Transcript
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That's true. Grand Experience happens with
customer success departments, and that's where you
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really need to humanize. If you
want to talk b Tob Growth, then
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you want to talk to Ed Brialt. He's chief marketing officer at a premo
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and he owns the entire marketing process
up through the BDR and str function.
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With current mantras like the personal brand
is the new company brand and your customer
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is your new marketer. He's been
looking for ways to humanize via premo brand.
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My name is Ethan Butte, coauthor
of the Book Rehumanize Your Business.
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Chief evangelist at a software company called
bombomb and host of the CX series here
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on BB growth. Get ready for
a conversation with ED on extraordinary influence congruents
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between brand promise and customer experience.
EDS to mantras, why, as a
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triathlete, he does some of his
best work on his bike, and about
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the book rehumanize Your Business. Here's
the conversation with Ed. Differentiating your brand
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by humanizing the experience. That's the
theme of today's conversation. Our guest is
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spent the past dozen years in marketing
strategy and pre sales rolls with a premo,
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a digital asset management and Marketing Resource
Management Platform serving twenty five percent of
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fortune one hundred companies. Their customers
have household names like Microsoft, CVs,
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kraft, Hind Stanley, Blackendecker,
Bank of America and ATNT, to name
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a few. He currently serves as
a premost chief marketing officer and takes responsibility
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for all aspects of global brand and
growth, including brand experience, product marketing,
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demand, Jin ABM and more.
Edbury all, welcome to the customer
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experience podcast. Thanks for having Ethan. Yeah, I really appreciate you making
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the time. I know we're in
an interesting time. So before we get
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going in earnest, you know,
we're recording this on Friday, March Twenty
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of two thousand and twenty. How
is the coronavirus kind of affected you,
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or your family or your customers or
your work at share any thoughts that you
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have right now. We were talking
a little bit about triathlon in the mindset
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going in. I think that applies
here as well. So just love to
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open on any thoughts or experiences you've
had lately. Sure, I mean I
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physically and emotionally. It's I think
it's brought us all closer together. You
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know, when I think about I
just posted a picture on Linkedin with me
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and my three girls in my many
Australian shepherd all huddled up at the dining
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room table. They all have their
laptops on. It's, you know,
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this the consistency, the continuity of
business and education. I mean we need
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to keep, you know, pressing
forward, but we've come together to do
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that now, so that's been fun. And then with customers, you know,
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it's really like it. This is
a great opportunity to give our customers
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a big hug and, you know, because we're all going through this together.
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Other at the human level, which
is, you know, what we'll
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be talking about. I mean that
impacts aren't just, you know, business
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centered there they're being what we're going
through has a lot to do with our
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home lives and our personal lives and
it's something that, you know, it's
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not really a financial crisis and we
look at some of the challenges we've had,
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you know, and have gone through
before. This is a this is
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a human situation. So I think
it's brought us all closer together. Yeah,
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really good perspective and that is one
of the silver linings that I think
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became obvious as more people started sharing
stories and photos like the one you just
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described, as like we all get
a lot more facetime with our families.
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I mean, I may, I
know that you work not in the main
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office, at a primum. I
know you're in Pittsburgh in the main office
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is in Chicago, but you know, for me, I only work five
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minutes from my home, but I'm
seeing my wife and son a lot more
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now that I was, say,
you know, a month and a half,
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two months ago, which is a
really nice silver lining. And and
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then on the other side of what
you said, there is all of our
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customers and our future customers who are
reaching out to are probably experiencing the same
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thing. So we're all I mean
just let's set aside any of the anxiety
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that the situation produces and just focus
on the immediate situation they're seeing themselves.
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Were experiencing ourselves a lot more,
as you know, family members on a
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day to day basis, and so
we can meet our customers there and make
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a much stronger connection, I feel
like. And we need to cheers to
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your point of we need to give
him a hug. That's really good language.
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So let's get started. In earnest
here. Customer experiences obviously the theme
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of the podcast and so I always
like to open with your thoughts or characteristics.
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When I say customer experience. Words
that mean, do you add?
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Yet? Customer experience for me is
really that when I deliver it, it's
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really a like to call it a
brand promise. You know, it's really
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those things and they're not always the
brand promise isn't always explicit, but it's
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it's that the the truth in the
the livery or service that you get from
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from a product or brand. And
you know, we can say things,
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you know, we can write words
down and have words up on a wall,
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but customer experiences delivery on a promise
that you make and you hold true
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too, and hopefully that customer experience
is really good. And if it's really
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good then you know you create advocates, advocates of your brand or your product,
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and I think that's what the sort
of really the truth in transactions that
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we make today. Love it.
