Transcript
WEBVTT
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Looking for a guaranteed way to create
content that resonates with your audience? Start
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a podcast, interview your ideal clients
and let them choose the topic of the
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interview, because if your ideal clients
care about the topic, there's a good
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chance the rest of your audience will
care about it too. Learn more at
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sweet fish Mediacom. You're listening to
be tob growth, a daily podcast for
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B TOB leaders. We've interviewed names
you've probably heard before, like Gary vanner
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00:00:31.579 --> 00:00:35.340
truck and Simon Senek, but you've
probably never heard from the majority of our
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guests. That's because the bulk of
our interviews aren't with professional speakers and authors.
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Most of our guests are in the
trenches leading sales and marketing teams.
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They're implementing strategy, they're experimenting with
tactics, they're building the fastest growing BB
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companies in the world. My name
is James Carberry. I'm the founder of
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sweet fish media, a podcast agency
for BB brands, and I'm also one
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of the CO hosts of this show. When we're not interviewing sales and marketing
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leaders, you'll hear stories from behind
the scenes of our own business. Will
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share the ups and downs of our
journey as we attempt to take over the
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world. Just getting well? Maybe
let's get into the show. Welcome to
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the B Tob Gross show, the
human to humans segment. I am Carlos
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Hidalgo, CEO and founder of is
M C X and also author of the
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newly published book the UN American Dream. Today I have with me a woman
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who has many talents, is known
for many things and, quite honestly,
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is one of my favorite people is
that I've ever had the opportunity to work
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with. And so, Katie Martel
welcome to the B Tob Gross show.
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Wow, thanks, Carlos. Glad
to be here. Excellent. Why?
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I know you're busy, so I
really do. Thank you for the time
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and I know our guests are going
to be in for a treat just hearing
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you. So, before we go
any further, tell us fuup Katie Martella's
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I thought that this is the human
to human segment of the podcast. Allegedly,
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you and I are both human as
well, but now I at this
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is a great identifying as today.
Yes, it's most days. No,
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it's great to be here. This
is a really fun podcast. You and
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then the team do a great job. So thanks for having me. Quick
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Summary about me. I have been
in marketing all of my career, but
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it's been uniquely focused on marketing to
marketers from a variety of angles. I've
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worked both vender side at data services
companies. I've worked at PR firms,
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selling to marketers but helping them launch
businesses. A lot of startup background.
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Had My own start up for a
while, so it entrepreneurial adventure and that
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was also a marketing tech brand.
This sold, you know, into the
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marketing world. Since about two thousand
and sixteen or so, I've been independent
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in which is given me a different
perspective on marketing from someone who can now
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be a bit of a, I'll
say, skeptic, a bit of a
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truthteller. I have the amazing opportunity
to speak all over the world actually about
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what we do as marketers and really
enjoy this kind of freedom to call bs
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on the industry while hopefully repeating back
to marketers how they can get better.
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So things like this really helped do
that. So appreciate the platform absolutely.
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So one of your one of the
ways you describe yourself is an unapologetic truth
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teller, and you just said something
about calling bs on what you see in
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the industry and as human beings we
don't often receive that really well once someone
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calls b us on either our work
or something we're doing. So how does
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that go over? How do you
how do you approach that with your clients
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or even perhaps colleagues or vendors you
may work with? Just from a human
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perspective, I feel like BS is
the most important part of creating change.
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You know, we really can positive
change in our own lives, important change
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in the industries, or change in, say, the markets that we're trying
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to create, buyer change in unless
we're honest about the way things are.
