Transcript
WEBVTT 1 00:00:00.320 --> 00:00:05.639 Looking for a guaranteed way to create content that resonates with your audience? Start 2 00:00:05.679 --> 00:00:10.589 a podcast, interview your ideal clients and let them choose the topic of the 3 00:00:10.710 --> 00:00:15.109 interview, because if your ideal clients care about the topic, there's a good 4 00:00:15.150 --> 00:00:18.989 chance the rest of your audience will care about it too. Learn more at 5 00:00:19.030 --> 00:00:27.460 sweet fish Mediacom. You're listening to be tob growth, a daily podcast for 6 00:00:27.579 --> 00:00:31.820 B TOB leaders. We've interviewed names you've probably heard before, like Gary vanner 7 00:00:31.859 --> 00:00:35.659 truck and Simon Senek, but you've probably never heard from the majority of our 8 00:00:35.700 --> 00:00:40.689 guests. That's because the bulk of our interviews aren't with professional speakers and authors. 9 00:00:41.289 --> 00:00:44.689 Most of our guests are in the trenches leading sales and marketing teams. 10 00:00:44.929 --> 00:00:49.929 They're implementing strategy, they're experimenting with tactics, they're building the fastest growing be 11 00:00:50.039 --> 00:00:53.600 tob companies in the world. My name is James Carberry. I'm the founder 12 00:00:53.600 --> 00:00:57.079 of sweet fish media, a podcast agency for B Tob Brands, and I'm 13 00:00:57.119 --> 00:01:00.799 also one of the CO hosts of this show. When we're not interviewing sales 14 00:01:00.840 --> 00:01:03.590 and marketing leaders, you'll hear stories from behind the scenes of our own business. 15 00:01:04.030 --> 00:01:07.269 Will share the ups and downs of our journey as we attempt to take 16 00:01:07.269 --> 00:01:12.269 over the world. Just getting well? Maybe let's get into the show. 17 00:01:19.939 --> 00:01:23.219 Welcome back to be tob growth. I'm Logan lyles with sweet fish media. 18 00:01:23.420 --> 00:01:27.859 I'm joined today by kidding call he is product marketing manager over at Springbuck Kenny. 19 00:01:27.900 --> 00:01:30.099 How's it going today, man, Hey, man, how you doing? 20 00:01:30.299 --> 00:01:34.810 Doing pretty good. I am doing fantastic. I am excited to talk 21 00:01:34.810 --> 00:01:38.090 to you today. We're going to be going over three steps to successful new 22 00:01:38.209 --> 00:01:42.370 product releases. Before we jump into today's topic, as we usually do, 23 00:01:42.489 --> 00:01:46.090 I'd love to kick it over to you, Kenny, to give folks a 24 00:01:46.129 --> 00:01:49.120 little bit of background on yourself, your marketing career and what you in the 25 00:01:49.120 --> 00:01:52.879 team at springbuck er up to these days. For a little bit of context. 26 00:01:53.439 --> 00:01:57.040 Sure. So I went to school for Marketing and get the pleasure of 27 00:01:57.120 --> 00:02:00.239 doing day to day marketing from what I studied in school, which I find 28 00:02:00.280 --> 00:02:04.950 a little bit of a rarity nowadays. So I'm enjoying doing that every day. 29 00:02:04.989 --> 00:02:07.590 Right out of college. I started out of car auction services, an 30 00:02:07.629 --> 00:02:13.629 automobile auction company, and I did quite a bit of marketing their early started 31 00:02:13.789 --> 00:02:17.580 my career. I started out with campaigns and promotions and learned a lot about 32 00:02:17.580 --> 00:02:23.939 that specific to partner marketing and really growing the customer and making sure that they 33 00:02:23.979 --> 00:02:30.969 are moving the right products along and their market, and then decided I really 34 00:02:30.009 --> 00:02:36.729 wanted to transition into something different, that being product focused or digital focused, 35 00:02:37.009 --> 00:02:40.530 and found that opportunity at springbuck to move into a product marketing role where I'm 36 00:02:40.569 --> 00:02:45.719 learning a lot about how to bring products to market, specifically in the cess 37 00:02:46.199 --> 00:02:51.080 world and being a being market and then with the product marketing role I sit 38 00:02:51.159 --> 00:02:55.159 right in the middle of marketing department, Sales Department and product market product teams. 