Transcript
WEBVTT
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Yeah,
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welcome back to BBB Growth. I'm dan
Sanchez with Sweet Fish Media and today
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I'm joined by Michael Bear, who's the
CMO of M. J. H. Life Sciences, Michael,
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thank you for joining me on the show
today. Thanks dan. Good to be here. As
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I think I've mentioned to you uh I
actually was on the podcast six or so
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years ago with James and so uh in a
different role at the time, but it's
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great to be back. Thanks for having me,
Yep, it's great to have you back a
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second time, you're now uh B2B growth
alumni. So it's always good to have
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people back, especially as they've
gained new experiences, have learned
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new things and today I'm very excited
to talk to Michael about how he's
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working with M. J. H. To build dynamic
customer journeys. But before we do
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Michael, how's it been going in your
day so far? So while it's still
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relatively early in the morning, my day
has had a number of meetings that we,
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we have as a regular cadence every
single day. So, uh, MJ subscribes to
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something called scaling Up or the
Rockefeller principles. And the idea is
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that teams have again, a cadence of
meetings. There's a daily rhythm,
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there's a weekly rhythm. There are
monthly and quarterly meetings that are
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all designed to build up to achieve, uh,
an annual objective or rock or set of
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rocks. And so by 8 40 every day, I've
already had two huddles with the
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executive team and then my marketing
leadership team. And so I've already
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talked to 20 odd people. Uh, and these
are very quick stand up meetings, uh,
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top priorities, top challenges and just
kind of a cultural say hello. And, and
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they really do get your day off to a
good start. Absolutely. We use traction
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at sweet fish media, but I've worked at
past companies that use the scaling up
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model very similar and I can say like
my life and my business life certainly
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changed when we got into a habit of
well executed daily meetings or even
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weekly meetings. You know when you've
come out of a well run meeting, when
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you have like action items, everybody
is clear on what they need to do and
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everybody is updated on what everybody
else is working on. Especially like
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daily stand ups to kind of get a sense
for the pulse right of what's going on
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in organizations a powerful way to kick
a day off and uh in a team M. J. H.
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Life sciences. That could mean a lot of
different things. So tell us a little
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bit about like what the company is and
what it's about. Sure. So we are a full
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service healthcare or medical media
company. In fact were the largest
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privately held healthcare company or
media company in the country. So what
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does that mean? Well, we we service
largely the healthcare community with
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education uh, and content that helps
improve patient care, literally that's
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our focus. And in fact, we'll talk
about probably in a little while while
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that's why that mission is important,
uh, not just to the company and our
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business, but literally to the
functioning of each and every
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individual on on all parts of the
organization, but certainly within
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marketing. So we, the key pillars of
this media company are we've got 60 odd
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publications, media media publications
that include literally print media as
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well as uh, you know, digital media.
And then we also have education, We
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have video, uh, and then we have
marketing services. So there's a full
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service agency that's underneath our
overall umbrella as well as a research
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company and and some other parts of our
marketing services. So to give some
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context to understand the customer
journey now that we understand the big
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picture of MJ life sciences, what are
some of the web properties you guys
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currently have up?
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So we're we service nearly every
medical or health care specialty or
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vertical but were very big in uh
specific markets like oncology. So uh
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one of our biggest brands is on Clive,
which is one of the leaders for
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oncology uh health care professionals,
largely oncologists as well as targeted
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oncology and cancer network. Um We also
are big and primary care areas like we
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have helped HCP live. We have medical
economics which is over 100 year old
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media property. Uh and then literally
across almost every other specialty
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care area from uh contagious diseases,
pediatrics, cardiology, neurology uh as
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well as pharmacy. Um And even into
animal health and dental, yep. So what
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are some of the main like websites that
you are directing people to, yep. So
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like I said on Clive targeted oncology.
HCP live neurology live, I missed the
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dot com. So I was like doctor websites
are those topics. I'm not a doctor. So
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I'm like a technical terms. I'm like
I'm not sure You're not a doctor but
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you play one on TV. Right. Medical
Economics Cure is uh one of the few
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brands that actually for us targets
consumers. So it's targeting patients
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with or who have had cancer. Uh And
then Pharmacy Times is another one A. J.
