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Cindy Goldsberry

Episode 35: ZFactor Sales Acceleration Methodology: The Sales System You Need for Rapid Revenue Growth, with Cindy Goldsberry

Cindy has 30+ years of business experience, specifically in developing and implementing revenue and profit generating strategies translated to tactical roadmaps from startup to ceiling-busting to exit.

Cindy is creator and master facilitator of the ZFactor Methodology, a system which leverages the Visioneering process to catalyze instant change for revenue acceleration. A facilitated think-tank session process elucidates Gaps and Opportunities between current reality and desired future state of the business and creates 90 day agile roadmaps for implementation.

She is founder and partner with ZFactor Group and author of “ZFactor Sales Accelerator: From Vendor to Value Creator,” which has been listed on Amazon’s Best Sellers for sales teams.

From 2006 to 2012 she was VP Strategic Sales for an Austin Ventures company and helped grow the company from $800K to $54MM in 2012 and leveraged her ZFactor methodology to innovate strategy and develop the talents of a channel of 130+ sales professionals. There she ran the Enterprise Account Services (EAS) division and helped build the EAS sales operations infrastructure to support roll-out of an eCommerce Platform to corporations.

Other experience includes Systems Engineer and computer sales with Motorola, Manager with Ernst & Youngs Information Technology Group, and MarComm Director for one of first Internet company IPOs in 1997. She is a Sum Cum Laude graduate of Texas A&M University.

What you’ll learn about in this episode:

  • How Cindy got her start in business by selling mini computers and going door to door
  • How the xy graph of the ZFactor methodology works
  • How to determine if you are strategically and relationally relevant to your clients
  • What each quadrant of the ZFactor sales acceleration methodology graph means
  • Where the “z” in ZFactor methodology comes from
  • How to create relational and strategic relevance with clients
  • What you need to know about a client in order to be relevant to them
  • Why it’s backwards to try to sell your product before you understand your client
  • An example from Cindy’s personal life about how this methodology also works outside of business
  • The evolution of the ZFactor methodology
  • An example of why it’s important to understand relationships in order to be successful
  • Why it’s imperative to remember that businesses evolve and that you should be looking to the future with them
  • The difference between doing business with companies and doing business with people
  • How to meet clients and salespeople where they are at
  • Why it’s important to have a dedicated person to help when implementing a system
  • A big mistake many people make that hinders the growth of a client relationship
  • How Cindy ensures companies are going to be using this methodology properly over an extended period of time
  • The ZFactor methodology process that includes specific action items to get to a desired future state
  • A powerful example of what the ZFactor methodology looks like within a company
  • What questions to ask to make sure you are relevant and are in the correct quadrant of the graph
  • Where Cindy plans to take the ZFactor methodology in the future
  • Cindy’s advice on how to figure out why you’re relevant to your clients

Ways to contact Cindy:

Podcast eBooks:

The Power of Two

Episodes 1, 2 and 3 collide to bring you summary of lessons learned and systems created around Vision and Key Initiatives that help drive success to companies and businesses.

The Transition to Automation

In Episode 25, Vera talks with Heidi Rasmussen, CEO and Co-Founder of one of Inc 5000’s fastest growing companies in America – freshbenies. This eBook highlights part of the conversation to bring out the best lesson in automation and on-boarding for startups.”

Transcript:

Welcome to System Execution, the strategy and system behind today’s successful companies. Systems can make or break your company, but here, we’ll solve your physical, technological and psychological systems issues by connecting you with experts that have succeeded in overcoming those challenges in their own business, and providing you the guidelines and tools you need to implement those same strategies for immediate results. Now, here’s your host, Vera Fischer.

Vera Fischer: Today’s episode is sponsored by 97 Degrees West, the brand marketing agency located in Austin, Texas. 97 Degrees West serves regional and national companies in the healthcare, finance, energy, and manufacturing industries.

