Customers will trust AI, not you: Petr Zelenka (#191)
- Martin Hurych
- 6. 5.
- Minut čtení: 25
Until recently, business was about relationships, trust and human intuition.
But times are and they're changing faster than most companies can admit. Today, customers are increasingly checking information elsewhere. Tomorrow, you may not even have a chance to ask them. Because their trust will be decided by their own AI agent before you even step in.
In today's episode of Zážeh, I speak with Petr Zelenka, CEO of Hackerly, who is watching live as he how artificial intelligence is transforming B2B business from the ground up in tech companies in the US and Western Europe. Together, we ask the questions that every business owner who wants their business to survive for years to come should be asking.
In this episode you will hear:
The business world will never be the same again. But if you get what's happening right, you can build on these changes to create growth you never dreamed of just a few years ago.
"Work on your skills. Document how you sell your product. And answer what impact AI and changing your persona will have on you. Make a new strategy like you're building a brand new company."
Petr Zelenka | Founder @ Hackerly Group s.r.o.
Customers will trust AI, not you
(transcript)
What did breakdancing teach him?
Martin Hurych
I thought of one right off the bat, you used to dance competitively. What did you dance?
Petr Zelenka
Breakdance, 12 years old. I'm a kid from Pilsen and I've been breakdancing and training and going to competitions for 12 years.
Martin Hurych
What can you take from breakdancing into your business?
Petr Zelenka
Creativity and being different from the others is very important in break. It means you have to invent your own bits and pieces and that's what I really enjoyed, the innovation, the way you invent new things. It was the dancing that I enjoyed, so no one would think of me as the one who was doing the square flips with the five spins, but rather the one who was dancing it off. It's interesting that I've been to the finals in the Czech Republic a couple of times, the finals in the UK a couple of times, but I've never won anything. I was usually second, third, fourth, but never first.
Martin Hurych
So how creative are you? You said in your prep that you're a proponent of scripts, processes, systems, usually goes directly against creativity, so I'm curious how you manage these two personalities of Jekyll and Hyde within yourself.
Petr Zelenka
I believe you have to balance both. There has to be that creativity where you let go, you have to be able to switch. Now I'm making up all kinds of crap and I'm not putting any boundaries on it at all, but then you have to prioritize and evaluate the whole thing somehow. If we talk about the break, if it looks decent, if it has a chance and if it's not stupid. So first you have to generate a lot of approaches and ideas. Some of it works, and it's hard to egotistically admit that most of your brilliant ideas aren't that brilliant and come out 1 in 100, so you have to cut it down badly, which hurts of course. But once you figure that one out, you have to start crushing it, so it's about discipline now. If we're talking about the sales even afterwards, but actually the break as well, you have to know that thing, that stunt or that sales technique so perfectly at the end, which comes through discipline and through training, that you can't even do it wrong anymore. That's the ideal.
I'm an advocate of scripting, but not pushing people into a script to say it word for word, but I'm an of describing and documenting the entire sales process down to the level of individual sentences. Because if somebody doesn't have it described today, then fundamentally there is no system described in that company on how I should ideally sell that product, and if that company doesn't have it, they don't know. That knowledge is distributed among those salespeople, so if they all left, maybe some founder might still have an idea of how to sell it, but nobody has that best practice. I think that's a big problem today.
Martin Hurych
Are you still dancing?
Petr Zelenka
Now I get to train once every 2-3 months, we have a bunch of guys in Říčany, so I go with them sometimes, but hurts. You get slow, everything hurts the next day, but it's a style of exercise and activity where I switch off nicely. I don't have a lot of those because otherwise I'm always dealing with work and I'm not able to turn that head off and there's only a couple of activities that I have where I really turn off, this is one of them and that's why I love it.
How did he get Hackerly?
Martin Hurych
Thanks to Zážeh, I am discovering how strong the Prague-East section is. Petr Zelenka, CEO of Hackerly, what was the path to Hackerly and what do you do?