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M. C. Which is in the area of what's
known as managed care. Uh And even
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fetch or D. V. M. 3 60 in the animal
health area. So those are a lot of web
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properties and as you know, there's a
lot of different ways you can start the
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customer journey, but usually it comes
from getting them from one place over
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to the website. So what are the main
channels you're using to grow the
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audiences of those websites? Where are
you directing traffic from them to kick
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off the customer journey? So we use,
you know, many of the traditional um
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traditional tools. So uh by far the
number one driver of web traffic is uh
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is organic search. You know, doctors
and healthcare professionals googling
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topics and specialties that you know
that they're looking for solutions and
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answers to. And thankfully, you know,
our links performed fairly well. And
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our brand brands are known as valuable
or valid, you know, content location.
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So we, you know, we get a lot of a lot
of organic traffic. But in addition we
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have, you know, we have a lot of email
newsletters. So email is a big driver
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to our web properties. Um, and then we
do surgical kind of targeted paid media
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efforts around specific programs,
specific pages, specific content as
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well as um, as events uh, that that we
are putting on for, you know, for
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doctors and for education. Yeah, this
is kind of the fun part for me is like,
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ok night there on your website. And for
those who are listening, you can only
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have been on the websites and you can
kind of imagine like a web MD style
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site where they're answering lots of
questions. And there's lots of great
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content that they're attracting people
to this website, right? For all
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different kinds of ailments or diseases
or different symptoms like all these
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different things. People are coming to
for answers and they're pretty serious,
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pretty serious stuff. It's not like
stuff to be taken lightly, right? So
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people are coming for answers and
looking for information from there.
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Once they hit the web pages to get that
information, how do you capture their,
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their information? And then what are
you doing to dynamically build that
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customer journey from there? Because
doing the search, hitting the web page
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and then from there, I find that that's
where most marketers stop right there.
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Like, oh, we got some traffic, maybe
they click through to our pricing page.
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I'm like, that rarely ever happens.
Right? So what do you do to build the
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customer journey from there? So it's
interesting. So, first of all, you know,
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I use the term journey a lot. We all do
and um, we as a company are also on a
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journey. So it's not just the customer
themselves. So we are pushing our own
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capabilities, developing our own data
and tech platforms and and stack and
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driving and growing, you know, growing
our approach to all these things that
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you're mentioning as we speak first off,
it's important to recognize that most
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of the people who hit our website, our
doctors and the doctors that search for
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something are looking for a specific
answer. And so interestingly enough, it
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tends to be a bit transactional. Uh,
they come in, they want some
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information, we have a lot of, a lot of
web use that is a single page, a single
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content exploration. So, our journey is
how do we dr additional time on site?
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How do we drive additional uh,
understanding of the value that our our
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brand and our website can provide these
doctors. How do we get them to come
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back or explore analogous or, you know,
similarly relevant content. How do we
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get somebody who read an article on
multiple myeloma to recognize that we
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have had video on that of, you know,
leading doctors talking about topics in
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that area. How do we make sure they
understand we have webinars or upcoming
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events on this topic that they can sign
up and register for. So there's a lot
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of efforts going on now to a to your
point, make sure we we can capture
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those folks have them register, log,
you know, log in basically register for
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newsletters that that will begin to
keep them informed on the brand as well
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as dynamically serve content. You know,
with this result they've gotten from
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their web search that tells them
essentially if you like this, you'll
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like this other thing. But it is all
all the journey, but we haven't for us,
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but we even, you know, implemented a C.
