The Pavilion Podcast
The Pavilion Podcast

Episode · 2 months ago

Ep 130: Keeping It Simple for Salespeople w/ Sid Baveja

ABOUT THIS EPISODE

Ep 130 is a throwback to Ep 64: Keeping It Simple for Salespeople w/ Sid Baveja 

Part of the "Is This A Good Time?" series hosted by Brandon Barton.  

Hello everyone and welcome back to thePavilion podcast. I am your host, Brandon martin you're listening to Isthis a good time the show where I ask amazing Pavilion members some coolquestions. They have some great answers. We're doing something a littledifferent today And for the next two weeks, just like everyone, you know,your favorite podcast takes a little holiday at the end of august we'rerunning some of our most popular episodes of 2021. So I hope you enjoythis episode was brought to you by Inside Square advanced revenueanalytics and forecasting for today's B two B organizations. Your revenue teamwakes up every day with questions inside square. It gives you the datadriven answers in real time. Get 350 out of the box reports and dashboards.Self service, no coat. All right, everybody, we are here with sidebarvega. He is the senior Director of global commercial growth at Just Eattakeaway huge delivery company of you know for restaurants in now in the USas well. In fact as recent acquisitions have happened. But uh, certainlythroughout europe, he's based out of London and said, we are super duper,happy to have you here. Thank you Brandon. It is a huge privilege andpleasure to be here with you today. I like that. I like that. Thank you.Thank you for taking the time out in the middle of the day. So look, allmeat, no filler with our podcast here. So we jump right in what your currentrole, What do you do and how did you get here? What was the path that youtook to get to your current role? Oh, great question. So as you said, I lookafter our commercial growth initiatives and this spans a number of differentinitiatives, A lot of it is focused on the restaurants, so once the restaurantis on our platform that are just the takeaway platform, there's a lot thatour team will go in pitch to the restaurant, help them grow theirbusiness. So as an example, one of the key products we sell to them is what wecall promoted placements or sponsored listings. So once they're on andthey're busy competitive areas, we help them set up a campaign that gets themthe 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 to newcustomer 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 done anythingabout lapsed customers and there's no other platform or no other channel thatgives me the ability to reactivate the relationship with customers who haven'tcome back to me in a while. So we want to give that a that access to therestaurant but also given the insight and data on what campaigns or what kindof activity would make sense for them. Got it. Got it and look to extent thatyou can talk about it. You could say hey we can't obviously there was a bigacquisition in the U. S. In 2020 you acquired Grubhub Ak seamless for mostfor the folks in new york or the folks have been using for a while and so anyinfo there is that where is that a...

...situation where you're bringing the twobrands together? You keeping the brand independent uh, independently operatinghere in the U. S. Or? Yeah. Look, I can't really talk about that very muchbecause the transaction hasn't officially closed yet. So we're stillgoing well, it should close our expectation, which we talked aboutpublicly is the first half of 2021. So it's, it's well under way. Hopefullyall goes well. But I think what our management team has talked about isthat the U. S. Is still a very, very large opportunity and Grubhub in manymarkets is well poised for success. What we need to do is the strength thatcomes with the merger like this hopefully sets grab up for furtherfuture success. Sure. And it's a very competitive industry doordash I P 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. You knowthat way we can get you over here, you can have your wrap up meetings that wecould just go eat. All right, well look, success in life here. It comes fromboth. Hard work and luck. You can give a story of either or both. Would loveto hear a situation where luck, luck or hard work really propelled your careerforward. Oh, that's a tough question. But yeah, look, a huge amount of luck.I've been very fortunate to have some very good mentors who have given meopportunities to make further progress, just purely based on potential. I thinkthey probably saw something in me that maybe there was a streak, maybe theysaw some attitudes 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 6years and I fell into it. I started my career in finance and banking and when,when I got my first job at my, at a startup, I was doing analytics for themarketing director, so I kind of went from project to project and ended upthen 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, go before vehicle go,essentially ticketing platform for events, tickets for live events.Exactly. And so I think a lot of it was down to having the right mentors beingat the right place at the right times, 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 was 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 Iwork 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 shaped,you can 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 Yes, most times, if you have a good approach to it, it'lllead 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% er, 51%of a job is the willingness to do it and and the attitude perhaps, you knowthat you go 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 aperfect steak or, or having the perfect sales pitch right? You can teach the49%, you can teach the 51%. So I am, I...

...am a big believer in this. I also seethat in your career you've done a bit of investing, which is kind of fun. AndI know, 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 investmentsactually, 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 introductionsto those 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 said, 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 really simpleand digestible. Is that for their achievement. Like if you have the morepoints you have, the more you've achieved for that account or that'sexactly right. So it's a simple lead scoring that is translated into a apoints based system. It's not revolutionary at all. It's very simplebut 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 the 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's wherethe most value is All Right. I like 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 sponsored,listening to restaurants all over the world, keep higher for us. Great, great.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 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 counterpartwho 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 up. I'll get him to share more in Lincoln, gethim into the revenue collected and we'll get him on the podcast. That's agreat idea. Yeah, well God, he's got a lot of wisdom to share and then, youknow, my, my boss, the guy called your, your big, he's the chief operatingofficer, he founded a company called the Ferrando in Germany awhile ago,which then merge would take away,...

...there's a whole history but he isbasically a founder entrepreneur And God has insane nuggets of wisdom. Umand he is now operating, he's the chief operating officer of a $20 billion plusdollar company 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, to sharemore to the rest of the, the world. In the community. The revenue collectivecommunity here. Great. All right, last one. This is great because you are arestaurant focused person as well. I am obsessed with restaurants. So I alwaysask each guest to end us with a restaurant recommendation. Where shouldwe go eat? I can tell you in London it's a hole inthe wall. I love Persian food. I don't know if you, if you like Persian foodlove And this is exactly what I want. I want the hole in the wall that nobodyknows there's a restaurant in London. And when when London opens up again itwill be one of the first places I go to the hole in the wall called cole baywhich sells authentic, really authentic version foods. A very simple place.It's near the marble arch area, highly highly recommended. Alright, awesome.So when I come to London were going there and then when you come to the US,hopefully it's still open knock on wood. Maybe we'll go to indian accent orsomething. Beautiful. Said awesome to chat with. You always like toespecially connect with folks that are in a similar industry to me in my reallife. I don't just podcast and uh hopefully uh you know we'll get youover here to the U. S. And and we'll certainly be following along as youcontinue your success. Yeah let's please stay in touch. It's been reallywonderful to meet and get to know you. Thank you. Thanks man. Mhm That is ourshow. Thank you so much for listening. If you love the show, please write areview in the apple podcast or Spotify am send it to some friends and makesure you smash that subscribe button reminder. This episode was brought toyou by drift. The new way businesses buy from business is a reminder. Thisepisode was brought to you by Inside square, Say goodbye to spreadsheet,forecasting and hello to Crm data you...

...can trust Inside Square deliverspredictive deal scoring, unmatched visibility and inspection and advancedgoal management for your entire team. Everything you need to take backcontrol of the revenue process, say something. Mhm.

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