Petr Zelenka
I might start at the very beginning. Like I said, I'm a Pilsen guy and you probably couldn't find anyone who is more of a handyman. Of course, my mother and our whole family noticed this very well and they always told me that if I didn't make a living with my mouth, I was finished. that no one said head. My mother gave me two books because of that, one on business and one about brain research, of course, at a time when I really didn't care much about it, so it stayed on the shelf, catching dust. I more or less hadn't even read Harry Potter by then, but then I got into it and that was one big turning point in how I got into all this.
Because I started to get weirdly obsessed with all the different systems, methodologies, strategies, playbooks, which I admit is a pretty weird perversion. I've collected something like 400 of these things over 13 years from various people, from sales, go-to-market, leadership, organizational design, and so on. Basically, I've come to believe that for every problem, there's always a set of steps, a set of principles, and if you know them, you're able to either solve it completely or help it a lot. That started to drive me crazy and it hasn't left me to this day.
This brings us to the fact that I did this weird thing at 22 years old, I started looking for different mentors because I realized that CTU probably wasn't going to teach me all that much. So I started contacting people, leaders, entrepreneurs here in the Czech Republic, in America, and I'm still doing it today. I've replaced some 320 of them so far, which is a terrible number, but I have to say that without those people I would never have been able to build any startup, and I certainly wouldn't have been able to build 4 commercially successful products in the US and EU. But not to sound like I'm being too macho here, those early days were absolutely tragic. Everything hurt me there, we started with a couple of projects, I screwed them all up. Tutorly was a great idea, but somehow I figured out there that if a well-funded competitor comes in and you don't have a good sales setup and you have a weak execution, you're done, so we're done.
Then came the next big breakthrough, when here in the Czech Republic, but also throughout Europe, corporations started to want to operate more like startups. We picked up that, because it didn't work out in the startup, but we already had some startup experience, so we started consulting.
Martin Hurych
That reminds me, he who can do it, does it, he who can't it, he who can't teach it, controls it.
Petr Zelenka
We knew how to do it better than the people in the corporation, so we went to do it. We started Hackerly and started training managers, training salespeople, consulting on innovation and I have to say it went well and it's still going well today. Eventually, it more or less smelled like mentoring entrepreneurs through Google Launchpad and Techstars and stuff like that. To date, we've mentored something like 8,000 business leaders there in 15 countries, so it's going really nicely.
Martin Hurych
How many people did you get in Hackerly?
Petr Zelenka
There were 12 of us at one time. 8,000 seems like a big number, but when you do the math, it's not that mind-numbing. So there were 12 of us and then we kind of blew off and changed our strategy. In terms of cash flow, that business can be quite volatile, so we then had 4 full-time people and basically a network of consultants to ourselves because it was much smarter.
Martin Hurych
So what do you do today?
Petr Zelenka
Hackerly originally did a lot of leadership development, now it's more like go-to-market consulting, sales training. We've got some licenses from Winning by Design, which is kind of a McKinsey for B2B sales. That's more or less what Hackerly as a whole is most involved in today.
How is AI being used in business in American companies?
Martin Hurych
If I understand correctly from the preparation, you have a foreign partner. What you do, you do not only here, but primarily in the States. Now, leaving aside what's currently going on around that country, the States has long been considered a cradle of innovation and a region of corporate sales. When someone is looking for a book on B2B sales, they usually go to Anglo-American sources. You're looking what's happening there on a daily basis. I thought I'd look at how, for example, B2B sales, AI-type innovations are coming together right now in the States and what we can take from that before it arrives here in 2, 3, 5 months or years as well. What do you think is the current state of AI use in business in America?
I'll preface this by saying that the bubble that we listen to by default has expensive things, complex sales, in English high-ticket products and these things.