39 00:02:55.280 --> 00:03:00.990 So learning a lot about communicating with different stakeholders cross of business and finding 40 00:03:01.030 --> 00:03:05.590 a lot of enjoyment and learning from different people. Yeah, absolutely. And 41 00:03:05.710 --> 00:03:07.550 so for a little bit of context for folks, what a springbuck do? 42 00:03:07.669 --> 00:03:13.539 What's the market you guys serve real quick spring bug lives within the health analytics 43 00:03:13.539 --> 00:03:17.740 space. We are a health intelligence platform. It extends beyond that traditional data 44 00:03:17.780 --> 00:03:25.860 warehousing and analytics helping specifically consultants and employers unlocked data and maximize the value of 45 00:03:27.060 --> 00:03:31.849 their employee health investments. So really health intelligence provide that streamlined, easy to 46 00:03:31.969 --> 00:03:38.129 use interface to confidantly assess plans and programs so those consultants and employers can spend 47 00:03:38.169 --> 00:03:43.759 less time sorting through all that data and have more energy to make the actual 48 00:03:44.000 --> 00:03:47.680 decisions that matter. Data Day, yeah, whether it's health information or any 49 00:03:47.759 --> 00:03:53.240 sort of category of our lives. were all swimming in data and making it 50 00:03:53.400 --> 00:03:58.150 actionable with with analytics is a key part of a lot of different business functional 51 00:03:58.189 --> 00:04:00.110 roles and just our day to day lives. So you guys are doing some 52 00:04:00.229 --> 00:04:05.550 good work. They're so let's dive into today's topic. Kenny on three steps 53 00:04:05.710 --> 00:04:11.340 for releasing a new product. Can it step one is really getting organized and 54 00:04:11.620 --> 00:04:15.219 planning a new product release. Tell us a little bit you know at this 55 00:04:15.419 --> 00:04:18.779 phase what you've learned and some of the best practices that you guys have found 56 00:04:18.779 --> 00:04:24.730 at Spring Buck as you're doing the planning for a new product launch. Sure. 57 00:04:25.250 --> 00:04:29.529 So, kind of that first stage is that ideation and the goals of 58 00:04:29.649 --> 00:04:32.490 what we want to bring to market, and that comes from a lot of 59 00:04:32.930 --> 00:04:40.120 talking with our customers or brainstorming and internal innovation that we're pushing forward with our 60 00:04:40.120 --> 00:04:42.639 company. And some of the questions were asking is like, what is it 61 00:04:42.839 --> 00:04:46.480 right? What's the value profit this that it's going to actually benefit for our 62 00:04:46.560 --> 00:04:50.000 customers? And then we ask the question what tier is it in? So 63 00:04:50.199 --> 00:04:56.149 we have three different tiers that we try and bucket a different product within the 64 00:04:56.230 --> 00:05:00.149 first one being client satisfaction. So is this going to be something that pleases 65 00:05:00.269 --> 00:05:04.230 our current customers or, perspective, customers that are going to become customers? 66 00:05:04.589 --> 00:05:10.779 And then that second tier is is it going to drive sales or partner expansion? 67 00:05:11.220 --> 00:05:15.420 So is it going to end up being a tool or product that sales 68 00:05:15.459 --> 00:05:20.889 will really benefit from, driving new net new business? And then the third 69 00:05:21.050 --> 00:05:25.649 tier is market uniqueness. So is it a differentiator in the market? Is 70 00:05:25.810 --> 00:05:30.810 it something our competitors are not doing? Is it a way that makes us 71 00:05:30.889 --> 00:05:34.050 stand out from the crowd and is something that we can call our own and 72 00:05:34.250 --> 00:05:38.639 really capitalize on? So those are the three piers and I like to put 73 00:05:38.639 --> 00:05:44.040 them in this ven diagram format understand where they overlap, because different products might 74 00:05:45.360 --> 00:05:48.920 fall into multiple tiers. So if it's clients as faction and drive sales, 75 00:05:49.029 --> 00:05:53.430 you know, maybe it's in the middle of those or maybe it's really meeting 76 00:05:53.470 --> 00:05:56.430 all three of those tiers and it sits right in the middle, in which, 77 00:05:57.310 --> 00:06:00.709 as we actually keep the product and go through the entire launch, we're 78 00:06:00.750 --> 00:06:04.220 going to capitalize on all of our tactics that we've identified or most successful for 79 00:06:04.259 --> 00:06:08.579 launching a product, because it meets all those different