4 Steps To Growing Your Pet Sitting Business


Hey everybody, Mike Linville
here of Black Dog Education where we teach small business owners how to build, maintain
and market their own fully search engine optimized website and I’m glad that you’re here. In
today’s video we are going to talk about how to grow your business even though there is
only 24 hours in a given day right. so as small business owners we have hundreds of
jobs to perform and even though we have all of these different jobs they really break
down to what I like to consider one of two categories and that’s either working on your
business or you’re working in your business okay so when we talk about working in your
business that is doing things like actually taking care of your clients returning phone
calls taking care of billing and payroll and insurance all of the things that make up the
day-to-day operations that actually let you run your business right. This is the a part
that pays the bills so this part is incredibly important now the one part though that a lot
of small business owners either spend very little time or next to no time on is working
on the business and this is the strategy part. This is the piece that allows you to grow
your business as a unit we’re talking about business plan and marketing strategy, branding
and positioning, goal assessment with all of these things that are going to take your
business to the next level. So a good way to think about this is that if you spend all
your time working in your business you’re just an overpaid employee probably an underpaid
employee actually but if you’re working on your business now you’re actually the business
owner taking control of the growth of your business and you’re able to take your business
to the next level whatever that means for you. So you’re probably thinking to yourself,
Mike you just told me I’ve already got hundreds of jobs and now I’ve got to do some additional
stuff? Yes, I wish there was a better way for me to be able to do this or there was
an easy way or one of those easy button or something like that there is not if you want
to grow your business especially in this economy it’s going to take some work and you’ve got
to think about it because it’s got to be strategic. You can’t just go throw a bunch of stuff on
the wall and see what happened and think that’s going to foster long-term growth now the good
news is that I’ve got a plan that I use for my business, I use it for my coaching clients
and I’m going to go ahead and share that with you. It’s a four step plan, very simple, that
you can use to grow your business. Now the first step in the plan is you have to have
a goal, whether your goal is to increase your revenue to grow your customer base whatever
it is that you wanna do in the next six months to one year. And when you’re setting a goal
make sure it’s something a little bit out of your reach. You don’t want something you
can easily get to because you are going to get lazy in terms of trying to get there.
Set it a little bit outside of your reach because what that does is makes you think
right. It makes you think about different ways to do things other than what you already
know the second step is going to be, you’ve got to take that goal, you know where you
want to get to, and break it up into smaller chunks. So you don’t want a goal you can obtain
in two weeks you want a goal that is going to take you six months or year but you want
to be able to break that up into smaller successes so what can you get done in two weeks what’s
the first step of this process, who do you need to contact, so set it up into smaller
more realistic manageable chunks the third step in the four step process is you have
to schedule it. You’ve got to make time for this and you have to physically put it in
your schedule cause what happens is most people come in their office or wherever they do work
and they have a routine and as soon as they walk through the door they just fall back
into that routine right turn on the lights make the coffee check e-mail check the voicemail
and then your day starts, and that’s it. You’ve got to be able to break out of that habit
of just doing the same thing over and over and over and really schedule some time to
focus on your business. And then the fourth thing, and this is going to be the most important
piece, you have to review it. You’ve got to set some time aside, just like you broke it
up in the smaller chunks you’ve got to have time in between the you know when you reach
your goal when you actually are going to review your progress so let’s say for example my
goal is that I want to increase traffic on my website by 20% over the next three months
or so I’ve got a baseline I know where I’m at and I know where I need to be so if I want
to increase traffic by 20% for a steady growth what I need about 7% per month so what I’ll
do is at the end of 30 days I’ll take a look at what I’ve done, I’ll set sometime aside,
I’ll take a look at what I’ve done and I’ll see where I’m at. Did I get my 7% am I on
track or off track. If I’m off track, Ill know okay I need to start kicking things up
a little bit, or if I’m over I can go okay great that worked let me reevaluate my goal
because I know I can do more. So there you go 4 steps for business growth success. Number
1 have a goal, number 2 break it up into smaller more manageable tasks, step number three is
scheduled it, put it in the schedule baby, make sure you get that work done, and number
four make sure that you set up a review periodically to see how you’re doing. It’s as simple as
that, this is Mike Linville and I want to say thank you on behalf of Black Dog Education
and Pet Sitter Marketing. Make sure that you stop by Pet Sitter Marketing’s Facebook page,
it’s just Facebook.com/PetSitterMarketing all one word, where you can get news, tips,
and information about how to grow your pet sitting business. Again this is Mike Linville
saying thank you and happy sitting.}

Neurovalens | How Access to Finance has helped their business


So, my name is Dr. Jason McKeown and the company here Neurovalens. Neurovalens is really developed to take old medical technology that’s been around for about thirty years and bring it into this new wearable age. And what we’ve done is take basically implanted technology that had to be surgically put into the body and made it totally non-invasive. Our first device actually targets an area of the brain that controls things that you’re appetite and how much weight that your body actually stores. But further to that we’re looking right across the medical field and we’re very very excited about what we can do with this technology. We’ve typically went up through the ladder of Invest NI support starting right at innovation funding or innovation grants in to then TDI grants and then actually up through proof-of-concept and then finally into the R&D stage. And all of us been supported right through and it’s really really helped our business grow and develop. So we initially went to seek funding when we realised the potential that we had and we realised that we really wanted to efficiently grow the company. For us having access to that funding at an early stage. It was really what propelled two company to where it is now. We found the access to funding the entire programme was actually very efficient and it was very intuitive and It really just appealed to us as a young company that we would have guidance right through, and be able to find the finance that was available for us. Our most significant funding actually comes from Techstart NI. And we actually went through the early process with their proof-of-concept grant which really got us familiar with Techstart and then as they were able to see the company grow, We were able to go back and then get VC funding from Techstart NI. One of the real benefits of having a fund manager was that you know us as a young company, We didn’t know exactly what was available or what was the best way or even the best way to use the funds. So having a fund manager there really just guides you through that process It really streamlines it and overall it made a much more much more pleasant experience for us. The main purpose of the funding was for us to grow and develop the business. So we went really from you know two or three full-time employees up now to almost 20 full-time employees with another ten part-time. And also parallel to that it’s really allowed us to explore markets outside of the UK. So now actually the US would be our biggest market and that is really because of the funding that we had available to us. The funding has really helped us take the company from really an early start up into a more mature pharse. And with that we’ve been able to push our turnover right up and we’ve been able to explore new markets and ultimately we’ve seen an increase in our sales because of that. Parallel to the recognition that we’ve got by growing the company we’re actually now getting recognition and awards and I’m delighted to say we’ve on some local but also some international awards and it’s really great to just represent Belfast and Neurovalens on that international stage. The business is really at a growth point now where we want to take it to the next stage. And as part of that we will be seeking further funding. So that’s something that we’re very excited about and we’re really just enthusiastic about how the company’s going to grow over the next year or two. I would absolutely recommend that any company you know from a start-up right through to a well established company, should speak to invest NI and find out what is available. Because I think at any stage Invest NI would be there to help certainly from a funding point of view but also as I said earlier from educational and even just advice point of view.

YouTube Growth Strategies, Business Risks & VaynerMedia’s New Office | #AskGaryVee Episode 220


