Transcript
WEBVTT
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Conversations from the front lines and marketing. This is be tob growth. This
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is be tob growth coming to you
from just outside Austin, Texas. I'm
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your host, Benjie Block, and
today joining me from Nashville, Tennessee Director
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of growth here at sweetfish, Dan
Sanchez, and from Louisville, Kentucky,
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our creative content lead, Emily Brady. How's it going, guys? Going
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great, Benjie, Whoo, Whoo, I like that cheer. They're all
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right. So we are back.
This is week two of us doing something
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new and bringing topics from around marketing
that the three of us are paying attention
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to. There's always a lot going
on. We're on Linkedin, we're reading
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books and blogs or obviously, having
conversations on podcasts, and so there's so
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much content out there. We want
to just have a little round table discussion.
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Emily, what are you looking at
this week? Yeah, I saw
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a post from Jaakenzo on Linkedin and
he said we need to fix how we
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interview executives on our shows, because
a lot of times they've already been interviewed
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on several shows or they're coached in
what to say. So we don't need
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to be asked the same questions they've
been asked before or a question that's easy
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to come up with a canned answer. So I thought this was interesting and
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I was curious about both of your
takes on it because you both post podcasts.
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So what is your approach to especially
when you're interviewing executives? How do
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you get different answers? Yep,
great question. So I think it's there's
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always going to be difficulty. Right, you can't all I loved some of
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what Jay was saying, specifically at
the end of like surprise them with a
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question that it pulls, that something
that you know they're passionate about, but
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it's maybe a little bit out of
left field, so you're not going to
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get the can answer. What's hard
about that is, I've found as I've
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been reaching out to lots of these
people and having them on the show,
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you don't always know a lot about
that person. The pre interview helps,
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but striking a chord, like finding
that passionate thing that then also somehow ties
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into where you want to take it
isn't always like obviously takes digging. That's
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our job as podcast sose but that's
my kind of first thought. is like
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it's when someone isn't posting consistently on
Linkedin and you've never met the person in
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real life. Like that's why we
don't always have a unique lane. Sometimes
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it comes out later and in the
show, and that's always awesome because it
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adds a human touch. But to
me this is part of the art of
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podcasting, is like can we get
there and continue to get better, even
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though I would say this is one
of the most difficult things. Like where
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do we jump in? Like how
do we actually begin? Daniette, have
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you felt that same sort of tension? Now? I actually have a counterpoint
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to what Jay said, and I
think what I said is actually good for
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some shows not for others. So
here's what I'm thinking. Like there's a
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show called hot ones where the host
does a freaking like he's the epitome of
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asking great questions that keep people that
get interviewed a lot, which is a
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lot of celebrities, right, movie
stars, famous cooks like Gordon Ramsey,
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and like all the most famous people
right. He interviews a wide variety of
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people that are very, I don't
know, interesting to listen to. So
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he has to come up with good
questions other than the Gimmick of the hot
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sauce, of the you know eat
taking bites of ten increasingly hot, hotter,
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hot wings like he asked really good
questions and that's what it's like.
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The the novelty of the hot sauce
gets people onto the show, but it's
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the questions that keep people listening to
that show because he's so good at asking
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questions. Not all shows are like
that, though. If you have a
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show that's focused on a very small
niche and a very particular topic, you
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could also curate it based on what
you know has also already been set on
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the show and think about it more
from your audiences perspective less from the audience
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of that select of the person you're
having on, even if someone gets interviewed
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a lot, because if you're asking
them different questions for the sake of that
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person, you're doing it for them
and for their audience, which is good.
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You want to invite some of that
audience onto your show, but at
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the same time, well, what
about your audience? Maybe your audience hasn't
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heard that person speel yet. If
you haven't as a host, then it's
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it's likely that your audience hasn't either. So you could literally run through the
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same things and it would be okay, is a great no, but at
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the same time you have to consider
all your other priorities that you have gone
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on. Can you put in the
five to ten hours of research of listening
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to the last three interviews they were
on, going deep to the Google search
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to find blog posts they've contributed to, articles they've written to find all their
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different points of views or things you
could dive in on? And one last
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thing that I'd say is that if
you're also a subject matter expert in that
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topic, chances are you're going to
be able to dive into the weeds in
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a way a lot of hosts don't. I've been listening to an expert recently
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across multiple topics where he is repeating
the same stuff and I can tell the
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host that are talking to him when
they are subject matter experts, because they're
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diving into the weeds and I'm like, Oh, this is getting good at
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getting nitty gritty because and they didn't
do it because of a day amount of
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research, they just did it because
they knew which questions to ask, naturally.
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So the more you're a subject matter
expert, the more you're going to
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be able to dive into the weeds
of what they're saying and I think that
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will cover a lot of itself.
See, that's that's where I feel like
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it comes out more often, is
in the follow up questions. So to
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me, like knowing exactly where to
start, like because you have your consistent
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audience. They need context for who
that person is and sometimes you can have
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like I just don't think it's a
fast, hard and fast rule. I
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think the way that, at least
for me, it when I'm conducting interviews.
