The Manufacturing Executive
The Manufacturing Executive

Episode · 1 year ago

Giving Your B2B Customer a B2C Buying Experience w/ Sultana Mangal and Annie Dohle


Think about the experience of walking into an Apple store. Or the ease and simplicity of making a purchase on Amazon — 30 seconds, one click, and you're done.

More and more, B2B buyers expect B2C buying experiences.

In light of that, what does “customer experience” mean to you?

On today's episode, I talk about customer experience with Sultana Mangal and Annie Dohle, both Account Executives at Gorilla 76.

Here's what we discussed:

  1. What kind of experience B2B buyers expect
  2. How to differentiate your B2B brand beyond your physical product
  3. Tips for creating amazing new customer experiences in the first 100 days

To ensure that you never miss an episode of The Manufacturing Executive, subscribe on Apple Podcasts, or Spotify, or here

A twenty dollar pair of Cycling Glovetoday is one fifteen hundred dollar bike in a year. Every touchpoint counts andI always think about that because, yeah, I could have I could have evenjust gone in there to get a water bottle and if they created areally good experience for me like that, would have made it like a lifetimecustomer to welcome to the manufacturing executive podcast, where we explore the strategies and experiencesthat are driving midsize manufacturers forward. Here you'll discover new insights from passionatemanufacturing leaders who have compelling stories to share about their successes and struggles, andyou'll learn from B tob sales and marketing experts about how to apply actionable businessdevelopment strategies inside your business. Let's get into the show. Welcome to anotherepisode of the Manufacturing Executive podcast. I'm Joe Sullivan, your host and acofounder of the Industrial Marketing Agency guerrilla seventy six. What does customer experience meanto you? Is it the way you're treated when you walk into a storeor when you sit down at your table at a restaurant, or maybe it'sthe ease, or lack thereof, when you're trying to buy something online.Customer experience is a term that seems to be thrown around quite a bit andbeat TOC buying environments, but the things we experience is consumers without question,shape our expectations as business buyers to and that's exactly what we're talking about today. So I'd like to welcome both the Sultana mangle and Annie Dolie of ourown agency, guerrilla seventy six, to the show. Sultana mangle is anaccount executive at our agency, guerrilla seventy six. She's a master at buildingstrong relationships with her clients and creating exceptional client experiences. SOTANA works closely withclients to ensure all goals are achieved and that work is buttoned up and readyfor implementation. She's also a member of our strategic planning committee. Sultana hasan MBA from Webster University and outside of work, she's a member of theSAMOAR network and organization that converses on community issues affecting the Afghan American diaspora.When she's not working, you can find her hanging out with her three dognephews, Hank Leo and Simba. Annie Doli is also an account executive atgorilla. She works handinhand with clients and our team to ensure all goals yieldthe best results and use an advocate for our clients businesses and enjoy seeing othershave great success. When she's not cheering on the Missouri Tigers, you canfind Annie Sipping on a cup of starbucks and playing with her adorable yellow laboratorretriever and millie. And he graduated from the University of Missouri with a degreein communication and a minor in business. Anian Sultana, welcome to the show. Thanks for having our yeah, it's about time I had the two ofyou on here. Were thirty some episodes in and one of my goals isto highlight different areas of expertise that people from our team bring, and so, yeah, this is long overdue. So thanks for doing this. Yeah, for sure, we're super excited. This is also officially the the firstepisode where I've had two guests joined simultaneously, so you two are pioneers in thatregard. I'm doing another one of those soon, but you're the first, so we'll see how that goes. Don't mess up there. Back nowpressure, all right, well, let's let's get into it here. Sultana, you made an interesting comment to me recently about how be tobe companies arenow almost having to compete in a way with the expectations that are being setin B Toc buying experiences. So, for example, think about your experiencewalking into an apple store to buy a computer they're kind of famous for,or an iphone or whatever. They're famous for their in store customer experience,or the ease of buying something on Amazon. You think of how easy it isto just find what you need and you've purchased it in thirty seconds,right. So you know, these these experiences that people are having on thebusiness to consumer buying front, you know, are things that everybody who's in theBeeb world are obviously experiencing in their...

