Transcript
WEBVTT
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Are you struggling to come up with
original content weekend and week out? Start
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a podcast, interview your ideal clients, let them talk about what they care
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about most and never run out of
content ideas again. Learn more at sweet
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fish Mediacom. You're listening to be
tob growth, a daily podcast for B
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TOB leaders. We've interviewed names you've
probably heard before, like Gary Vannerd truck
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and Simon Senek, but you've probably
never heard from the majority of our guests.
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That's because the bulk of our interviews
aren't with professional speakers and authors.
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Most of our guests are in the
trenches leading sales and marketing teams. They're
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implementing strategy, they're experimenting with tactics, they're building the fastest growing BB companies
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in the world. My name is
James Carberry. I'm the founder of sweet
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fish media, a podcast agency for
BB brands, and I'm also one of
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the cohosts of the show. When
we're not interviewing sales and marketing leaders,
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you'll hear stories from behind the scenes
of our own business. Will share the
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ups and downs of our journey as
we attempt to take over the world.
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Just getting well, maybe let's get
into the show. Welcome back to be
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tob growth. I am your host
for today's episode, Nikki Ivy, with
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sweet fish media. Guys. I've
got with me today Chris Willis, who
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is chief marketing officer of Afro Links. Chris, how you doing to day?
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I am good. How are you? I'm doing well. You know
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what I mean that the sun is
shining here in north Florida. I can
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never complain when that's the case and
I'm getting to talk to you and I'm
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super excited about this. This topic
think we're going to be getting into.
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We're going to be talking a bit
about the relationship between marketing and customer experience
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and also, more specifically, how
brand plays into that. But before we
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dig in, Chris, I would
love it if you would just give us
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a little bit of background on yourself
and what you and the folks that acrow
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links have been up to these days. Great, so again, I'm come,
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Chris Willis. I run marketing here
at ACCRO links. We are and
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AIPOWER platform. It really eliminates a
lot of the content chaos in the engines
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of businesses. We deliver strategy line
content at scale. Our customers tend to
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be some of the largest brands in
the world. What we do essentially is
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our platform captures the way that an
enterprise communicates, so thinking things like terminology,
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tone of voice, can clarity,
levels, gender balance right, and
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it aligns your content creation with those
guidelines. So it's shortening your editorial process
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with automation, creating better content faster
and then providing analytics. It show you
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a full three hundred and sixty degree
view of your content engine in the way
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that you've never seen it before.
I love it. This idea of a
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content engine is something that we believe
in and kind of run on here as
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we fish media. So I you
are a man after my own heart,
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and even more so, like I
said, given this topic that we're going
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to be talking about today, because
I just don't think it's talked about enough.
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I'll jump right in with the question, you know that we're really trying
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to answer here, and that is, how does brand work with customer experience
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to ensure that a company is differentiated
and individual? Talk to us a little
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bit about that and sort of some
of the things you were you're seeing people
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run into. I think it's interesting
the way that brand sits in a lot
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of enterprises. The more folks that
I talk to you that that run brand
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at fortune five hundred companies, the
more I find that it really is a
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segmented silo of a business place.
I'm not even going to call it a
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business unit because it tends to be
a fairly small group that lacks the authority
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to going to use the word govern
that brand that they create across the entire
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business. And so when you think
of brand, I mean a lot of
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us see it in the form of
be Toc big consumer brands that we see
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on TV. Right. So this
concept of we've created a message, we've
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created a tone, a way that
we communicate, becomes a campaign, it
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becomes advertising, and so that's great
for the acquisition aspect of bringing in new
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customers. But when you think about
the areas in the business that really have
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the the broadest reach right now,
as we've shifted to digital, as we've
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moved into a world where most of
our customers are really doubling down on the
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customer experience aspect of their business,
it is in areas like customer success,
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Customer Support Service where a lot of
touch points live. Right. So how
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did those folks who are fairly segmented
from marketing or from brand a benefit from
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the brand that's been created and be
communicate that brand out to their audiences and
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see, finally test to see if
that brand resonates with those folks. And
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it's, like I said, it's
conversation that we're having a lot more recently
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as that that run to customer experience
really happens. I think if you look
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back two years it was everybody was
talking about the digital shift. I feel
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like we've made that shift and and
today a lot of what we're hearing about
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is this this drive towards enhanced customers
customer experience, and I think this plays
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a big role that that intersection between
marketing, brand and experience to create touch
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points that align with the rest of
the business and a line. That really
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is the important aspect of this right. So what I got from that is
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a couple of places where folks are
are missing. Number One is you,
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is folks not having the Authority to
get the adoption that they need across disciplines,
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right or across the the enterprise.
