Transcript
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welcome back to be to be growth. I'm
Dan Sanchez, and today it's just me. I
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was just having a conversation with
James Carberry, the CEO Sweet Fish
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Media, about a conversation he had
recently with some other heads of
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marketing from a few different other
companies talking about how they feel
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like there is something missing from
their year end marketing planning
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process. And when James asked me about
it, I realized I kind of do have a bit
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of a process that I used for my year
and planning When wrapping up and
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tryingto make sure everything's tight
to head into the next year, my
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background actually has only recently
been a B two B marketing. Before this,
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I was in higher education and we often
employed a lot of students, which means
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I had a turnover every single year,
which means every single year I would
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have no or only a few staff workers and
all my student workers would be gone,
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and I got really good at having a time
of just like a quiet reflection for us.
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This wasn't in December in January. It
was in the summer when we were flipping
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classes and I'd always have a time to
reflect on quite a few things As we
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headed into the New year. We also had a
budgeting period where I would have to
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think about the marketing strategy for
the next year. Between those two things.
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They're kind of two separate year ends
for us. But I realized I had developed
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some processes in order to tighten up
the marketing plan and make sure we
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were more success successful each year.
And it's a lot of those processes I'm
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now bringing into sweet fish, though
I'm doing them all at once, um, for the
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first time now, but next year will be a
little bit different as I review what
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happened. That's what happened the past
year in orderto launch into the next
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year. So let me share with you some of
the things that we're doing it. Sweet
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fish media and hopefully it can inspire
you in your year end Planning is we're
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heading into 2021. So again, here is my
seven point checklist for ensuring my
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plan is tight for the next year. Point
number one is reviewing the
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organization's strategic plan. Every
organization, at least ones that are
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kind of past the startup model and you
have a product market fit. You are
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getting together with your leadership
team and trying to charting out what
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the next year, three year, five years,
maybe even 10 years is going to look
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like they get together and create a
whole plan for the year. And oftentimes,
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marketing is a big piece of that plan.
Uh, in most of the strategic planning
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processes I've done, uh, even talking
about things. Uh, things narrowly
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defined is the demographics of your
target buyer are discussed in the
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strategic plan. Marketing is a big part
of every single company, so naturally,
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the marking department gets to speak
into that quite a bit. Um, but
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reviewing that as far as marketing is
concerned, I always like to look at
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that towards the end of the year. It's
usually just recently drafted as we
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headed into the year in annual planning
process, and I make sure the marketing
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plan is aligned to that strategic plan.
I look over any new objectives in the
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strategic plan that might be new. I
think about how what we need to do
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throughout the year in order to
actually achieve any objectives that
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marketing is responsible for. Are there
things I asked like, Are there things
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that we need to do in the first half of
the year that we can't do in the last
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half of the year? Otherwise, we won't
make the objectives. We won't hit the
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numbers often. Time marketing carries a
huge responsibility for hitting the
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revenue goals, which is usually a big
part of the strategic plan. Not always,
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but revenue goals air, usually part of
that, um so I usually sit down and look
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at that organizational strategic plan
very closely to inform the marketing
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plan. Which leads me to point to
reviewing the marketing plan. Now, I
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know a lot of people scoff at higher
education these days. I actually love
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higher education, Um, for a few reasons,
even though they don't always they well,
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they often get behind. When it comes to
the latest marketing tactics, you got
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to realize that higher education is
taking all those marketing tactics in
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taking the time to test them with
empirical evidence to make sure they
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actually work. You know, not just
sometimes, but most of the time, and
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they have the data to back it up before
they actually put it in the textbook.
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So by the time you're getting the
textbook, yes, these practices were 5
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10 years old, but they are the They are
the practices that were popular,
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theorized by someone and then tested
and validated, then handed to you as
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best practices that have been like
proven as best practices. So I like
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that about higher education. And there
is some of the major part of higher
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education I picked up from my marketing
degree was creating a marketing plan I
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actually took. Like when I create a
marketing plan and I've looked at lots
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of marketing plan templates I like kind
of like the more traditional style
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marketing plan. If you're a startup, it
doesn't quite make sense because you're
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still trying to figure it out. But I
still find having a plan is very
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helpful, and it's actually less helpful
for me as the head of marketing. I kind
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of know the ins and outs of it I like.
I don't need to explain it to myself,
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but it's really for everybody else.
It's from my boss. It's for employees.
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It's for new employees I've hired who
don't know anything about all the
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basics of what we've explored before in
the past. So the marketing plan is
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really getting everybody on the same
page as far as what marketing does.