– On this episode, I’m very serious, in my new office! (hip hop music) You ask questions, and I answer them. This is The #AskGaryVee Show – Hey everybody, this is Gary Vay-ner-chuk and this is episode 220 of The #AskGaryVee Show. This will be a trivia
question one day. Which episode
was the first episode in our new headquarters? And you know what, we don’t edit that often, but like, let’s get some B-roll from somebody, Staphon, even if it’s like, social
media or phone B-roll, why don’t you chop
up a little bit here. (slow, modern music) – Show people a little
bit around the office. Sure, I’ll make a DailyVee. How many DailyVee… We’re only one
DailyVee behind, right? You’re editing one? You’re editing 57? – [DRock] No, Tyler is. – Fine. Whoever, we,
I don’t mean you… This is not…
57 is being edited? – [DRock] Yeah. – So this will be 58. – [DRock] Yes. – Will be the new
office, got it, okay. India, what are
your opening remarks? To our new office? – It’s fucking amazing… – Wow… – It’s beautiful. – India cursed. Then you know it’s awesome. It’s really amazing. DRock, you can show a
little bit real quick? I don’t know how it’s gonna… Right into the light,
I don’t know how… Oh, sorry, you’re fancy. (laughter) – [Gary] Overcast helps? Got it. I see the Garden, which is exciting. It looks like
there’s a new show. It’s really exciting. It’s been a great day. It seems all the
Vayner-peeps are very happy. It makes me very happy. People are like,
are you overwhelmed? Are you happy?
Truth is, I’m not. You know, not to be cool, ’cause that’s not
where it’s coming from. I don’t celebrate things, as you guys know. I don’t see this as woo woo. I’m pumped for everybody though. People have space. People are not sitting in closets. The cafeteria or
the kitchen is insane. People got a proper breakfast, sat down… – [India] The seltzer machine. – Yeah, the seltzer machine is crazy. – [India] I’m freaking out. – You love it, right? – [India] So, yeah. – Yeah, so there’s
a lot of fun stuff on this floor and a half. A lot of people, I love that people are
walking by me quite a bit which is exciting. I get to see a lot more people. Vine, looking good. Let’s go, good day,
super pumped. I’m kinda zenned out. Actually my energy’s lower. ‘Cause I’m like, focused on it. Like, getting everything right. But I’m excited about the show. Doing a double header today. ‘Cause we have Luis, from Million Dollar Listings, coming in a little it. I saw Fredrick and he said, I gotta be on as well. So we’ll see him later. But I didn’t want
the first episode back to be a guest. I want it to be a pure episode. And so India, this doesn’t roll. – We need a rolly
chair for this office. – Are you ready? – I’m ready. – To get into the… – [Both] Shooooooooow! – Hmmm… mmmm, mmmm… You killed it. I love it. Look at this Pele sign. Why do we have a Pele signed, just like flapping around. We need to get this framed. – [India] We need to do, you know like, how people do room tours on YouTube? – Alex, had a great idea that I could hang the
jerseys from the rafters, like they’re retired. So, alright, I’m ready India. I’m ready. (laughter) – [India] From Brodan… – Brodan? – [India] Yeah, you
emailed me his question and you wanted to answer it. – Okay. – [Voiceover] Brodan asks,
“Being a brand new YouTube “channel, what do you suggest
people do in order to accumulate “more subscribers and views?
Anything absolutely necessary “or does it all just
come down to patience?” – I wanted to answer this because I thought this would bring a lot of people value. There’s so many of you, that hear patience. And then you just think, okay, I’m just gonna continue to make shows and content, and you’re gonna wake
up four years later, going from
85 subscribers to 219. And I don’t wanna
be on the hook for wasting your time. You have to understand, and I talk about this a lot, and you guys hear it
from me a lot actually. A lot of the homies that
are sitting out there, distribution. Distribution is the game. So what do you do
when you have 85 people following your channel? Or 200 or even 2,000, or even 20,000, or even 200,000, is you need to understand that you need to keep hustling
for your awareness. Of course, and just so
everybody knows this, of course your show has to be good. You have to continue to
make your craft strong, you have to continue
to be interesting, you have to
continue to bring value and produce good content. But, you need people
to know about it. And so I think one reason
I’ve always done well is I understood that. And so one of the great ways to do that is collaborations. I think if you’ve
got a YouTube channel, you need to
basically reach out to, I don’t know,
the other 7,000 people, that are in your genre. And reach out to them, and see if you can
bring them value, right? Hars, you love UFC, you decided to start a channel. You need to reach to
the 40,000 UFC channels and be like, hey,
I’m in the network, so I go to gyms, I could get you original content, can you put me on your show, to bring me value for my show? When you have 44 viewers, you can’t offer somebody
who has 400,000 viewers, let’s trade, you’ll be on my show, I’ll be on your show. You’ll get laughed
out of the room, and people do that. That’s not the way
you’re gonna win, that’s not 51-49. What you can offer
is something in return. What you can offer is access, because you’re in those gyms, with original content. So maybe you can be doing on location interviewing, for that big UFC thing. And then, you know, and
then for yourself too. And then that
person puts you on. You could offer money,
if you’ve got it. That’s fine. I mean, whatever it is,
so it’s about distribution. So collaboration with
other YouTube shows for sure, social media
through and through, creating enormous
amounts of content. Spending even more
time paying attention to how people are building organic followings on Instagram. And hashtag
culture really works. For the people
that are really patient. And I ebb and flow
with my hashtag work, Dunk, you do a good job with me on Musical.ly. You’re like this is
the one that works. Just, I would even argue that I’m being lazy
with my hashtag work in Instagram, for sure. But for a lot of you, you have to go down that route. It really, really, really works. And then reverse engineering, content creation, let me explain. As we speak right now, I have a video going viral. It’s called August. I made it so we could
run it on August 1st. Producing content that
you know has a chance of going somewhere, based
on when you make it. A Monday morning rant that you post on Monday morning. Making relevant content to what’s going on in the world, either in pop culture. You know, your thoughts
on what Miley Cyrus did on Wrecking Ball. Or the Kanye and Taylor Swift, Kim and Kanye, Taylor Swift fight. Or the Olympics starting. Making content that’s relevant, that gives it a
little bit of legs for shareability
is very important, from the content creation. Look, there’s only two things, the content and distribution. And so whether it’s
becoming a part of forums around UFC, I keep using yours. Become a member of forums. Become a member
of Facebook groups. Most of you are
not hustling distribution. You’re focusing on the content, and you think magically, if you keep patient, and you keep doing it, something’s gonna happen. Nothing’s gonna happen. For four of you, all time. For four of you here,
something’s gonna happen. That little motivational kid, right? The Jamaican trainer kid, that went viral
over the weekend, somebody clearly
posted that video and it started the process. It’s great content. Like, that’s clearly
content that’s got a shot. But he’s putting out
content for a little while. This is not his first rodeo. And so yes, it happens, right? Yes, it happens. But it’s far more
interesting for you to take control
of your distribution through collaborations, through proper
hashtag distribution on the Instagram world, from reaching out, biz dev-ing.
Reaching out. Being a part of forums, and other internet communities like Facebook groups, to become part
of that community, so when you put out stuff, people wanna support you. I would tell you, with Wine Library TV, I spent 20 minutes
making the video, and I spent five hours
creating the distribution. A day. That’s a great way to end that. That’s the answer. – [India] That’s good. Good article. – Thank you. – [India] From Shauna.
– Okay. – Hey Gary, congratulations on two years of a successful show, I just love it, I watch it all the time and I get all sorts of
great advice from you. My name is Shauna, I’m from HasteandHustle.com and I just wanted to ask
you a quick question. My question is when you’re at the beginning of your business, or I guess at any
time of your business, how do you know how much
risk is too much risk? And when to kinda pull back? Thanks again. – No worries, thank you. Shauna, I got a really
good answer for this. I believe that risk is a
very interesting thing. And I’ve got a pretty
good career with it and I will tell you here’s
what mine looks like. I risk as much as I’m
willing to completely lose. And I push it as far as possible. And that’s always my model. That if all goes to
zero on this move, can I still be
breathing and stay alive? Anything that would
put me out of business, put me out of business! And people do that, they
borrow too much money, they dilute themselves
in the company, that could make them lose
control from the board. Anything that would
put me at risk, I stay away from. So, the punch line
is very simply, I’m willing to lose every penny, other than the first penny that I need to breathe. All of it. You know, we do things
here all the time, Vayner, where I invest
and buy things, buy companies, buy,
AcuHire people. And the number’s
always gotta be, if it goes to dead zero, will I still be alive
to fight another day. But I take it right
to that edge. And really not like,
to the penny, probably to
the million dollars. A hundred million
dollar business, the one… you know, just
some little nest egg. But I think, I’m stunned by people that take risks that
actually puts them out. Floyd Mayweather doesn’t take any risks like that as a boxer. That’s why he’s undefeated. Yeah. – [India] From Sean.
– Sean. – What’s up Gary? This is Sean from Denver here at the top of Mt. Evans, 14,000 foot plus
mountain here. I got a question
for you here about breaking in new accounts. What’s your recommendation? Do you recommend starting high and then going low? Or low and then going high? Does it depend on
the size of the account, small or large? Would love your
advice and insight, thanks so much. – I always think it’s a
lot easier to go lower, than it is to go higher. So, if, again,
if you needed an account more than anything in
the world to stay alive, you go in low. You what you have
to do to stay alive. But if you have the luxury of I don’t need this
thousand bucks, but I want this client,
I wanna grow, but I don’t need. Want and need are two
very different things, then I would go higher. You can always go down, you can never go up. Hey, I want $3,000
a month for this. Great. No actually, $5,000. Not so easy. Hey I want $30,000 a month for this. Neh… Alright, $2500. So, to me, it’s just always better to go higher. Or what I tend to do,
to be very frank with you, which is an interesting
negotiating move, I tend to go the number. I tend to go, it’s… with Vayner, when we started. It’s $5,000 a month. And people are like,
I don’t wanna pay, you wanna go $4,000? Because people maybe
thought I was going higher. And I said no. It was a very important thing to have that leverage
to not negotiate down. And so, we’ve walked
away from things, we didn’t do things. Which sucked, at times. But it definitely created a reputation in the marketplace that I wasn’t overevaluating stuff. And it was the number. So to me, it’s higher
or the number. You know when I do (beep) trades, I go higher. Actually, cut that part, I don’t want the guys. (laughter) Let’s move forward. (laughter) – [India] From Erik… – Erik! – [Voiceover] Erik asks,
“When looking for a new job, do you think it’s a bad idea to
give your boss a heads up before receiving job offers so they
can prepare for your departure? – I think that’s every single person. You know,
that’s a tough question. A very smart question. To me, I wouldn’t tell them. I just think it’s a
survival of the fittest kind of thing. Like if you think
it’s a vulnerability that you’re not
gonna be able to find. Like I just don’t, that to me that’s
the risk thing. I just wouldn’t do that, because if they reacted poorly, even after five years,
thank you very much. Thank you, that’s very nice. Thanks Tyler, it made it! You know, I, I wouldn’t do that because that
could get you to zero, and I, you know, don’t forget, they fire you on the spot, then you start taking a job that you don’t necessarily
want just to pay. And now you’re
in a two year cycle of having crappy jobs. Like it could turn
into a whirlwind. Now, if your moral compass
is going off inside, like crazy and
you can’t sleep at night, then do you. Like, I just think everybody’s different. To me, doing the right thing is always the right thing and if for you
that’s the right thing, then that’s fine. But make sure that’s
the right thing for you, not the way your
mom sees the world, or your friends or anybody else. That has to be your decision. And if you’re okay
with the consequences, I’m okay with
the consequences of speaking the way I speak. Meaning, I leave lots of money on the table for cursing. I’m okay with that. You have to be okay
with the consequences. I hate people that are ideological, and then when they have
to face the consequences, they regret. You know, it’s the right thing. What’s the name? – [India] Erik. – Erik, it’s the right thing to do sounds good on paper. If it’s truly the right
thing to do for you, then great, then do it. But, if it’s not,
and then you get fired, and then you don’t
have another job, and who what? You showed a couple of people, “you’re a good guy?” Like, I think a lot
of people front. – [India] Interesting.
– Yeah. – [India] That’s actually not
what I expected. – You expect me to say,
yeah say it? – [India] Yeah. – It’s easy for
me to say, though. Right? By the way,
I wouldn’t do it, India. And people don’t do
it here all the time. Like, I know two
people right now that are actively on
the way of going out. And I don’t, I’m not
mad at them, I get it. Like, you know… I’m not
paying their mortgage. I’m not feeding their family. You know business is,
businesses fire. Like, you know, right? So, I don’t know, I get it. But I’m giving
the real answer here. I think that everybody’s different. But I definitely would
not tell my boss. I would work on it, get the job, and then I would go. That’s why I’m not a hypocrite. I never get mad when
people do that here. I understand, you know.
– [India] Yeah. – It’s scary. You know how
many people are living in this crazy, big, city, that we can now see. It’s expensive,
and they’re on their own, and they’re parents
couldn’t help them, and you know,
like, that’s scary. And then what
I really get sad is, people have done that here, people have quit,
without having a job, not for that reason, but for different reasons. And then they go
into a crappy job, ’cause they’re just scared, they’ve held off
for a couple months, but now they get really scared, and they take anything. And then they’re like, two years step back, you know? Alright… – [India] Last one. – Yeah.
– [India] Kevin. – Kevin. – Hi, what’s up GaryVee? Kevin Widdop at
Kwiddopia on Twitter here. At the Masai Mara,
Kenya’s world famous Safari destination. Here a lion. My question this week is, in a market such as this, even here,
everybody has a smartphone. Huge smartphone penetration, twins with very
early stage social media development and promotion. What type of content
driven online business would you advise to set up? Thanks very much. – I don’t know the market
in Africa and Asia, as well as I do the
rest of the world but, I’m very aware of
the phone penetration, payment through phones, lack of… Did you see that? That was amazing… Something just dripped. – [DRock and Staphon]
Oh, the pipe. From my pipe… (laughter) That’s amazing. That was so cool. Did you see that? Did you know about that? Are they gonna fix it? Eventually. (laughter) I would say that, I would reverse
engineer the audience. So, what I would do, is would spend months
in the Africa market, figure out what
people wanna buy, and I would start
an online business that worked in
the U.S. or Europe, that’s around psychology. Not just because it
was the U.S. or Europe. Certain things are
tried and true human. Certain things are contextual to the neighborhood, the country, the cadence, the pulse, the slang of a marketplace. I would use my best of ability of understanding what’s human, what’s innately human. E-commerce, you know,
buying stuff, water needs, whatever it may be. Whatever the
market’s interested in, and try to build around that. To me, it’s understanding the users, with those phones, what they’re doing. I would look at what
they’re doing now. Whether it’s gaming
or music downloading, or things of that nature. And then try to project, what needs do they have that they’re doing in a traditional way, that the phone could solve. And I would look at the
progressive phone markets in Asia and the U.S., to see where they’re two
or three years ahead. I think a lot of
people have looked at the U.S. market
and have tried to replicate that
in their market. And some have
been very successful and some have not. And I think some things are inherently U.S. centric, and I think some
things are human-centric, and that’s what
you need to decode. And I think I’ve
done well with that, in social networks. Something are just
human based like, if you get big
enough group of people, they’ll drag other people into it. Snapchat, that’s why those are easy
for me to predict. Great, very serious show. I wonder if I’m gonna be serious when it’s cloudy like today. I wonder if the
weather’s gonna dictate. That would be a
funny data point. – [India] I bet it will. Yeah.
Question of the day. What should we ask, what
question should we ask? India, you ask the
question of the day. – Question of the day: Do you think the weather is going to affect Gary’s mood? Oh, but we’re
entering Jets season. – Oh, the Jets season is coming. You keep asking questions, I’ll keep answering them.

