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Conversational Marketing by Dave Gerhardt, David Cancel

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Chapter 17 Measuring Conversational Marketing and Sales Performance

One of our core values at Drift is “always be learning.” But this isn’t just some empty phrase we hang on the wall, it’s something we use in our hiring process—we actively seek out employees who have voracious appetites for knowledge. “Always be learning” also serves as the foundation for our podcast, Seeking Wisdom, which, as the name implies, is a show dedicated to the pursuit of learning and uncovering new insights so we can improve both personally and professionally.

Of course, as you saw back in Chapter Fifteen, we also apply our “always be learning” philosophy to our customers by using conversations to create continuous feedback loops. Ultimately, our customers are the ones who dictate what their experience feels like, as we’re able to listen to their feedback and continuously make improvements. As a result, we’ll always be able to adapt to their evolving needs and expectations.

In a perfect world, this type of knowledge—which you’re able to gain via having real-time conversations with website visitors, leads, and customers—would be enough to justify investing in a conversational approach. But look, I get it. As a five-time founder and two-time CEO, I understand that from a business perspective, marketing and sales teams (as well as customer support and success teams) need to be able to tie everything they do back to revenue. As we explored in Chapter Five, revenue is the glue that holds marketing and ...

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