How Cerebral Selling Creates Relevance Through Empathy

How Cerebral Selling Creates Relevance Through Empathy

David Priemer, Founder and Chief Sales Scientist at Cerebral Selling, joins the Content Experience Show to discuss ways to keep your brand’s message compelling and consistent.

In This Episode:

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Full Episode Details

The Experience is the Product

Are you a salesperson? You might answer that question by referencing your job title or whether you interact directly with customers. The truth according to David Priemer at Cerebral Selling, however, is that regardless of position, everyone is involved in sales.

While your company might be based on selling physical goods or services, your business’s true product includes so much more. Customers are purchasing experiences, interactions, and ultimately a relationship with your business.

Every member is a part of the process and affects the overall customer experience. When you start to operate with this mindset and ensure a consistent message and purpose both within your organization and on the consumer side of your business, you can go from trying to sell an item to building powerful lasting relationships with your customers.

In This Episode

  • Why every member of your business contributes to sales
  • How to empathize with your audience
  • How to simplify your brand’s message to “go down smoothly”
  • How to quickly create relevance through polarization
  • Why the product you’re selling includes the customer’s experience

Quotes From This Episode

If you're in sales and you’re thinking about doing something, stop and ask yourself if someone used that on you, would it work? Click To Tweet

“Have a polarizing belief statement delivered with high conviction. That’s your armor piercing bullet of messages.” — @dpriemer

“Marketing is not always about pitching, “Okay, here’s what we do,” and it’s more about telling the customer a story about a problem that exists that they have and how you came to solve that problem.” — @dpriemer

Resources

Content Experience Lightning Round

David is a huge Disney fan. When asked why he loves it so much, he points to the fact that Disney is all about the customer experience. They go above and beyond to ensure that every part of your stay is consistently great.

See you next week!

