FrUn L&L- Oliver Osborne

Karina Mikhli
19 Mar 202443:04

Summary

TLDROliver, a market research consultant based in Toronto, discusses the importance of market research in businesses. He shares his experience in hospitality and emphasizes the need for a holistic approach to marketing. Oliver highlights the significance of understanding customer segments, reducing operational friction, and aligning marketing strategies with customer needs. He advocates for the use of surveys and interviews to gather insights and stresses the value of market orientation in achieving business success.

Takeaways

  • 🌟 Market research is crucial for businesses to understand their target audience and make informed strategic decisions.
  • πŸ” Oliver's consulting practice focuses on assisting businesses with market research and marketing strategy, especially in organizations lacking senior marketing leadership or familiarity with research processes.
  • 🏒 Oliver's background in hospitality and experience in change management has shaped his holistic approach to business and marketing.
  • πŸ“ˆ The importance of conducting sufficient research is highlighted by the common strategic mistake of not doing enough research, which can lead to ineffective marketing efforts.
  • πŸ”‘ Market orientation should extend beyond the marketing department and be ingrained in the company culture, affecting all aspects of the business from the customer's perspective.
  • πŸ“Š The three phases of marketing (research, strategy, and execution) are all important and should be properly balanced to achieve maximum impact.
  • πŸš€ Proper research can lead to more effective targeting, reducing wasted resources and improving operational efficiency within the organization.
  • 🎯 Market research helps in aligning marketing and sales, leading to a clearer positioning and more resonating messaging.
  • πŸ“ˆ Understanding the necessary impact from a revenue perspective allows for more confident decisions on marketing channels and budget allocation.
  • πŸ’‘ Jeff Bezos' strategy of market orientation and customer-centricity at Amazon is cited as a successful example of the effectiveness of this approach.

Q & A

  • What is the primary focus of Oliver's consulting practice?

    -Oliver's consulting practice primarily focuses on helping businesses with market research and the strategic aspects of the marketing process.

  • How did Oliver's experience in hospitality influence his career in marketing?

    -Oliver's experience in hospitality, specifically turning a private members club from a loss to profitability, set the stage for his career emphasizing scaling and change management, which are crucial in marketing.

  • What is the significance of the 98% statistic mentioned by Oliver in relation to marketing conversations?

    -The 98% statistic highlights that a vast majority of marketing conversations focus on branding, advertisements, and communication strategies, often overlooking the importance of research and other aspects that contribute to effective marketing.

  • What does Oliver suggest as the minimum viable market research for a new company?

    -Oliver suggests that the minimum viable market research for a new company should be loyalist interviews, where the company reaches out to its existing customers to understand their experiences and feedback.

  • How does Oliver propose aligning marketing objectives with the overall business strategy?

    -Oliver proposes aligning marketing objectives with the overall business strategy by ensuring that the objectives are strategic, measurable, and have clear revenue implications, allowing for a cohesive approach and effective decision-making.

  • What is the importance of understanding the customer's language according to Oliver?

    -Understanding the customer's language is crucial because it allows for more accurate communication and messaging that resonates with the target market, avoiding the pitfalls of internal jargon and assumptions about customer needs and preferences.

  • How does Oliver recommend addressing the issue of non-representative samples in online surveys?

    -Oliver recommends building audiences to specifications, which involves actively seeking out the relevant respondents rather than relying on passive participation from a pre-existing database, to ensure a more representative sample.

  • What is the role of market segmentation in developing a marketing strategy?

    -Market segmentation helps identify homogeneous groups based on behavioral patterns, allowing businesses to understand and target specific segments more effectively, and to identify underserved areas or segments that are not well-served by competitors.

  • How does Oliver suggest using survey data to inform marketing decisions?

    -Oliver suggests using survey data to understand decision-making criteria, pain points, and perceived value among the market. This information should then be translated into clear messaging and aligned with the overall marketing strategy to ensure it resonates with the target audience.

  • What is the significance of having clear strategic objectives in marketing?

    -Clear strategic objectives provide a solid foundation for marketing efforts, allowing for focused targeting and positioning. They also help in saying 'no' to most options and confidently pursuing the most effective strategies, leading to better alignment and buy-in from different parts of the organization.

  • How can a company ensure that its marketing budget is effectively allocated?

    -A company can ensure effective allocation of its marketing budget by linking it to clear, strategic objectives that have been informed by robust research. This approach helps in justifying the budget needs andι’„ζœŸ outcomes, making it more likely to gain approval from finance and other decision-makers.

Outlines

00:00

🌟 Introduction to Market Research and Personal Experience

The speaker, Oliver, introduces himself and sets the stage for a discussion on market research. Based in Toronto, he specializes in assisting businesses with market research aspects of marketing. Oliver shares his background in Hospitality, highlighting his success in turning around a struggling private members club. He emphasizes the importance of scaling and change management in his career, which has spanned work with multinationals, startups, and nonprofits. Oliver's approach to business is holistic, and he stresses the need for effective communication of marketing ideas within organizations, drawing parallels with political strategizing. He also mentions the importance of research in avoiding common strategic pitfalls.

05:01

πŸ“ˆ The Importance of Research in Marketing Strategy

Oliver delves into the significance of research in formulating effective marketing strategies. He argues that a lack of research often leads to ineffective marketing. Using Peter Drucker's famous quote, Oliver emphasizes that what gets measured gets managed, advocating for a market-oriented approach that extends beyond the marketing department. He discusses the benefits of research, such as targeted marketing, reduced operational friction, and aligned messaging between marketing and sales. Oliver also shares the story of Jeff Bezos and Amazon's early days, highlighting the power of customer-centricity and the insights gained from simple market research techniques like emailing customers.