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So for me I look at I
look at what we call bs as simply
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hard truths, exceptional truths, about
the industry, about ourselves. And,
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like I said, having the amazing
freedom of being independent gives me personally this
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kind of freedom to to call out
the entire industry. And I'll give you
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an example of where the nickname came
from. It's it's not a self attributed
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nickname. My good old colleague,
he's not old. It was a long
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time ago and Joe from Aberdeen Group
Actually, when I was working there during
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a time of pivot. He called
me an unapologetic marketing toothteller in response to
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an article that I had. You
know, honestly, Carlos just banged out
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one night, two o'clock in the
morning, I was I was watching TV
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and I noticed that a few ad
campaigns that I was seeing were, you
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know, all all using the the
tropes of feminism, you know, breaking
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the glass ceiling and an add with
two women in a bathroom talking about equal
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pay and you know, things that, on the surface, seemed really encouraging
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and positive. And me being me
and watching, you know, TV late
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at night, I started to Google
some of these brands and I started to
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notice behind the scenes, really poor
behavior by these companies. I'm talking lawsuits,
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I'm talking other brands being marketed at
the same time, that we're completely
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misogynistic, you know, absolutely hypocritical
activity, the same brands that were starting
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to profit from these very expensive,
although I don't know how expensive two am
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ad bys are, and I just
wrote an article called the illusion of progress
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that we were making as an industry
marketing to women. Now we're using feminism
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and our ads, but how we're
behaving as a company is hasn't caught up.
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So the article went a little bit
gang busters. It was right around
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International Women's Day every single year that
more and more example started to come out,
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and I have just been on this, on this beat, calling out
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brands for what is essentially hypocritical femvertizing, and it not only applies to women
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and now applies to pandering to lgbtq
consumers. Insert value, insert, you
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know, minority here and there's a
brand exploiting it for their own gains.
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So this is something that just became
a passion project for me and it's gotten
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incredible feedback because I believe, and
what I'm seeing other people, consumers,
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employees and marketers are all looking for
again, this permission to tell the truth
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or, as you call it,
call out BS. Well, I love
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that example. If you've not read
those articles by Katie, I highly suggested,
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because I have read them and they
are incredibly insightful, incredibly thought out.
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I think one of the things I
appreciate the most about you, Katie,
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is you stay in the facts and
I think in our society it's so
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easy to attack a person or person's
versus behavior, and I love that you
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just call out the behavior. So
the intention is there. I mean person
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had only want to do good by
their buyers, by their brands. This
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is why I read about it,
because there is and there are some really
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wonderful examples of organizations and campaigns that
do a great job living up to the
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values. They're not just lip service, they're not just cheap talk and those,
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I believe, are great examples that
allow brands to connect with buyers on
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a value base level, which everybody
wants to build trust, to differentiate,
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to connect, to increase the effectiveness
of the campaigns, the virality of them.
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People love to share these, so
I believe inherently it's a positive intention.
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The issue is we get tripped up
falling for industry tricks. We get
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tripped up thinking that because everyone else
does it, our appropriate for it.
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Yeah, so when I hear you
talk about the the brands that are manipulating
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or the brands that are using semonism
or Lgbtq for their own benefit, the
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word that keeps circling around of my
mind is authenticity. HMM, and I
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have written a lot about being authentic
and being there I say, vulnerable.
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So if you're a marketer and you're
saying I want my brand to be authentic.
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I don't want to exploit something simply
to sell more product or service.
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Where does someone start, whether there
are a manager of Vice Presidency M Olt
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or somebody who's just down in the
trenches right and copy? How does that
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authenticity start? If I already know
the hard truth is we're not living up
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to what we're putting out into the
market place. Well, that's the key,
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I feel like, the layers of
authenticity that have to be aligned in
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order for a brand to be seen
as one that is honest and trustworthy,
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which I think every brand knows is
the most important thing to achieve today.
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And I also think most brands are
working from a place of disconnect, the
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working from a place of actually being
they walking into a situation being untrusted from
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the get Goo, meaning that marketing
and anyone responsible for the perception of the
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brand almost has to work over time
right to earn that kind of trust,
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just to get back to square one
with buyers who are just inherently skeptical today.
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So if I'm a copyright, if
I'm a marketer sitting there wondering which
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messages or which narratives right are appropriate
to kind of, you know, tap
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into. What are the what are
the Zeitgeists that are right for a brand
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like ours to really own the three
layers I would look at start with what
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matters to buyers, obviously, but
I think overlooked what matters to and what
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we can live up to with our
own corporate culture, with our own standards.
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What I mean by that is how
we hire, how we treat employees,
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for example, and use FEM vertising, which is using feminism in advertising.