D. P. You know, we've updated our CMS
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and we are, you know, beginning to do
all these all of these things, it's
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fantastic to be able to capture
information and then deliver them
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information based on the page where
they converted right? I mean that
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starts to really get, I mean it's
difficult to do, I've I've tried to set
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it up myself and it takes a lot of work
on the back end to be able to deliver
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dynamic information based on, like even
a page they've converted on. So that
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certainly makes a difference. It's hard
to even describe how difficult the
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simple things seem to be. You know, we
we implement, you know, the tools and
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then it's still it's still requires,
you know, incredible amounts of
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programming, coding, testing, you know,
in part of testing is getting it wrong
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and so it's gone from getting it wrong
to getting it right, and then getting
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it writer and writer as you dial things
up, but we're, you know, we are on that
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journey and we're beginning to do
things, you know, and to your point
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early uh offer pop ups to those who we
know, are not known to us, the users
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who come in who aren't registered,
saying, you know, the opportunity to
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get content like this in your inbox,
and uh, you know, or here's another
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link to something else you would like
and slowly walk people or journey, you
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know, have people, you know, go on a
content journey that again,
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demonstrates the value of these brands
and these, you know, these platforms so
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that they want to come back for more
and that we can capture, capture their
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information in order to Send them
things. That ultimately, the goal is to
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get people who will want to give us
their information. There is
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particularly their email address so
that we can communicate them 1-1. So to
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shift the focus a little bit, let's
talk about strategy and execution,
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setting all this stuff up is a lot of
work requires a lot of people and a lot
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of like collaboration across different
types of teams. You mentioned the pre
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interview that the team had a hard time
executing uh in the beginning or they
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were executing really well actually,
but they were still missing the mark in
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some ways. How were they missing the
mark? So one of the visions I developed
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literally just when I came on board was,
you hear the term shared service, you
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know, we came in and, and marketing is
a shared service within the
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organization and I said, I want the
mindset to go from being a shared
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service to a center of excellence. You
may ask what does that mean or what's
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the difference and just it's it's as
much of mindset as it is an approach.
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So the idea being as a shared service,
you are, you're a ticketing system,
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Somebody says, I need this. You know,
I'm ordering uh, you know, like a
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restaurant, I, you know, I need burgers
and fries and you punch out for burgers
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and fries. But I wanted, you know, us
too strive to be to aspire to be more
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of a uh, center of excellence born on,
you know, subject matter experts who
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are driven to understand the data,
understand audience and be included up
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up front before before the burger and
fries were ordered so that we could be,
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you know, partners in developing well,
should it be a burger and fries or this
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customer prefers vegetarian, so to
speak, so so so that, you know, that's
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kind of the over setting the
overarching ambition and sometimes that
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alone is is a big step. But when you
are a shared service and when you are a
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ticketing system, you, you know, you
can become very execution, all focused
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or even more so transactional focused.
So marketing in a way can can become
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and had to a degree become a group of
people delivering on independent
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program. We need audience to come to a
particular webinar. So and so franchise
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has a program we want to get people in
front of uh there's a B two B campaign.
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We need to drive for X. So that, you
know, I would say it was very execution
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all focused. And I think where you know
where we talked about in the pre pre
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conversation, there was almost a need
to have people pause for a second and
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ask the question why develop strategic
approaches that are more holistic, more
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overarching than these one off
individual focus? Is that what I keep
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saying? I still say literally every day
to people is we need to flip the lens
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from creating a product to
understanding its for an audience and
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who that audience is. You know, I keep
saying imagine turning your mind around
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to the people on the other side of that
computer screen. You know, their eyes
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are on something that you're sending,
what is it? How do you think about it?
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Where did they come from? What else
have they seen? What have they, you
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know, what's been their interaction
with us? Um and all those things should
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play into that transactional execution.