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You can tell where something's going and
I feel like great hosts have questions
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that they want to ask and then
also so consense in someone else's emotion when
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their interest is peak. So even, just an example for a BB growth
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episode, I had somebody on when
I was in my research phase, right
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Dan, and I'm going back and
I'm listening one of their old podcasts and
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I got to this question that that
host asked this person and I was like,
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that's what they're passionate about. You
can tell, you can tell that
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they want to talk about it.
And then there was no follow up question.
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So I just made a note of
that and when I jumped on the
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pre interview. I said, Hey, I just listened to this conversation you
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had. Are you passionate about this? Because it felt like we could have
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gone deeper on this other show that
I was listening to, which you are
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great on, by the way,
but do you can we make a whole
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episode on that one question? And
they lit up and they like that lasted
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twenty thirty minutes of our pre interview
just talking about going further down that road.
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So yeah, I don't know,
emily, what are what are your
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thoughts from outside, because you're you're
not hosting a show right now, but
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this post Pique your interest? Yeah, well, follow up question, because
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I feel like I'm hearing two different
strategies here. Do you guys think it's
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better to research the guests extensively as
much as you can and then come with
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customized questions, or to just have
really unique questions to begin with that you
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ask every single person? That's kind
of why podcasting is great. It's like
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we all have our own unique flavor. So, like, I love what
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Jay's saying, but I wouldn't apply
it to every episode. I do like
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sometimes I'll use that strategy because I
know this is good. Like they're already
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a good conversationalist taking more into account, whereas, like, if I asked
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an off the wall question to somebody
that's more buttoned up, that could throw
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the whole interview like you got to
have strong emotional intelligence to do podcasting well,
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because some people literally send me back
when I send them the questions.
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They send me back like a script
of what they want to talk about,
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and then it's my job to ask
good follow up questions that will still make
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it seem human, but that helps
them that they wrote that much. Other
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conversations it's like the exact opposite.
If I send them too many questions,
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they're like, I thought this was
conversational. So it's more about emotional intelligence.
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To me, that makes you a
good host and knowing how that person
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gets comfortable. Then it is about
going hard and fast rule. Every single
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time I do a podcast I have
this wildly unique question I ask my guests
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that I don't know that the hard
and fast rule works right. This maybe
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is a more of a question for
you, Benjie, but when you're researching
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your guest, if, let's say, you can't find anything on Linkedin,
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they're not active there, where do
you dig? What other platforms do you
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dig for those passions that they have
or topics that they want to talk all
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aside from actually talking to them?
Well, so, because it's like specifically
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a marketing podcast, and I'm talking
like CMOS primarily, or directors of marketing
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right here on BB Growth Eur.
Audience knows that welcome to be to be
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growth. So I think the way
my brain thinks about it is like anything
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that is on their website is content
that they've created has some sort of purview
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of the person I'm probably talking to. So like I could just bring up
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recent blog posts, I can just
look at recent things that they've been working
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on. Sometimes I'll look at especially
because we're kind of just finishing quarter one
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or where. I guess we're in
quarter to now, but I was looking
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at like last year's reviews to see
highlight moments and things like that, just
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so there's some sort of level of
intelligence on what their world looks like,
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even if it's not specific to the
person the company more broadly, like if
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they're that high up, they are
there thinking about that stuff all the time,
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like it's their life. So that's
a good way. And then also
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I try to check platforms that aren't
linkedin like I look up. I looked
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them up on instagram or facebook,
just things that are more human to see
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what their passions are outside, because
I've had pre interviews that go really long
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because we end up talking about running
because they see that I have like my
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marathon bib behind me, or I've
talked about Africa a lot because I grew
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up overseas, so that'll come up
sometimes and we just get a good back
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and forth going that way. Dan, do you think there's value in starting
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the episode by asking their background,
or do you just jump right into it?
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I've done it both ways and sometimes
I don't know both both can be
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really good. Sometimes not knowing what
exactly what you're going to be talking about
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leads to really good content. Those
episodes tend to run long, though,
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like Joe Rogan does it, but
he goes for three hours because he has
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to give it the time to unpack
for lack of preparation on the front end.
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He has to do long interviews,
but that's his style and it's worked
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for him. I honestly feel like
there's so many avenues to win and you
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have to think about it as far
as like, okay, if I think
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what Jay's reacting to is that so
many people do it without preparation for executives
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that it would be a huge differentiating
factor if a show did, especially if
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they were executives that were really popular, like the CMO of gone, who
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interviews a lot. So if you're
interviewing executives like that all the time and
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that's like the main type of audience
you or type of guests you have on
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your show, then you could be
he have a huge differentiating factor by being
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the kind of show that prepares a
lot with good questions. But if the
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market was the other way then you
could just do the Joe Rogan thing and
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go off the cuff and it would
give a whole different angle. There's so
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many different ways to win and it's
nice to know what the options are so
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you can kind of use them to
kind of figure out where the less crowded
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spaces I got to say, because
we have a lot of marketers listening to
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this show right now. If you
are a cmo or you are someone that
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is on other shows often, just
think about the fact that a can response
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might not be your best thing,
even if you get the same questions recurringly,
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like don't can your answer all the
time. You can also like play
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with the host right by allowing there
to be a good back and forth.