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We you better have women on your
executive team and you better have equal
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pay transparency and you better employ women
throughout the organization. You better create things
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like strong family leave programs. Don't
claim to be feminist unless you are acting
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with the ideals of a quality and
month. It also extends to who you
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choose to do business with. Don't
claim to be a fam in this minded
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organization if you don't mandate things like
supplier diversity. There are simple stuffs you
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can take as a business actually aligned
with the values that you want to use
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publicly. It's kind of a litmus
test that you can run to see whether
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or not this is a campaign or, again, a narrative you should tap
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into. And then I would look
at not only what's important to buyers?
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What are the practices of the organization? What are the values of the employees?
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So we saw this is where the
lions are really starting to blur.
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We saw in Boston here the wayfarer
walk out. Are you familiar, and
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I'm sure if anyone's listening who's not
familiar, five hundred or so, and
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don't quote me on that, but
hundreds of employees of the online furniture each
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other wayfarer, which is headquartered here
in Boston, beautiful facilities right downtown.
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They walked out. They staged a
protest where they very, very visibly walked
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out of the organization because they were
protesting the company's sale of beds down to
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border center detention facilities. And what
really staged and created the walkout was not
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the simple sale and they were trying
to make a point. There was an
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internal moment where the company was looking
to its leadership to define the values of
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the organization and who that organization would
do business with, and they were so
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disappointed, the employees were so disappointed
by the executive team's response, or lack
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thereof, of clear delineations and clear
values, that that's what created the walkout,
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which got nationwide, probably global press, and so this value alignment thing
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is important because it affects organizations at
every single level of their stakeholders, customers,
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employees and everyone that they do business
with from a partner perspective. Yeah,
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I think that. I mean that. That to me makes so much
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sense. Right, as can we
do we live up to it because,
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as the old add it says,
the action speak louder than words. You
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touched on something as well, which
I think is really important, and then
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you said, and it's often overlooked, which I agree with, is this
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what matters to our buyers, what
matters to our consumers? And why?
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First of all, why do you
think that is so overlooked in today's marketing?
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I think that most companies are inherently
inside out organizations, and what I
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mean by that is every organization that
you've ever worked for. Think about when
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you've started at that company. Think
about the types of training that you receive.
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What's the first thing that they teach
you? They teach you about internal
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culture, they teach you about internal
policies, they teach you about the products
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you're going to go market and bring
to market. They show you the sales
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process. It rarely and in most
organizations, very late in that process do
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you get a chance to go and
understand the buyer and go and live a
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life, you know, a live
a day in their life. I feel
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like this we throw around the word
empathy like it's going out of style.
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It's becoming so important because it's become
the thing that separate great brands from mediocre
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brands. It's this actual internal motion
to allow everybody in the company, especially
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in marketing, to understand buyers.
And again we throw that out like it's
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the easiest thing in the world.
Hey, why don't you go create some
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personas, slap them up right,
put it up on the internal share point.
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Boom, you're a customer centric Organiz
it no way. This is actually
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and that is a muscle that needs
to be worked, needs to be practiced.
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There's one organization that does it really
well. It's a toast another boss,
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I'm just gonna I'M gonna call out
Boston based brands. You Go,
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guys, and the commercial for the
Boston based company's I love it. We
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want your investment. Come start a
company here. Toast is a point of
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sale technology company. They actually sell
to restaurants. And then one of the
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fastest growing companies here in Boston.
I was actually just on a panel with
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one of their senior product marketing leaders, Kelly Easton, and Kelly share that
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they have this amazing internal process called, I think they call it empathy immersion,
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which is a cool name for what
is essentially just allowing everybody in the
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company to spend a day in the
life of restaurant owner so that the people
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that are building technology, servicing that
tech, marketing and selling that tech can
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all understand what is actually going on
in the in the person's life that they
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have to sell to. These are
not very tech savvy people. These are
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very busy individuals. It's difficult to
get to them. This is part of
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why the company is doing so well. They've faked a process that is inherently
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not scalable. It is expensive,
it is a it is a distraction from
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the core competency, but it's so, so critical to everybody doing their job
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correctly. That's why they're able to
succeed, that they're baked into knowing inherently
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what matters to the buyer. Yeah, and I think that is to me.
