The weekly GTM Operating System broadcast for B2B CEOs.
Rethinking how enterprise companies generate revenue.
For more than a decade, many B2B go-to-market strategies have quietly adopted thinking from the consumer marketing world. Funnels, lead capture, attribution dashboards and Martech stacks were designed around consumer behaviour.
The problem is simple.
Enterprise buyers do not behave like consumers.
In this session we examine why this assumption is distorting revenue performance across the B2B sector.
In this episode we explore:
- Why consumer marketing logic entered B2B strategy
- How enterprise buyers actually discover and evaluate vendors
- Why friction-heavy lead capture often repels senior decision makers
- What a modern B2B revenue architecture needs to look like
This broadcast is part of the ongoing exploration of the salesXchange New Business Operating System for B2B, designed to replace fragmented Martech stacks with a structured revenue architecture.
If this episode resonates, start with the three papers below. They explain the strategic thinking behind the salesXchange approach and are the best first step for any CEO or GTM leader reviewing how their business develops pipeline, trust and revenue.
Why many modern GTM engines are structurally misaligned: Download the Revenue Reset, a map of how modern B2B revenue systems are evolving: Download the GTM Landscape, and a practical framework to assess whether your current revenue engine is structurally aligned. Download the GTM Architecture Audit.
If you want to understand the full system in sequence, begin with the foundational documents (downloadable PDFs):
GTM Strategy Call Request
If you want to discuss your current GTM architecture, revenue model or readiness for change, you can request a private strategy discussion. This links to our online form and discovery process we call sX Connect. Seeing is believing!
For organisations considering change; If your business is questioning the effectiveness of existing strategies, you need to review how modern B2B buying really works. The salesXchange Academy is your strategic starting point.
The Academy is the training and adoption layer for the salesXchange Operating System. It is designed to help CEOs and GTM teams replace outdated assumptions, align around a modern operating model, and prepare for wider change. The programme includes:
- 20 modules
- 170 bite-sized lessons
- 30+ hours of training
- playbooks, templates and GTM frameworks
- quizzes and practical exercises
- CPD certification
Speak with us directly
If you want to discuss your current GTM architecture, revenue model or readiness for change, you can book a private strategy discussion, although we do recommend you complete our online discovery. Take me to the Form.
Episode Summary
B2B Enterprise Buyers Do Not Behave Like Consumers
This episode explains why many B2B growth strategies fail. The central argument is simple: most B2B go-to-market models are built on consumer marketing assumptions, yet enterprise buyers behave completely differently.
The result is an entire industry of marketing technology, lead generation tactics, and attribution reporting that often fails to produce meaningful business outcomes.
The Core Problem: Consumer Thinking Has Distorted B2B GTM
Modern marketing practices increasingly blur the lines between consumer and enterprise behaviour. In consumer markets, purchases are often driven by emotion, impulse, brand attraction, or personal desire.
Enterprise purchases are not.
Business leaders do not buy technology or services because they “like” them. They buy solutions that solve operational problems, reduce risk, or improve performance.
Yet many B2B marketing strategies still rely on tactics derived from consumer behaviour models. This mismatch has shaped the entire Martech ecosystem and has created a structural problem in how companies attempt to generate revenue.
The Martech-Marketing Feedback Loop
Another issue highlighted in the episode is the relationship between Martech vendors and marketing departments.
Marketing technology companies primarily sell to CMOs and marketing leaders. Over time this has created a feedback loop where:
- Martech vendors promote systems built around marketing attribution
- Marketing teams adopt these systems to justify their budgets
- CEOs approve the spending expecting revenue growth
- Sales teams struggle to convert pipeline into actual deals
This dynamic can lead to organisations spending heavily on marketing infrastructure while sales teams revert to traditional outbound tactics such as cold calling simply to generate meetings.
Despite decades of technology investment, many B2B companies are still operating with revenue engines that resemble those from 50 years ago.
How Enterprise Buyers Actually Behave
The episode introduces a six-month observation timeline that reflects how senior buyers typically discover and engage with new vendors.
Unlike consumer buying journeys, enterprise buying often begins long before a vendor conversation takes place.
Month 1 - Discovery
At this stage buyers begin to notice a new company, idea, or approach appearing in their professional environment.
This might include:
- LinkedIn posts
- downloadable documents
- livestream invitations
- repeated messaging around a new concept
Buyers are not evaluating vendors yet. They are simply recognising that something different exists.
Typical behaviour includes scanning documents, opening PDFs, or briefly visiting a website.
Month 2 - Intellectual Curiosity
A smaller portion of the audience becomes more interested.
They begin exploring the underlying idea rather than the vendor.
They might:
- read more documents
- watch part of a livestream
- revisit the website
- examine LinkedIn content
At this point they are asking a single question:
Does this thinking make sense?
In this episode the central thesis presented is that most GTM failures are architectural, not operational.
Month 3 - Internal Comparison
Buyers now start applying the idea to their own company.
This stage often includes internal questions such as:
- Why is our ARR per employee declining?
- Why are we adding more Martech but not improving pipeline?
