Predictable Prospecting
Planning Inbound Marketing Efforts through Thought Stages
00:00 / 00:00
1x
Episode Highlights:
- Uncovering personality and pain points of ideal clients
- How to learn from a “no”
- The importance of a call to action
- How to use immediate feedback
- Identifying where a prospect is on the spectrum of awareness
- Using thought stages
Quotes/Tweets: “You owe it to the right markets to really reach and serve them.” – Jay “Ask meaningful questions, not vanity questions.” – Marylou “All categories of buyers, all stages of buyers, they’re not all worth the same.” – Jay
Episode Transcript
Jay: This is going to be one of the most profoundly thought altering half hour discussions we do in this because we’re going to talk to somebody who is masterful at a dual skill thinking critically both about databases, about the selling cycle, about who is prime prospect, who isn’t, how to turn semi prime prospects into prime prospects and prospects into buyers and buyers into repeat buyers.She also is masterful at the human element which is the connectivity, how to have conversations with this levels of buyers’ prospects and progressive levels of motivation to buy and it’s just incredible. Her background is stunning, she was half of the team that helped salesforce.com go from tiny to mighty. She is co-author of a book that almost every high priced, intangible technology and service company has read called Predictable Revenue. It a takes a premise that I don’t want to try to explain myself because it will be disservice to her. She has worked with some of the most sophisticated and the most high performance fanatical corporations and entrepreneurs in the country and she’s going to share for half hour insight that to my knowledge nobody else really comes at and understands so, Marylou Tyler it’s a delight and a pleasure. Marylou: Very nice to be here, Jay. Thank you for inviting me. Jay: This is going to be wonderful. We have watching and listening, if you have any video problem, a broad spectrum of entrepreneurs representing everything from one person entities, professional services, large corporations, manufacturing distribution, retail, wholesale, you name it, they span the gamut. They are to their credit here because they want three things, they have a prejudice that they’re trying to understand on how to add more value and create more worth for their market, for their client, for their buyer but they don’t know how. They are striving to perform at much higher levels in every facet of performance enhancement but they really don’t really don’t know what those facets are. Today we’re going to be discovering the day that they have their epiphany. Why don’t we start by a little background but it’s going to be faster on who you are, what you’ve done, how you got to discover what you focus on now and some of the very interesting insights as you’ve made that discovery that will resonate with each of our audience because you’ll show them things they never have thought about that are immutable but nobody really grasped it, let alone acts on it, and anybody who does has great advantage and why don’t you just start to roll in then and I’ll interrupt you occasionally. Marylou: Okay. Sounds good. Thank you everyone, it’s nice to be here by words, video or audio. The way I got started in this business was purely from an engineering point of view. It was purely from trying to correct the code of how to have conversations with people we don’t know and to replicate those conversations in a way that we can create a consistent, predictable and hopefully scalable process to create new business and predictable revenue. As I was hitting into this framework, this process, this engineering mess that I put together, I realized that the data was starting to tell me things about the people we were putting through the framework. Not losing sight of the fact we are having conversations with people. I started to dive into that conversation and understand more about the why behind the pipeline lagging or why things are falling out. I realized that there are two components to this. There is the pipeline, velocity of the framework, the process of going from cold conversation to a qualified opportunity and beyond but there’s also the conversations within that process that help us move people through respectively, authentically and consistently. That’s how I decided to go through each step of my process and understand the people within that step and how we can better have conversations with them to appoint where predictably we can move them through. Jay: Great. I want to make a couple of points, everyone pay very careful attention that Marylou is talking about conversations, interactions, communication at a very, I’m gonna use the word intimate, meaning just one on one, that there are different levels of progression. There are sub conversations within it. When she says a pipeline that presupposes that you understand that you have target audiences, you are bringing them in from some means, whether it’s online, offline, co-calls, direct mail, emails, banner ads or in media, whatever you’re doing, they are flowing through. Theoretically, you have a systematic process that is advancing, enhancing them from whatever level of interest or commitment they have to the ultimate level of purchasing and then the ultimate level of staying or repurchasing, continue. Marylou: Taking further into Jay’s point, the first step to this is to really understand your strengths, your weaknesses, what opportunities are out there for you, and what threats you may have which we call SWOT. Then, we take that SWOT, we line it up against the type of companies who we think are the highest revenue potential for us with the highest probability of closing. Now, we have this lists. As Jay said, how you get the list, there’s many other ways to do that but it does consist of targeted companies or targeted people if you’re solo going