Petr Zelenka
Nowadays, everybody uses some different little tools to have some robot listen to, like, your calls and then give you some feedback on whether you sold skillfully or ineptly. That's been done for a long time, but I've noticed that here in Czechoslovakia, incredibly few sales teams use that. It's really used by most sales teams there, especially in tech companies. Then you've got various little minority automations, but that's not interesting. I think what's interesting now is where it's gradually going and it looks like we're basically going to be able to automate soon not only like cold calling, which again is happening a little bit, but it doesn't have the quality yet to do that cold calling better than you. It's such an interesting concept, if you go to like winningbydesign.com and scroll down, you'll see an avatar like that. It's a bald gentleman like you and me and he looks like an open Zoom or Microsoft Teams on that page. You click on it and you start a sales meeting with a salesperson, but he's an expert, he's trained on all the knowledge about your product, your case studies, he knows what to ask and he knows how to ask questions, which is incredible.
Martin Hurych)
Your means in this case Winning by Design, is he trained for them?
Petr Zelenka
Yes, that's right. He is trained to a specific methodology, which is called SPICED, he goes systematically, which not every trader today can do, or almost none. He can share the screen, so if you ask him a question, he'll tell you where it is on the slide and explain it to you like a normal person. At the end he pulls out of you what the situation is, what your problem is, what the impact of that problem is, by when you need to address it, and what your decision making process is if any.
Then he'll take that and tell you if you want to have a more in-depth meeting with a live trader and normally book that call with you. He'll take the notes from that discussion and put it into the CRM. He can do basically discovery, he can do qualification in that sales call. Is that perfect? No, it's not perfect, it's going to be very good in a little while when ChatGPT 5 comes along. This is going to be the big wave that we're to see here, and that you don't just have that AI agent on the site, you replicate the same thing in customer success, you replicate the same thing in customer onboarding. Now you're going to have basically x number of these agents that are passing information to each other and taking that customer all the way to where you need them to go. I think that's the big future.
Will the retailer survive the rise of AI?
Martin Hurych
A lot of people who come here and talk about AI are saying what's coming. What fascinates me about this is that it's already here. So what are you going to be training traders for, are we going to have anybody to train, is the trader as we know it today even going to still exist in a few years, is it going to be an endangered species?
Petr Zelenka
Will and I are fascinated by the people who keep shouting on LinkedIn and the internet that AI will not replace traders, but that AI will only replace traders who don't use AI. That's nice, but if we go completely to the bottom line and I'm going to be nasty, you guys if you know how to use that AI, you'll have it well implemented, you'll be able to do more work with fewer traders. So what does the CEO and the entrepreneur do logically? He has to do it because he means well with himself or he means well with the investors. If he has a 100-person sales team and can do the same job with 20 salespeople, he'll do it with 20 salespeople and be happy.
Again, I'm going to be very nasty, but managing sales teams is not exactly the most wonderful activity in the world, there are better things to do, like going for a bike ride, so we'd rather rip those orders. The motivation to make it happen is huge. When you mentioned America, the customer acquisition cost, the cost of acquiring a customer, specifically there at the moment is absolutely gigantic, it's a huge problem. To be more specific, it's not uncommon for tech companies to spend $4 to acquire one, which is absolutely insane and something needs to be about it. One of the reasons is that salespeople are too expensive and the sales machine has suddenly become
suddenly very inefficient. We can talk about why, we don't need to go into that now, anyway, this is one thing to realize that it's going to happen.
Martin Hurych
Do you feel that these technologies are now effective enough to be deployed against brute human force? Is it already an interesting thing on ROI today?
Petr Zelenka
I think it's at the beginning and I think when the next GPT 5 update comes out, it's going to jump incredibly fast and the implementation is just starting because I think we're a year or two away from that.
Does it make sense to set up tools for each stage of the business process?
Martin Hurych
When I think about what I see abroad and here in the Czech Republic, when I think about the deployment of AI, we talk about the deployment of individual AI tools at different stages of the business process. Prospecting by God, outreach by God, hyperpersonalization by God. But I do wonder, though, if we have to go through this to make sure we don't miss the train and if that's what we're talking about and if it's not all going to disappear just by deploying one smart flat agent that can do it all by itself. What do you think about that? Is it even worth building this machinery of dozens of different tools to just temporarily automate the business process, or is it worth looking at what's already more advanced and skipping one stage straight away?