...personal lives and I think they're changingexpectations about what kind of customer experience people expect in the B Tob World too. So I was just kind of curious to hear what you're seeing on thisfront, because you're the one who kind of brought the the issue to lightfor me and I was thinking, yeah, that that makes a lot of sensereally. Yeah, so I think customers are going to be more demandingwhen it comes to things like personalization, of specifically, like in messaging.People want to connect with people and they and they want to feel like they're, you know, experiencing experiencing something that's personalized. I think also transparency,just and how you operate. That's going to look different for everyone and thereare so many ways to do it. You know, I might be pullingback the curtain on how you operator certain process or, you know, maybeit's it's people who tend to be in the background that you bring to theforefront, maybe getting them on camera. Maybe it's an engineer or or safetymanager. I think also the speed in the ease of working with you isreally important. You know, what is your technology staff look like, asit take four days to respond to an RFQ and someone hop on your websiteand just quickly, you know, get on a life chat and chat witha sales representative. And I think there's also going to be a lot ofvalue that's wanted and demanded in each touch point, from like an email toa voice mail to a phone call. I think the expectations for all ofthose are going to be really high. Yeah, those are all really goodexamples and things that I'm sure listeners are probably nodding their head at, thinking, Yep, that's that's definitely my world and it's a lot different now thanI think it was ten years ago, Fifteen. Know, we started ourbusiness, John and I, fourteen years ago, and Jeez are the changesin technology even in that period of time is has significantly impacted expectations for ourown customers. So good examples there are? Are there examples that either of youcan recall, whether it was a bee to be experience as a professionalor a B tob experience, b Toc Experience, excuse me, in yourpersonal lives, where you've experienced something as a buyer and thought now, that'sa really good example of creating a great customer experience. Yeah, I'll kindof jump in here first. I think the one that comes to my mind, my mind and one that everyone can relate to, is the experience youre see about starbucks. It's the one place in the morning where I don'tmind skipping the drive through line parking and walking in because of that community neighborhoodatmosphere that they create. I think they have really set this expectation that nomatter where you go, it's the starbucks five minutes from your house or onein a different city, you're likely to experience the same service and environment thatyou're used to. I used to joke, and sometimes I still do, andit's in our slack channel, but one of the things I said Iwould miss most about college is the starbucks that would go to because they knewme so well. But I quickly realize, after going to the one in myapartment near and St Louis, that after going there a few times,they grew to know knew me, they grew to know my order. They'rethrowing a few drink or, you know, pastry here and they're just like theone in Columbia would do. And I think they've also really played intothat need for immediate satisfaction that our culture now craves and expects. I meanyou could literally be packing up your lunch in the morning, letting your dogout and ordering your drink off the APP and by the time you get thereit's ready at the pickup the counter. So I think just all these factorsplay into why a customer doesn't mind paying three to five dollars for a cupof coffee when they could be getting that for fifty cents at the gas station. Yeah, it's startable. Yeah, and starbucks is so interesting because theytruly have created the experience around coffee like that. Really that really didn't existbefore starbucks. You know, you let that fifty Cent Cup of copy thatyou get from the gas station and you have like the Little Red Straw thatyou just put some cream and sugar and like that's what everyone was used toin starbucks created what is the experience around coffee now. And I'm personally nota fan of starbucks, but I go because it's convenient and it's familiar.Yeah, and it's I think you've been... interesting point and you mentioned likeit's a cup of coffee, right like that. Ultimately, that's what you'rebuying and it's and you know it's pretty good coffee, but like compared toa gas station at least, right. So, but you're you're willing topay, I mean literally probably four times the price that you pay at agas station or something for the for the same thing because of the experience,the customer experience created there. I think that's a takeaway for anybody in business. Is, you know, just that point. Like there are ways todifferentiate yourself outside of the physical thing you sell, and probably becomes more andmore true the more your product moves toward being sort of a commodity or aninterchangeable thing. The way you're going to differentiate yourself is largely going to bein the experience your buyer has with you. So I like that. Yeah,for sure. Yeah, I had a really good experience with big sharkby school company. So they are a local bike shop in St Louis.Before going in I didn't know anything about bikes. I was very intimidated bythe cycling community and I went in basically not knowing anything. In the salesrep there was so helpful just because of like the steep expertise that he had, and he didn't use like bike jarget and so I actually understood that hewas talking about and he listened to what I needed and, knowing that Ididn't know what I wanted, he didn't really push like the more expensive bikeson me or anything like that. I ended up getting a bike there andthen I was able to get all my gear there, so like gloves,helmet, like the water bottle holder. They ended up doing a bike fitting. They installed my water bottle a holder for me. They installed my bikerack on my car. Like it was just a really great experience and Iremember walking away being like this is exactly what I needed and this is thetype of like local business that I would recommend to like a friend, justbecause of like the empathy around the situation, the convenience and like the listening thatwas there. It was a really overall, really really great experience.Yeah, I like that a lot. You think of probably a lot ofbusinesses shy away from over extending themselves something like installing a bike rack on yourcar right one of those five ten minutes of their time that they can't beyou know, that can't be spent with another customer or something, and andthey're paying for that employees time. But you think of the long term impactand the fact that you're talking about it on a podcast right now, rightlike, sharing this with probably hundreds of listeners. You've probably recommended big sharkto other people. Now every time you need something, you're going to goback there, and so you know, I think it's a matter of lookingbeyond the transaction in front of you with your customer and looking at the biggerpicture and the life. You know the I guess, the lifetime value ofthat customer and everybody that they're going to touch as as an advocate or ambassadorfor your business. Right, Yam and Joe, I remember I posted aboutthis experience on Linkedin and you commented and you said a twenty dollar pair ofcycling glove today is a one fifteen hundred dollar bike in a year. Everytouch point counts and I always think about that because, yeah, I couldhave I could have even just gone in there to get a water bottle andif they created a really good experience for me like that, would have madeit like a lifetime customer too. That's a that's great. Well, I'mgoing to have to paying Mike Weiss. He's the owner a big shark.I know him personally, John, and I did some some business with himactually a long, long time ago, probably good twelve years ago at thispoint. But I've had a good experience there as well. So shout outto big shark bikes at St Louis. Okay, Great. Well, somethingI wanted to hit on here and our agency, Grill, we do aquarterly book club. It's not mandatory, not everybody participates, but many do. or at least you know from from some some quarter as they do,some some quart as they don't. I've been a part of maybe half ofthem that we've done. One of my favorite reads that we did as partof our book club was the book never lose a customer again by Joey Coleman. If I'm lucky, I'm hoping some day we can have joey on thisshow. He would be an amazing guest. But his whole platform is about shapingan amazing new customer experience over the...

