Como entrar no mercado e criar seu espaço com um novo produto, solução ou categoria?

Está no ar o episódio 200 de Cast for Closers, o podcast da Meetime. E para comemorar essa marca, ao longo desses 7 anos, temos um convidado especial. O Chris Orlob é ex-diretor de vendas da Gong e CEO e cofundador da Quota Signal. 

Chris foi o segundo funcionário da Gong nos EUA e é um dos principais responsáveis pelo crescimento que a marca teve ao longo desses anos. Entre os temas abordados do episódio de hoje estão:

Abaixo, você pode acompanhar o episódio completo no Youtube ou Spotify, e o blogpost com os principais insights do Chris Orlob durante o episódio.

• Como entrar no mercado e criar o seu próprio espaço?
• Como criar uma narrativa para vender algo novo?
• Como o seu produto resolve um problema do cliente em potencial?
• Como criar urgência nos processos de vendas?
• Como abordar o valor do produto com o cliente em potencial?
• Dicas de conteúdos extras

Como entrar no mercado e criar o seu próprio espaço?

Como já falamos ouvimos muito aqui na Meetime nos primeiros anos, no momento em que estamos vendendo algo novo, é comum que o cliente compare com o serviço ou produto mais próximo.

Por isso, é essencial saber se diferenciar do que já é conhecido e criar o seu próprio espaço. Para o nosso convidado, a educação do mercado a longo prazo é um dos principais pilares para você ganhar escala com seu novo produto ou serviço.

Já no ponto de vista de vendas, não é ruim ser comparado com algo que o cliente conhece ou entende. Isso pode, inclusive, ajudar a fechar a venda.

Porém, é necessário focar no longo prazo com a equipe de marketing juntamente com a equipe de vendas.

E para isso, a criação de um conteúdo através de materiais de apoio, artigos, infográficos e conteúdos que mostrem os diferenciais e como o produto iria agregar no engajamento de vendas pode ser um grande aliado para você conquistar o seu espaço.

Como criar uma narrativa para vender algo novo?

Para você conseguir transmitir a sua mensagem ao dizer a seu cliente em potencial o que ele precisa ouvir para entender a categoria de seu produto ou serviço, é essencial que se crie uma narrativa por trás da sua proposta de forma que agregue valor.

E para Chris, não tem nenhuma bala de prata a não ser entender o seu cliente em potencial da forma mais profunda possível. Não existe a narrativa ideal que funcione se você não entende o seu cliente.

No entanto, para chegar a esse ponto, é necessário tempo e dedicação, seja entrevistando o seu cliente, entendendo a fundo o que levou ele a fechar um negócio ou o que ele precisa para fechar.

Aqui na Meetime, por exemplo, a gente conversou com os SDRS, nossos usuários finais e líderes de vendas para entender como o trabalho mudou com a nossa solução.

Dessa forma, conseguimos atualizar a nossa proposta de valor e promessas da marca.

Para não criar ruído, a sugestão de Chris é pegar de 20 a 30 clientes ou potenciais clientes e ouvir o que eles têm a dizer. A partir de então, é possível cruzar essas informações e entender, de fato, o que os une. Assim, você terá a narrativa da marca em suas mãos.

Como o seu produto resolve um problema do cliente em potencial?

De acordo com um artigo recente no LinkedIn do nosso convidado, construir um case de negócio é mais poderoso quando você mede o custo do status quo do que quando mede o ROI de um produto.

Mas como vender a sua proposta de valor de uma nova solução se os dados são escassos?

Para Chris, o trabalho inicial de quem oferece algo novo ao mercado é entender e medir o impacto financeiro do problema do cliente.

Se você está vendendo algo novo, talvez o cliente ainda nem saiba qual é o impacto do seu produto. Por isso, é importante você quantificar o problema dos negócios e como o seu novo produto traz a solução para essa lacuna.