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That gets back to that human element
and one of the things I've seen
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and you, you and I have
spoken about a little bit. It's be
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to be marketing just become so sterile
and so generic, and yes, we
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should be talking about it. I
believe, and I'm curious to your thought
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on this, I believe when we're
marketing our products or services, we should
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be talking about what's important to them
in terms of their jobs. But is
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there also a place to say,
Hey, we're going out to people who
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might have had really crappy commutesant to
work today, are trying to live with
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work life balance, are fearfull on
downsizing? Do those literally, those really
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personal feelings? Do those also have
a role in BB marketing and addressing those?
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No, none at all. Just
getting like this is I have a
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resource that I'd like to recommend to
anyone listening. It's from Harvard Business Review
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and banning company and it's called the
be to be elements of value and it's
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you can google just be to be
elements of value. You can find the
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article. It's UNGATED's free, but
it is the best, I think,
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scientific and just exercise that I've ever
seen in clarifying why a be tob buyer,
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which don't forget the human makes a
purchase decision. What they actually value
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and the way that the research is
organized is in terms of it's kind of
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in the same as like maslow's hierarchy
of needs, you know, baseline needs
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like shelter, food, water at
the bottom. In be to be those
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elements of value are functional value,
things like will this reduce my costs,
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or is this inacceptable price? Does
its scale, which are typically things that
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I would say most bebb companies include
in their marketing messaging. And yes,
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the many stop at that. Is
that is the level at which they end
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their journey up this this pyramid of
value. What the research found, and
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what you and I know to be
true just from working with beb brands our
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whole careers, is that the magic
happens when you're able to to move beyond
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these very functional levels and levers of
value. Things like you know, and
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increasingly the research found, they're more
individual based and they're more inspirational in nature.
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For example, to your point,
bed buyers are buying based on very
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personal value drivers. Will this give
me a chance to grow in my career,
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for example, will it improve my
marketability as an individual? We see
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this all the time, for example
with marketing operations, software and services,
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the marketing operations roll. Those individuals
are some of the most amazing, most
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pioneering types of people, because the
industry is being created as they're working,
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and so vendors that do well in
the space elevate those buyers. Marquetto,
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for example, right WHO's disclaimer partner
find you know, they'll elevate the individuals
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in this community in their marketing nation, give them opportunities to connect, give
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them education, give them awards,
to showcase what good looks like and to
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showcase, peer to peer, what
works. That's a marketability play, that's
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reputational assurance, that's network expansion,
those career focused value statements that are so
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critical to buyers. That's why people
are still loyal to a marketing operations technology.
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It's a tech, it's a piece
of software, and yet people are
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defining their careers based on it.
So that's that's one example. I think
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more broadly, the very top of
this pyramid, you'll see are things like
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hope, vision and social responsibility.
These are what they call inspirational value elements.
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These are the things that I really
think separate incredible brands from average vendors.
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If you can give a buyer hope
that, despite the very changing nature
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of their industry. I think about
it. Biers, for example, security
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type professionals. Those people are inundated
with high risk, high pressure, tons
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of stress. If you're a vendor
and you can give them hope, you
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can give them a clear vision for
the future, that's going to again allow
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them to win. You've got it. Yeah, your product might be the
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right price, it might meet all
the specifications, but if you're going to
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differentiate or in trust and when you've
got to go up this pyramid, so
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for be tob elements of value.
Check it out, you're going to print
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it out, you're going to hang
in a new cupabile. You're welcome Banding
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Company, Free Promotion. You know, it's interesting and that's not too unlike
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what I heard from CEB that showed
some of the impediments to purchase for buyers
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is a fear that if they make
the wrong decision they're going to lose their
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job. And so I think we
forget that again, that that human emotion
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that really does go into much just
buying, just in every day when you
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walk into your office or, you
know, sit down at your sit down
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at your chair of there's so much
human, raw human emotion that goes into
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who were marketing to and who are
trying to get the attention of, and
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so I do want to shift that
the discussion to attention, because I and
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everybody talks about the attention economy.
I call it the distracted economy, where
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we just live in a constant state
of distraction. So if I've bought,
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if I've dried, if I'm drinking
the cool light. Now, as a
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listener, I'm going yes, we're
gonna do the hard work, spend the
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money, put the investment of time
and money and resources into knowing our customers.