10:02

πŸ” Understanding Your Funnels and Deploying Marketing Resources

The speaker explains the concept of marketing funnels and how understanding them can guide the deployment of marketing resources. He discusses the misalignment between departments, such as marketing and finance, and the importance of harmonious reporting frameworks. Oliver suggests that a clear understanding of funnel functions can lead to effective resource allocation. He also touches on the importance of surveys to gauge top-line awareness and understand brand perception, decision-making criteria, and purchase intent. He advocates for using customer language in surveys to ensure that marketing messages resonate with the target audience.

15:03

πŸ’¬ Conducting Loyalist Interviews and Surveys

Oliver talks about the practical application of market research, starting with 'loyalist interviews' where businesses engage with their existing customers to understand their experiences. He suggests using these interviews to inform customer surveys, ensuring that the language used in surveys resonates with the target audience. Oliver emphasizes the value of surveys in reducing operational friction and aligning marketing and sales efforts. He also discusses the importance of understanding purchasing criteria and using this data to inform marketing messaging. The speaker encourages market segmentation to identify underserved segments and tailor marketing efforts accordingly.

20:04

🎯 Developing a Strategic Marketing Plan

In this section, Oliver outlines how to develop a strategic marketing plan informed by market research. He advises on choosing the best target segments, aligning the organization around a single goal, and using data to support marketing decisions. Oliver stresses the importance of clear, data-backed objectives that can be understood and supported by all stakeholders, including finance departments. He provides an example of setting specific awareness and revenue goals, and how these objectives can guide marketing efforts and budget allocation. Oliver also discusses the importance of delivering on these objectives and the benefits of having a clear, data-driven strategy.

25:05

πŸ’‘ Addressing Common Concerns in Market Research

Oliver addresses a common concern about the representativeness of online survey data, suggesting that research companies can build specific audiences to ensure more accurate results. He also discusses the importance of comparing survey demographics with census data for data cleanliness. Oliver talks about different methods for measuring brand awareness, such as omnibus surveys, and provides cost-effective recommendations for small businesses. He emphasizes the importance of starting with loyalist interviews to understand what drives customers to engage with a service or product.

30:06

🌐 Productizing Services and Aligning Marketing with Branding

The speaker discusses the challenge of productizing services and aligning marketing efforts with branding, especially when offering different types of fractional services. Oliver suggests finding a higher-order deliverable that applies to both services and using that as a unifying concept in marketing. He recommends understanding what previous clients value most and using that insight to craft a collective message. Oliver advises testing this messaging through conversations with clients and using that feedback to refine the marketing strategy.

35:07

πŸ“š Conclusion and Offering of Additional Resources

Oliver concludes the presentation by offering additional resources to the audience. He mentions that the slides used during the presentation are part of a yearly budget and strategy guide that he shares with his network. He invites the audience to reach out on the fractionals Slack channel to access the recording and slides, promising that they will be made available soon. Oliver thanks the audience for their time and participation in the discussion on market research and strategic marketing.

Mindmap

Keywords

πŸ’‘Market Research

Market research is the process of gathering, analyzing, and interpreting information about a market, its size, needs, and competition. In the video, the speaker emphasizes the importance of market research in understanding customer needs, preferences, and behaviors to inform business decisions and strategies.

πŸ’‘Scaling

Scaling refers to the process of increasing the size or volume of a business, often through growth in market share, product lines, or geographic reach. The speaker discusses their career emphasis on scaling and change management, indicating a focus on expanding businesses effectively and efficiently.

πŸ’‘Change Management

Change management is the process of preparing, supporting, and helping individuals, teams, and organizations to successfully adapt to new ways of working and to cope with the effects of the transition. The speaker's emphasis on change management suggests a focus on guiding businesses through transitions to improve and grow.

πŸ’‘Strategic Level

Strategic level refers to the high-level planning and decision-making that determines the long-term direction and goals of an organization. The speaker notes that at a strategic level, people often make similar mistakes, such as not conducting enough research, which underscores the importance of strategic planning informed by thorough market research.

πŸ’‘Market Orientation

Market orientation is a business approach that prioritizes the identification and satisfaction of customer needs through a cooperative effort between all functions within the company. The speaker advocates for a market-oriented approach, emphasizing that it should extend beyond the marketing department and be ingrained in the company culture.

πŸ’‘Customer Centric

Customer-centricity is a business philosophy that prioritizes the needs and preferences of customers above all else. The speaker references Jeff Bezos' strategy for Amazon, highlighting the company's commitment to being the most customer-centric business, as an example of the effectiveness of this approach.

πŸ’‘Funnel Analysis

Funnel analysis involves examining the stages that lead to a sale or conversion, from initial awareness to the final purchase decision. The speaker discusses the importance of understanding the funnel to effectively deploy marketing resources and improve the chances of resonating with the target market.

πŸ’‘Positioning

Positioning is the process of creating a unique place for a product or service in the minds of consumers, relative to competitors. The speaker talks about the alignment between marketing and sales in positioning, and how data from research can help in aligning these efforts for better market impact.

πŸ’‘Revenue Objectives

Revenue objectives are specific, measurable goals related to the income a business aims to generate within a certain timeframe. The speaker emphasizes the importance of setting strategic revenue objectives based on market research, which can help in making informed decisions about marketing strategies and resource allocation.

πŸ’‘Qualitative Research

Qualitative research involves understanding people's attitudes, opinions, motivations, and behaviors. The speaker mentions loyalist interviews as a form of qualitative research, which can provide valuable insights into customer experiences and perceptions of a brand or product.

Highlights

The presenter, Oliver, is a market research consultant based in Toronto, focusing on helping businesses with market research and strategy.

Oliver's career began in hospitality, where he turned a loss-making private members club into a profitable business within four months.

Oliver emphasizes the importance of scaling and change management in his work with businesses of various sizes and types, including multinationals, startups, and nonprofits.

The presenter highlights that strategic marketing mistakes often stem from not conducting enough research, leading to the current focus on market research.