tiers. Hmmm, I 80 00:06:08.740 --> 00:06:12.060 love them. And so those three are one, is it going to help 81 00:06:12.100 --> 00:06:16.980 us increase client satisfaction to is it going to help drive mostly net new sales 82 00:06:17.060 --> 00:06:20.610 or some sort of market expansion? And three, is it going to give 83 00:06:20.649 --> 00:06:28.170 us some sort of competitive differentiation in the market? Depending on where you decide 84 00:06:28.290 --> 00:06:31.009 that, you know, a new product that you've decided to launch fits within 85 00:06:31.129 --> 00:06:33.720 those and I think you make a really good point that you know they're not 86 00:06:33.839 --> 00:06:38.120 just buckets. Look at it as a then diagram and does it, you 87 00:06:38.199 --> 00:06:41.759 know, fit in all three or, you know, seventy percent in client 88 00:06:41.839 --> 00:06:46.720 satisfaction, with a little bit into driving net new sales? Does that inform 89 00:06:46.839 --> 00:06:50.589 your approach differently, depending on where it falls on that ven diagram, in 90 00:06:50.910 --> 00:06:55.470 either how quickly you bring it to market, how you prioritize it, I 91 00:06:55.550 --> 00:07:00.269 imagine, depending on, you know, what your current objectives are at a 92 00:07:00.350 --> 00:07:03.220 high level within the organization. Depends on okay, where it falls in the 93 00:07:03.220 --> 00:07:09.180 van die a gram will help us prioritize it against those high level objectives as 94 00:07:09.259 --> 00:07:13.339 an organization. Would you agree with that? Yeah, absolutely. I think 95 00:07:13.379 --> 00:07:18.730 one of the things that we we will figure out across different stakeholders and different 96 00:07:18.769 --> 00:07:23.370 teams as is this going to be something we just waunt in the market right 97 00:07:23.370 --> 00:07:27.410 away, or is it going to be something we test and iterate and then 98 00:07:27.449 --> 00:07:31.319 launch and go through maybe a Beta period or pre launch with current customers to 99 00:07:31.360 --> 00:07:35.360 allow them to test this product and give their feedback on it and say, 100 00:07:35.360 --> 00:07:40.639 Hey, this does meet my expectations or the value that you're saying this will 101 00:07:40.720 --> 00:07:44.000 bring really isn't bringing me that value, but it brings me this idea. 102 00:07:44.120 --> 00:07:46.910 Maybe we have the opportunity to pivot before we do more of a general release 103 00:07:47.430 --> 00:07:51.949 to all customers and then start selling it to prospects. And so I think, 104 00:07:53.029 --> 00:07:57.149 based on the tears that we determine this product falls into, we have 105 00:07:57.269 --> 00:08:01.379 the opportunity to either go to a Beta period or just launching into market and 106 00:08:01.500 --> 00:08:05.980 then test and iterate along the way, depending on what tier goes into. 107 00:08:07.540 --> 00:08:11.779 Hey, everybody logan with sweet fish year. You probably already know that we 108 00:08:13.009 --> 00:08:16.329 think you should start a podcast if you haven't already. But what if you 109 00:08:16.449 --> 00:08:20.089 have and you're asking these kinds of questions? How much has our podcast impacted 110 00:08:20.250 --> 00:08:26.290 revenue this year? How's our sales team actually leveraging the PODCAST content? If 111 00:08:26.329 --> 00:08:30.839 you can't answer these questions, you're actually not alone. This is why cast 112 00:08:30.920 --> 00:08:35.320 it created the very first content marketing platform made specifically for be tob podcasting. 113 00:08:35.840 --> 00:08:41.590 Now you can more easily search and share your audio content while getting greater visibility 114 00:08:41.789 --> 00:08:48.070 into the impact of your podcast. The marketing teams at drift terminus and here 115 00:08:48.110 --> 00:08:52.750 at sweet fish have started using casted to get more value out of our podcasts, 116 00:08:52.909 --> 00:08:56.500 and you probably can to. You can check out the product in action 117 00:08:56.659 --> 00:09:05.460 and casted dot US growth. That's sea steed dot US growth. All right, 118 00:09:05.659 --> 00:09:11.370 let's get back to the show. Yeah, any best practices or even 119 00:09:11.490 --> 00:09:16.809 you know, sometimes we learn best from failures, right, any potential pitfalls 120 00:09:16.009 --> 00:09:20.889 in that user testing period that you go through, which, again, depending 121 00:09:20.929 --> 00:09:26.080 on where the new product falls in this ven diagram you've been sharing with us, 122 00:09:26.080 --> 00:09:30.639 might inform how you test it with current customers or whether you do a 123 00:09:30.759 --> 00:09:33.960 Beta or you know, those sorts of things. But in that testing period 124 00:09:33.039 --> 00:09:37.440 you know we can get some false positives or you know, different things like 125 00:09:37.559 --> 00:09:41.350 that, where we think we're getting this indication but it's not actually going to 126 00:09:41.429 --> 00:09:43.830 hold true when we bring it to market. Any pitfalls in kind of how 127 00:09:43.909 --> 00:09:48.950 you approach that testing and those initial feedback loops that you've seen as a product 128 00:09:48.990 --> 00:09:54.620 marketer? Sure, so, we've just put a product into Beta recently and 129 00:09:54.899 --> 00:10:01.100 it's something that we've experienced. Our customers are interacting with it and they've had 130 00:10:01.139 --> 00:10:03.860 a chance to use it for a little while now and said, Hey, 131 00:10:03.899 --> 00:10:07.019 I really wish it could do this and if it can't do this, then 132 00:10:07.059 --> 00:10:09.889 I don't really think it's going to be as beneficial as you had intended it 133 00:10:09.970 --> 00:10:13.730 to be. And so what we've done in reaction to that is extended our 134 00:10:13.769 --> 00:10:16.889 Beta period and said, hey, we're going to go back and go back 135 00:10:16.889 --> 00:10:20.169 to our engineering teams, development teams and we're going to build this into this 136 00:10:20.370 --> 00:10:24.000 product. They'll come back to you and expend that Beta, Beta period so 137 00:10:24.120 --> 00:10:28.720 that we can get that feedback and see if this meets the expectation and the 138 00:10:28.840 --> 00:10:33.440 full value that you were hoping the product would. And so right now we're 139 00:10:33.480 --> 00:10:37.549 in the stage of building that into the product again and then we'll go back 140 00:10:37.590 --> 00:10:41.470 to our group of Beta users, it's about ten, ten to fifteen users, 141 00:10:43.309 --> 00:10:46.309 and get their honest feedback, which has been very helpful in terms of 142 00:10:48.350 --> 00:10:50.980 is this product going to be successful and how do we want to go to 143 00:10:52.100 --> 00:10:54.460 market with it? And as I create the messaging to go to market with 144 00:10:54.580 --> 00:10:58.259 it, I can really capitalize on the value props that our customers think are 145 00:10:58.299 --> 00:11:03.220 most important of the product so that it really resonates for potential net new business 146 00:11:03.370 --> 00:11:07.370 and then other customers that weren't a part of the Beta period, that true 147 00:11:07.490 --> 00:11:13.169 value is realized really quickly. Yeah, that makes sense. So basically keeping 148 00:11:13.250 --> 00:11:16.889 that feedback loop very tight, as opposed to saying, well, this was 149 00:11:16.929 --> 00:11:20.879 a flop, take that and you know, you may be going all the 150 00:11:20.919 --> 00:11:24.559 way back to the drawing board, but maybe not entirely, but then go 151 00:11:24.799 --> 00:11:28.120 back to those users that have already given you feedback, as opposed to starting 152 00:11:28.200 --> 00:11:31.679 over with a brand new product and a brand new set of Beta users. 153 00:11:31.720 --> 00:11:35.470 I think that's that's really good advice. They're Kenny. So you mentioned something 154 00:11:35.509 --> 00:11:39.389 at the top of the episode I'd like to come back to and that is, 155 00:11:39.830 --> 00:11:43.909 I think, going to be crucial in this second step of a new 156 00:11:43.990 --> 00:11:48.019 product launch and that's aligning with the different departments that often product marketing sits right 157 00:11:48.220 --> 00:11:52.740 in between marketing, sales and product. Can you tell us a little bit 158 00:11:52.860 --> 00:11:56.100 about, you know, as you start to go to market with a new 159 00:11:56.179 --> 00:12:01.100 product, some things that you've learned in aligning with those three other functional roles? 