Transcript
WEBVTT
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A relationship with the right referral partner
could be a game changer for any BEDB
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company. So what if you could
reverse engineer these relationships at a moment's notice,
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start a podcast, invite potential referral
partners to be guests on your show
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and grow your referral network faster than
ever. Learn more. At sweetish Mediacom
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you're listening to be tob growth,
a daily podcast for B TOB leaders.
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We've interviewed names you've probably heard before, like Gary Vander truck and Simon Senek,
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but you've probably never heard from the
majority of our guests. That's because
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the bulk of our interviews aren't with
professional speakers and authors. Most of our
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guests are in the trenches leading sales
and marketing teams. They're implementing strategy,
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they're experimenting with tactics, they're building
the fastest growing betb companies in the world.
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My name is James Carberry. I'm
the founder of sweet fish media,
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a podcast agency for BB brands,
and I'm also one of the CO hosts
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of this show. When we're not
interviewing sales and marketing leaders, you'll hear
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stories from behind the scenes of our
own business will share the ups and downs
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of our journey as we attempt to
take over the world. Just kidding.
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Well, maybe let's get into the
show. Welcome back to bebb growth.
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I'm your host for today's episode,
Travis King, at sweet fish media.
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I'm joined today by Mark Scott,
who is the chief marketing officer over at
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a Pixeo. Mark, what is
going on, my friend? Hey,
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not much, travis. Thanks for
having me. Of course, super excited
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to have you on the show.
So today you're going to be sharing with
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listeners the difference between, you know, what used to be healthcare marketing and
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kind of where it's evolved into today, in a little bit about the differences
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of you know, how it's no
longer viewed as you know, be too
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be per se, and how having
a be to be in BTC, you
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know, world, is actually kind
of what we're operating in now. It's
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not. You know this, these
two complex arenas and you know. But
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before we get into that, I'd
love for you to share with listeners a
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little bit about yourself and what you
and the team at a Pixeo or up
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to these bays. Sure, thanks, Travis. I am not a transition
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into healthcare marketing. I have spent
probably the last twenty years of my career
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in marketing, both on the biotech, Medtech and now the AI analytics face
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and healthcare. I currently work for
a Pixeos you mentioned. We're in AI
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company. You know, in the
US every year they create one point two
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billion clinical documents each and every year, if you believe what they say out
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there, that eighty percent of those
documents are largely unstructured meeting. They're the
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and word and most of those go
under used or unused in the provision of
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your care. There's a huge gap
in the understanding of what's going on with
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you. So what a Pixio does
is we've created this AI platform that processes
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this structure data found in clinical documents. We have approven I platform. We've
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Gosh, at the conclusion of this
year will processed fourteen million patient lives,
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which is the equivalent of about eight
hundred and fifty million document pages are of
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clinical documents, and we take that
data, we convert into actionable analytics and
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we have some solutions around risk,
quality and clinical insights that really drive better
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clinical decisionmaking and we believe a smarter
approach to healthcare. That will decrease the
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cost of care and hopefully increase better
patient outcomes, and that's what we're up
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to. So we're marketing that in
the healthcare space. Awesome. Thanks very
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much for sharing. I think,
you know, this would be a good
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point to to dive into the top
of a little bit and I'm curious mark
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like where was you know the healthcare
industry from a marketing perspective? You know
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kind of when you got into it
and kind of what are some of the
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differences that you find now and being
in the trenches day to day? Yeah,
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great question. You know healthcare.
You know, I go back fifteen,
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twenty years. Healthcare marketing and healthcare
in general from an adoption perspective,
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was always seen as the you know, stodgy, grumpy old uncle right the
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cremudgeon of the family, slow moving, you know, didn't was wasn't really
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a depth to change and that has
fundamentally change over the last fifteen years.
