The Pavilion Podcast
The Pavilion Podcast

Episode · 9 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 the Pavilion podcast. I am your host, Brandon martin you're listening to Is this a good time the show where I ask amazing Pavilion members some cool questions. They have some great answers. We're doing something a little different 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're running some of our most popular episodes of 2021. So I hope you enjoy this episode was brought to you by Inside Square advanced revenue analytics and forecasting for today's B two B organizations. Your revenue team wakes up every day with questions inside square. It gives you the data driven answers in real time. Get 350 out of the box reports and dashboards. Self service, no coat. All right, everybody, we are here with sidebar vega. He is the senior Director of global commercial growth at Just Eat takeaway huge delivery company of you know for restaurants in now in the US as well. In fact as recent acquisitions have happened. But uh, certainly throughout 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 and pleasure 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, 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 path that you took to get to your current role? Oh, great question. So as you said, I look after our commercial growth initiatives and this spans a number of different initiatives, A lot of it is focused on the restaurants, so once the 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 grow their business. So as an example, one of the key products we sell to them is what we call promoted placements or sponsored listings. So once they're on and they're busy competitive areas, we help them set up a campaign that gets them the best of their experience of being...

...on our platform and getting more visibility, more customers, more orders. And then there are a bunch of other things we look, we look at like for example launching a gift card proposition, helping restaurants build a loyalty proposition so they can retain the customers that transact with them on our platform. So those are kind of commercial growth initiatives that that we uh we focus on. That's good because you know I am obviously from this industry as well as food and beverage technology, there's always a conversation around who owns the customer in these scenarios and it seems like you're trying to give restaurants away to retain a relationship with the customer. Is that is that kind of the case? Yeah, I think that's fair to say retain a relationship obviously via our platform but also give them access to new customer cohorts also give them the flexibility. And I think one really important thing that a lot of people underestimate the power of data and insight. So we we will leverage the insight that we have that we've built with the transactions and the business that that restaurant has with us to give that power back to them and then let them make the decision, give them control on what they optimized for. So for example there there could be restaurants that would say I exclusively want to focus on acquiring new customers in my relationship with just a take away. Some might say I've been working with you guys for a long time but I really haven't done anything about lapsed customers and there's no other platform or no other channel that gives me the ability to reactivate the relationship with customers who haven't come back to me in a while. So we want to give that a that access to the restaurant but also given the insight and data on what campaigns or what kind of activity would make sense for them. Got it. Got it and look to extent that you can talk about it. You could say hey we can't obviously there was a big acquisition in the U. S. In 2020 you acquired Grubhub Ak seamless for most for the folks in new york or the folks have been using for a while and so any info there is that where is that a...

...situation where you're bringing the two brands together? You keeping the brand independent uh, independently operating here in the U. S. Or? Yeah. Look, I can't really talk about that very much because the transaction hasn't officially closed yet. So we're still going well, it should close our expectation, which we talked about publicly is the first half of 2021. So it's, it's well under way. Hopefully all goes well. But I think what our management team has talked about is that the U. S. Is still a very, very large opportunity and Grubhub in many markets is well poised for success. What we need to do is the strength that comes with the merger like this hopefully sets grab up for further future 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 remember exactly what it was like, maybe late 19th or early 20. So a lot going on in the space. Pretty exciting for you. I'm just looking to have you come over so we can eat in good restaurants in new york. I'd love to do the same. You know that way we can get you over here, you can have your wrap up meetings that we could just go eat. All right, well look, success in life here. It comes from both. Hard work and luck. You can give a story of either or both. Would love to hear a situation 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 been very fortunate to have some very good mentors who have given me opportunities to make further progress, just purely based on potential. I think they probably saw something in me that maybe there was a streak, maybe they saw some attitudes and qualities. So for example, I don't come from a long career in sales. I've only been in sales for the last Call it five or 6 years 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 the marketing director, so I kind of went from project to project and ended up then realizing that I could help do...

...sales, I could lead a sales team, take stuff 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 being at the right place at the right times, a huge amount of luck as you say. And then there's one thing that really stuck with me, this was told to me early 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, not aptitude because I can give you the aptitude once you come here and that that mantra really stuck with me and I felt that I got lucky that the people I work with thought the same way, so even though I wasn't your average salesperson or hadn't done sales jobs before, they said, here's a project complex project, you go solve it for successful, you keep going. So they gave 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 includes launching new products, like we have to launch new initiatives, new products that we can take to market and working closely with product teams, just learning if you have the right attitude, if you're, if you're willing to take on difficult projects Yes, most times, if you have a good approach to it, it'll lead to something really interesting. Yeah, I had the very distinguished privilege of working for Danny Meyer of Union Square hospitality group in new york 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 know that 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 a perfect steak or, or having the perfect sales pitch right? You can teach the 49%, you can teach the 51%. So I am, I...