What Great Brands Do That Good Brands Don't in Content Marketing

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Episode Transcript

 
Randy Frisch: Welcome to Con X. I am Randy Frisch, I've got Anna Hrach here with me. And we're going to tell you all about the episode that we recorded this past weekend. I was a little bit nervous about this one I'm going to admit because we decided, Anna, to bring a sales person in to talk about marketing and content. And I was like, "Oh, are people really going to work the way I envision it in my mind?" and I actually thought it worked pretty well. I thought we were able to hear from a guy who’s had to figure out messaging on sales and I actually learned a lot from that.
Anna Hrach: Yeah, it's kind of funny you literally brought the sales person to the party. But no, David is great. David from Cerebral Selling was with us and I really enjoyed it and he touched on a lot of great stuff about how, when people talk about sales person they have this image in their head of the really just sort of skeezy, grimey, method of sales.
Randy Frisch: The used car salesman?
Anna Hrach: Yeah, well.
Randy Frisch: Pretty much what it comes down to.
Anna Hrach: I mean, I feel bad there's probably a lot of used car salesman out there that really hate that term so, you know I'm trying to be equal here. But yeah, no. Exactly.
Randy Frisch: It's really funny I was getting my car serviced a few weeks ago and I was at the car dealership and I'm waiting, and I was waiting near one of the sales guy's desk and there was this, I guess you'll call it a call to action where if you bought a car this month he was going to give you a free CASIO digital watch. And it was the one with the calculator on it and everything.
Anna Hrach: Is it 1989?
Randy Frisch: It is amazing. I actually took a photo of it, I'll send it over to you. It was modern day, but what was amazing was this guy won the 2017 prize for best sales person in the office. Those CASIO watches must be doing something for him, but anyways I digress.
Anna Hrach: I'm intrigued.
Randy Frisch: I know, it was pretty comical. I had to show my son what it used to look like before the Apple watch.
Anna Hrach: Nice.
Randy Frisch: Anyhow. With David, he's a been there done that guy in terms of building companies. He's been involved in three really successful exits including IPOs, and sales to companies like Salesforce and he's had to build that messaging, that us as marketers work with and we pass over to sales teams and we hope that they're going to execute. I personally learned a lot just from David on this episode and the big takeaway that I kind of come with is, that we really have to make sure that we make it smooth as he put it.
The messaging gets so convoluted sometimes, but on the flip side we really have to listen as the audience when we're creating that messaging to say, "Is this going to resonate at the end of day."
Anna Hrach: Yeah. He gave so many really, really good tips here about how to sell in just the best ways possible, about empathizing with customers, and how to do that, and how to do that quickly and easily. Again, we talk about on the episode how people kind of throw the word empathy around a lot. And we think we might be doing things that show empathy towards our users and our audiences, but at the end of the day we're really not and he helps point that out.
I think before we get too much more into what David had to say, I think that we should just let him sort of say it himself. What do you think Randy?
Randy Frisch: Let's do it.
Anna Hrach: Alright, let's bring David in.
Randy Frisch: Welcome to Con x, David thank you so much for joining us. And this is a cool one for me because we've started to work together outside of the podcast and then I felt like in all this back and forth that we've had going with you being a sales trainer and coming in to help us tell better stories on our teams and really make sure that, that message that our marketing teams are working on gets translated down to our sales teams. I figured, why don't we actually turn this into a podcast. It's sometimes a shame because we've had so many conversations together that could've been podcasts, but now we're doing it. Great to have you here maybe you can give people your background that goes through all the startups you've been with, and things like that in a two minute run down here.
David Priemer: Yeah, absolutely. Well look, thanks for having me Randy it's great to be with you here today. Yeah, I started my career over 20 years ago as a research scientist of all things and it's actually a point of contention for me as someone who's spent the last long time in a career of sales that I loved, that more people don't get into sales on purpose. People don't become doctors by accident, or lawyers by accident, but we all end up in sales mostly by accident. For me, I started my career as a research scientist and really the underlying principal there was just curiosity, intensely curious about the world around me. I was the kind of kid that would take my mothers vacuum cleaner apart and try to figure out how it worked and going into sales by accident, like I said in the turn of the Dot-Com boom, joined a startup and realized that the world of sales, and marketing, and messaging, and all the things we're going to talk about its like a system, its so amazing, it’s so intricate, evolves so much.
For me, I found that sales was almost like Science and Engineering, which was my background. The really interesting thing about selling was that there was the nuance of not just the science of like, "Okay. Well, what messages will end, and which ones are the most compelling, and which ones do people respond to. "But there was the human piece, there was the empathy, right? There was the sales psychology, which was new to me and amazingly fascinating. I just fell in love with the sales profession and have been really grateful to have amazing experiences over the last 20 years.
I've been a part of four startups. Three of those startups were acquired, one had an IPO. Third one, which I helped to start in 2008 was acquired by a company called Salesforce, which most people are familiar with and got to work there for five amazing years expanding my understanding of what it means to build a sales machine at scale.