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What our products are, who are
competition is and really summarizes it
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all for others and a really succinct
way that helps them get on the same
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page with you so that you're running
farther faster together. With that
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being said, here's the parts of the
marketing plan that I like to review
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every single year in order to make sure
that they're still good. And by the way,
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if you're if you haven't made a
marketing plan before, I usually like
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to make a really thin one, like for a
really short one. For starters, I find
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it grows over. Time is you add more
detail and get more nuance about who
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you're reaching or like the different
pieces I'm gonna cover in a second. Um,
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I find it evolves over time, but you
got again to get started somewhere and
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this year with sweet fish meat. It's my
first year making a marketing plan, so
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it's only a few pages long, but it's a
good start. I know, I'll be adding to
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it over time as I get insights, Um,
that actually informed the rest of
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these sections. So here the sections
that I included a marketing plan again,
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I read it over every single year. Um, a
company summary. This is your general
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that, like you're not marketing copy.
This is just the explanation of who the
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company is and what the company does.
As basic as that sounds, that has to be
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documented somewhere for even new
employees. Newmarket employees to have
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a basic understanding of what you are
and a succinct matter and just a couple
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of paragraphs. Eso That's pretty
straightforward. But it should be in
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there. Um, the second one is products.
What are your products? What do you
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sell and what are the different
packages they come in? Um, that's got
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to be listed somewhere. Most people
just depend on that being on the
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website, but it really should be
documented first in the marketing plan
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that informs the website, not the other
way around. The third part are the
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target is the target market that
includes the demographic, the
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psychographic and the persona
information of your targeting. If
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you're a B two b company, of which this
is B two b grow. So most of you are
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almost all of you are B two b company
that also includes firma, graphics, the
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characteristics of the types of
companies you're reaching out. Um, this
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could be a really short sentence that
really targets a very specific person
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or includes quite a few different
profiles that you target depending on
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the complexity of your target market or
markets. Um, I like to review it every
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year because I find I can tweak it and
sometimes this doesn't change.
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Sometimes you know you're going after
the exact same person, but it's good to
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review it just to make sure, Um because
all the changes you make you make you
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wanna make sure you let everybody know
that this is like the new thing that
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you're doing. Um, the competitive,
competitive situational situation
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analysis, which is kind of like just
assessing the type three types of
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competition. You have the rivals that
are competing directly with you new
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entrance that are coming into the
market that could potentially still
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market share away from you and the
substitutes other places, customers air
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going in order to, uh satisfied the
pains or the needs that they have. So
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getting a grip on that, actually bullet
pointing out all the different possible
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rivals, new entrance and substitutes is
a good practice for me. And I like to
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review it. What I thought, what they
were last year and updated with any new
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relevant information. Because sometimes
it's just the year goes on and we
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actually have a new competitor, and we
forgot to put it in the marketing plan
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again. The marketing plan is to update
everybody else. It's obvious to you,
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but it's for everybody else. Um, and
then the last kind of like, major part
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of the least. The first part of the
marketing plan is the SWAT analysis.
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This can change. This can actually stay
the same for multiple years in a row.
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But then sometimes something different
happens. Something totally shifts.
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Maybe you have a big pivot with your
company, Um, but in a year like 2020 I
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bet the SWAT analysis completely
changed. For a lot of people from 20
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are from 2019, right. All of a sudden,
your strengths, weaknesses,
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opportunities, threats are looking very
different. Post pandemic and post Like
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all the things that happened this year.
Oh, my goodness. It would be a really
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good time to do another SWAT analysis
if you haven't done one, Um, done one
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yet is part of your annual planning
process. So those are kind of like the
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major parts of the marketing plan I'd
like to review every year. And I find I
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pick up nuances that we caught from
last year that I want to document for
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this year moving forward, and it's
important to get those and actually
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review you're thinking from last year
and update it. So the third point that
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I like to reflect on for the year and
plan or a year in planning is to review
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the marketing objectives that you had
set the year before. Um, this is also
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part of the marketing plan, but it's a
big enough piece that I kind of
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separated out as a separate checkpoint
on my checklist. Um, I just look at
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them. Did we meet the objectives? Why
or why not? Um, and that's pretty
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simple. You just go objective by
objective and ask the question, um,
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looking at them, you'll know pretty
quickly whether they were were not, and
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that one form the tactics that next.