So it does obviously start with words,
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but it can't just be words on
a wall. To just go one step
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deeper there, you know, as
this promise that you're making, you know
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the brand is making it and,
of course, the people are making it.
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You have any like mechanisms or approaches
or things that you've done over the
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years to it to make sure that
your people are bringing it to life and
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honoring the promise that you're making in
concept? Absolutely, and I think it's
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this continuous from the point of them
having a need for something and you delivering
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it, and then once they it's
delivered, it's then that value from what
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they were looking for is eventually realized, and then that's, I think,
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when the real experience starts, because
now that they've got that promise, realize
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that value is, can you stay
in front of them adding value? And
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so when we things that we do
or things that how we think about it
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is that you always need to it
always has to be on and it's one
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of those things. It's like take
your iphone as an example. If you
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don't plug that thing in, what's
going to happen? That battery is going
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to drain, and that's the same
thing with the customer experience. If you
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don't continue to power it up and
keep it plugged in, stay connected,
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then eventually, you know, the
battery is going to turn red and it
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will shut off on you so it's
one of these things that you need to
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have this continuous and interconnected from the
nose to the tail of that which is
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it is that you put in market
and promise, and so making sure that
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you've got your energy, your focus
on an emp with the where they are
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in that that journey with you with
your brand, because you know, as
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we know, things continue to change
and you need, we need to understand
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where they are and then making sure
that you're valuable where they are when they
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need you. So just really having
that view, approach and service level to
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always, you know, keeping keeping
that customers to experience supercharged. Love it
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really simple analogy, but a really
powerful one too, and I like that
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you added the timing element as well. So listeners have context. Obviously introduced
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a premo generally, but I would
love for you to talk about your company
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specifically. You know, who are
your customers and what do you solve for
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them? Absolutely so, a premo
is a digital asset management and Work Management
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Software Company. We are global and
nature, as you mentioned. You know,
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we definitely have a lot of enterprise
brands, and so did you asset
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management for customer experience. Think about
one of our customers, the Home Depot
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is an example. Most folks know
the Home Depot. Any piece of content
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that anybody has ever experienced, any
touch point in the home depot experienced has
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it's from the point of its origination
to that touch point of experience. A
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premot powers that. All of those
sort of behind the scenes activities within the
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brand, you know, the strategy, the planning, the how they want
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to go to market, the budgeting, the workflow elements, right, the
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how that content gets to market,
making sure it's aligned to strategy and that
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you get the team. So now
this work management aspect of working with your
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the creative teams, your brand teams, you are if there's regulation associated with
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things, all of your go to
market teams stay aligned to get content out
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in all these experience channels, like
your ecommerce platform, like they're amazing mobile
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device where I learned how to do
read you all the plumbing in my kitchen.
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I reinstall the sink with the home
depots content, very rich educational content,
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and then really that life cycle of
content for an enterprise brand, and
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you know they do. There are
really strong brand that uses content to do
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great storytelling and education and, yeah, a premost really the underpinnings of that
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and delivery of the that content experience. Good job on your sink, by
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the way. I assume that it's
all going well and what a cool thing
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to be able to easily learn to
just one more layer here. I assume
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these are my assumptions, so correct
me where I'm wrong or affirm my assumptions.
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You know, when you're in kind
of the discovery phase, essentially the
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left side of a bow tie funnel, prior to the commitment to do business
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with the premo, where are you
starting in an organized organization? I assume
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they I assume that your sales and
marketing folks are engaging probably multiple, multiple
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decision makers. I mean this is
deep into the brand and deep into your
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customers business, so they're probably multiple
decision makers. But kind of where's that
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conversation? Starting on the, you
know, by side, and then once
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it gets turned over to customer success, Account Management, however you you define
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that for your organization, that WHO's
your main point person within your just want
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to know from a customer you know
who are you're connecting with on on the
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side of Home Depot, for example, in the beginning, and then as
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the you know, as you renew
for the fourth, fifth, sixth,
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eighth year. Yeah, absolutely,
and yeah, my example was the home
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depot. But yeah, we have
financial services, insurance, investments, retail,
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banking, life sciences, farmer so
any enterprise that needs to deliver content
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experiences at scale. And what you'll
find is that where we will land could
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be in different places. It could
be a marketing driven initiative, it could
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be any commerce driven initiative. They
could be going through a digital transformation and
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need strong work management capabilities. And
they're buying. To your point on lots
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of folks. They're they're buying with
consensus. So what we have to do
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is sell and or meet them with
consensus. Know there's a lot of individuals
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in the buying group. So it's, you know, a lot of research
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on and we use a lot of
predictive demand analytics. We will go and
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research these organizations understand what roles are
putting out the demand in the demand unit
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of the target accounts. For these
accounts that are literally putting out the demand
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signals for a premo, we will
typically start in marketing, which is an
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origination point, but what's interesting is
marketing in some of these initiatives like customer
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experience cross other functional areas of a
business. So it's no no longer just
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marketing, but there could be actual
customer experience teams that are driving these initiatives.
