ABOUT THIS EPISODE
Ep64: Keeping It Simple for Salespeople w/ Sid Baveja
Part of the "Is This a Good Time?" series hosted by Brandon Bartion.
Episode · 7 months ago
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Episode · 7 months ago
Ep 64: Keeping It Simple for Salespeople w/ Sid Baveja
ABOUT THIS EPISODE
Ep64: Keeping It Simple for Salespeople w/ Sid Baveja
Part of the "Is This a Good Time?" series hosted by Brandon Bartion.
Hello, everyone. And welcome back tothe revenue collected podcast. I'm your host, Brandon Martin, and you'relistening to Is this a good time? The show where I asked Revenue Collectivemembers some really basic questions, and they have incredible answers in ashort 15 minute conversation. We're coming to you on Tuesdays and Thursdayseach week. So hit the subscribe button and we will send the episode directlyinto your ears on the morning it is hosted. Our guest today is Sit Vega.He's the global director of commercial growth at Just Eat Takeaway, and wetalk about why you should just keep it simple for your salespeople. Thisepisode was brought to you by Quota Path, a commission tracking softwarebuilt for sales, operations, finance and accounting teams. If runningcommissions apparel has been, has you running for the hills? Quota path isfor you. Quote. A path helps organizations track and managecommissions and pay their teams accurately and on time every time. Keepyour team motivated non target. Simplify your commissions at quota pathdot com slash revenue collective and give your reps the gift of transparency.All right, let's do this. Episode 19 Is this a good time. All right, everybody,we are here with sidebar. Vigia. He is the senior director of globalcommercial growth at just eat takeaway huge delivery company of, you know, forrestaurants in now, in the US as well. In fact, as recent acquisitions havehappened, but certainly throughout Europe, he's based out of London andsaid we are super duper happy to have you here. Thank you, Brandon. It is ahuge privilege and pleasure to be here with you today. I like that. I likethat. Thank you. Thank you for taking the time out in the middle of the day.So look, all meat. No filler with our podcast here. So we jump right in. What?Your current role. What do you do? And how did you get here? What was the paththat you took to get to your current role? Oh, great question. So, as yousaid, I look after our commercial...
...growth initiatives and this spans anumber of different initiatives. A lot of it is focused on the restaurant. Soonce a restaurant is on our platform that are just the takeaway platform,there's a lot that our team will go in pitch to the restaurant, help them growtheir business. So as an example, one of the key products we sell to them iswhat we call promoted placements or sponsored listings. So once they're onand they're busy competitive areas, we help them set up a campaign that getsthem the best of their experience of being on our platform and getting morevisibility, more customers, more orders. And then there are a bunch of otherthings we look we look at like, for example, launching a gift cardproposition, helping restaurants build a loyalty proposition so they canretain the customers that transact with them on our platform. So those are kindof commercial growth initiatives that that we, uh, we focus on. That's goodbecause, you know, I am obviously from this industry as well as food andbeverage technology. There's always a conversation around who owns thecustomer in these scenarios, and it seems like you're trying to giverestaurants away to retain a relationship with the customer. Is thatis that kind of the case? Yeah, I think that's fair to say, retain arelationship, obviously via our platform, but also give them access tonew customer cohorts also give them the flexibility. And I think one reallyimportant thing that a lot of people underestimate the power of data andinsight. So we we will leverage the insight that we have that we've builtwith the transactions and the business that that restaurant has with us togive that power back to them and then let them make the decision, give themcontrol on what they optimized for. So, for example, there there could berestaurants that would say, I exclusively want to focus on acquiringnew customers in my relationship with just a take away. Some might say, I'vebeen working with you guys for a long time, but I really haven't doneanything about lapsed customers, and there's no other platform or no otherchannel That gives me the ability to reactivate the relationship withcustomers who haven't come back to me in a while. So we want to give that athat access to the restaurant, but also...
...given the insight and data on whatcampaigns or what kind of activity would make sense for them, got it, gotit, and look to extent that you can talk about it. You could say, Hey, wecan't Obviously there was a big acquisition in the U. S. In 2020 youacquired Grubhub AK Seamless for most for the folks in New York or the folkshave been using for a while. And so any info there is that Where is that asituation where you're bringing the two brands together? You keeping the brandindependent independently operating here in the U. S or Yeah, Look, I can'treally talk about that very much because the transaction hasn'tofficially closed yet. So we're still going. It should close. Our expectation,which we talked about publicly, is the first half of 2021. So it's it's wellunder way. Hopefully all goes well, but I think what are Management Team hastalked about is that the U. S. Is still a very, very large opportunity, andgrubhub in many markets is well poised for success. What we need to do is thestrength that comes with the merger like this. Hopefully sets grab up forfurther future success. Sure, and it's a very competitive industry. Doordash ip o and uber is already public, you know, Doordash caviar. I can't rememberexactly what It was like maybe late 19th or early 20. So a lot going on inthe space. Pretty exciting for you. I'm just looking to have you come over sowe can eat in good restaurants in New York. I'd love to do the same. That waywe can get you over here. You can have your wrap up meetings that we couldjust go eat. Well, look, success in life. Here it comes from both hard workand luck. You can give a story of either or both would love to hear asituation where luck, luck or hard work really propelled your career forward.Oh, that's a tough question, but yeah, look, a huge amount of luck. I've beenvery fortunate to have some very good mentors who have given me opportunitiesto make further progress just purely based on potential. I think theyprobably saw something in me that maybe there was a streak. Maybe they saw someattitudes and qualities. So, for...