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So I don't want to just talk
to like the podcast hosts because we might
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have a smaller audience. Of that
here on be to be growth, but
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for those that are interacting with the
shows or even as you think of your
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marketing strategy, it's great to know
what you do, but there's a human
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element to like being able to explain
it in a way that's not so canned,
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that you actually can showcase that you're
passionate about it and the why behind
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it. So I think this is
a really fun conversation. Emily, anything
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you want to throw in here at
the end before we sort of wrap this
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up and send it to the interview? I think I'm good. I think
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I'm ready to start a podcast you
guys, after this. Let's go.
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We need an Emily Brady podcast.
Yeah, this has been a great conversation
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and sexually you made me realize that
there's a whole nother factor that you can
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use a differentiated podcast. Is something
that I hadn't considered before, but I'm
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like, Dang, there are lots
of ways that win here. So even
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just walking away from this conversation,
I'm like, all right, another tool
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in the tool bell in order to
recommend a customers or just people out there
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on Linkedin, or now I'm by
GIBI growth. Lots of ways to win.
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I like that. Well, we
would love to hear your thoughts.
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You can dm all of us over
on Linkedin interact with the content we're putting
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out over there, or you can
find me on instagram. I was just
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advocating for finding people on other platforms, but that's somewhere else that I'm pretty
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active, and I know emily is
over on ticktock all the time. So
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feel free to reach out any time
to any of the three of us.
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All right, so we are on
to today's conversation. It's an interview that
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I did with Christy Ebert Garcia.
She's the chief marketing officer at IMPACTCOM.
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This conversation is one on the importance
of measurement in our marketing efforts. I
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know you'll enjoy it, so check
this out. Welcome back to be to
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be growth. I'm your host,
Benjie Block, and today we are joined
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by Christy Ebert Garcia. She is
the CM at impactcom. Christy, welcome
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into be to be growth UNJEE.
Thank you, it's so great to be
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here. Thanks for having me on
the show. It's great to have you
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here and a congratulations is in order
because just a couple months back you became
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the CMO at impact. So congratulations
there. Thanks. Very exciting for sure,
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and we would definitely want to tap
into the wealth of wisdom that you
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have. So let's start here,
though. You have this career in marketing
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and I just want to know what's
been your baby, your favorite part,
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something that distinctly sort of stands out
from your career so far in marketing.
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That's hard because there's so many things. I'll say that I've never wanted to
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be anything else besides a CMO.
That's all I've ever wanted, and so
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I love I love marketing. I'm
a lifelong learner. I study it,
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it's my hobby, it's my passion
and I'm really glad too, I've been
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given the opportunity by impactcom to take
this next, next step. But for
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me, I'd say if I had
to nail down to like one particular thing,
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it would be watching the members of
my team become leaders on team.
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So when we start it. Four
years ago at this company we had seven
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marketers and now we have sixty.
So some of the marketers that we've hired
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have had to take on a lot
more responsibility and, you know, take
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on their own teams and sometimes most
of them are first time managers, and
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I can't tell you how ourwarding it
is to see the work that they're doing
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and just the confidence that they've been
able to kind of build and just makes
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me really proud. So I think
that's my yeah, it's always fun to
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watch that development. Right, for
sure, definitely. Okay, so I
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want to I mean, there's so
much in marketing we could talk about right.
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There's a lot of good but there's
also some pretty consistent tensions and I
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want to talk about that a bit
here. One of the tensions we definitely
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feel as how do we prove the
value that we're adding, and this is
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talked about in the be tob space
scroll linkedin. We're talking about it.
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How have you personally kind of experience
that tension throughout your career? It's a
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good question to have. So proving
performance as a marketer is a lot easier
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than it used to be, and
that's largely thanks to the attribution tools that
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have come out and pretty much everything
is trackable, which is which is cool,
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but it's still a challenge and I
think one way to overcome that,
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and it's also my favorite way of
holding myself another's accountable, is really simple.
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Say what you're going to do,
do it and then share the results,
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even if they aren't what you had
hoped for, especially if they aren't
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what you would hope for, and
in that way it's important to set expectations
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with your leadership team and your manager
of what you'll accomplish and you build trust
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by saying this didn't work the way
that we wanted it too, but here's
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what we learned and and so we're
going to try it again right. Only
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highlighting the good stuff or being defensive
about missteps or blaming others is the number
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one way to fail and I've seen
CMOS make it time time and time again.
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But you really should have goals for
all of the campaigns that you're running
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and then be able to show numbers
and looking at things lower funnel like pipeline
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opportunities, creation, let's say,
and revenue. It's not hard to do
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and it really keeps the team focused
on you know the right behaviors in the
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right results. So that's that's sort
of how we take it in here at
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impactcom. Yeah, I think it's
one thing to say we gotta tie revenue
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to our marketing efforts, but it's
sort of another thing to put a plan
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in place that executes on that.