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They could be finance teams that are
driving optimization from a cost standpoint.
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There could be a compelling event within
a regulated industry, financial services or life
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science. That where the need is. So I want to say they're not
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it. Not everyone is a snowflake. But when you when you do the
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deep research and you're looking at functional
areas and or rolls, they tend to
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have different titles depending upon the industry
and or original origination point. So deep
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research there. But what we then
do is understand who's active in the buying
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group and then who's not active.
Then we look at WHO's engaged with US
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and WHO's not engaged. And what
we then begin to do, and it's
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I'll call it the ultimate point of
validation on are we doing a good job
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to engage this brand, is,
I call it, create extraordinary influence.
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So extraordinary influence within that organization to
make sure that we are creating not just
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a one too many engagement but one
to one, like really getting down to
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the layer the grain of the person, the individual, because oftentimes they've got
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different motivators. They're, like I
talked about, cross functionally. There's different
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reasons for them to want to solve
a problem and if we are talking about
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how he would solve that problem in
a way that doesn't land with them,
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we can often put them off and
actually have it work against us. So
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we really research heavily and we try
to bring value and education and, no,
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empathize them and teach Taylor take control
is we use some of that methodology
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there, but we want to be
delivering value in a terminology, in in
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a way that makes sense and is
is at that individual level. Yeah,
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I love it, which did just
tease up so much of where I want
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to go over the next fifteen,
twenty minutes or so, starting with,
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I guess, customer experience or brand
experience. who used brand promise as the
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differentiator, like as a premost differentiator? So you know you own a good
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piece of the customer life cycle directly
as chief marketing officer, including the SDR
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function. How do you view brand
experience as a competitive differentiator? And it's
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a really great point. I think
that brand experience as a differentiator needs to
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match your I'll call it the the
value at which the product inner service level
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in your organization needs to be.
So at a premo specifically. You know,
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we definitely consider ourselves and our if
you look at the analysts Forrester Gartner
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out there with with forester, we
are, you know, in the leaders
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wave for three actual wave. So
they consider us the will call the top
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brand or the premium brand. And
so what I'm challenged to do is say,
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HMM, so if we are the
premium brand and our customers and our
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prospective customers appreciate sophistication or a best
in breed solution, I need to have
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an experience now that is best in
breed and the premium right. So if
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I could equate a premo to a
top, you know, brand, I
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would say that I have to match
that full experience. So what that means
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then is in think about the buying
process like that, the buying experience.
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You know, if I'm going to
buy a tesla verse, a lower and
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economical automotive option, you're going to
get very different buying experiences and so I
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have to make sure that that matches. So you know where we do that?
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The research we bring the value.
We educate, we we want to
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enrich and deliver value even before they're
a customer, right before there's a transaction.
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We want to show them what it's
like to when you become a customer,
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then it really starts, but show
them early what it's like and,
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you know, tailoring their solutions,
spending time getting to know their business.
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And we do that through, you
know, various methods. But the idea
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is that has to match and if
there's a mismatch then you can't use experience
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to differentiate. And then you know, in some ways, you know the
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products that we do have can be
left on differentiated because you know some of
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the technological capabilities are. You know, when you look at those what seven
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thousand mare tech tools out there,
and if that and chart has gotten super
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crazy over the past two three years
of particular. Yes, and what I'll
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have to do, will have to
do some time, is sometimes as differentiate
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why a file on a shared server
somewhere is different from a fully defined,
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you know, digital asset management for
Customer Experience Enterprise System. So I so
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education really needs to happen right and
also, you know, leading in that
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buying experience so people understand that we're
taking them down a path and makes sense
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for them. Yeah, I really
like this idea that you have to I
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mean, if the challenge is to
meet or exceed expectations, which I think
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it is, and it's constantly ratchetting
up, and the A premo brand is
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already set as a premium brand,
you know, in multiple categories, and
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you already have a high bar,
and so I really appreciate your attention to
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that and I really like it.
So we were privileged. I was privileged.
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Thank you again for the invitation to
spend some time with you and your
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team, your chief revenue officers,
so many of your team members, that
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you're at your annual kick off earlier
this year in Chicago, and one of
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the ways that happened was you're at
the Pittsburgh airport and you saw an orange
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covered book called rehumanize Your Business.