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How in Hell do you get someone's
attention, because we're so distracted all
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the time and we've got a million
messages thrown at us on a day to
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day basis. Yeah, I mean
it's half the battle. I always say
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that at tension is only one half
of the fight because once you have that
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attention, it's not just about keeping
it, but it's about getting their attention
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and then allowing the buyer to actually
trust what it is you're saying. I
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mean, I think, to answer
your question, I mean I wish I
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was an easy answer to how do
you get attention. It's going to be
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different for every every buyer on the
call a different channels, you know.
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But the point is, I think
that we have to remember that we don't
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mark it in a bubble. We
talk a lot about the word noise.
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We talked a lot about breaking through
the clutter, but the clutter is not
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just the other vendors in your space
that are also marketing and selling the same
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things. The clutter is actually a
lot broader than that. We live in
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what, I think it was pure
research center called a culture of volume of
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information and spin. I mean,
don't forget your buyers. If you think
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about their their waking hours every day. Say It's like fifteen hours of a
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weak time, right, it whatever
it is. They're dealing with a barrage
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of seven news I'm right, the
news cycle, and I don't know about
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you, but this week I'm like
addicted. I refresh the New York Times.
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I'm addicted to knowing what is going
on, what happened next. I
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mean, I don't think you I've
had deadlines, but I'm not. The
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fact that we are addicted right now
to checking the news. Wired magazine calls
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it the new Fauma, right,
the new fear of missing out is actually
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our inability to stop checking the news. To It's a new headline every day.
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But this is not just us,
this is every every buyer on every
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side of the spectrum right dealing with
the seven news cycles. So now take
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that time and that attention off,
you know, off the plate. You've
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got even leaven limited chunk of attention
to go vie for. Go back to
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the fact that we had an incredible, like catastrophic, level of fake news
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and disinformation right that we're levied in
this country, all over the world by
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bad actors trying to Swaye elections and
politicize. It creates a vision. This
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is just fact. Doesn't matter,
again, where you come from, where
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you approach the issue of politics.
We're dealing with the fact that most people
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can't actually trust the information they are
interacting with online. So forget getting their
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attention. How did you make sure
that what you're saying can be trusted?
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I think that's the real way to
look at, you know, things like
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the attention economy. It's it's doubling
down on making sure that the message you're
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coming across with is and can be
trusted. For example, you have to
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showcase that what you're saying is relevant, and we use that words. The
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more relevant than what you are,
the more you can show that you've understood.
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I'm taken the time to understand these
buyers, the more they're going to
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go okay, you've taken the time
to get to know me. That's one
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measure towards me actually trusting you.
Right then, we've got to be a
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little bit transparent. We've got a
showcase of buyers that we are willing to
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give it all away, that we're
not hiding anything, that we're willing to
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showcase everything we know in order to
help them make a good decision. In
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other words, that whole you know, Buzzword of thought leadership. That's what
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it means. It means giving everything
you know out to the market so that
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when people are trying to make a
decision, they can they can look to
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you as somebody who's willing to give
it away because you're so confident in the
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quality of the insights that you bring
to the table. Right important today,
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never more so than ever. And
finally, we have to be willing to
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connect with people on a level that
indicates that we understand them at a value
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level. Look at this. How
we've brought this full circle, Carlos,
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right back to our bemvertising and pride
pandering. But this is why so many
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companies are dipping their toe into the
waters of, you know, showcasing feminism
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in their ads or Lgbtq, diversity
and inclusion. They're trying to connect with
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buyers on a level that goes well
beyond with the product. Does not,
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of course, creates issues, but
I think it's because of this need to
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forego just winning attention and also try
to earn trust. It's it's an exciting,
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incredible new time to be a marketer. It's also a little bit overwhelming,
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because what we end up doing is
overwhelming buyers with how important we think
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what we're saying to them is in
the context of the culture of Spin and
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volume of information that they're actually dealing
with. Well, I think the it's
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interesting you talk about trust, because
I think trust this paramount and I also
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believe we don't have a lot of
cycles to try to win trust with customers
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worth buyers, because of we're just
going to throw volume in volume and all
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it is is irrelevant, irrelevant nonsense. You've lost my trust, HMM,
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and I don't want to say lost
your trust, but you've just deemed yourself
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not even worthy for me to explore
if I could put my trust in your
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so what are your thoughts on that? That's really that I agree a hundred
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percent. I think that's what requires, I think, marketers today to be
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a little bit braver even than ten
years ago. We've got to be willing
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to kind of stand up to our
organizations in a sense that we have to
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be going to audit, and I
don't just mean that checklist of like what's
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out of date and what's not on
the right tone. I mean really audit
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every single touch point we're providing right
and audit the fact that can this.