Um so basically I think you know, we
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needed to infuse the flawless execution
with some strategic and overarching
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kind of holistic vision that informed
it. I mean you know, I know you're you
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know, I can see you and you're smiling
because you know, we talked about also
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this had this belief, uh this idea of
stratification that neither are greater
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than the other that you need to be, you
know, both insight rich and audience
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focused, but you also need to be
constantly iterating and be nimble and
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be focused on the little things that
every day make a difference between
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conversion rates and uh and success and
failure. And I think you know the team
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was probably focused a little more on
execution and we needed to dial it a
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little more towards strategy and you
know, which is interesting because my,
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you know my my prior life when I came
to this idea of Stratis que shin, I was
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probably in a world that was a little
more beholden to this concept of
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strategy and almost like holding it as
the bible or liturgy like here we we
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need a beautiful strategy. Uh In fact,
I would argue, you know, I would joke
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that sometimes I worked with clients
who would, you know, the strategy was
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almost the end state. Like let's have a
beautiful strategy will put it on our
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wall as if the, you know, as if the
consumer, the customer would ever see
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your strategy, which of course they
wouldn't. Um and so that was where I
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had this, you know, this kind of ah ha
moment that like execution really make
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the strategy. And I think, I don't know
if it was tom peters or larry Bossidy
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who said strategy without execution is
useless and execution without strategy
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is aimless. I mean, they do have to
work together. Hi dan Sanchez here with
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00:17:29.780 --> 00:17:34.240
a quick break from this episode,
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and as a bonus, get their 2021 B two B
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video trans guide. It's absolutely
right. I've actually had a background
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where people like to have a little bit
more strategy than execution. It always
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drove me crazy. I'm like, we're
literally talking about the strategy
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forever and not doing anything. So I
tended to always be a little bit more
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execution focused. But now of course
you're right, it takes an equal amount
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of both. Right is best. It's
interesting that they were doing
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execution well and you came in, you're
like, hey everybody, we're all making
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separate side dishes, but we're
bringing it together in the meal. It's
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okay. Everything's, everything's cooked
phenomenal, everything tastes good, but
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when you put it together, it's not
working. And the customers expecting
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thanksgiving, which means it's wrong.
Right? All right, so you have to bring
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it back to what are we trying to
produce? Because everything has to
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actually make sense together, like a
thanksgiving meal. We're so used to
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getting the right things produced
together, which have a certain taste
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and flavor. When all eating together
right, you have to decide what our end
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goals here instead of us, kind of off
on our own separate worlds, cooking up
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something that might be good in an
event of itself. But when put together,
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it's subpar at best, yep. I mean, it's
interesting, it aligns perfectly with
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the idea of these daily weekly, monthly
quarterly cadence of meetings as well,
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because the idea is that at the end of
the day, some of this should add up to
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something and the idea that executing
should be leading towards something
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that you're building towards a
direction. I mean, this is one of the
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things like sometimes you put your head
down, you're working hard and fast and
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furious and then when you look up you
say, oh wow, I got somewhere, but it
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wasn't where I meant to be going. I
mean we want to make sure we have a
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direction of path, but interestingly,
so, so you know, when I think back to,
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when I came in execution was the focus
and was excellent. But there was, there
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was opportunity there as well in that
We needed to, you know, we continue to
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need to simplify and make repeatable
things that are done in in large
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quantities. You know, there are types
of, say webinars that we do where we'll
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do 150 a year. You can't start each
marketing plan from with a blank piece
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of paper when you're doing 100 of
something. Uh The idea of beginning to
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standardize standardized roles and
responsibilities, you know, streamline
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again, make repeatable is both
efficient, but it also then allows
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those doing the work, especially in
marketing to kind of elevate their work.
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They can put the focus more on things
that really matter. Uh you know, like
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content and things that drive greater
conversion and also audience
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understanding, like the things that can
can really drive success and failure.
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So so that was that was an aspect of
execution that we've been continually
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trying to drive as, you know,
streamline, simplify, make repeatable
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wherever we can. But the flip side, you
know, you get back to strategy is there,
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you know, there are a couple of things
there. Um you know, one is and I have
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referenced this earlier on the idea to
make sure everybody has in mind that
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our overarching mission as a, as a
company is actually, we've all worked
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at a bunch of different places and you
know, sometimes companies work really
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hard to come up with with uh with uh,
you know, some sort of passionate
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mission. You know, it can be helpful,
but in our case, I mean it's it's
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really motivating because it's it's
true. I mean, we are focused on helping
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to educate the health care workers so
that they can improve patient care. I
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mean, It's, you know, day in day out.
It should stay front and center because
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it drives what we do and it should
drive marketing, it should drive the
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initiatives that we're doing aren't
just let's get 150 people to come to a
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to an event. It's we have an event that
includes the leading experts on a
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particular condition that's important
to doctors and patients nationwide. And
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so we are spreading spreading the word.