That was there. It is that was
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that was co authored by me and
and my friend and now your friend,
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to Steve Passin Elli, when you
first encountered that, because this, this
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is I think part of what you
were you know, is you're trying to
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figure out how do I meet or
exceed this premium experience? How do I
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make sure that I deliver on an
individual level. I think there's a gap
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that this may be closed, but
you and I've never spoken explicitly about you
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know what was it when you saw
it? What clicked for you around the
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the concept of of rehumanizing and video
in particular, absolutely going. First of
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all, the title was Rehumanize Your
Business and I was working before I had
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seen this, on this idea of
humanizing a Primo and what that meant.
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And and I think what we found
out when I looked at data, I
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looked at first party win lost data, I looked at, you know,
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customer surveys, I looked at third
party win lost data. What really the
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big differentiator for us and what we
do? What had everything to do with
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building relationships and connecting with with people, with the right individuals, finding the
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economic buyer, making sure that we
were able to get them aligned around making
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me a decision. And so we
went down that journey. And I mean
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I saw the book and I picked
it up. I was flying to San
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Francisco, actually Napa Valley, and
for a marketing event and I read it
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covered a cover and when I landed, I picked up the phone and I
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called one of my colleagues I said, I've got our blueprint. You know,
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this was it just really spoke to
me. But then, you know,
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there's all the things around. What
would take to change that. This
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really helped me understand the the internal
changes that we would have to go through,
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the cultural changes. And we asked
the question, are we more valuable
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in person? And it was one
hundred percent we were more valuable in person.
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So, you know, looked at
and again I love data, I
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like the the art and science.
I like to consider myself like a whole
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brained marketer, and the data told
me, plus the science said to me
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this sort of one to one seeing
faces communicating. You we've been communicating for
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a hundred in facetoface, for a
hundred fiftyzero years, and you know,
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we've been literate for Fivezero years,
and things like email, that's text that
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take the human elements of us out, are only fifty years old. So
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if we could get the science working
in our favor and literally make it so
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much easier to communicate, that was
a no brainer for me to start going
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down that road, you know.
And then it's turning the cameras on.
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You know, that was a whole
thing too. There's you know, I
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feel like this new technology over the
last fifty years has really distance put so
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much distance. You know, it's
brought us closer or faster to communicate,
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but it's created human distance that was
totally gone now and if my job as
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a marketer is to create connections and
communicate, and if my job as a
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revenue generating marketer is to create pipeline
and, you know, when opportunities with,
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you know, my sales team,
then I have to figure out what
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are those ways, what are those
new methods of communication to make it more
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effective, and it was, you
know, clearly rehumanizing our business, our
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customer experience, our brand experience,
and then even, you know, the
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early days of you know or the
early steps in customer experience, and then
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even afterwards, right whenever your product
and like where the rubber meets the road,
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right that true brand experience happens with
customer success departments, and that's where
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you really need to humanize, in
where it really makes a difference to so,
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yeah, it's really been a guide
book for us. Awesome. The
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one thing I really really appreciated about
your approach to it and some of our
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early conversation was again going to this
art and science piece. There are things
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that can't be measured that are going
on right you're not going to see it
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in your funnel metrics. When you
communicate eye to eye, facetoface, you
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speak very specifically to one person,
you speak to their needs, you demonstrate,
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you truly demonstrate, that you've done
all the research it and you can,
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you know, meet them where they
are. And so appreciating that some
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of that, you know it is
going to eventually come out in the funnel
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metrics, but they're not going to
be right there in your face. And
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so you know this. There is
a faith element at some level of like
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I know this is the right thing
and I just appreciate your vision around that.
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So something that came up when we
were chatting, while we were together
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in person, was this idea,
and I don't know if these were your
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words or the way I heard your
words, but it's this idea that you
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know for years, I think,
especially you know in what Seth Golden would
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call the television industrial complex, where
you know you just get enough money behind
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something, you run a whole bunch
of, you know, AD campaigns on
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television and imprint and whatever. The
packaging, product, packaging, matches,
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and you just, you know,
you put a dollar in and you get
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ten dollars in revenue out and it's
just this giant machine. And in that
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way, you know, the marketers, the writers, the designers would essentially
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define what the brand is, that
you could just write it down and put
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a whole bunch of money behind it
and that was the brand and people took
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the brand as you defined it.
But you know, as we were talking,
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I think you know around this this
humanization differentiation, customer experience piece,
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that that your people, your team
members, define the brand interaction by interaction.
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So did that trigger anything for you? Does that you know, again,
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your team members define the brand,
not your you know, copywriters.
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Exactly. Yeah, it's I've got
a couple of Mantras for two thousand and
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twenty. One is that the new
personal brand is a new company brand and
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the customer is the best marketer.