Business Model Canvas Dance


host transformation here’s an approach business model canvas stand for flexible creative business planning method addressing entrepreneurs so if you want to start a business and people ask you for a business plan blah blah blah I like that the business model canvas methods made it a little bit more flexible more creative we worked with she was sweet selected to go through field by field and you write your first idea of difference and people’s would come you write of the postage so it’s like you don’t have to write a few words with it but we write it up open and you can change it and something else changes are you start immediately start whatever what we aspire to change we’ll want to do it more likely and also bringing in the sensing aspect so we started with Yoshi to do this as a confirmation work so they get the bigger difficult handle on the door so you can really go to this dealers my real value proposition under if you like so how could I really tell how it is when they bully really Wow I will have a Academy I will have a place where I can do seminars computers comes and taking a sample sale so you can track where everyone but maybe I am website start with the heart the middle of any position and suppose the main question is how you help so how do I help a notice and I hope that people are much more acutely I hope you feel it now here and maybe if you are familiar with transformation work you know that it makes a big difference by gonna hotel it will feel different from you so I like afterwards to do this type of and now I’m looking at the customer segments so who I want to help am i addressing all the young people and I haven’t until you’re already making the depressed is because this side is like what is your investments what what are we living in and this is what you’re becoming out okay so I ask you what do you what kind [Music] [Applause] this film was created as part of hosting eco social innovation a European collaboration project among creeks art monastery clean own cinema near Foundation and Academy for Vision otic [Music]

Pat O’Connor Orthopedic Trauma Devices Business Opportunity


OrthoXel was founded in June of 2014 on the back of the body of research that was completed in Cork Institute of Technology’s Medic Center We are an orthopaedic trauma company focused on the development & commercialization of intramedullary nails for the treatment of tibia and femoral fractures. When we incorporated OrthoXel we had a very clear perspective on how to productise the basic research from CIT. However, we needed resources and funding and what we’ve done is we have resourced or funded the company through private investors, Enterprise Ireland and Local Enterprise Office. Those funding sources have enabled us to develop the technologies, through the CE mark, US FDA approval and European Clinical Study. As an orthopaedic trauma company we operate in a very competitive market which is dominated by a number of orthopaedic multinationals, because of that, we know need a very clever innovative technology to compete and so we’ve set about developing a new standard of care for treatment of tibia and femoral fractures. We’ve built our foundations on rigorous technical developments, clinical regulatory work, with the objective of developing the best tibial and femoral nail products on the market, with accelerated healing and improved patient outcomes and this objective has been borne out by the results of our clinical study and the data analysis to date. OrthoXel is primarily a technology development company with significant skills in technology development and commercialization. We recognize that the most efficient route to market for us is to leverage sale channels of an established orthopaedic multinational we will spend the next 12 to 15 months completing our technical development & clinical activities on the tibial & femoral products to position ourselves for a commercial deal in 2020. You

Business Development Skills for Engineers with Laura Hughes


Anthony Fasano from the Engineering
Management Institute and I’m excited to be here in Philadelphia at Burns
Engineering where we’re gonna talk to Laura Hughes, the Director of Business
Development about business development skills for engineers. Let’s do it! Anthony Fasano from the Engineering
Management Institute I’m excited to be down here in Philadelphia at the offices
of Burns Engineering and I’m here with Laura Hughes, Director of Business
Development for Burns, Laura welcome to the Engineering Career Coach podcast.
Thank you, thanks for having me. So, we’re gonna talk today about business
development because it’s something that many engineering professionals have to
do in their career whether they’re doing engineering still or not but it’s not
easy doesn’t come natural and it can be difficult so just to start off Laura
we’re gonna go through your career a bit but what do you do today for Burns, maybe
just give our audiences some insight to that. So, today I’m our Director of Business
Development and that cuts across all of our market verticals so we have rail and
transit aviation facilities and infrastructure which covers our
healthcare and higher education and then also program management so I’m
responsible for driving the business development across all those sectors. Wow! It sounds like a lot ok there’s a lot to dive into here all right so take us
through your career you went to school for engineering correct yes I was civil
engineer I graduated from the University of Iowa and then really didn’t know what
I was gonna do I didn’t grow up in a family of Engineers but I was good at
math there you go so yeah it was I didn’t know what to do and started off
almost right away in consulting engineering ok did you practice as a
civilization this is a civil engineer for about seven years
so mostly water wastewater engineering some transportation engineering and then
I did go on to project management which was not more on the hard engineering
side but a little more on the management and financial side ok great so when did
the business development I guess we can start with when the idea or the
transition happen for you yeah it wasn’t something that I had ever aspired to I
would say I think that I probably stood out to some of my supervisors I think I
was a little more outgoing some of the other engineers having said that I think
like a lot of most a lot of people at that age 7 years into my career not
really outgoing and of social circles of professional
circles there anything like that so didn’t know how to get started and I was
drug into it a little bit I’d say maybe not quite kicking and screaming
invited to go to some social functions for the engineering firm that I was
working for at the time okay well everything I’ve heard there is promising
because I think most engineers that start to do business development
probably didn’t aspire to it probably didn’t have necessarily the networking
skills or the networking built up so to that point you were yes that was you yeah absolutely okay so you get into it
yep now take us through that transition what
did it require of you in terms of getting good at it yeah that was
challenging so what I didn’t realize is of course engineering is challenging
fascinating and there are processes and procedures that are fairly recognizable
around performing engineering tasks what I didn’t realize is there’s also
processes and procedures around doing just business development right you can
you can say that certain people have a knack for it or have the personality for
it but there is some real rigor around actually doing business development and
once I understood that and was able to follow those processes almost like
engineering processes then it started to become much more familiar and and doable
and bite-sized tasks right that’s awesome and that that is also promising
to hear as an engineer myself anything that I feel it goes through processes or
frameworks kind of we can handle that so if we can apply it to something that can
be a scariest business development for an engineer it sounds like for you that
was something that made it more manageable yeah it absolutely did and
what’s what’s interesting to me is it can start off small as engineers we are
dealing with hopefully colleagues on a regular basis and so part of that was
just learning how to have a more in-depth informative conversation maybe
with a colleague to start off instead of around a project sit back at the end of
the project that you’re working on with the call
can say so what else do you have going on and start talking to that collie a
little bit more like they’d be a client right the next step to that is when
you’re sitting with a client talking about a specific project which as
engineers I know we can get very focused on the task at hand take a step back and
and at the end of that meeting with that client sit back and say so what else do
you have going on and just that alone and then listen and try not to fill the
the space all the time with words that’s Grayson listen for the silence
I’ll give some silence so really it was about focusing on building your
conversational skills building your conversational skills and also
understanding that no one wants to be sold anything right it’s very
uncomfortable so if you go in with that attitude you’ll probably fail one of the
biggest attributes for me that I’ve learned and probably learned it from my
mother is always having a sense of wonder about people I’m always
fascinated no matter the type of people I meet I’m fascinated by what drives
them what makes them interesting and if I go into conversations with clients
that way it’s more of a conversation than it is a hard sell that’s great I’m
sure that curiosity is invaluable in terms of what you do so a lot of our
viewers and listeners like I said will be tasked with doing business
development as an engineer a technical professional and you just gave us some
great things that can help you if there’s a framework and there’s a
process to follow you know working on those conversational skills
was there any formal training that you went through yes so I did go through a
number of I’ll call them business development boot camps some of them were
internal to the company that I was working for some of them were external
offered through various services and you take little pieces from each one of
those and you build what works for you right if it doesn’t feel natural if it
doesn’t feel genuine then it’s not going to work so I did go through formal
training I still go through formal training so here at Burns engineering we
are implementing formal training for business development
but we have seasoned professionals in that room as well because you still need
those reminders do you always have something to learn and so I’m actually
looking forward to sitting in the training that we’re going to be offering
for those same reasons because I can always learn I can always do a little
bit better right that’s great so it has it has been helpful for you and
obviously Laura continues to do it which is great I’m a big you know continuous
improvement keep learning you can always learn new things new strategies new
tools whatever it may be so just to be clear now Laura focuses on business
development full-time at this per correct that’s correct there are a lot
of engineering professionals including I’m sure many here at burns that do it
in addition to their projects probably do you work with all of them I would
assume in different capacities so that’s something to think about as well and we
can have a conversation around that which will be helpful to a lot of our
listeners how I don’t know whether it’s a recommendation you have for someone
who’s trying to do business development and work on projects or you know
something that you do to work with those maybe you could just talk about that
relationship so a couple different things first of all you have to have a
manager that’s supportive of you maybe stepping outside a little bit from your
project work having said that I mean the first first first step in any business
development is to do and perform good work right and and repeat client
business is a substantial portion of business development sure and so a lot
of Engineers right now are busy keeping those clients happy which is a huge
first step and so after that can you sidestep within a client if you’re
working on projects and that’s eating out ninety ninety percent of your time
how do you take that little bit of time that you have and leverage it and
oftentimes what that meant for me was just sidestepping if I have client X who
were doing great work for that client probably has his or her own networks and
so can I ask that client who I’m doing good work for to make some introductions
on my behalf to other folks in there when at work if you’re doing good work
for them nine times out
and they’re willing to do that what do they say most clients I think it’s 9 out
of 10 are willing to give recommendations like that right but only
2 out of 10 engineers ever ask yeah that’s true and I think what’s important
to highlight there is I know a lot of engineering professionals that might say
I don’t do business development I just do my work on my projects but in essence
they’re doing business development absolutely
I mean repeat business is the least expensive form of business development
and so I that would be first and foremost in anyone’s mind absolutely
that’s great it’s a good tip yes valuable and we have to remember that
yeah we’d have to remember that it’s like that low-hanging fruit right you
could put a lot of money and effort there trying to get new clients which of
course companies do but you have all your existing clients that you can just
get more work with yeah so that’s something to think about so so let’s
talk a little bit more about your role in terms of you know your approach and
you know you work for burns which is multi you have multi discipline so yeah
a lot of different sectors as you outlined earlier so how do you know
where to focus or where to work it’s not like you have an engineering project to
work on when you come correct correct so I oftentimes say I had the luxury of
time to do some of those extra steps that maybe some of the engineers that
are having to be billable don’t necessarily have the time to do having
said that one of the things that was the most challenging for me as an engineer
stepping into business development is realizing that I don’t have to be a
technical expert in every field right so oftentimes engineers are very
uncomfortable myself included in the early days speaking about something that
you’re not personally trained in and haven’t had personal project experience
in but if you’re gonna have the breadth and depth of a career in business
development that you need you’ve got to step outside of being that technical
expert in that narrow field but you do have to leverage your relationships
within the company that you work in I see so I guess to do that you have
regular conversations that are continuing to learn about the different
sectors yes yes and realizing that when I’m
with the client it’s okay to say I don’t know right
it’s the perfect reason to go back with somebody who does know right and so
stepping outside of your comfort zone outside of your technical expertise
understanding it’s okay to say you don’t know and follow up those are really big
keys that’s great and again going looking at it from the engineering
perspective let’s say I’m an engineer an expert in a certain technical field yes
and you approached me it’s Anthony I’m going to a meeting with the prospective
client what should I do to prepare for that meeting learn as much about that
client as you possibly can I’m assuming because I’m bringing you that you may
already know or I’ve learned that there you have a talent or skill set that that
client will value okay so that’s number one number two come to armed with
questions that you can ask the client oftentimes I find people that are
getting into developed business development come in with an agenda their
own agenda that may not be at all what the client wants to hear or at all their
agenda so I like to come in with more of an open mind yeah a little less of an
agenda and with some questions and maybe with those questions I can bring out
what the clients really looking for which is why I’m there that’s great so
you’re trying to understand their needs you try to address them yeah yeah as
opposed to trying to fit what I do into what I think they need right that’s
great and do you have regular meetings where you speak with the different
engineering technical leaders or directors yes how does it work what’s
fascinating about it is oftentimes for example we have rail and transit and we
have aviation and we used to say well those groups never need to get together
and talk because Aviation’s aviation and rail and transits rail and transit
however it doesn’t matter what sector you’re working in you can learn from
each other and it’s nice to be able to sit back and play the what-ifs with a
larger group of people so oftentimes when we have those meetings we’ll have
someone report out they’ll say I was in meeting with client X and we had an
excellent meeting and we’re gonna follow up with these five things
but if you have that larger broad broader audience to bounce things off of
then there’s somebody a room that’s gonna say hey have you thought about
this because I did this and this really worked so ask for advice
bounce things off a broader audience and I think you’ll have further success the
other thing I would say is never go into a meeting alone oftentimes people feel
like they need to own a client maybe they can prove proof to do it on their
own and two sets of ears are always better than one that’s great because
things that I hear someone may not hear or pick up on and vice versa
because we all filter through our own lens yeah that’s great advice I mean
having another person with you can always they might be listening to it in
a different way absolutely from perspective which can bring a lot of
value to the table and so a couple things that I know from my career it
sounds like Laura has kind of confirmed here is that you know when you work for
a multidisciplinary firm there’s a lot of opportunities for cross marketing yes
between the different disciplines and that’s helpful in multiple ways if
you’re a project engineer and you can now provide your clients with other
services it makes you more valuable to them as a whole absolutely and so that’s
something that I think this was kind of Laura reminded me this when we talked
about you know talking to the between of different sectors right so learning I
know you’re busy in your own projects but taking the time to learn about the
other disciplines the other sectors the other leaders in your firm can help you
tremendously when you go out into the field and you’re talking with clients
and a client says I’m working on this site and we have an issue with an
environmental issue and you can say oh well we have a great environmental team
in fact I can hook you up with you know Mary in our office and she can walk you
through some of that absolutely keep your ears wide open listen outside your
discipline that’s for sure and I always say I like to be able to go into a
client and say yes so maybe they don’t need maybe they don’t need necessarily
what my technical expertise is maybe they don’t need necessarily what burns
engineering does right now but I want to help them get what they need and
that reciprocate sway down the road and so I think that’s something that you
always have to have in the back your mind your resource your a resource and
that’ll come back that is the one thing about business development you have to
have patience and I would I always tell people I’m a paid optimist because I
have to be optimistic in this business because it’s a lot of work and a lot of
persistence you’re not going to walk in someone’s door they’re gonna meet you
for the first time and they’re gonna hand you ten million dollars worth of
work people people hire people and work with people that they like and they
trust and that takes time yeah exactly I mean that’s it right people want to work
with people they trust people that they like yeah people that have helped them
yes right whether it’s means that they paid you for help and you just offer it
up a resource exactly right yeah and so it’s the same thing at the engineering
management Institute what we try to do I’m not going to go up to a CEO and say
come in by training from us I’m gonna say we’ve done a lot of training and if
you’re building programs and you need some advice
I can certainly you know give me a call Ryan I can give you some advice but what
happens over time of course is they become comfortable with you they know
you’re knowledgeable on certain topics and they want to reach out to you and I
think a big thing that I mean at least I’ve even taken away from our
conversation here is the importance of the multi discipline approach and you
know the different sector leaders understanding each other absolutely
you’re kind of one of the facilitators you’ve got to connect those dots and in
it’s a it’s not natural necessarily if you’re a junior engineer and B sometimes
if you have an experience you don’t see the need for it and over time clients
clients like to hear they like to learn one of the things that for example we
work in the aviation industry and so a lot of our aviation clients can benefit
from some of the things we’ve learned in the rail and transit industry oftentimes
they don’t get to step up our clients it’s the outside of the industry they’re
in so that’s one of the values that we can bring to them and that helps them
that’s a perspective they don’t have yeah for sure and I think that engineers
and I keep mentioning this because I think that engineers forget the benefits
that having multiple disciplines under one roof provide in terms of business
development and getting more work or more projects or whatever the case may
be and even if you don’t you might be listening or watching and saying well we
don’t have multi with this something we have one this at home or small you can
still kind of like Laura reference that before make build a network of other
people absolute you can refer them to or that you can team up with and who knows
what happens in the future those firms might eventually come together or you
may eventually build the new sector or a different division but you’re continuing
to be a resource so that if they say to you
I need a surveyor and you don’t have one you can say well we work with XYZ all
the time yes and that survey will probably the survey will probably was
super ok for you as well that’s exactly right that’s exactly right
and and that comes across as honesty as well because if you don’t have a
discipline or you’re not strong in a discipline you absolutely don’t want to
say yes we’ll do it and then not perform well right so it’s much the client will
trust you more if you say listen we’ve got a couple Mechanical Engineers but
it’s not our Forte let me refer you to somebody who can help you out and that
builds trust right there that honesty again it’s being a resource and we keep
getting back to that point be a resource for their clients and prospective
clients and they’re gonna come back to you yeah and listen they may come back
to you sometime for something you can’t offer them you give them the resource
and then they’re gonna come back to you at other times for something you can’t
offer that’s exactly right and you you start to actually you know make sales
eventually Wow which is great any other things that come to mind for you that
have been helpful for you and your beedi efforts are helpful for you and you’re
communicating with some of the engineering leads yeah I think focus
it’s so easy to see especially in this economy right now it’s a very strong
economy there’s a lot of opportunities out there and so it’s very easy to get
distracted by multiple opportunities everyone’s building everyone’s doing
work yeah and you can’t be everything to everyone and so I would and I encourage
our engineers to focus focus on I always say if you’re a full-time business
development person and you’re building a new relationship
three to four new relationships within new clients is really all you can do and
that’s what you’re doing it full-time right Wow so yeah so stay focused
pick pick one if you’re if you’re a seller and a doer and you’ve got project
responsibilities pick one thing and stick to it and be persistent and
sometimes it takes a year or two and and that’s okay but don’t get distracted
because it everyone we used to call it the shotgun approach in Iowa there’s a
lot of honey but um but it’s true you need to stay focused or you won’t be
successful yeah no it’s a great point because I see that all the time where
people do a lot of things a lot of little things across many areas but they
don’t that’s not impactful as if you would just put it all into one
relationship right and I know you and I talked I’ll fly a little bit that’s even
something that you focus on in terms of you know your approach to the kind of
projects you want to go and you’re having a strategy and you’re staying
focused on that strategy as opposed to winging it and yeah the reason I think
that’s important for us to just highlight is because as an engineer you
might think like we talked about early on that engineering is very checklist
and very bang bang bang bang but business development is not but that’s
not assert of the case you want to have a strategy yes you want to have an
approach yes you need to have some kind of frameworks to work yes
I call it thoughtful rigor okay where you plea you place some rigor around
that you have a process and you work the process I mean and you still need to be
able to pivot right thanks for range within your life but don’t change don’t
change your plans just because there’s a new shiny object over someplace nice and
oftentimes that happens or we’re looking for immediate results we get discouraged
and we move on so focus is key and going deep within a client and by that I mean
cover all levels of the organization because think of yourself in your career
if somebody came in and talked to you and then later on they came in and talked to your
boss and ignored you all right how would that make you feel and so often times I
think we forget everyone’s everyone for the most part people are trying to do
good things we’re all looking after themselves looking after their careers
and so don’t just go to the top work at I call it the zipper approach make those
relationships at every level in the organization zip it up that’s great
that’s a great approach because what you have to remember is that the people that
maybe if you’re a younger professional and you’re saying to yourself well I’m
only dealing with younger people they’re not really decision-makers in a couple
years they’ve gotta be there yeah so there’s value in building relationships
at the different levels which again is great so let’s let’s recap a little bit
here and then Laura’s gonna stay with us and we’ll wrap it up with our take
action today’s segment but we talked about the idea of business development
having frameworks and processes that you can follow really important especially
if you’re an engineer that’s just gonna make it easier for you if you have to
start to do business development we talked about seeking out some training
potentially in different business development skills or boot camps
depending on what works for you your company may have some or you might have
to go outside the company but they were effective for Laura and certainly helped
her and we talked about building conversational skills yes being
intentional yes leaving some space in your conversations yes for people to to
reciprocate yeah you don’t have to fill the air with hot air all the time right
let them not full pauses thoughtful pauses and let them give you information
and then really I think one of the running themes that we talked about
quite a bit was being a resource yes constantly just focus on being a
resource for clients prospective clients other consultants that you might team
with and if you are consistently a resource number one they’re gonna we’re
gonna like you for that because you’re giving them information but they’re also
gonna become more comfortable with you know trust you and they’re gonna trust
you and when it’s time for them to count on someone for a big project you’re
gonna be there and you’re be available so once again we’re here
with lower use that burns engineering stick around were gonna come back in a
minute and wrap this one up with our take action today’s segment and give you
an actionable something actionable that you can take and do right away all right I’m back with Lori use
director of business development at burns engineering we talked a lot about
things you can do as a technical professional or an engineer to build
business development skills but now to kind of wrap this one up I’m gonna throw
one out here at Laura I’m an engineer I’m practicing as an engineer my company
approaches me and says Anthony we love what you’re doing with your projects but
the bottom line is you need to bring in business
what do I do where do I start ah so I think the easiest way to start is by
getting additional client work from an existing client so does your client
procure other services and can you kind of sidestep or get warm introductions
into an existing client that would be the first question if they want you to
go out and start in a new sector or with a new client then you need to really put
some rigor around what clients those are it’s not just who you know or a guy that
knows a guy you need to understand what clients are buying your services what
clients value your services and what clients fit with the culture of your
firm so if you’re looking for new clients you need to do a little bit of
analysis on who you want to target and don’t do too much and pick one or two
and go deep that’d be my advice that’s great and so to that point your
company comes to you and says that the first thing I’m gonna do based on what
Laura just said is I’m gonna call every one of my existing clients and I’m gonna
say how can we help you do you have any projects you need some help on Zoar
hiccup on a project site that we can help push through for you I’m gonna try
to be that resource to my existing clients that’s number one thing get me
right out of the gate and then as I expand and maybe try to get into new
sectors I can try some of these other strategies in terms of doing some
research keeping it focused and then trying to build a new sector or a new
client go from there yeah it’s always less costly and easier to work within
your existing client base and offer additional services to existing clients
awesome well Laura thank you for spending some time here on the podcast
these are really helpful strategies for engineers and technical professionals
listen I know business development doesn’t come natural we both started as
engineers and neither of us are doing engineering
now and it wasn’t easy an easy path per se however what I can say is that if you
are an engineer and you can learn to do business development the upside is
tremendous and the opportunity is tremendous so I hope that you take some
of these strategies and start to work on that. Until next time I hope that you
continue to Engineer Your Own Success. I hope you enjoyed this episode please
leave your comments and/or questions in the comment section below this video
also if you’d like to view the full show notes for this episode visit engineeringmanagementinstitute.org or see the link in the video description. There you will
find the key points discussed in today’s episode as well as links to any of the
resources, websites or books mentioned during the episode. Until next time I
wish you the best in all your engineering career endeavors!