Petr Zelenka
I think that the techniques and the ways that sales will work and how to build it all within those technologies will evolve in such a way that it won't work that I'll just wait for someone to invent it for me, test it out, and then I'll take something that works. I'm going to miss the train. I we have to experiment, we have to touch it. By implementing those tools now or the next ones that come along, you're going to touch it and maybe you'll figure something out and that gives you a competitive advantage. So I still believe that the person who is constantly experimenting will always kick the ass of those who don't.
Will we have anyone to sell to?
Martin Hurych
Will we even have anyone to sell to? There's a lot of talk about the AI salesperson being more efficient than the salesperson, but there's still a blind guess as to the person you're going to sell to. I don't know why, but what is forgotten in these discussions is that he too will have AI. AI can already buy commodities today on its own, so you have no one to talk to at all. For example, how do you look at this thing, will we even have anyone to sell to?
Petr Zelenka
I think all entrepreneurs and CEOs should start with some internal alignment over those basic go-to-market issues, and it's probably more important than . To sit down and align what the impact of AI is going to be on our business or on our products over the next 5, 10, maybe even 15 years. It's an estimate, it's clearly inaccurate, but if we haven't thought about it, we won't know one bit.
Now I will comment on the question of whether the persona we are selling today will exist. Here in Hackerly, if it was the traders, as you mentioned, the moment all the research and surveys show that 70% of the traders will be gone in 10 years, our market will die out. So what do we do with that, we're going to have to change the persona, what's the ideal client going to look like, what are the problems that ideal client is going to have? How do the solutions we have today solve those problems and how will they solve them? Some products will have completely bad margins, some products will be completely irrelevant. So how do we differentiate ourselves, what do we have that's so amazing that we kick those competitors' butts?
I think that's terribly dangerous because I don't see many companies strategically addressing that today. Take the fact that if you don't understand where you're going, you don't understand the future, you have no idea where to stand. So you're going to go on a lark, and if you're going on a lark, the likelihood that you're not going to take this company where you're supposed to go is awfully high. The moment you don't lead it where you're supposed to, it costs you a lot of money and a lot of some market potential. I feel like it's not talked about much, but it'kind of a hidden killer.
Why will one persona be the AI itself?
Martin Hurych
I didn't mean for this episode to be pessimistic, so far it seems that way, but I have to say that from what I can see, it really is. When you mentioned the personas, I actually figured that one persona would be the AI because I have to learn to sell the AI in a way that the AI will sell me to whoever is buying and I'm starting to look at the AI as my strategic partner in terms of business. In the exact same way that I'm building a partner network, I figured I should be building a strategic network of models that my customers use. Does that make sense?
Petr Zelenka
Absolutely. Take what smaller, medium and large companies will do even within procurement. They'll have some kind of AI agent where they want to buy something, they have 60 parameters defined for it and they want to find the best vendor globally. This is important to us, these are the values we have and they go into that kind of detail. You on the vendor side, you're going to be dealing with somewhere that AI is going to read all this information and put you in that picker. It's going to spit out to them that these are the three that they should . What's that meeting gonna look like? We're going to go sniff each other out, if we sit down humanly, the cultures fit in some way, it's going to be straight about some complex solution to my specific problem, so we're going to skip a lot of stuff and it's going to be a lot of negotiation. So the remaining traders will be very much negotiators.
Martin Hurych
The question is whether the two AIs will talk to each other and work it out together.
Petr Zelenka
Up to a certain size of orders it will be more and more like that, but from a certain size of orders onwards you will still want to have that Martin who is still the managing director or some representative of the company. But anyway, it's not ultimately decided by the AI, it's ultimately decided by the customer, how that customer wants to shop, how comfortable they are. Anyway, we're just going to adapt to that, that's all.
Why do 70% of shoppers want help from the retailer?