And you know, with those Mantras,
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you know, the idea is that
the in the interface point. And what
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somebody actually gets is they get Ashley, you know, in customer success,
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they get yours in our customer experience
team they get Eli as on the front
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end str bedr and so when people
think about the customer experience that a Primo
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delivers, it's not what the COPYWRITER's
right, it's not the blog or the
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tone or the all that stuff that's
in the brand book. It's really that
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that person from the brand. It's
it's how they help, it's how it's
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their approach, it's their empathy,
it's their time, their energy, their
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knowledge, their experience they bring to
the table. Because, if you think
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about it, the product is the
same regardless of who gets it. The
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difference now is that interface between the
product and the customer, which is the
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person. And what we found is
that the individuals who really think you know
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person first and you know, we
know people buy from people, but by
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is really transactions as well. That
transaction is with the service level. They're
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in the middle. Is Up to
the individual, and so empowering them to
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be the brand is really what I
want to do and I want to create
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a platform, a brand experience platform, for every individual of my company to
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want to get up on to and
bring their whole self to work every day
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and their own unique spin on it. But then a level of value that
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that you can only get if they
bring their whole self to work every day.
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So giving them permission to be themselves
and deliver as much value as possible.
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So it's I really think that,
you know, humanizing the brand experience
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has to be a process of enablement
and give permission and and go through the
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process several times so they just feel
comfortable getting all of this technological and business,
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you know, barrier out of the
way. Just we have to undo
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so many things that we put up
between us and our customers, and so
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that's really this the process that we're
going through right now. Both of those
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mantras are just so powerful and I
think I think the way you talked about
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is words sounds kind of soft,
but it's just beautiful. This this trust
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in people and the in the acknowledgement
that this is true. I mean what
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you said is absolutely true, but
it's this fundamental shift, still from a
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practical standpoint, from, you know, the way we think we're supposed to
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do it. You know, plug
people exclusively into the process in and,
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you know, functionally treat them interchangeably. You know, that's the most hardcore
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process orientation. But you know,
this is this is you cannot ignore the
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fact that these people do deliver the
experience, and so this trust and confidence
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and permission is just such a great
employee experience and then, of course that's
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the necessary precursor to a great customer
experience. I think you were right at
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the edge of, I think what
you term life flow. Could you speak
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to that a little bit? I
feel like you're right there on the doorstep
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and or you were talking about it
without using that term, but that's something
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that stuck with me again from our
time together earlier this year. Yeah,
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life flow is understanding. So we
talked about workflow, right, and we
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talked about work and you know the
process of our daytoday. But lifeflow really
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it embraces and it gets back to
that giving permission. It's this this concept
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or term is that as knowledge workers. Right. So a lot of us
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are knowledge workers now and you know, some of the way we do work
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is going back to eras of commercial
in business, you know, like factories,
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and when you think about the different
eras of business, we are at
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it in a new era of knowledge
work and you can't really, you know,
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clock in clock out like a factory
worker would. You can't turn on
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the conveyor belts of productivity and production
anymore. When you're dealing, when your
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brain is your job, you know. And so when your brain is your
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job, that thing can work for
you anytime and that's good, that's bad.
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I do my honor, my best
work. We were talking about out
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triathlon incit thing. I do my
best work when I'm running or biking or
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swimming and I'll bring data with me
and I'll solve some of my problems outside
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the you know, the virtual office
or the you know, the brick and
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mortar office. So lifeflow really gets
down to it's a trust thing. It
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gets down to creating a culture in
the organization and with your your customer experience
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that work can happen anytime, and
then creating an environment with technology, with
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very well defined methods of communication and
interaction. Right. So it's not just
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ad hoc. We do work whenever, but it's actually really well defined,
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structured boundaries on the agreement to do
work. But it's not you. We
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will work during these hours and when
you're here, you're working, and if
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I see you're working, it's a
we now look at work output verse the
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how it gets done and embrace the
things that, in you know, in
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two thousand and twenty are a reality
for us. Virtual Work and working with
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teams that are from a third party
and the idea that you know knowledge work
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happens and you can't physically see it
happen. And but then also you've got
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to turn that off to right.
It's the now I'm turning off. Now
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I'm the father and now I'm the
mother, now I'm the son, now
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I'm the husband, etc. You
have to it's an agreement with yourself that
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says you know your boundaries, you
know when you need to turn it off,
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you know when you need to recharge
and then come back to give you
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your best work, and sometimes some
people's best work is knowledge workers. Again,
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need to go somewhere to get inspired, going in on a hike,
391
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go in the woods, go stare
at a body of water, go read
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a book. Know that that's worked
too, and so it's really trust in
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getting work done, but then creating
an environment culture around the individual, in
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the organization and agreements with customers.