Ric Allott, Business Development Manager, Central Laser Facility


My name is Ric Allot. I’m working within the Business Innovations
Directorate and I’m the Business Development Manager for the Central
Laser Facility So I was always into physics, I always
wanted to know how things worked what they were doing? why they were doing it.
But the laser to me was absolutley phenomenal and all its done is continued to grow, so
you can have an application where you’re scanning a barcode in the supermarket or
you’re drilling a hole in a 14 inch piece of steel and it’s the same
technology. That to me is absolutely fascinating. So the science has always
driven me but behind all of that science with this sort of urge to do
something a little bit more commercial and actually to make something of it and
have those applications that come through and then benefit everybody. We
have five main facilities in the laser facility. They cover a really broad
spectrum of technologies and industry space. So we go from bioscience where
were able to image single molecules in living cells and we go all the way
through to the big high-power lasers where we can generate all sorts of
particles, X-rays, electrons, neutrons and you can use those for imaging
applications and non-destructive testing for automotive or aerospace, so the whole
spectrum. Companies and industry are interested in engaging with us because
we have the leading edge for searches we are we are really at the forefront of
this technology and they want to get that competitive advantage but most
importantly we have the people and the people are are absolutely key asset, and
also the ecosystem that we develop here so things like the campus development bringing on companies who have similar
ideas but being able to mix those ideas together. So to engage with industry
partners it’s all about networking and and in my opinion networking is a
contact sport, you’ve gotta get out there and you have to talk people and you’ve got a walk the boards so,
I do that through conferences and workshops, I do from my existing contacts
I do referrals from colleagues. I’m currently vice president of the Association of
Industrial Laser Users – Photonics 21 which is a European activity the photonics
leadership group so you’re getting yourself involved with people who are
making the decisions at the top of their game top of their companies and organizations
and you get yourself in there, you get these technologies known by those who do it.
Business development for me is all about maximizing impact so that could be
economic or it could be society or both hopefully so using our science and
technology developed at STFC for the benefit of society The main driver in STFC is science and excellence in science, but we always have to demonstrate impact of that science and that’s obvious and should be the
case because we are using UK taxpayers money to do that. You have to have a strategy
which allows you to go out and engage with industry but you must always have
an eye on the science and ensure that you don’t stop that pipeline really cool ideas coming
from the scientists.

