Stark

[shukla1203]

In episode #2 of InsightCast, we spoke with Arthur Viana, Head of Sales at Take, about the challenges of commercial management in different segments, the importance of customer-centric sales , and how to have accountability to become a good manager (and, of course, much more).

To check out the podcast, just press play:




> Check out the transcript of the chat bzb directory below:



Renato: Hi, I'm Renato Ferreira and this is Insight Cast. The podcast for those who want to get their feet wet in the Brazilian sales market.

Here we are in the second episode of Insight Cast. Today I would like to introduce Arthur Viana, commercial manager, Pope of Marketing in Sales, a Rio native living in Belo Horizonte, my friend and also Head of Sales at Take. Arthur is free to introduce himself, the space is yours.



Arthur: Dude, thanks for the introduction, I'm honored. You are, of course, one of my great mentors and friends, much of what I learned was from you. I'm very excited to exchange ideas, and there are a lot of cool things to share, I'm sure we'll have a high-level chat.



Renato: Without a doubt! And I'm happy with the feedback. I think that in the end, the audience will be the ones who will really benefit, as they will have access to fantastic content from someone who has already experienced sales from A to Z.



Arthur: In my sales career, I started as an intern at Outbound Marketing, and I started focusing on SDR. I worked as an SDR for a while (I stayed for six months, if I'm not mistaken), and I got my first taste of the material. I attended a lot of your calls, and I had a really steep learning curve. It was a company with few people, and everyone had lunch together, which really accelerated my learning process.



Then I worked as a salesperson for a while. So, at the time, I sold the Inbound and Outbound sales consulting project. Then I worked as a sales manager for a while, and then I just worked as a manager for a while. And, man, it was a really cool time too, where I got really close to Jimmy (Guilherme Avelino), who I'm sure you'll interview soon. He's also a great mentor, so he was a guy who guided me towards a lot of things. Then I went into Marketing.



So I lived a little bit of the whole funnel - on the "other side of the force".



Renato: hahaha really, it's a different story. If you think about it, I think that normally a person starts in a role and stays there for a long time, and in a short time you managed to do a lot of (things) in each one. I don't think it was even a little bit of time, right? It was more than a year in each of these roles and with a deep learning experience, which is doing, making mistakes, taking a slap in the face from the market, getting it right too, hitting the target, anyway, it's a really cool story.



Our topic today will be very focused on talking about the challenges of sales management in the small and medium-sized business segment, which is a market that you have navigated very well, and also in the Enterprise segment. I think it is good for you to have these very broad experiences, because you will be able to bring a little bit of the differences in process, the differences in training, and team management.



I wanted to start with the question: what do you see as the biggest differences between selling to small and medium-sized companies and selling to Enterprise?



Arthur: Today, we divide here between SMB and Enterprise, and some clients are gigantic companies: Burger King, Itaú... So, the spectrum in SMB is already large. Dude, I'm talking about SMB as companies with 600 employees. So, this parameter changes for everyone, although in terms of sales processes, the closer you have to an Enterprise process, the better.



Of course you have to calibrate this, but I really believe in customization and personalization of sales as a huge differentiator. It's something I try to work on a lot. Of course, with lower tickets, sales that are a little simpler or less complex, you can't have an Enterprise approach, otherwise you'll blow your CAC. But the better you customize this journey, and calibrate it with volume and quality, the better.



Renato: For example, you think of an SMB, which will serve a larger volume of leads, with a shorter cycle. While in Enterprise you have a smaller pool , which naturally you are talking about the universe that is not even 10% or 5% of what Small offers, so you can have a little more time to be able to make contact, let's put it this way, more humanized.



You can also do a more structured follow-up, get a little more into the context of the lead, because in the end, when they close, their LTV will pay all this bill and there will be a lot of money left over.
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