That that's the new method. Yeah,
395
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I really like that. I think
again, there's a there's a strong permission
396
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element in there and a high level
of self awareness. It requires a new
397
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skill set to manage this really well. It's interesting. My career spanned a
398
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little bit of both. I may've
been the knowledge work of the whole time,
399
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but you know, specific output has
been part of my roles in the
400
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past before, and so it's like
I've been in this shift and it's been
401
00:32:14.890 --> 00:32:17.880
really interesting. In self awareness has
been really critical. One quick follow up
402
00:32:17.920 --> 00:32:22.359
question there. Do you set out? This is just for my own benefit
403
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and whoever else is in my own
experience, because I do. I'm not
404
00:32:24.440 --> 00:32:29.039
a triathlete, but I do run
a lot and hike a lot and walk
405
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around in the woods. And do
you specifically, when you set out on
406
00:32:32.630 --> 00:32:36.589
a ride or set out on a
swim, do you specifically set out to
407
00:32:36.710 --> 00:32:39.829
solve or particular ular problem? Because
sometimes I'm not disciplined about it. I've
408
00:32:39.829 --> 00:32:43.750
kind of done a little bit of
both, but haven't gotten really good at
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00:32:43.789 --> 00:32:47.140
trying to solve a specific problem on
a specific run. Are you in high
410
00:32:47.140 --> 00:32:52.579
level of intention there? Absolutely.
Absolutely. I'm, like you said,
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00:32:52.579 --> 00:32:57.980
selfaware. I know that I do
my best work when in I I'm pretty
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00:32:58.059 --> 00:33:04.450
sure that there's some physical attributes to
this. My brain works better whenever I'm
413
00:33:04.769 --> 00:33:07.690
you know, I get my heart
rate up to above a hundred forty,
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00:33:07.210 --> 00:33:12.410
you know, beats per minute,
because what's happening scientifically? We're flushing,
415
00:33:12.730 --> 00:33:15.559
you know, waste products out of
our brain and, you know, the
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00:33:15.640 --> 00:33:19.559
blood, our hearts doing its work. And so I will bring problems with
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00:33:19.759 --> 00:33:22.440
me. I will say, okay, I'm getting up right now and I'm
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00:33:22.440 --> 00:33:25.119
going to go hit the true weather
permitting, I'll go hit the trail or
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00:33:25.160 --> 00:33:30.430
a hit the treadmill and okay,
I need to solve this problem on a
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00:33:30.430 --> 00:33:34.269
run or solve this problem in the
pool or solve this problem on the bike,
421
00:33:34.470 --> 00:33:42.460
and I will sit there and move
through the problem solving or data analysis
422
00:33:43.059 --> 00:33:47.779
in my head and I find that
it's this being in motion for me.
423
00:33:49.420 --> 00:33:53.180
You know, this footing, this
forward movement, also allows me to get
424
00:33:53.220 --> 00:34:00.529
a very focal put a very narrow
view on something that I need to focus
425
00:34:00.650 --> 00:34:02.490
on. I you cannot distract me. I can't get a phone call,
426
00:34:02.529 --> 00:34:06.849
I can't respond to email, I
can't multitask. You know, when I'm
427
00:34:06.849 --> 00:34:08.849
on my bike and my hands are
down in the trathlon bars, I'm not
428
00:34:08.969 --> 00:34:14.039
going anywhere, I'm not multitasking.
I got one thing on my brain and
429
00:34:14.159 --> 00:34:19.760
I use the full power of my
brain on specific things. But then here's
430
00:34:19.760 --> 00:34:22.960
the new problem. It's okay,
I just had some brilliant ideas. How
431
00:34:23.000 --> 00:34:28.030
do I capture these notes? So
I will literally be, let's say,
432
00:34:28.110 --> 00:34:31.309
ten miles into a bike ride,
get off, hit the hit the pause
433
00:34:31.389 --> 00:34:36.630
button on my workout watch and I
will sit there in either voice to text
434
00:34:37.230 --> 00:34:43.619
emails to myself or Jot some notes
down, or I we use Microsoft teams
435
00:34:43.659 --> 00:34:46.820
and slack channels and things like that. There's Saturdays where I'm out on a
436
00:34:46.940 --> 00:34:51.420
long ride or run and I will
drop notes to my team on, you
437
00:34:51.539 --> 00:34:55.610
know, some some ideas, some
breakthrough ideas, some thought starters for some
438
00:34:55.849 --> 00:35:00.050
podcast and we want to do or
other content that we want to produce or,
439
00:35:00.409 --> 00:35:04.449
you know, the words we want
to use. How do we again
440
00:35:04.530 --> 00:35:07.880
marketing? It's like me. We
get creative with, you know, link
441
00:35:07.199 --> 00:35:14.440
the linguistics of business and I find
that I can find the right words to
442
00:35:14.559 --> 00:35:21.159
use to describe complex challenges or problems
or products whenever that that sort of life
443
00:35:21.239 --> 00:35:24.829
flow opportunity comes to me on the
workout. Really good. I love you
444
00:35:24.909 --> 00:35:29.070
identified that problem because I know that
I have lost I don't know if they
445
00:35:29.110 --> 00:35:31.869
were milliondollar ideas, but I know
that I've lost so many ideas for like
446
00:35:32.070 --> 00:35:37.059
for not having that discipline to stop
it in and capture it. So awesome.