Martin Hurych
Also thanks to Covid, many companies tell me that they have decimated their online contracts, that people have learned to trust or verify themselves in some way, and that the primary problem today is not the price, but the complexity of the solution offered. So I would assume that relatively simple things are probably to understand this way. The moment you have something to the customer, that's where I expect those salespeople will be needed. You said in the prep that, according to HubSpot, only 3% of customers trust retailers. Interestingly, Gartner recently showed a statistic that when a shopper has a problem, up to 70% of shoppers welcome someone physical to help them. Does this make any sense yet?
Petr Zelenka
It does, because there is a great fear psychologically on the part of the customer of screwing up the purchase. They have a strong fear of making a bad purchase and we as marketers need to help them with that and that's what it's built on. But to do that, as that marketer, I really have to be good at building trust and being trustworthy and behaving in a trustworthy way, which the vast majority of them don't do very well. All of a sudden that salesman stinks about how he's all about his pennies at the end and you stop trusting him.
So in the end the shopper goes to ChatGPT and asks, because ChatGPT is not yet directly motivated to sell me anything. That means it's a more trusted source and I can still
to verify those sources. We're going to be in a trust war in this deal and whoever is able to really establish excellent trust among those traders has a chance to sell and whoever doesn't will be replaced. Only the really top traders will survive this.
Why do we trust the GPT more than the trader?
Martin Hurych
I'm going to repeat here what I say quite often, I divide people in business into feeders, salespeople and salespeople. I wouldn't worry about salespeople, but I agree that there are woefully few of them here. I guess you might as well try to mentally cut or build up the feeders and salespeople in companies. I do want to go back to what you said though, that ChatGPT will recommend something and we'll trust him more than the salesman. So I'll trust ChatGPT and then you'll come along and say I got something wrong because I'm not an expert on the subject, but I'll still make my opinion clear. How are you then going to shoot me down that I'm wrong and how are you going to build that trust and how are you going to help me not to rush into that pit?
Petr Zelenka
That's the skill set these traders need to learn. They have to learn to sell and act more like a doctor, so do better diagnostics, discovery, like when you go to the doctor today. What's turning doctors today in a completely unreal way is we look at ChatGPT or we look at Google and we're already going to that doctor and we already know exactly what's wrong with us. Now we're challenging that doctor versus our truth, because we've already kind of decided what's wrong with us, and they're completely done with it. We're going to see this happen more and more because very often the client feels like they know more than the salesperson and honestly it's sad, but they often know more than the salesperson.
But in this one, it sells very differently. We used to hold the information as salespeople and the shopper had to follow us because only we had the information. He had to for price and for some details and he had to talk to us and we kept it to ourselves so he had to. But they don't want to talk to us, all the research shows that very often the customer doesn't want to talk to the salesperson, but if they have to, fine. But at the same time, it also shows very nicely that if they don't talk to him, if the doctor isn't there, he regrets the purchase much more afterwards. So it shows that there's room, there's definitely room for that salesperson, for that expert, for that buying coach, not the classic salesperson that we all see in front of us today. But there are not many of those traders. It hasn't gotten here today, so all of this is ahead of us, and anyone who wants to keep a very high-paying job is going to have to learn. On the other hand, for those salespeople who can do it, who know sales methodologies, because they are really top salespeople, there is a wonderful future. Those companies are really going to stand on those, it's going to be a terribly important job and there's going to be less of them.
Why are we moving from sales to business development?
Martin Hurych
When I was preparing for this podcast with you, I realized that we're moving from traditional sales more into business development, because that's where you can show those coaching skills. That's where you can de facto help because from experience, a lot of owners and directors objectively don't have the time to figure out ROI, models and things like that. The moment you get to that stage, I feel like you can play that role of curating the information that they then have to look for on that ChatGPT. You're going to be educating them before they even start looking for something, which of course in consultative selling today you should be doing. We've opened up a bunch of questions here. You're consulting, you're training, you're coaching, so where are you currently taking your clients? What are you doing with them, what are you preparing them for? So that this podcast isn't just about me managing and sending it against the wall somewhere because that's a no-go, so that I also get something tangible out of it that I can do in a Peter Zelenka kind of way?