Oliver references Kim Scott's book and the concept of 'Radical Candor', suggesting that marketing communication should be approached with generosity and a coaching mindset.

Marketing is viewed as a holistic business function, not just branding and advertising, with a focus on the strategic level where people tend to make the same mistakes.

The importance of market orientation is discussed, emphasizing that it should extend beyond the marketing department and be part of the company culture.

Oliver mentions Peter Drucker's famous quote about the importance of measuring and managing, and how marketing should be viewed from the customer's perspective.

The benefits of conducting research are outlined, such as reducing wasted time and resources, easing decision-making processes, and aligning marketing and sales efforts.

Jeff Bezos's approach to market orientation and customer-centricity at Amazon is cited as an example of the effectiveness of this strategy.

The presenter introduces the concept of understanding marketing funnels and how they can be measured to optimize the deployment of marketing resources.

The importance of aligning different departments, such as marketing, sales, and finance, for a cohesive understanding and reporting of customer segments and revenue is discussed.

Loyalist interviews are recommended as a form of qualitative research for understanding customer decision-making criteria, pain points, and perceived value.

Surveys can be used to gauge top-line awareness and understanding of how a brand is viewed, and to test ideas or the scale of responses with the market.

The presenter suggests using customer surveys to inform market segmentation, identifying homogeneous groups based on behavior and potential value to the company.

Strategic objectives should be clear, trackable, and aligned with market research findings, allowing for informed decision-making and resource allocation.

Transcripts

play00:03

over to you

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Oliver hello everyone thank you for

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making time on

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um this gorgeous Tuesday to chat about

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market research um so I thought I'll

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just quickly nutshell who I am and um

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and what I'm up to I'm currently based

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in Toronto and my Consulting practice

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focuses on uh helping businesses with

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the market research and Str stry ends of

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the marketing process um whether this is

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in the instance where there is no senior

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leadership within the organization or

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whether there is senior leadership

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marketing leadership that is um but

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where um there might not be um as much

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familiarity with the research

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processes so let's jump in so I didn't

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actually start in marketing I started in

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Hospitality um and I had my first ership

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role over 21 years ago running a private

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members Club where I took it from losing

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the equivalent of about 8,000 Canadian

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dollars a week into profitability over

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the course of about four

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months and um and really this is this

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kind of set the scene for the rest of uh

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my career everything I've done um has

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been has had a heavy emphasis on scaling

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on change management um and and you know

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while these days I specialize in in

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marketing um I cannot help but view the

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business um holistically uh and I think

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that this is this has enabled me to uh

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join dots that perhaps other marketers

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might not join um I've worked with

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multinationals I've worked with Scrappy

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startups I've worked with public private

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companies and nonprofits and my big

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takeaway from this varied experience is

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that at a strategic level people tend to

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screw up the same things which is

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typically um not doing enough research

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hence where we've got to today um so

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here's just a few of the brands I've

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worked with over the years

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um so you might be wondering why I have

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this up on the screen for those of you

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who've read Kim Scott's Book You'll Be

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familiar with this um now I can't be

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sure exactly of the people on the call

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who are who are marketers um and and who

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aren't but one what I'm going to attempt

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to do as we talk about market research

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is to view this through the lens of what

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actually needs to be done in your

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workplaces at a let's say political

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level in order to um in order to to be

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effective with your ideas and be

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effective with the courses of action

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that you're going to be proposing so you

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know we we're we're we're here to to to

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learn today um and and I can assume that

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if if you are the person within your

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business who is looking at this that

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you're probably farther ahead than

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anyone else in your business as far as

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your marketing literacy and your

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understanding of the discipline so I

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think it's really important to keep

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front of mind

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that expert within our organizations we

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need to approach how we communicate

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ideas uh in a very generous way if you

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will um and very much through the lens

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of coaching um we we are here to uh to

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to coach the other um individuals or

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departments within our organization on

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what needs to be done from a marketing

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standpoint um it is I think it was Rory

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Southerland um the vice chairman of

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ogelby once said that you know marketing

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to a lot of people is like astrology two

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marketers can talk and get on perfectly

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well and understand what what they're

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saying anyone from outside the

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discipline has no idea what they're

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talking about so um I think we need to

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be very patient and we need to really

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you know talk talk people through the

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steps of what it is we're doing so um

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one of the things that I I I realized a

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long while ago is that and this has only

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become more prevalent is that about 98%

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of the conversation around marketing

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focuses on branding adverts tonality

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production video short video long video

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very long video very short video

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platforms out of home you know media

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channels events activations prospecting

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and all of that stuff um however

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marketing is considerably bigger than

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that um and and while that while you

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know Communications is kind of the

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membrane that most people uh see um

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there's a hell of a lot that goes on

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before these things happen if you expect

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to be able to to be as effective as you

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can um with your Communications

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activities now Mark riton that many of

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you will be aware of he um goes as far

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as to say that these three phases are

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equally important which is not to say

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that you need to spend exactly the same

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amount of time on each face I think

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that's that's you know clearly absurd

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but more that doing each one of them

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properly um together have a

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multiplicative effect so to to to to

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miss one entirely um will have a

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significant result on the ultimate

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impact of your

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marketing and put um arguably a little

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bit combatively if your strategy is not

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based on proper research it could well

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do more harm than good like Running a

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Restaurant just bringing people food

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without taking an order or checking

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dietary

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requirements okay into diagnosis so um

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I'm sure that um most people in

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leadership roles will be familiar with

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the name Peter drer um he came up the

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the the famous um what gets measured

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gets managed line but what he also said

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was something pretty spoton about

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marketing and that it's not a

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specialized activity at all it is the

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whole business scen from the point of

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view of it's final result that is from

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the customer point of view and really

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Market orientation is goes beyond the

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marketing department um and and should

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be something that um is imbued in

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company culture across the board and

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this is where I always encourage

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marketing leaders to get very very cozy