after a consumer based market that you think will close quickly, that will also meet the profile of the perfect type of client. Then, if you’re in a corporation, you might have more people sitting around the table making that decision about whether to use your service or your product. Then, we drill down from companies to people and companies. All along the way, what’s happening is we’re starting to uncover the habits, the thoughts, the personal pain, the strategic pain, the financial pain that these people are having. What I’ve done is taken that conversation and encapsulated it in a form of a machine based communication mechanism called an email or a phone call, in some cases, and we take that conversation and allow people to self-select where they are along that spectrum of behavior. As an example, there may be people who are oblivious to what you have to offer and why you matter. There’s conversation that we start thinking about having that will move them from this oblivious and unaware state to a state of awareness. They may still be apathetic but we’re using the process and technology to understand exactly where they are along that spectrum. Jay: Let me ask an interruptive question. For everybody’s clarification, explain how you use just quickly the technology but explain the kind of conversations just lightly that you might have with that category, B2B, what you will introduce in a few minutes which is a more motivating category. Marylou: On a workplace for example, what we tested, again because I’m a process person, everything is tested and iterated and made better and changed so I really subscribe to the lean methodology of you put something in, you test it, you test it against something else and then you iterate and improve. Jay: I want to ask one more. It’s so ironic, this is a worldwide phenomenon that I’ve seen and you deal with corporations that are much more conviction based and predisposed towards this but people try to make decisions that affect their revenue, their sales, their very success like conjecture when in fact the data will always, always, always tell you where to go forward, where to stop, where to turn right, where to concentrate if you just ask it and understand the answers it gives you. Don’t you think? Marylou: I agree but you ask meaningful questions, not vanity questions. Remember, dials in the day is not going to tell you anything, really. Remember the meaningful conversation you have in a day, now that’s a metric that you drive predictable revenue. Jay: I love that because you have taken the generic concept of context or just discussions and you have really, I forget it. There’s just idle conversation, there’s patronizing, and then there’s meaningful conversations. You’ve taken it to mean something very differently. Why don’t you give us a one or two minute definition of your interpretation of what these should mean as far as the connection, the outcome, etc. Marylou: Okay. I’ll do it in the form of a metaphor? Jay: Great. I love metaphors. Marylou: Imagine that you’re on a freeway and you see an exit, that exit has a defined meaning. It allows you to get off the freeway. This is the same thing with the meaningful conversation. If you are at that exit, a meaningful conversation will either A) Get you off the freeway, B) You’ll decide not to take the exit and go further in on the freeway so you’re moving forward or it’ll actually tell you to inch forward maybe but you’re not quite sure if you’re going to go off or if you’re going to continue forward so you’re going to stand still, meaning you’re not going anywhere. Those three areas have advancement or out you’ll bleak out, you’ll advance forward, or you’ll stay where you are. That allows us to predict lag in the pipeline and also why things are falling out? Why did you take that exit? What was it about that exit that you decided to leave? We track all of those conversations that have the forward movement or movement out of the pipeline. Those are meaningful. Jay: An interruption, I don’t think many entrepreneurs and even many CEOs of a corporations and enterprises in Asia even think that way and I’m not demeaning them, I just don’t think you’ve been trained to look at, okay, if somebody takes the exit meaning they don’t want to go forward in the conversation or in the process. You have to question number one, is it an indicator of a flaw in your proposition or your level of what I’ll call gestation or progression or is it a question that you’re targeting the wrong audience, it tells you something. Marylou: It tells you exactly, yes. That’s what’s so exciting about this because you just mentioned two very different issues. One is skills based, you’re not able to tell the people your value. Why change? Why now? Why you? You’re not able to articulate that in a conversation. Versus they’re going out because you have wrong list, you have the wrong ideal customer. People are not interested in what you have because they don’t fit that profile that you’re really going after. How cool is that to be able to tell that after you hang up that phone call? Jay: It’s profound in the power it gives you. I’ve used this for a couple of other interviews. One of my partners, Carlos, you’ve heard from many times, has this very simple, he got a lot of really great, great perspectives. One is your goal as a value based competitive enterprise is to put matching advantage in your hands and move maximum disadvantage over to the competition. This is probably the ultimate way to accomplish that. Marylou Yes. You have the ability now to what we call wrap up that meaningful conversation. Why I love that too is because here’s another sign post that you can hear in that corporation, maybe you heard some language from your buyer that marketing has no idea of. You’re going to wrap up that call with intel for your marketing folks to say, “Look, this guy is talking about why, we’re talking about zee, we need to