Petr Zelenka
Basically now we've mentioned x skills I need to learn. I'll maybe follow that up with what is absolutely the biggest barrier before you want to automate anything with those AI agents. When you go into the vast majority of companies today as a salesperson, you're asked how you're going to sell their product or service. They'll give you the technical specification of the product, the service, train you on they're selling, and leave it up to you. The better of those companies have a well-described sales process, but how many of them have a well-set sales methodology? What I by that, I have a sales process, there's steps where I have to take that client from point A to point B, where point B is hopefully the final point.
That sales methodology describes how I do what I do, how I do the steps, what they are, what techniques, what I say. We're to the scripts. Nowhere is it described those companies what is the ideal way to sell such and such product today as of this second. That's the problem because if I don't have it written down exactly, I don't have it picked out from those top salespeople and I don't have that sales methodology in there, I'm not able to automate anything. I have to tell these things to the agent because he doesn't know what to do otherwise. Otherwise, I'm doing the classic stupid thing of automating a broken process. If you do that, you're gonna kill your sales.
What does the sales process look like today?
Martin Hurych
Is the sales process still a linear thing for you, or is it a bit of chaos and improvisation? I understand that you always have to go through some checkpoint at some point, that you've collected all the stuff. How do you look at it?
Petr Zelenka
The way I look at it is that if there's a point A, it's definitely non-linear, it's like this and this is how it goes until I get to point B somehow. It's linear chaos. I'm progressing linearly through some total mess of what's going on in that business process, but when I've done 100 orders, 1,000 orders, those things are terribly repetitive. If someone says otherwise, then that means you haven't closed enough of them. If you close enough of them in that one product on that one segment, you'll see patterns and it's over and over again with little nuances. That's when you have that described, you know how to sell. This if you don't have this described, you don't have a scalable business, you don't have a predictable business. That's unfortunately how those CEOs, entrepreneurs and sales leaders rarely look at it, America is miles away in this, they spike it in an incredible way. I'm really worried that we're terribly behind, and as we're behind in this, we're not going to catch those AI agents, because you just can't do it without that.
Martin Hurych
When someone says sales process or sales script, I see a bunch of owners or sales directors trying to automate those sentence-by-sentence processes. I think that's also but a deadly approach in the age of AI, that I would expect that at every one of those stages of the deal you should have something that we older guys used to write as a book of objections. Right?
Petr Zelenka
Certainly, the book of objections is just one of the foundations of the whole documented process that I am describing here.
Martin Hurych
I can see that I should have more books like this for each phase, so I can feed the data, what if.
Petr Zelenka
Exactly, and we call it playbooks. I have a playbook for discovery, for some uncovering of the client's needs, then I have a playbook for qualification, then I have a playbook for some presentation or demo of the solution, but I have a playbook for everything. Then the exact objections come in, so I have a playbook for objections, I have it documented somewhere, and those things build on each other in some way. You have to load that into the agent, just like you would have to load it into the person ideally, but you don't have that.
Martin Hurych
Can AI help me with this anymore?
Petr Zelenka
A little bit yes, but we have to remember that when you ask AI about sales methodologies, please be careful there, AI is trained for all the ballast of that nonsense on the internet. So be sure to be careful and I wouldn't use stuff from AI as far as this goes, let's ride out what the typical objections are to this persona. He may be able to do that, but he can't write you out the best way to address them and what to say to those objections. But you can do things like that today, you take AI, we did one product that we don't have anymore, but we basically did probably the world's first AI sales mentor.
We went to America with that and basically within a year we had something like 100 clients there. It was de facto ChatGPT, which was trained on just some specific data, not the ballast, so that if you asked a question, you'd get a really valid answer from a good source. At the same time, it could ask you questions and it coached those salespeople on certain situations, so it was kind of a mentor. But to finish this beautiful story, OpenAI came up with their great custom GPTs feature and those clients were able to do something very similar to that all of a sudden in theory. So suddenly it was clear that even though it looked like was going to be good, we had to abandon it because it was clear that we weren't going to make a big company out of it. But you want to look at it with the same logic, so that the AI is taking the wisdom from the right sources.
