Transcript
WEBVTT
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Welcome back to be the growth.
I am James Carberry and today I'm talking
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with Ian Luck. He's the VP
of global marketing at Customer Gage, and
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today we're going to be talking about
something that we're actually thinking about doing at
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sweetfish. So this is something that
I am really interested in. I'm going
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to be learning a lot from Ian. But today we're going to be talking
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about original research. This is something
that I've heard my friend Andy Krustydina talk
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a lot about, but IAN has
been doing this now, I think,
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for for three years. And so
Ian, how are you doing it in
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me? I'm doing fantastic. Thanks
for that set up. Let's hope I
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can live up to it. Yeah, yeah, so, so we're talking
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a little bit offline Ian about about
original research and just to give listeners a
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little bit of context, tell us
a little bit about customer gage and talk
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to us about kind of the path
to you guys realizing man, we need
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to try some original research. Yeah, so customer Gadge is a bit to
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B Sass application and instead of giving
you kind of maybe the boring this is
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what we do. Maybe I can
lead with kind of who we help,
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if that makes sense. So if
you're the type of person that literally you're
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in a position where you have serious
anxiety about account retention or one of your
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biggest be to be accounts turning,
we give you a system that can allow
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you to control that turn to the
point where you can predict it and manage
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it, with a tool set and
a play book to help treatise those accounts
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and maximizer account retention. But not
only that, your revenue, so pretension
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and our growth. So that's really
kind of who we help. It's those
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people on the frontlines, Middle Management, upper sea level that really get it.
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I care about account retention. I
think we're seeing in sand amount of
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demand for it right now due to
their obviously the unfortunate global situation, people
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are realizing finally that customer basis and
accompasses are important. So that's that's really
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kind of who we're helping. But
we're really about retention or really about revenue
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growth and managing that kind of experience
for large to be clients. I love
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it. So so talk to us
about for those. I guess let's back
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up a little bit and talk for
those that aren't familiar with what we're even
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talking about. When we say original
research. You can like define it at
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a high level and then talk to
us about and a what what led customer
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gage to pursuing original research, as
you know, as a part of the
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content marketing mix? Yeah, great
questions. So original research, in my
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opinion, is basically conducting some sort
of a study on your own or in
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conjunction with the third party you have. Essentially, you start off with the
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hypothesis about a marketplace or things like
that, and then you basically detail or
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research process within a certain report and
then you kind of interpret the results and
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spit it out and suggest implications or
suggest where you think a market is going.
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So that's kind of original research has
you got to do yourself and you
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got to have kind of a hypothesis
that you'd then suggest some sort of implication
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as a result of the research that
you've conducted. So so for you guys
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at Customer Gage in what was it
like? What were you guys trying to
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was there particular problem you guys were
trying to solve or like, what were
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you guys trying to accomplish with with
the original research that you guys have now
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been doing for three years? Yeah, and that's that's why it's kind of
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really ironic because, as I mentioned
before, everybody's really taking this whole account
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retention piece and customer retention piece serious
right now, but we've been shouting about
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this for three and a half four
years. So in a lot of the
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prospects that came in through the door, we would talk to them, we
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talk to our customers, and I
think the main theme that we kept hearing
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those people don't really know how to
manage retention then or there's a lot of
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confusion, there's a lot of uncertainty
in the marketplace where people think that this
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is the right way to do it, and what we've seen time and time
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again are these programs fail and they
feel for a lot of different reasons,
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and we wanted to set out to
basically say, all right, this is
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what the current state of the market
is, this is why we think that
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these programs are failing, and then
we wanted to provide some sort of a
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solution to say, you know what, based off our researcher should really be
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focusing on this, this and this. So we wanted to provide that kind
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of future promised land type state based
off of the research that we've conducted and
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that's that's really what we set out
to do is on earth kind of some
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insights behind this customer and account market
place and provide some and clarity on why
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are these programs failing? Number One. Number two, how can you improve
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your program so it doesn't fail?
Number three is like how do you grow
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it? That's really what, I
think, at the end of the day,
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we're trying to do, and a
lot of these other companies are trying
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to do, is it's not just
you want to just measure feedback. You
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don't want to just hear what the
customers have to say, you want to
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take it applied to your business,
improve it and grow at a faster rate.