447
00:35:37.099 --> 00:35:38.900
I'm really glad I asked that follow
up and this has been awesome,
448
00:35:39.300 --> 00:35:44.099
but we're up against it. I
want to honor our number one core value
449
00:35:44.139 --> 00:35:49.139
of relationships here by giving you the
chance to to think someone who's had a
450
00:35:49.179 --> 00:35:52.929
positive impact on your life or your
career. Oh absolutely, I would say
451
00:35:52.090 --> 00:35:57.449
somebody who, and I've known this
individual for fifteen years, he's challenged me
452
00:35:58.050 --> 00:36:00.969
through various roles out of pream of
the whole time. He's my current CEO,
453
00:36:00.369 --> 00:36:06.239
John Stammon. He's he's somebody who, no matter where I was and
454
00:36:06.400 --> 00:36:10.679
my career, looked at me and
knew I was able to be challenged and
455
00:36:10.840 --> 00:36:15.239
pushed and you know, I think
I let him know early on, that
456
00:36:15.239 --> 00:36:20.869
I grow through struggle and so he's
always trusted me, giving me just enough
457
00:36:20.909 --> 00:36:23.829
space to grow into and then,
whenever he's seen me grow into that space,
458
00:36:23.949 --> 00:36:28.150
give me more and more and more. So, yeah, I would
459
00:36:28.150 --> 00:36:32.179
not be doing what I'm doing and
as passionate about what I'm doing in my
460
00:36:32.380 --> 00:36:39.860
career if I didn't have that that
constant coaching challenge and then friend as part
461
00:36:39.860 --> 00:36:44.139
of that. That's wonderful. It
sounds like you're doing that with some of
462
00:36:44.179 --> 00:36:47.849
your team members as well, with
kind of giving them space and and recognizing
463
00:36:47.889 --> 00:36:52.329
them for who they are and letting
them grow within that. How about name
464
00:36:52.449 --> 00:36:54.610
a company that you really like,
your respect for the way that they deliver
465
00:36:54.769 --> 00:36:59.530
for you as a customer? Sure
other than bomb bomb, of course.
466
00:37:00.489 --> 00:37:02.639
Thank you for that. Yeah,
it's been a really cool partnership. By
467
00:37:02.639 --> 00:37:06.760
the way, thank you so much
for sharing, sharing the vision and allowing
468
00:37:06.800 --> 00:37:09.679
us to help you realize some of
the ideas that you already developing yourself.
469
00:37:09.840 --> 00:37:13.960
But I'll let you give another one
besides, Barbara. Yeah, no,
470
00:37:14.079 --> 00:37:17.829
another obviously, as CMO, there's
a lot of technology in my text act
471
00:37:17.909 --> 00:37:23.429
that makes a difference, and another
piece of tech that we use, where
472
00:37:23.789 --> 00:37:27.989
there's the technology, but then there's
the engagement with us, is a company
473
00:37:27.989 --> 00:37:32.980
called Sixth Sense. They do predictive
demand analytics, and you know that you've
474
00:37:34.019 --> 00:37:38.099
got a great relationship when you have
a personal relationship with at least twenty people
475
00:37:38.099 --> 00:37:43.860
at that company. There are at
least twenty people at that company that I
476
00:37:44.369 --> 00:37:49.289
have met and we maintain a relationship, from the CEO to the CMO,
477
00:37:49.489 --> 00:37:52.170
Latin cone, and actually just had
a coffee talk with her this morning before
478
00:37:52.250 --> 00:37:58.130
this, and then other individuals add
that company from their customer experienced team,
479
00:37:58.210 --> 00:38:01.519
their their field marketing team, their
demand team. We where we have a
480
00:38:01.679 --> 00:38:08.159
great relationship and they are sharing some
of their innovations with me, maybe even
481
00:38:08.199 --> 00:38:13.429
before they get to market, and
I just want to say that I feel
482
00:38:13.469 --> 00:38:15.590
like I'm part of their journey as
well. So big shout out to them,
483
00:38:15.949 --> 00:38:21.909
core piece of my revenue and customer
experienced text act. That's great.