change our marketing or at least incorporate this into our marketing.” That’s one area, immediate feedback. Jay: And then you can test it. Marylou: Exactly. You’re asking me about this unaware, oblivious state, what kinds of messaging do we use. Jay: Yeah, just example. Marylou: An example would be a tweet, a LinkedIn blog post, a LinkedIn group discussion message that you start a conversation that way. You put something out on your network, a LinkedIn post, challenging them about a particular topic. That starts raising that awareness that all is not well or maybe there’s something I should be thinking about that I haven’t done about, you might be curious or thinking about this, maybe I should too. The attention span at that level is about thirty seconds or less. It’s like a billboard, you’re going by the freeway 80 miles an hour and see you a billboard, that’s the messaging that we have to have at that level. Jay: But the strategic objective in this scenario is to get them a little further into awareness and perhaps interest. Marylou: We do that by utilizing technology in the form of what’s called a click through that if we give them a link to go to another piece of content, we have written that content so that we can determine where they are behaviorally. Are they in the interested state, are they in the aware state, will they consume this information? We keep feeding them these little nuggets, what I call squirrel feeding, we keep feeding them these little nuggets of consent until they’re just downloading that white paper or downloading that case study or reading an ebook or whatever it is. That gives you, as a business developer, the intel you need to give them a phone call now. They should go right into a calling cue when they get interested and evaluating stage. Jay: Yeah. You are a sophisticated client, you are very technology oriented or very, I would say empathic marketing oriented person and you are talking to people that may or may not be, should be but may or may not be, some of the language he’s using is abbreviated industry parlance but what it means is you should always be grasping intelligence from your markets that tells you what to do more, what to do less of whom to target and not to target, when they are right to be more aggressive in your efforts to really move them toward sale. It depends on what you’re selling but I’m just trying to give a little bit of commentary to what you’re saying. Marylou: Yeah. It’s like we’re on a big date. When we first meet somebody, we sit at the table, we’re not quite sure where the conversation is going to go, we’re unaware of what’s going to happen. We may place a request or we may ask a question that is designed to give us more information about this person. Then, they become aware of us, we become aware of them. As we start through dinner, we start learning more about what they like to eat, whether they like to drink and we become more interested in their habits. It’s no different with these messages going through to your buyers, you know who your buyers are. You know their habits, it’s just what we’re doing is we’re encapsulating that conversation into strategic points along our sales pipeline. That way, you can better predict who’s going to be signing up with us consistently and then we can scale our operation. Jay: Yeah. I’m going to go back to the beginning and make a point. You made a point. You know who your buyers, your clients, your customers, your audience is, but you don’t always know what you know so I’m assuming if you were coming into work with any of the people watching and would love to see you do that with the ones appropriate, I think the results could be profoundly improved. But the first thing you would do is have them figure out what they know that they don’t know they know about, who they’re best, who their specialized clients are, where they are, where they come from, where they buy the fastest to slowest, which ones have the most ongoing, lifetime value, etc. right? Marylou: Yes In fact a very quick story about a client I visited in New York recently, they established themselves in 1985 so they’re a large company. We went to do the exercises I do with everyone is, okay, who are these companies, tell me about them, what their size is, how many people, what kinds of roles are there. We came up with a definition that was completely 180 from what they thought they needed or had. He said okay, good. So now we looked at the people within the company and we came up with definitions there, we name. We always name our personas like Betty the bookkeeper, whatever, Betty. We found a Betty and we determined that there were 40,000 of these Bettys in LinkedIn that we can actually market to. When we looked in our database that we had, we had 400 Bettys. We discovered very quickly just by going through these exercises that we weren’t marketing to the right people all this time spending thousands of dollars every month buying catalogs and whatever for direct mail. Jay: To the wrong market. Marylou: To the wrong persons. Jay: To a market that was very, very suboptimal because there were only a small number, if any, Betty’s within there. Marylou: Right. The a-huh moment of the CEO was incredible. You guys are not alone. This happens in large corporations, everyone should go through this exercise. Jay: It’s fabulous. Can you share, cause I like to excite and stimulate people with the before and after possibilities without going through the other categories, I’m doing it a disservice but I think sometimes to sustain and expand and accelerate the audience’s enthusiasm if you give them a little bit of a taste of what the before and after can look like in any and all levels, whether it’s time, whether it’s personnel, whether it’s reallocation of resources, dollars, yield, anything that would just get them excited. That would be worth them appreciating the power of this and perhaps them appreciating the power you