- Why are SDR teams struggling to generate meetings?
This is where deeper engagement signals begin to appear: multiple downloads, longer viewing time, repeat visits, or social follows.
Importantly, buyers are still anonymous and have not contacted the vendor.
Month 4 - Silent Shortlisting
This is one of the most misunderstood phases of B2B buying.
Buyers have already decided which direction of thinking they agree with.
Now they evaluate which organisations or individuals best represent that thinking.
They might watch entire livestreams, read full documents, or explore the vendor’s background and credibility.
However, senior decision makers still avoid initiating conversations too early.
Month 5 - The Internal Trigger
Something inside the organisation suddenly makes the topic urgent.
Examples include:
- board pressure on revenue growth
- marketing spend coming under scrutiny
- declining pipeline forecasts
- leadership restructuring
At this moment the previously consumed content becomes immediately relevant.
What was once interesting becomes useful.
Month 6 - First Contact
Only now does the first real conversation occur.
Typical outreach might be:
- a LinkedIn message
- a reply to an email
- a meeting request
Often the opening line is:
“We’ve been following your content for a while...”
This is the signal that the buyer has already spent months evaluating the idea before reaching out.
Why Traditional Lead Generation Fails
The episode argues that most B2B marketing systems fail because they assume buyers behave like consumers.
This leads to:
- lead capture forms
- MQL scoring models
- gated content
- friction-heavy marketing funnels
However, senior buyers rarely want to reveal their contact details early in the process. They prefer to explore ideas privately until they are ready to engage.
Demanding contact details too early can therefore interrupt the natural buying process.
The Real Go-To-Market Challenge: Reaching the Entire Market
Another key point raised in the episode is the scale problem in traditional sales models.
In most B2B organisations:
- the Total Addressable Market (TAM) may consist of thousands of companies
- only a small percentage are actively buying at any moment
- sales teams can only reach prospects one conversation at a time
This creates a structural limitation.
The episode uses a music industry analogy: a band begins playing small venues, progresses to larger audiences, and eventually performs in stadiums.
The implication is that modern GTM must operate more like a broadcast system rather than relying solely on one-to-one outreach.
The Strategic Implication
If a company’s GTM strategy assumes impulse buying behaviour, enterprise revenue will stall.
Instead, organisations must focus on continuous visibility and open access engagement across their entire market.
The approach discussed in the episode includes several structural components:
- sX Reach - continuous visibility across the total addressable market
- Open access content - allowing buyers to explore ideas without friction
- sX Live - live broadcasts that accelerate credibility and trust
- sX Connect - structured engagement when buyers are ready to talk
Together these elements aim to align go-to-market architecture with how enterprise buyers actually behave.
Additional Summary: Final Section from 33:41 to End
In the closing section of the episode, the focus shifts from explaining the buying timeline to illustrating the scale problem in B2B growth.
The argument is that most companies operate with a massive addressable market but only have the capacity to reach a tiny fraction of it through traditional sales methods.
Sales development teams, outbound calls, and one-to-one outreach cannot realistically cover an entire market of thousands of potential buyers.
As a result, organisations spend heavily on marketing and sales activity yet only connect with a small portion of the market at any given time.
The solution proposed is to rethink go-to-market as a broadcast-driven system rather than a purely sales-driven one.
By combining continuous market visibility, open access information, and regular live communication, companies can reach their entire market simultaneously.
In this model:
- visibility replaces lead generation
- education replaces aggressive prospecting
- trust develops through consistent exposure
- engagement occurs when buyers decide the timing is right
The episode concludes by positioning this approach as the foundation for a new go-to-market architecture and the basis for the broader salesXchange system.
Transcript
Episode 03 Transcript
Well, hi. Welcome to episode three of B2B OS Live. I'm Nigel Maine. I'm the founder of salesXchange.
And what we're doing is we're talking about, B2B new business practices and why they don't work, or maybe why they've stopped working. but pretty much however you see this, I've got to stop something just right before I continue, because one of the things to do in live shows is always one of those, it's one of those things. Sometimes it can go really well and you do all the tests beforehand, you check everything, it's over. And trust me, anybody that does live stuff uses a teleprompter.
A live show glitch and the reality of broadcasting
Honestly, they do, because there's no way you can keep keep that continuity going. So you've got to keep have something to keep you on track. So I do use teleprompter of course to do. So what you do first off you switch everything on, make sure everything's working okay.
It's great. Start streaming. And you teleprompter slows down. I could go off and have a cup of tea.
Now wait for this thing. Thing to catch up. But what am I to do? Let me just try and let me just try something like that to do this last time as well.
And I thought it was. It would it had I thought it been sorted. So bear with me. So let's say we get on with that.
So, one of the things about this, We'll have to bear, we have to bear with me when you. So what we're doing, we want to talk about what we are doing is talk about new business. And so if you're looking at how business may or may not have slowed down. You see, I'm recovering now.
You might be aware of the business results or poor traction, but ultimately, what I want to do is to talk about why I think things have gone wrong for us who sell B2B and also to show you what we've designed, because we've built a new business operating system specifically for B to BS. But I'll, I'll come on to that later. That's that's not that's not as in not as important. But I've, I've titled this episode B2B enterprise buyers do not behave like consumers make up.