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Does this communicate trust? Does this
actually showcase that we can be trusted?
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Or is this hyperbolic? Is it
again full of irrelevant information? I mean
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it's just it's a new Lens on
the continual auditing that a marketer has to
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do. But what it's up against
our entrenched ideas within a business that the
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way we've been doing it is good
enough and it ignores again that larger,
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broader context that a buyer is coming
to the table with in favor of how
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things were ten years ago, when
there's a lot less out there, a
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lot, a lot more trust in
vendors and there are today overwhelmingly in business.
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So I think it's like it's a
new Lens to look at the problem
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of not only what's in your website, but where does a buyer find us?
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How are they interacting with us in
the wild, in the world,
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and what are we doing at every
single touch point to demonstrate again that we
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can be transparent, we can be
honest, we can almost be vulnerable as
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a business and that we can showcase
our humidity. So with all of that,
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there is a lot there right.
So if we're going to go with
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a message, we sure a sect
better make sure we can back it up
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as company, not just from a
product perspective. That are we actually practicing
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what we preach. We have to
understand our buyers. We have to dial
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back, dial in our content to
make sure we're just not the drunk uncle
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at the cocktail party who's fling nonsense. I mean, the list goes on.
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So if for those who are listening
and they're sitting there going I buy
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in all this, but you don't
understand my situation. There's only so much
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time in the day and so many
bodies to fill that time. Where the
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heck does someone start? If you
work at an organization that does not trust
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you as a marketer to do the
right thing by your buyers, go quit
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and find a company that does.
You are going to be wasting and I
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know that's a that's a really child's
lave. I say that all the time,
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but I love that you just said
that. You're not going anywhere.
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Right, right, yes, I
love that you just said that. I'm
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all right, interruptive. It going. I was like pumping my fist over
379
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here. That's a good sign.
I'm sure I'm making other people listening on
380
00:27:49.109 --> 00:27:52.509
this podcast going what the F I
can't put my job. The fact is
381
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you can and you should. Marketing
talent right now is so hard to find
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and if you are actually good at
what you do, you need to be
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willing to see yourself as an asset, but that asset cannot be leveraged unless
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you're in the kind of culture that
trusts marketing. We all know that there
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are many businesses out there that look
at marketing like a function of the business
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that can be deprioritized. Right the
I think people called the arts and Crafts
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Department of Yester Year. The fact
is you can. You can do the
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work to drive change of the perception
of marketing and many organizations that is an
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ongoing process and marketers are starting to
earn that kind of trust. They're showing
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impact. But in some cases you're
never going to change the minds of the
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people that are going to give you
the freedom to actually do what's right for
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the business. And so you and
not saying this is a blanket advice that's
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good for everybody. Some people just
need to keep their jobs, and that's
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fine. What I'm saying is,
if you're somebody who's fed up with the
395
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fact that you're getting nowhere trying to, for example, shift the language of
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your website to focus more on the
buyer and less on your products, if
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you fought that good fight for months
and you're getting nowhere, go apply your
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talents to an organization that desperately needs
that customer centric, buyercentric energy, because
399
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they're out there founders and CEOS and
boards that get it, or the ones
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that are looking for marketers to come