Yep, to talk about why that's
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happening. I think that nobody in
a lot of businesses, nobody reports to
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brand it's a part of in most
businesses, marketing, reporting to the CMO,
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and it's a function that creates and
offers to the rest of the business.
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And as you talk to people that
hold that role, they understand it's
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a relationship game. I had a
call with a svp of brand last week
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and he described his job as very
relationship driven. He's reaching out to leaders
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in the organization explaining the value of
the brand and how it can be used
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and then, I don't know what
his word is, but I'm going to
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use hoping that they'll adopt it.
But he doesn't have a way to make
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them adopted. It has to be
an edict from the CEO and in the
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case of this fellow what he was
looking to do is find ways to provide
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a function inside the organization that would
be assistive to them, that would seem
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to be a benefit to the users
that would also allow them to align with
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his brand. That was that the
end goal. It's really interesting. So
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this person's role as svp of brand, which I don't hear even existing very,
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very often. You more often here
that you know the whatever the brand
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initiatives are come from sort of marketing
proper. How often do you see that
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that it's a separate role or aperate
ownership piece brand, separate from marketing,
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and is that why? Is that
something that you think needs to or do
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you think that's something that that needs
to be the case? More often than
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not, I think it totally depends
on the CEO of the organization really and
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what the background of that CEO is. If you have a very marketing savvy
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CEO, it's possible that brand can
be its own segment inside the business.
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If the marketing leadership really comes from
the CMO, the CMO is going to
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capture that. I know in our
case I own that and it makes the
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most sense. They're I was talking
to a heavy equipment manufacturer yesterday and brand
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lives as an overlay across all business
units and is largely a creation and training
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engine. And so they have created
this this brand for the organization. There
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in the process of pushing out a
brand refresh right now and their job is
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to go and enable and they've done
enablement for a thousand people so far and
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they're in the next stage of iteration
of the brand. WHOA WHOA stop freewind.
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So you've already trained a thousand people
and now you're going to make a
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change and then you're going to go
and train a thousand people again. Right,
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and we all agreed that that seems
like a thing that could be avoided,
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but it's a thing in their business
assary. They sit in their own
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position. They want all of their
touchpoints, leveraging this line, which they're
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very customer center company, and the
only way that they can reach their those
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customer experience touch points just to literally
go out and the field, sit down
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with people and train them on style, guidelines, terminology, well, a
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lot. So what has to happen
is, right, these CMOS or SBPE's
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of brand who do all this work
to create the voice and the face of
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the company and then, I guess, at that point, not even know,
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no matter how effective it is,
if it's going to end up getting
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to the audience without the buying of
the CEO, or what's to be done
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at that point? Right, let's
say, let's say you, you do
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all that work and then you don't
get you don't necessarily have CEO buying,
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right, but you you are empowered
to make sure that the the messaging in
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the voice you created is something that
gets to your CS folks in your sales
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folks. How do you enact that
strategy without the support of of your CEO?
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Is a possible? It's really hard. I mean to create internal mechanisms
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for alignment better manually driven is tough. It's really about leveraging automation. It's
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about providing smart systems that are able
to drive that process for you and it
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drive benefit to the folks that are
using it. Like I got to want
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to use whatever word is you're giving
me. If it's onerous to me sitting
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at a support desk creating support content, I'm not not going to use it.
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And so if it's additive, if
it's providing me more time in my
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day, if it's providing me with
better results in my job, it's creating
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better kpis from my department and what
I'm trying to do, then yeah,
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that's that's seems like something that's interesting. So it goes from being an edict
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to being assistants got, and that's
really the only way to drive this.
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You can't tell people what do just
because you want them to do it.
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You have to give them something that
helps them do their job better to be
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more successful in the end. I
mean everybody's trying to make more money,
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right, and that's that's really how
to how to get to a level of
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success. And you want to start
that in one area and let it spread
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across a wider swap through business,
and we're really starting to see a ground
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swell around that right now. Of
the how do we put something in the
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hands of our knowledge creators, in
our in our support organization that's going to
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make them it's going to allow them
to create better content faster, in less
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time, with less review processes,
so that they can be spending time making
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more and solving more problems and driving
the customer satisfaction levels up, driving all
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of their key metrics associated with their
customer touch points right. So that's the
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the story, or that's the selling
point, right, and that I would
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surprise me if that didn't resonate across
all disciplines right, this idea of leveraging
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all the touch points that are out
there, because outside that we are kind
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of leaveing those on the table.