97 Degrees West believes that an integrated approach to marketing that involves traditional and digital strategies that fit your customers’ buying journey, yield the greatest impact on your bottom line. Go to www.97dwest.com to learn more.

Welcome to System Execution, a podcast devoted to using processes and systems to drive to a better outcome for your business. I’m Vera Fischer, your host.

All businesses, no matter the size, relies on systems. Some of these are physical systems such as a factory, some are technological, like project management software, while others are psychological systems such as checklists and organizational charts. Many of these systems will overlap in your business.

Today’s guest is Cindy Goldsberry. She is the author of The ZFactor Methodology. Cindy is the creator and master facilitator of The ZFactor Methodology, which is a system which leverages the visioneering process to catalyze instant change for revenue acceleration. A facilitated think tank session process elucidates gaps and opportunities between current reality and desired future state of the business, and creates 90-day agile roadmaps for implementation.

Cindy’s background; from 2006 to 2012, she was the VP of strategic sales for an Austin ventures company and helped grow the company from 800,000 to 54 million in 2012 and leveraged her proven ZFactor Methodology to innovate strategy and develop the talents of a channel of 130-plus sales professionals. From there, she ran the enterprise account services division and helped build the EAS sales operations infrastructure to support rollout of an e-commerce platform to corporations.

Welcome to System Execution Cindy.

Cindy G: Thank you Vera. I’m very happy to be here today.

More on Cindy’s Background

Vera Fischer: Well, Cindy, I am too. I’m so excited for our listeners to hear about your ZFactor Sales Acceleration Methodology. However, before we get started, please give us a little bit more information about you and your experience.

Cindy G: Surely. I have about 30 years of business experience. I started out in the early 80s selling minicomputers and got into office automation. I have actually gone door-to-door and cold-called trying to get people to let me show them the wonders of personal computing, and I worked for Ernst & Young for about six years in the information technology group; really was more of a change agent there.

And the genesis of The ZFactor Methodology is probably about 15 years ago, when we were studying servant leadership, and really wanted to have a Both/And thinking that combined the work life with our spiritual life. But it’s been adapted since then, and over the years I’ve been involved in sales and marketing, but I would also say operationalizing the way that teams go to market and the way they focus on how to create value, not only for their clients, but their clients’ clients. So, that’s kinda 30 years in a nutshell.

Vera Fischer: Cindy, that’s a lot of amazing experience, and you were so kind to give me a copy of your ZFactor Methodology book, and I did a little bit of looking at it just to familiarize myself. Listeners, you guys are going to be really excited about this proven system. With that said, Cindy let’s get started with the overview of the methodology and then start us with step one.

Cindy G: Alright. So, I’m going to ask people to put on their visual lens and imagine in front of them that there’s an XY graph, and you’ve got the Y axis, which is vertical, and the X axis, which is horizontal. You could actually draw this on a piece of paper if you’d like. The entire methodology is simply based on that XY graph. What we do is we label the axis based on the problem or the opportunity or the desired outcome that we are trying to address. In the book, and for sales, we labeled the horizontal X axis as “hard to replace,” but it has actually evolved since I wrote the book in 2012 to be “relational relevance.”

And then the Y axis, which is the strategic axis; the vertical, that’s “strategic relevance.” So, the entire ZFactor Sales Accelerator methodology; the one that’s focused on sales, asked the question, “How are we strategically and relationally relevant to our clients?” Because if we’re neither, we’re a vendor, and that’s the cornerstone of the methodology and from that, everything else unfolds.

How Cindy Developed this Methodology

Vera Fischer: How did you initially develop this methodology? I’m certain it didn’t just come out of thin air. You already had some background in this sales area. So, how did we get here?

Cindy G: That’s a really good question. So, I had said a little bit earlier about … We had actually gone to our church and seen this XY graph, and on the X axis somebody had written “spiritual life,” and on the Y axis they’d written “work life.” Then there was a gap where those two weren’t connected. I began noodling on that as I was growing this young salesforce; we started with only five people.