in with a playbook that's suitable for two
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00:29:15.009 --> 00:29:18.170
thousand and twenty. If you want
to go work for an organization that wants
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00:29:18.170 --> 00:29:19.049
you to be in one thousand,
nine hundred and ninety five marketer, by
403
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all means go for it, but
you know, see you in eighteen months
404
00:29:22.049 --> 00:29:27.680
when you've gotten nowhere. M I
love that. That that is such strong
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advice. And earlier on my career, as with a software company, I
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00:29:32.680 --> 00:29:36.000
did I took the step and yeah, it was scary as hell to say
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I'm going to shift, I'm going
to move because I can't stand doing this
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00:29:38.150 --> 00:29:41.430
anymore. But man, the rewards
are so much worth it and I think
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00:29:41.589 --> 00:29:47.430
that's part of and I know you
see this, to our run into marketers
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00:29:47.470 --> 00:29:52.190
all the time who are just well, the The Marketing Happiness report by prof
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00:29:52.269 --> 00:29:55.819
show that only ten percent say they're
very fulfilled in your work. That's pathetic
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00:29:56.859 --> 00:30:00.180
because we we do some really cool
stuff and you would think really, only
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nine out of ten or are are
not. I mean, I don't go
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to why don't wake up every morning
going boy, I just want to be
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adequate. I think it comes down
to, and I realize that that's pretty
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00:30:10.970 --> 00:30:12.730
hyperbolic to say just quit your job
and go work for company. If you
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00:30:12.809 --> 00:30:17.410
are doing the work to change the
perception of marketing, internally. You really
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do have to start speaking the language
of the business. I don't just mean
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00:30:19.529 --> 00:30:23.440
revenue, I actually mean this is
this is just kind of managing out one
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hundred and one. But really,
you know, laddering up whatever you're doing
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in marketing, even if it's this
campaign, to, you know, increase
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00:30:30.079 --> 00:30:34.279
trust at a business. You've got
a ladder it up to higher level business
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goals and be able to change the
way that you talk about marketing to be
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00:30:37.910 --> 00:30:41.829
something that a CFO, a CEO, the head of sales are all going
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00:30:41.910 --> 00:30:45.269
to nod their heads at and go, oh right, you are a creating
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00:30:45.269 --> 00:30:52.019
value, you are creating brand value
in a way that allows us to achieve
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00:30:52.099 --> 00:30:55.259
what we're, you know, trying
to do. We're all kind of working
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on the same team. I think
we're marketers. Fall and trip is when
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00:30:57.940 --> 00:31:02.700
they, when I'll say we,
because I am one, when we are
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00:31:02.740 --> 00:31:04.569
a little too proud of what we
do and we forget why we're doing it.
431
00:31:06.049 --> 00:31:08.210
You know, we forget that we
are part of a team that is
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00:31:08.210 --> 00:31:11.410
all trying to create the same kind
of change in market. So we tend
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00:31:11.450 --> 00:31:17.049
to maybe sometimes be a little proud
and say, well, it's marketing,
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00:31:17.369 --> 00:31:22.240
you don't understand it. The truth
is, everybody has an opinion about marketing.
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00:31:22.720 --> 00:31:26.759
You know what they say about opinions? Yeah, that's all. Wait,
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00:31:26.119 --> 00:31:32.910
but everyone thinks that they understand marketing
because they consume it all day.
437
00:31:32.950 --> 00:31:36.190
Everyone's these ads and billboards and commercials. They think they know what marketing is.
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00:31:36.750 --> 00:31:38.990
So there is this like weird ownus
on marketing. Like nowhere else in
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00:31:40.029 --> 00:31:45.309
the business, to have to be
this continual internal educator on what actually you
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00:31:45.390 --> 00:31:49.700
know marketing. For that especially be
to be specific. Organization needs to look
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00:31:49.700 --> 00:31:52.380
like, and the only way to
do that is to connect with your colleagues
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00:31:52.420 --> 00:31:55.900
in a way that you're connecting with
your buyers. What matters to them the
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00:31:56.059 --> 00:31:59.579
link which they use ment at dot. Marketers have two jobs. We have
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00:31:59.660 --> 00:32:01.730
to sell our value to the market
and our organization. I don't you know,
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00:32:01.849 --> 00:32:06.089
I love marketers for this reason.