What are the business fundamentals that will survive AI?
Martin Hurych
If I understand you correctly, what you are actually saying is that there are fundamentals in a trade that don't care if they are executed by a trader or a virtual trader. Now let's sort of summarize them at the end. What do I have to have ready in my firm to recruit some good traders today, but then the day after tomorrow to put them back on the street and plug in a zooming colleague instead?
Petr Zelenka
When we talk about smaller companies, it starts again with that founder or that CEO or whoever is handling the business from that leadership. I always tell even entrepreneurs who are maybe looking for that first salesperson, until know and have well documented how they themselves are selling it, it's not a good idea to pitch that salesperson. I still always like to advise them to have two rather than one because the one usually falls off. But I think what's going to happen a lot is you're going to hirer some whole team somewhere near a million dollars and de facto somewhere around $5 million in sales, so you're almost out of it. That whole range that I mentioned is going to shift because as there are less of those salespeople, much more automation of those things, paradoxically those sales are going to be on those entrepreneurs. It's going to be on their shoulders a lot longer, the need to learn how to sell, and they're going to be the main salespeople.
Summary
Martin Hurych
If people clicked through very quickly and got to this , what would they take away this podcast?
Petr Zelenka
Work on your skills and if your company doesn't have perfectly documented how you sell your product, then realize that your company doesn't own the know-how of how to sell your product and that's a problem. Sit down together for 2 days, make it nice, go out to a hot spot and like I said, answer those questions that I mentioned at the beginning of the podcast. What impact is AI going to have on us, how is the persona going to change, what are our differentiators going to be, do a whole new strategy, think about the business like you're building a whole new company. Tell yourself you don't have one and do it again. Obviously, you're not going to redo it, but you're going to come up with some very interesting things.
By the way, Martin and I have agreed to throw in our assessment on AI go-to-market strategy to this podcast. Basically, it's a 15-minute set of questions that if you go through, it's going to expose you so easily the different gaps that you have just in those questions, in that strategy, and maybe give you some easy advice on how to patch it up. And then we also agreed that we would select, at our expense, 30 people who would really fill out the questionnaire or the assessment in depth in a really good way, and we would select them. We'll analyse it even more, now manually, meet with them and if we do, we'll advise them on how to take it forward.
Martin Hurych
The information about this bonus is already attached here somewhere or, in the worst case,www.martinhurych.com/zazeh will have information on where and how to get the information and where the assessment is located. Peter, thank you so much, I don't want to sound negative to the audience, but I think we've opened up a bunch of things here where the more ambitious companies really need to buckle down and take a whole new look at their business, thank you for that.
Petr Zelenka
We have said a lot of theoretically negative things here, but the world we know here today will not be completely negative, that is theoretically negative. But I think for any businessman, this is actually the biggest opportunity that's probably ever been here. But I've got to get off my butt, I've got to experiment, I've got to look, I've got to start working much harder than I was working before, which is bad , but good news for some people. We've got an incredible period of prosperity ahead of us for me if we do this right.
Martin Hurych
Thank you for sharing your views on the matter here and I will hope that maybe we will meet again here in some time.
Petr Zelenka
I'll be to. Thank you very much for the invitation, have a day.
Martin Hurych
If Peter and I have motivated you to look at how your business, your company, your marketers stand up to competition from , then we have done our job well. At a like this, I have one request. Consider if it's a good idea to give me a like or a subscription where you're listening or watching right now. Alternatively, send this episode to a friend, a friend's friend, or wherever it could theoretically be useful. I'll reiterate my invitation to join my newsletter, which at this point is already subscribed to by over 1,400 owners and CEOs of engineering, technology, and manufacturing companies. All you need to do is check outwww.martinhurych.com/newsletter . If you go to /zazeh on that same page, you'll find the promised bonus, this episode and all the others.
Remember, if you need to get your business moving, don't be afraid to reach out. Until then, I keep my fingers crossed for you and wish you success not only in the fight, but also in the use of artificial intelligence. Have a great day, thanks.