But before we get into that fun fact,
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marketing by objective was first
introduced by Peter Drucker, which is
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something I actually learned last night
from a book on thought leadership of
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all places. Um, but I always like to
find out where these concepts come from,
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but it's not too old. It's probably
only 30 40 years old, where that was
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introduced to the business realm.
Marketing by objective. So thanks.
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Peter Drucker, um, forth thing I like
to look at is again reviewing the
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tactics you executed, and hopefully
your tactics lined up to the objectives.
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So you set objectives, and then you try
to tie all your taxes tactics to them
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and what I really like to do. Um,
what's best to do it with the team is
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to do a postmortem on every single
major tactic you tried to execute that
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year. Um, to try to figure out how well
it went, did it? Is it worth repeating
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with it if it didn't go well? Why? Like
getting insights from other team
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members might give you a much better
understanding of like what happened or
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didn't happen. If you're the head of
marketing for your department, um, I
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find I usually have a pretty good guess.
But sometimes I'm surprised when other
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teammates say, Oh, yeah, that didn't
work because Susie over here. And not
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that I'm saying they, they're gonna
blame, shift or whatever. But usually
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there's some peace, some more insights
like, Yeah, after doing a postmortem on
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individual tactics with the team on, we
honestly don't do these enough. I find
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even myself is market are very future
oriented, very goal oriented. I get
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very excited about what's next and it's
using. I usually like to do it at the
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year in planning, at least to try to do
some of the major tactics we done, if
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not all of them just to slow down
enough to try to assess, like, what the
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heck happened last year and why did
that go off the rails? Why did that?
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That was way more successful than we
thought it would be. Why, just to get
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more insights out of it before you move
into the next year again, Everything
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we're talking about is are all things
that you put into your plan for the
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next year. Actually, don't right
marketing plans for year to year. I
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just update the current marketing plan
and I just change the date on it and
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just I just keep updating the same
document I don't make new documents for.
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It's just an evergreen growing piece I
might updated throughout the year, but
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generally I'm updating it at least once
a year at this year End review. But one
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extra note about the tactics that I
learned recently that I just thought
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was very insightful is not to document
the results of experiments. I know that
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seems really n counterintuitive because
it seems like you would want a library
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of what worked or didn't work in the
past. Um, and I can't remember where I
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read this, but I just remember remember
it so strongly Now that I'm like, man,
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that was just freaking gold. I love it,
and I'm it's gonna be What I do from
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now on is I'm not going to document the
actual experiments that happened. And
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the reason like like little tiny
specific experiments like a be split
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tests, uh, testing out new channels and
new things. The reason is because just
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because you proved that it was this or
that for you. It might be totally
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different when somebody else comes on
the team. That's new. That hasn't tried
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it yet. And for some reason they got
the goods. They got the creative spark
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to make Facebook ads work. Just because
you validated that Facebook ads doesn't
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work for your marketing team doesn't
mean it won't work for somebody else.
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Just like if somebody handed me a
basketball, it doesn't mean that I'm I
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could prove right now that I'm not
going to get a very good score with the
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basketball because I don't do well with
basketball. But if somebody else came
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on the team who did, they could do
really well. So you have to keep that
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in mind that just because you did it
experiment and even might have even
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improved it empirically doesn't mean it
might be might not be different later.
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Things change for channels. Channels
have seasons like there might be a
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better season to come, so I don't think
you need to create a whole library of
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what not to dio. Um, just let it live
on in your memories and you'll remember
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it and be able to prove it. But I think
new new new people will come on, and
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that's just a little note in tidbit
that's extra. That's not necessarily
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part of my year and marketing plan, but
something I've been thinking about a
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lot recently. Um, 0.5 is to review my
internal marketing systems. There has
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to be a point in the year we actually
sit back and actually review these
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things. This was a definitely a good
habit that I had working for my last
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employer in higher education space
because we had students coming in and
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out, which means I got to do an audit
and kind of figure out what what worked
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well last year versus what we can
change and make better for the future.
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And those four things that I like Thio
kind of review and make new plans for
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was the project management system. You
know how you're getting tasked out to
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your team? Um, the team communication
systems, Um, how you are communicating
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usually for people these days, It's
like slack and email, right, like how
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well is that going is? Is there better
tools? There's there different ways of
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using it that you've heard about, but
never really sat down to really think
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like, Hey, how well is this going? Um,
do we need a add channels? Do we need
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to cut back on channels? Um, things
that you need to be asking their, um
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you need to review and kind of think
about your on boarding and off boarding
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systems for your department. Um, and
your specifically what? Just
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introducing them to the team. The
training year and planning is a great
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way to do it. And it's not something
that ever goes into the marketing plan,
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but and it's gotta live somewhere. And
you gotta be able to have a place to
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evaluate these things because these are
these are the nuts and bolts that make
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your department run. The marketing plan
is great, but if you don't have a great
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internal systems and a great team, then
your marketing plan is just not gonna
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be executed very well. And the last
thing in this part is there your
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training systems? What do your ongoing
training systems like, um, to keep your
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team sharp.
