool like use bouncer or something like that to, to to verify and validate these emails.

And most of these tools that I'm seeing are not so expensive. I think that most of them are are lesser than a hundred dollars per month. And, 

Priyanka: And Apollo is free. Yeah. 

Prabhath: Yeah. To start with Apollo is free. Yeah. Yeah. Yeah. And then you have LinkedIn ads to do your promotions and then you can use Apollo and Lemlist.

Again, these tools are as well less than a hundred dollars per month and you can use these tools to, do multi channel outreach to your to your customers as you do your ideally customer profiles and And yeah, and once you've seen some success with these with these tools, you can bring in intent data like G2 or Slintel.

G2 or Slintel are a little expensive for sure. But still, once you've seen some success with the previous ones, you can bring in this this intent data into the mix and you can use a tool like Bombora along with Apollo and Sales Navigator. And if we cannot. And if we are hesitant about using that data, we can use clearbit or factors website visitor identification data to, to capture the intent.

So for example, if someone is visiting your pricing page or demo page or integrations or customer testimonial pages, all those. are the signals for you to see if one account is trying to look for solutions that, that, that look for is trying to solve a problem that that your problem, that your product in fact solves for, right?

And then. Once you see success with these in terms of promotions, you can expand your promotional channels from LinkedIn ads to Facebook ads because Clearbit X subscription will will can help you to do the same kind of LinkedIn ads level of targeting in terms of job titles in terms of companies, in terms of employee size and everything, all that level of targeting can be brought in by Clearbit.

To facebook ads and you can you get to expand these facebook ads, right? And then once you've seen a good success across all these things That's when we can actually say that we can Hey I'm ready to invest in a tool like six cents or demand base and then go on to target and display networks And bring in tools like inflow to bring in contact level advertising and Yeah.

My point of in this whole thing is that you do not have to go and get 6ms or demand based at the start to get your ABM right. There are other tools out there, simpler tools out there to capture all these things and then go forward with with the entire thing. And once you are seeing a lot of.

Lot of revenue and pipeline being generated to through ABM once you figure out the messaging that can help you once you scale your outreach methodologies to for your medias and sds to you know reach out and get to get a get a call with them get some get that pilot program started with them.

So once you have all the signals, that's when you can actually start invest in, in doing six cents and metadata and stuff. So yeah, that, that's that's what I have for you. So far, if you have any questions, I can like, 

Priyanka: Yeah. Yeah. So if anybody has any questions, they can put it on the comments and we'll take it one by one.

One question from my side is that, yes, we talked about how to start from maybe a more tools to use what is, and then what is the use case of even using ABM? We talked about all of that, but one thing that I wanted to ask from the start was like, when do you need to invest in ABM? From an early stage startup perspective, 

Prabhath: right?

If you take a look at how ABM how people have to invest in ABM, right? So basically you have three problems, three main problems to solve it. To start with one is your target addressable market. You have to discover your target addressable market for that. You need to have a good understanding about your ICP.

You need to lay out. Lay out your entire ICP and define each and every point. You need to define you. You need to have defined who the user is, who the influencer is, who the actual decision maker is, who by decision maker, the people who actually, you know pay the bill at the end.

And how do you want to define your band criteria, your budget, authority, need and time. How do you want to decide how do you wanna define all these things? And bring that particular filtration process into your into your ICP definitions. And and that is one part of the entire picture.

And the second part is is defining your messaging and positioning that, yeah, your initial one. Not the final positioning. I'm not saying that you need to have figured out the entire positioning that you need to go live with. That, that will bring in a lot of customers, right? You can just go with with the initial best position that you can go with, and then you can use that to come up with collaterals.

You can use that to come up with with some downloadable assets, with some blogs with. Some thought leadership, right? All that is your second problem. And the third problem is your outreach, which is by far the most simplest problem. It is laying out an infrastructure for your email marketing, for your for your cold outreaches on, on, on emails.

And your LinkedIn outreachers and stuff. So basically if you have the first two things ready, which is one, your ideal customer profiles definition with band criteria defined. And the second one is the initial positioning that you want to really use. That's when you can, these are the initial criteria that you can use to, get started with ABM and then you have some of the resource related problems that also need to be addressed before you start with ABM, which is one, you need to have a, you need to have someone to, Send these emails.

I'm going to someone to respond to them. Someone to, configure the entire outreach thing and you need to have someone to keep keep taking these intent signals that you get from your from your CRM, from your website, your anonymization tools. And you need to have a, you need to have someone to do all these things while also looking at these other signals that you get on LinkedIn ads, right?

It can be a creative engagement. It can be your overall account engagement. Yeah, creative engagement, accounting engagement and someone who is actively looking for solutions like these. So there was this one example which which I can quote right now, which is when I was promoting this company in the last six months I was just randomly searching for.

Searching for that product's name? Or actually the problem that the product solves on directly on LinkedIn and the first, or I think the, I think in the first five or six posts, there was someone who was exactly asking that network about Hey, is there anyone who is solving for this? Who?

Who? Can suggest a solution for this problem. I'm able to solve this and that's when I took I've taken that particular thing and I've included in our campaigns and I've given that particular handoff to the sales guy and they reached out and immediately there was a customer that's that was not even yeah We did not even have to do a lot there.

We just had to yeah and we had a customer right there. So you need You need a, you need an ICP definition, you need messaging, you need those, you need messaging information that you can start with. And you have an SDR who can who can take control of their entire cold outreaches and email outbounds.

And fourth one is is is someone who can take all these signals, from from your marketing tech stack and hand it over in a categorical way to your SDR. That's when you can actually get started with with md. 

Priyanka: Yeah. Got it. Got it. I don't see any questions on the comment section, but I, but then if there's no questions, we can end the session.

And if you have any other questions you can ask about you can dmm him on LinkedIn or you can dmm me. I'll send some questions and then I'll try to do my best to get back. Answers. But thanks, . It has been a great session. I think there'll be some demand for your presentation that you made, which is amazing.

And and the insights that you got was obviously through your clients and over the years, what you've learned. So it's very practical insights and that's something every SaaS company should do. And if any, there's any budding marketer. They should definitely read the book, right?

If you can put the book name in the comments, then I think I'll buy it too. Yeah, 

Prabhath: yeah sure. All right. Thank you. I, the name of the book, right? I'm actually not able to add any comment. I'll put that in the comment section in the private chat. 

Priyanka: Yeah I'll put it in.

Sure. I'll just

Yeah. I'll put it on the comments. All right. Cool. Thanks. Thanks for having me. Thank you. Bye. Bye everyone. Thanks for joining.

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