...first one hundred days of them beingyour customer. And so, as two client service professionals, Andi and Sultana, what have you seen to be true in the very early stages of workingwith a new customer? Yeah, so I think every stage is just asimportant as the one prior and the one next. But I would say Ilove what Joey Coleman says where he says don't Tom how great it is towork with you. Show them, and I think this is extremely important whencustomers aren't going through that acclimating stage. I think it's important that during thisstage to walk slowly with them, kind of hand holding them through the processso they know what's coming next and that they feel comfortable. I think someonein a position like Sultana and I can often so it's like a nature tous that we can just kind of go whole steam athead. We know what'scoming, we know what's going to happen internally with our team, that wereally need to take a step back and look at it from our customers perspectiveand think about how they would feel, because once you pass the stage andonce the company customer feels Comfortab Bowl, they know you're transparent with them,so you have their whole trust and they can see that outline, your kindof envisioning to them at this stage is skipped. I think that's been thatfires remorse kind of creeps back in because that they have that nervousness. Theydon't know what to expect. They don't know will the results be good?We don't we don't know what's the team is doing on the back end.So I would say that stage is so critical and retaining customers and just showingthat customer experience. Yeah, you hit on the topic of buyers remorse there, which Joey Coleman, I know, talked about a number of times inthat book and it's I've something I have absolutely seen and it's driven a lotof that. I think the changes that we've tried to make a gorilla.You know, you go through. I think there's a lot of psychology bakedinto that book and his research that led him in writing it. But youknow, there's there's sort of a peak of excitement and anticipation that hits right, I think I don't remember exactly when, but it's peaks right before the purchaseactually happens. You know, you've kind of vetted all your options,you're excited about this new solution, whether it's a product or service or whateverit is you're buying, and then you buy it and now all of asudden it's like, okay, I just hand it over my money and Ihope that this is what I thought it was and that buyers remorse, ormaybe not remorse, but like a fear almost starts to set in and likethere's a a nervous sense that that you get me. We probably all experiencedin our own lives, whether it's, you know, spend in twozero ona computer or, you know, a new bike Sultana right like it.So you know it's I think it's so important to think about what you cando immediately and having an intentional plan and process in place for, you know, recognizing the fact that your buyer might be kind of nervous right now.They just made a big commitment in the bigger ticket your product or solution is, the more likely that that buyers remorse or fear is is going to bethat it will be present. So what things can you intentionally do? Ithink is what we need to be thinking about to put them at ease,to make them know that you're there, you're a partner to them. Soyeah, I like that. I know our client service team here, youknow, the two of you and others who have been in that role atgorilla have worked really hard to create an exceptional on boarding process for our newclients. A lot of its stemmed from what we learned and never lose acustomer again. But can you know, the two of you talk a littlebit about what what are some of the components of that on boarding process forus? And although we're a marketing agency and of course, right now we'retalking to manufacturing folks, what I'm hoping is that some of these elements mightat least spark some ideas for listeners about how they could apply similar concepts andprocesses in their own manufacturing business. Yeah, I think we've really we really refinedare on boarding process. I think the handoff is probably the single mostimportant component of that. Whether it's a good or bad handoff, it's goingto set the tone for the entire relationship and it's something that Joey Coleman alsojust explains, that it's so important to create that meaningful experience after the saleis made and that starts with the handoff.