I mean, it's tough to think about that
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every, you know, every day when the
pressure is on to deliver and execution
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is a can be can be tricky. But that is
at the end of the day, what we're all
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about and that does I think help us
lift, you know, lift our our approach
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is absolutely. It's like with a mission
like that essentially, you're, it adds
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up to saving lives. You're right. We
don't execute, people are going to die,
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you know who they are. But I mean, you
could look at it, it's kind of like a
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morbid way to look at it. Or you can
say like this many more people could be
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safe or live longer or at least go
through a much more comfortable
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experience going through whatever
tragic event they might be going
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through, especially with things like
oncology. Right? In advertising, the
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joke was always, you know, because it
can get very pressurized, you know,
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it's like, hey, it's not brain surgery,
you know, here it is. We are talking
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about that some serious reading stuff,
but at the same time it's important for
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everybody to know that their work
actually matters. Right? I mean, it's
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kind of one of Patrick lynch owns three
signs of a miserable job is not knowing
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if your work matters. And I'm like, oh,
everybody at M. J. H. Knows their work
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matters because you're literally the
work you're doing saves lives. It's
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fantastic. So to kind of spin back on
to strategy and execution, you've had
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experience across multiple companies
and you've visited and probably
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consulted many more now, where do you
feel like most companies are missing it
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when it comes to strategy and execution?
You know my my experience to date
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probably would say that you know I
think many companies try to get
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strategy right where at the end of the
day I don't think there is right and
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wrong. I think there's good and better
and less good and I do believe that
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strategy is really made right by the
work and the activity you do. I am.
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I've always been inspired by a quote
from Herb Kelleher where you know the
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founder of Southwest Airlines where he
said we have a business strategy. It's
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called doing things. And I think a lot
a lot of companies um you know like we
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said get a lot of consultants or a lot
of high priced thinkers to I. D. Eight
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for months and months and have a
strategy that they fall in love with
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but don't then activate on it day in
and day out and test it and tease it
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and torture it and and adapt it. Um And
then you know the real world can be a
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tough can be a tough teacher as well
and so you know getting you're getting
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your strategy into the real world and
learning as you go is really I think a
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strategy in and of itself. You know the
idea of being in beta all the time and
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you know getting your strategy getting
to strategy kind of more quickly so
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that you can learn in the real world I
think is it is really a better approach.
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00:25:59.780 --> 00:26:03.210
It makes so much sense taking some of
the lean startup methodologies and just
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applying it to your business strategy,
starting with something lean and then
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iterating and improving as we move
along. I mean that's why a lot of
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people got away from business plans for
a long time because you're putting so
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much time into the beginning of it and
then with the world would hit it and
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then everything would fall apart right?
If only we could spend a little bit
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sometime certainly want to think about
the strategy, certainly want to think
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about what we're expecting to happen
and then being able to modify it as we
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00:26:28.410 --> 00:26:32.850
go along, which is why regular meetings
and quarterly check ins are so
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important. Right? 100%. I mean, and
that's not to say strategy is either
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unimportant or that strategy isn't
about understanding your your user,
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like deeply understanding your users
and deeply understanding your market
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and your competitors and understanding
what you're good at and what where you
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00:26:56.040 --> 00:27:01.700
can go and where you shouldn't go and
then, you know, developing hypotheses
328
00:27:01.700 --> 00:27:06.210
and plans. I mean, all those things are
critical, but I do think we get a
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little overly caught up in, you know,
getting getting a strategy perfect,
330
00:27:11.040 --> 00:27:16.950
perfected or perfect where there is
really no such thing. Yeah. So if I'm
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hearing you right, and I'm trying to
take some insights away for B two B
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marketing leaders, some things they can
start and stop doing this week so far,
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some of the things I'm walking away
with personally is, yes, it's good to
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have a strategy but execute on it
probably a little faster than you
335
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normally would. How fast would you like?
How much time should you spend thinking
336
00:27:37.310 --> 00:27:41.730
about strategy and how much time should
you be actually Iterating on to it. You
337
00:27:41.730 --> 00:27:44.070
know, it's kind of difficult to discern.