E para Chris, a pergunta ideal nessa questão é “como você justifica o problema que o seu produto resolve?”.

Como criar urgência nos processos de vendas?

Se você está criando uma nova categoria de produto, um dos principais desafios é criar urgência no processo de vendas. E isso pode se agravar pelo fato de você não saber ainda quais são os problemas e implicações que precisa resolver para o cliente e por não ter um estudo de caso para apresentar.

Para o nosso convidado, uma forma de criar urgência é a construção do impacto negativo. Ou seja, encontrar um problema quantificável de negócio e entender como construir esse impacto negativo para que o cliente perceba a necessidade da urgência.

Porém, ele não aconselha você subestimar o seu cliente em potencial com perguntas aleatórias bombásticas. Você precisa entender o efeito cascata que o negócio dele pode ter e como a sua solução pode impactar positivamente.

E como Chris diz, “é muito mais poderoso criar a dor do que vender benefícios positivos”. Ou seja, as pessoas estão duas vezes mais propensas a agir em algo que os ajuda a evitar a perda. Dessa forma, agem em algo que os ajuda a ganhar algo.

Como abordar o valor do produto com o cliente em potencial?

Muitas vezes, ao criar um novo produto ou solução, abordar o orçamento pode ser muitas vezes espinhoso, sobretudo se o cliente ainda não entende o valor da sua proposta.

E para Chris, você consegue abordar essa questão de valor se você aplicar todas as lições que aprendeu até aqui, que são:

• Entender a dor do seu cliente;
• Criar a narrativa do impacto negativo;
• Construir um bom case de negócio.

E ele ainda complementa ao dizer que nunca vendeu em uma situação onde alguém pensasse que já tem o orçamento para aquela solução.

Ou seja, em sua carreira, Chris gosta de vender soluções que ainda não existem. Dessa forma, ele não tem ideia de como é iniciar um ciclo de vendas com um comprador que já tenha orçamento reservado para isso.

Para ele, é necessário você treinar o seu comprador. E além dos 3 passos acima, ele acrescente uma quarta, que é “encontrar um campeão de buldogue”.

Essa pessoa é o campeão do seu produto que está disposto a “atravessar paredes” para fazer o negócio da melhor forma.

Ou seja, pessoas com características assertivas e com personalidade forte. E para Chris, quando você treina o seu campeão, as portas estarão abertas.

E para fechar, é só pensar como o seu campeão explicaria para cima na hierarquia da empresa a sua proposta de valor e por ele se importaria com isso.

Dicas de conteúdos extras

• Masterclass Meetime: aulas para desenvolvimento em liderança e gestão de times de inside sales
• Linkedin do Chris

E esse foi o nosso Casts for Closers com o Chris Orlob. Se curtiu, não deixe de nos seguir na sua plataforma de áudio favorita e recomendar para os seus amigos que precisam dessas dicas.

Nos vemos no próximo episódio!

Transcrição do episódio

Cordovez: Hey guys, this is Casts For Closers, your podcast for dominating inside sales and hitting your quota. For those of you who are listening to us for the first time, my name is Diego and I’m your host here. And for those of you who have been listening us for a very long time, this one is also specially for you. 

The topic for this episode is: creating a category and selling something new. 

But this is not a regular podcast. We’re celebrating 200 episodes almost seven years on the mic and two fucking 100 episodes. We had Mark Roberge 100 episodes ago and now for the number 200. I’m super excited to bring another special guest. If you have read Meetime blog, you for sure have saw his content. I’m talking about Chris Orlob.

The former director of sales at Gong and now CEO and co-founder at Quota Signal, Chris was the 2nd US based employee for Gong and he’s the one of the few behind all the growth Gong has had over the years. Chris, as I was telling you behind the curtains, this is a very, very special milestone for us. Going part of our history at Meetime, we’ve read all of your content. So as a sales engagement platform we’ve been following.