That's a really important part. Ithink the kickoff meeting with all of our new clients and for people whoare listening in their new customers it's a call where the account executive and thenour main point person we'd meet and set expectations. I just get excited aboutthe relationship and I think sometimes that's forgotten early on is that this is reallyexciting that we get to work together, that we get a partner together,and so it's an opportunity to like just kick things off and celebrate. Andthen also, you know, I spoke about transparency before. We have createda client manual. You call it a customer manual, but it's basically thisidea that I got from David Baker that we have laid out everything and anythingrelated to Grilla, like how we operate, how we bill, how we givefeedback. It really breaks down so many different parts of our organization andit's laid out for anyone to see. Yeah, that's great and I lovewhat how that handbook has has evolved, because it's you taken all the thingsthat all the questions that we've heard over the years from people during those thosefirst few phases, or things that you know have been worries or concerns,or how do you handle this? And what if this happens, and it'sall right there for them before anything begins, and so you go and then theother expectation setting. It thakes great in that first meeting like this ishow we expect communicate to happen if we want things to be successful, youknow, and it's not. It's not like we're dictating that. We're acting, as you know, dictators are saying you will do it this way,but we're demonstrated to our clients that, you know, we're experts in this. We have seen things go wrong and things go right. In different scenariosand if we want things to go right, this is how how we believe thingsshould play out and and you get on the same page about that.And sometimes you might hear from a client, wow, that's going to be toughto do because of this reason or that, and then you work throughit, but at least that conversation has been had before the problem occurs.Right, yeah, but I also love about the client handbook, is basicallyjust a longer version of our kickoff call. So if the client, you know, may feel overwhelmed in the kickoff call, here they have this meanwill that I can go through at their own time where it goes through ourrevision process, introduces team members and so forth. So I think it's somethingthat's really helpful at the end of the day to the customer. goold addso how about when you get beyond those first hundred days or you know,whatever you wanted to consider your sort of orientation period for a new customer?For some listeners it might be the first day, but you know, dependingon what kind of relationship you have and what it is that you physically sellyour your customers, and once you get through that on boarding phase, whatare the things that an account manager, inside of a relationship driven bdbe company, can proactively do to enhance the customer experience on an ongoing basis? Ithink just having conversation stations, you know, once a month or bi monthly,when you're talking with your customer about how you can improve roadblocks they're seeing, working with your team and just were really overall nurturing that relationship. Theycan't be tough conversations to have and you may not want to have them,but that at the end of the day, it's going to be how you improveand how you provide that excellent customer service which you are striving for,I think, and they need to add. I think it's a really good nurturingthe relationship is really important. You know, continuing to just provide valueand just to be a source of knowledge for them I think a really greatposition to be in. It's when the Clim the clienter, customer just hasa question that they reach out to you and you may not know the answer, but you can at least point them in the right direction. And Ithink just making sure that they know about all of the different services that youoffer, because sometimes, you know they may not be aware of like postpurchase support that you offer, or maybe there's a new service offers offering thatyou have. I think keeping them updated on that is really important. Yeah, good examples. I'll tell a quick story of what's probably been my favoritebe to be experience on the buyers and will give some props to the companythat produces this podcast, sweet fish media. You know, we, I conductthese interviews and every week and record...

