Sean Carson
speaker
150 appearances
2 recordings
1 series
first heard Mar 2025
last heard Apr 2025
Sean Carson’s voice in public audio — every appearance, attributed to the second.
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Appearances
So while the service of the product may look and feel similar and maybe the messaging does, change it and talk more about the impact that you have for your customers and less about what it is that you do. And oftentimes, many companies, and we see this with a lot of different websites, it's all about them.
And a website isn't a mousetrap, but it is a place that potential buyers and clients will go to get more comfortable and more exposure to who you are. If it's all about you, you're missing a tremendous opportunity. It really should be all about the impact that you're having for them because that's emotional. And what we know is people make buying decisions based on emotion.
They'll substantiate it financially, but the key driver there is the emotion that is elicited and the outcome that's going to be derived from that decision.
Yeah, it's a great question, and it's timely. You know, it's... the the way that ai is operating today is so magnificent um the use cases are abundant and the applications are never ending and so you know today i run a team of six ai agents You know, our resources across our business, you know, leverage AI and several different categories and capacities.
And we help teach our clients on different ways to leverage and use that. We don't think about LLMs and applications like chat GPT and agents that exist in verticals or specialized functions of, you know, areas of business as displacement technologies. We see them more as accelerants. efficiencies for commercial organizations.
The work that used to take a structured team a couple of weeks to do can be done in 30 minutes. Companies that are embracing this and leaning in and testing and learning, it doesn't have to be a large investment. It really is an investment of time and the commitment to trial and error and finding what works for you.
There's a ton of use cases around AI applications today that work for business A that are not going to be effective for business B. And there's a lot of inputs that are going to really center around that. If you have a high transaction, high volume organization with low ACVs, there's a framework and a structure of how you should think about AI to support your commercial organization.
If you're on the other end of that spectrum and you have more of an enterprise or low volume type of commercial organization with very high ACVs, that framework looks completely different. And so I think it's really important to understand, again, going back to fundamentals, what is the business strategy? Do you have that foundation in place?
Once you're equipped with data and information, you can start to then layer in efficiency capabilities to really drive forward the organization.
Yeah, it's a great question. The old way of pure volume play, we see that as a diluting effort when we think about where organizations can truly accelerate growth. with AI is to supplement, again, research, analysis, enablement, training, reinforcement. There's just a tremendous amount of use case that exists. And so I think it's critical to understand that
AI and the AI technologies that are supporting these types of alignments are really, really important. You have to trust and verify. You can't just take whatever chat GPT or Bard or whatever platform you're using spits out. You need to ensure that you refine it and that you've got a good process around how you're leveraging that for your business. Everybody's looking for an easy button.
It is additional work and it should be directly aligned with how your people in your organization are approaching your customers and potential customers, how your customers are engaging and everything in between.
Yeah, absolutely. I mean, I think we're ways away from needs being input and solutions being executed without human involvement. I would argue that we'll likely never get there, maybe at some point, but when it comes to the types of decisions that impact both one individual, but then also in an organization as a whole, that human engagement and that human element is going to be really important.
I think the opportunity today for businesses is to understand when is the right moment to engage with contact. You know, all those statistics I think are out there and they're continuously updated. So, you know, don't hold my feet to the fire here, but something of like north of 80% of purchase decisions are made in advance of a conversation, right?
And if you just take inventory on how the last major purchase decision you made and back it from the time that you made that decision until you started the process, you're probably going to confirm that that's how you went about your journey.
And so I think it's important as an organization is to meet your customers where there are, provide the type of information and insight that is going to be helpful and beneficial to a potential customer or client. We're an existing customer or client. Do it with confidence.
Do it with defensible information so that when they're ready to have a conversation, you're now going to substantiate what they already know and provide that added layer of confidence to help them make a sound decision and provide the type of confidence that you're going to deliver on what they're looking for in a solution.
Yeah, it's actually a unique question, Scott. I think what we've found is that even in mid and smaller businesses, organizations have taken more of a share the risk in decision-making versus some of the probably latter portion of how that structure worked a few years back.
And what I mean by that is enterprise decisions, there's usually multi-threading, there's multiple committees, you've got to address the needs of both the ultimate decision-making group, as well as the users of product and services, and then generally smaller mid-sized businesses might have been a little bit more nimble.
We're actually seeing that like sales cycles are elongated across the spectrum, both small, medium-sized business, as well as enterprise. And we think that's an outcome of the shift in talent from large enterprises coming more and more into the mid market, particularly in private equity, right?
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