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with the people and culture leaders

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within their organization because there

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is a lot of ground um you know to be

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shared here um and a lot of in a lot of

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instances untapped opportunity for those

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two business functions um to to to to

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have a really positive synergistic

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effect um Market orientation can't just

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be something that the marketers talk

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about um

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so quickly you know if it is not

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entirely clear um here are some of the

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the benefits of actually getting getting

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research done so as far as targeting is

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concerned you know reducing you know by

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by being very clear through research who

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you're going after you will reduce the

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amount of time and resources wasted

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going over inappropriate clients um and

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then to look at how this helps you know

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lubricate the wheels of the organization

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uh I'm sure that um there are a few

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people on this call who have plumbed

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inordinate amounts of time into

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retiga at every uh you know monthly or

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quarterly sales and marketing meeting

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who you're going after um when this can

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be deduced through um through robust

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research you take a lot of that second

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guessing out of the mix and it really

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eases the uh eases the process and

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reduces that operational friction around

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what you're do um similarly when it

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comes to um

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positioning uh getting that alignment

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between marketing and sales um you can

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kind of take ego and you know the risk

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of loss to loss of political Capital out

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of the mix by looking at the data um you

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know ideally one gets to a point where

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one can say that um we have researched

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our addressable market and we can know

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definitively because we have a sample

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size of a sufficient amount in order to

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be representative of the total

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population that everyone in our target

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market decides upon which product or

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Serv to use based on these two things

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and 68% of them are motivated by at

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least one of those two things therefore

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we can Peg all of our messaging on those

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two things and have the highest chance

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of it resonating with the

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market and then finally if you can get

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to get to the point where you can be

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very clear on um the necessary impact um

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the marketing needs to have the

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necessary outputs from a revenue

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standpoint you can start to feel very

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very comfortable very very confident in

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your choice of channels and budget um

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because there's a there's a there's a

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root there's a root to that information

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so believe it or not Jeff is a big

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advocate of Market orientation um the

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some of you may have heard the Thousand

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email story but back in

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1997 when they when Amazon was selling

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CDs books and Records

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Jeff wanted to add another category or

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two what he did was sent out a thousand

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emails to a thousand random customers

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asking them what they would happily buy

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from Amazon now to his surprise what

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came back was such a myriad of responses

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um

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that realized from this that Amazon

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could sell

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anything um now fast forward to um 1999

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so about a year and a half later and

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he's announcing uh at the AGM to his

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shareholders that Amazon will become the

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most customer Centric business on the

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planet um and I think it's pretty safe

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to say that the the the subsequent 25

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years have have underscored the

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effectiveness of taking that approach

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within your

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organization um if you look back and

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find any interviews of him at the end of

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the 90s he T he bangs on about being

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customer Centric a lot there's a Charlie

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Rose interview um where he goes into it

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um highly

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recommended so let's get a little bit

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more granular now what this what this

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schematic hopes to um hopes to outline

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is um how having this understanding of

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your funnels uh how it could be

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measured um and how it can help us get

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to the bottom of where to deploy

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our where to deploy our marketing

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resources so for example um and listen

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bear in mind um there can be a lot of

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hygiene work that needs to be done to

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even get to the point where you can

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effectively understand your funnels um

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one of the big um misalignments I see is

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where marketing and sales well let's

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assume marketing and sales teams in this

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hypothetical scenario agree on customer

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segments um but then the finance

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department aren't reporting on Revenue

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in the same way so there's not really a

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harmonious uh framework um from which to

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pull the information um so often when

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when I'm working with businesses often

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you know first six months just getting

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their text St and Reporting protocols in

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chap um but if you can have a a clear

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understanding of how your fun funnel

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functions um and where the opportunities

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are this means that you can deploy

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resources

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as effectively as possible only deploy

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them on on the source B so to speak so

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um the top of funnel awareness um there

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are I mean this will this will differ if

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your business is below a certain size

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and profile um then awareness can be

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hard to track but if it's not um you can

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very cost effectively run surveys um in

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order to um in order to gauge Topline

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awareness

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um and um and if you're smart sov as

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well um you can use um surveys and

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whether these are programmed by other

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people or whether you are doing them

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within your own uh business you can

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start to get a get an understanding of

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how your brand is viewed and down into

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consideration purchase making criteria

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purchase

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intent and Beyond um because what we

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want to be able to do is is understand

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okay if we if we increase uh with with

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with everything the fuddle being the

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precipitating factors that leads to

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revenue right so you can look at your

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funnel and you

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can at the end of the process come out

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with objectives that are very clear not

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only on the Strategic result you want to

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see um but the revenue implication of

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making that change within your

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business fine okay lovely okay so let's

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get into some let's get into some

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nitty-gritty you know the uh the real

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practical application of this uh for me

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the minimum viable market research is uh

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is loyalist interviews um now if you are

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a relatively new company and you only

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have a dozen customers then you're in

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the fortunate position of being able to

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you know reach out to 100% of your

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customers and and and ask them what's

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going on um so with loyalist interviews

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this is of course qualitative research

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um you know you can and and this again

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to talk about kind of how to get this

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done as much as what to do um feel free

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to play to people's egos here right in

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order to get whatever it is half an hour

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of their time

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um you know that as a valued customer um

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we are looking to um move our business

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forward and your Insight being valuable

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in helping us make the kind of decisions

play14:27

that will benefit you

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um you know as a treasured customer um

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um and and improv the value of our

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services

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forever so understanding decision-making

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criteria understanding pain points where

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they see your

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value understanding what were

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appropriate the the um boarding process

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was like how they feel about support the

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sales process was like um and with all

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of these things um obviously some will

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apply to some business bus and lot of

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others but with all of these things what

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you're trying to do here um is extract

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the key points um and this uh not only

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the key points but the language people

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use to describe these points it is very

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easy within an organization when you