...am a big believer in this. I also see that in your career you've done a bit of investing, which is kind of fun. And I know, just didn't they just launch a venture. Uh, you know, the creator adventure 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't really have a follow up platform for those businesses to succeed. So we made the initial investment, probably a small investment. We made introductions to 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 I think that's where probably it didn't make sense to continue doing that incubator, but now, now, and again, something opportunistic will happen. We'll come across a team that's doing something really interesting in the industry, could be complementary, Maybe not, but we want to support them. We'll still 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 to provide a little value of the listeners. What is a tactic that you have sales and marketing wise that somebody can take and use tomorrow in a deal or in a conversation that they're having? I really hope this doesn't sound too generic, but the number one thing I've learned is keep things really simple and controllable for your sales team. So as an example, we sell sponsored listings to restaurants so that, you know, the right restaurants can merchandise and make themselves visible to the right customers, etcetera. And there's a bunch of different things that our sales team could do. They could approach a pure restaurant set but not get the right budget set for a campaign. They could they could approach the wrong restaurant said, but that's not necessarily good for the customer. So there's a lot of moving parts. So what we try to do is to make it really simple for our sales reps and our sales teams condense all of that...

...down into a points based system. You do ask you get five points, you do why you get 10 points. So it's really simple and digestible. Is that for their achievement. Like if you have the more points you have, the more you've achieved for that account or that's exactly right. So it's a simple lead scoring that is translated into 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 the assignment on points based on the activity that's required for the business. So one month you may have a strategic campaign to do X another month you may have Y. But the points based system keeps it very translatable across different campaign sets. The second thing that it does for us is it allows us to make it like I said very digestible for the sales rep. So you you don't necessarily get into conversations which I'm sure many sales leaders have. I did this but I didn't get rewarded for this. What the points based system is very transparent as opposed to saying you must hit X target first then why this? And then because it creates a lot of cognitive load for the salesperson. Put yourself in a salesperson shoes, make it really simple and digestible and then take that concept and tie that back to the goals off the business. What are you trying to achieve? Don't put the cognitive load on the sails draft. That's the biggest I think learning over time and like I said it may sound extremely simple. I think that's where the most value is All Right. I like I like it. I mean I've worked, I've worked and implemented systems like this and I even like, you know, being able 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 activities and the emotions that are having an impact totally makes sense. One of the other things that you could do it just spitballing here. You know, there's a specific period of time in which you can earn a number of points as we all know, there's generally speaking, we know how long a deal takes or how what kind of period over which you're...

...measuring the performance of your sales team. But if people can accelerate because if they're good skills, they're good 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 it faster, thank you very much. Here's more points for you. Faster deals are better 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're wrapping up. What's a position that you're currently hiring for? We're heading 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 to either some people that you follow on linkedin that you appreciate the content or maybe even folks that are kind of up and comers to keep an eye out 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 some beautiful, um, you know, knowledge and philosophy and how to operate a sales team. One of my personal favorites, not a lot of stuff recently on Lincoln that really jumps to mind. What about commerce? Any, any folks in your organization, even that are just rising stars that uh, you know, are really killing 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 lot on, on linkedin, but he's just full of wisdom and maybe one day I'll convince him 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, get him into the revenue collected and we'll get him on the podcast. That's a great idea. Yeah, well God, he's got a lot of wisdom to share and then, you know, my, my boss, the guy called your, your big, he's the chief operating officer, he founded a company called the Ferrando in Germany awhile ago, which then merge would take away,...

...there's a whole history but he is basically a founder entrepreneur And God has insane nuggets of wisdom. Um and he is now operating, he's the chief operating officer of a $20 billion plus dollar company but he is as comfortable having a conversation with the restaurant, being at the very, you know at the ground floor as he is being at the board level. So it's fantastic to be influenced and be exposed to. Those kinds of people love it, love it. We'll see if we can also get him to, to share more to the rest of the, the world. In the community. The revenue collective community here. Great. All right, last one. This is great because you 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. Where should we go eat? I can tell you in London it's a hole in the wall. I love Persian food. I don't know if you, if you like Persian food love And this is exactly what I want. I want the hole in the wall that nobody knows there's a restaurant in London. And when when London opens up again it will be one of the first places I go to the hole in the wall called cole bay which 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 or something. Beautiful. Said awesome to chat with. You always like to especially connect with folks that are in a similar industry 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 be following along as you continue your success. Yeah let's please stay in touch. It's been really wonderful to meet and get to know you. Thank you. Thanks man. Mhm That is our show. Thank you so much for listening. If you love the show, please write a review in the apple podcast or Spotify am send it to some friends and make sure you smash that subscribe button reminder. This episode was brought to you by drift. The new way businesses buy from business is a reminder. This episode was brought to you by Inside square, Say goodbye to spreadsheet, forecasting and hello to Crm data you...

...can trust Inside Square delivers predictive deal scoring, unmatched visibility and inspection and advanced goal management for your entire team. Everything you need to take back control of the revenue process, say something. Mhm.

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