The thesis: enterprise buyers do not behave like consumers
Well, it's pretty obvious, but it's not. So the thesis is. Consumer behavior has distorted how B2B go-to-market. Or should I say the B2B go-to-market strategies and tactics and the architecture, but no one's actually noticed or nobody's been noticing.
And most probably, let's face it, most people have a pretty good idea about marketing. there are hundreds of thousands of marketers out there. you could say, well, everybody's a marketer these days. However, every single one of them fall into one of two camps.
They either do business to consumer or they do business to business. I can probably like you. I can say I am an expert consumer because if I see something and I like it, I buy it. Or I'll, I guess I want this, I, you know, one or the other, but and it's a big part as a business owner, I absolutely do not have the same feelings about Texas sector services or, I mean, why do you think that's connected to my business as I do, looking at my, you could say consumer desires.
So yeah. Yeah, of course I mean I like the latest technology, but that's, that's personal. My business uses a variety of products that make it and help it function in the direction that I want it to go. So I would never think to a platform of any description would make my business look attractive or cool.
So when it comes to the strategies and tactics of B2B marketers. Do you know where they're pulling their strategies from? Well, it's it's from the consumer pool of ideas because it's not a B2B. It is.
It's it's coming from consumer. And you got to keep that logic in the back of your mind. Just for now. So now that it's out of the way, because, I mean, it's really important to understand where this is being framed.
So what I want to ask the question, all I want to ask is, is why is this such a constant disconnect with understanding, with the understanding of how businesses buy? You have to think about that. I personally I think it's because, Martech developers who listen to marketing people in the B2B space keep saying the same thing over and over, and that is, they believe business buyers buy in the same way and for the same reasons as consumers do.
Why Martech keeps reinforcing the mistake
With a tiny amount of research, you know, the kind that you actually ask a business owner. The indirect is the question how do you buy and why do you buy? You very quickly find out to we and I have to put myself in the same category. We have all been getting it woefully wrong.
So let me just try. I just need to try something, see if I can speed something up a little bit because it's one of those things that, is a bit awkward for me. Let me just, Put these on. I have to either look at the.
The software. it could be a software update. It could be a, operating system update, as in Apple. I don't know what I have it we have to see.
But what I think, what I actually think is that the problem is the reason I don't ask question is I think they frightened. you wouldn't you wouldn't think so. You think that this is not is a daft supposition. But think about this.
They are constantly trying to put in a square peg in a round hole. And I believe, perceive the people who have been developing or have developed a software with product marked product marketers and so on. They don't want to be proven wrong. could be it could be that they've had it so good for so long.
So why change? And by that I mean they're simply selling the same platforms to consumers as they are businesses. And I mean. I have to call this out as it is, B2B marketers have done nothing to change it.
And to put it right, and is still holding ABM summit and trying to justify the previous ten years or so. So I see the disconnect really clearly and the Martech SAS companies, if you see it this way around Martech SAS companies have a relationship with CEOs and senior marketers within the B2B space. The CMO and Peter Marcus, they are not ex customers, not CEOs. So they are definitely their advocates.
And because it's not the CEOs and not me, certainly not salespeople, and this is the way it rolls. So the CEO has to agree to incur these ongoing costs. And gradually over this time, well, we all know marketing is cornered more and more budget to the point where in most cases, sales often have no budget at all.
The budget trap and the pressure on sales
at the end of the day, you see, marketing provides attribution reporting and states they're achieving their so-called targets. And meanwhile sales are floundering. I mean target still not getting target not doing target not getting in any to it. The pressure's on.
But as a result, I got cold call this morning. Salespeople have to revert to cold calling, which is like three or 400 to 1 shot. Because I have to get they have to get appointments. Yeah, they have to get appointments.
And if you look at this, let me just put this up. Marketing's broken. So we're going to fix it. We are fixing it.
We've we've done this. But if we look at this, we look at this one here, this, On the left. I just make this, like, I just come off the screen a second. So this on the left hand side, you can see where it says cold calling.
I'm pretty sure I can do the laser pen. Yep. There you go. Up there.
Cold calling. Look at the time. 1950s, 1960s telesales, cold calling. We've not moved on in 50 years.
And that's and that's that's that's critical. Probably you go, well, we've always done it this way. Businesses especially enterprise we've been told. Well enterprise buys or committee driven and is risk managed and so on.
And there are a growing number of people going, wait a second. This ABM type thinking is wrong. And I'm I'm definitely one of them because buying is not complicated. But it's the people who put these obstacles in the way of actually helping people buy.
And in my opinion, they do it as a mechanism just to get that attribution, because it ain't helping the buyers. And I mean, if you like me, if I've been doing this for decades. And so as a, as a, as a CEO and involved in sales. You know, one knows the CEO's timeline because it's I know it because that's how I buy.
And so it takes about six months, give or take. But if you, if you look at the, you look at this one, this, this slide here, there's, there's our exposed information. You got mission strategy check and tactics on the left. And then you've got, that dotted line, which is, the transition between them learning and buying.