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don't speak to customers or don't speak

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to them very often is to end up with a

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kind of communication short hand around

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the pain points and around the benefits

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and values that doesn't actually reflect

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the language that the market uses um

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because they're not employees of your

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company they are customers um with uh

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you know better things to do than find

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really snazzy shorthand phrases for for

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what it is you do what it is you care

play15:41

about so um when you have the

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opportunity to take these insights and

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take that language from loyalist

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interviews and and then turn them into

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customer surveys um the survey itself

play15:53

has come from a much better place um

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right because you'll be able to use

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language they've used test idea or test

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the uh the actual scale of their

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responses with the market itself um

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now my experience uh is that that a lot

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of marketers have have

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actually a lot of marketers have never

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produced uh and and um deployed a survey

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um but this can be done in a number of

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ways there are fantastic companies here

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in here in Canada um one is Le um who is

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who is my assessment the kind of market

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leader really for this very very clean

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data fantastic service um or you can do

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it within your own business so for

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example if you are a service business

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Hospitality FNB maybe you are a

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retailer the foot form you have through

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your premises each day puts you in a

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great position to um to get a high

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volume um of of respons from

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people and again you want to be testing

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decision- making criteria um what what

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they see are their their big pain points

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um it's again that back to reduction of

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of operational friction

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um I'm sure we've all have those you

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know long sessions where we're trying to

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work on our personas and work out their

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pain points and all of this stuff um and

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you you know you spend four hours in a

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boardroom and you walk out of it very

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few concrete conclusions this will just

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cut that all out because it'll just be

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there in the data um and if you can get

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to

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385 um this is kind of my my threshold

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for for it being really solid as far as

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um really solid as far

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as oh yeah there we are yeah leer still

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one so yeah 385 so so for you

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statisticians out there confidence level

play18:00

is um 95 to 95 you run this survey 100

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times you get the same result 95 times

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and then confidence interval is kind of

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margin for error so 5% margin for error

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on your results um but but you know for

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your average restaurant or um you know

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single unit bricks and morar store get

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385 people through the door um you could

play18:24

get a really solid um you could get a

play18:27

really solid survey done in in a matter

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of

play18:30

weeks and if you want to boil it down to

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just the the real critical stuff

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purchasing criteria and then paying

play18:36

points right why did they choose you

play18:39

over your competitors this is especially

play18:41

good if they've come back someone coming

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back to your restaurant coming back to

play18:44

your store um why have they come back

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what what are you doing for them that

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they're not getting elsewhere

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um and can you turn that into output

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messaging

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okay so if you want to get you know and

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this this is something I I recommend um

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if you can get the the representative

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data is to work towards a market

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segmentation now I think where where a

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lot of people um come AC Cropper here is

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they attempt to do it over under or

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sorry along demographic lines and I'm

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sure many of us would have seen the

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Prince Charles Aussie Osborne um uh meme

play19:35

about

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demographics um where you know they're

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they're both whatever they are in their

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70s they're both British they both live

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in a castle um whereas no one's

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expecting Al go born and Prince Charles

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to I suppose King Charles now terrible

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at me as Brit um King Charles to um to

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behave in the same way so what your what

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Your surveys should attempt to do is

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uh slice and dice the addressable Market

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along behavioral

play20:05

lines so what what you would hope to get

play20:08

to the bottom of is um how the market

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can be segmented into homogeneous groups

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along Behavior

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Alliance how many people or businesses

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if you're a B2B business are in that

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segment um what the value would be to

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the company if 100% of them purchased

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from you and were appropriate what is

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your current market share of that kind

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of

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customer um this this can be just in the

play20:34

same way that looking at your funnel and

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getting to the bottom of where the most

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tender loving care needs to be

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applied looking at this you know

play20:48

finished segmentation of the market um

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will often help you

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identify areas or segments where you

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can have a good play to them that you

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can service them but they're currently

play21:03

underserved by you or um or maybe

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there's a segment that um isn't served

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by anyone you know you have a you might

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have a relatively respectable share of

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it but actually your biggest competitor

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uh can't really service them so maybe

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your decision is to to go all in on um

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all in on that

play21:27

segment

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okay and so so quickly I'm just going to

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spend another like five minutes drawing

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those dots into into strategy um and how

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how marketing should be informing um how

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we make those

play21:44

decisions so firstly it it makes it

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really easy for us at an organizational

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level to say you know what we could go

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after this person this person this

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person but actually this one we can see

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uh is the best choice for us and so you

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know

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it what it really does is help you say

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no to most options um and feel very good

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about saying yes to to one of them and

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this is not only from a targeting point

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but also from a positioning standpoint

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um you know as I mentioned above you

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should be able to get a representative

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idea of decision-making criteria of pain

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points of perceived value across your

play22:30

market and then obviously with the help

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of a decent copywriter word Smith that

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um into into your

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message and feel confident enough to

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stick to it I think that this is you

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know again one of the the massive uh

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benefits that come from come from this

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Clarity and this the alignment um that

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that this will help you get within your

play22:56

organization is that it makes it easier

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to stay the courts because it's not your

play22:59

opinion against my opinion it's not the

play23:02

owner's opinion against the VP or

play23:04

sales's opinion the market has shown us

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that this would be the best way to get

play23:11

in front of it and the best way to uh

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best way to grow the

play23:16

business and finally objectives and I

play23:19

think this is where this is where um I

play23:23

see a lot of businesses fall down is

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that objectives are there but not

play23:29

strategic okay

play23:33

so often objectives will look like

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increased BR love which is nebulous

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can't be tracked

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um well it can be tracked but not