have in your hands and in your mind. Marylou: Okay, the first one I’ll tell you is more in line with the solo entrepreneur. I had a young guy from East Coast again who read the book. He placed an outreach call to me directly saying, “Marylou, I’m one person, I have this great idea, I don’t have any tools, I don’t have any technology, I have Excel, can you help me?” And so I thought, “Sure, I can help you as long as you know that we’re going to be going through a process, it’s one tool, I want you to do other things to reach out to your potential clients but this is one area that we’ll focus on.” We started out at zero. In one year, with him following my advice, just using Excel, he generated $2,000,000 in revenue. He had a great products. He was just a great student. He had that desire but he also had what I call habit. Whenever I asked him to do something, he would it and he would do it in the block times we have established and just heads down, go. He was amazing and he ended up getting funding for his company because he was able to show them the venture capitalist, that predictably he can generate this many quality conversations in the pipeline, so they funded him. Jay: I have to make a repetitive statement. Marylou: Okay. Jay: The universal thread that travels continuously within your commentary and your expertise is a word that most people inherently want but never really reconcile. Predictable revenue, predictable, what I would call, progression, closing, knowing maybe not exactingly but with outrageous certainty that if you target a certain market, a certain way you deal with these and I haven’t let you identify all the different categories between not knowing and not interested all the way to ready to buy, that you can predict not just today, tomorrow or next week, next month, and you can adjust depending on any vagary in the market from economic to different media, either yields or dilutions, it’s pretty damn powerful. Marylou: It is. It’s really focusing on a number of components but the one that comes out the most is the habit of continuing to look at the results that are coming from your work, fine tuning, tweeting, enhancing, getting rid of what’s not working, pivoting it if you have to but never giving up. Jay: I love that. Marylou: That is an important part of this whole thing. Jay: I’m not going to do you a service and I adore your work. I just find what you do so powerful in its logic and what it delivers. Let’s talk a couple more successes, we had the young man that generated $2,000,000, let’s take something sublime just so people can see the scope of what you’re dealing with just by understanding and harnessing this really, really elegantly, obvious, logical and immutable power force. Marylou: Another example is, fast forward to a now $50,000,000 company, who had multiple offices throughout the world. They had, that I will call, bunch of long walls. Their sales team were generating, they were prospecting, they were closing, they were servicing. What we did was one simple change and that is we separated the roles. What that means is we took a sales person, we found out what their love and passion was and we put them into either a lead business development role, we put them into a closing role, or we put them into an account management role. We shifted the entire sales organization to more specialists and specialized. It was a painful thing to do but we went through that with them, and within three months they were cranking out this predictable stream of qualified opportunities. The people who went into business development, there was a little bit of shifting going on there because it is having conversation with people we don’t know and trying to drive them through the pipeline to a qualified opportunity. It also had us looking at once again, the ideal customers, they did not have the ideal list. It was very obvious when we went through these simple exercises that they were also calling into the wrong organizations. The main reason why is because their marketing department was casting this wide net out and people who came in through the website may not have been a good opportunity. They were small, they didn’t have the right technology in place, so we were able to then take that list and fine tune it and target it, add to it using list purchases and then create this machine. Each now region had business developers that generate the qualified opportunities. Jay: The developer is the first level, he or she, his job is to uncover and initiate conversation and then move the qualified or the seemingly appropriate people over to the next level. Marylou: Right. And they work as a team so the closer really works very closely with the business development person to decide where in that hand off should take place. Some closers like more control, some closers are fine with the business developer taking them further into the pipeline. We are very respectful of that. And because it’s a process, we were able to track where the optimal hand off was. Very soon after we implemented and activated the process, we were able to come up with a pretty solid playbook so that we can onboard new people. If they said to me we need $2,000,000 in Germany, we knew exactly how many people we needed to put in place to generate that $2,000,000. Jay: That’s the power that is unbelievable. Let’s go through real quickly the four or five categories that you have identified that will exist in virtually any selling environment no matter whether it’s extraordinarily expensive, intangible, multi-state selling, multi decision maker or it’s something, it’s single. Step in single buyer, what are the stages? Marylou: The first stage is this oblivious or unaware stage where the intended buyer that you’re looking for doesn’t know anything about or haven’t really thought about what it this that you have to offer and why that affects them, why change? They don’t even know the why. Jay: It could apply