Business Development and Sales: The Keys to Success in Business Development and Sales



let's look closely at the keys to success in business development and sales successful business development sells is a process it is a system and it's a system you can learn if you spend any amount of time in this area you will find that there are certain skills you're going to pick up it's like building a jigsaw and if you have enough of those skills you get the picture and you become much more much more effective at sales and development now business development is all about developing new products and markets so it's the big picture it's a strategic activity from a business perspective it is the driving force it is the the long-term goals of the business sales is about closing deals with paying customers sales is tactical so it's at a different level now an executive in a business a senior leader of a business must be able to do both of these things they must have the big picture the strategic view the long game if you like they must be able to see the opportunities coming towards the business that they can see on the horizon or maybe in another market a salesperson however although they're handling the day-to-day sales and the tactical operations they must see the big picture they must meet the needs of this perspective which means that they understand why they're selling to a customer now increasingly in business potential customers are harder and harder to find and this is why business development lead development has become an increasingly specialized activity this is why very often in bigger businesses business development is split from the sales function the business development guys go out there develop the products and the markets and then generate the leads which they then hand over to the sales team to close but selling and closing deals with custom who know like and trust you takes time you need to build those business relationships and that means you need to have experts doing it and that's why very often the sales function becomes quickly specialized it's to make them more effective more successful now if you're a salesperson and you understand business development you're already ahead of your competition you're probably ahead of your colleagues within the business let's take a look at core business development knowledge you need to have a perspective of the current state of your business think about it in terms of a SWOT analysis strengths weaknesses opportunities and threats you need to understand your industry and sector trends and the key issues and challenges facing your business you must know who your competitors are what they're good at again think in terms of SWOT because when you come up against a potential potential competitor when you're talking to a lead you need to be able to explain without dissing them without being you know aggressively horrible about them because that never goes down well but you do need to explain why your solution is the one that the all customer should purchase you need to have a good idea about where your sources of sales are currently coming from and where you think new sales can come from this means having a strong grasp of customer profiles understanding of their business understanding their needs their pain points their challenges because these are the things your product and solutions are trying to address you need to have the clear idea of new product and service opportunities new market expansion opportunities this is all about the long term perspective but at the same time within your own business you need to have a very clear idea of business costs and savings so when you're negotiating and looking at the opportunities in front of you you are able to get the best deal for your business that you can now core business development skills include detailed product expertise you must know your products and services in sideout the ability to network and build relationships with potential leads and customers a good grasp of marketing both online and particularly online and off offline today it's more and more important to understand how online marketing works as well as the old historic offline marketing because it's such an important factor now in business development you need to understand the art of cold calling and how to actually get that lead on the phone and get that meeting with them and very often when you're speaking to somebody for the first time who's never met you you need to know how to win meetings how to actually persuade them to take a meeting and go and see potential leads and potential customers and actually get your point across that means you need to know how to pitch and to present then of course you need to know how to negotiate and also to save costs in that negotiation so you get the best deal but not just in terms of the headline numbers but also in terms of the profitability for your business so what are the some of the key issues and business development and sales well the first major one is are you talking to a decision maker is this somebody this lead is this person able to actually make a sales purchasing decision or will you have to defer to a committee or two people above him can your product and service solve a pain for your customer do they have a need for what you're trying to sell them because if they don't you're completely wasting your time when will your need when will your lead need lead when will lead need your product or service because if they have a pressing need for it that's great but if they don't need it for a year then you don't need to spend a waste time with them now you need to keep them warm and come back to them when they need it critically can they afford to pay for your product or service there's no good having a customer who doesn't have money if they're about to go out of business or they're really strapped for cash go and find a better qualified lead who can pay for your business or service and you need to be able to demonstrate clearly to your lead how your product or service can solve their pain or their problem and that's a real skill which is really important to get across you need to be able to compare and contrast your solution to that of your competitors you need to be able to demonstrate effectively what your product and service can do you need to be clear about the benefits to your leads company as well as to them personally in buying your product or service you want them to understand that if they solve this problem within their business and it makes them and their business more successful it'll also reflect back on them in terms of personal glory and potentially career advancement you need to be very clear about your product or service pricing and what you can and cannot give away in negotiation how will this product or service is going to be implemented and precisely what contract terms you are selling your product and service on and where your leeway is in terms of what points you can give away when you're negotiating the contract terms so these are some of the keys to success in business and development and sales now obviously in one video I can't cover everything in very great detail but I want to give you the idea that there is a framework out there there is a process out there there is a system out there that you can learn

How Voice AI Will Impact Business Decisions in 2020 | Financial Brand Forum Keynote 2019