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phrased like that um achieve 200 social

play23:46

mentions this is a tactical goal right

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this is squarely in in Communications if

play23:51

you remember that you know anatomy of

play23:53

marketing slide squarely squarely in

play23:55

Communications and sell two million

play23:57

t-shirts that's a business aspiration

play24:00

okay with the appropriate research you

play24:03

should be able to get to a position

play24:04

where you can say stuff like our goal is

play24:08

to increase awareness in the Ontario

play24:10

population from 37% to 53% by December

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31st 2024 and with all other factors

play24:16

remaining the same this will yield $1.3

play24:18

million in incremental Revenue increased

play24:20

transaction average in $38 to

play24:24

$64 2.85 million incremental roow okay

play24:27

so these are kinds of strategic

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objectives that that even a CFO can get

play24:32

on board with um and I'm sure uh most of

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the marketers on this call at some point

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have had to uh lock horns with a a CFO

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um or Finance director in order to uh to

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get their plans over the line when you

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can really get to the bottom of the um

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the kind of results that they can put in

play24:52

a spreadsheet to put it really really

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bluntly they love spreadsheets um if you

play24:57

can do this

play24:59

uh then you have a much better chance of

play25:03

having your PL signed off also because

play25:04

you can work from this okay all right

play25:07

right what what what am I happy to spend

play25:08

what is the company happy to spend in

play25:10

order to generate $2.85 million is it a

play25:13

million dollars is it $2 million and you

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okay are you're okay with that you know

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um cost of acquisition um or you can

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work at another way and you can say all

play25:23

right well well now given our historical

play25:26

results what is it going to take us to

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increase awareness and then you can

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build a comm's plan off that okay um and

play25:34

then you have you you have all the

play25:36

information at hand in order to go to

play25:38

bat for that plan now listen you need to

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deliver on it hopefully at the end of

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the day if you've asked for a whole ton

play25:44

more money than the year before um but

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if you can reach this point if you can

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reach this point then um you have the

play25:52

best possible chance of not just being

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lumbered with another kind of kga based

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um you know kga based budget um that's

play26:02

come from the finance department I mean

play26:04

it's it's a it's it's kind of a it's a

play26:06

crying shame that that Finance teams

play26:09

still often win the battle about how

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much the sales and marketing efforts

play26:14

need for the year right whilst not being

play26:18

marketers

play26:20

um so uh I am getting to the 20 25

play26:24

minute Mark um and um and so I think

play26:30

probably now's probably the time for us

play26:31

to open up the floor for

play26:37

questions let me if anyone has any

play26:40

questions just raise your hand I think

play26:43

we saw a I think we saw a few in the

play26:47

yeah yes there was like at least one or

play26:50

two um Adam has a question Adam go

play26:57

ahead

play26:59

hi Oliver um great presentation I really

play27:01

like that um than you I have found in my

play27:05

working with online surveys in

play27:07

particular that you get a really serious

play27:09

skewing of the data because people who

play27:11

take online surveys are people who take

play27:13

online surveys and if your Market is not

play27:16

necessarily always online that data may

play27:19

not really be representative of the of

play27:22

your real market and I'm just wondering

play27:24

how you account for that in your work

play27:26

and is there a path that

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um that uh U supplier that you were

play27:32

talking about who does uh these surveys

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is there a way that they have either uh

play27:37

qualitatively or quantitatively to

play27:39

account for that uh okay so not really

play27:43

account for it but build um build

play27:47

audiences to spec um that is to say that

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they will go out and seek the relevant