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Yes, not focused on that one
final piece, you're going to fail.
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I mean, I hate to say
it be about blood, but like,
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if you're not really focused on using
that feedback to grow, your program
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will fail. And that's really what
our research. Not to get ahead of
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myself, but that's what our research
kind of uncovered and we've provided, you
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know, very prescriptive guidance over how
to avoid that. But that's that's really
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what we set out to solve.
Is like what's the current state of the
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market? And you know, what
can companies do to avoid failure and really
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maximized growth? I love it.
And so what have been some things that
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you've realized? You know now doing
this, you know three, three times
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year over, you know, year
after year. You obviously wouldn't keep doing
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it if if it wasn't accomplishing the
goals that you wanted to accomplish with it.
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What have you realized about the power
of original research? Yeah, so,
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first off, as I'm from a
pure marketing standpoint, right, it's
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powerful because not too many people do
it and and I think that's an underrated
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thing. I think you hear that
cliche term, you should zig when everybody's
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eggs and marketing. I do kind
of prescribe to that. You have to
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stand out in some way, shape
or form in order to be heard,
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especially in our market. And again, I'm going to keep speaking from like
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my point of view, through my
Lens, because that's what I have.
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But our two biggest competitors, or
qualtrix and Medallia cultures, got brought out
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by sap for I think five billion
dollars with a B and Medallia just went
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public I think a year ago,
or a little bit less than the year
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ago. So we are up against
some pretty heavy hitters. Right. So
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when I first approached this, you
know, how do we stand out?
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How do we at least get parody
on the brand stand the brand stage with
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these two companies? Original research was
kind of our ultimate conclusion because if you
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provide original research that industry will consume, it's valuable and if it's done properly,
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it adds value. And I think
not to go in a little bit
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of a rnt here, but thought
leadership and like these types of research things.
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They're hard to do and I think
what companies fall into the trap up
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doing is getting the fresh out of
college marketing person to quote unquote, create
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thought leadership and it just it doesn't
go so well. It's very generally written,
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that has a very click bitty title
and it produces a thousand mqls.
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So they think they're on the right
track. Right. I'm telling you,
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anybody can do that. You can
produce a thousand MQ ALS by getting a
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super click bitty ebook just going to
town. But what I think the difference
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maker is is the value that you
create for the end user or the prospect
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of the customer, and that that
is really what differentiates original research versus some
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of the other thought leadership pieces,
because the value is there if you do
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it properly and people remember that feeling. And I would I would imagine,
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just hearing you talk about this in
that you know you're you're talking about,
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you know, a lot of top
of the funnel. You, like a
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lot of people, try to do
kind of a cheap inversion of this and
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yeah, you know, trying to
get a thousand and qls and do that
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with some clip baby headlines and facebook
ads against, you know, an Ebook.
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But because it because original research has
so much depth and and there's there's
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real tangible value inside the resource that
you create when you do it right.
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I would imagine that the original you
can use the original research in a bunch
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of different ways, kind of throughout
the funnel. How are you guys?
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Like I would imagine you're using it
a lot on top of the funnel,
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but are you using it through,
you know, mid funnel, bottom of
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the funnel as well? Oh Man, it's spills into everything. So I
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can I don't know where to star, man, because there's so much that
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you can do with that. So
it really does, especially if you do
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it properly. Right. So I
just want to harp on this one thing
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real quick before we dive into kind
of how we use it. The purpose
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of the research should be to define
the currents to kind of like basic gap
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marking, the right current state,
and then what we suggest do the future
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state. And then the goal of
the company from a brand standpoint is to
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be kind of bridge positioning. So
where the bridge that gets you from the
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current to the future state. So
that's and if you do it properly,
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that research will inform everything from your
website to your positioning to your collateral that
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you send the sales that I mean
literally big into the contract we send.
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I mean we still have almost every
piece of collateral has some piece of this
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original research in it. So keep
being example, like we found that if
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you don't close the loop three different
levels, you actually end up turning a
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percentage. So closing the loop is
how you actually reduce churn and grow.