Really, it was a total commodity; what we were selling. We were selling promotional products, so a pen is a pen, a koozie is a koozie, and all anybody cares is, can you get it for $0.10 less? I was trying to get this thinking around what it would mean to create value. It meant that we had to go above and beyond just simply looking at the product.

So, all of a sudden one day I looked and said, “Wow. That means that the lowest common denominator … If we’re just really easy to replace, because there’s a bazillion people selling this stuff, and we don’t have any idea why they spend money on it, well we’re just selling product and we’re just the vendor.”

From that, I began to ask the question, “What does it mean for me to help coach these salespeople to be in relationship to understand what matters to the decision-maker? What do they care about?” And that began the first part of going from the bottom left quadrant … And imagine now drawing a vector towards the right as we start going along the continuum of what it means to create relational relevance.

Then, from there, just to swiftly give the idea and we can go deeper, I said, “Well, what we really need to know is why does this matter. Why does somebody spend $20,000 on jackets?” So, we go up to the top left-hand quadrant, which is where programs or strategy lives, and then, when over time we develop long-term relationships and contracts, we came over finally to the top right quadrant. If you followed me, that’s a backwards Z, and that’s why it’s The ZFactor Methodology.

Vera Fischer: Oh. Okay, that makes sense. So, whenever you are starting out with this methodology and you are trying to determine what is the client’s value button, let’s just say, what is it to them that is most important? How do you find that out?

Cindy G: If you start with the end in mind, it really helps look at any relationship that you are trying to cultivate and ultimately if we want to be a partner. So, the book is Vendor to Value Creator and the top right-hand quadrant is “value creator.” If you have a graph, if you had it in front of you, the bottom left is “product and vendor.” The bottom right is “preferred vendor,” and that actually tends to have more service associated with it. The top left is “programs” and that also includes strategy, and then the top right is “value creator.”

So, if I am endeavoring in a brand-new relationship, I would ask the question, “What could I imagine would create strategic … First of all, relational relevance with this potential client, and what would create strategic relevance.” That then opens up a Pandora’s box of information I need to know.

What matters to the organization? What’s happening in the business life? What kinds of clients do they have? What issues might they be facing? What business inflection points … That can be very important. Like, are they making a change? Are they growing? Are they moving? Then you can get down and say, “Okay. Who cares about those different things we just discussed?”

And begin to get into the mind of, “Who might be the potential relationships that I’m going to start with?” And then finally you ask, “What, of my portfolio of products and services, do I think would create value?” People do it backwards. They say, “I have a widget. I’m going to go sell this widget to you, and I haven’t really understood where that widget fits within the entirety of what’s happening in the life of the business and the life of my decision-makers.”

Vera Fischer: So, Cindy, whenever you are putting this together I can almost hear some of my listener saying, “Oh my gosh. That must take an enormous amount of time,” especially if you’re targeting … I don’t know, 25 different clients. How do you respond to that?

Cindy G: I have done it probably thousands of times on a napkin with a salesperson saying, “I can’t get so-and-so to pick up the phone,” or, “I can’t reach someone,” and in five minutes we’ve come up with a strategy. What are the two things you can do to be more relationally relevant? What are the two things that you can do to be more strategically relevant? Or, have actually facilitated two-day retreats where we focused on an industry or a vertical for a company, where they’ve asked the question, “Why would these businesses budget and allocate funds for our category of spend?”

So, it can be very simple all the way to very complex. Now, a great example to show you how simple it could be, is that when my son was getting ready to go to college, we were exploring the fact that he just really wasn’t being as disciplined as he needed to be, so I actually drew an XY graph for him.

The X was “discipline” and the Y was “accomplishment.” I said, “You are here,” and I actually plotted him off of the chart, so he wasn’t even on the graph. In this case, I said, “Look, if you move forward in discipline and up and you receive accomplishment.” I built stairs that showed college being in the top right-hand quadrant. In three minutes he got what the conversation was, so it actually can be very simple or it could be unpacked to provide incredible value for getting the team on the same page, and having dialogue about how they’re being perceived.