...example, I don't come from a longcareer in sales. I've only been in sales for the last call it five or sixyears, and I fell into it. I started my career in finance and banking. And whenwhen I got my first job at my at a startup, I was doing analytics for themarketing director. Um, so I I kind of went from Project to Project and endedup then realizing that I could help do sales, I could lead a sales team, Takestuff international. So a lot of time I spent at Via Google was expansion. Yeah,so? So just I don't know if you mentioned vehicle before vehicle goessentially ticketing platform for events, tickets for live events. Andexactly. And so I think a lot of it was down to having the right mentors. Beingat the right place at the right time is a huge amount of luck, as you say. Andthen there's one thing that really stuck with me. This was told to meearly in my career. This was when I was still an intern, actually, is ages ago,like 15 plus years ago, where someone said, Hey, I hire for attitude, notaptitude, because I can give you the aptitude once you come here and thatthat mantra really stuck with me. And I felt that I got lucky that the people Iworked with thought the same way. So even though I wasn't your averagesalesperson or hadn't done sales jobs before, they said, Here's a projectcomplex project. You go solve it for successful, you keep going. So theygave it to me based on attitude. I think that's how my career has shapedand think about where I am today. Commercial growth. It includeslaunching new products like we have to launch new initiatives, new productsthat we can take to market and working closely with product teams. Justlearning if you have the right attitude. If you're if you're willing to take ondifficult projects most times if you have a good approach to it, it willlead to something really interesting. Yeah, I had the very distinguishedprivilege of working for Danny Meyer of...
Union Square Hospitality Group in NewYork, and I think his phrasing of this would be if somebody is a 51% 51% of ajob is the willingness to do it and and the attitude perhaps you know that yougo towards with it or what you would do when no one was looking right and 49%is the skill set of, you know, in this case, you know, cooking a perfect steakor or having the perfect sales pitch, right, You can teach the 49% you canteach the 51%. So I am. I am a big believer in this. I also see that inyour career, you've done a bit of investing, which is kind of fun. And Iknow just didn't they just launch a venture? Uh, you know, the creatoradventure are more. Yeah. We used to have one back in the day, but I think,and this is before our merger would take away dot coms. This is, you know,we're talking about 2016 2017. We made a few really interesting investments,actually. But what probably went wrong in my personal opinion is we didn'treally have a follow up platform for those businesses to succeed. So we madethe initial investment probably a small investment. We made introductions tothose founders where we could, but we didn't really create a real platform,which is what obviously good VCs will do for their portfolio businesses. So Ithink that's where probably it didn't make sense. to continue doing thatincubator. But now, now and again, something opportunistic will happen.We'll come across a team that's doing something really interesting in theindustry. Could be complementary. Maybe not, but we want to support them. We'llstill take those opportunities as and when they come up. How interesting.Cool. Very cool. All right, well, look, you know, I always ask each guest toprovide a little value of the listeners. What is a tactic that you have salesand marketing wise that somebody can take and use tomorrow in a deal or in aconversation that they're having? I really hope this doesn't sound toogeneric, but the number one thing I've learned is keep things really simpleand controllable for your sales team.
So as an example, we sell sponsoredlistings to restaurants so that you know the right restaurants canmerchandise and make themselves visible to the right customers, etcetera. Andthere's a bunch of different things that our sales team could do. Theycould approach a pure restaurant set but not get the right budget set for acampaign. They could. They could approach the wrong restaurant set, butthat's not necessarily good for the customer, so there's a lot of movingparts. So what we try to do is to make it really simple for our sales reps andour sales teams condense all of that down into a points based system. You doask. You get five points. You do why you get 10 points. So it's reallysimple and digestible. Is that for their achievement? Like, you know, ifyou have the more points you have, the more you've achieved for that accountor that's exactly right. So it's a simple lead scoring that is translatedinto a a points based system. It's not revolutionary at all. It's very simple.But what it does is two things. It allows us the flexibility to change theassignment on points based on the activity that's required for thebusiness. So one month you may have a strategic campaign to do X. Anothermonth you may have y, but the points based system keeps it very translatableacross different campaign sets. The second thing that it does for us is itallows us to make it, like I said, very digestible for the sales rep, so youyou don't necessarily get into conversations which I'm sure many salesleaders have. I did this, but I didn't get rewarded for this. What So pointsbased system is very transparent, as opposed to saying you must hit X targetfirst. Then why this? And then because it creates a lot of cognitive load forthe salesperson, put yourself in a salesperson. Shoes make it reallysimple and digestible. And then take that concept and tie that back to thegoals off the business. What are you trying to achieve? Don't put thecognitive load on the sails draft. That's the biggest, I think learningover time. And like I said, it may sound extremely simple. I think that'swhere the most value is. All right, I like it. I mean, I've worked. I'veworked and implemented systems like this, and I even like, you know, beingable to break down fractional points on...