And then you've got your six sales stages across the top. But all in all that whole time, that whole time period for, you know, if your sales stay, if your sales lead time is about nine months, then stands to reason 86%, which is the figures that the likes of Gartner come out with and so on and so.
How enterprise buyers actually move
Well, that's that's like nearly five years before they speak to anyone, depending on obviously on the size of what needs to be purchased. But there's a silent conversation going on. And really it starts off with and it has to start off with you discovering them. And so that's where the problem is.
You know, so we've still got the whole business strategy, you know, the tactics and ops and so on. But there's this silent period that causes actually the causes, the big problem. And so at the end of the day, when you get to a point where you're crystal clear that things are not happening the way that you, that you want things to happen. I think that, any business, any business.
Who is trying to communicate to prospects. If you're being forced down this path, it ain't going to happen. You're not going to get the level of business that you want. You know, you're going to get the traction.
You're never going to get the engagement from them. And the way I see this, if any anybody that is looking to, recommend some new way of working, you've got to get this inside out. They have got to get it on the, you know, they've got to know on the inside this otherwise this. You could say there's no not a hell's chance I hope in hell's chance of getting anybody on site.
So this isn't this isn't about me. Looking at, just selling a platform. It's about getting this kind of. I suppose, collective agreement to say to.
Do you think it's wrong? Because I know it's wrong. I know it doesn't work. Do you know it doesn't work?
And once you start thinking actually. Well, yeah, because first of all, trying to speak to a company, you don't know where they are. And so first there's like this prolonged period of time when the business grapples, you could say with a problem. And we know we both know sooner or later the solution reveals itself.
And it takes as long as it can take. it could be a financial thing holding them back or a practical reason or practical thing holding them back. I just need to make an adjustment. Because you would never realize how frustrating it is when you, when you, when you're trying to make things happen effectively or smoothly and things are stopping and slowing down, you end up like free for me because you've got the teleprompter.
Gradually it's just slowing down and it's like, man, this is madness. Can't have that. Let's put that up to there, see what happens. Go on there with, So he said that this is about, to communicate how we've defined this.
So firstly, there's a prolonged period of time when he sees but it seems to be looking a bit quicker because. So you'll notice when I speak quicker I don't click a, you know, I used teleprompters must have caught up with him. So business grapples with a certain problem. Sooner or later it reveals itself.
And it does. Nobody can define how long that's going to take. So it could be a practical thing. Hold it back.
No, nobody knows yet. But nevertheless, they arrive at this point here. And so. You could say that's when they become acutely aware of the problem.
And then we as directors, we decide how we're going to deal with it. So after this indeterminate time, we get to this month, one discovery time, discovery period when? We as a business find the person that we want, might want to buy from, could say we're maybe where you are now.
Month 1: Discovery
But so to keep the the parties right, I'm going to refer to them at the prospect as them. So you and I working together so we can be talking to them. We call them our prospects.
So our market begins to notice something different appearing in their online feed and say on LinkedIn, for example. So they see see the documents, the in assets livestream invitations. And the the repeated messaging around this your our new product or our product, and in our case is this busy new business architecture.
But they don't do anything. They just look. And you know, they might open they might look at PDFs, open PDFs, look at certain sections.
They might even read executive summaries, that type of thing. I could visit website once or twice. Nothing special.
Nothing. Nothing out of the ordinary. And our numbers absolutely reflect this perfectly.
we started you may well have seen it. So we've been promoting a series of PDFs. So we've had nearly 400 document downloads in three weeks, four weeks.
So that shows this early discovery behavior but not conversion just evaluation. Just recognition. And then it moves a bit, moves on to this intellectual curiosity.
You could say. So this is a point when the market becomes a bit more attentive. And some people think, oh, okay, this is a bit different from the the usual advice, I mean, like marketing advice, for example.
Month 2: Intellectual curiosity
But our prospects start consuming more content. And the typical behavior, could be, looking at different PDFs, you know, live streams, more time in the revisiting the website. Again, that's what we that's all we see.
Checking out, a LinkedIn profile where there is personal business. So at this stage they're not evaluating us just yet, but they're evaluating the idea, not the people. So we then get to this point, which is this inflection point.
So I think, I mean, our face is pretty clear that, the go-to-market infrastructure problem is architectural, not operational. And the idea alone is called causing differently. This is something to think, oh, what's going on here?
I'm it's great. But what is your theory. This is what is your purpose.
What is your reason for letting the main. So we've got to we've got to position ourselves as a selling company to have enough information. Enough information so that they feel comfortable around us on our site and so on.
So that just cuts out reverse IP lookup and late scoring and saying, oh, you've been on our website. Let's give him a call that cut. Just no, no stop.
Don't use that at all and switch it off. So then we've got it it moves to this. You could call it like an internal comparison.
So this is when things get a bit more interesting. So some people begin comparing what you're saying, what we're saying, you know, we're we're talking to these. So they begin comparing what we're saying with what's going on inside their own organization.