I love sales, I'm a huge sales advocate and especially an advocate for the modern sales professional. The kind that is a top performer but has tremendous empathy for their customer and is really tactical and scientific about how they use their knowledge to break through. So I decided what better way to explore that passion, than to teach and learn the art, continue to learn but teach the art and science of modern selling.
I started a company called Cerebral Selling and here we are.
Randy Frisch: Amazing. And I love, first of all, that is a great intro. I think anyone who started off being like, "I'm a marketer do I need to listen to a sales guy?" This is not a sales guy everyone, this is someone who tells stories and helps with that. One of things that I love about some of the companies that you were with, like Ripple, that you touched about is, you had to go in and sell a new state of how people should think about things. You had to sell disruption. You had to sell a changing of the guard, if you will. And maybe you can tell us some of the ways that you think about doing those things. How do you think about creating these new categories? Because I think a lot of marketers who are tuning in to this are saying, "How do I take these ideas and help build our movement?"
David Priemer: For sure. Here's the way I think about messaging. Messaging to me is like the clothes that we put on every day. And often times we get dressed and we look at ourselves in the mirror before we go out to our fancy party or outing, wherever it is and we look at ourselves and we say, "I look good." Right? "I look good and I'm dressed appropriately. I'm looking good." And I go out to wherever I'm going and I realize that I'm dressed completely inappropriately for the kind of venue. For most of us, that's our messaging.
So we start a company and we're out there to change the world. We have this amazing idea and it's all very clear in our head what that idea is. But then when we go out and try to tell that story, most of us tend to fall flat. We tell that story inconsistently. That story evolves as the company grows, but it's not always told in the most compelling fashion so that everyone else can understand it.
Unfortunately these companies, these ideas are our babies. But the rest of the world spends a fraction of a percentage of a time caring about what the heck it is we do.
Randy Frisch: I often call that game Broken Telephone. My kids love it, I don't know about yours. But you start with one idea and by the end of it you're like, "What in the world are we saying?" You know, "How did that even happen?"
David Priemer: It's true, and part of the challenge is that it's not just outside the company. Like, "Oh, we're all very clear inside the company what our mission is but outside we're challenged." It's sometimes, we're unclear on the inside, right, what it is because it keeps evolving. If we're not clear ...
Here's a little test for those of you in sales and marketing. Go to some of the key people in your organizations and ask them this simple question, "What do we do? What do we do?" See what they say. The question is would everyone say the same thing or close to the same thing?
My experience is that, unfortunately, we don't.
Anna Hrach: What are some of your recommendations for getting some people on the same page? Obviously, everybody in an organization is contributing to sales in some way, shape or form, whether people realize that. First off, do you think most people out there realize that they are salespeople even if they don't have an official sales title?
David Priemer: So I don't think that they do. One of my favorite books that touches on exactly that point, is Dan Pink’s book. It's called To Sell Is Human. It talks about that. When you ask people, "Hey, are you in sales?" A very small fraction of people admit that they are, unless it's their vocation and they are actually in sales.
But when it's posed in a different way, "Would you say that a large percentage of your job involves moving people from one position to the next?" Most people would say yes. I have the data, I guess, through Dan Pink that says, "Yes, we are all in sales but we all don't necessarily realize it."
Anna Hrach: The other thing that I love, and connected to that thought, is the very first thing when people go to cerebralselling.com is the headline of, "Ever wonder why most of us don't like talking to salespeople?"
What is it about us, even psychologically, where we don't identify with being salespeople or we don't even like talking to salespeople? What's that defining factor that you've found?
David Priemer: Well, it's funny, I can ask that question in a group ... I mean, I do sales training. I'll stand in front of 50, 100 sales reps and say, "Who likes talking to sales people here?" And very few people will raise their hand. Unfortunately, it's because we've had a negative experience with a sales professional at some point in our lives. Unfortunately, those of us in sales were all out running. We all live in the shadow of the ghost of the used car salesman. The sleazy used car salesman that existed in a different time.
This was a time where, as Dan Pink says, "Information asymmetry existed." Meaning, we as sellers had more information about the product we were selling than the buyer. There was no way that the buyer could get that information. So if I was gonna sell you a jalopy that was all nicely shined up, you would have no idea. We've all had those experiences and that's why we have that perception.
The other thing is; those kinds of salespeople, unfortunately, are still out there. They're out there and sometimes we think of them in car dealerships or in clothing stores or even in our modern selling environment these people exist and we've all had those negative experiences. So, whenever we interact with a sales professional, and this is for us or our customers, we're always thinking. We always start with that initial bias that they're one of the bad ones. They're one of the bad ones, right, and we're looking for evidence that they're not.
The role of the modern seller is actually very, very tough. It's not only just to execute but it's almost to convince their buyers, their prospects that they're one of the good ones and they have to demonstrate that with their actions.