...them and then we throw our filesto them and they make them sound really good and put the beginning and end, a sound bites and all that on there and help us get it published. But you when we were thinking about launching this podcast, probably a yearand a half a go. At this point, Logan lyles over at asweet fish was my was the sales guy who's my main point of contact,and you know from the first touch point I had with him it was hewas purely helpful. He was just helping me figure out, like, ispodcasting even right for gorilla? What things do I need to be thinking about? Who could my audience be? You know, I was talking about maybetrying to do it on my own, without a producer and as opposed totrying to convince me we should hire them. He's after the call, he sentme a list of links on Amazon for all the equipment I should buyif I want to try doing it all myself and, you know, tipsand I'm like cheese, this is, I mean just genuine, authentic helpfulsales process. Well, you know, some time passes there were starting tothink about high and I'm covid hits. We're being real budget conscious because wedon't know where anything's going, and he kind of continued to just check inand always provide something help those never a you know, an aggressive sales pitchcoming at all. It wasn't a sales pitch at all. It was justa little helpful nuggets, you know, examples of things that might be helpfulto me as it keep thinking about this podcast thing. And so when wedid decide to launch, it was first of all as a very obvious choicethat we were going to hire them as opposed to another company that, frankly, was almost half the price of them, but I could see the value thatwas going to be created. And then what was most amazing is afterthe sale it only got better. You know, I was put in touchwith with Dan. They're one of their guys WHO's an expert in marketing onthe podcast front, and he helped me, we work through naming of the showand convince me to name it the manufacturing exact as opposed to some Idon't know what I was going to call it, something more metaphorical. Itprobably didn't even make sense and it had reasoning for that. He helped mefigure out how to what I'm going to do with all my assets after theshow. I had read our account manager, sort of the equivalent of Youtube buton the podcast side, who was just always responsive, checking in ontop of things, and then, and then it was all the little thingslike, you know, I remember what it was. I think was whenI hit episode twenty five or something. All of a sudden in the mailI get this little package and it's well, it's right here. You're looking atit right here if you're for watching this, but there's like this littleyou know, with our podcast logo, like a microphone box to go aroundat a little branding element. They sent me like, I think, toput on my wall with the logo on it, and it's just a handwrittennote welcome you and welcome to sweet fish. Thanks you know, congrats on makingits episode, whatever it was, and and so, you know,simple things that it didn't cost them much at all and but it showed thatthey they cared and were there. And then the other thing they did isthey sort of welcomed me into their their real active on Linkedin and they've helpedsort of prop up the show on linkedin and help me get exposure for it. So these are all the the intangible things that you don't necessarily even knowyou're buying when you buy something. So I love to use that example andsort of just challenge our own clients to think about what is your version ofthat for your customers? How can you make them feel special, know thatyou help, help them, know you're in their corner and that you're workingtowards the same goals? So, anyway, thought I'd throw that in there.Yeah, I really like that example because for clients are listening, itreally doesn't always have to be some huge, like just a big thing. Itcan be those smaller things too. Can Be smaller touchpoints, it canbe smaller like delights, quote unquote, and I think those are still contributingto an overall really great customer experience. M Yeah, for sure, andI love to plug and sweet fish again, but that's where we got the ideawhere that welcome video intro that we sent to our clients. It's justeveryone records a quick thirty seconds of themselves saying what they're role on the accountis and it gives that personal touch point to the client that otherwise we probablywant to have these sides showing a picture of them in our kick off call. So just again that personal communication they...