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So let's step one. There's like
a bunch of different stats, but that's
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a big one. We found that
if you're not actually closing the loop,
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you're churning every year, rather you
realize it or not. So we built
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an entire framework around this, this
original research. Right, it's called framework,
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measure, act, grow. So
a measure is like measuring this core
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acting as closing the loop. Growing
is like up cell, Cross cell,
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referral, growth, things like that. So we take that framework and it's
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built into our top of the funnel
awareness type of content. You know,
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you should measure this, you should
close the loop, Blah Blah Blah,
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like very topic awareness. And then
our consideration level content. You know,
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where they're considering a product, we
basically serve up things like a buyers guide
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where this is how you buy software, this is what you should look for
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if you need software, and conjunction
with a framework to measure your program because
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if you don't, it's going to
fail, because if you're not folks on
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right things, it's not going to
work out for you. And then at
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the bottom of the funnel it's clearly
like customer support. Right. So that
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same framework we pitch at the very
top and middle is used in our qbrs
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for our customers in our count bus
is, it's used in collateral we send
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them. It's all framed or on
that framework that is based off of our
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original research. So it's so important
and it literally is everywhere. We've taken
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the information, we've doubt from this, the research, and we've done web
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in ours. We've done physical events
literally for two hundred fifty people in Boston,
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sit in the Australia, Amsterdam,
twice, Silicon Valley. We've done
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events and almost every major metropolitan area
pushing this research in conjunction with thought leaders
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from forest or gardener, Microsoft,
Amazon, Web Service. It's packnging are
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all around this major concept of growth, growth, growth, pretension. It's
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the way to go and we basically
package all in this one major conference that
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we did and it's super compelling.
If you get people in a room and
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you support the position of the research
with outside opinions and or approaches. It's
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baffling to me how persatile something like
this can be, and I would imagine
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you know it's you. You alluded
to it earlier. You don't want it.
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This isn't something you want to stick
at twenty one year, all the
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intern on, because it needs to
be because it is going to have such
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a massive impact on so many other
things you do, I mean, but
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building an entire event around the research, I think it's brilliant and I have
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never heard anybody talk about doing that, but it makes so much sense.
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So I want to start getting into
the how did you guys have obviously been
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doing this year over year for three
years now. How how should a company
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first decide? Or, and just
speaking from your own experience, how did
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you guys decide what you actually wanted
to research? Yeah, so again it
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kind of goes back to your marker, right, you can't. You do
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have to talk to people. You
have to talk to prospects, your customers,
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and what are they struggling with?
What are why are things failing?
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So, like, what's the pain? Right? And so really define your
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purpose, I think is the first
step. Is, what are you going
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to actually provide clarity to? So
is it the current market and it's just
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it's really not set up to be
successful because of XYZ. You need to
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uncover what those reasons are and then
provide a solution, or at least insights
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on how people can actually get from
point at the point B or current state
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the future states are going. It
goes back to that gap marketing principle.
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Yeah, bridge positioning. So I
would recommend that if anybody's starting this off,
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really think about that hard. Like
what do you think the future state
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looks like, look at the research
that your you want to collect and like
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what would actually support that? What
should you ask for questions? I think
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it really does come down to define
your purpose. What do you think is
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what you want to present to the
market? Is really what it comes down
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to. And so from there,
once once you've determined like, okay,
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this is the this is the future
state, this is the topic that we
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are going to do research on,
I would imagine step two is you've got
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to figure out what questions are you
going to ask, right or am I
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missing a step there now? So
it's basically, yeah, you figure out
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what questions you want to ask,
and then there's a couple like I wouldn't
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say advanced steps, but it's there
are things that you can do to kind
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of hack this whole process, and
two of them, right off the top
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of my head, is one,
pick a data partner. So like,
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for example, I'm just thinking about
from like a start up, stamp by
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right, because I like the purpose
we did this for was to provide clear
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to the market but also really up
level our brand, right, so against
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Paul tricks and Madia things like that. So if you're a startup that you
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need to increase your visibility align your
brand with other brands that have the elevated
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profile. So for us, and
we were we wanted to do two things.