Anna Hrach: It's so funny too because everything that you just described; it's still, you're right, it's still so out there. People still shouting these marketing messages and still reiterating some of these things that people don't want. You see this with the rise of ad blockers and people complaining about full page take overs. That when you land on a page it slams the content down and it distracts you from what you were doing. I love one of the messages you have is really about incorporating empathy.
How do you get people to empathize with customers, because I think that word gets thrown around a lot. I think people think that they're empathizing with their audiences, but how can people actually really empathize with their audiences?
David Priemer: So there's one tactic and it's very, very simple. I'll tell you the tactic and I'll explain the rationale behind it, but it's very simple.
If you're in sales and you're asked to do something, or you're thinking about doing something, "I'm gonna reach out to a client. I'm gonna send this email. I'm gonna make the phone call. I'm gonna use this message." Stop and ask yourself, "If someone used that on you, would it work?" For most of us, the answer is, "No, it wouldn't work."
It's kinda funny, I know a lot of comedians talk about this joke where we behave differently as humans when we're in our cars. We'll do things that we wouldn't ordinarily do. We'll yell at people and say things that we wouldn't ordinarily say. For whatever reason, I feel like sometimes sales people feel that that applies to them. Like, "Oh, I'm just gonna go out there and I'm gonna send all these messages and email blasts and call people without context and bother them. I'm gonna bother them and that's okay because I'm in sales. They get that." Right? Versus that tactic would never work on them.
The easiest way, there's lots of stuff we could get into, but the easiest way you want to know empathy; look what you're doing and see if that tactic would work on you, if you would respond to it. If the answer is no, then you're not doing it right.
Randy Frisch: I love that. What I want to get to next, is this framework that you helped bring to my team of how to think about delivering that message so you don't come off disingenuine. So there is that empathetic approach where you're trying to solve for the problem on the other side. We're gonna take a break but if you're thinking of dropping off. Let me tell you, that you came in and you did this for our success team. Our marketing team actually filmed it for me and then they were like, "Oh my god, why wasn't the marketing team here? But thank goodness we had it recorded." That's how much you're gonna want to know, because they played the recording over at lunch in there. It's that good.
Alright, so we'll be right back here on Con X.
Anna Hrach: Welcome back everybody. We are talking with David from Cerebral Selling. Now David before we went to break, Randy was raving about some training that you did for Uberflip and I'm intrigued. I would love to know more, because Randy said it was so good that they actually replayed it again as a lunch-n-learn and it just really resonated with them. Can you give us sneak peeks into what your framework was?
David Priemer: Yeah, absolutely. Here's the overarching theme. When we think about the messages that we deliver. Again, I mentioned in our last segment, we talked about how sometimes in sales we feel we have the right to act differently in a way that would not be consistent with how we would respond. I feel sometimes, that in marketing, we tend to do the same thing. We conjure up these very elaborate and polished pitches and value propositions and statements; and we use words and terms that we would never use in real life when we were talking to someone else.
The question is, "How do we frame a message that is simple but instantly resonates?" The concept that I really, really love when you think about these messages, are messages that go down smooth. We're all very, very busy. We all insulate ourselves, because there are so many messages out there and everyone's trying to get our attention. So we put up this protection bubble where if something isn't the armor piercing bullet of messages, it is not gonna get through. We don't want to spend any time trying to synthesize and decipher what the heck it is you mean by your fancy, highfalutin marketing message.
No offense to any-
Anna Hrach: Highfalutin marketing message, I love that! I'm gonna work that into all of my text going forward. Highfalutin marketing message.
David Priemer: (laughing) This is perfect. This is brilliant and we've all seen some of these messages. We've all worked for companies that have these messages. Sometimes you hear them and you're like, "What the heck does that even mean?" People can't even figure it out.
The messages that I like are the messages that go down easy. It's almost like, you know when you go to the movie theater and you're eating popcorn? You start eating you're all, "Oh, I'll just take a little kernel of popcorn." Five minutes later it's all gone, you're like, "Where the heck did that go?" That's because it's your reptilian brain kickin' in just saying, "Eat the popcorn. Eat the popcorn." The messages have to be the same way.
The good news is, there's lots of science behind how we can get our, simplify our message and how we can get it through. I think of it in two parts. The first part is, "How do you architect the message itself?" Secondly, it's the delivery mechanism. How are you injecting it in?
When I think about how to make messages break through, that armor piercing bullet of a message. I think about messages that are polarizing, for example. When I make a statement, you will immediately viscerally agree or disagree with that statement. You will immediately find yourself on one side of that argument.
For example my third start up, which Randy mentioned was called Ripple and it was acquired by Salesforce so the product doesn't exist anymore in that current form. We were what we called a social performance management solution. Essentially we were a solution for companies who wanted lots of feedback coaching and recognition for their employees, but recognized that the tool that companies had typically used to deliver that feedback was called the annual performance review, which 80% of people statistically used the word hate to describe.