Month 3: Internal comparison
They start asking themselves questions like, so why is this happening? You could say, well, in our case, people look at income. So why is our annual recurring revenue, full time equivalent declining?
Why do we keep adding more Martech? Why are constantly struggling to get meetings? And we have this, Oh, look, I've conveniently put the slide in there that says these are the three documents that we've got.
And one is that one of them is an audit document that speaks directly to this stage because it reframes the problem. So we say most go-to-market engines or GTM engines fail due to architectural misalignment rather than execution failure. And because of that.
You've got this. I suppose is this change, isn't it? Is a change going well?
We've everyone's been doing the same thing for 20 years. Do what you've always done, get what you've always got. Nobody's come up with anything different.
We are at a point where everybody's just accepted it. What it is. It is what it is.
We can take it along. even if you look at the reports, but I think as some people, when you look at their reports on the SAS market and what's happening two years running now, you know, the massive amounts of money is being spent. To generate new business.
And it's stripping out everything else. But it's not happening and it's not happening because there's a, there is this mismatch. And that's why we've done everything you've reset.
We've done the landscape, and the audit, but it's. It's you've got to think about it. You have to think about, well, not just the general problem, but with what we're doing.
So we're saying run, here's the information. Have this on us. We don't we don't want your email address.
We don't. We're never going to call you. We're never going to push nothing.
Not ever. Because that's what we want. We want businesses to look at what we've got, what we've got on offer, download the documents, read it, learn it.
We don't need to say we are. We don't need to give them say, oh, you need my email address, the email address and phone number. Everything is on the documents.
So, you know, we're we just acknowledging a situation. They've read it. They'll eventually get back to us because if it resonates, they will.
And it doesn't matter what we're selling, what you're selling. If your product and your conduct resonates with them, they'll get back in touch with you. So I just think that this is this typical, issue, you know, when by start applying your thinking to their own company that engagement.
And that engagement just it's like it if you look at the signals, you've got the you've got the multiple downloads, repeated website visits, longer live stream viewing. And possibly following you on LinkedIn. And here's the thing.
This is the kicker, which is what most people don't get. They're still anonymous. They're still quiet.
Yeah, but they're the you could say they're they're mentally you say that nicely. The mentally engaged. So that brings this on to where all we hear silence shortlisting.
Now I say months for here. But it could be very easily month 1012. And the point is they could pocket something more urgent.
Could have come up like it always does. This is probably the most misunderstood stage in B2B buying, because buyers have already decided the direction of thinking.
Month 4: Silent shortlisting
They agree with the direction of thinking. Now they can start evaluating who represents that thinking. And so it's at this stage they start asking, well, is this person or company credible?
Do they actually understand this field? I mean is it just apply goes well when our case it's all about new business development. Go to market transformation of revenue operating systems.
And most likely they're thinking I wonder could this approach or this particular product work in their company. And it's at this point, this because we've got this situation here, which it becomes especially in this market, it's a lot of confusion there because there are something like 30 plus thousand SAS platforms. This is excluding the AI side of things.
So it's 30 or thousand SAS platforms and it's risen from like 150, 000. However many years ago it was when Martech chief Martech did this. But 15, 000 sends them over their 15, 000 marketing SAS offerings.
So you would be forgiven for not quite knowing, what's the right thing to do if you think about this? They might now watch for live streams. They might read the entire document series if you've got one and you've.
And by this time, I guess you probably will have. And they want to explore your product some how. And in our case, Peter PS want to explore the new business operating system and platform which is available on the website and so on.
But and you'd have the same two, so you'd have video and product explanations, all the other information. And then they'll review your background. Here we go again.
They still won't contact you. Senior buyers like you and I, we always avoid any premature, conversations. And it leaves us, leads us up to this internal trigger.
Because we're not we don't need to be told by some salesperson what to do. Something happens. Typically, something inside the company happens.
Board pressure, but not growth a department organ in lots of cases, marketing spend is spiraling more and under scrutiny again to pipelines low declining conversion rates could be leadership restructure.
Month 5: The internal trigger
But when that trigger occurs, the materials that you've been distributing suddenly becomes relevant. Because the thinking has already been absorbed. And this is where it moves from that to the interesting part, which is first contact.
And this is where the first conversations appear. And that could be I don't know. We all know the school.
I mean it could be LinkedIn email, an intro from somewhere or a strategy call request. And ultimately I book a meeting online and we've got a thing called sX Connect for that.
Month 6: First contact
Which structures and schedules meetings and everything to do with a meeting. But typically the message often looks like a and you know where I'm coming from. We've been following your content for a while.
It just at that at a, but that sentence we've been following it that is the hallmark of thought leadership, of a thought leadership driven process. So they didn't discover you yesterday. They've been looking at you and watching you for months.
And I said I had the ordinary. And it doesn't assume that some target company needs to be sold to. So let's get our salespeople on it.
My 40 years experience says salespeople are not driving close rates. The buyers are. They always have.
You know, we're not we're not we're not selling double glazing or conservatories. But what is happening here is success happens when information and timing and open access engagement and when they all converge. And that's why I say because of the structural failure of go-to-market.