Sometimes you're like, oh, should we
338
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change the strategy? When should we
hold on to it versus when should we
339
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break away from it and change the
strategy? Because the execution we're
340
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doing is now telling us that maybe our
strategy wasn't as solid as we thought,
341
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how do you know when to break? It's a
tough thing to discern because what is,
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you know, when does strategy stop? You
know, you can make a strategy to
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develop a, an email journey for your
prospects? That is, I mean, is that
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strategy to say like, hey, we want to
then make this, make that email journey
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um dynamic to the way they respond to
the first, you know, the first contact
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and how many prongs should this? And I
think not actually, now that I think
347
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about it, that's truly an execution. So
your strategy would be develop a B two
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B approach that leverages content
marketing and outbound email that blah,
349
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blah, blah. Really? So now, having
thought this through, I think your
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strategy should be 25% and 75% should
be really working through
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How to implement it. And you know,
that's why I call it's tragic Yushin
352
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because I think there is no such thing
as execution. Well, I don't know if
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there is no such thing, but a big part
of execution is strategic execution,
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meaning we're going to implement a B2B
email journey. But now, how many touch
355
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points, what are the touch points? Do
we segmented by uh type of customer?
356
00:29:19.100 --> 00:29:24.360
And um you know, do we require, do we
get things, do we, you know, all these
357
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questions that you need to solve for?
Um they are strategic strategically
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execution all makes sense. Almost
wonder if You set these large marketing
359
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strategies. I know I said of marketing
strategy for 2021, right? Some things
360
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can be changed sooner rather than later
because they're short term tactics and
361
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some things are long term tactics like
I won't see the R. O. I. From some of
362
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these things for like a year and a half.
Right? Especially with like search
363
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engine optimization ranking for more
keywords. Those things take a lot of
364
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time almost imagine that your strategy
can be changed in small ways on a
365
00:29:58.510 --> 00:30:01.700
weekly levels, you're getting new
information you're executing, but big
366
00:30:01.700 --> 00:30:04.820
things, probably more on a quarterly
levels. Your meeting back with the
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00:30:04.830 --> 00:30:08.470
senior team, right? If you're doing the
whole, especially if you're doing the
368
00:30:08.480 --> 00:30:11.750
Rockefeller habits and the scaling up
attraction methodologies where you're
369
00:30:11.750 --> 00:30:15.130
having the quarterly check ins to see
how well things are going. Well,
370
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everyone's executing on their rocks.
Those are big opportunities to make
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bigger changes to the strategy because
honestly, sometimes the market change
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00:30:23.360 --> 00:30:28.240
changes. I'm sure a lot of people are
updating their quarters after covid hit,
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right. There was just some big changes
everybody was making after the pandemic
374
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started becoming a thing. So there's
probably a rhythm like that though. Of
375
00:30:36.550 --> 00:30:40.110
course it depends for each line item on
your on your strategy that you're
376
00:30:40.110 --> 00:30:43.800
trying to execute. Some things are just
going to be different. But almost think
377
00:30:43.800 --> 00:30:49.120
like a weekly quarterly rhythm. And of
course for the 10 year executions, your
378
00:30:49.120 --> 00:30:55.090
annuals are what help you get realigned
um, on your long term goals and
379
00:30:55.090 --> 00:30:58.220
priorities would you say that feels
about right? Yeah, I think that's right.
380
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I mean, I think the one thing I would
say that you have to be careful of is
381
00:31:02.580 --> 00:31:09.920
to not overcorrect. I think people get
really nervous when measuring
382
00:31:09.930 --> 00:31:17.780
performance and the data suggests
something didn't work. Or there's some,
383
00:31:17.790 --> 00:31:22.730
you know, negative data. Uh, and what I
always like to say is that there is no
384
00:31:22.730 --> 00:31:27.440
negative data. There's just data that
confirms, you know, confirms direction
385
00:31:27.440 --> 00:31:31.980
or confirmed hypothesis and and data
that says something isn't aligning or
386
00:31:31.980 --> 00:31:36.610
isn't jibing and each of which can help
you either course correct or optimize.