– 15 years ago, if you
thought it was a good idea to pay strange men to drive around your fourteen-year-old daughter, you would be laughed out of a room. Now, parents are more
comfortable with their daughters going into uber than driving themselves. We are going through major
major consumer shifts. (bright upbeat music) You got your perspective. (bright upbeat music) (audience cheering) Don't you wanna be happy,
don't you wanna be happy? (bright upbeat music) Good morning, I'm really
excited to be here for many different reasons. One, we have a good amount
of time for this keynote so I'm gonna be able
to create some context. Two, I've had the great pleasure, I run a 1000 person marketing agency and Chase Bank has been a
great client for a long time and I've been very close to that account. And even before that, had
worked with a bunch of people in the credit union industry
on their marketing strategies, so I always enjoy when
I have much more context of the day to day. So that's a lot of fun. And three, I had an incredible breakfast with a small group of people
that are in the audience and just the quality of the questions and the vibe in general excite me. So, thank you for having me this morning, thanks for being up. I got in late last night from New York and noticed a bunch of you
were still running around a little bit later. And so the fact that you're
here this morning is impressive. Many different places where I wanna go, one, I'm gonna give you a little
context of how it got here because I'm gonna assume a
lot of you don't know who I am but number two, I think a
great way to start this talk is very simply this. You're about to find out that I grew up in the liquor business and launched one of the first e-commerce wine businesses. So I grew up in an
unbelievably regulated business my entire career. I've had the great privilege of working in the financial sector for
some of the biggest clients in the world over the last half decade. And the thing that
keeps ringing in my mind as I was getting up this morning is, I think in 2019, as we
head into the next decade, I think this needs to be the conference, this needs to be the moment, this needs to be the time
that this collective room starts really putting
their mind in this place where they realize that
using regulation as an excuse to not innovate is not
a sustainable strategy. I think the reality is that
so many people in this sector default into blaming
regulation as an excuse to not learn the new communication portals that matter to our end consumer. I stand here today, and
the reason I started a marketing company a decade
ago was because marketing for me a decade ago after
investing in Facebook and Twitter and Tumblr, after being
an early investor in Uber and being a big better on
Netflix when it went public, I genuinely believed that
there are so many innovations upon us whether it's blockchain,
whether it's peer-to-peer, whether it's online competitors. There's so much innovation
from a business standpoint. It's so difficult for so many
people here to go back home and really rejigger their app or their website to be
lacking the friction needed to compete in a 2020 world, this is like practical
in the trenches stuff. But the one place that is very
practical to begin the battle that is needed for the
companies and organizations here to compete in the next
year let alone next decade, the one place you can adjust quickly is your marketing strategy
and marketing spend. It is hard to go back and rebuild a tech stack infrastructure,
it is much easier to go back and cut your
direct mail budget in half then allocate it somewhere else. This is a very important
time in this industry, it's a very important time in our society. There's a real massive
naivete in the collective of understanding that the
Internet is the middleman and that everybody else is just waiting for their time to be exposed. Books got picked on first
but then along the way, I was saying this morning, just
only six or seven years ago I was in D.C. giving a
keynote to the black car and taxi industry desperately
trying to get them to understand that uber was a problem. And what everybody did in that conference is what everybody does in every industry which is they come up with
the excuses or concepts that they hope the customer wants instead of the reality
of the customers needs. The reality is if you're in this industry and you create any friction
towards a transaction for an end consumer,
they're not interested. We value time. So again back to my investing career, I invested nine years ago in Venmo, right. When I think about the
dynamics that that played out, and that one didn't work out as well 'cause it didn't operate to its success, it's sold early and in branch
tree really made the dollars but the thesis was right. And the reason so many of the things that have happened in my
career have worked out is because I'm blindly consumer centric. Anytime you think about
what's in it for you versus what's in it for the user of you, you're already vulnerable. And I do believe that we are
upon a very important decade of technology innovation
that only building your actual brand will be
able to compete against. We are only a decade away from at scale. So many of our customers
making financial decisions through the Alexa or Google
home or apple pod in their home, and when you understand what
that toll booth looks like, it's gonna make Google
search of the last decade seem like child's play. So let me take a step back
and give you a framework because I actually think
five minutes of context of how I got here will help you understand what I'm about to push that
I think you have to consider. I was born in the former Soviet Union, I came here when I was three years old. It was a super hardcore lifestyle, I mean I lived in a studio apartment, half the size of the stage
that I'm standing on right now with seven family members. My dad got a job as a
stock boy in a liquor store and used to drive from
Queens to New Jersey for two bucks of an hour
which just tells you how cheap gas used to
be, and it was really, it was a hardcore struggle. I went on one family vacation
in my whole childhood we finally moved to Ades in
New Jersey about five or six, four or five years in, six,
five years into America because my dad became the
manager of a liquor store in a town next door. That is where my
entrepreneurial career began. I started a lemonade stand and then, I should be honest here,
I manipulated my friends to stand behind the other five
lemonade stands I created. So I had a six lemonade stand franchise (audience laughing) and for everybody here over the age of 38, you might remember big
wheels, those little things that we used to ride as kids. I used to ride my big wheels
to every one of my locations at the end of the day to collect my cash like I was Tony Soprano or something. (audience laughing) So that's who you have on stage. Actually, now I'm gonna go… I appreciate the laughs, so I'm actually gonna
really bring it to you. Actually, six months before that business, my first actual business was
going into people's yards, ripping their flowers out of their yard, ringing their doorbell and
selling it back to them. So not the proudest year of my life. But I was super entrepreneurial, I'm 43, so I had the benefit of being of the age when baseball cards and
sports cards got really big and was a huge phenomenon. And when I was 12 years
old, at that point, I'd already realized that
I was an entrepreneur even though every other immigrant
was getting straight A's, I was getting D's and F's. My mom is just amazing and
built an enormous self-esteem but she was super frustrated by that part, so she really said that, if
you're not gonna be a student, you're gonna have to learn how to work. So I worked a lot. But you know for me, this was not the golden era of entrepreneurship. Again, depending on what age you are, you know that the 80s and
90s was the college you go to is a direct attribution to how
successful or good you are. So I was making $2,000 to $3,000 a weekend at these malls in New
Jersey yet all my parents my parents' friends,
all my friends' parents and definitely all my teachers told me I was gonna be a loser. I don't know about you guys but when you have $37,000
in cash under your bed when you're 12 years old
and you're not selling weed, you're not gonna be a loser. (audience laughing) That one's for all the parents with D and F students out there. Don't worry guys, it
can work out, it's cool. Anyway, and you know it's
funny, the way I look at school in the modern education system and the way that college is structured
and the debt you have to incur to get a piece of paper
that no longer translates to an actual job that
makes it ROI positive is a lot of the way I think about being a traditional
financial service provider in today's environment
when you're not leaning in to the infrastructure
of the web let alone, and all of you know this
like, the amount of VC funding and private equity money
being put into FinTech and competitors and layers
above and like Cloud… We're not even talking,
forget about Bitcoin or cryptocurrency, we're not even talking about the manifestation
of a mature blockchain. There's so much pressure on
us collectively in the macro, what I'm affected by is
the next part of my story. When I turned 14, my parents said, okay, the baseball card thing is a fad, which they were right about, you need to start working
in the family business. So I went from making $3,000 a weekend to making $2 to $3 an hour bagging ice in the basement of my dad's liquor store. So I call those the Dark Ages, I hated it. My dad ran his liquor store
like the Soviet Union, so his employees didn't
necessarily love him. So the 14 year old son that look nine really took the brunt of that. So it was a tough era but
eventually when I turned 16, I was allowed upstairs
'cause I was relegated to the basement and bagging ice and something amazing happened. I realized that people collected wine. Even though my dad's store was called Shoppers Discount Liquors,
we were in an affluent part of New Jersey, Short Hills,
Millburn, Summit, Livingston. Some dollars in the neighborhood and they would come to the store and they would ask for
these expensive wines. Me being bored, started reading about wine and that connection 'cause I wanted to help my family business made me realize there was something there, a passion. And so by the time I
was 18, no 18 year old should know as much about wine as I did. I was off-the-charts wine book smart. And then I went to school,
freshman year, September 1994, I'm in my dorm room playing Madden 94, dominating by the way, (audience laughing) and my friend runs in and he says, you have to come and see this. At this point, I had already
been really helping my dad, I had a lot of knowledge, I was
a good salesman on the floor and I was gonna open up 800
Shoppers Discount Liquors. I was gonna build the Toys
R Us of liquor stores. It's kind of how I thought
about it as a 17, 18 year old. Now I'm in a dorm room in September of 94 and I get pulled out of
my room and I go look and I see and hear for the first time. For the under 25 under 30 set here, you missed one of the great
rackets in business history. America Online used to
charge three bucks a minute to be on the internet,
though they gave you a CD that gave you eight trillion free hours. It was the first time I saw it, I said something ridiculously stupid like, is this the information superhighway or whatever we called it back then? I had heard of it, but at
this point I'm 18 years old just to put into context,
and I'm sure this resonates with a lot of people in this room, I'd been on a computer
for 20 hours in my life 'cause of classes, it was just not a part of my lexicon or my life. But what happened next
was super interesting. Within an hour of being on the internet, but the first time in my life, I found myself on a bulletin
board selling sports cards and I realized that this was going to be what I was going to do. And so on intuition and just tasting it, I launched one of the first
three e-commerce wine businesses in America, 1996, when I
launched winelibrary.com and rebranded my family's business. This is where it gets important here. My objective here today is to not worry about the macro issues potentially
over the next two decades because for a lot of
executives and operators here you won't be around to
see that play out anyway and that's not practical, and I have no interest
in ideology or futurism, I care about general practicality. I believe the biggest ROI
that I can bring here today is help people under
and alternatives of what they could be spending their money on to communicate to end consumers
to do business with them. That is what I'm passionate
about on everyday basis. I have no emotion, you'll hear me talk about LinkedIn and Facebook and Twitter and YouTube and a bunch
of things in a little bit, I have no emotion to them. I could care less if they spoke in Twitter and YouTube are around tomorrow or not, the only thing I do, and it's not up here, but when you saw my slides earlier, it says I day trade attention. The only thing I care
about on an everyday basis is where is the consumers attention, how much does it cost to get to them and how and what creative do
I need to put in front of them so I can get their business? But I'm not emotional about it. I built my family business this way. I took a business that was
doing $3.8 million in revenue, 10% gross profit, so you can imagine how little money was left for marketing. I took a business that, in
1998 when I left school, and started operating my dad's business on the back of winelibrary.com on the back of email marketing and then on the back of Google AdWords which were the two big
innovations having a website, doing email marketing. How many people here were
doing email marketing in the late 90s, early 2000s? Raise your hands. So for the OGs that
just raised their hands, (audience laughing) do you remember those open rates? I mean I had an email newsletter… How many people have done email
marketing in their career? Raise your hands high. Wait to hear this. In 1998, I had a 200,000 person newsletter that had 91% open rates. (audience laughing) What I know more than the
sun will come up tomorrow is I know that marketers ruin everything. (audience laughing) As a marketer, I ruined email. I remember my email newsletter
when I first innovated, I'm like, maybe I can email people. And so I emailed like 80 people
and we sold way more wine. And then I was like, wait a minute, that didn't cost me anything. Like the catalog that I used
to send out the same to sell, the same stuff cost me a fortune. I remember from 1998 to
2000, sending so much email 'cause I was convinced that eventually we would charge for it. Like it was so remarkable. And I went from emailing once a week to three times a week to five days a week. And then two years later, I
was like people read email on Saturday and Sunday,
so we went to seven. And then I was like, maybe you can send more than one email a day. (audience laughing) Systematically, from 1998 to 2007, I destroyed our email newsletter. (audience laughing) But on the back of that
and on the back of buying all the wine terms on Google
AdWords a day it came out, how many people here have
done Google ad marketing in their lives? So the day came out, it
was five cents a click for about 4/1/2 months before
10 cents became the base. I literally owned every word, from wine to Cabernet, to Merlot. This is where the story of
my career is devastating. I'm very proud that I built
my family liquor business from a 3.8 to a 60 million
dollar business in seven years with no capital, with no VC money. As a matter of fact, and you'll love this, this crowd will love this,
my dad's so old-school, I didn't even know that
credit lines existed. So I built a business
from three to 60 million on making every penny work its ass off. That was email and Google AdWords. That's what I'm gonna
talk to you about today. How do you make every
penny work it's ass off? How do you not, and I think everybody will resonate with this following line, the greatest thing that's
happening in marketing right now is that we put the past on a pedestal and we demonize the current. We put the past on a
pedestal, tried and true. We create bullshit reporting
to justify the spend and then we ask stuff that has real data to prove that it works. That is ludicrous and
that is why we're seeing so many companies lose
market share and decline. It's because the executives
behind that feel comfortable with what got them there
instead of understanding that's exactly what's
gonna make them vulnerable and that you should be
required to continue to up your game and learn new skills and understand how new things… People are like, Gary
but I don't understand how Facebook works! I'm like, figure it out, dick. (audience laughing) Like, isn't that business, like isn't that the merit
of what we're doing here? Like the reality is,
that's what's happening. So I built up that business on the back of those two
platforms, that was my life, that's kind of how I did it. And then a very transcending
moment happened to my career, and then we'll go into tactics. YouTube came out, I'd already
built this huge business and I saw it and I'm
like, this is interesting. It was about four or five months old and I started a wine show
called Wine Library TV. I sat in front of a camera, drank four bottles of wine for 20 minutes (audience laughing) gave my opinions about it and hundreds of thousands of people decided to start watching it. A couple funny things about it, and this is the number one thing, and we just had this at the
table, right before I came here, the reason most people struggle with contemporary digital marketing is because they're in sales mode not providing value and
building brand mode. You're transactional. It's like, what did this
post get me, its CAC and LTV, it's math, it has no brand
or LTV dynamics in it. I was that person. Remember the reason I told you is think about where my DNA
started, rip the flowers, sell it, right, not good. Well, great business models, sat on inventory for no time, high margin (audience laughing) but not good morals. What I thought on February 21st 2006 which is when I first taped
the episode of Wine Library TV, what I thought I was gonna
do was do QVC, right. How many people here grew up
in the New York tri-state area back in the day? How many of you remember Crazy Eddie? I thought I was gonna do
Crazy Eddie Meets QVC. I was gonna be ridiculous in myself and I was gonna sell wine. The camera goes on, this
is literally five seconds, said if you literally go to YouTube and type in Wine Library TV episode one, I can see it, I know myself, I don't know if you'd pick up on it
but somewhere around one minute into the video,
I'm like, wait a minute, this is being recorded and
will be on the internet and will be around forever. I can't sell, I have to