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Elevate our profile but provide legitimacy to
the data because we weren't that big
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of a name in the US at
that point. So what we wanted to
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make sure is that the Dida we
did present wasn't really questioned or challenge because
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it was done properly and things like
that. So we got MIT on board.
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Yeah, so we got MIT sloane. They partnered up with us,
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they added a couple questions in the
mix. You had a really great relationship
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with them and not just instantly.
was like all right, these guys are
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with MIT, this is pretty legitimate. They're doing the data analysis properly.
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We had a good sample to work
from. So I pick a data providers.
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Is the first piece. If you
can harvard, MIT, good educational
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organization or institutions or even other companies. So that's a big thing and I
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Don't try to go from here to here
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All right, let's get back to the
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show. Is that something company should
be expecting to like to pay for that
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partnership, or are you basically saying, Hey, we're going to be promoting
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this riginal research, you know,
through our teeth, basically for the rest
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of the year and in exchange for
you guys partnering on this, we're going
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to give you your associated with it. So that's like, are you pitching
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them on the value of the exposure
they're going to get by being part of
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the researcher? Are you paying them
to be a part of it? Never
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pay for it? So these,
especially educational organizations, their Star for dinner,
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right. So they are constantly researching
in the background, especially scholarly ones
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like I might and and Harvard.
They're always on the lookout for new studies,
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new data sets. So approach them
exactly what you said. We're going
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to promote the crap out of it. But also on their end, they
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get that add questions in so they
get the data and I think we also
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got a little bit of benefit from
their audience. So it was very there's
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it's based on reciprocity, right,
so it's not necessarily a hundred percent benefits
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us. They got a lot out
of it. We got a lot out
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of it. I think they're really
any partnership and this world you really do
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need the approach from that standpoint of
mutual value. But yeah, don't ever
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pay for it. I think these
guys are definitely starving for data. So
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I think it's a lot easier than
most people think. I just think the
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issue is most people don't think to
do it when it's super valuable. Yeah,
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so, once you've got your data
partner and you've nailed down the questions
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that you're going to ask should be, how many questions do you guys typically
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ask? Is this, you know, ten to fifteen? Is it five,
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Thousan two hundred and sixty? How
many? How many questions were you
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guys asking whenever you initially started doing
your research? Are you at serves great
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questions. So depends on the partner
we pick. So, like I might,
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you wanted to I think, ten
questions. So I was a bit
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of a longer survey. I think
at the end of the day we had
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forty questions. Okay, so it's
pretty healthy. Right. So if,
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and I know when I say that
out loud, everybody on the other ends
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like, Holy Crap, I would
never take a forty question survey, right,
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because I'm there. Yeah. So
again, reciprocity is a huge theme
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and this type of marketing. So
you have to give them something that they
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want to make them suffer through a
forty question survey. And the way we
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got around that, or at least
provided die to the end user, is
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a couple ways. We promised exclusive
access earlier than the general public to the
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report. Right, so you can
basically say hey, if you take this,
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we're going to give you access to
it before pretty much the general public,
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which is, you know, okay, maybe right. But I think
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the big one what we did,
which is another one of those hacks that
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I would bring up as we had
a program assessment tied to the questions.
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So these forty questions, when you
answer it, the promise is, if
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you answer it, we will spit
out immediately, a comprehensive assessment of your
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program. So we're asking them specific
questions about an experience program they have on
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the BDB side and what they're doing, what they're attention it is, do
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the close the loop that they have, executive sponsorship, all of these like
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detailed questions. So the trick was
provide an assessment that spits out benchmarking data.
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It gives them a score. Again, we had it in that framework
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of foundations, Measure Act Crow.
So each section that had an individual score,
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we give recommendations based off of their
score versus the benchmarks. So we
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gave like a really detailed, almost
like Consultative Assessment Program pdf at the end
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of it. So there was a
good amount of value for these people that
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took it. Wow, and and
how many did you it was that bag
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into the technology that you used to
run the survey. So it was an
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instant thing, or was that something
you gave them, you know, a
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few weeks after they finished taking the
survey? It's instant. Yeah, so
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I think that's also key rat too, especially. I don't know if anybody's
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ever taking along survey, but it's
it's tiring. So like you want to
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really provide that instant gratification. I
think we're a world of instant gratification.