You haven't always maybe been a part of
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marketing teams that just excel right at
measuring Roy. You're right, the tools
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are coming and they're better than ever, but measuring Roy, having proof of
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how valuable you are, very important. When did this light bulb sort of
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go off in your head, and
I wonder if there was like a distinct
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moment or if it's just been over
time, or maybe it's the way you've
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always been wired. I don't know. Now I don't think I'm naturally wired
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that way, but I'd say from
the very beginning I knew it was important.
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So my first job in marketing and
when I first joined, I watched
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some sales leaders at that company Complain
About Marketing, saying that, you know,
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the team wasn't doing a lot or
you know, the were' driving leads
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or my boss at the time wanted
us to list out everything we had done
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so that he could then, you
know, share it with, I guess,
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his leaders in the sales team.
But really what it what it was
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was it became a laundry list of
these tasks, but it didn't answer the
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so what questions. Like you wrote
a piece of content like so what.
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What did you do with it?
What did you see from it? We
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didn't have those answers and and so
it caused frictions. But from then on
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I realized it's not about the number
of items and tasks, it's the impact
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from those items. In the biggest
impact in every organization is incremental revenue.
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So marketing should be driving it and
should be able to report on that outcome.
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Otherwise it's just, you know,
so what. So that's really how
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I think about it. We're gonna
have a lot of people in our audience
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that are going, I have heard
the so what so many times. So
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you're you're talking to a choir right
now in some ways. But okay.
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So you experience that and now you're
you're passionate about making sure that we measure.
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So I wonder if we're just going, how does Christy measure? What
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would you say to that, like
what are the things that matter to you.
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So the first thing is the you
know, whenever you're measuring anything,
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you need to benchmark against yourself.
Like the the easy thing to do is
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say what is it? What's an
average open rate or what's an average CAC?
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There's really no such thing in every
industry and every company, every audience
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type, it's different, and so
comparing yourself against other companies, I think
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it's important to know. You know, probably, but it's really important to
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look at your own history of campaign. So each channel has its own on
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set of metrics, and so what
we do is we benchmark performance against ourselves.
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We say things like pay search.
Okay, let's say we expect a
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minimum of one dollar and two dollars
out and so if that channel isn't producing
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that, then we know something's wrong. We're looking at email opens and click
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grades and paid social performance and direct
buys, and these are all measured against
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past campaigns like month over month,
quarter, reporter year, every year,
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and so that way we know how
many leads were going to be expecting from
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those channels and what we need,
you know, and then how to get
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them. But it's important to not
be over confident in your media mix or
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start to get, like, really
complacent, because new channels and marketing strategies
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are created all the time and technology
makes that possible, and so you really
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just need to see on your toes
and spend a lot of time researching a
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new path to conversion, because your
mix today is going to look a lot
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different than your mix six months from
today and you need to stay on it
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if you want to be successful.
The other thing that I am lucky,
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I'm very fortunate at this company to
have a dedicated OPS team, marketing ops,
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and so they keep me updated.
There's not a day in the week
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that I don't know what channels are
driving pipeline and what what which ones aren't,
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and that's really important for all marketing
leaders to know. But you know,
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some of us have dedicated people for
that and other others don't. They
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have to do it themselves. So
it's easy for me to say that.
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Yeah, I think it's so interesting
because you were talking about like six months
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from today, how much things will
change. But also, when we look
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back, before we were really tracking
or knew what how, a lot there
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wasn't as much conversation around attribut you
should models, and also there's a lot
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of research out now that talks about
that on average takes bake what eight touch
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points. So there's a lot right. There's a lot of time and a
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lot of effort, a lot of
different content pieces. How, when you're
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thinking of these things that you're tracking, how do you how does that maybe
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factor into your attribution model? Well, there are definitely eight different touch points
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and that's been fairly consistent when you're
looking at our touch points. But I'd
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say track everything you can. The
ultimate measure of performances are pipeline and closed
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one revenue. So in order to
see that, we need to look at
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things like mql's as leading indicators.
It could take a full year before a
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deal is closed and be to be
especially with some complex sales processes. So
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we need to assume that not everything
is going to be visible right away.
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It's not like you press a button
in the next day you see exactly what
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happens. Some some of these different
campaigns, and especially in B to be
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like, they take they take some
time. So whatever you decide to measure,
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just measure it consistently and use your
own performance as benchmark, like I
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said, but you also need to
accept the fact that not everything is measurable.
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There's some things we want to do
because it's is common sense right or
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based on experience, and we can't
prove a direct line to revenue. So
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dark social will be a good example
of this. Public Relations, big speaking
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opportunities, brand campaigns. You know, people are seeing you on stage,
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they're seeing your logo and they're going
to remember that somehow sometime, but you're
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never going to be able to tie
it back exactly to that particular incident.
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So you have to be wherever your
consumer is right and so you need to
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be all over those places, given
how many touch points. But like,
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will I know that one of our
prospects is searching gt for reviews and that
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they say they saw the reviews and
then they came and converted on the site,
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like you know? Absolutely not,
like you're never going to know that.