And and that's where it gets into this
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audience guided strategy, which I think
also is one of the biggest benefits.
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Are things that organizations stand to gain
if they take this approach. That you're
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talking about digging it that for us
a little bit. Yeah, so there's
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a report from gardener that came out
in the last month or so. Chris
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Ross over there did a brand study
and I think you know when you think
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about how we as as Brandon Marketing
people, look at the world we're building
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for our audience. So I created
a tone of voice here. I've created
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a personification of our brand and our
services team put together an actionable plan that
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allowed us to create a version of
our software for US that speaks, that
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helps us to speak the way that
we want to speak. And I did
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that based on, I think,
a fairly solid knowledge of our customer base,
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of the audience we're trying to speak
to. We have three specific personas,
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so we have three different ways of
communicating, because we talked to marketing,
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customer experience and product development. So
we've devised this model and put this
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out market place. Here's the thing. I did that right. Not My
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audience didn't do it, I did
it. And what Gardener uncovered is that
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eighty percent of enterprises don't know their
audience the way that they think they do.
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So twenty percent right on the money, eighty percent don't know them the
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way that they think. And if
that's true, then no amount of alignment
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of content creation with your brand is
going to solve the problem of you don't
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know your audience. And so I
can have a very solid brand that I
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turn into a very solid set of
guidelines that allows me to create very specific
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content and a very specific voice,
and then I put it out in the
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world and it's all aligned. Everything
is aligned all the way through. I've
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created the content that my brand wanted
from day one and I put it out
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in the world and it doesn't perform. What do you do with that?
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Like, what does that mean?
Does that mean that your content creation,
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like your content creators, are bad
at what they're doing? And I would
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argue it is not. I would
argue that all the way back to the
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beginning of that process, Gartner already
called you out. You don't know your
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audience the way you think you know
your audience and when you think in terms
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of something like customer success or customer
support and all the contents being created in
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knowledge bass, it's super easy to
throw at the end of one of those
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pieces of content this solving problem.
And if no, why? Well,
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it was unclear I couldn't really understand
what it said. Interesting, so clarity
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levels seem to be a problem.
It used words I didn't I couldn't follow,
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I didn't understand. Okay, terminology
like we can turn this into action
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and route back into a V testing
that helps you to evolve your brand.
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So you're actually going to create,
you're going to go from alignment to your
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strategy, which maybe you made up. Made Up is a simplified term for
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you. Hired an agency and that
spent millions of dollars. Gotta got to
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got it anyway. Yes, that
sure right to something that your audience has
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guided you to. And so this
full circle process of iterating your brand based
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on what your audience says is Great. But then your brand is constantly changing
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and your governance model is constantly changing, because all the people that you told
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to say white instead of purple notice
a white now and now you got to
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say purple. And how do I
tell them to do that? And so
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this concept of constantly aligning really is
this evolution inside business that needs to be
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governed, needs to be managed,
it needs to be addedive to your users,
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for sure. God, thank you
so much for for laying that out.
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The way you did. I,
like I said, this is not
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a conversation or, like you said, it's not a conversation that folks are
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having enough and everybody's losing when it
comes to us being left on on the
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table in terms of what it could
do for customer experience, what it could
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do for brands, for the identity
of marketing and brand as as a profession.
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Moving forward. Word like so much
stands to be gained or lost in
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really, Simu is right. I
mean that what in really simple areas like,
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yeah, acquiring customers. So having
consolidated front to your audiences helps you
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to get customers. These helps you
to keep customers because you're putting up you're
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putting out support and Assiste of content
to your existing customer base that aligns with
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the rest of the things your business
is saying and the ways that they're saying
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it. It also helps you,
helps you to avoid risk, so don't
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say things across your entire enterprise that
are going to get you in trouble.
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Let's go through some light level of
compliance check. And then, finally,
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all the things that you don't really
even think about, like how do I
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internationalize my content in a way that
it's still sounds like us. How do
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I create source content that's translatable,
for instance, and continues to be on
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brand in German as much as it
is in American, which is super hard?
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And we don't. We don't have
that conversation and it's going from being
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a conversation that was really fun to
have a year ago to a conversation that's
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really important to have today. It
becomes a competitive differentiator when you're talking about
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driving top line revenue, when you're
talking about retaining customers and reducing churn in
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a world where most things are subscription, in a world where you're launching major
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products that need to be supported and
lack of support and lack of documentation and
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documentation issues create huge risk positions for
businesses. Content matters and being able to
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align that with the brand's being created
in the organization. The voice that companies
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created is now a critical aspect of
the way that enterprises to business. All
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Right, today's growth story revolves around
search engine marketing and will be shining the
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spotlight on the ages software, a
company that makes software for manufacturing operations.