actually give my actual opinion on these wines. And so the reason I became
an internet phenomenon and why it exploded was
I was literally going on the internet every
day, five days a week, to hundreds of thousands of customers and potential customers
and panning the wines that I was selling in
my own store at times. I was being an editorial voice,
not a transactional voice. What that seed created for me is something I wanna talk to you about, but what's really
interesting to this story and how we got here today is YouTube sells to Google for $1.7 billion.. I read an article, I'm super
blown away by that number. I don't know if you guys remember when that transaction
happened, that was 07, like it was a very
different world back then. 1.7 billion feels like a trillion today. It just seemed ludicrous, 90% of the world had never even heard of
YouTube, it was this big thing. And in the article it said,
Angel investor Ron Conway makes X amount of money
on his $25,000 investment, like 25 million dollars,
something ludicrous. And I remember thinking,
man, I've been so right about email and Google
AdWords and now YouTube, I need to become an Angel investor. And in 2007 and 2008,
I started doing that. And the first three
companies I invested in were Facebook, Twitter and Tumblr. So I'm rich (audience laughing) but more importantly than
that is what happened next was instead of becoming
a VC, I mean you guys know this dynamic on the
back of that and uber, like I wasn't rolling. And instead of raising two
or $300 million dollars on a fund, getting two
points, making all that money just to take meetings and
having 20% of the upside which is what most of my
friends did from that era, I decided to build a
20-20 version of Mad Men, client services, shitty
business, terrible yada, makes no sense to all my smart friends. But the reason I did it is
why I find myself here today. I believe there is a gross underestimation on how substantial the
consumer behavior shifts are and are about to be. If you think a lot of things have changed over the last five to
seven years, and they have, in the way we behave, in the way… I mean dating 15 years
ago, if you online dated you were the weirdest nerd
in your mom's basement. Now it is like standard to
swipe left and right 24/7, 365. Our behaviors in our
society, 15 years ago, if you thought it was a
good idea to pay strange men to drive around your
fourteen-year-old daughter, you would be laughed out of a room. Now parents are more
comfortable with their daughters going into uber than driving themselves. We're going through major
major consumer shifts. And all the things that
were tried and true are being pressured by technology. This industry is on the precipice of being disrupted dramatically. Forget about macro technology trends, just on competitors that
look like Amazon and others. It's all coming because
the services continue to be commoditized as
the technology advances. If you play out the chess moves of that, it's the same thing that's
happened in politics, it's the same thing that's
happening in transportation, it's the same thing that's
happening to book stores, the wine industry. What everybody in this room
eventually will realize and I'd be very grateful
to get an email in 35 years and be like huh, I
didn't really believe you but now in hindsight, I'm
surprised how it played out, you were on it. I believe one man's point of view, that if you play out the chess moves of the advancement of
the inn and technology, the only thing we are
all left with is brand. The only thing we were
all left with is brand. And why I decided to build
a client service business and learn marketing was
I was an entrepreneur in Silicon Valley winner
but I knew nothing about fortune 5,000 land. I didn't understand why
the money was being spent the way it was being spent. And I needed to go get my
hands dirty and taste it. And over the last decade, and ironically, today's the 10-year
anniversary of the business my brother AJ and I
started called VaynerMedia, I've learned a ton of stuff most of it is disappointing to be honest, most of the reason money is
spent is political and defense and trying to rise up the ranks. I used to be mad at you, the individuals, now are mad at the system, right, the machine makes people do that. I'm so tired of CEOs and
board members coming up to me and saying, Gary, I so believe in your progressive marketing. I'm like it's practical,
it's not progressive. They're like, your progressive marketing but I can't get my executives
to execute, It's my people… I go, no it's you. Employees are easy. I don't know guys if you've seen this but it works tremendously
well if you're in control. You just change what
people get bonus done. (audience laughing) Yeah, thanks mom. (audience laughing) Like literally I had dinner
with like a fortune 500 CEO the other day and she's
amazing and she's like, I'm just so frustrated,
like I can't get my people! I'm like, good news. Instead of your bullcrap internal MMM or Nielsen brand stuff
lyft or sentiment analysis, all these stuff, like, there's nothing that anybody in this room
is held accountable to from a reporting that
they don't understand that it's deeply flawed
and easily manipulatable. You all know this, right. I mean how many more
meetings do you wanna be in where the reports like
are sentiments tremendous but our business sucks crap. (audience laughing) And so I said to her, I said look. if you so believed in
LinkedIn and Facebook, just change the bonus structure,
just change the rules. Like I have a funny big idea,
I guarantee that your CMO and your brand managers are
gonna spend a lot more money on Facebook if you put a bonus in place that it you hit this much
Facebook spend, you get bonus. So like we have enormous
control to change the game yet people are undereducated. Do you know many people
are here this morning that have massive points of
view on Facebook marketing but have never spent a dollar on Facebook and seen the results of it? We live in a world of headline reading. There are people here of strong
points of view of Facebook, Google, YouTube,
LinkedIn, all these things predicated on headlines. You know many people run
up to me, they're like, Gary what about Cambridge analytical? I'm like, what about it Ron? Ron has no answers. Target and IRS and visa
breaches put out tons of data. What we have is a huge
misunderstanding of what consumers are actually doing. I'm watching the Venmo's
and the Robin Hood's and the rocket mortgages and
the blah blah blah blah blah, draft this and (mumbles), like brands that are built out of nowhere. I know kids that are
building 87 different URLs for nine bucks an hour,
like credit, house income, home.org running Facebook and Google Ads and taking customers and making
margin on being referred. Like the consumers attention
is very clear, it's this. You may not like that it's this. You as a human Karen and
Rick, you might not like that at dinner your kids
on the iPad the whole time. Two things of that, take the
iPad away and stop complaining, two, it's the consumer,
you don't get to pick. Watching people make executive decisions on how they wish the world was versus what the actual customer is doing is one of the most fascinating
things to me of all time. Like I literally had a meeting
three or four years ago where the guy was like Gary, I hear you on this Instagram thing but I gotta be honest with
you, I just don't get it. And I go, that's cool John but you're a 68 year old old white dude and currently the people that
use it are 16 to 24 year olds. I don't know if you remember
during this breakfast but you're the CEO of a company that sells to 16 to 24 year old women. This dynamic is amazing,
the amount of companies in this room that have not taken the leap into contemporary marketing is fascinating and it is completely
predicated on one to do things in this room, it's very simple. It's just the truth for the
majority, not everybody, it's either A, the internal machine doesn't score it positively and that head of marketing CMO or VP or whatever it may be doesn't
want to fight the system and conforms even though she
or he doesn't believe in print or radio or outdoor or
whatever else commercials, they do it because that's
what the Machine accepts and there's no reason after
15 years of great work for them to make themselves
vulnerable to fight that fight and so they just conform or
be if they have the autonomy, they're not comfortable
in these new environments because they haven't been
practitioners of it themselves and they're not sure or see
they've run some Facebook or Google or YouTube ads
and it wasn't successful and on a small test they decided the whole thing doesn't work. The ROI of anything is predicated based on how good you are at it. How many people here are familiar with Wish, the shopping app? Raise your hands high. How many people have never heard of it? Raise your hands high
which I'm gonna assume… Do me a favor, let's like make a rule 'cause we're about to do some Q and A two rules this morning; No half-ass hands. (audience laughing) And two, there's no judgment here, it's just data for each of us, like there's no reason to hear of Wish. I know if I'm asking it or like oh, I don't wanna be not in the know. So real quick, one more time, high, how many people have heard
of Wish the shopping app? Look around everyone just to get a sense. Great, that's a lot actually now. Put your hands down. How many people have not ever heard of it? Raise your hands high. Appreciate it, thank you. So Wish, depending on
who you believe is doing between six conservatively
and $12 billion in revenue. It's a shopping app, they
spend all their money on Facebook ads, 95%. The only things they've really done that maybe you've seen is they have the patch on the Lakers Jersey and during the MacGregor Mayweather fight, they had the logo in the corners and in the middle of the ring. 12 billion, nine, six, at this point somatically doesn't matter,
it's probably one of the only potential long-term competitors of Amazon, yet most people still don't know it exists because the way they did marketing was under-priced attention in Facebook. The disproportionate. I promise you if everybody
here knew how to do it, there's a lot of nuances and
we'll get into some Q and A but if everybody knew how to do it, five mile radius of your branches, using the data to find your prospects, if everybody here really knew how to be a modern-day
Facebook and LinkedIn marketer, your business would be
dramatically different. There is no radio or local television or outdoor or direct mail campaign that fires better than those two places when you understand creatively what to do. The flexibility of these
platforms to put content out that resonates with the end consumer 'cause you're targeting
people of certain incomes or certain genders or
things of that nature is just too remarkable to
overcome for the other platforms that require vanilla. Your direct mail eight-by-twelve is the same picture to everybody, that same message you're
trying to get across of why your branch is so
awesome just a mile away needs 39 different pictures and videos to 39 different segments psychographically and demographically on Facebook. That's why it converts. If you make one video or
picture on a five mile radius, it acts more like direct mail and radio. This is about knowing. Guys, ROI of having the skill. The ROI of a basketball for LeBron James is going to be over a billion dollars. For me it's negative 3,000, I've torn both of my meniscus. To me, that's the punchline. So what I'm passionate
about is getting this room to understand that they
need to figure out something that is practical to become
a modern-day marketer. For example, let's talk
about underpriced attention. These are platforms that I believe if you spend money on are a better deal than if you spent it somewhere else, then the words of the videos become the variable if it's successful. Number one, podcasts. How many people here are
actively listening to podcast? Raise your hand. Actually, you know what, do
me a favor that's important. If you listen to a podcast, and it could be many
different one or the same one, if you listen to a
podcast most of the week, like two or three times
a week or more stand-up. Just do me a favor, let's
get the blood flow going. Stand up if you are actively
listening to podcasts. We're talking about 60 (mumbles)
maybe that's a little weak. All right, thank you, you can sit down. For me one of the most interesting places to market right now is podcast. If you're a bigger brand in the room 'cause obviously some aren't,
but if you're a bigger brand buying pre-roll I've read
podcasts right now on shows that you think hit your demographic or potentially as narrow
as financial shows as broad as something that might be
considered high net worth if you're looking for that
world, whatever it may be, you've got to make those decisions. But I will tell you this, there's a great misunderstanding right now of the worth of pre-roll podcasts because the data isn't clear yet of how many people are
listening or watching, Apple is not really reporting yet. In that youth, in that blurriness, what I always deploy is common sense. I know people are listening
to podcasts at scale, I know that the companies that
have been actively marketing on podcasts the last two years, MailChimp, things of that nature are growing on it, on the Seth Rogen Show,
they're growing dramatically. One of the things that as you
can imagine as a street kid from an immigrant family, one of the great devastating
things that has happened in our society and this is
based on 70 years of prosperity, we have eliminated common
sense from our businesses. Do you know me people here live their life as a human one way but
then as soon as they go into the office say
completely different things about their marketing? Who here can't wait to
leave Vegas, run home and carefully go through
their direct mail? (audience laughing) Guys, I mainly work with
fortune 500s, the Budweiser, actually, how many people here happen to see the Dwyane Wade Budweiser video that made everybody cry? Raise your hands. So I appreciate that. So that's a bigger media execution that we're super proud of. What I'm Way more proud of is
more than any Super Bowl ad or anything else they've
done on television the sales of Budweiser in
Miami and ironically Chicago where he's from and he
played for a few minutes have exploded, right. I mean a lot of people saw
it, the costs were much less. And here's where it gets crazy, we didn't even have to spend on Facebook and YouTube that heavily because when you make great
content it travels itself. There is no commercial on
television or newspaper ad or cold call that goes viral. There's no taking that and passing it on. As all of you know word-of-mouth
is the foundational thing to business and that is the great thing… Social media in our society today and it's something I've been
talking about for a decade, I am not naive or unaware
of where everybody wants to position it. It's because Americans don't like to be held accountable for anything. So when the banking crisis happens, it was your guy's fault, right, not me even though I
was a $100,000 in debt making $87,000 a year and
thought it was a good idea to buy a $537,000 home. In a decade, we're gonna
blame colleges for collapsing 'cause all the college debt, but it's not gonna be our fault for not being self-aware and understanding that $80,000 in debt for a piece of paper that doesn't get you a job is a bad deal. So that is what I spend a lot of time, our inability to be held accountable. And so I just think it's
a very interesting time in marketing, I highly
recommend looking at podcast. Number two, LinkedIn. LinkedIn is gonna feel
natural for this crowd 'cause it feels more mature,
older, you know, great. I'm thrilled, if you follow
my content for last 10 years, especially my last book, I
didn't even have a LinkedIn, I had a chapter on every platform. I didn't put LinkedIn in it
'cause it was so irrelevant. Only 24 months ago, for a
niche group of B2B businesses, there was a way to go. Over the last 24 months, it is transformed into a content platform for
all shapes and sizes business. I've pushed fitness experts
to go put out LinkedIn content of like three tips when you travel, it's become literally
Facebook seven eight years ago where the organic reach of your content can go much further than you can imagine. I genuinely believe that
every bank, credit union and financial advisor
if they're building up a personal brand in here needs to have a very significant LinkedIn strategy but the content that comes
out has to bring value. You need to think of
yourself as Bloomberg, you need to think of yourself
as the New York Times, you need to think of yourself as Fox News, you need to think of yourself as content, not as a salesperson. You need to put out content
that builds awareness and brings value to somebody in ideas that you should be thinking
about when buying a home. Six ways to hack a business loan, things that actually
bring value to people. You can do that now, as
you think about your team and your agency partners, you
have to become very self-aware you need to think about
a couple of things. Number one, you absolutely have to think about how do you communicate best? I do it through video and
then I strip the video and make audio and that's
how I do my podcast, but I'm not a great writer. So I get interviewed by my writer and then it becomes first person. Not everybody has to do everything best but you do have to be self aware of how you communicate
to your end consumer. The written word, voice
and video have always been and will always be the three platforms. You have to decide how your organization is going to do that best. The other thing is you
have to audit the people that are executing this. How many people here work
with outside agency partners? Raise your hands. Great, this is a big
one, this is a big one. Now that I've been in the
industry for the last 10 years, one of the things that has
been very obvious to me is that most agencies are incentivized to make their own margin which means by nature being a client service provider has a disconnect of misaligned interest. A lot of the advice you're getting and the reports that justify it right now are completely predicated
on that agency's margins. The reason that television
and programmatic digital continued to be the beacons
for the biggest companies in the world is because
that's where all the margin is for the biggest media
agencies in the world. And even for small shops, they will always reverse
engineer to their biggest margin. Because I built VaynerMedia for myself because my long-term plan, I
didn't mention this earlier, with my agency was not only
to learn but it was also to take advantage of the
next economic downturn because I believe everybody's
so grossly over leveraged because we didn't properly
pay the piper in 2009 that I believe that there's gonna be some significantly