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No surprised at this point, but
maybe a little bit less now with everything
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going on, but I still think
people do appreciate if you put in the
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effort, like getting that immediate return
on investment. So we do make it
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immediate and there are software tools that
do that out there. So I don't
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want to plug any of them,
including CG, but you can find companies
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and software that will do that for
you. Got It awesome. So,
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but but just you know, I
can, I can advocate for it on
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your end. Bike I would imagine
you guys used customer gage to do that
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for yourself, right, we do
awesome. So so that that there's obviously
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alternatives. You can go to GE
check out other, you know, other
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other products. But you know,
makes total says that that the N and
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this team use their own product for
this and and like I would have never
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thought about the idea of giving the
person that takes the survey so much value
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in in allowing them in real time
to see, like, how their answers
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really compared to the thinking data that
you're from all these people. So makes
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makes a lot of sense. The
other major benefit that I don't think a
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ton of people talk about on the
marketing side is when these people are taking
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that survey, you want to talk
to your ICP, right, your ideal
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customer profile. Yes, and if
they answer forty questions about their program and
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what they're doing, what they're operating, you're basically skipping the sales discovery phase.
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Think about that for a second.
So instead of sales jumping on an
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hour call saying all right, what
do you do here? What's going on?
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How can I help? What's the
pain, you're spitting out a forty
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question assessment or complete, comprehensive overview
of a potential ISP prospect to a sales
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are up. But then can review
it in detail now everything about your customer
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or potential customer, then have a
very informed conversation with them about how they
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can help improve their program or address
their pens. That's incredible. Did you
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did you as the marketing on the
marketing side of the house? Did you
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guys have to do anything around like, Hey, here are some scripts that
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you could use based on certain responses
on the survey, or did you just
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send it over to the sales team
and say hey, look, that'll look
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through each of the respondents that they
responded to our survey and kind of go
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out at yourself, or did the
marketing resource then with anything? Yeah,
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great question. I mean it would
be so much easier if you just said
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all right, here you go.
But I'm a huge believer in internal marketing,
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specifically with sales and getting them excited
about something. So we made a
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big launch basically around the the concept
or as. So we would not only
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educate them through training, but we
would give them. We have integrated indoor
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crm. We would basically give it
to them, the information. We would
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train them how to use it.
We set up scripts for them, you
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know email. We would give them
ten or fifteen emails that they could send
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out to follow up, try to
book a meeting. Again, it's not
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just about original research, adding value
share. But at the end of the
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day the whole point of this exercise
is to grow faster as a company and
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lend more sales. So why not
try to do both the same time?
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So yeah, I think we definitely
spent a ton of time with sales getting
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that right. So we retrain them, we give them all of the information
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we could. Yeah, for sure. And so how many responses were you
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all looking to get? Like what
what is what, I guess, do
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you need to have for statistical relevance? Yeah, so depends on the data
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set, but we try to shoot
for at least a thousand. But it's
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pretty much I would say, I
don't want to say it's the minimum,
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but that's that's a good number to
shoot for. Five hundred is amazing,
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but about a thousand you can usually
get some significant and certain certain things.
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And where did you guys source those? Is it obviously your own email list,
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but we're you guys buying lists or
using any any services to try to
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get in front of to get in
front of people that Master Your Icep?
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No. So we have a good
email list. So we've we've been fortunate
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enough at Customer Gidge we've kind of
taken a stage positioning in the market place
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where we've always educated. So that
like the fashion right now is to add
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add value, value right. We've
been doing that for years. If you
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look at our website, our content, we have a massive war chest of
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just things we've been giving away for
four years. So we have a pretty
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solid email base. Or linkedin following
is about thirteenzero people, which is good
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for company our size. Because of
that exact reason, I think we've been
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giving away a ton of value.
So we loverage our email base pretty significantly.