We led with a polarizing message, we said, "People hate performance reviews. Performance reviews don't work. We have a new way of driving the performance you're looking for in a way that people love." Immediately, with that mes- you don't even know what it is. You will immediately say, "I'm either on the side of: yes, performance reviews suck or I'm on the side of: no, performance reviews are good." That polarization helps you much more clearly and quickly understand what it is we do.
I can go into other examples, but that's an example. You have a polarizing belief statement that was delivered with high conviction. That's your armor piercing bullet of messages.
Anna Hrach: Interesting, and you immediately made it incredibly relevant to them as well. Obviously, they were willing to take the time to pay attention. Which is funny, because Jay Baer always says, "Relevancy magically creates time and attention." Even just speaking their language and empathizing with them on what they're going through. They immediately wanted to listen to you, which is super interesting.
David Priemer: Absolutely, absolutely. The last company I worked with was a company in Toronto called Influetive and it was really all around advocate marketing. It was about this idea that in the future people won't buy things from us because we bothered them until they did. But the number one thing, the thing that we listen to more than anything else in the world when it comes to decision making, is someone like us.
Anna Hrach: Mm-hmm (affirmative)-
David Priemer: So the idea was to promote the authentic voice of these happy customers. When you would go in to a customer and you would start talking about what it is we do and we would say, "Hey, you know what? We believe that in the future people will buy things from recommendations from people they know instead of salespeople who bothered them until they bought something. Am I right?" The idea is, if you can imagine your target audience, your target market and imagine if they would be smiling and nodding. Would they even laugh a little bit?
People hate performance reviews, we used to drop that bomb in HR conferences all the time. Of course, there is the chuckle. Like, "Ha ha ha" meaning, "You're right." From there, then you can start getting into the nuance of how do you do that. That's one mechanism.
Randy Frisch: That's the part though that I get worried about the most because, as you put it, I don't want to say easy but it's fun to figure out that big disruptive statement. We have ours at Uberflip. We use things like, "Your cms won't cut it." People either agree or they don't agree as you said. But the tricky part from there is, where do you go from there? Let's say you're talking to someone with this conversation or let's say you're marketing with it in some sort of direct message. How do you figure out the consistent, as you call it, storyline that flows from there? Is there other steps that you encourage people to follow?
David Priemer: Yes, there are. The other thing we talk about is the messages going down easy. A polarizing approach is one of the ingredients, then there's the delivery piece of it. So, there's a couple other tactics I teach. One is what I call, the belief statement. There's articles and videos about all this stuff on my website if you want to check it out. Thinking about your product, your solution starting from the standpoint of: we believe. Start saying, "We believe." At Uberflip, we believe. At the Content Experience, we believe that. Don't mention your products or services directly. Tell the story of what is it that you believe. We believe that people should be able to get lots of feedback at work and know how they're doing so they can perform well on their jobs without being subjected to a horrible performance review.
You can start telling the story. You start with something that's very high conviction, very simple and then you inject a formula. The nice thing about formulas is, again, our brains are trained to take these formulaic stories and assimilate them very quickly.
Perfect example are infomercials. I'm a huge infomercial junky. I love infomercials. Don't usually buy anything off the infomercials, but-
Randy Frisch: It's amazing to watch some of these because they are pieces of work.
David Priemer: They're amazing! They're amazing. The amazing thing is, you would be watching these things at two in the morning sitting on your couch and like, "Ah, I don't need anything." Then you're dialing, you're dialing and you're buying whatever it is that they're selling. There's a very simple formula, again I have articles and videos on my website about it, I call it the secret infomercial formula. They basically take you through this whole story of, here's the big problem that exists in the world and here's the best solution to the problem. Here's why that's tough but we have a solution for that, that is this new age thing.
I give you a very simple example. Let's say you had a, you were selling a piece of home exercise equipment on the infomercial. You may something like, "Well, look you want loose weight and get in shape, right? Well, the best way to that is to go to the gym five times a week and work out for three hours. The problem is that gym memberships are expensive and they're hard to get to." Then, they insert their product. You don't even know what the product is. It could be a pill, it could be a piece of equipment, it could be a blender, but you're leaning in. You're saying, "Yes! I do want to get in better shape and yeah, the gym sucks. That's the ideal solution, tell me more."
That's what I mean it's not always about pitching, "Okay, here's what we do," and it's more about telling the customer a story about a problem that exists that they have. That exists irrespective of your product or solution and then lead them into, here's where we are. It's this journey, the story about how you came to solve that problem.
Anna Hrach: I love it. I think sometimes marketers have a tendency to really get caught up in how complex things can be, and just how much messaging there is to convey. I think what you've really proven, with your framework, is that it's not like that at all. It actually can be quite simple and direct. I think that's the beauty of your framework. It's really just looking at it a different way and taking unnecessary complexity out of it.