great deals to be bought when the world melts. And earlier that whole rich thing… How many people here are
immigrants or kids of immigrants? Raise your hands. So for the small hands that went up, immigrants have figured out
a really interesting trick, it's called Sit on Cash. And it's funny, my
financial advisors and I have a lot of friction because
I do very high risk investing and then I send them way too
much cash for their liking but my point is I'm gonna
make that cash work for me, I'm patient, I'm gonna wait for
the next economy to collapse and when that happens all
of a sudden $4 million acts like 16, $16 million acts like 160. There is no compounding
value on the market or anything else that
makes it work that way if that's what I wanna do with my money. So I think that there's a
really interesting thing of why my agency's been
able to figure it out is 'cause I'm building it for myself to buy things and run it through. This is how I figured
out, why was everybody giving such bad advice. Guys, if your company is
buying a banner ad on a website that is mainly seen on a
desktop, not on a phone, below the fold, you
can't waste money faster. There's not a… Please if you do any… As a matter of fact, leave now. Leave the conference, leave my talk, go back to the office and stop any cent spent on banner ads on
websites, it is a literal joke. As much as I hate television commercials 'cause watch this, watch this. Not 16 year old crowd, you ready? Watch this, by show of hands,
how many people here now mainly watch when they watch
television Netflix, Hulu, Amazon or HBO or when
it's on video on demand and you fast-forward commercials? Raise your hands,
Netflix, raise them high. Keep them up, I want
everybody in the front in these fancy couches to look back. Look at this. (audience laughing) Keep them up for a second. Can we all agree that
the majority of people in this audience aren't
14 year old teenage girls. This audience almost 95% of you don't even have a chance
of seeing a commercial. Forget about if you consumed it and got inspired to do business, 95% of this older crowd
is not even got a prayer of seeing an actual television
commercial $60 billion spent to make you buy things in America
on television commercials. Then you've got digital
banner ads, nobody… Who here does click the banner ad? (audience laughing) Can somebody raise your… The only banner ads you click are once I went to your website,
you got me in the funnel, you re-targeted me and then you annoyed the living shit out of
me to buy those socks or take that mortgage
and then I clicked it. It is not a consideration funnel, it is a retention and retargeting funnel. We are broken in marketing in 2019. The reason the Toys R Us is
in the sears of the world and you'll see it every
single day in every market, it's coming guys, it's coming. And honestly it's actually here. And you know what I'm most worried about? How much damn margin and how profitable the companies in this room actually are. The biggest thing that I struggled to push a new agenda in marketing is the current results of businesses. When I spoke the Toys
R Us eight years ago, they were thrilled with their business. They didn't wanna hear it. This is what happens every time. The only audience I'm worried about when I go pitch a new client or speak here is one that is currently
successful, that's what happens. Things are always good before they're bad. And so I just don't
understand the following. If you believe 50% of what I'm saying, the reason I started a marketing company not a build a technology company is because it's the easiest
thing to change, it just is. You can go home and change it, you can. And I think the days of like, I mean… I literally have clients
that are spending more money on outdoor billboards than they are in Facebook and Instagram. I don't know if you guys, when
you leave this conference, can you please just look at everybody who's driving on the highway. Let me promise you this,
every single person that's a passenger is
looking at their phone. So I think we can all
agree in 2019 versus 1999, billboards should not
have gone up in price. At least half the audience has been eliminated from seeing it. The scarier part when you
look at people driving, if you happen to do
this which is what I do, is half the people driving
are looking at their phone. (audience laughing) You guys are scary out there. We are not deploying common-sense behavior against what's actually
happening with our consumers and that is why we were
becoming long-term vulnerable. Now let's go into you're
buying in, fine Gary, I'll call your bluff. Let's talk about YouTube real quick. One of the greatest ad
products in the world today is a specific product that
YouTube has which allows you to target people who
searched on Google something and then go to youtube to watch something completely different. They searched for a
mortgage or a loan or a bank or whatever on Google and
then three days later, they go to watch a UFC clip on YouTube, they go watch a ski clip. But the pre-roll is you,
before they watch that, they literally type in,
looking to borrow some money and literally your pre-roll
before their ski video is, hey, are you looking to borrow some money? And they're like, holy
shit, how'd you know? (audience laughing) It's an incredible product, I highly recommend you look at it. The key though is it's very
hard to make a compelling video that gets somebody excited. This is one big game. Once you get into the framework of understanding how underpriced
the digital landscapes, certain digital landscape products are, the game that you're gonna
get caught in to is content. A lot of people are here
spending a lot of time thinking about their media agency but they're not spending time thinking about the content they put in there. The most important word in
today's digital centric world of marketing is context. This is one big game of
having enough content to match the 30 to 80
different psychographic and demographic cohorts
that are potentially doing business with you. This is a very big deal. What we have not committed to
in our industry of marketing is spending enough money
or spending money properly to make enough pieces of content. It is remarkable for me to watch early-stage startup companies out market much bigger companies because they don't know any better because they're just
living in an Instagram, Facebook, YouTube world. You will be blown away what happens when you put a Asian-American
in the picture or video and then target Asian-Americans
with the same message and then run a separate ad with an African-American female in it and you run it against
African-American females in a five-mile radius then
an African-American male, 18 to 21, gets a different
message than 58 to 63, then income levels. There is a graph, a framework of 40 to 70 significant segmentations in our society. And then not to mention the subtle nuances of your neighborhood. I'll give you a weird one, if you mark it in a certain
part of Illinois and Wisconsin, like if you use Packer lingo
vs. Bear lingo or vice versa, the conversions on your
sales are ludicrous and through the roof. If you're a national brand… Look, I think we all know
what the political climate, there are clearly two very
different points of view on the current state of America, your marketing needs to reflect that. People value different things, we understand that in our social issues but as marketers we're trying
to sell vanilla to everybody. This is one big game of content that's contextual to the platform. LinkedIn organic content,
you need to start an editorial like capability
in your organization. Facebook, you could hate it, you could think Zack is the worst, you could think the Russians, you can think anything you want but when you're in business, you start realizing a lot of things. Here's my favorite thing. Everybody's out there
saying, screw you Facebook and they're posting that on Instagram. (audience laughing) Headline readers versus practitioners. People like to play hero on social media but then don't back up their actions. Their actions are very clear. Right this second, Facebook
is the single best place to market in the world because people are still not pouring
enough money on the platform because they're making emotional decisions versus practical business decisions. I could care less about Facebook, I have way more Snapchat
and Pinterest stack, things that I don't
believe are doing as well. I wanna be historically correct
and I will stand up here in 10 years and say,
you're still running ads on Facebook and Instagram? They're overpriced. What's great about Google
and Facebook and Instagram and Snapchat for that
matter and Pinterest, is it's a marketplace. Ads start at a penny, and
then supply and demand for that attention goes up. What's terrible about print
and radio and direct mail is there dying mediums, they're not dead, they're not doing as well as they used to and you're paying the premium. They keep raising prices,
that's a macro number you might be locally doing
but that's fine, I don't know, this is interesting to me as business operator spending money. We have such a passion for the past that we're willing to
overpay for something we know doesn't work in lieu of something that's staring us in the face. and then we make fun
of Venmo or Robin Hood, Rock and More, AZebra. We make fun of these
things, we say these things and they're marketing a
completely different way and they're growing by the second. You're making fun of them
because you're not on their team. The second you quit this
job and go work for them, you're gonna sing its praises,
you have vested interest. It's like how I talked about
the Patriots, I hate them. They're cheaters, they're the worst, I hate everything, I hope
they all die them, fuck them. (audience laughing) I'm a Jets fan, that's how I roll. But that's sports,
that's me talking sports, that's not real life. You're doing that in real life, you're making real life decisions based on not being on a certain team. Guys, this has happened. You're not gonna get a
$100 million infusion into your tech stack, rebuild
your app and your website to create less friction
tomorrow but what you can do is take a real step back and really start auditing every penny that you spent. There's no reason to waste money because what I'm most
worried about is voice. I will tell you it right now, I'm putting this on the record. Caleb, where are you? Caleb, I film all my content, I like being historically correct. How many people here
follow me on Instagram? A couple, thank you. You can see in the last six months I've been doing the recall videos. Stuff I said in 11 that became true, this is my currency over everything, so I love speaking for me,
could care less about me, the crowd, one thing, the truth. The current state of the truth. I don't sit up here and predict, everything you've heard in my mouth, it's things I've already seen happen. This is not guessing,
this is not futurist, this is not hoping. This is everyday being a practitioner spending a billion dollars in ad money between my own agency and the
startups I'm involved with and my own companies and
watching how it all plays. By the way, one of the weird things to throw you for a loop,
I think the Superbowl is the number one thing everybody here should run in marketing. I think the Superbowl is the most underpriced move in marketing. Everybody in America will
know what you're up to whether they watch it on
YouTube or during the game. Another weird one, I'm starting
to really pay attention to the collapsing prices
of Drive Time Radio, right. Everybody's listening to
podcasts and Spotify, I get that. To me it's not growing, I
just care if it's a good deal. By the way I'll buy a million
television commercials next year if they drop
their prices by 85%. So for me I just really I'm desperate for everybody to
understand how real this is because I've now lived more
than two decades of business, have yelled about this is gonna happen, this is gonna happen! People don't take it seriously
or not incentivized to or to care less or… And it's tougher for employees. Back to when I used to
do it with entrepreneurs, it was their family
business, that made sense. It's hard for you to fight a machine that you don't even own, I get it. But I will say this, and this is probably the single best thing I
can say in a room like this for the future of your career; The number one thing I am passionate about is for everybody in this
room to consider the value and the ROI of (mumbles),
for dying on your own sword. That was amazing that it went out, right, when I was about… (audience laughing) That was so amazing. If you guys were doing that in the back, that was unbelievable,
big shout out to them. The number one thing that
I wish for all of you is when you're sitting in a
meeting with senior executives or your marketing team or your agencies and you're talking about marketing, if you have an opinion
that you believe in, not because I said it, because
you actually went home, you know, if you're… How many people here are senior
marketers in their company? Raise your hands. For all of you that just raised your hand, if you don't go home and
spend 200 bucks on Facebook to try to sell something
that's sitting in your basement on Facebook marketplace,
it would be a huge mistake. You can't have opinions about
something you don't know. You must be a practitioner, please. So let me get to the point. If you're in a meeting tomorrow, next week and we're talking about
Facebook or Instagram or radio or television or
print and you have an opinion that's different than what
you as the professional is going along with, the ROI
of you voicing that opinion is that everybody else knows you said it. And it might not be valuable today but when everything hits
the fan, and it will, in three or four years, the people that were historically correct
will get the first jobs. That's real life. I've watched for too
long over the last decade friends of mine pander to the
companies that they worked in on things they didn't believe
only then to feel the wrath when the company got hurt and
they didn't have the resume of articulating their
truth to protect them and so they lost twice. If nothing else, if
nothing else this morning, please in meetings talk about
what you actually believe in instead of what's convenient
for the short term because the haves and
have-nots of marketing are becoming very clear. The stakes are very high. Let me bounce here for
a couple more minutes while I've got it. One thing to really understand and why so many people are
struggling with marketing today is this is the greatest
era of math and art being equal partners. Way too many marketers today
either run too much quant or they run too much art. This world too much quant,
math math math, right, way too much, not building brand which is why voice is gonna be a problem. Voice is gonna be a problem
because everything we now do on our mobile phone over
the next decade or two, an enormous percentage of that activity is going to go to voice
devices because it's faster. The only thing we value is speed. We give up… There is no privacy concerns in America, we prove it every day, we don't care. We care about convenience, we like time, we like lack of friction. It is faster for me to say, hey Alexa, I'll take two burgers and a fries than it is to find my phone
go to Seamless and order it. Many more transactions. I grew up as a kid that was told nobody would buy wine on the internet, that nobody would buy
tomatoes on the internet, that nobody would buy
a car on the internet. We buy all things on the internet. The Internet is real
life, this is fake life. And so please understand the
reason I'm pushing brand, the reason the Dwyane Wade thing mattered is 'cause building brand is
going to be the difference between somebody saying
Alexa, send me a case of beer and Alexa send me Budweiser. That is going to be everything
in the next frontier and if you're a young executive… How many people here are retiring
within the next 10 years? And I don't mean that
you're gonna crush it and go buy a plane, (audience laughing) I mean you're old and
you're kind of finished. (audience laughing) Great, great, okay. So for 9% of this
audience, I will say this; Nothing I'm saying is
futurist, it all matters now, but obviously as you can imagine for the other 91%
percent of this audience, a decade from now, let me remind you that almost nothing we
talk about today existed a decade and a half ago, nothing, nothing. This is gonna compoundly grow, it's gonna get way crazier and scarier if you don't like this stuff and I desperately need you
to understand that the, and this is actions over words, in a world where I could
have gone the VC route and had a lot of easy life and lived it, I wanted to build a marketing machine to take advantage of how big this is because I believe that
everything in our society is predicated on communicating, it's why dictators take over the press when they first have a coup. Communication matters, and we are living through the transition of communication. We have gone from a radio first world to a television first world, we now actively live in a
mobile device world first. That's just where we are. And when you look at the mobile phone, the far majority of
activity besides gaming and entertainment is on social networks. If your business does not
know how to communicate on those seven to 10 platforms, every day your relevance
of brand is declining. This is very important. This is not ha ha ha fun,
this is massively disruptive. And the naivete that I've
seen from governments and politicians and other big
companies in different sectors is happening here right
now in this industry, I have a first view at it. It's why I love working
with Chase so much. Kristen Lemcke was one
of the most progressive thoughtful CMOS period that I work with, let alone in this sector, pushing the envelope
around relevance of brand whether it's Sarena and Curry for that kind of cultural stuff, whether it's the tactics of eliminating, all those banner ads that we used to buy. She's on it, sharp as a tack. And she's in an ivory tower at the biggest companies in the world. Many people here are in the trenches should know can absolutely do this. I think you need to have a call in arms, this has to be the morning, we have to scrutinize
the money we're spending, we have to scrutinize the reports that we are held accountable
that everybody here knows don't actually match to
the reality of our business and we have to put pressure
on the most senior executives that sit on boards and C-suites that pontificate about
the past or asking for ROI within a minute of the spend because all those behaviors
that I just mentioned are the singular reason
that great companies that make tons of profit
wake up seven years later and are no longer in business. Please, please heed this, it's coming 'cause it's
already here, thank you. (audience applauding) (bright upbeat music)