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You didn't spend any money on paid
distribution. I know somebody, some
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people listening to this, would be
like that's crazy, but again, think
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about where we were as a company
three four years ago, we were up
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against two massive companies that have a
huge war chest of budget and we were
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trying to punch above our weight class. So we're trying to minimize cost and
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get the maximum and back. So
we leverage what we had, which was
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our email list. We leverage a
lot of us CEO. So just posting
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blogs and things like that. We
promoted on social sales. Would do you
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outreach. So that's another piece I
want to touch on. Is Like your
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pre marketing for this report that you're
going to produce as a result of this
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research. Is Getting people to take
the service. So, Hey, we're
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doing the survey. This is kind
of what we offer if you do take
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it, this is kind of what
we're thinking will produce at the end of
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it. This is your pre marketing. So not only does it get people
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to take the survey on like social
media, sales is outreaching, on in
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mail, whatever it is, but
people that creates that awareness in that prospect
381
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that these guys will have a report
probably in six months time. So not
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only you're trying to get them to
take the survey up, but you're planning
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that stead and saying you can circle
back to that contact when you have the
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report and say hey, you know, I know you didn't take it,
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or maybe you did take it.
Thank you so much. Here's the report.
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So it creates that pre launch,
pre marketing kind of feel to it
387
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if you do campaign, an average
campaign around it. Love. Yeah,
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what did the process look like once
you got your respondents? I guess who
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from your team went through then,
or was it? Was it your data
390
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partner that went through and actually pulled
out insights from the collection of the data?
391
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So, like it based on all
of the responses we got from these
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five questions. These are the two
or three insights that we pull here.
393
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Like who did that? Was that
MT or was that you guys? Yeah,
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00:25:53.670 --> 00:25:56.509
good question again. So I might
that there did us. So they
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had those questions, they added in. So might took their dad and did
396
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a bunch of analysis on that and
then we did our own analysis with MT's
397
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approval. So basically we did the
first cut of our data, pass it
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over to mt for like a check
and basically, does this look sound?
399
00:26:10.140 --> 00:26:12.539
Yes, yes, great, boom. We get their approval on the actual
400
00:26:12.619 --> 00:26:17.140
Dida methodology and the approach and then
we basically ran with the separate data sets
401
00:26:17.140 --> 00:26:21.809
might actually produced, but I think
is the definitive book on digital transformation.
402
00:26:22.210 --> 00:26:26.089
Stephanie Warner was our partner. Check
it out on Amazon with did extremely well
403
00:26:26.130 --> 00:26:30.490
as a best seller and it is
literally the framework for digital transformation for companies.
404
00:26:30.849 --> 00:26:33.599
Super relevant right now. Are Dad. It was a huge part of
405
00:26:33.640 --> 00:26:37.400
that book, which is really kind
of a proud moment for our company as
406
00:26:37.400 --> 00:26:41.119
well. So, yeah, I
think both companies do a little bit of
407
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Dida work, but I think the
ultimate goal is to have both companies work
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collaboratively to approve it and verify it's
accuracy and methodology. And let's say you
409
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don't have a data partner. Is
this something that would would probably you know
410
00:26:56.869 --> 00:27:00.630
and and say it's a you know, a smaller company. Would this be
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00:27:00.789 --> 00:27:03.940
something that would you say, like
somebody in your role, like the VP
412
00:27:03.019 --> 00:27:07.299
of marketing? Could it be a
one person job to go in and collect,
413
00:27:07.420 --> 00:27:11.740
you know, look at all these
responses and try to figure out like,
414
00:27:11.779 --> 00:27:15.140
okay, what story is this data
telling, or does this need to
415
00:27:15.220 --> 00:27:18.369
be more of a group like you
need to have multiple people on your executive
416
00:27:18.369 --> 00:27:22.049
team looking at this if you don't
have a data partner to help you on
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00:27:22.170 --> 00:27:26.210
that side. Makes sense anytime you
mention excel around a marketer, we kind
418
00:27:26.210 --> 00:27:30.240
of get a little crazier at yeah, now, I'm just kidding. That's
419
00:27:30.319 --> 00:27:33.640
definitely not the case anymore. Maybe
maybe a hundred years ago. But so
420
00:27:33.799 --> 00:27:37.200
you have to be comfortable with it. So we have obviously like an analyst
421
00:27:37.279 --> 00:27:41.200
in house that helps us slicingdse todd
a, our CEO, Adam, is
422
00:27:41.240 --> 00:27:45.269
extremely talented on did as well with
it as well. So he did a
423
00:27:45.309 --> 00:27:48.069
lot of the work as well and
kind of just slice and you looking for
424
00:27:48.150 --> 00:27:52.109
significance and again we passed it over
to mt for like final check to make
425
00:27:52.109 --> 00:27:56.990
sure everything looks proper. But yeah, it's important to have somebody that's very
426
00:27:56.029 --> 00:28:00.740
good with data and I think the
key is connecting that person with the strategic
427
00:28:00.819 --> 00:28:04.380
arm of the business. Right.