Vera Fischer: Interesting. Okay. So, now Cindy, what I’d like to do is take you back when you were developing this sales acceleration methodology, and I’m curious … How many iterations did you have to go through to finally get to this proven methodology?

Cindy G: It’s interesting that the methodology itself … Once I settled on the fact that this is about an ongoing relationship and somehow connecting the dots between the current state and the desired future state, sales is often this just linear process where you memorize what you’re supposed to do or how you’re supposed to overcome objections instead of asking the question, “What’s creating relational strategic relevance, and why will I be of value?” And value first.

So, there wasn’t a whole lot that happened or was required to iterate. I think what happened most often is we would rename what was in the quadrants; we would rename those based on the need. So, originally, the product quadrant, that one was the same.

Over time, I had to come up with preferred. I originally thought it was going to be process, but really what your intent is, is to become a preferred vendor. The program quadrant was important because if we look at what program means, it means that I’ve somehow packaged what I’m doing so that it involves people, process and platform; platform being technology or systems in this case.

That becomes very attractive to certain types of relationships. They want you to strategically tell them who and how and what we’re going to use to get where we want to be from current state to desired future state.

Vera Fischer: Before, Cindy, you gave an incredible example of when you were working in the company where you had started with about five or six salespeople and you grew it to more than 130, but getting someone on the other end to really talk to the salesperson. It was something about what would go on their resume. Would you tell us more about that?

Cindy G: Yes. It was that essentially, that’s fine. One of the things that we do when we’re in sales or business development — and I can’t stress it enough — is understanding what’s going on in the ecosystem around the decision-maker. Often times, we treat those personas as if they’re the same and they’re not. In this case, our demographic decision-maker was in the millennial category. I happen to be a boomer.

What their “care abouts” are; what somebody cares about earlier in their career is very different than later in their career. The person who is making decisions for thousands of dollars of spend typically occupied that position for 18 months or less. They were typically in their late 20s to early 30s. So, if I asked the question, “Do you want to buy some promotional products from me?” they’d be like, “Well, I got 10 people who want to sell me pens, so I’m just going to pick the one I like the best.”

Well, instead, what we did is we actually crafted a campaign to go after and educate and say, “Well, hey, at the end of the year … at the end of this, do you want a bullet on your resume that said you bought promotional merchandise for your company, or would you like to say that you managed the spend management platform for this category of spend for the company?” And it was magic.

It was magic; the way relationships were opened up and the way the salespeople got to engage, they’ve actually then followed those people through their careers, because those people were given value and when they moved on to another company they took those salespeople with them.

Vera Fischer: Oh, Cindy I love that example. I think it’s really hard-hitting, and it really brings it down into a very tangible example of really how we do business with people, not companies, and people are different.

Cindy G: Mm-hmm.

Vera Fischer: So, let’s move into you’ve gotten through, you’ve identified the value that you want to bring to this client etc. and now it’s time to — in layman terms — walk the walk. How do you deliver on promising that value?

Cindy G: That’s a great question too. One is understanding where the client is and what matters to them, and as much as possible, it’s so important to look through the client’s eyes and see what they’re seeing six months to a year out. Many times we’re just myopic in what we’re selling, and we forget that these businesses are organisms; they’re living organisms that are evolving.

If we can actually have that conversation it’s incredibly powerful, because if I know where you want to be in six months, then what I’m doing today are the milestones of providing my product and/or service that are helping you on that pathway. We’re collaborating together. What I ended up doing … So, I had to systematize this, because we’re going from five to 140 people. Out of 140 people, to be honest, probably only about 25 or 30% fully adapted, for whatever reasons, this methodology.