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Just to kind of paint the contrast. In the early days it was a
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typical be to be enterprise, always
sell largely medical technology or medical devices,
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not a lot of analytics or digestible
software outside of the Enterprise Dashboard. So
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the marketing was largely cell sheets and
sales support, and anyone who is in
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the space back then knows I mean. It was literally a rainbow of cell
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sheets, trade shows and events.
And then you started seeing the industry evolve
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a little bit as competition increase.
We saw a new entrance in the data
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analytics and SASS space as healthcare began
to adopt that. You saw the user
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experience being fundamentally more important. The
personas you were selling your user and chooser
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personas became more involved and invested in
the decisionmaking. You saw a decisionmaking in
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those pair and provider customers get distributed
across the enterprise more widely. So marketing
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had to adapt. So that typical
be to be enterprise. You know,
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sales tookes carrying a bag full of
product slicks, talking about the Roi and
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the value propositions had to change as
connectivity change. Website started popping up,
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we had to push content. Content
became king and central to our communication strategy
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as one of the key levers we
could pull to connect with our customers and
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that connection became the most important thing. How do you connect to your customer
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in a meaningful way and communicate what
you do, the value you bring and
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create more of a community around it. This is a time when communities were
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big right, social platforms were growing. You have online communities and boards and
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user groups, and that really kept
evolving and you know, you could blame
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some traditional consumer companies on speeding up
the evolution, like Apple. They fundamentally
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change the notions of user experience and
expectations. But how we looked at our
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customers fundamentally had to change. In
healthcare we had this old assumption, Travis,
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that fifteen years ago that our be
tob buyer, our user and chooser
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or persona was, if it was
a doctor or a chief medical officer or
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a CFO of a healthcare system,
that they had fundamentally different beliefs and their
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user experience for adoption curves looked completely
different than they did in their spare time
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when they weren't wearing that hat.
And that started shifting right because a nurse
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or a physician isn't different. They
don't make different buying decisions at work than
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they do in their home life.
They're influenced by different things, budgets patient
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needs versus budgets at home. Versus, you know, permission to buy.
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Did Your partner give you permission to
buy that or did you come home with
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it? So that was a fundamental
change, I think, that people had
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to to make and you had to
start treating that customer not as a bee
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to be widget or a thing,
and that's why I would like to say
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that, you know, when you
talk about enterprise sale or healthcare marketing,
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there's very little differentiation anymore between be
to be and b Toc the user expectations
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and you know, I believe the
user experience is the only one that really
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matters in this equation, that that
user experience both from all their interactions from
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your brand. It's the they expect
the same level of quality and interaction from
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you as a healthcare company then they
do from their apple device or android device.
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So that's how I think it's evolved. The you know, we've have
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more access to information. How we
understand our personas that we're going after is
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fundamentally shifted and we've had to shift
and that notion that someone at work makes
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different decisions than when they're at home. We have new ways of influencing that
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behavior and ways of looking and measuring
at it. Then we did before.
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Hey, everybody, logan with sweet
fish here. You probably already know that
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we think you should start a podcast
if you haven't already. But what if
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you have and you're asking these kinds
of questions? How much has our podcast
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impacted revenue this year? How is
our sales team actually leveraging the PODCAST content?
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If you can't answer these questions,
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why I cast it created the very
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product in action and casted dot US
growth. That's sea steed dot US growth.
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All right, let's get back to
the show. Got It. Know
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that that that makes a hundred percent
sins and, as I'm kind of thinking
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about this out loud, it's pretty
much imagining, like if you want someone
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to actually meaningfully connect with your brand, you have to evoke emotion, you
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have to bring in things that they
care about, appeal to their interests and
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give them some sort of value.
That's outside of the way. You're going
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to need to buy this anyway,
so you just buy it from us.
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Agreed. And that's the second point. You hit the nail on a head,
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Travis. Brand has fundamentally become more
important in healthcare than it ever has.
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And you know, I think what
people often do when they look at
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brand they think of, you know, a logo, a color Palette and
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hey, we want everything to look
the same and if that then we're good.