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But do we still invest time and
budget on optimizing our GT listing and
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page? Like? Sure, because
we know that consumers are looking at review
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sites and the same is true for
social media and other other media. So
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it's really just about using common sense, drawing from your experience and looking at
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past performance. Is there anything that
you feel like, when you look at
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what we measure when you were you
mean knowing that you're talking to a room
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full of marketers right now. Do
you think there's something that we need to
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kind of quit doing in our marketing
measurement? I would say the vanity metrics
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are are sort of you know,
I don't see those being really concrete like
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standards are indicators of performance. So
I've never been a big let's look at
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the impressions and sort of just make
assumptions based on the fact that we had
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a million views on something like it's
I like the moving to outcomes type of
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model where you're looking at like the
acquisition, the conversion, and so I
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try to see on money and channels
that can provide that for me versus like
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maybe display or, you know,
even some for targeting, where you just
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you're never going to get that satisfaction
of knowing someone actually clicked. But you
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know, not to discredit those channels
at all, but we you need to
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partner with your sales team, I
think mostly, and yeah, especially for
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the big targeted like account base marketing
campaigns. They may not answer a phone
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call but they'll open an email or
vice versa. So I don't know if
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that answers the question. But no, I definitely does. It definitely does.
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So I one thing that I think
there's a breakdown in is the way
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that marketing maybe talks to other departments
about what they're doing. That was a
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problem in your story earlier, right
when you started to realize this. Oh
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we have this list and so what? Let's talk about these two different groups.
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Right. So there's how we communicate
with sales and then there's also how
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marketing communicates with the C suite when
we're thinking about our attribution and all of
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this. In your current organization you're
blessed with a great relationship. I know
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from previous conversation with you you guys
get along really well, but talk me
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through a little bit of what that
relationship like looks like and your guys conversations
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around attribution. Maybe we can glean
some things, learn some things from that.
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Yeah, so I would say the
conversations with the sales team and with
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my marketing team and with the executive
team are different. So for my marketing
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team, like will go deep,
right. We'll say, okay, let's
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test the color of this cartoon person's
hair on paid social to see if we
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get better engagement if the hair color
is brown. I mean that level of
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detail, AB testing, and all
marketers do this right. It's not something
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that so in all that time talking
about, because who cares? Again,
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so what? But I do.
But you're talking to a marketer. That's
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a type of insights that you need
right as a market doesn't necessarily mean your
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sales team needs at or the executive
team needs to hear it. So it's
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really understanding your audience, which is
real number one of marketing. But when
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I'm talking to the other executives in
my company, we're looking at numbers.
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I mean we're talking about lessons learned, we're talking about kind of things that
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we're excited about, what challenges exist, how can we overcome those challenges?
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And then, at the end of
the day, like let's look at the
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retront on investment of the team.
And so without sales there would be no
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return on investment. Like there is
no unless it's an audit, you know,
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an online sign up or something like. Marketing is not in Asilo.
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But you're working with your teams,
whether that's a Bedr or ae or,
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you know, at sales leaders,
you're you need to be working together and
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so ensuring that they have what they
need. The sales team has what they
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need from the marketing team and that
there's a feedback loop is critical to being
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successful. But they're all slightly different
conversations and their nuance conversations. Let's go
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with the slightly different between sales and
maybe a C suite, like is there
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anything in particular there that you've noticed, because it is slightly different audiences,
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but we're all still kind of generally
want in sales and c suite or paying
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attention to the bottom line and and
the money. But I wonder if there's
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any other nuances that you've become aware
of. Yeah, I mean I think
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the executive team sometimes can put marketing
in to the sales bucket, like they
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may think costs of sales and market
any team it's typically like a combined line
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item on your balance sheet. But
marketing sales are so different, and so
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it's if you're talking to executives who
don't have a marketing background her maybe we're
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sales peop like they might have a
completely different view of what marketing does.