160 00:12:01.139 --> 00:12:05.289 Yeah, of course. I think the biggest thing is just overcommunicate, 161 00:12:05.490 --> 00:12:09.129 and I'm just learning that over and over again, and I think one of 162 00:12:09.169 --> 00:12:13.570 the things I'm also realizing is it doesn't take a lot of time or effort 163 00:12:15.009 --> 00:12:20.679 to have high impact, and I think that an example that can be just 164 00:12:20.879 --> 00:12:22.840 sending a simple email and saying, hey, this is where we're at in 165 00:12:22.919 --> 00:12:26.759 the product release process, that we're in Beta period, and we to use 166 00:12:26.840 --> 00:12:30.990 that. Last example. Just learned this from our customers, so we're going 167 00:12:31.149 --> 00:12:33.830 back to the drawing board to add this into the product and just making sure 168 00:12:33.870 --> 00:12:39.590 that that's communicated across the team, making sure that our client success team knows 169 00:12:39.710 --> 00:12:43.149 that so that when they are on the phone of those Beta users daytoday, 170 00:12:43.629 --> 00:12:48.779 understanding how they can keep that relationship positive, that they know that, okay, 171 00:12:48.860 --> 00:12:52.659 they have provided feedback for our product. That's in production right now and 172 00:12:54.539 --> 00:13:00.690 that relationship is a to way street, so that basically that customer success team 173 00:13:00.769 --> 00:13:03.889 knows that those conversations are happening or on the other end, product will know, 174 00:13:05.049 --> 00:13:09.889 hey, this is what we're hearing from the Customer Success Team K on 175 00:13:09.970 --> 00:13:15.440 the daytoday basis, and they're struggling with maybe data issues or maybe they're trying 176 00:13:15.480 --> 00:13:20.159 to go to market with Spring back to grow their business and they'd really like 177 00:13:20.399 --> 00:13:24.639 to have this feature represented. So making sure that each team kind of has 178 00:13:24.720 --> 00:13:28.990 a voice at the table, and I kind of become the cog or the 179 00:13:28.070 --> 00:13:33.029 middle of that to make sure every team has a voice there. Yeah, 180 00:13:33.110 --> 00:13:37.230 absolutely, I think it echoes what we were talking about, you know, 181 00:13:37.350 --> 00:13:41.460 with the customer facing communication and keeping those feedback loops tight, with just regular, 182 00:13:41.580 --> 00:13:46.259 consistent communication with those other departments as going to keep you on the same 183 00:13:46.299 --> 00:13:50.299 page as you move through the process. So we've got, you know, 184 00:13:50.659 --> 00:13:56.090 getting organized, deciding where the the new product fits in your overall strategy, 185 00:13:56.450 --> 00:14:01.129 aligning with the other departments that are going to be crucial in a successful new 186 00:14:01.169 --> 00:14:03.490 product launch. And then, you know, step three really is, once 187 00:14:03.570 --> 00:14:07.009 you've launched, how do you measure success? And you know this. There's 188 00:14:07.049 --> 00:14:09.879 probably no, you know, just one and done, quick, easy answer 189 00:14:09.919 --> 00:14:13.360 to this, but I would love to hear from you, Kenny, some 190 00:14:13.440 --> 00:14:16.720 of the ways that you guys approach measuring success after a new product launch, 191 00:14:18.279 --> 00:14:20.159 some of the leading indicators, some of the things that you do once you 192 00:14:20.320 --> 00:14:24.389 bring a new product to market to test and iterate, you know, in 193 00:14:24.549 --> 00:14:28.230 this third stage of the process. Sure. So what we're doing today is 194 00:14:28.950 --> 00:14:35.509 defining a process for collecting success on our product. So, thirty days after 195 00:14:35.629 --> 00:14:39.139 launch, we're going to meet with all those teams, the sales team, 196 00:14:39.299 --> 00:14:41.779 product team, marketing team. We're going to sit around, we're just going 197 00:14:41.779 --> 00:14:46.659 to talk about, Hey, what well through our product release process and say, 198 00:14:46.259 --> 00:14:50.419 now that it is in market, what are the results look like? 199 00:14:50.659 --> 00:14:56.049 Has It driven good conversations? Has It allowed you to get your foot in 200 00:14:56.090 --> 00:15:00.169 the door in a conversation you've been trying to have for quite a long time 201 00:15:00.210 --> 00:15:03.730 and now with this product