Been advocating gongs insights and it’s an honor to have you here. Thanks a lot for your time. Please feel free to introduce yourself, introduce what you’re doing right now, what is Quota Signal? And give a hug to our audience.

Chris: Well, I think you did an excellent job of introducing me. So thanks Diego for having me. I don’t know if much else needs to be said right. I had a blast at Gong. I worked for Gong for six years from just under $200,000 in annual revenue.

When I started and when I left, we were doing a little over $200 million in revenue. So had an absolute blast and really excited about our conversation today.

Cordovez: Yeah, Chris, so we have this modus operandi where we just jump into the episode and I want to start with the basics with something we heard a lot in the first years of Meetime when we were selling something new, the prospect automatically compare us to the closest thing she knows and comes up with some something.

Like Ohh, so you’re like CRM but with X. So from a sales and marketing perspective, Chris, how do we differentiate yourself from what’s known and create your own space? Like you guys did that wrong?

Chris: Well, I think it’s different for sales and marketing, yes, right. Because marketing your job is to create the category over a very long period of time, right? You need a lot of money typically to do that. You probably are inventing a new word like we did, revenue intelligence and it is a long-term market education play. And you’re right in assuming that through that lens being compared to something existing is probably not Great. 

Because you want to create a new category and stand in your own right. From a sales perspective, though, it’s not such a bad thing to be compared to something that the customer understands. In fact, I would almost lean into it because it’s probably going to help you close the deal, right. So like the example at Gong is over the long term and the marketing team, we’re talking about revenue intelligence, we’re talking about category creation, we’re educating the market, but the sales team.

You know the customer would be like ohh so this is like call recording on steroids and sometimes we would just agree with that because it helps them understand it more and of course we would explain the value a little bit more. So there’s a little bit of a yin and Yang dance. You got to do the long term thing of educating the market. Eventually you do have to transition to the sales team to getting on board and using your new category creation term. But I don’t think it’s the worst thing in the world to have a reference point when you’re in a Sales conversation, particularly if it helps the customer understand what it is you do a little bit easier as long as it doesn’t undersell you, right. 

Like so one example of that is as I was leaving Gong, we were launching a new product called Gong Assist. A product hasn’t been launched yet, so I won’t go into detail about explaining it, but some of our early customers compared it to A to do list, which totally undersold its value. And so you do have to be careful with what you are going to be compared to like. Was a underappreciate your product, then? That’s probably a conversation you want to steer away.

Cordovez: From Chris, as you were saying and reflecting about bedtime story, it took years but we embraced it. At first we ignored, we tried to educate the market around sales engagement concept here in Brazil. Then it came to a point where we there was an elephant in the room we had to address. We had to talk about CRM differences and not undersell because if you look at the CRM space.

The price per user is very low, is so much lower than the sales engagement platform. So we had to address that, but in a way that we had to create a value proposition and show that so we could charge for it. So we took marketing and sales efforts to create a narrative that showed how different we were from a CRM perspective. And for us it was unnecessary step. It was attrition. First we resisted, then we Accepted. We embraced and we fought it. 

So you create materials, articles, infographics. It’s like rock over the mountain. It’s a huge effort and you have to repeat it, repeat it like hell in Portuguese. This episode always starts with a slogan that says sales engagement, and it’s like a ritual. You have to perpetuate this for years to make it effectively right.

Chris: Yeah, you have to mark it like you mean it.Yeah, I see too many companies who dabble with their marketing. I think a lot of software companies in the SaaS companies way under invest in marketing, right, like having been on both sides, the sales side and the marketing side. 

Marketing is it should be a tsunami like you said. There should be content marketing, there should be infographics, there should be educating analysts, there should be paid marketing. It is you know, I hate to use like a violent term, I just can’t think of a better one. It’s it’s warfare, right? Infantry. You need the boats, you need the tanks you need, you need everything.