...can put a name to the facewhen we talk about them in calls, is extremely important. Yeah, that'sthat's a great one and yeah, I love I love the impact that thatcan have, especially, you know, at this moment in time when there'sthere's less in person, you know, interaction happening. And just to adda little context there, you know, basically what we do is we sayare who are all the people who are going to touch this new clients account? We all just simply we turn on our zoom or whatever, you know, loom or whatever tool we've got for recording a quick video on our desktopcamera on click it. Introduce yourself very naturally unscripted. This is this iswho I am, this is what my role is. Working with you,excited to be here, excited that we're going to be working together, andthen we just sort of compile them and it w ends up being probably athree minute video with an Intro, and that's been really well received. Ithink it's something that any company, regardless of what industry or world you workin, could do to add sort of a personal touch at the very beginningof a relationship. Yeah, for sure. Well, so the two of youare, of course, in client service specific roles, but I knowyou're both big believers in the philosophy that every touch point that a company has, regardless of who is making that touch point with the customer, contributes tothe overarching customer experience. So can you talk a little bit about that?Yeah, I mean, I could go on a tangent about this. Pleasedo. I think it's so important and it's overlook so many times, buta customer is very remember every interaction, good or bad, they had withyou or one of your team members. Right now, I think this isso interesting and I'm reading the book the cult of the customer, which Ithink everyone should read. Sultana recommended it to me, but in the bookthe author describes these like moments of magic where at its best it's a touchpoint anyone in your organization has with the customer that's just like exceptional out ofthe world, and as worst, it's still above average then what they wouldexpect from a different organization. And that he goes on to say that thisreally starts internally. So having your employees feel these big moments of magic withyour colleagues management and building that trust from within, because then it will obviouslytransfer to the customer experience. So I think it is just so, soimportant to show your employees, and this is something grill it does well,I've noticed. I've clients do well. It well as too, but justbuilding that trust from within because at the end of the day, if youshow them, they're going to show it to the clients and that's how youmake oil customers. It doesn't matter if you're in a meeting with the customeror if the IT specialist walking them through. You know, their website, redesign, every touch point matters and if they have a bad experience they willremember that subconsciously next time they talked to you. Yeah, yeah, Ithink that. I think it's so important. There's so much value in taking bebcustomer experience seriously. Your customers are only going to become more and moredemanding. I think we know that. We've seen that. This idea hasto be adopted throughout your company and every single department, and I always saythat it starts with the leadership team. It starts from there and it hasto trickle throughout the entire company, because it truly is not on just oneperson's shoulder to carry this but it should be throughout the entire company. Soit is a touch point for for each of those. Yeah, great pointsthere. Well, is there anything that I should have asked the two ofyou today and did not, or anything you'd like to add to the conversation? More just like a comment for the people listening. I think when you'rewhen you're thinking about up for your own company, like think of a reallygreat customer experience that you've had yourself. Write those down. Like, ifit happens, right it down, come back to it. If you hada bad experience, write that down to write down the why and then figureout how you can translate that to your company. Like what small things,what big things, whatever it is like. What does that look like for you? I think there's a lot that we can learn from be Toc becausein B Toc things are only getting faster, things are only getting better and qualityisn't being sacrificed, and I think there's a lot that we can learnfor bed. And I would just also...

...say, you know, no oneis perfect, no company is perfect. You're going to make mistakes, likesome moments you won't have great customer experience, but it's how you react to thosemoments as well. And just like Sultana kind of said, just thinkabout your everyday life. If you had a great interaction, think about wow, how could I translate that into my work, no matter who you areat a company. Yeah, great way to put a bow on it.I think those are all really good points. And you know, just because we'vejust because we're operating in a be tob world, doesn't mean that thethings we experience in in a restaurant, at a bike store, at starbucksright it all the thinking behind you know, that behavior is, I think,what you want to you look at and then you just figure out,how do I apply this in my own world? And you know, insome ways that will probably become kind of obvious. So we just need tobe conscious of it. Yeah, well, very good, great conversation today.I appreciate the two of you do in this. I think it mayhave been your first podcasts, from what I what I heard from you,and I think you nailed it. So Nice job, awesome. Well,obviously I know how I can get in touch with either of you instantaneously throughour company slack channel, but our audience doesn't have that same privilege. Sosorry audience, but any and Sultana, can you tell our listeners the bestway to get in touch if they want to follow up or have any questions? Yeah, just connect on Linkedin. That's probably the best way. Yeah, I would say the same. Both of our linkedin profiles is on grillssome sixcom under our BIOS. So just go ahead and connect. All right, perfect. Well, thank you both once again. And as for therest of you, I hope to catch you on the next episode of theManufacturing Executive. You've been listening to the manufacturing executive podcast. To ensure thatyou never miss an episode, subscribe to the show in your favorite podcast player. If you'd like to learn more about industrial marketing and sales strategy, you'llfind an ever expanding collection of articles videos, guides and tools specifically for B TobManufacturers at Gorilla, seventy sixcom learn thank you so much for listening.Until next time.

In-Stream Audio Search


Search across all episodes within this podcast

Episodes (85)