play27:54

people rather than um it being them

play27:57

being passively of their database um

play28:00

that so that's that's one way that you

play28:02

can you can aim to um be a bit more

play28:07

detailed and and hopefully more balanced

play28:09

um it's a lot more expensive um but you

play28:13

know it it's it's more expensive to the

play28:15

point where getting a you know so I I

play28:18

had to do a piece of research on

play28:20

electricians in Ontario um and there's

play28:24

only like 46,000 of them in the first

play28:26

place uh you know so they're like there

play28:29

no chance of them being on a you know a

play28:31

enough of them being on a panel survey

play28:32

board in order to um in order to um to

play28:38

get a you know proper kind of

play28:39

Representative result um but partnering

play28:42

if you partner with Distributors um and

play28:44

you get a corner of their uh space

play28:48

retail space in person you can capture

play28:51

those people for probably about about

play28:53

the same price if not cheaper so um yeah

play28:57

it's it's less about account counting

play28:58

for those SKS I mean I tell you what one

play29:00

thing that it is worth doing when you

play29:03

have those big data sets is look at the

play29:05

typically you'll get like the kind of

play29:08

there's a set standard demographic info

play29:09

you're going to get with those survey

play29:11

results um those survey results so if

play29:15

you've surveyed a thousand people that

play29:17

thousand people should be representative

play29:19

of of your population if there's if

play29:22

there if you look at your and so just go

play29:23

to your census data and if they've got a

play29:26

whole load of people between 35 and 20

play29:28

and your sensus data is not showing that

play29:29

big spike then they've not given you a

play29:32

representative sample of a population so

play29:34

that's something you can look out for as

play29:35

far as data

play29:37

cleanliness

play29:39

so in the tldr answer is it really

play29:43

depends on how you're doing the

play29:45

recruiting and how you gather the people

play29:47

that you're actually measuring yeah you

play29:49

know some of this is about expectation

play29:51

setting with um expectation setting with

play29:54

um with the agency that's actually

play29:56

deploying it um if you if are going to a

play29:58

third party but yeah you should you know

play30:00

if you're getting a samp of thousand

play30:02

people that should be that should be

play30:04

demographically representative of

play30:06

broader population else you're not you

play30:08

know not really getting a fair result

play30:10

and so if you don't mind just a quick

play30:11

second question sure one of the things

play30:14

that you talked about

play30:15

was um being able to measure things like

play30:19

you know uh brand awareness and given

play30:22

population yeah um do you do that mainly

play30:25

through the kinds of questions that you

play30:27

ask is there another tool that you use

play30:28

to do that so um the the some research

play30:32

companies will offer a kind of Omnibus

play30:34

so they they basically send out a a

play30:37

monthly um survey that has like one or

play30:40

two questions from a dozen

play30:42

different uh clients so you can

play30:45

literally ask are you know have you

play30:47

heard of this brand yes enough to have

play30:50

an opinion yes but not enough to have an

play30:52

opinion or no um and I think last time I

play30:55

did that it cost about, 1500 bucks um to

play30:58

get to get you know 500 answers on that

play31:00

just get that Top Line awareness um very

play31:03

easily um highly recommend it because

play31:06

you know awareness is table Stakes for

play31:07

anyone doing business with you right um

play31:10

absolutely so you know especially when

play31:11

it comes to service businesses

play31:13

Hospitality um retail um those um those

play31:19

benefit have you know in a big way from

play31:22

understanding that Topline awareness of

play31:23

their brands because sometimes sometimes

play31:25

that's the answer they're trying to be

play31:26

all clever and you know

play31:28

price you know aggressive price

play31:29

discounting here or let's could generate

play31:32

loads of you know really fun content to

play31:34

hope to go viral sometimes the answer is

play31:36

create one advert and just hammer it

play31:39

until your awareness levels go up

play31:40

because that'll just funnel you know

play31:42

inevitably funnel more people into your

play31:44

business and then just one last question

play31:47

um for smaller companies like I work

play31:49

with a bunch of climate startups yeah um

play31:52

they just don't have that level of

play31:54

recognition yet right you know not

play31:56

everyone does one out of 10 maybe have

play31:58

heard of them if if that any

play32:00

recommendations for that kind of

play32:02

scenario um I mean look the starting

play32:04

point is always loyalist interviews um

play32:07

get understand because you know there's

play32:09

that solid historical data it's not

play32:11

people hypothesizing about whether they

play32:13

would engage your services they've

play32:14

already spent good money on you so let's

play32:15

start with start with what actually got

play32:17

them over the line um again whether it's

play32:20

sales process whether it is um the pain

play32:23

points that are alleviated whether it's

play32:25

the potential value that they see in it

play32:27

um um and and what what forward from

play32:30

there yeah all right thank you very much

play32:33

and again for the

play32:35

presentation my

play32:42

pleasure any other questions and yeah

play32:44

there was um Cynthia in chat asked for

play32:48

the name of the Canadian survey company

play32:51

uh Le l e g

play32:55

r and Adam I assume you asked the

play32:58

question again cuz I saw you chat

play33:03

it awesome any other

play33:12

questions all right I must have covered

play33:14

it that comprehensively that um that um

play33:17

we're all

play33:18

good

play33:20

awesome all right well I had a qu

play33:23

question um since I found this my name

play33:27

is Stephen I'm a CTO and I am um never

play33:33

thought I coders don't think of

play33:35

themselves as a product and the

play33:37

fractional people are actually selling

play33:39

outcomes or products and I'm wondering

play33:42

how you

play33:44

might do some of these steps if the

play33:47

thing you're trying to discover is the

play33:49

is is how to actually do that

play33:51

productization of a service have you run

play33:55

well do you know what the step the steps

play33:57

of the actually I

play34:00

um there's a model I use which

play34:03

essentially has the research at the

play34:05

center of it and then it spirals out

play34:08

left and right and left goes into

play34:10

product development and right goes into

play34:12

strategy like marketing strategy um and

play34:16

so I think that the ven diagram has a

play34:18

high degree of overlap when you're

play34:20

talking to people um as far as the

play34:23

questions that will give you insights

play34:26

into potential for product development

play34:29

um and and products being you know kind

play34:31

of symbiotically connected with

play34:34

onboarding supports and all of those

play34:36

kinds of things um so high degree High

play34:38

degree of overlap but it really comes

play34:40

down to to to what you're trying to uh

play34:42

get to the bottom of um you know with

play34:46

with products especially digital

play34:47

products there's a whole other layer of

play34:50

of information that um that you can

play34:54

easily gather which is around actual

play34:56

product usage like the SAS world you

play34:59

know that once once you start looking at

play35:01

actual product usage a lot especially

play35:03

startups realizing that 80% of the

play35:05

functionality that they've been spending

play35:07

the last two years using isn't actually

play35:08

being used was hardly being used or it's

play35:10

being used for something a completely

play35:12

different purpose you know those kind of

play35:14

Pinterest is a great example of this

play35:15

right Pinterest in its current form that

play35:17

was an off book usage you know an off

play35:19

label quote unquote off label usage of

play35:22

its original product um but they

play35:24

realized that that's what most people

play35:26

were doing and so they kind of pivoted

play35:27

into pivoted into that right so um but

play35:30