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So the six point of my checklist is to
review where your department currently
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stands with stakeholders and there's
five different stakeholders. I like to
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kind of assess. This is kind of new for
me and have something I didn't start
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doing until more recently, within the
last year and a half. Um, but I like to
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review, like, where where is our
department Standing with the heads of
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other departments. Because I might need
to think through like, what I need to
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do this year in order to earn some more
favor back from departments. Maybe I
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lost in favor with or departments that
I still want to continue to hold tight
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because I know it might be a rough you
when we're trying to hit some big
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objectives together or something like
that s o heads of departments.
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Certainly your boss, Um, the employees
within the department and forth is
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vendors, actually something. This is
something I'm starting to think about
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even now. Something I just recently
added to my checklist is vendors as
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sweet fish media. We have a couple of
strategic vendors we work with, and I
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want to make sure we have a tight
relationship with those guys because if
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they pulled out there would just be not
pulled out, but just you know, the
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relationship wasn't great. That could
be, I don't know. It just would slow
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things down for us, um, as a company.
So I wanna make sure that I'm thinking
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about our vendors and treating them
well so that we have a good working
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relationship. And the last one, of
course, is customers. But how well are
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you dealing with customers? Are you
talking to customers? How well are you
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going and asking them and doing
informal interviews with them in a
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systematic way? Um, I always find that
I get so excited executing the work
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that I forget to slow down just to talk
to customers and or prospects, right?
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You've got to be having conversations
with them on an ongoing basis. And this
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in part of the year in plan I'd like to
review. That is part of this sixth
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checklist item, and this last is for
the seventh checklist. Item is
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reviewing the backlog of ideas. I don't
know about you, but I tend to have,
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like, ah, file somewhere. That's kind
of like it's kind of like a drunk
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drawer, but, you know, there's good
stuff in there this, but there's a lot
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of stuff in there. I tend tohave. Ah,
lot of people pitch me on marketing
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ideas because everybody's got marketing
ideas. And honestly, I'm usually so
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busy trying to execute the ideas that
we put down and agreed to at the
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beginning of the year, a k a. The
marketing plan that some some ideas
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just go into a file and just never see
the light of day again. But that's a
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shame, because some of us there's some
really good ideas in there, and some of
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those ideas need to die. But you should
probably go out and just clean out the
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ones that need to die and just kind of
like, get them out of that folder or
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wherever the heck you're putting them
and bring back some of the ones that
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were presented to you that maybe you
should bake into, Ah, the tactical plan
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of your marketing plan because they
might, they might fit up. They might be
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great tactics for reaching the
objectives that air new objectives for
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you this year, so you might want to
bring them back. You might and but for
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sure, clear it out and kind of get a
fresh start. Um, and bring back the
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ones that were worth keeping and just
kind of. I like to just delete the ones
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that weren't worth keeping because if
they're good, they'll come back. So
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that's it. Those air, my seven major
points of which there's multiple sub
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points of them. But you kind of get the
idea. Those air, The seven major things
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that I like to review at the year end
to inform my plan for the next year so
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that I know I have. I'm running a tight
ship time I'm accounting for where
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we're going. I'm accounting for what
happened last year, Um, accounting for
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the ongoing systems and relationships.
And I'm dealing with kind of the junk
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drawers in our department of ideas that
have kind of stagnated there for a
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while. Um, and I find that it kind of
keeps things running smoothly and get
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them out of my mind. And it's just a
really good reset for the end of the
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year. And that's how we're moving
forward with sweet fish media.
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Hopefully, some of those were
insightful to you, I'm sure as I listed
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them, you thought of one or two that
you're like, huh? Yeah, I probably
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should evaluate that. Um, So go ahead
and write it down. Take some time to
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review those things. I don't find that
it takes long to review all these
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things. The longest part is the
postmortems to go over the specific
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tactics with team members. But you and
or another, um, person that works
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closely with you and marketing could
probably knock all these out in about
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an hour to, um and it's really well
worth it at the end of the year. So
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hopefully this has been a help to you.