It has contributed to the way in which all businesses communicate. And I think that this is, this is what's led to this lead capture obsession and the like, the even the MQL illusion, which is what I call it. And I'd say the, the imposition of, friction heavy journeys.
They start with demanding someone's contact details, which we as CEOs won't give out as a matter of course, but I won't.
Why lead capture gets in the way
I'm sure you wouldn't be if you think that this conversation earlier. So you can't you can't shopping it out with your partner. And you want to go into this shop. And you get to the door if you got your hand on the door and someone walks up and says, oh, they open the door, go, well, come in and you put your foot over the threshold as if before you go any further, would you give a shit?
What's your name and your email address? And where do you live? And your phone number for an hour and a mobile place as well. You'd walk away.
You'd walk away. And if you notice with typical consumer signs also you don't need to you just go with them. And here we've got, you know, we've got these pictures and multiple pictures and you can spin things around 3D and so on. The picture that gets you to want designer.
And by. Semi typical shops you walk into just come in lovely ambiance blah. Go to business website gives you inside like measurement. Big problem.
So the thing is. It has a sequence of events and that we as CEOs or business owners or founders agree because we've always behave this way. Stands to reason that it's going to be the same for any of the prospects that we're trying to sell to. So if we behave this way.
They behave the same way. So it doesn't matter where they are unless they sell stage. So this is where it gets very, I think, very clear as to what we have to do because we've all started businesses already. And you could say like whilst hindsight is a wonderful thing, we've got to work with what we've got.
So we have a look at this. But a bum. That's our that's where we are now. And you could say, well, if you imagine this is your big, enormous, massive total addressable market, your ten and.
These people on here the next that just next to them. I might just moved the old, laser pointer. These people here are the people going to be in the market. Well, how do you know that?
Well. They are dum 212, 000 businesses. I've got, 1050 employees, 36, 000 got 50 to 250 and another 8000 to.
The TAM problem
I've got, 215 above. So give or take, if you're looking for the upper end, 46, 26, 44, 46, 000 businesses, 50 employees and above all of those businesses, why do I say there's that percentage that's 1600? Because if we look at that good old technology curve and we look at the. Innovators and early adopters, that's what they represent.
And the innovators and early adopters like you and I, we keep our eye open. We see what's going on in the market because that's our nature. So as a business owner, we read business books right. We just keep abreast of things because it's our nature in Texas.
Our services is it's just how we do things. And we fall into that first 16%, which is there. So if we're going to take a subset so we can say, okay, what is this 250, 000 businesses in the UK, I'm pretty sure 10, 000 would be our total addressable market. The fact that we now know it's 10, 000, that's quite.
And what is happening right now is this. Our not our most businesses have people that do telesales. And here we got 400 to 1. So why did you say 400 to 1.
What actually used to be 100 to 1. And it crept up, kept creeping up. Come lockdown it went up to 500 to 1. So I've dropped it back down again.
Some people say it's still 500 to 1, phoning someone and finding out that they're, they're interested in talking to you, taking further. And that's the critical problem we've got your total addressable market is 10, 000 people, and you're trying to find the subset of the 1600 by phoning in one at a time. Now, you know, why is 400 to 1? Because when you do find people they've gone to the loo, gone to lunch, got a sandwich in a meeting.
Not in working from home, I mean, because you can't work, can't contact them for work and work with them on and any number of different. I'm not going to call them excuses. They are genuine reasons why you can't find them and get in touch with them. And then you've got the phone with people on mobiles and you realize, how did you get my mobile number?
And you realize that the consumer market are mapping consumer data with PCs to IP data. So you go into someone's website, they match up your IP to consumer purchase that you may have made, and then they've got your email, your email and your phone number. And that's why they found you on your mobile. So these are activities of desperation.
So we come back to this to the bottom line is. Is if you can only contact them one at a time. So mug's game. So I've got an interesting analogy.
I talked about this my wife the other day. Interesting analogy. How did you get famous? Because that's what you want.
That's what everybody. Why everybody wants to be famous so that they generate more revenue and more info and yada. So how'd you get famous? Well, you got to you got to sell lots of stuff or be visible.
Really. Because if you look at the music industry like a music industry analogy. So these different groups, yeah, I get together, I start playing in pubs, play to their mates, playing in pubs. And it we know we've, we've seen it heard everywhere.
Escalates. Know they end up playing support for someone to playing in stadiums. And you thinking well how does that connect with what we do. Well.
You want constant visibility. What you have always wanted. We have always wanted this visibility mechanism is the most important of. But like, consumer like the whole consumer industry.
What do they do? They go on television.
Broadcast visibility versus one-to-one selling
Why? Because they can reach millions of people and they get a percentage of those millions of people buying biscuits or whatever. And how do they do that? Well, but when you go to Tesco's or whoever you look at, your eye level is where you see the biscuits.
Because you saw me yesterday on the television as I works. But for B2B, we're screwed because we haven't got this mechanism to reach out to lots and lots of people because I mentioned, I mentioned. You got to reach 10, 000 people. How you can do that?