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Healthcare is a tricky space still for
a lot of reasons. How you
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communicate and the channels and when are
different than the consumers phase, and so
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are the user needs. And brand
is even not maybe even more important,
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but just as important. Trust is
so important in healthcare people. You know,
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I work for a Valley Company and
I've Seen Valley healthcare companies go to
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a pitch and say hey, founded
in two thousand and fourteen and we have
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this many employees and this much revenue, and that's a scary thing for a
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healthcare buyer. We don't want to
buy. Healthcare purchaser doesn't want to buy
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the unproven newest thing that was launched
six months ago, and that is the
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definable difference between a consumer space which
the risk at buying something, a new
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phone, is the phone doesn't work, not someone's going to die. So
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trust being so important in healthcare means
that brand is just as important, because
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brand and the consistency of your brand
message and that user experience I was talking
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about. User experience is the only
one that matters. If your user experience
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is good, how you treat your
customer through contracting, the sales process,
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your marketing messaging, your follow up, your your support downstream, if all
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of that is consistent, consistency build, builds and breeds trust. When it
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comes to brand, inconsistency is what
fractures that brand experience, and that brand
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experience is much wider and deeper than
a logo or a color Palette or a
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piece of collateral. It's all those
other things that, I believe, is
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fundamentally what is changed and blurred the
lines between be to being BTC. That
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user experience, your website even,
and how it looks and feels. People
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primarily make assumptions about the quality of
your offering based on how you look and
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feel, and that paying attention to
that builds that trust in credibility, which
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will only support that brand and,
going beyond, as you have suggested,
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that your corporate positioning and and your
mission is something that people can be a
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part of, that they can believe
in and buy into. Those are the
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companies that stick around a long time
and those are the companies that have trusted
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brands in the space of that and
I'm curious to speaking off of that.
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That's kind of go to to,
I guess, the next stage, and
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can you talk to us a little
bit about how you've been able to differentiate
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your brand positioning and build trust with
your potential, you know, clients and
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customers over in a pixel for other
marketers so they can kind of hear you
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know how you're doing it currently?
Sure you know, we are in a
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unique we're in a actually pretty challenging
position early on Pixeo. We're coming up
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on our tenth anniversary, actually real
yeah, thank you for Valley Data Company.
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That's pretty tremendous. And we entered
the space with this machine learning platform
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doing things. We were disrupted in
the space when when you even just talked
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about our risk adjustment tech, you
know application, it was disruptive. We
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were just disrupting traditional methods that were
manually done and we came in with technology
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sped things up tremendously. So we
had we had to overcome a mountain of
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trust incredibility, and I think that's
one of the things, from a brand
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incorporate marketing perspective that we've continue to
focus on. So when you're a company
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that's bringing to market a new technology
or a new or changing practice methods,
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you have to you have to walk
before you run. So we focus,
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like the brand experience was our primary
focus on our user experience. We had
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to deliver outstanding results, we had
to deliver an outstanding customer experience and then
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we had to leverage the outcomes of
those for our retargeting and our marketing and
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our growth plan right because again,
that trust, incredibility and healthcare. If
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that's key, proving it is important. You have to prove it. You
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have to prove that you have this
scale, the reliability and the results that
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people can buy into and leveraging those
customers as references and resources and testimonials downstream
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really helped us, especially being a
new technology in what traditionally was seen as
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a slow moving segment right. So
understanding that every touch point is important in
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the early days and that that experience
is key to success to that next step,
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because customers don't like to give testimonials
if they don't trust you, if
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they don't believe in you, if
they don't think you're going to be around
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in a year, if they didn't
get the results they anticipated. So managing
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those expectations, delivering on those results
and then mining those I think, really
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helped us build that foundation of trust
and it amplified our success through our PR
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activities and in other content strategies that
we currently implement. Got It. No,
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thanks so much for share of them
mark, I think. I think
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that's that's one testament to realizing that, at the end of the day,
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no matter where you start, especially
if you start in a disruptive space like
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healthcare and you're bringing, you know, such a new technology to the table,
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you have to build trust. Otherwise
you might not get a second shot.