David Priemer: (laughing) I think you're right. It can be simple, but I would say it also has to be simple. Otherwise, people won't spend the time. People don't have the time to acquiesce to your message. What's even worse is that the number of solutions now that exist in each of the main, even if we're talking about technology. There's some statistics that say in 2011 there were 150 marketing technology vendors out there. In 2017, there were 5,000. So it's becoming increasingly difficult to differentiate. Everyone is owning their little piece of the universe and there's a whole lot of overlap. So it's a requirement today to really help your target buyer to understand where you can add value and quickly.
Anna Hrach: That's awesome. Well, David, I know that we are coming up on our time here but I really think everybody out there, speaking of providing value, really needs to go to cerebralselling.com and check out all of your resources. 'Cause you have a ton of blog posts, you have podcasts, you have videos, and they can continue digging into all of the things you've laid out here for us.
If you wouldn't mind, we'd love for you to stick around and get to know a little bit more about David on the personal side. We have a couple of questions for you, but we'll be back after this break to ask those.
Randy Frisch: Alright, David. We've got a couple minutes here, we always like to get to know our guests and I feel like you and I have gotten to know each other through being in the same city. Also, I am now Instagram friends with you, so I get to follow every step of your movement. One of the interesting things I've found, and you confirmed with me earlier, is that you are a huge Disney fan. You were brave to take your kids to Disney a few weeks ago, I saw that. What does Disney mean to you? Where did the love come from it and why are you so hooked?
David Priemer: Yeah, I'm a firm believer that the product that you sell, whatever it is, the solution is just the tip of the iceberg. It's really the experience that your customer has with your organization, that's your product, right? And we all experience that when we go, let's say, to a restaurant. We say, "Well, the food was great, but the service was lousy," or, "The food wasn't that great but the environment! We were out on the water." It's the total package, that's what experience is. It's the total package. I feel that Disney, more so than almost any other brand that I've experienced, really has a relentless focus on delivering that amazing experience to their customers.
The story, the thing that kicked it off for me, this was years ago when I was at Disney World with my kids. You know they have the parade every afternoon, and it's a big deal. So my kids were really looking forward to this parade, and they were lined up along the side of the street, Main Street USA; it's super hot, and my wife says, "Hey, why don't you get some ice creams for the kids. I think they'd really enjoy that." So I'm, "Okay, great." I'm fighting through all these crowds to get the ice cream. Of course, it's not really close to where I was, the parade's starting, the whole fun-ness of the vacation is resting on my shoulders, I feel. I'm pushing through the crowds, I get the ice cream. I come back, give the ice cream to my kids and one of my kids takes a couple licks of the ice cream and it flops on the ground.
Almost like in slow motion, it was happening. And I'm like, "Oh my gosh! There's no way I'm going back to get another one," and my daughter's crying and the whole thing. Two seconds later a Disney employee comes up to me and says, "I'm sorry sir, I saw what happened. Would you like me to get you another ice cream?" I said, "Are you kidding?" And they said, "No, sir. It's quite alright we do it all the time."
Randy Frisch: Wow, that's the full experience. That's awesome.
David Priemer: Isn't that crazy? Because they don't want you to have a bad time. If your car battery dies in their parking lot, they have a whole auto service that will jump it for you. Even when I was waiting for the Disney bus with my girls and it was late at night and they were tired, the parking attendant with the reflective vest who is directing buses reaches into his pocket and pulls out these plastic little Disney princess rings and offers them to my kids. I mean, that was just one trip. I became a huge patron of Disney after that and they have not disappointed in any respect. That experience is extremely pervasive across their whole organization, which is very, very impressive, which is why I'm a life-long fan.
Randy Frisch: I feel like I've gotta get you to talk to my wife because. I'm gonna make my out to be like the Disney villain right now, but she is anti-Disney. Her problem that she struggles with is the people at Disney who are there a little too much for themselves versus their kids. We were literally in line-
Anna Hrach: I've seen that.
Randy Frisch: -We were in line once, and this kid. We were in line to see a princess, of course. This kid was just losing their patience and the mother turns around and goes, "This isn't about you, this is about me." We were just like, "Whoa! Whoa."
Anna Hrach: (laughing)
Randy Frisch: You could tell it was about her. Like, this was her dream to meet Ariel or whoever it was in the moment. Listen, I am a Disney fan at heart: the movies, the experience, everything about it.
This was a great episode, I think, because your last analogy there. Getting to know you personally really ties in to what you're trying to get salespeople and marketing teams to align on, which is the story. That experience at every step is gonna shape how people feel about your brand, how people feel about your product, and what your reputation is out there in the market. That's why finishing off on Disney, we're all so enamored by it.
David, thank you so much for joining us on this podcast. For those who are tuning in, please listen to other episodes that we've got. You can find them at contentexperienceshow.com or you can go to iTunes, Stitchers, Spotify, Google Play, really anywhere you can find us. Also, let us know what you're enjoying on these podcasts. What you want to hear more of. In the mean time, on behalf of Anna Hrach at Convince and Convert, I'm Randy Frisch at Uberflip, and David Priemer has been really nice to stop by from Cerebral Selling today, and reach out to him if you want to bring some of that into your organization.
Until next time, thanks for tunin' in.
 
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