So myself again Adam, the CEO,
428
00:28:04.500 --> 00:28:07.460
like what's the story we're trying to
tell here? And then we start there.
429
00:28:07.700 --> 00:28:10.980
You try to figure out what the
again, what's the purpose of the
430
00:28:11.180 --> 00:28:14.009
the report? We want to this
is our hypothesis, this is what we're
431
00:28:14.009 --> 00:28:15.809
trying to prove, and then we
look through the data to see if that
432
00:28:15.930 --> 00:28:21.490
did a supports that hypothesis. So
you do need kind of a nice collaboration
433
00:28:21.529 --> 00:28:26.329
between the data arm and the strategy
arm of a business to get this up
434
00:28:26.369 --> 00:28:29.319
and running. But I think,
to be honest, in most business if
435
00:28:29.359 --> 00:28:32.319
that could be the same person,
if there's a super talented individual, I
436
00:28:33.000 --> 00:28:36.200
will fully admit I am not that
person. I can help out on the
437
00:28:36.240 --> 00:28:38.519
strategy side. I think when I
gets into sell analysis I could do some
438
00:28:38.680 --> 00:28:42.630
basic damage, but I'm going to
rely on the professionals there. Got It.
439
00:28:42.869 --> 00:28:47.349
And then I want to I want
to close this out by going back
440
00:28:47.430 --> 00:28:51.150
to something we talked at the beginning, which is how just walking through some
441
00:28:51.309 --> 00:28:53.029
of the ways that you guys have
been able to slice and dice this night
442
00:28:53.829 --> 00:28:57.380
and and use it all throughout your
funnel. You Yeah, you did the
443
00:28:57.460 --> 00:29:00.059
event around it, but talk to
us in about some other things that you
444
00:29:00.099 --> 00:29:03.500
guys have been able to do with
this data year over year. Yeah,
445
00:29:03.619 --> 00:29:07.420
so it really just come down to
you. Like I know the kind of
446
00:29:07.779 --> 00:29:11.769
popular thing on Linkedin right now is
is podcasts, and you guys are crushing
447
00:29:11.809 --> 00:29:15.890
the podcast game. So congrats on
that. Thank you. But it's and
448
00:29:15.569 --> 00:29:19.490
what everybody realizes about podcasts. It's
a brilliant way to repackage content right Yep,
449
00:29:19.650 --> 00:29:22.609
we have the video, you have
the audio clips, you have the
450
00:29:22.650 --> 00:29:25.279
transcript. You can put into a
block. This is the same thing,
451
00:29:25.799 --> 00:29:27.000
I think, maybe without the video
piece. But what you do is you
452
00:29:27.079 --> 00:29:32.839
take the insights and you spill that
out into we did physical events, webinars,
453
00:29:32.920 --> 00:29:38.470
we did guest posts on major publications, we did press outreach. We
454
00:29:38.509 --> 00:29:42.549
got into Forbes, INC magazine,
Ad Week business insider seeking off a tech
455
00:29:42.589 --> 00:29:45.269
crunch. I'm going to drop some
names, but I mean that's the power
456
00:29:45.309 --> 00:29:49.069
of being the original piece of research. Right as you literally get out in
457
00:29:49.150 --> 00:29:53.180
front of this thing, you give
all these news snippets from your research and
458
00:29:53.259 --> 00:29:56.460
you push it out. And People
Are Dying for this type of stuff because
459
00:29:56.460 --> 00:30:00.019
they want to have an opinion on
a marker where markets going. They want
460
00:30:00.019 --> 00:30:03.740
to be the company or the publication
that says this is where we think the
461
00:30:03.779 --> 00:30:07.059
markets going. Provide them with the
ammunition to do that. Get your name
462
00:30:07.099 --> 00:30:11.250
in the press. That was a
huge benefit for us and I think paid
463
00:30:11.250 --> 00:30:15.450
distribution to you can put it,
put it through PPC Webinars, you can
464
00:30:15.490 --> 00:30:17.930
break it up into a million different
books. I mean, like I said,
465
00:30:18.009 --> 00:30:22.200
this is literally fueled our marketing for
the last three years just these insights.