...deals and deals are worth 1.5, you know,you know, this way you can really get granular on on what are the activitiesand the emotions that are having an impact totally makes sense. One of theother things that you could do it just spitballing here, you know, there's aspecific period of time in which you can earn a number of points. As we allknow, there's generally speaking. We know how long a deal takes or how, whatkind of period over which you're measuring the performance of your salesteam. But if people can accelerate because if they're good skills, they'regood conversation style, good negotiation. Get things done faster,reward them with more points. And that's always better for your business.Yeah, so it's both in Texas and the Y axis your excess time. If you can do itfaster, Thank you very much. Here's more points for you. Faster deals arebetter for the business that is going to be the title of this podcast. Well,look, here's the speed round for us. Just a few kind of questions as we'rewrapping up. What's a position that you're currently hiring for? We'reheading for a lot of sales reps. A lot of people that are selling sponsoredlistings restaurants all over the world keep higher for us. Yeah, great. Great.Well, we'll definitely get that up on LinkedIn and give some shout outs toeither some people that you follow on LinkedIn that you appreciate thecontent or or maybe even folks that are kind of up and comers to keep an eyeout on his rising stars in the business. Oh, that's a really good question.Listen to a number of podcasts. I love gangs, podcasts. They have somebeautiful, um, you know, knowledge and philosophy and how to operate a salesteam. One of my personal favorites. Not a lot of stuff recently on Lincoln thatreally jumps to mind. What about commerce? Any. Any folks in yourorganization, even that are just rising stars that, uh, you know are reallykilling it. Oh, there's so many. One of my personal favorites is My counterpart,who sits in Amsterdam, got called Burgeon Van Mook. He doesn't talk a loton on LinkedIn, but he's just full of wisdom. And maybe one day I'll convincehim to share his wisdom on Lincoln.
He's next booking dot com guy, you know,he knows marketplaces inside out. I'll get him to share more in Lincoln, gethim into the revenue collected, and we'll get them on the podcast. A greatidea. Yeah, well, God, he's got a lot of wisdom to share, and then, you know,my my boss. The guy called Younger, Big. He's the chief operating officer. Hefounded a company called the Ferrando in Germany awhile ago, which then mergewould take away. There's a whole history, but he is basically a founderentrepreneur, and the blood has insane nuggets of wisdom. Um, and he is nowoperating. He's the chief operating officer of a 20 billion plus dollarcompany, but he is as comfortable having a conversation with therestaurant, being at the very, you know, at the ground floor as he is being atthe board level. So it's fantastic to be influenced and be exposed to thosekinds of people. Love it, love it. We'll see if we can also get him to toshare more to the rest of the the world in the community. The revenuecollective community here. Great. All right, last one. This is great becauseyou are a restaurant focused person as well. I am obsessed with restaurants,so I always ask each guest to end us with a restaurant recommendation. Whereshould we go? Eat, I can tell you in London. It's a holein the wall. I love Persian food. I don't know if you if you like Persianfood love and this is exactly what I want. I want the hole in the wall thatnobody knows about it. There's a restaurant in London, and when whenLondon opens up again, it will be one of the first places I go to the hole inthe wall called Cold Bay, which sells authentic, really authentic versionfoods. A very simple place. It's near the marble arch area. Highly highlyrecommended. Alright, awesome. So when I come to London were going there andthen when you go to the US, hopefully it's still open. Knock on wood. Maybewe'll go to Indian accent or something. Beautiful said Awesome to chat with.You always love to especially connect with folks that are in a similarindustry to me. In my real life, I don't just podcast and, uh, hopefully,uh, you know, we'll get you over here...
...to the U S. And and we'll certainly befollowing along as you continue your success. Yeah, let's please stay intouch. It's been really wonderful to demean and get to know you. Thank you.Thanks, man. All right. That's our episode. Thank you so much forlistening. If you love the show, please write a review in the Apple Podcast orSpotify sentences in France. And make sure to smash that subscribe reminder.This episode was brought to you by quarterback. Quarterback is the firstradically transparent and and compensation solution from sales repsto find Get started for free at dot com slash revenue. But I had fun. Hope youdid, too. Now go question numbers. Say something mhm.
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