to selling a generic product or service, it could be a disruptive product or service, it could be an alternative. An example is maybe they take supplements for weight loss and you’re trying to sell either better supplements or you could be selling membership to a gym or you could be selling a personal trainer just as an example. Marylou: Yes, or just recently here in Des Moines where I’m located, I take my dogs to a play area. She has a van that can take you to and from. I was not aware of it, I was oblivious to that, that would make my life so much easier but I had no idea. It could be that level. Jay: First is whatever you call it, oblivious, unaware and uninterested. Marylou: Yes. Unaware. The next one is awareness but apathetic. Jay: It’s not really moving. Marylou: No. You’re not ready to go, you’re just hands on hips, show me, in that kind of mode. You’re not really engaged to the why change. Why should I make a change? It doesn’t affect me. That’s the next state. The state after that is called thinking about it or interested. Now, you’re thinking okay, I’m sitting a little bit forward in my chair, this is sounding interesting, maybe I want to know more about it, maybe not, but maybe I do, so I’m going to consume more content at this stage. What I want you to understand is that as we’re going through these different stages, the content is driving where they are positionally because we’re able to do that by how we write this content and how we get them to move to that next state. The last state is where we all wish all of our clients were, which is the herding and evaluating stage. That’s where most of the content that’s out there today is written for and that’s why we have trouble predicting sales. We have trouble consistently moving people through because we’re not respectful of where they’re at. We think they’re interested but they have no clue. We need to be able to create content for them at every one of those thought stages and then help guide them and gently pull them through by clicking through the content that is probably longer, probably explains more about the why, and then gets them engaged so they’re now sitting on the edge of their seat waiting for us to contact them. Jay: You like metaphors and I’m stuck with haunting metaphors from marketers that have been mentors of mine for years. He had the greatest metaphor that I think can be applicable to this. He said, “Did you ever think about how a tug boat connects to a 20 or 30 story tall oil tanker?” If you think about it, there’s a little tug boat, it’s one story tall, and it has to connect at the top of 10, 20 stories of huge, supertanker. How do they get that rope that’s that big and probably weighs I don’t know how many 10s or 20s of pounds for inch or foot over the bow of that boat. I was very fascinated but the way they do it, it’s an analogy and a metaphor for this, is they shoot a very small cord over the bow. It goes over the bow, little one, attached to it is a little larger one, attached to it is a little larger one, attached to it is a much larger one. Ultimately, at the end is the big one but that’s the only way they can do it. That’s a good metaphor because I don’t think people have ever thought about these categories and it’s very important. We’re going to only have a few minutes but let’s go through a little bit of a montage of just the couple of the vehicles once you understand the differences in the meaningful conversations and the way they can be meaningful whether they are literal, meaning a person talking to somebody, or virtual, meaning a communication that is occurring on a website or or a white paper or a webinar or a seminar or a sample or whatever it is. Just some examples of people so can see what is possible. Marylou: Okay. At that oblivious unaware, we talked about tweeting, about reaching out to your network while I call a first in ten. If you are connected for example on LinkedIn and you have 20 people who are connected to you, you send those 20 people a thought provoking email, one question. Quick Question is the title of the subject line. “Quick question…” That starts getting people aware to the awareness state. The differences with all of our communication, at this top part of pipeline from cold conversation to qualified opportunity. Everything we write has a strong call to action, meaning that we want that person to do something. Whether it’s clicking through to a meatier piece of content, or to our client, to our email or it’s giving us a call. Everything we write, we don’t just put it out there without some action on their part. Why? Because the action tells us as a signpost where they’re going to go because we’re telling them if you go here, we know they’re going to be more of an aware state or if you tell them to go to a case study and actually go to the case study, they’re probably more interested state. Jay: Yup. Marylou: We’re spoon feeding them the path and the map that gives them to a plan where we’re ready for that conversation with them. As of the oblivious unaware state, when you get to aware, maybe you published a should ask questions lists. Maybe you do a frequently asked questions, maybe you do a one page wireframing, just one page, a case study that contrasts before and after and that’s it. But in all these pieces of content, there is a sign post saying, “If you want to know more, go here.” Once they get to the interested state, then everyone knows what we do there because that’s what we see all the time, it’s endorsements, it’s testimonials, it’s case studies, it may be some industry paper that you chunk down into three to five slots to put on slideshare. And then the last stage is that evaluating stage where now you’ve got to put the testimonials and endorsements in the big way of why you. Interested, that state, we just talked about is why change and why now and then why you is that evaluation stage. The content is driven more towards the successes