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Ages was one of the first companies
in their space to invest in search marketing,
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but this competition grew, their performance
plateaued. To counter this, they
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hired directive consulting, the B Tob
Search Marketing Agency with unparalleled experience in in
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00:17:45.849 --> 00:17:51.210
Bentley Gen for bdb companies, directive
was able to increase a just as monthly
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00:17:51.369 --> 00:17:56.490
online leads by four hundred and fifty
seven percent, while at the same time
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00:17:56.769 --> 00:18:00.440
lowering their costpro lead by a hundred
and forty seven percent. I have a
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hunch that directive can get these kind
of results free to so head over to
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00:18:04.119 --> 00:18:11.910
directive consultingcom and request a totally free
custom proposal. That's directive consultingcom. All
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right, let's get back to this
interview. So now, Chris, that
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I've I've gotten a chance of success, will be pick your brain and see
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what I could get out of it's
time sound for you to tell us about
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what you are putting in it.
So talk to us about a learning resource
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you've been gazed with here recently.
That is, you know, informing your
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approach of this. Just got you
excited these days? So, all right,
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how do you know if somebody does
cross fit? Don't worry, they'll
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tell you. My Meditation is really
the gym. It's gives me time in
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the day to not think about anything
clear my mind. So you wake up
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anxious, you wet, wake up
concerned. There's a lot going on.
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I don't have time or interest in
medicating for morning anxiety. I GET A
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to the gym five thirty in the
morning every day and for an hour I
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am clear and when I get here
to the office at seven hundred and fifteen,
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I'm ready to face the day.
All the anxiety is gone. I've
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been competitive, I've driven myself to
the edge of my limits and now I'm
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ready to dig in and get things
done. And for me that's really critical
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and I can feel when I don't
do it, like it's very different.
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People are like, well, do
you feel different? Yeah, absolutely different.
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If I don't go it becomes really
important in clearing the way for me
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to be able to be a critical
thinker, to be able to solve problems,
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to be able to just get my
work done. I think, I
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mean this is something that's still fairly
new. I'm in my way forties and
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this is something within the last five
or six years that I've adopted into my
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life and I think that that's really
it's been a huge differentiator and my ability
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to be to be as effective as
well. Some people say I am as
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effective as you. Definitely are.
A thank you for sure. That's one
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of my favorite answers. I think
you I think you nailed it. Not
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gonna lie, I M I know
you said you're new in this as far
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as this fitness not maybe not the
fitness thing, but the crossfit thing.
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I, by contrast, up until
about a couple weeks ago, never really
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worked out at the M II life. So but I feel you, though,
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on the benefits. Reason why I
started it wasn't because I had like
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a goal weight or something. I
don't even know that I believe in those,
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but I just okay, sure,
I want my boat to be cuter,
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but besides the hat h just I
did, I wanted this clarity that
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you're talking about. The SOS encouraging
to hear. You mean, if you
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one hour a day trying not to
die, it's really healthy sweet. So
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I'm nailing it. Well. I
know that, just like me, Chris,
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other folks listening have become fast fans
of yours and then going to want
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to know how to keep up with
you. So let everybody out here know
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how to connect with you easiest ways
I'm on twitter at CP Willis all one
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word, or Linkedin. I don't
know what my I think I'm CP Willis
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on Linkedin as well, but Christopher
Willis at accur links. Will find me
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on Linkedin. I am excited to
talk all you cool. Well, thank
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you so much for coming on the
show. I have a million other questions
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for you. So the only solution
here is that you're going to have to
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come talk to me again. I'M
gonna have to have you on this show
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00:21:19.980 --> 00:21:23.339
again and I would like to,
but for now we're going to go ahead
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and close it out. Thank you
so much for being on the show with
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us, Chris. Thank you for
having me. We totally get it.
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We publish a ton of content on
this podcast and it can be a lot
290
00:21:34.809 --> 00:21:38.569
to keep up with. That's why
we've started the BB growth big three,
291
00:21:40.009 --> 00:21:44.529
a no fluff email that boils down
our three biggest takeaways from an entire week
292
00:21:44.569 --> 00:21:49.240
of episodes. Sign up today at
Sweet Phish Mediacom Big Three. That sweet
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fish Mediacom Big Three