Cordovez: Everything. Gong’ s category in place and in mind. Revenue, intelligence, as you said. Now you need to tell your prospect why she needs to listen. So now, from a storytelling perspective, how did you guys created the narrative, the story behind the space to sell something that was at that time completely new?

Chris: Yeah, I have the magic bullet to selling and marketing. Are you ready for it? It is understand your customers so deeply that you can peer into their soul. 

Now, I said that tongue in cheek, because it’s not a magic bullet. It’s actually really, really hard to get to that point. It’s a lot of hard work to get to the point where you understand your customer that deeply. But really, that’s the only magic bullet, right? You can’t come up with a story or a narrative or a message or a sales tactic that’s going to work from a place where you don’t understand your customers.

And when you do understand your customer, all of those things start to become more obvious, right. So I have personally been in the sales technology space my entire career. I started at a company called insidesales.com. Then I Co founded a business called Converse Nature that led me to joining Gong and now I’m doing quota signal. And so I can look at a CRO and ask one question and know exactly what they’re going to say because I understand the buyer persona that I sell and market too so well because I’ve been doing it for 10 or 12 years. 

And so that’s the starting point is like go interview your customers, forget, you know, selling for a second, go interview them, document what you learned and now the narratives are going to start to come out of that, right. So that’s your starting point is don’t start with the message, don’t start with the narrative. It’s very important to get that right, but start with the customer.

Cordovez: So it sounds simple and plain. But we did something just as you said. We took SDRS, our end users and asked them how did your work change with us. And we took sales leaders and asked them how did your business change with us. And Chris, with those sentences, those exact words, we updated website value Proposition, brand promises. 

And again you have to repeat it, repeat it using their words because. It will resonate as a proof of this, we started this the opposite of what you said and we missed a brand promise. We were telling X and our prospects, our clients were saying why and then we changed for what they were saying and we saw the increase in the number. So as simple as that, but you have to listen to your prospects, your clients and repeat their words. I mean this is a Very, very important mind change because we are also addicted to let’s have the CEO words and start by that, right? So it’s a game changing.

Chris: Yeah, here’s a couple more tips to accelerate this process. 1 refine your ideal customer profile, right? Like, if you can get pretty narrow with your best customers. And now you go interview all these customers, and now patterns start to emerge if you’re too broad with your ideal customer Profile and you start just, you know, interviewing a bunch of customers and not all of them are the same. 

Then you’re just going to get a bunch of noise rather than signal, right? You’re not going to find a consistent pattern, but if you get really crisp on who your ideal customer is and then you go interview 30 of them, your marketing story is going to come out like you. You don’t even have to come up with anything. They’ll tell you what the story is. And so those are like your 2 tips to getting that right. Get super crisp with your ideal customer profile.

Go talk to 20 or 30 of them. Try to make them the same customer profile so that you know pattern recognition can work for you and then they’ll start to tell you the story that you can use in your marketing. The only other tip I have in that area is just, you know, define the problem scope that you solve and ask questions in that area, right. So like the problem scope that my company quota signal solves is sales hiring. 

Our ideal customer profile is a series C Company that’s hiring a lot of salespeople. And so I’ll go interview 20 chief revenue officers that work at Series C companies that are hiring at least two or three salespeople a month. And I’ll say tell me about what your biggest challenge is when it comes to sales hiring. You do that 20 or 30 times and your marketing story will become obvious.

Cordovez: Fantastic. Great, great addition, Chris. So being a gongs fan in reading absolutely everything on its blog. I know you guys do have incredible.

Those enablement resources in marketing, so I wanna dig more on this. What were the most important prospect questions you think your marketing had to address in order to enable more sales?

Chris: I think how do you justify the business case was a big one early on, yes. When we were selling gong in the early days, we didn’t understand how to financially justify Gong. It’s actually kind of obvious today, at least if you’re familiar with the space, but you know we would Talk to buyers and they’re like, how do I make a business case? And we didn’t know. 