402
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Then what you know? Somebody with
a marketing background would know. So I
403
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would say when I'm having conversations with
the sales team. We can. We
404
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can say, okay, let's basically
coordinate touch points, like there's this big
405
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campaign going out, you're going to
get a notification from sales force when this
406
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happens and here's your response and we
we've written up all these flows for you,
407
00:27:19.920 --> 00:27:25.400
guys, and objection handling and everything's
being tracked by sales force and Marquetto
408
00:27:25.480 --> 00:27:29.640
and visible and and so it's definitely
a lot more tactical. Some people,
409
00:27:29.720 --> 00:27:30.880
the executives, love to hear the
details. Don't get me wrong. I
410
00:27:30.880 --> 00:27:36.720
mean we're I'm lucky to have founders
that care very deeply about marketing, but
411
00:27:36.920 --> 00:27:40.440
there's so much going on at any
given time in a marketing org of any
412
00:27:40.440 --> 00:27:45.599
company that it would be impossible to
have those granular conversations about every project or
413
00:27:45.640 --> 00:27:49.519
campaign that you're working on. So
save those for your team. Yep,
414
00:27:49.599 --> 00:27:55.440
Yep. One thing I find talking
specifically with CMOS is that they often are
415
00:27:55.519 --> 00:28:00.279
the one in marketing that got whether
it's promoted or the reason that they are
416
00:28:00.319 --> 00:28:06.799
there is because they're good at tying
numbers to what they're doing. And then
417
00:28:06.839 --> 00:28:10.839
you have other marketers who maybe they
have aspirations of building a career in a
418
00:28:10.920 --> 00:28:12.880
maybe even moving into a position like
that, but that mindset shift, it's
419
00:28:12.880 --> 00:28:15.640
like they're more focus on what you're
talking about earlier, like the hair color
420
00:28:15.680 --> 00:28:19.400
or the person in that is,
and it showing them kind of like the
421
00:28:19.400 --> 00:28:25.200
whole picture, getting them interested in
the numbers. It can be like a
422
00:28:25.240 --> 00:28:29.240
more difficult kind of thing. I
wonder how you've specifically in your career seen
423
00:28:29.359 --> 00:28:33.000
the benefit it's of like moving into
this model win, I'm going to be
424
00:28:33.000 --> 00:28:36.759
able to prove our value. I'm
going to go into the numbers and like
425
00:28:36.960 --> 00:28:40.960
show what we're doing overall for the
growth of this company. Yeah, no,
426
00:28:41.160 --> 00:28:44.119
I think marketing is one of those
roles that everyone thinks that they can
427
00:28:44.160 --> 00:28:48.640
do because everyone can come up with
a great idea. Like there's there's some
428
00:28:48.720 --> 00:28:51.440
really you know, you get a
bunch of people in a room like what
429
00:28:51.480 --> 00:28:52.839
do you think we should do for
this advertisement? Like you're going to get
430
00:28:52.839 --> 00:28:56.279
some really cool ideas from people that
aren't on the marketing team. Or I
431
00:28:56.279 --> 00:28:59.519
saw this at my old company.
You know, there's a lot of that.
432
00:28:59.599 --> 00:29:03.559
But what makes marketers good is consistency. Like we have one hit wonders
433
00:29:03.559 --> 00:29:06.880
in the marketing world, right.
I mean we have people that do a
434
00:29:06.880 --> 00:29:10.599
great campaign or advertising agencies to do
a great campaign and then they sort of
435
00:29:10.599 --> 00:29:12.279
just disappear, a fall off the
mountain and they can't repeat it. And
436
00:29:12.319 --> 00:29:18.440
so I like the small winds and
being able to tie them to consistent performance
437
00:29:18.480 --> 00:29:22.440
over time, and that's what every
investor is looking for. Like what's repeatable
438
00:29:22.440 --> 00:29:26.519
about this model? I can go
to my executive team and say, here's
439
00:29:26.519 --> 00:29:30.480
what's repeatable about my model, like
we're pulling from information and tracking that we've
440
00:29:30.480 --> 00:29:33.839
had over the course of two years
or three years or whatever, and I
441
00:29:33.880 --> 00:29:37.599
can tell you that if we do
Xy, is going to happen at a
442
00:29:37.640 --> 00:29:41.160
high level. Right, there's always, you know, kind of things that
443
00:29:41.240 --> 00:29:45.759
come up and you don't know everything, but you should be able to have
444
00:29:45.839 --> 00:29:48.839
a good sense of what you can
do and it should be repeatable and scalable.
445
00:29:49.480 --> 00:29:52.119
You know, every every now and
then I have a great idea and
446
00:29:52.119 --> 00:29:55.880
I my team does and we say, okay, let's try it for this
447
00:29:55.920 --> 00:30:00.519
campaign and we realize it only works
because it's bespoke and and that's great for
448
00:30:00.559 --> 00:30:03.640
your high value contacts, right.
It's great for the CMOS that you're trying
449
00:30:03.640 --> 00:30:06.680
to reach, let's say, selling
into, like they're probably not going to
450
00:30:06.680 --> 00:30:08.160
click on your ads, and so
you have to come up with something really
451
00:30:08.200 --> 00:30:11.960
creative. But it's highly manual and
that's okay, but if that's all you're
452
00:30:12.000 --> 00:30:17.160
doing, you're going to have a
hard time proving value. And the same
453
00:30:17.200 --> 00:30:21.079
if only you're doing this evergreen,
always on marketing approach, the numbers go
454
00:30:21.160 --> 00:30:22.359
up and now and that's just that's
just life. You know you're going to
455
00:30:22.400 --> 00:30:26.960
have an off month, like maybe
something got stuck in paid searched and you
456
00:30:26.000 --> 00:30:30.279
know a campaign got shut off,
or maybe you know some news item happen
457
00:30:30.319 --> 00:30:34.160
and people aren't paying attention right now
to what you're selling, and that's great.
458
00:30:34.200 --> 00:30:38.039
That's why you need that. You
know that history of performance and that's
459
00:30:38.039 --> 00:30:41.200
what says the great mercury part.