that your clients have had as the result of working with you. We continually systematize that and we’re respectful to do that for the Bettys of the world or the Nathans who are in IT or depending on your people sitting around the table making that decisions. We customize the content for each of those people. Jay: I can translate for you. There’s no right or wrong. You as a company, you as a entrepreneur, or CEO, you can decide you want to have 10, 20 different target audiences that you’re pursuing for the same or different variations of your product or service mix. The key is you gotta target them differently and once you figure out who they are and where they are in both terms of how you reach them but also where they are in their mindset, there’s plenty of inventive ways to get access to them. Most people don’t even realize that there’s plenty of ways to do that. The first thing is who are you trying to reach, why you’re trying to reach, what level interest communication and viability do they represent? Marylou: Correct. You get into the head of how do they consume content. Are they a Sunday morning after the kids are fed, do they read their email, do they look online, do they go to an industry or website? Think like that when you’re trying to get your content out there. Don’t just go one spot, don’t just use email. Use three to five different methodologies. Shame on all of us now because the internet allows us to be huge marketing houses if we want it to. Jay: With very little risk and cost. Marylou: Yes. Not the way it used to be where you would send a letter out and cross your fingers that they got it right. We don’t have that now so it should open up this just desire to create and try different things until we reach a level that we can say, “You know what? This is becoming consistent for me. This is great.” Jay: I’m getting us three more questions just because I’m going to run out of time. One is not going to be a question, it’s going to be an observation. In case it’s not critically and clearly evident, what Marylou represents is the ability to take time, effort, market access, whatever, eligible capital, money capital you have and make it work harder and harder for you. It’s terribly important you grasp this if you truly have the superior products, service or value proposition because you owe it to the right markets to really reach and serve them secondly and then you can comment Marylou. This is very important, all categories of buyers, all stages of buyers, all distinctions of buyers, the Bettys and the Toms, they’re not all worth the same, meaning, some might deserve and justify a lot more time, attention and resource investment and some might not. You’ll never know that until you understand what you already know and you really let the data help you. Marylou: The other thing to tell you is I’m sure some of you are thinking about it right now, well Marylou, that’s a lot of content that I’m writing. What I want to tell you is this, I just finished working with the $60,000,000 company. They had 14 pieces of content for a $60,000,000 company. We took one to two pieces of that content and we repurposed it for each of those stages I just talked about. We looked at the emotional pieces that came out of that content and we looked at the logical pieces that came out of that content. We organized them in a way so that we hit the people at their different stages of thought. When you’re unaware, and when you’re aware, things are more emotional at that level. We wrote the consent and rewrote, repurposed the content so that it addressed that emotional state. Then, we took more logic as we moved down and had more specificity around proof points and differentiation and why us. We took one piece of content, we wrote it five different ways. Jay: Yes. That’s wonderful. Two more points and then we’ll conclude. The first one and this I think is very, very important and that is when you’re communicating, it’s important that if you’re sending 50,000 tweets or you got this massive machine that’s driving thousands of people to your website or you’re sending out a thousand white papers a day or a week or a month, you always remember that they are being received and they’re being consumed by one human being at a time. How you communicate to one person is a lot different that people trying to talk to a million. You want to comment on that? Marylou: No, I think you hit the nail in the head. What this is all about really, if you want to study the greats, Jay is one of the greats in direct response. The theme of direct response is I’m having a conversation with someone across the table from me. Each of your emails, each of your correspondence must be respectful of that. But if you can leverage technology and leverage the database to help drive those conversations in a systematic way, that’s the difference now. Jay: That’s great. You have such a wealth of knowledge and ability and experience that it can transfer and translate to any kind of a situation and it’s universal. My work transfers to Japan, China, Singapore, Malaysia, Italy, all over. If anyone watching or listening wish to contact you, how would they do it? Marylou: They can go to my website which is maryloutyler.com and there is a form on the website, you can contact me there. I also have the ability to do conversational calls and that’s also available from the website. Jay: If there is any material that is appropriate that you would like to send to me, I can get it translated and distributed there just to help them even have a greater grasps, so if it’s something like that. It’s been a pleasure. The only regret I have is that I don’t have more time to spend interviewing you because the knowledge that resides in your brain and into reality, the ability to understand the technology piece and human connection piece and meaningful conversations is profound but thank you very much. Marylou: Thank you Jay. Thank you everyone.