and feature in our playbook, then it allows us 202 00:15:03.889 --> 00:15:11.279 to actually have that conversation. Or maybe it's actually helped you to get a 203 00:15:11.440 --> 00:15:16.399 few new opportunities that you wouldn't available to get before capturing those results and then 204 00:15:16.440 --> 00:15:22.029 actually sharing them and putting them on paper allows us to set up better goals 205 00:15:22.070 --> 00:15:26.870 for the next product as it launches. I think today is a little bit 206 00:15:26.950 --> 00:15:31.909 difficult and something that we're learning and I think it'll just continue to become more 207 00:15:33.029 --> 00:15:37.580 clear what those goals should be as we continue to measure the success after it 208 00:15:37.659 --> 00:15:41.460 launches. What are some of the other like kind of benchmark points that you 209 00:15:41.539 --> 00:15:46.419 guys have put outside of that, you know, thirty day meeting kind of 210 00:15:46.620 --> 00:15:50.009 further into the future for folks that are maybe getting ready to go through this 211 00:15:50.129 --> 00:15:54.610 process as they think about okay, what should be our cadence of reviewing things 212 00:15:54.649 --> 00:16:00.250 beyond that initial period? Kenny, right now we're folcusing on revenue goals and 213 00:16:00.809 --> 00:16:08.120 can as we launch new products, can they increase potential revenue and forecast in 214 00:16:08.200 --> 00:16:12.240 that revenue can be difficult, but something that if you align a product and 215 00:16:14.240 --> 00:16:18.360 it is maybe a differentiator in the market, try and put a price tag 216 00:16:18.440 --> 00:16:22.590 on it based on customer research and then forecast out to say, if we 217 00:16:22.750 --> 00:16:30.309 can generate this amount of income and potential net new business down the road time 218 00:16:30.470 --> 00:16:34.860 to this product, then we can deem it successful and keep promoting it as 219 00:16:36.019 --> 00:16:41.419 is or shift in our strategy and say maybe we need to increase the cost 220 00:16:41.539 --> 00:16:45.740 because everyone's buying it and saying it is the best product in the market and 221 00:16:45.940 --> 00:16:51.409 that's that's a great opportunity. Yep, absolutely, I love that kind of 222 00:16:51.529 --> 00:16:55.529 two sided approach to measuring the the impact on revenue. I mean one just 223 00:16:55.649 --> 00:16:57.409 that you're talking about it and so many marketing leaders we talked to on a 224 00:16:57.409 --> 00:17:02.080 day to day basis on this show and offline are talking about, you know, 225 00:17:02.159 --> 00:17:04.640 aligning themselves to revenue goals. So I love to hear you say that 226 00:17:04.680 --> 00:17:10.519 as a product marketer as well, and so you know what you were saying. 227 00:17:10.559 --> 00:17:14.440 They're Kenny is, you know, try to extrapolate out a potential forecast 228 00:17:14.519 --> 00:17:18.990 based on the value or your assigning to this new product and don't just look 229 00:17:18.990 --> 00:17:22.430 at Hey, did we get to where we wanted to go? But if 230 00:17:22.470 --> 00:17:25.470 you way overshoot that, that's not a bad thing. Like you said, 231 00:17:25.509 --> 00:17:27.710 it's a great problem to have, but you may need to revisit, you 232 00:17:27.789 --> 00:17:32.220 know, the pricing strategy with it because you may be leaving money on the 233 00:17:32.259 --> 00:17:34.900 table. I think that's that's great advice to not just, you know, 234 00:17:36.019 --> 00:17:38.259 accept hey, we blew it out of the water and and let's keep pressing 235 00:17:38.339 --> 00:17:42.339 on as is. You want to pay attention to that just as much as 236 00:17:42.420 --> 00:17:48.289 if you fall short of those revenue forecast goals as well. Kenny, this 237 00:17:48.329 --> 00:17:52.250 has been a great conversation. I love the way that you've kind of broken 238 00:17:52.289 --> 00:17:56.089 down into three steps. New Product releases. One of the things we like 239 00:17:56.210 --> 00:17:59.640 to do with a lot of our guests here on BB growth is ask them 240 00:18:00.319 --> 00:18:04.160 a learning resource that's been informing their approach lately, as we try to help 241 00:18:04.240 --> 00:18:08.240 folks embody one of our core values here at sweet fish to never stop learning. 