So to get this constant visibility, you got to do something quite special. And you would think it's impossible because I'm not going to do television. It is a small selection, small selection of some of our posts. We post just under 500 posts a month.
So we sign off with a looking like this. And now they look like this. And you can see they're not all the same. But these are the posts that promote the PDFs I was talking about before.
But the bottom line is you haven't just got scale. And I'm reaching out to lots of people. You've also got repetition. You must have repetition because you know, you're watching a show, a television show or film whatever.
Adverts come on. It's repetition, repetition and the repetition within the business environment and A&E and okay, the animal kingdom as well. The repetition, if it doesn't kill you is probably safe. So you think what you're doing is okay because no one's died.
But the bottom line is the repetition that we're doing is repetition that relates to the consumer industry, not the business industry. So we have a plan. So what we do. Is a repetition is the key to success.
Well, key to sanity and success because it is otherwise your square peg round hole. Do what you've always done. Get what you've always got. Definition of insanity is doing the same thing over and expecting a different result.
The all these analogies exist because there's a problem. There's a massive problem out there. And so what we do is we produce multiple posts that, I say get around, but if you just post the same thing day in, day out, you'd get it would get pulled by any of the social platforms because you're spamming it. But we don't spam because we have a mechanism that we put in place that, if even I'd say so myself, as very clever, that's what we do.
We've got to call to actions. I'll show you how we do it. A second we've got to call to Action is on that page. On those pages, one promotes the PDF and the other one says, I'm doing a live show.
And just those eight, there's 240 posts plus all the other stuff. We've got. We have a dual call to action. The next thing the way we build it is like this.
It's in three layers. You scripting different software layers platform at multiple different platforms, but basically we use an LLN, we use ChatGPT that generates the text and we construct that image. You can see it in three layers on the left. And on the right is what it creates 30 of them one per day times 840.
And they get structured using API. And you can use any platform. And you've seen the auto posting platforms like I've I've put them down there just to remind me. So you've got buffer, Hootsuite Social Pilot and Sprout Social and we use platform called recur post.
So our automation, our system and I'll show you how we do it automates all of this, but it's not it's not your typical AI automation. We've we've got this completely blended and we've built an OS. The OS is a selling OS. That's not you.
Don't confuse it with marketing. It's a selling. It's a sales and exposure operating system is to generate new pieces. We call it a new business operating system.
And because it is, it's all about a business is all about new business. And you know, you're not a social service. You're there to generate revenue, generate profits. And we have a platform that enables us to do that.
We all can. We works hand in glove with LLN. It generates the information, generates the consistency. These this is an input screen that confirms you can see the in the bottom.
The bottom right. That confirms that it's been generated and processed. It's grayed out, but the big green button process it, get it sent and it appears a but the thing is, what I was saying before is that if you want to try and reach that market, how are you going to. It's impossible.
Unless you've got a mechanism that actually addresses it and says, okay, now I know how to do that. So we show that this process here, this image, that image at the bottom there, that is a social post. Choose your social platform. So we're talking LinkedIn Facebook, Instagram X.
I think that's it. All this all at the same time. So you're suddenly scaling up your visibility. Set it and forget it.
That's the key. Do once, leave it. And as a result, you generate thousands and thousands of impressions every month per person. Per person.
So you might have an account, you have a company account. You'll have different people involved in sales. You'll have different people on your board. Multiply.
A thousand. Yes. Nice. Simple number a thousand times the people to would be happy to for you to put this on their LinkedIn posts a thousand times that many people per week, 10% of them will engage.
You've just changed everything. And the critical thing, the absolutely critical thing here that absolutely, unequivocally states selling is a numbers game. If you don't have access to the biggest number, your efforts a complete waste of time. Yeah, of course you get some business.
You can beat your salespeople up. You can crack the whip with a lot of beady eyes. You can try and do whatever come and do exhibitions. Try and try.
We both, we all know what a pain. But unless you're reaching and connecting with your total addressable market and enabling those people, enabling those people to self segment and coach, you know what? I quite like it. Quite like the look of that company on.
I look at, I'll have a look again. So we started with the first phase of this, which is the social side, the next side of it is this we got a message, as well. So if you know, you know, you can buy a database today of your total. Just walk it.
I think between 100 and 300, maybe 100 pound, 300 pound. Depends where you go to. But between hundred and 300 pound per thousand. Three.
Call it three grand. So three grand and you'll get a 10, 000 database if you're tied to just one market. Not complicated. Email them and say hi.
But you're not just emailing them a come on to come back to this in a second. You're also going to put ads on LinkedIn. And if you look at this one here, we've got those purple the purple tabs. One is social.
One is email, one is banner. So reach out to them on social. You message them direct on email and then you appear in their feeds on their news feeds with a banner. Not complicated.
You just access and have started engaging with your total addressable market. Because the same data base that you've got is called a matched audience. You upload the same data base to LinkedIn and they will put your fate. You want to have your banner adverts and get them on to the news feeds of the people with those matching email addresses.
Bingo. You just achieve what the consumer market is doing. But it is so focused. It's so focused.