Like we played around with a lot of ideas. We’re like, well, you know, we can save, manage your time and they get paid this much per year and that’s worth, you know, 10s of thousands of dollars. That didn’t work. And we tried a lot of different things and eventually it started to become clear. It depended, you know, why they were buying long. But if you’re trying to ramp sellers faster, for example, and you buy gone, well if you get a sales Rep up to Speed 2 Once faster, then that’s two months worth of revenue that you captured. 

And so there’s a business case, yes, and there’s a business case to be made for increasing your close rates. So that was the big one. Like it. It’s almost, it took us like 2, maybe 2 1/2 years to even understand how to justify going financially. But once we did, that’s such a high ROI thing you can do is if you can figure out financial justification for your product. The returns are pretty big now. I want to be clear. People don’t buy Products just for financial return they tend to use that as you know justifying why they want to buy it. They buy for emotional reasons not rational but you still have to have that in place especially today because CFO’s Are going to demand some sort of financial justification.

Cordovez: And that’s a really, really bitch. It took years for us to get to the money zone and then say, OK, so with me time you generate 30% more sales meetings times your close rate times your average Ticket. 

So that’s Hundreds of thousands of Brazilian heights. It took years. Greece, we tried everything to get to that Money’s on or to that business justification, just as you said. And I was laughing here because for us it took also a lot of years. 

And Chris, doing my research, I stumbled upon a recent LinkedIn article that you just touched. You said that building a business case is more powerful when you measure the cost of the status quo, then when you measure the ROI of your product. So how do we sell?

Actually the cost of doing nothing if your product, your alternative for doing something is so new. And yeah, in the beginning the data is scarce.

Chris: Well, here’s the beauty is like selling the cost of the status quo doesn’t matter if you’re selling something new. Yes, because the status quo has nothing to do with your product, so makes sense. Your job is to measure the financial impact of the customers problem, right? So let’s say I’m selling quota signal, which helps sales leaders hire better.

Sales reps faster. I’ll ask a CRL, tell me about your biggest hiring challenges and I actually just did this today. He said, well, I had a hiring class in May of 1080s and in my annual model I forecasted that three of them would be miss hires and it turned out that seven of them were miss hires. And so we ended up talking about like you know how much that cost and he modeled that three of them were going to leave and seven of Them left or were fired. And so that’s a four Rep gap in his annual model. 

And so I asked what you know, I know this is going to sound salesy, but what did that cost you in terms of lost revenue? And he said, well, we had to spend time to backfill those 4 reps and then we had to ramp the new reps up to speed. And so we had these territories that weren’t producing money for about four or five months because of our ramp time across 4 reps and so back in Afghan math, we came up with about $900,000 in lost.

Err, now keep in mind he didn’t even know what my product is yet, so it doesn’t matter if you’re selling something new. It matters if you can quantify the business problem that your new product solves. In my case, it was really easy. That’s the first advice I would give you. Is like if the question is, how do I justify financially this new product that nobody knows about, I would say you’re asking the wrong question. I would say, how do you justify the problem that your product solves? And that’s how you do.

Cordovez: It with this backward math you said.

Chris: Hmm, exactly. Yes. So I just said that in the last questions. It took us years to quantify that we made every two SDR’s perform like 3. And I would say to our audience, don’t stop looking for this math because it justifies any puts, as you said Chris, a rational element in the sales.

Cordovez: Because we are looking for rational arguments to justify our emotions and buy something. So I would say this their audience to never, never stop looking for these kind of numbers to justify if not the future, justify not staying where you are. So the cost of doing nothing or the cost of the status quo, just as you.

Chris: Said and an easy way, like if you don’t know exactly how to quantify the problem, you solve an easy way to figure it out.

Is as you’re talking about the problem with your customer. Ask them if you solved this problem, what metric would improve?

Cordovez: Yes.

Chris: And they’ll tell you the metric and now you’ve got something measurable that you can start to quantify.