yeah a lot of the same processes apply

play35:32

it's just about being very clear on the

play35:34

questions that you want to answer um

play35:36

without hopefully being too leading with

play35:39

your uh questions in order to kind of

play35:41

box people's answers in

play35:44

um yeah but I think the same thing

play35:46

loyalist interviews could be really good

play35:47

if someone's been using your product for

play35:49

two years they might be using it in ways

play35:51

that you've never thought of you know as

play35:53

even as the the kind of lead great word

play35:57

loyalist I think of them as friendly

play35:59

interviews okay yeah yeah you know

play36:02

really really great and except for this

play36:04

I probably should have mentioned in the

play36:05

call loyalist the the freemium version

play36:07

of otter AI gives you 30 minutes you can

play36:10

extract usually about 2,000 words 30

play36:13

minutes if they're uh you know even

play36:15

without them being big big talkers you

play36:17

can then drop that into uh drop drop

play36:19

that into GPT or similar to extract the

play36:22

kind of key points as well as obviously

play36:24

just tonally being able to look out for

play36:26

what they really stress um and what's

play36:28

like oh well I think kind of you know

play36:30

what I mean um but that that Switcheroo

play36:33

between that qual into let me let me ask

play36:36

400 people of all of these eight

play36:39

adjectives that they've used to describe

play36:40

the brand let me ask 400 people whether

play36:42

they you know how strongly they feel

play36:44

about those five adjectives and then you

play36:45

can start to pull like perceptual maps

play36:47

and and get very um very detailed about

play36:49

understanding how people feel about

play36:53

you you can also run surveys along

play36:55

functionality lines right like you know

play36:58

I use the X function

play37:01

often false sometimes true or however

play37:05

you decide to you know frame that answer

play37:08

thank you my

play37:19

pleasure any more for

play37:24

anym I'm looking to see

play37:30

um somebody asked if it was like uh

play37:34

Leisure

play37:36

360.com uh yep that's right

play37:40

yeah yeah they they're great you know if

play37:42

you've got um if you've got people who

play37:44

can crunch the numbers in house which

play37:46

you know something that

play37:48

is uh already something we can do with

play37:50

AI but if you've got the kind of data

play37:52

analysis capabilities inhouse they can

play37:54

just run the survey give it to you Raw

play37:57

uh if you want um help both building it

play38:01

and then with the analysis portion they

play38:02

can also Supply that as

play38:05

well Jill you had a

play38:08

question yeah um thank you for the

play38:10

presentation I was wondering my husband

play38:12

is in the technical space of fractional

play38:14

and I'm on the operation side so I'm

play38:16

kind of having an issue bringing

play38:18

together our marketing and branding with

play38:19

services and uh Target because I don't

play38:23

want to convolute people on thinking

play38:25

it's one thing um and under the same

play38:28

name so I didn't know if you had any

play38:30

tips on how to go about that give me

play38:34

sorry just just uh paint that picture

play38:36

for me again so my husband's in the

play38:39

technical side as CTO operations with

play38:41

custom software development for um like

play38:45

Access Control Systems and he is

play38:46

fractional work there I'm in the

play38:48

operation side with project management

play38:50

data analytics and that sort of thing

play38:52

and the hardest part I'm having is

play38:54

bringing together my marketing campaign

play38:57

because the target market of what he

play38:58

goes after versus what I go after are

play39:00

two different things so when it comes to

play39:02

like our LinkedIn pages I have the

play39:04

corporate page but how do I bring

play39:06

together right without confusing people

play39:10

right so is this you fractional

play39:12

Solutions yep yeah okay so what you're

play39:14

saying is that that you're offering two

play39:16

different kinds of fractional Services

play39:18

under one um Under One Roof um well okay

play39:23

so there's a couple of ways you can go

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about this um one is obviously to create

play39:29

separate Brands but there's a there's a

play39:30

there's a whole load of work that will

play39:33

um need to be done in order to kind of

play39:35

support separate Brands but another way

play39:37

you can go about it is about kind of

play39:39

going up the

play39:42

conceptual um all going from the literal

play39:45

to the conceptual when it comes to the

play39:48

promises you make so you would have seen

play39:50

at the the the top of my presentation

play39:52

Clarity and control Clarity on what the

play39:54

market thinks and feels and control over

play39:56

your results okay

play39:57

so um if you can find that kind of

play40:00

higher order deliverable um that

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essentially is um appropriate to apply

play40:07

to both of the services you provide um

play40:10

then that can be a way of of of tidying

play40:12

that up um again you can you can test

play40:15

for this um is in you can chat to people

play40:17

who have engaged either your services or

play40:20

have engaged fractional services in the

play40:22

past and try to get to the bottom of

play40:24

what it is that they um

play40:28

that they really like and often it's one

play40:29

or two things you know for me I find

play40:32

that people are often just lack the

play40:36

confidence to deploy the kind of

play40:38

resources that will get them results

play40:40

from a marketing standpoint because

play40:42

there's no one Senor experienced enough

play40:45

within the organization to really get to

play40:48

the bottom of it okay so one of the

play40:49

things people love is that they they

play40:51

feel confident spending spending money

play40:53

they feel confident allocating money on

play40:55

budgets right and so you know um that's

play40:59

typically where I you know I bring that

play41:01

language in a lot um when I when I

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position to people and then I explain

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what it is that I do because it's not a

play41:08

marketing result at the end of the day

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I'm making a human feel a certain way

play41:11

about their business um so yeah and you

play41:15

know start with what you intuitively

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believe would be um the best way to kind

play41:19

of conceptualize the the the impact you

play41:22

know at a non-technical level right you

play41:23

can apply it to both um and then um you

play41:27

know I'd highly recommend you you chat

play41:29

to previous clients chat to existing

play41:31

clients chat to you know other people

play41:33

you know through you know it might not

play41:35

just be about the kind of fractional

play41:37

work you specifically do but anyone

play41:39

who's kind of plugged in fractional

play41:41

consultant you know that kind of persona

play41:43

and then what the what the human impact

play41:46

has been um that should give you some

play41:48

quite fertile ground as far as your your

play41:50

Collective

play41:51

messaging thank you so much I appreciate

play41:53

my

play41:56

pleasure

play41:58

any other

play42:07

questions going once going

play42:11

twice okay well I guess I'm giving

play42:14

everyone back uh 15 minutes of their

play42:16

time I have um I have so the slides that

play42:19

we looked through are part of a uh a

play42:21

yearly budget and strategy guides that

play42:24

that I share with my uh that I share

play42:26

with my network work um so if anyone

play42:28

would like that um feel free to to reach

play42:32

out on the the fractionals slack Channel

play42:35

um slack

play42:36

instance actually we're gonna make the

play42:38

recording and slides available either

play42:41

later today or tomorrow so there this

play42:43

that I've got a director's cut of the of

play42:46

the slides that um that that that are

play42:48

more kind of absorb without presentation

play42:51

you know absorb without voice over kind

play42:54

of uh

play42:56

design awesome all right well I'm going

play42:59

to stop

play43:03

recording

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