I love the words you use, their
460
00:30:41.240 --> 00:30:48.079
consistency, small winds, repeatable,
scalable. I think that's definitely where the
461
00:30:48.079 --> 00:30:53.559
conversation should be. Not always does, isn't always where it is. Anything
462
00:30:53.599 --> 00:30:59.359
that you would say to let's say, hypothetically, I'm a director of marketing
463
00:30:59.400 --> 00:31:02.920
and I'm getting maybe some heat from
the sea sweet because they want to see
464
00:31:03.000 --> 00:31:06.839
proof of value. So we use
these words right, consistency or small winds
465
00:31:06.880 --> 00:31:11.079
repeatable and if someone's going okay,
I got to prove value, they're going
466
00:31:11.119 --> 00:31:14.440
Christy. Where should I start or
what should I be tracking immediately? Like
467
00:31:14.519 --> 00:31:18.279
what's that in road? Yeah,
so it's like if you fail, the
468
00:31:18.359 --> 00:31:22.960
plan you you're going to you should
plan to fail. Like there's Yo,
469
00:31:22.160 --> 00:31:26.400
there's not anything that you should be
doing that doesn't have some sort of expected
470
00:31:26.480 --> 00:31:30.400
outcome. Remember when we were in
elementary school, maybe we had signed projects
471
00:31:30.400 --> 00:31:33.359
and we've always had to write our
hypothesis of what was going to happen right
472
00:31:33.400 --> 00:31:36.680
at the same is true for every
campaign that you launch. You should have
473
00:31:37.000 --> 00:31:41.200
what the goal is like, even
if it's a small thing, because otherwise,
474
00:31:41.200 --> 00:31:41.799
how do you know if you're doing
a good job? How do you
475
00:31:41.799 --> 00:31:45.519
know if you hit that goal?
So I would say if you're not doing
476
00:31:45.519 --> 00:31:48.440
those things, start doing them,
especially to this hypothetical director of marketing,
477
00:31:48.480 --> 00:31:53.119
like before you launch anything, especially
when you're spending money, you should have
478
00:31:53.799 --> 00:31:57.279
some form of forecasting of what's going
to happen. How do you start?
479
00:31:57.279 --> 00:32:01.119
Well, you need to get some
great tracking software or you need to make
480
00:32:01.160 --> 00:32:06.519
sure that you have others in the
company like that you're working with that can
481
00:32:06.559 --> 00:32:09.200
speak to the success of the campaign, like working directly with your sales team,
482
00:32:09.279 --> 00:32:13.160
like understanding what it is that they
need. Let them be the advocate
483
00:32:13.279 --> 00:32:15.000
for you. You know, I
think you know, marketers don't have to
484
00:32:15.039 --> 00:32:17.119
run up and say, you know, look what I did, like put
485
00:32:17.160 --> 00:32:21.480
this on the refrigerator with a magnet, like you know. It's much better
486
00:32:21.519 --> 00:32:25.519
to have those third parties kind of
come and say this was a really great
487
00:32:25.519 --> 00:32:29.759
team effort from marketing, and that's
to me is I'll take that win any
488
00:32:29.839 --> 00:32:34.200
day the week. HMM. Was
We start to wrap up here. I
489
00:32:34.240 --> 00:32:37.920
love again, I think the last
few minutes here specifically, I'm going I
490
00:32:37.400 --> 00:32:44.839
we definitely the consistency pieces what makes
great marketers stand out amongst just like good
491
00:32:44.880 --> 00:32:47.680
markers, because a lot of people
do have that story. They could tell
492
00:32:47.720 --> 00:32:52.359
you about the one campaign they ran
that one time. So I love that
493
00:32:52.400 --> 00:32:55.000
you pointed that out. As people
walk away from this episode, maybe,
494
00:32:55.119 --> 00:32:59.519
well, I usually jog, so
I'm imagining someone running and they're listening to
495
00:32:59.519 --> 00:33:02.480
this and as they're finishing up listening
to US talk today. Chrissy, anything
496
00:33:02.480 --> 00:33:07.920
you want to leave us with as
far as final thoughts around our attribution model,
497
00:33:07.960 --> 00:33:12.440
things that we're tracking maybe it's a
start stop. Any final thoughts here
498
00:33:12.480 --> 00:33:15.680
before we close out today? I
well, I would say there's never been
499
00:33:15.680 --> 00:33:19.400
a better time to be a marketer. Ever. Ever, this is and
500
00:33:19.640 --> 00:33:22.279
it's only going to get better.
I think marketing has rightfully earned our seat
501
00:33:22.319 --> 00:33:24.960
at the table. It's no longer
view to be this. You know,
502
00:33:25.359 --> 00:33:30.279
a marketer is this creative genius who's
kind of like out here and dresses in
503
00:33:30.279 --> 00:33:34.519
Hawaiian tshirts and, you know,
write a motorcycle that you like see in
504
00:33:34.559 --> 00:33:37.279
the movies and stuff like. That's
not reality. It's, you know,
505
00:33:37.359 --> 00:33:43.119
people who, yes, creativity helps, but you can train yourself to be
506
00:33:43.160 --> 00:33:46.559
a good marketer, like you can, and there's so many resources out there
507
00:33:46.640 --> 00:33:52.000
right now where you can get educated
on on what's going on and in the
508
00:33:52.000 --> 00:33:53.519
space and like you know what some
of the new things are. There's free
509
00:33:53.559 --> 00:33:59.160
courses right to become a marketer.