Cordovez: That was your last tip on discovery. Call on that same LinkedIn article. What metric would improve most? Also a great addition here, Chris. 

Chris, I want to touch on two other things before we wrap this up. One of the hardest things to do, especially in the new Category is to create urgency in the sales process. In the early days, the problems you solve are new, the implications are even newer. So business cases, case studies, debatable or fragile. We talked about this in the last question in the form of the cost of doing nothing, but what are the other ways you guys found at Gong to create urgency selling the future, selling something new?

Chris: Yeah, I still think it goes back to the problem and The way that I teach people to create urgency is through building negative impact, right. So there’s a couple phases of the discovery that I teach. First, it’s find a business problem, which you and I have been talking about so far. Right, find a quantifiable business problem. 

But then the second is understand and build the negative impact of that business problem. And that’s where urgency lives. That’s how you create urgency from thin air. And So what that typically sounds like is, let’s say you’re like 15 minutes To a discovery call, you understood the problem. 

The formula is step one, summarize the problem. Step 2, ask a negative impact question. So that might sound like, let’s pretend I’m selling gong and the customer has like a ramp time challenge, I’ll say. So Diego, if I understood you, you know so far you have 80 reps in the next year that you’re going to hire and you need to ramp them faster than how you’ve been Missing or ramping existing reps, you’ve been ramping existing reps at about nine months and next year’s annual model says that you need to ramp them at seven months. 

So you’ve got this two-month gap and if you don’t make it up, it’s going to be worth, I mean it’s going to cost millions of dollars an AR did I understand you right so far the customer is going to say yes, you say great. So with that established, can you help me understand the ripple effects this challenge will have on the business if you don’t solve it? So their answer to that question?

Is going to start to give you the raw material to build urgency. Notice I didn’t say how will that impact the business, even though it’s the same question when you ask how will that impact the business. Buyers have been asked that question so many times that it almost feels cheesy and manipulative. And So what I found is if you just sub the language and you say help me understand the ripple effects that has on this problem has on the business, help me understand how this affects you personally and maybe even.

Precursor that with, you know, I know this is going to sound really salesy, but help me understand how this affects you personally. That’s where you find urgency, right. Because again, if I was selling quota signal back to that same, you know, CRO who had that 10 AE hiring class that attritted seven of them. And I say help me understand the ripple effects that has on the business. He’s going to say I can’t hit my revenue number, right. 

Like if I’m losing the reps and I have to backfill them and I’ve got to ramp those new reps, then I’ve got a Huge revenue gap and I’ll continue following up. How big of a revenue gap? Well, let’s do some back in Afghan math and missing a revenue target for a CRO that’s painful, that’s their entire job. And so now I’ve built urgency and again, he has nothing. 

He doesn’t even know what the product is got. And so that’s the key, in my opinion, to building urgency. There are other methods to do it right? There are so many sales techniques on the planet, but one of the most predictable ways to build urgency is asking Negative impact questions. It’s so much more powerful to build pain than it is to sell on positive benefits.

Cordovez: Yes, because people are more inclined to not lose money than to earn more, right? This is just psychology.

Chris: They’re twice as likely to act on something that helps them avoid loss, then act on something that helps them gain something. This is called loss aversion. It’s been studied extensively in the behavioral economics Build. I mean, that’s the gist of it. People hate losing things far more than they love gaming things and.

Cordovez: Of course we can use that as an urgency to. Nicely covered Chris. So in order for us to wrap this episode up Chris, I want to approach the money aspect in the sales process. We kind of did this, but especially in new markets, new categories are prospects usually don’t have the budget allocated. So as Rich Bertuzzi said in her book.

I don’t have a budget allocated for a moon trip because I didn’t know that was possible. So how do we approach a budget conversation with our prospect if the budget isn’t always there?