Some of them embraced it and their became masters of it. Others were just basically recipients of my MarComm engine. So, in marketing communications would say, “Hey, let’s take this bucket of people who think we’re a vendor, and let’s do a marketing campaign to be preferred, and then let’s equip the sales force with scripts, so that they were meeting those people where they were.” Because if you perceive me as a vendor, and I’m trying to come in and sell you a $250,000-dollar program, I don’t have permission to do that. I think the key thing is meeting the salespeople where they are, meeting the clients where they are, and then coming up with quarterly account plans that matched that.

So, we created a template that was super simple, that allowed the salesperson to … in as little as 10 minutes, or to do a full-blown, “Hey, here’s your account review. Find out what was happening.” Many times they’ve come back and say, “I found this stuff out. I don’t know what to do with it. I don’t even understand.” But that’s why you have mentors and we had other team leaders. So, over time it began to evolve, and eventually I had pods with leaders that were helping answer the questions for some of the newer salespeople.

How the Sales Acceleration Methodology is Implemented

Vera Fischer: That’s a great segue Cindy into the whole implementation of the methodology, and especially when you’re trying to implement into larger sales organizations, but I’m assuming that when you’re … Even with a smaller sales organization, you still need to have that dedicated person that’s going to help them when they get stuck or they’re not certain what to do next.

Cindy G: Yes. I actually a troubling situation at the moment in a lot of organizations. Marketing and marketing technology has come on with such steam since 2008-ish, I’ll say. Early adopters were doing it in 2007, 2008, to a degree. And now we have masters as yourself, who mastered a technology, but it’s more than that. It’s one thing to just have the steam engine itself. It’s another thing to have the logs that you’re just putting in the steam engine.

So, call HubSpot the steam engine and call logs your content. I see people really losing the essence of what it means to have very specialized logs; you want a red one that burns or you have a yellow one that burns. The implementation of this … I’ve seen organizations lose sight of what it means to foster a … I’ll call it sales but we’ll call relationship development “environment” or “ecosystem.” Because so many decisions are made before your clients ever talk to you, it’s more important than ever to know how they’re entering in when you’re having that discussion.

So, a lead comes in to the top of the pipe, we decided that it’s qualified. It then becomes sales qualified. If I understood what my prospect had been through to find me, and I knew exactly how they perceived me … Did they perceive me as a vendor? Or had they seen me show up on the Gartner Magic Quadrant? Or were they a referral from a friend? Or did they read a white paper?

Did they perceive me as a vendor? Did they think I was somebody they could trust? Was there something strategic about what I had to offer? Or was I already close to being a value creator because they’d done their homework? If I start selling to them and I don’t know where they are, I miss a huge opportunity to exponentially fast-forward the relationship with that prospect. Does that make sense?

Vera Fischer: It absolutely does, and I think that in the world of automation, as you mentioned, my firm is a HubSpot certified agency and the automated is very good and it works, but there’s that other element of knowing each individual’s strategy in a sense and what’s important to them. If you’re too automated, then you’re going to lose out on the nuances and you’re not going to be able to get into that relationship or grow it, because again, it’s people. It’s not being nameless or faceless corporations.

Cindy G: That’s right. To take that a little bit further, because somebody out there might be saying, “Well, I don’t really need to do that. I convert online. It’s all transaction.” Well, do an XY graph for that. Is it low touch, low communication? Well, I’m going to put them in the bottom quadrant. How I’m going to treat you … If you come and engage and you buy … Let’s say it’s a Saas platform. I go on, I like it, I do the trial, I pay my nine dollars a month. That’s the lowest common denominator. What if there’s a learning … Well, then I’m going to put you over in … I’ve got to develop a relationship with you.

So, maybe I have to onboard you. Maybe there’s some sort of training. Well, if I’m going to do something more than … Maybe I’m evaluating packages that are going to have to be implemented. So, you can see how you can actually use this for the complexity to manage the relationship required, to manage the complexity of the relationship for the sale. If it’s a transaction, that’s different than if I’m managing a multi-million-dollar contract.

Vera Fischer: That’s absolutely true. So, how do you ensure that the companies that you’re working with, either in five minutes or either two-day workshops, how do you ensure that they are going to be using this methodology properly over a period of time?