Where them? What's resilient and people
446
00:32:06.289 --> 00:32:09.890
I've ever ever beat? Yeah,
I we're one of the few professions that
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00:32:10.009 --> 00:32:15.079
constantly has to just fire internal existence. But okay, are giving well and
448
00:32:15.160 --> 00:32:20.400
there and they're creating and incredible momentous
change that is actually changing the role that
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00:32:20.440 --> 00:32:22.759
a business plays and life of a
buyer. So I mean, as hard
450
00:32:22.759 --> 00:32:25.839
as it is, I say keep
pushing, keep going, because I'm excited
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00:32:25.880 --> 00:32:30.829
about where marketing is headed. I'm
excited about the profession of marketing compared to
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00:32:30.869 --> 00:32:35.029
a hundred years ago, what it
was manipulation, persuasion, right to what
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00:32:35.150 --> 00:32:37.950
it can be and what it should
be, which are these like internal advocates
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00:32:37.990 --> 00:32:43.589
for the buyer and and connectors between
what the market values and what we do
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00:32:43.789 --> 00:32:47.140
is organizations. It's still in a
remarkable profession when we're willing to be createds
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00:32:47.180 --> 00:32:52.339
and do it the right way a
hundred percent. In gree I have often
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00:32:52.380 --> 00:32:55.700
said there's no better time to be
in marketing because if we do it the
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00:32:55.740 --> 00:33:00.210
right way, we can and I'm
with you. I think it's driving effectual
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00:33:00.369 --> 00:33:05.609
change and it's so vitally important.
Katie, I know you and I could
460
00:33:05.609 --> 00:33:08.130
probably stay on the phone for several
more hours and talk about this stuff.
461
00:33:08.130 --> 00:33:13.160
As my kids say, it's one
of the things that I like to quote
462
00:33:13.240 --> 00:33:16.359
nerd out about. But if people
want to continue the conversation with you,
463
00:33:16.519 --> 00:33:20.960
if they want to find you learn
more about what you do, what,
464
00:33:21.440 --> 00:33:24.720
where can they go? I send
a weekly newsletter that is humbly called the
465
00:33:24.799 --> 00:33:29.670
world's best newsletter and I send it
every Saturday morning. So if you want
466
00:33:29.710 --> 00:33:30.470
to get that, which I highly
suggest you do, because I have a
467
00:33:30.509 --> 00:33:35.069
big announcement coming up in two weeks, which Carlos doesn't even know, so
468
00:33:35.150 --> 00:33:37.509
he's probably gonna say this is news
to me. This is fantastic, Bata
469
00:33:37.630 --> 00:33:42.579
Bro depending on this podcast comes out, maybe out there, but the first
470
00:33:42.579 --> 00:33:45.859
people to know will be that newsletter. So, Katie March how with two
471
00:33:45.900 --> 00:33:52.740
Elscom or just google me like a
good marketer. I'm infinitely googleble. That
472
00:33:52.940 --> 00:33:58.529
is very true. Yes, you
you are. You're very wellknown. So,
473
00:33:58.690 --> 00:34:00.289
Katie, I really do want to
thank you. I know you've got
474
00:34:00.289 --> 00:34:05.250
a crazy busy schedule. This has
been a lot of fun for me and,
475
00:34:05.609 --> 00:34:07.690
like every time we get to talk, I walk away with something to
476
00:34:07.809 --> 00:34:13.199
ponder and think about and something to
learn from. So I want to thank
477
00:34:13.239 --> 00:34:15.880
all of you who have listened to
this episode of the Bob Gross Show.
478
00:34:16.039 --> 00:34:22.800
The HASHTAG H to h, human
to human segment. I am Carlos Hidalgo.
479
00:34:22.000 --> 00:34:27.150
Go out and sign up for Katie's
newsletter and, why you're at it,
480
00:34:27.230 --> 00:34:30.710
if you want to grab a copy
of the UN American dream and learn
481
00:34:30.789 --> 00:34:35.269
how to establish work life balance and
shed the hustle. Go to amazoncom.
482
00:34:35.550 --> 00:34:37.349
Thank you so much, Katie.
You have a wonderful afternoon and to our
483
00:34:37.429 --> 00:34:45.460
listeners, have a great day and
go drive some change. We totally get
484
00:34:45.500 --> 00:34:50.139
it. We publish a ton of
content on this podcast and it can be
485
00:34:50.300 --> 00:34:53.130
a lot to keep up with.
That's why we've started the BTB growth big
486
00:34:53.250 --> 00:34:58.610
three, a no fluff email that
boils down our three biggest takeaways from an
487
00:34:58.650 --> 00:35:04.250
entire week of episodes. Sign up
today at Sweet Fish Mediacom big three.
488
00:35:04.570 --> 00:35:07.960
That sweet fish Mediacom Big Three