Chris: I would say is if you can build enough pain and if you can build enough negative impact and then finally if you can build a business case, a powerful person will go find budget. Honestly, I don’t think I’ve ever sold in a situation where somebody was like, yeah, I have budget for this already. That’s just.

My career, I’m always like selling new stuff that doesn’t really exist, so I don’t know any. I have no idea what it’s like to start a sales cycle with a buyer saying, Yep, I’ve got, you know, $600,000 set aside for this. So now that’s not to say it’s easy, right? You’re going to have to coach your buyer. So let me give you a stream of consciousness. Here’s a few keys to making this happen. 1 fine. Pain #2 build negative impact. #3 build a business case. But #4, which we haven’t talked about, is find a bulldog Champion. 

And when I say a bulldog champion, that is a champion for your product who is willing to run through walls to get the deal done right, they’re typically the type of person who is kind of loud internally, they’re assertive. You’ve got to find that person because creating budget internally is a series of internal sales conversations that they are going to have on your behalf.

And if you’ve got somebody with a weak personality, they’re probably not going to get it done. Now, if you have those four elements, though, then that budget gets created. All you have to do as a seller is coach your champion, right? They say, well, I’m going to go talk to the CFO.

He needs a business case or she needs a business case and now you coach them through the business case. So good selling creates budget. That’s the, that’s the. Short.

Cordovez: Increase it makes sense because a lot of the times you have to like walk your champion through how he or she would explain upwards in the hierarchy of the the company, your sales, your product, your value proposition, why she or he would care about it so.

Analyzing our prospects, our clients and friends in the sales space, it’s so much more frequent the budget creating itself rather than ohh yeah, I know, sales engagement category. And I was waiting for you guys to show up because I have this money set aside as you said. So I love the four elements. The Bulldog champion really, really makes a difference and it’s beautiful to see when your business starts to create.

All those Bulldog champions that they left, they leave this company, but they search for you in their next company. At least I saw that me time was doing something dignified, like great. Our champions were looking for us in the next companies they worked. So look for this Bulldog champions, our audience and they will move the chains for you.

Chris: Great.

Cordovez: Chris, I want to thank you again for your time, your preparation here for the this episode. It’s a very, very special Moment for us, 200 episodes. Like I said, almost seven years on this microphone and it’s a joy to bring. Not yet friends, but references, thought leaders on this market. It was a pleasure to record this episode with you. 

It was a master class. I usually use this episodes as a mentor the guest. So thanks a lot for all you’ve shared here with us. I’m sure I’m positive our sales leaders will learn A lot. This is a marketing episode so also so thanks a lot for being here with us. Please feel free to leave your LinkedIn profile to talk about quota signal. This is your spaceman.

Chris: Yeah, Phil, I mean, first of all, it was a blast, so thanks for having me on. If you want to connect with me on LinkedIn, go for it. You know, just search Chris Orlob. I think I’m probably the only Chris Orlob on the planet, at least as far as I know. And then one thing that might be interesting to the audience listening.

Is we have a SAAS Discovery master class that we launched shortly ago. It is how to create urgency from thin air and sell in an economic meltdown. We’ve had over 1000 sellers sign up for it so far. It’s the exact discovery system I used to scale Gong from $200,000 in AR to 200,000,000 and a $7.2 billion valuation. 

So if that sounds interesting to you if you want to learn discovery Techniques that help you create urgency and sell like crazy. Head over to https://pclub.io right like Presidents Club, so pclub.io/discovery and you can learn more about it there.

And for those listening, I created a 50% coupon for those in Brazil. You know, you get to the checkout form and you want to move forward with it. Just type the word developing into the coupon code, developing as in like developing country and you’ll get 50% off.

Cordovez: Chris, thanks a lot for this offer. We will leave every link, the coupon, everything on the description for this episode. We will also be in YouTube for subtitles for the language barriers to be off on this episode. 

So again, thanks a lot. I wish you very, very well. Thanks for joining us today!

Chris: Yeah. Thanks, Diego.