It's it's a really wonderful time to be
510
00:33:59.240 --> 00:34:01.960
to be here, and so I'm
grateful that I landed in this, this
511
00:34:02.039 --> 00:34:07.319
field. That's it's all I've ever
wanted and I I can't express how much
512
00:34:07.359 --> 00:34:09.239
I love it. I was talking
to the CFO the other day and I
513
00:34:09.280 --> 00:34:13.360
was like. Is it weird that
I don't have a lot of hobbies like
514
00:34:13.360 --> 00:34:15.960
like if I'm not if I'm not
working, I'm sort of like studying and
515
00:34:16.000 --> 00:34:20.239
I just love it. But it's
important to be a lifelong learner in marketing
516
00:34:20.280 --> 00:34:22.079
and and you will. You will
be successful. You just got to keep
517
00:34:22.079 --> 00:34:25.599
out it. It's good leaving us
with some hope today. I appreciate that
518
00:34:25.639 --> 00:34:30.159
too. Let's jump here as we
wrap up. Talk to us a little
519
00:34:30.159 --> 00:34:35.480
bit about impactcom, and then also, where can people stay connected with you
520
00:34:35.519 --> 00:34:39.159
and the work that you're doing?
Sure so. Impactcom is a the leading
521
00:34:39.199 --> 00:34:47.119
partnership management platform. We help businesses
grow revenue through partnerships. So partnerships mean
522
00:34:47.119 --> 00:34:52.840
influencers, other businesses, affiliates,
referral marketing is what you know. Some
523
00:34:52.840 --> 00:34:58.480
people have called it in the past, but it's not just one thing.
524
00:34:58.519 --> 00:35:05.599
It's leveraging other people who have maybe
an insight or a particular audience or some
525
00:35:05.679 --> 00:35:09.280
talent or software integration or something that
you know you can use to benefit your
526
00:35:09.320 --> 00:35:14.920
business, giving them something in return, largely and mostly a commission, although
527
00:35:14.960 --> 00:35:19.440
sometimes product is what the incentive is. In the influencer space. I know
528
00:35:19.480 --> 00:35:22.239
a lot of brands will send product
and kind of ask for them to to
529
00:35:22.400 --> 00:35:27.960
review them. But authenticity plays a
huge role and so so finding a good
530
00:35:28.000 --> 00:35:30.519
partner that can refer you business and
and that you can do something for them
531
00:35:30.559 --> 00:35:35.480
and it's a right fit. That's
sort of what we're trying to drive education
532
00:35:35.519 --> 00:35:38.079
and awareness around. You can find
partners in our market place, you can
533
00:35:38.079 --> 00:35:43.239
contract with them, you can recruit
them into your program you start tracking,
534
00:35:43.320 --> 00:35:47.199
doing all the measurement, paying them. Everything can be done through impactcom and
535
00:35:47.280 --> 00:35:51.119
we work with some of the greatest
brands in the entire world. So I
536
00:35:51.119 --> 00:35:53.840
feel like I'm very lucky to have
this job and the company is a fantastic
537
00:35:53.880 --> 00:35:59.719
place, but we're definitely checking along
here. Partnerships have exploded over the past
538
00:35:59.760 --> 00:36:01.320
couple of years, I think,
largely due to, I believe that e
539
00:36:01.440 --> 00:36:07.760
commerce exploding right so anyone who's driving
sales for e commerce is also doing pretty
540
00:36:07.760 --> 00:36:10.760
well these days. HMM, Christy, how can people connect with you as
541
00:36:10.840 --> 00:36:15.840
Linkedin best or what would you say
there? It is so I'm I have
542
00:36:15.880 --> 00:36:21.079
a weird Christine name. There's no
age. It's Cristi Christy Garcia. You
543
00:36:21.079 --> 00:36:23.920
can find me on Linkedin and yeah, I'd love to connect with any marketers
544
00:36:23.960 --> 00:36:28.079
who want to have a conversation.
Appreciate you stopping by B Tob Growth.
545
00:36:28.079 --> 00:36:30.320
This has been a really fun conversation
than spend. I really appreciate it.
546
00:36:30.440 --> 00:36:37.360
Thank you for all of our listeners
who are tuned in today. I appreciate
547
00:36:37.400 --> 00:36:43.440
you listening. We hope that these
conversations help fuel your growth, help continue
548
00:36:43.480 --> 00:36:46.119
to make you more innovative in the
work that you're doing. Don't miss an
549
00:36:46.119 --> 00:36:49.920
episode. If you have yet to
subscribe to the show, do that on
550
00:36:49.920 --> 00:36:53.199
whatever podcast player is your favorite.
You can connect with me as well over
551
00:36:53.320 --> 00:36:57.559
on Linkedin. Just Search Benjie Block. I'm talking about business, marketing in
552
00:36:57.559 --> 00:37:00.119
life over there and would love to
connect with you. Keep doing work that
553
00:37:00.159 --> 00:37:05.360
matters and will be back real soon
with another episode. Christie, thanks again
554
00:37:05.400 --> 00:37:20.159
for being here. Be Tob growth
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555
00:37:20.159 --> 00:37:22.320
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