Cindy: So, I do a lot of that just pro bono as business development. I’ve done it for nonprofits. I use it as a discovery method. What happens in the initial processes, we look at the gap between the current reality and the desired future state, and we begin to identify what’s missing within the way the brand is helping deliver on the brand promise for the product itself.

We look at the relationships that we have, the personas. What do we need to know about what they care about? What are those decision-makers? Are we trying to change the flavor of decision-maker and what would they care about if we did? And then we ask the questions about, what should go to market strategy?

What drives your economic engine? Why do you matter to your clients? Why do they earmark budget for your category of spend? And finally, what’s your dream of what it would look like to be a value creator? What kinds of clients would you like to go after? Well, what falls out of that are all the gaps to prioritize and the opportunities to accelerate. Now, all of a sudden, I’ve got a list.

And what we do, is we chunk it into 90-day agile plans, and add very specific verbs like: research, identify, create, audit. I may be auditing all the past materials you’ve used in sales, or we may be researching what’s going to be required to create an e-book. Or, we may be — as you’ve done — implementing a podcast strategy to create value for new audiences that we’re trying to reach. It is a living, breathing, real plan and it came from the mouths of the client themself, as they went through the process of unpacking their current reality and their desired future state.

Vera: Oh, I love that. I love how there’s a process, there’s very specific action items, because I think that can be one of the most difficult things for people to understand or to know what to do next. I think that’s really critical.

Cindy G: I’ve literally … I did a 90-minute one of these not too long ago with a company with a very visionary CEO, who, about the time the team agreed they were going to do a certain type of project, he’d be off to the next.

So, they’re really, really struggling. We ended up morphing this to be an opportunity evaluation. So, he would walk in fourth quadrant thinking and actually speaking this language now. They now asked the question, “How will we make money at that?” Finance gets to get all their information answered, they get to ask, they get to say, “But, but, but, but, but.”

Next, the operations team gets to say, “Well, who’s going to help you do that? We don’t even have talent qualified. We’re going to need to have these skills, and then you go to the bottom. Well, how are we going to articulate what this is? And how are we going to go to market with it?” It’s so powerful. We did the 90 minutes and CEO said … I was dreading this … He goes, “I now have more peace than I’ve had, and he said, “But where were you six months ago when I paid $8,000 to get a strategic plan that’s dust on the shelf?”

Vera Fischer: It’s true. If it’s too overwhelming people shut down.

Cindy G: Or you end up with this 30-page document, which has got your SWOT Analysis and all that in it. But what are you supposed to do with that?

How to Measure the Effectiveness of this System

Vera Fischer: Exactly. You need it, but what do you do with it? So, Cindy, I want to take us towards the end here. Let’s stay with the example of the CEO, that you just mentioned, and tell me how you are measuring the effectiveness of the entire sales acceleration methodology.

Cindy G: There’s several ways to do that. One of my favorite things is the perception mapping I think I told you little bit about. But imagine that XY graph that’s in front of you and … I’ve done this in front of groups of very large people. And imagine, how many people here are value creators for your clients? And everybody raises their hand. They’re partners, they’re there and it’s like, “Okay, great.”

Now, think about a particular relationship, and how relationally relevant are you to that individual? And to that function in the organization? If, for example, your buyer leaves what happens to you? Now, ask yourself how strategically relevant are you. Do you actually know what they plan to spend for your category in 2017? If they spend $100,000 a year on the product or services you sell, what percentage of that do you have? Do you know?

Well, if you can’t answer those questions, then you plot yourself in the bottom quadrant. So, the perception mapping … Over time, an organization culturally begins to look through this lens of, “How am I currently perceived? Where do I want to be perceived?”

The other thing that you can do is, you can actually move clients forward with different KPIs. I might, for example, start out with a target database of people that might see me as a vendor, and I can actually measure velocity through the pipe. I can look at dollars per stage. I can look at quantity of types of relationships. I can also look at my salespeople, and understand where they are in the sales process, and where do they bail out, and when do they need support.