242 00:18:08.279 --> 00:18:11.559 So, whether it's a podcast, a book, someone you follow on 243 00:18:11.720 --> 00:18:17.109 social I would love for you to share with fellow marketers out there something that's 244 00:18:17.150 --> 00:18:22.029 got you excited or is helping improve your approach, either personally or professionally lately. 245 00:18:22.470 --> 00:18:26.829 Sure I actually have two things that come to mind quickly. The first 246 00:18:26.910 --> 00:18:33.980 being taken some time to actually rest and just regenerate my brain and doing something 247 00:18:33.059 --> 00:18:37.460 creative outside of work. It just allows me to be so much more productive 248 00:18:37.859 --> 00:18:42.609 in the daytoday work life. And I think it was Ken Coleman works with 249 00:18:42.650 --> 00:18:48.849 Dave Ramsey. He said burnout is not really something that is existent. It's 250 00:18:48.890 --> 00:18:52.490 just people that don't actually take the time to rest their mind and their heart 251 00:18:52.609 --> 00:18:56.640 and actually focus on what one are the most important things at least once a 252 00:18:56.720 --> 00:19:00.519 week, and so I try and practice that and it keeps me high energy 253 00:19:00.640 --> 00:19:04.200 and keep some focus on my daytoday. So that's that's the one thing. 254 00:19:04.319 --> 00:19:08.400 And then the second thing has been interesting resource, not a book, not 255 00:19:08.559 --> 00:19:14.869 a Podcast, by a slack channel specifically for product marketers. It's product marketing 256 00:19:14.910 --> 00:19:21.630 alliance. Out there different channels like product marketing, questions, resources, different 257 00:19:22.990 --> 00:19:26.940 general content. That just allows me, on a team of one right now, 258 00:19:26.140 --> 00:19:30.859 to have a channel to collaborate with other product markers that have similar challenges 259 00:19:32.299 --> 00:19:37.059 in their day to day and talking among different stakeholders within a business can be 260 00:19:37.140 --> 00:19:40.650 difficult at times, and just having a place to say hey, are you 261 00:19:40.769 --> 00:19:45.769 going through a similar challenge and bouncing those ideas off each other has been pretty 262 00:19:45.809 --> 00:19:48.289 good resource to me. I love it, man. So will put a 263 00:19:48.369 --> 00:19:52.410 link to that Product Marketing Alliance slack channel in the show notes since it's been, 264 00:19:52.769 --> 00:19:56.279 you know, so valuable to your approach, especially anyone else listening to 265 00:19:56.400 --> 00:19:59.279 this in product marketing. We want to make sure they've got access to that 266 00:19:59.359 --> 00:20:03.400 resource. So I really appreciate it and I can echo what you're saying about 267 00:20:03.400 --> 00:20:07.230 about burnout, not only taking time for rest but, like you said, 268 00:20:07.230 --> 00:20:11.190 taking time for other creative endeavors not associated to work and how they're going to 269 00:20:11.829 --> 00:20:17.750 help you do better work and be more creative at the job at hand, 270 00:20:17.789 --> 00:20:19.750 day in a day out. So love what you're saying there. Kenny, 271 00:20:19.750 --> 00:20:23.059 you've been a great guest on the show. If anybody listening to this would 272 00:20:23.059 --> 00:20:26.900 like to reach out or stay connected with you, what's the best way for 273 00:20:26.059 --> 00:20:32.140 them to do that? Yeah, you can reach me on Linkedin and Kenneth 274 00:20:32.180 --> 00:20:37.329 l hall, backslash or Kenny Hall just searching with Springbuck, or you can 275 00:20:37.369 --> 00:20:41.730 shoot me an email at Kohol at springbuck bacot. I love it. Man, 276 00:20:41.809 --> 00:20:42.970 thank you so much for being a guest on the show today. This 277 00:20:44.130 --> 00:20:47.849 was a lot of fun. Thank you so much. We totally get it. 278 00:20:48.250 --> 00:20:51.640 We publish a ton of content on this podcast and it can be a 279 00:20:51.759 --> 00:20:55.799 lot to keep up with. That's why we've started the BB growth big three, 280 00:20:56.240 --> 00:21:00.480 a no fluff email that boils down our three biggest takeaways from an entire 281 00:21:00.599 --> 00:21:04.710 week of episodes. Sign up today at Sweet Phish Mediacom. Big Three, 282 00:21:06.069 --> 00:21:08.430 that sweet fish Mediacom Big Three