387
00:31:36.840 --> 00:31:40.440
But the thing you don't want to do is
react to every every little piece of
388
00:31:40.440 --> 00:31:44.050
data and keep changing. You know, not
only is that you're gonna be all over
389
00:31:44.050 --> 00:31:49.070
the road, but also, um, if you make too
many changes, you can't even identify
390
00:31:49.070 --> 00:31:56.060
what the actual drivers of of, you know,
of performance will be. You do have to,
391
00:31:56.070 --> 00:32:01.170
you do have to make sure you're you're
not doing weekly, you know, execution
392
00:32:01.170 --> 00:32:06.230
all shifts right. I would say small,
small tweaks changes, you know, updates.
393
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I wouldn't be shifting from one thing
to something completely different
394
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because of the data. Right? I even saw
a graph this morning on linkedin that's
395
00:32:13.660 --> 00:32:17.810
kind of like because just comparing
even launching a normal marketing
396
00:32:17.810 --> 00:32:21.440
campaign to an A. B. M. Campaign and a
normal marketing campaign, you can
397
00:32:21.440 --> 00:32:25.930
always expect like a loss for quite a
while before you even hit a break even
398
00:32:25.940 --> 00:32:30.690
and then start to see a return on the
investment. And in this particular
399
00:32:30.690 --> 00:32:34.070
graph, the A B. M. Campaign took a loss
for a lot longer and then started to
400
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shoot way past a normal execution. Of
course. That depends on whether A B. M.
401
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Works well for your organization, how
good you executed it of course. But it
402
00:32:43.020 --> 00:32:46.350
certainly goes to show like, like for a
lot of marketing campaigns you can
403
00:32:46.350 --> 00:32:50.960
actually expect a negative. So don't
don't freak out. Right. Well, that also
404
00:32:50.960 --> 00:32:55.850
gets into sort of the R. O. I. Question
like how slavishly should you be
405
00:32:55.850 --> 00:33:00.950
looking at either R. O. I. Or even the
data to help, you know, attribution
406
00:33:00.950 --> 00:33:03.840
being accurate and things like that.
Sometimes you just have to do some
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00:33:03.840 --> 00:33:09.390
things and they're contributing without
necessarily looking for a direct line
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00:33:09.400 --> 00:33:17.270
uh connection to our Oh, I absolutely
easy to say. I know Roo is a tricky one.
409
00:33:17.440 --> 00:33:22.030
Certainly. So Michael, this has been a
fantastic time talking to you about
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00:33:22.030 --> 00:33:25.880
strategy and execution and the customer
journey on the show today. Where can
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00:33:25.880 --> 00:33:31.680
people go to learn more about M. J. H.
And about you? So we do have a
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00:33:31.680 --> 00:33:38.750
corporate website. M. J. H. Life
sciences dot com. Um There also, as I
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00:33:38.750 --> 00:33:43.300
mentioned are a number of websites and
you can see them on that site. But you
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00:33:43.300 --> 00:33:51.070
know, things like ONc live and uh a J M
C dot com and uh cure dot com and P E R
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00:33:51.070 --> 00:33:57.220
Physicians, Education Resources, which
is go to p E R dot com. Those are just
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00:33:57.220 --> 00:34:06.110
some of our websites as far as me, I
I'm on linkedin, Michael be a er and
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00:34:06.120 --> 00:34:10.370
also had been writing a blog for a
number of years at stratification
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00:34:10.370 --> 00:34:15.800
stories dot com. It's fairly outdated
so I almost hesitate but feel free to
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00:34:15.800 --> 00:34:18.870
read some of the things I've written on,
things like stratification and
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00:34:18.880 --> 00:34:23.389
otherwise. Fantastic. Again, thank you
for joining me on GDP growth. Thanks
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00:34:23.389 --> 00:34:24.670
dan. It's been great to be here.
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00:34:26.340 --> 00:34:30.989
Is your buyer at BBB marketer. If so,
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and email Logan at sweet fish Media dot
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