Often times, it’s when they’ve got a great relationship and they’re trying to take it to a strategic level. They’re trying to ask the budget questions, and maybe they don’t have a peer to peer relationship. Maybe they’re selling to a VP or C-level and they’re not quite as experienced. So, we can set up the measurements; I guess is a shorter answer. We can set that up based on what matters for the culture of the organization and where they are in revenue, acceleration, and development. Maturity of that organization and readiness is key.

Vera Fischer: So, would you say that this methodology works across all sizes of organizations or do you think that there are some, they are much too large or much too small?

Cindy G: I’ve done it was solopreneurs, I’ve done it with a woman who wanted to do a tutoring business, and how is she going to differentiate yourself, all the way up to … I did it for the Independent Gaming Association; had a room full of studios and gamers, helping them understand how to create value and monetize their game. I suspect when you get in past say 100 or so salespeople, there has to be infrastructure systems and standard operating procedures in place.

We can create those, but if you want to operationalize this and standardize it, that would be key. Now, I’ve had the opportunity to do that in a couple of large banks, to help actually take bankers to become more business development oriented, and they had a very strong infrastructure. So, sky’s the limit. I’m not scared of doing it anywhere.

Vera Fischer: I love the methodology. I’m very much looking forward to implementing it myself for my own business.

Cindy G: We will have to collaborate on that.

What’s Next for Cindy & ZFactor?

Vera Fischer: I know. I cannot wait. So, Cindy, I’m going to close this out and just … Again, the insight you’ve provided around The ZFactor Methodology has been super informative, but to wrap up our discussion, what’s next on your plate? What’s your next challenge?

Cindy G: What’s happened recently is that I have been adapting these four different industries. So, we started with sales. I’ve now done the strategic planning, which is visioneering, which I look forward to chatting about that at some point with you.

Vera Fischer: Absolutely.

Cindy G: And then I’ve done a strategic information technology roadmap, which drills deep into the business productivity and performance that’s powered by IT now in our businesses, and I’m looking forward to doing a financial. So, the opportunity is to now start really finding additional partners that we can customize this, because this framework’s just a framework.

What makes it come alive, is the subject matter expertise of the partner that I’m working with, and it’s my passion and it’s what I love to do, and then I know how to help make it scale. So, I guess I would say looking for subject matter experts, who are looking to differentiate themselves and can leverage the methodology to go after and take care of a new set of relationships that they have.

Vera Fischer: Wow. Cindy, I think that’s a call out to our listeners, so that’s important. Everyone, you need to stay tuned here in a minute when she lets us know how to get in touch with her. Cindy, you’ve definitely shown us that processes are needed to get the work done, and you’ve provided a lot of information around The ZFactor Methodology. So, before we go, let’s close out today’s discussion with any final advice you want to share, and then tell us the best way we can connect with you.

Cindy G: My favorite piece of advice, is to ask yourself, “What creates value for your customers’ customers?” If you put yourself in your customer’s shoes and you … It’s like looking in a infinity mirror. If you ask that question, you will discover so much about why you really matter and why you’re relevant to your client.

Vera Fischer: Excellent. And how can we get in touch with you?

Cindy G: My twitter is @ZFactorV2V and I’m on LinkedIn as well.

Vera Fischer: Well, System Execution fans, no matter how many notes you took or how often you re-listen to this episode, the key is, every successful business uses systems to drive to a better outcome. Cindy, thank you so much for sharing your expertise and insight on the ZFactor Sales Acceleration Methodology to our listeners today.

Cindy G: Thank you so much Vera.

We hope you found this episode of System Execution enlightening. For free examples, case studies, e-books and more, be sure to visit systemexecution.com/resources. Contribute to the conversation by reaching out to Vera directly on email, at vera@systemexecution.com. Until our next episode, thank you for the privilege of your time.

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