466
00:30:22.240 --> 00:30:26.119
We just repossession our company around it. I mean, he'll talk about
467
00:30:26.160 --> 00:30:29.559
value. Man, we figured out
what the market needed and was like,
468
00:30:29.680 --> 00:30:30.759
all right, this is what we're
going to sell. I mean, come
469
00:30:30.799 --> 00:30:33.519
on, it doesn't get better than
that. It really doesn't get better.
470
00:30:33.799 --> 00:30:38.509
It's actually driving, driving the product
itself based on yeah, it's you're getting
471
00:30:38.869 --> 00:30:44.630
makes so much sense. Yeah,
and this has been incredible. If our
472
00:30:44.670 --> 00:30:48.269
listeners had to walk away with one
thing, what would you want them to
473
00:30:48.309 --> 00:30:52.740
walk away with after hearing this episode? It's hard. It's hard, but
474
00:30:52.819 --> 00:30:56.579
it's worth it. Don't be afraid
of it. I think it's worth it
475
00:30:56.700 --> 00:30:59.220
because not too many people are doing
it. I think buzz UMO says it's
476
00:30:59.259 --> 00:31:03.019
lost than fifty percent. So that's
an opportunity to right. So that is
477
00:31:03.059 --> 00:31:06.009
an opportunity to stand out in the
crowd. It's hard, but it's worth
478
00:31:06.049 --> 00:31:08.329
a making a piece of your keystone
content strategy. I love it. And
479
00:31:08.569 --> 00:31:11.490
how can folks listening to this?
They connected with you? Yeah, I'm
480
00:31:11.529 --> 00:31:14.809
on Linkedin a lot. I try
to post every day, so hit me
481
00:31:14.849 --> 00:31:18.599
up on Linkedin. Ian Luck.
I usk like good luck, and yeah,
482
00:31:18.599 --> 00:31:21.000
I love to connect. Awesome.
Thank you so much. And I
483
00:31:21.039 --> 00:31:26.200
really appreciate your time. Thanks,
James. For the longest time I was
484
00:31:26.240 --> 00:31:30.400
asking people to leave a review of
BB growth in apple podcasts, but I
485
00:31:30.559 --> 00:31:36.349
realize that was kind of stupid,
because leaving a review is way harder than
486
00:31:36.470 --> 00:31:40.390
just leaving a simple rating. So
I'm changing my tune a bit. Instead
487
00:31:40.390 --> 00:31:42.029
of asking you to leave a review, I'm just going to ask you to
488
00:31:42.109 --> 00:31:47.460
go to bb growth and apple podcasts, scroll down until you see the ratings
489
00:31:47.539 --> 00:31:51.019
and review section and just tap the
number of stars you want to give us.
490
00:31:51.380 --> 00:31:55.500
No review necessary, super easy and
I promise it will help us out
491
00:31:55.619 --> 00:31:59.180
a ton. If you want to
copy on my book content base networking,
492
00:31:59.460 --> 00:32:01.490
just shoot me a text after you
leave the rating and I'll send one your
493
00:32:01.529 --> 00:32:06.329
way. Text me at four hundred
seven for and I know three D and
494
00:32:06.329 --> 00:32:07.250
Thirty two eight