484
00:38:21.909 --> 00:38:23.630
It sounds like you, as a
customer, are one of their marketers.
485
00:38:24.030 --> 00:38:30.019
Has as is your Buntra. Yeah, you know it's a it is.
486
00:38:30.260 --> 00:38:31.980
I mean, I wouldn't. I'm
not making this stuff up. It's real
487
00:38:32.099 --> 00:38:37.980
and I off and walk the talk
to so and try to emulate that back
488
00:38:37.059 --> 00:38:39.460
with my business. But yeah,
I mean I couldn't do what I do
489
00:38:39.659 --> 00:38:46.650
without great partners like bombomb, like
six cents and others the long tail of
490
00:38:47.050 --> 00:38:52.610
of other tech companies who go above
and beyond the transaction. I love it.
491
00:38:52.690 --> 00:38:57.840
I really appreciate your perspective. Obviously
I love your balance of art and
492
00:38:57.920 --> 00:39:01.599
science. I love your view of
a whole brain and obviously mind body as
493
00:39:01.679 --> 00:39:05.960
well, that it's all right there. So I just really appreciate who you
494
00:39:06.039 --> 00:39:08.440
are at. I appreciate you spending
time with me and if folks enjoyed this,
495
00:39:08.599 --> 00:39:12.469
and I assume that if they're listening
at this moment, they enjoyed it,
496
00:39:12.510 --> 00:39:15.590
because here we all are at the
end of the conversation. How could
497
00:39:15.590 --> 00:39:17.590
folks follow up with you with the
premo or anywhere else that you like to
498
00:39:17.630 --> 00:39:22.590
maybe send them? Sure, I
would say Linkedin is my number one platform.
499
00:39:22.829 --> 00:39:28.380
So Ed Brialt on Linkedin and then, you know, a premo is,
500
00:39:28.460 --> 00:39:32.500
you know, a premocom and we're
always pumping out great content on customer
501
00:39:32.539 --> 00:39:38.650
experience, but more with a with
content centricity to it. Digital Transformation,
502
00:39:39.010 --> 00:39:43.650
work management. Were now talking about
the future of work and, you know,
503
00:39:44.250 --> 00:39:46.769
I think we're living in the future
of work. I think the future
504
00:39:46.769 --> 00:39:51.530
of work came faster than we all
thought, with, you know, working
505
00:39:51.690 --> 00:39:57.239
virtually remotely. Regardless of whatever the
human situation, work continuity must go on.
506
00:39:57.920 --> 00:40:00.800
So yeah, any of those those
places and I'm always up for a
507
00:40:00.800 --> 00:40:07.119
great discuss super I'll link that up
at Bombombcom podcast. Thank you again,
508
00:40:07.190 --> 00:40:10.110
ed, and thank you for listening
to the customer experience podcast. Thank you,
509
00:40:10.150 --> 00:40:16.190
Eathan. So Ed was kind enough
to refer to rehumanize your business as
510
00:40:16.829 --> 00:40:22.539
their video guide book or the blueprint
for their video success, and they're using
511
00:40:22.619 --> 00:40:28.139
video to humanize their brand, to
humanize the customer experience. If you'd like
512
00:40:28.179 --> 00:40:31.699
to do the same, you can
learn more about rehumanize your business by visiting
513
00:40:31.739 --> 00:40:42.690
Bombombcom Book. That's bomb Bombcom book, or you can search rehumanize your business
514
00:40:42.929 --> 00:40:46.730
at Amazon or wherever you prefer to
buy books. My name is ethanviewed,
515
00:40:46.969 --> 00:40:52.760
coauthor of Rehumanize Your Business and I
appreciate you listening to be tob growth.
516
00:40:54.519 --> 00:40:59.280
Is the decisionmaker for your product or
service, a beb marketer. Are you
517
00:40:59.360 --> 00:41:04.750
looking to reach those buyers through the
medium of podcasting? Considered becoming a cohost
518
00:41:05.070 --> 00:41:08.590
of BB growth? This show is
consistently ranked as a top one hundred podcast
519
00:41:08.710 --> 00:41:13.269
in the marketing category of Apple Podcasts, and the show gets more than a
520
00:41:13.309 --> 00:41:17.510
hundred and thirtyzero downloads each month.
We've already done the work of building the
521
00:41:17.579 --> 00:41:22.380
audience, so you can focus on
delivering incredible content to our listeners. If
522
00:41:22.420 --> 00:41:25.780
you're interested, email logan at sweet
fish mediacom.