On its proper set. And forget its combination of scripts and software and APIs. And so but we put all this together and like I was saying before, that 1%, all we want is 1%. And I just looked at that slide and on that 1% was really tight before this.
Not anymore. But it doesn't matter. But 1% of your total addressable market. That's what you want.
We'll have that. Thank you very much. So you can see how this breaks down. I mean I've got k 1 to 9.
You've got nearly 6 million businesses one, two nine employees. But looking at the business market, there we go. We've got two 1236 and eight. To 10, 000.
Nothing really. And so what is this will lead to at least this. This is the most exciting screen the CEO can ever, ever look at. That tells you all glasses on.
Because I do know what it says. So you've got social email banner and live. All the activity that happens on LinkedIn. So you've got streaming that's happening.
You've got social posts that are happening, you've got banners that are happening, information goes into BigQuery, which is Google database, you probably know, goes into p emails, your ISP, your email service provider, all the open data and transact all the ongoing data from that goes into BigQuery. You banner adverts on LinkedIn or wherever through the API goes into BigQuery live streams. This live stream so you can stream not just on LinkedIn, but link a stream on YouTube as well. All the data goes into BigQuery.
Any activity and all the activity that's happening on your website goes into BigQuery. So any time as you see, you look at and go, oh, look, it's gone up by 1. 24 million this week. You have to think about this.
This is an operating system designed for selling. I don't care about marketing. Not interested. Really interested.
So marketing for consumer, for the consumer industry. We all like it. We all do it. We see it, we engage with it.
It doesn't work for B2B. This is by far the most effective, innovative and I would say staggering, platform because not only does it give you the, you know, tells you what's live and what's happening, tells you what tracks of, are active and uploaded. It also. I won't go on about this bit because it's it's a whole show in itself.
We got connect. Someone sees you doing something live, you say. Click on the link below. Book an appointment with us.
You go onto the link, fill out the form documentation because it's standard information. You talk about. During a meeting is that information gets processed and passed. Peer is it?
And the system, our system does a research delivers all the research and a proposal and a slide deck with a cost comparison to the salesperson in readiness to do the meeting. Our work here is done. And the reason it's so significant. Let me speed share this information with any business, any event, any business, any sales person.
They would want to bite your hand off to get this. And the reason you would want it is because it massively, massively reduces your costs, your HR costs, your exposure costs. And the flip side. So you can only save so much money.
But I would just that goes is as red. But the exposure. The exposure opportunities what you're able to do because of automating this is just absolutely breathtaking. And if you think about your competition, if you want to beat your competition, got to look at it.
Just look at it. I don't you know, there's no need for any hard sell. Nothing. You look at it, nothing exists like it in the world.
Is very exciting. And of course, being able to get your data like this is what we're doing, is our exposure. And, you know, looking at that big, that big number 10, 000, you can see everything that's happening. Exactly how this is trickling down.
We've always been told and we tell our all our salespeople sales is numbers game. Sales is numbers. Game is a numbers game. The more people you find, the more people you can have, the more yada.
It doesn't work anymore. Sales is numbers. Game. You must be able to, engage with the biggest number, and when you've got all the data delivered to you, just I mean, yes, you can look at it any time.
This we also use Looker studio which means you can get emailed dashboard data as well to your board. Very exciting stuff. And then there's one last slide. To do this.
Take some thought. Because the marketing industry have succeeded in getting businesses to follow their lead, that's that must stop. And in order for that to happen, it does. That doesn't happen overnight because there are a lot of people that, Don't stick in the mud, but you know that there's the stalwarts, they want to stay doing what they're what they're not paid.
That's how people are is how people behave. So we had to reset it. This course is an online course, self-paced, 20 modules. Take one of your guys.
Will people a week to complete 30 hours. It's not indoctrination. It's a reevaluation of exactly how you sell to businesses because you have to get that first. And that can happen right now.
That's really important to have for that to happen right now. And then having seen that and understand the reasoning behind it. And of course, if you've got, say you had 30 people and you go-to-marketing ten more at the same time. So we've done this in advance.
We knew this was this is already selling before. People are buying this because they recognize and understand there's a problem that requires a different way of thinking. So we put in a course and then when finished the course and you can put the system in and everything changes. That's it.
Here's the end where the end. Join me next week. Join me next week. We want to like I said at the beginning, we want to just keep putting this information out there to challenge what's happening, to challenge.
See, the thinking processes behind generating business, new business tax asset services related to business. This is not, it's not consumer. It has to be a different way of dealing with this. And for other businesses, I mean, you mention you've got a massive mechanism to be finding people up and you cut that down and then you stream to, you know, imagine streaming I don't know, I never have it on here.
So I don't, I don't want to know how many people are, watching us, but imagine streaming to, 20 people every week. Just a nice low number, 20 people. Ten people. To stream to ten people, you would need ten videos.
The maths are not difficult. And we're looking at that six months, give or take six month process of businesses warming to you. So I'll let you think about that. I think that's it for me.
I am going to play the outro. Thank you for joining me and I will see you next week. Same time, same place. Bye for now.
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