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Agreed, and especially if you're new, there's always fast followers who might
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not have the proven technology you do. But it's those results, in that
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trust which will you know it,
give you that lead, so to speak,
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and maintain it and we've been very
fortunate in that regard to have,
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you know, fabulous partners. Customer
Partners Love It, love it. So,
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as we're wrapping up, BB growth
has always been about highlighting tactics and
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strategies that BB leaders can apply to
their own teams to chief explosive growth.
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And I'm curious, is there a
new sales or marketing strategy that your team
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is currently trying or think of thinking
about in your future that you want to
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share with us? I think I
think when we were talking earlier, I
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kind of touched on this. There's
we have as marketers. We have access
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to so much information and data it's
amazing, from sale stages to velocity through
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the funnel to how many touch points
where they've been. We got retargeting programs.
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We can follow them all over the
Internet now. But I think we've
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almost as market as marketers, been
overwhelmed by this data and almost blinded by
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it sometimes. And I think this
notion of I think our inboxes and email
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and digital marketing has become the junk
mail of yesteryear, essentially. So I
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really believe that what was old school
is new school again. So creating those
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things, those customer experiences and touch
points that are personal, that are real
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mailing things. Again, we recently
did this program where we had these customer
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boxes filled with things that were related
to our offering that were delivered to some
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some targets, and the response rate
was incredible comparatively. Now you could argue
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email and digital marketing is lower effort, but either there's a reason for that
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and it's having it's kind of whittled
down to the response rate of junk mail
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of yester year. And how much
mail do we get nowadays? Not much.
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Right. So, you know,
sending something that's meaningful, timely and
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targeted and using some of those what
have been called old school marketing methods and
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bringing traditional advertising back in a more
targeted way. We have all the analytics
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to prove it. Now we can
adapt and change a lot more easily than
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throwing it at in a newspaper or
waiting three weeks for, you know,
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direct mail responses to trickle in and
see if it had an impact on response
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rates. I mean when you combine
those traditional methods or old school methods with
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what we're doing digitally today, I
think you get the insights and the adaptability
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and the speed to impact that we
never had before. Love it, I
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really love that and I think that's
such a great way to end and in
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ferry and listening, definitely definitely remember
that old school always works, because at
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the end of the day, humans
are humans and everybody loves the physically touch
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and use their senses. And exactly
the marks point the emails and digital marketing
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doesn't really allow people to utilize their
senses. It's just a another annoyance or
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another piece of the screen. So
when you're thinking about how to, you
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know, orchestrate your marketing campaigns or
orchestrate your next sort of strategy, definitely
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consider adding in, you know,
an old school approach, whether that being
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letters, whether that be boxes like
mark mentioned, with different things that your
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customers might find valuable. Just think
about, you know, different ways to
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reach your target customer that is not
digital, and I think you know you'd
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be surprised if there's also you find. So this has been such an awesome
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conversation. Mark, really appreciate the
nuggets and all the value that you brought.
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If listeners want to stay connected with
you or fall you to ask any
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other questions on this topic, what's
the best way for them to connect with
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you now. You can find me
on Linkedin, Mark Scott at a pixel,
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00:21:11.670 --> 00:21:15.710
or you can email me directly at
m Scott at a fixeocom. Thanks
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mark. We really appreciate even on
the show today. Thanks, Travis.
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Appreciate it. We totally get it. We publish a ton of content on
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00:21:25.299 --> 00:21:27.619
this podcast and it can be a
lot to keep up with. That's why
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00:21:27.660 --> 00:21:33.410
we've started the BETOB growth big three, a no fluff email that boils down
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